Archiv des Autors: innovation

You can make the walled garden very very sweet, but the jungle outside is always more appealing in the long term.

Transformers  event

As fragile as paper is, written documents and records have long provided historians with a wealth of insight about that past that often helps shape the present. And they don’t need any special technology to read them. Cerf himself points to historian Doris Kearns Goodwin’s 2005 bestseller Team of Rivals, which she based on the diary entries and letters of Abraham Lincoln and his cabinet members. The book influenced how President Obama shaped his own cabinet and became the basis for the Steven Spielberg film Lincoln. In short, old records are important. But as Cerf’s own email obsolescence shows, digital communications quickly become unreadable.

Don’t believe it? What would you do right now if you wanted to read something stored on a floppy disk? On a Zip drive? In the same way, the web browsers of the future might not be able to open today’s webpages and images–if future historians are lucky enough to have copies of today’s websites at all. Says Cerf, “I’m concerned about a coming digital dark ages.”

That’s why he and some of his fellow inventors of the Internet are joining with a new generation of hackers, archivists, and activists to radically reinvent core technologies that underpin the web. Yes, they want to make the web more secure. They want to make it less vulnerable to censorship. But they also want to make it more resilient to the sands of time.

The Permanent Web

Today, much of the responsibility for preserving the web’s history rests on The Internet Archive. The non-profit’s Wayback Machine crawls the web perpetually, taking snapshots that let you, say, go back and see how WIRED looked in 1997. But the Wayback Machine has to know about a site before it can index it, and it only grabs sites periodically. Based on the Internet Archive’s own findings, the average webpage only lasts about 100 days. In order to preserve a site, the Wayback Machine has to spot it in that brief window before it disappears.

What’s more, the Wayback Machine is a centralized silo of information—an irony that’s not lost on the inventors of the Internet. If it runs out of money, it could go dark. And because the archives originate from just one web address, it’s relatively easy for censors, such as those in China, to block users from accessing the site entirely. The Archive Team–an unrelated organization–is leading an effort to create a more decentralized backup on the Internet Archive. But if Internet Archive founder Brewster Kahle, Cerf, and their allies who recently came together at what they called the Decentralized Web Summit have their way, the world will one day have a web that archives itself and backs itself up automatically.

Some pieces of this new web already exist. Interplanetary File System, or IPFS, is an open source project that taps into ideas pioneered by the decentralized digital currency Bitcoin and the peer-to-peer file sharing system BitTorrent. Sites opt in to IPFS, and the protocol distributes files among participating users. If the original web server goes down, the site will live on thanks to the backups running on other people’s computers. What’s more, these distributed archives will let people browse previous versions of the site, much the way you can browse old edits in Wikipedia or old versions of websites in the Wayback Machine.

“We are giving digital information print-like quality,” says IPFS founder Juan Benet. “If I print a piece of paper and physically hand it to you, you have it, you can physically archive it and use it in the future.” And you can share that copy with someone else.

What would you do right now if you wanted to read something stored on a floppy disk? On a Zip drive?

Right now IPFS is still just a tool the most committed: you need to have IPFS’s software installed on your computer to take part. But Benet says the team has already built a version of the software in JavaScript that can run in your browser without the need to install any new software at all. If it winds up on everyone’s browsers, the idea goes, then everyone can help back up the web.

Unlike the early web, the web of today isn’t just a collection of static HTML files. It’s a rich network of interconnected applications like Facebook and Twitter and Slack that are constantly changing. A truly decentralized web will need ways not just to back up pages but applications and data as well. That’s where things get really tricky–just ask the team behind the decentralized crowdfunding system DAO which was just hacked to the tune of $50 million last week.

The IPFS team is already hard at work on a feature that would allow a web app to keep trucking along even if the original server disappears, and it’s already built a chat app to demonstrate the concept. Meanwhile, several other projects– such as Ethereum, ZeroNet and the SAFE Network—aspire to create ways to build websites and applications that don’t depend on a single server or company to keep running. And now, thanks in large part to the Summit, many of them are working to make their systems cross-compatible.

Why Bother?

Even if the web winds up in a new, better of digital archive, plenty of problems still remain. Today’s web isn’t just a collection of static HTML files; it’s dynamic apps like Facebook, Twitter, and Slack. The operating systems and hardware of the future might not be able to read or run any of those. The same holds true for videos, photos, maybe even text.

Many efforts are afoot to right those weaknesses. But why bother?

‚We are giving digital information print-like quality.‘

After all, if anyone really cares about a specific file or site, can’t they just transfer the files to newer media and convert the most important files to newer formats? The problem with that line of thinking, Cerf says, is that people often don’t always know what’s important right away. For example, sailors have kept meticulous records of weather and temperatures in locations all over the world for centuries. That sort of information probably seemed useless, the sort of thing geeks of old preserved out of a vague sense of historical purpose. But guess what: climate scientists may find all that weather data very valuable. (The Old Weather project is now hard at work digitizing those old ship logs.)

Still: some websites just shouldn’t last forever. Does anyone in the future really need to see old drunken college photos or inadvisable Facebook rants? Meanwhile, activists and law enforcement are trying to stop web publishers from posting nude photos of people without their consent–a practice known as “revenge porn.” These same preservation tools that could make it harder for governments to censor the web could make it harder for people to scrub content from the web that shouldn’t be there anyway. People like Snapchat for a reason.

‚The walled garden is very sweet. But the jungle outside is always more appealing.‘

Cerf suggests possible technical workarounds to this problem. Web publishers, for example, could specify whether other people can automatically archive their sites. Bennet says the IPFS team has been considering a feature that would enable the original publisher of a page to un-publish it by sending a beacon to all other servers hosting a page asking for its removal. The IPFS servers could also host blacklists to remove copyrighted material. Still, those blacklists themselves become a reminder of the things we’re trying to forget.

But the biggest problem facing the decentralized web is probably neither technical or legal. And that’s getting people to care in the first place. At a time when people spend most of their time in closed-off platforms like Facebook and Snapchat, so much of what humans digitally produce stays locked up anyway. Bringing people back to the open web is going to mean creating user experiences that are fun enough and easy enough to persuade people to venture out of the confines of today’s app-centric
Internet.

But Tim Berners-Lee, the creator of the original web, isn’t worried. After all, the open web already beat out walled gardens with names like America Online, Compuserve, and Prodigy. “You can make the walled garden very very sweet,” Berners-Lee said at the summit. “But the jungle outside is always more appealing in the long term.”

http://www.wired.com/2016/06/inventors-internet-trying-build-truly-permanent-web

Bitcoin is soaring due to China and Brexit

Bitcoin is on a tear.

The price of bitcoin has jumped 42 percent since the beginning of June. It hasn’t been this high since early 2014. It’s moved from a total market capitalization of US$8.3 billion, to nearly US$12 billion. It’s unheard of for a currency – digital or otherwise – to skyrocket this quickly.

Bitcoin Price Indextruewealthpublishing.asia

China has played a big part in this rally. As The Wall Street Journalrecently reported, two Chinese exchanges, Huobi and OKCoin, now collectively account for 92 percent of global trading in bitcoin.

In February, we explained that bitcoin is “cryptocurreny,” or a form of digital money. It’s created and stored electronically through a blockchain database.

Like dollars or yen, you can use bitcoin to buy goods and services. But, unlike paper currencies, which governments can create and print at will, no single entity controls the bitcoin network. Its mathematical rules limit the maximum number of bitcoin units to 21 million.

A network of “miners” digitally secures bitcoin transactions. When a miner completes the complex process of mining a block, he’s paid a fee – in bitcoin.

Every time 210,000 bitcoin blocks are mined, the value of mining new bitcoins is cut in half. There’s only been one “halving” since bitcoin was created eight years ago. It happened in November 2012.

Miners expect the next halving to happen in July. This is one explanation for the recent price surge. Some investors see the imminent halving – which will cut the mining fee from 25 to 12.5 bitcoins – as a reduction in supply. That’s why they’re bullish on bitcoin.

Another explanation is that blockchain, the technology at the heart of bitcoin, is gaining traction in a growing number of commercial applications, stoking investor interest.

Also, concerns over “Brexit” are adding to bitcoin demand. Some investors are worried about the financial fallout if the U.K. leaves the European Union. So they’re turning to bitcoin as a safe haven asset – treating it like a digital alternative to gold.

Yuan, china currencyReuters/StringerDamaged 100 yuan banknotes are seen on a table at a branch of China Bank in Foshan, Guangdong province, June 5, 2013. A woman brought about 400,000 yuan ($65,200), which she had kept at home, to the bank for replacement after most of the notes were bitten by white ants. Her notes were exchanged for new ones but for 60,000 yuan ($9,780) which the bank assessed and declared to be unchangeable. Picture taken June 5, 2013.

That said, the yuan is a much bigger player in this bitcoin rally.
China’s currency has been weak in recent months. It’s down 6.1 percent against the dollar since August.

Investors in China are selling yuan-denominated assets in favour of other currencies, particularly the U.S. dollar. In 2015, Chinese citizens and corporations moved an estimated US$1 trillion in capital out of China. The capital flight has slowed this year. But renewed weakness in the yuan may reaccelerate it.

China’s government wants this to stop. This is part of the reason why it prohibits individual citizens from moving more than US$50,000 per year out of the country. Even so, Chinese citizens have a variety of ways to bypass these capital controls – including bitcoin.

Bitcoin is gaining popularity as a method to quietly and anonymously move money out of China. Basically, a Chinese investor can deposit yuan in a bitcoin account and exchange the bitcoin overseas for some other currency. Fees range from one to two percent.

The price of bitcoin is volatile. So there’s a risk it might change while the transaction is being processed, causing the investor to lose money. Otherwise, it’s a relatively simple way to skirt the rules.

Still, the main reason for bitcoin’s price surge is even simpler: Good old-fashioned speculation.

In recent months, speculation driven by Chinese money has resulted in short-lived bubbles in assets as diverse as iron ore, steel rebar, cotton, and eggs – as well as in bitcoin.

All of these Chinese-driven speculations have the same basic lifeline. Whatever the explanation – lack of alternative investments, a deep-rooted gambling culture, investing naiveté, easy-money loans – each of these market booms played out the same way. Prices shot up in a speculative frenzy, and crashed once the mania faded.

Bitcoin shows all the signs of another Chinese-driven financial bubble.
That’s not to say the price of bitcoin won’t go higher. Bitcoin’s 2013 price surge, as shown above, is the stuff of legend. At the start of 2013, you could purchase a single bitcoin for around US$12. On November 29, you could sell that same single bitcoin for US$1,100.

That’s more than a 9,000 percent gain.

If the yuan starts to freefall, it’s certainly plausible that bitcoin could blast as high as it did in 2013, which would be about a 50 percent gain from current levels.

Keep in mind that China’s economy dwarfs the bitcoin market. Chinese financial deposits total over US$22 trillion. The country experienced capital outflows of US$45 billion in April alone, according to RBS (Royal Bank of Scotland). And by recent standards that’s considered moderate.

If the yuan starts a correction in earnest, and just a portion of the fleeing capital flows into bitcoin, it’s anyone’s guess how high the price of bitcoin might fly.

Nevertheless, buyer beware. When this bubble pops (as they all do), many speculators will wish they had never heard of bitcoin.

http://truewealthpublishing.asia/this-is-why-chinas-investors-are-crazy-about-bitcoin/

The Top 100 Brands for Millennials

Millennials make up a crucial group of consumers. Ad agency Moosylvania asked over 3,500 millennials — defined as 20 to 35-year-olds — to select their favorite brands over the past three years. Great Questions, LLC helped rank the winning brands. These brands are the ones that came out on top. Some are surprising — others, not so much. A common theme for successful brands? Engaging with millennial consumers via social media.

100. Audi

100. Audi

Robert Libetti/ Business Insider

Headquarters: Ingolstadt, Germany

Place on last poll: Not applicable (*Note: Moosylvania’s previous poll from spring 2015 only contained the top 50 brands for millennials.)

Why it’s hot: Audi used a mobile app to connect with its users during the 2015 Audi Cup, allowing users to be parts of the experience.

 

99. Subaru

99. Subaru

Subaru

Headquarters: Tokyo, Japan

Place on last poll: N/A

Why it’s hot: Subaru’s Winterfest integrated an entire winter culture to go with the brand. It gave Subaru owners perks such as free snowboarding clinics —  and more. This helped the brand develop a different kind of image — one with the outdoors and adventure — which can be appealing to millennials.

98. Nestle

98. Nestle

REUTERS/Brendan McDermid

Headquarters: Vevey,  Switzerland

Place last poll: 34

Why it’s hot: Nestle’s Nescafe created „social art“ in Croatia by placing its red mugs all over the city. This, Moosylvania says, appealed to millennials. Nestle also manufactures many popular candies.

97. Johnson & Johnson

Headquarters: New Brunswick, New Jersey

Place on last poll: N/A

Why it’s hot: The „ACUVUE 1-DAY Contest“ allowed users to meet with popular celebrities and receive a brief mentorship. This has helped the brand cater to millennials, and not just be known as a producer of baby powder.

96. DC Shoes

Headquarters: Huntington Beach California

Place on last poll: N/A

Why it’s hot: DC Shoes is about cultivating a skateboarding lifestyle. Additionally, the brand engaged its audience by with its #TraseYours campaign, wherein the Talenthouse community of artists were able to design shoes for chances to win cash prizes. Better yet, the winning design had the chance of being produced by DC Shoes.

95. Carter’s

95. Carter's

Instagram/Carters

Headquarters: Atlanta, Georgia

Place on last poll: N/A

Why it’s hot: The Carter’s website proves that the brand has nailed ecommerce. In fact, the brand has mastered social media. Therefore, Moosylvania found that it’s very appealing to millennial parents who want to share photos of their babies (wearing Carter’s apparel, no less) with its hashtag #lovecarters. Carter’s features those photos of adorable tykes on its website, too.

94. Calvin Klein

94. Calvin Klein

Calvin Klein Facebook

Headquarters: New York, NY

Place on last poll: N/A

Why it’s hot: Calvin Klein utilizes popular celebrities for its campaign. It also is savvy when it comes to the social sharing culture — its #MyCalvins campaign has successfully capitalized on that.

93. Axe

93. Axe

Axe

Headquarters: Unilever N.V. Rotterdam, Netherlands

Place on last poll: N/A

Why it’s hot: Axe’s #KissForPeace campaign — and its corresponding ad — were right in line with Axe’s signature tone. It also engaged Axe’s consumers with the nonprofit organization, Peace One Day, and millennials love when a company supports a cause.

92. Subway

92. Subway

Flickr/Bubby

Headquarters: Milford, Connecticut

Place on last poll: N/A

Why it’s hot: Subway has long reigned supreme when it healthy fast food, but recently, Chipotle has dethroned the chain. The chain lost a lot of clout when Jared Fogle, the brand’s former spokesperson, was associated with child pornography.

91. Jeep

91. Jeep

Thomson Reuters

JEEP GRAND CHEROKEE AT NEW YORK AUTOMOBILE SHOW.

Headquarters: Auburn Hills, MI

Place on last poll: N/A

Why it’s hot: Jeep engaged with its consumers with its Endless Jeep Summer campaign, wherein Jeep owners submitted videos to Vine and Instagram.

90. Anthropologie

90. Anthropologie

Anthropologie

Headquarters: Philadelphia, Pennsylvania

Place on last poll: N/A

Why it’s hot: Anthropologie is Urban Outfitter’s finely curated and refined sister brand, so it makes sense that the brand chose to engage with its consumers via Pinterest, the social channel that’s all about curation, with its #PintoWin contest.

89. Publix

89. Publix

brownpau/flickr

Headquarters: Lakeland, Florida

Place on last poll: N/A

Why it’s hot: Publix’s app has simplified shopping. An easier shopping experience is more crucial than ever, given the rise of grocery delivery services.

88. General Mills

88. General Mills

bpende / Flickr

Headquarters: Minneapolis, MN

Place on last poll: N/A

Why it’s hot: General Mills‘ Fiber One brand has been nailing its marketing, with its funny ads, and its socially-driven contest like #FiberOneCheesecake, which gave users the opportunity to win cheesecake for an entire year.

87. ESPN

87. ESPN

Michelle McLoughlin/Reuters

Headquarters: Bristol, Connecticut

Place on last poll: N/A

Why it’s hot: ESPN’s Fantasy Football app engaged consumers and helped the network bring a popular past time into the next generation.

86. ACER

86. ACER

Amazon

Headquarters: Taipei, Taiwain

Place on last poll: N/A

Why it’s hot: Acer’s tablets work in tandem with billboards, which allows consumers to interact with brands on a whole new level.

85. Wendy’s

Headquarters: Columbus, Ohio

Place on last poll: 47

Why it’s hot:  One of Wendy’s recent marketing campaigns was ultra-focused on millennials, with the young „Red“ character in commercials and new items like pretzel cheeseburgers. Wendy’s has always emphasized being fresher than competitors, making every burger to-order and not freezing beef. In the era of Chipotle, this message resonates with millennials.

84. Trader Joe’s

84. Trader Joe's

Christian Storm/Business Insider

Headquarters: Monrovia, California

Place on last poll: N/A

Why it’s hot: Millennials love Trader Joe’s. Organic food, unique products, and low prices make it a hot destination for millennials. It also boasts its own unique personality — be it the Hawaiian shirts or the pun-laden signs around the stores.

83. J. Crew

83. J. Crew

J. Crew

Headquarters: New York, NY

Place on last poll: N/A

Why it’s hot: Times have been tough for preppy mainstay J. Crew, as it appeared to stray from its roots with odd selections. But a fall collection and the spring/summer 2016 lineup looked generally promising. The brand continues to connect with millennial women, largely in part due to its Creative Director, Jenna Lyons. J. Crew’s „Very Personal Styling“ also appeals to millennials, as does its somewhat-affordable wedding apparel.

82. Gucci

82. Gucci

Thomson Reuters

File photo of a woman holding an umbrella as she walks past a company logo of a Gucci boutique outside a shopping mall in central Guangzhou

Headquarters: Florence, Italy

Place on last poll: N/A

Why it’s hot: Gucci engaged with millennial consumers with a campaign surrounding its classic loafer. The campaign included quizzes, a Pinterest board, and a #Gucci1953HorsebitLoafter hashtag, cementing the luxury brand as a participant in the social community with its own voice.

81. Costco

81. Costco

Thomson Reuters

Shopping carts at Costco in Fairfax, Virginia

Headquarters: Issaquah, Washington

Place on last poll: N/A

Why it’s hot: Now that Costco has partnered with Google, it can serve cash-strapped millennials in urban cities who want to buy things in bulk, but perhaps don’t have the transportation to do so. It already boasts many great deals.

80. Rue 21

80. Rue 21

Instagram/Rue 21

Headquarters: Warrendale, Pennsylvania

Place on last poll: N/A

Why it’s hot: The brand has figured out a way to pull in shoppers. When rue21 launched its new ecommerce site, it held a „Shop & Win“ contest. The contest involved a social sharing aspect as well as the promise of winning clothing.

79. Puma

79. Puma

Puma Facebook

Headquarters: Herzogenaurach, Germany

Place on last poll: N/A

Why it’s hot: While Puma lags in comparison to competitors Nike and Adidas, it still has managed to engage a young audience — especially with its „Dance Dictionary“ feature. Fortunately, Rihanna’s involvement with the brand is helping it tremendously.

78. Playstation

78. Playstation

Sony

Headquarters: San Mateo, California

Place on last poll: N/A

Why it’s hot: Playstation has managed to take gaming to the next level with its Infamous: Second Son game — it features a character with the power to shock others, and yes, players can get shocked.

77. Nordstrom

77. Nordstrom

Scott Olson / Getty Images

Headquarters: Seattle, Washington

Place on last poll: N/A

Why it’s hot: Nordstrom is the department store that’s managing to defy the odds. It recently announced plan to expand its lower-priced concept, Nordstrom Rack. Nordstrom managed to capture and hold onto a young audience by adding Reddit to its social media roster.

76. Nissan

76. Nissan

Newspress

Headquarters: Yokohama, Kanagawa Perfecture, Japan

Place on last poll: N/A

Why it’s hot: Nissan’s „Open The Briefcase“ campaign last year cemented it as a car company that’s fully engaged with its consumers, as it was orchestrated via mobile devices.

75. Dodge

75. Dodge

REUTERS/Rebecca Cook

Headquarters: Auburn Hills, Michigan

Place on last poll: N/A

Why it’s hot: When Dodge partnered with „Anchorman“ to produce an ad featuring the comically legendary Ron Burgundy (Will Ferrell), it cemented itself as a brand that communicated on the same level as many pop-culturally savvy millennials.

74. Toshiba

74. Toshiba

Thomson Reuters

Pedestrians walk past a logo of Toshiba Corp outside an electronics retailer in Tokyo

Headquarters: Minato, Tokyo, Japan

Place on last poll: N/A

Why it’s hot: Toshiba partnered up with Intel and San Francisco ad agency Peira & O’Dell for its „Beauty Inside“ campaign — a piece of branded content that featured six episodes about a character named Alex, who woke up as a different person everyday (including both celebrities…and regular people).

73. Sephora

73. Sephora

Thomson Reuters

People walk out of the Sephora store on the Champs Elysees Avenue in Paris

Headquarters: Paris, France

Place on last poll: N/A

Why it’s hot: Sephora is the premiere destination for all things beauty. Its points and rewards system encourages brand loyalty; consumers keep coming back to obtain points to earn new products. Sephora’s app, Beauty Insider, features „Beauty Boards,“ which allow shoppers to show off their best new looks. It also serves an inspiration board, in the same vein as Pinterest.

72. Netflix

72. Netflix

Thomson Reuters

The Netflix logo is shown in this illustration photograph in Encinitas, California

Headquarters: Los Gatos, California

Place on last poll: N/A

Why it’s hot: There’s a reason people say „Netflix and chill“ and not „cable and chill!“ Netflix’s original series such as „Orange Is The New Black“ and „Unbreakable Kimmy Schmidt“ have turned it into a very influential vehicle in pop culture. It also partnered with popular site Gawker for a documentary club, wherein viewers were able to discuss a weekly program with other people.

71. JCPenney

Headquarters: Plano, Texas

Place on last poll: 18

Why it’s hot: JCPenney has been working to execute a turnaround by focusing on engaging consumers, like with its interactive charity game during the Oscars. JCPenney recently starting incorporating Sephora units into its larger stores.

70. Banana Republic

70. Banana Republic

Banana Republic

Headquarters: San Francisco, California

Place on last poll: N/A

Why it’s hot: Banana Republic partnered with the funny Instagram account #HotDudesReading — promoting First Book, a literacy program for children (and millennials love things with a good cause). Recently, Banana Republic has faced some troubles with fashion missteps and slipping sales.

 

69. Valve

Headquarters: Bellevue, Washington

Place last poll: 24

Why it’s hot: The video-game development company rose to prominence with its Half-Life franchise in 1998. The brand has a huge following on Facebook and frequently posts giveaways. Steam has also become the premiere gaming platform for many people.

68. Pizza Hut

Headquarters: Wichita, Kansas

Place last year: 21

Why it’s hot:  Pizza Hut tested out movie-projector boxes in Hong Kong, proving that the brand is always looking to innovate. Pizza Huts wacky pizzas, like its Hot Dog Stuffed Crust Pizza, certainly set sparks of intrigue (and maybe disgust) flying throughout social media and the Internet.

 

67. Marvel

67. Marvel

Marvel

Headquarters: New York, NY

Place on last poll: N/A

Why it’s hot: Marvel is obviously a huge power force in pop culture — its „Avengers“ movies (amongst others) are smash hits, grossing billions of dollars worldwide. Marvel knows its movies generate tremendous hype, so it kept its „Avengers: Age of Ultron“ trailer ‚locked‘ until fans tweeted enough. Moosylvania notes that Marvel received an outrageous amount of tweets — an average of 8,100 tweets a minute worldwide — so it was obviously a successful campaign.

66. Michael Kors

66. Michael Kors

Facebook

Michael Kors rose to popularity because of its handbags.

Headquarters: New York, New York

Place on last poll: N/A

Why it’s hot: Michael Kors bags and watches are very popular with millennials, although a recent rise in ubiquity (along with rapid expansion) has threatened the brand’s level of luxury. It may be too popular for its own good. Still, Moosylvania praises the brand for its memorable 2013 campaign, #WhatsInYourKors, which cemented the brand’s social voice.

65. Facebook

65. Facebook

REUTERS/Stephen Lam

Facebook CEO Mark Zuckerberg is seen on stage during a town hall with Indian Prime Minister Narendra Modi at Facebook’s headquarters in Menlo Park, California September 27, 2015.

Headquarters: Menlo Park, California

Place on last poll: N/A

Why it’s hot: Facebook is a primary vehicle for millennial communication. The „Look Back“ campaign and the recent „memories“ feature cater to millennials‘ love for nostalgia — and better yet, they’re both focused on social sharing.

64. Bath & Body Works

64. Bath & Body Works

AP

Headquarters: Reynoldsburg, Ohio

Place on last poll: N/A

Why it’s hot: Bath & Body works was an icon in the late ’90s and early aughts (and a mainstay for holiday gifts). Bath & Body Works capitalized on millennials‘ love for nostalgia by throwing back to its iconic older fragrances, such as Cucumber Melon and Juniper Breeze with its #FlashbackFragrance campaign.

63. Barnes & Noble

Headquarters: New York, NY

Place on last poll: N/A

Why it’s hot: Yes, these kids still read! And Barnes & Noble knows that. Barnes & Noble also capitalized on social media with its #BNGiftTip campaign, which helped consumers figure out what sort of items to buy for presents via the Internet.

62. AT&T

62. AT&T

Daniel Goodman / Business Insider.com

Headquarters: Dallas, Texas

Place on last poll: N/A

Why it’s hot: AT&T had its own mini-series on Snapchat called „Snapperhero“ — and millennials love Snapchat. AT&T has encouraged its users to submit their own content for the campaign, too. Ultimately, all of it was shared on various social networks. AT&T proved it could communicate on the same level that millennials communicate on. AT&T also remains a popular phone service.

61. Verizon

Headquarters: New York, New York

Place on last poll: 27

Why it’s hot: Verizon is continuing to dominate the mobile space. The company also recently purchased AOL, showing it is interested in producing more content. The company has recently endeared millennials by making its data plan cheaper. The brand also had a campaign that encouraged young people to create mobile apps.

60. Mountain Dew

60. Mountain Dew

Honest Slogans

Headquarters: Purchase, New York

Place on last poll: N/A

Why it’s hot: Mountain Dew has capitalized on the way many millennials communicate — via Snapchat. It announced its new flavors via the social media service. The brand also told a live story via Snapchat when it launched its new Kickstar beverage, causing Fast Company to sing its praises. „Mountain Dew is a brand that is constantly engaging with young consumers,“ the website wrote.

59. Kroger

59. Kroger

REUTERS/Mike Blake

Breakfast cereal is shown for sale at a Ralphs grocery store in Del Mar, California, March 6, 2013.

Headquarters: Cincinnati, Ohio

Place on last poll: N/A

Why it’s hot: Kroger’s loyalty cards track what shoppers buy — so that Kroger’s shoppers don’t just receive random rewards, but rather, rewards that cater to their specific shopping needs. Kroger has been taking many steps to advance its in-store (and delivery) technology.

 

58. Kraft

58. Kraft

REUTERS/Jonathan Ernst

Kraft macaroni and cheese products are seen on the shelf at a grocery store in Washington, May 3, 2012.

Headquarters: Northfield, Illinois

Place on last poll: 40

Why it’s hot: Kraft scored big points with millennials this year when it announced that starting in 2016, its original Macaroni & Cheese will get its color from natural spices like paprika instead of from artificial additives Yellow 5 and Yellow 6. Kraft’s latest ads have also appealed to millennials, Moosylvania explains, since they look more like GIFs — something millennials love.

57. Gamestop

57. Gamestop

REUTERS/Shannon Stapleton

Headquarters: Grapevine, Texas

Place on last poll: N/A

Why it’s hot: GameStop knows how to cater to its customers. It uses mobile data to help it figure out which games to stock in particular regions. GameStop has avoided the fate of becoming the next ill-fated Blockbuster, by stocking more than just games, featuring downloadable content, and making GameStop not just a store, but a social destination for game-loving shoppers.

56. Chipotle

Headquarters: Denver, Colorado

Place on last poll: N/A

Why it’s hot: It’s no secret — millennials are obsessed with fast casual behemoth Chipotle. Its focus on eliminating GMOs and sustainable ingredients has helped it unseat Subway as the ultimate healthy place to eat. The company is also quirky — Moosylvania points to its haiku contest, wherein consumers could write love haikus to their beloved burritos for the chances to win prizes.

 

55. Chick-fil-A

55. Chick-fil-A

Hollis Johnson

Headquarters: Atlanta, Georgia

Place on last poll:

Why it’s hot: Chick-fil-A has a cult following, no doubt. Its zealots showed their devotion when they had the opportunity to dress like cows to win free food. Chick-fil-A remains a favorite destination for millennials because the food is fresh…and good.

 

54. Whole Foods

54. Whole Foods

Mallory Schlossberg/Business Insider

Headquarters: Austin, Texas

Place on last poll:

Why it’s hot: Whole Foods is known for selling fresh, organic food, and for suggesting healthy recipes to consumers. It has engaged consumers on its social networks by encouraging them to share their own food photos.

53. Ebay

53. Ebay

Thomson Reuters

An eBay sign is seen at an office building in San Jose, California

Headquarters: San Jose, California

Place on last poll: N/A

Why it’s hot: Even though reselling clothes is becoming the hottest new thing in retail — and many startups are aiming to disrupt the space — eBay remains the primary place for reselling items on the Internet. eBay has also showed off its cultural colors when it suggested that artists use the hashtag #eBayArtforAll to share their own personal inspirations.  

52. Asus

52. Asus

REUTERS/Pichi Chuang

Asus Padfone 2 tablet

Headquarters: Taipei, Taiwan

Place on last poll: 50

Why it’s hot: This Taiwanese company is a huge PC vendor. The brand is making headlines for its inexpensive Android smartphone and ZenWatch. The brand also plays on popular memes (for example, birds with arms), and has optimized its Internet friendly content, including games and videos. But as more consumers turn to Android, Asus could be challenged.

51. Taco Bell

51. Taco Bell

Taco Bell Online

Headquarters: Irvine, California

Place on last poll: Taco Bell

Why it’s hot: Taco Bell remains wildly popular. It’s #breakfastdefects campaign helped the brand create its own unique, Internet-friendly culture surrounding its breakfast lineup. Taco Bell also rewards fans by giving away free food with occasional contests.

 

50. Dr. Pepper

50. Dr. Pepper

By andreasivarsson on Flickr

Headquarters: Plano, Texas

Place on last poll: N/A

Why it’s hot: Dr. Pepper not only has a cult following, but it also has taken steps to lure in millennial consumers. It partnered with Spike TV’s popular show, „Lip Sync Battle“ to set up a lip sync booth in Times Square. Some people were selected to have their videos air on the television show.

49. Dove

49. Dove

Dove

Headquarters: Rotterdam, Netherlands

Place last year: 26

Why it’s hot: Dove, which is owned by Unilever, has been succeeding with its „real beauty“ campaigns, which emphasizes natural looks over the typically airbrushed ads, resonate well with millennials. The brand’s „Self Esteem“ Snapchat campaign, in which girls could Snapchat their insecurities and receive a positive response, highlighted the brand’s ethos.

48. HTC

48. HTC

Antonio Villas-Boas/Tech Insider

Headquarters: Xindian District, New Taipei, Taiwan

Place on last poll:

Why it’s hot: HTC made its consumers stars in Times Square — the company encouraged consumers to share their most gorgeous photos for a chance to be shared on a massive billboard in the iconic New York City enclave.

47. Hershey’s

Headquarters: Hershey, Pennsylvania

Plac last poll: 37

Why it’s hot: Hershey’s has dropped artificial colorings from its chocolate. „We are committed to making our products using ingredients that are simple and easy-to-understand, like fresh milk from local farms, roasted California almonds, cocoa beans and sugar – ingredients you recognize, know and trust,“ the company said in a news release.

46. BMW

46. BMW

BMW

Headquarters: Munich, Germany

Place on last poll: N/A

Why it’s hot: BMW served as an official sponsor of the United States Olympics team in 2014, and the automobile company sponsored social campaigns with incentives for consumers, like its #BMWborntoslide campaign, wherein consumers who photographed themselves sliding could a win a trip to Utah to ride in a real bobsled.

45. Ralph Lauren

45. Ralph Lauren

Ralph Lauren

Headquarters: New York, New York

Place on last poll: 30

Why it’s hot: Ralph Lauren’s brand is available at thousands of stores worldwide. The brand has become more active on social media and hired Sports Illustrated cover model Hannah Davis to model its resort collection. The brand also encouraged consumers to be a part of its „Project Warehouse“ campaign last year, which Moosylvania says created an emotional connection between the brand and its consumers.

44. Kellogg’s

Headquarters: Battle Creek, Michigan

Place on last poll: 39

Why it’s hot: Cereal sales might be declining, but the company has mastered digital campaigns, which certainly appeals to millennials.

43. Coach

43. Coach

REUTERS/Fred Prouser

Headquarters: New York, NY

Place on last poll: N/A

Why it’s hot:  Coach’s social media activity and campaigns have made the luxury brand accessible to younger shoppers who don’t have as much money. But, Coach’s ubiquity and accessibility have hurt the brand’s reputation as a luxury retailer, so the brand has been focusing on toning down its promotions to help it become more exclusive again.

42. Honda

42. Honda

Newspress

Headquarters: Hamamatsu, Japan

Place on last poll: 31

Why it’s hot: Honda’s fuel-efficient, compact cars appeal to millennials. But most importantly, the company’s YouTube campaigns for Honda Fit excited millennials. Honda has partnered with major companies such as iHeartRadio, Live Nation, and REVOLT for its YouTube channel.

41. Chevrolet

41. Chevrolet

Chevrolet

Headquarters: Detroit, Michigan

Place on last poll: 23

Why it’s hot: Chevy’s compact, Trax SUV is a hit with urban millennials. The brand’s emoji-themed campaigns also appeal to millennials, who communicate that way.

40. Best Buy

Headquarters: Minneapolis, Minnesota

Place on last poll: 28

Why it’s hot: Best Buy has been successfully growing sales and revenue through its television business. Executives at Best Buy have made it clear that 4K Ultra High Definition televisions are the future of the business. Last year, the brand appealed to consumers during the holiday season by encouraging them to post what they wanted online with a #hintingseason hashtag.

 

39. Macy’s

39. Macy's

Kena Betancur/Getty

People enter the Macy’s store at the Newport Mall on November 27, 2014 in Jersey City, New Jersey.

Headquarters: Cincinnati, Ohio

Place on last poll: 16

Why it’s hot: Millennials are spending less money on clothes, which is bad news for Macy’s. In order to attract younger shoppers, the brand has been investing in trendier clothing lines and other categories like home goods and cosmetics. But Macy’s has been also focusing on its social campaign, like its #MacysLoveMoms. For every photo memory or tweet shared, the company donated $3 to a charity.

38. Express

38. Express

Facebook/Express

Headquarters: Columbus, Ohio

Place on last poll: N/A

Why it’s hot: Express rewards shoppers by not just using their store credit cards, but by getting involved with Express in other ways, too — like retweeting its tweets and singing up for its text message alerts. For every 2,500 points, shoppers earn $10. This helps Express ensure customer loyalty.

37. Aeropostale

37. Aeropostale

AP

Headquarters: New York, New York

Place on last poll: 46

Why it’s hot: Despite falling out of favor with the teen set, Aeropostale still maintains some loyalty with the 20-somethings who wore it in high school. The brand’s status, however, is falling fast as young people increasingly move away from logos. The brand has appealed to millennials by incorporating YouTube personality Bethany Mota into its marketing and fashion plans. (The company filed for Chapter 11 bankruptcy in May.)

36. Hewlett-Packard

36. Hewlett-Packard

Lisa Eadicicco

Headquarters: Palo Alto, California

Place on last poll: 35

Why it’s hot: Young consumers love Hewlett-Packard’s relatively inexpensive laptops. Still, they remained threatened by Apple’s dominance in the industry.

35. Gap

35. Gap

Hollis Johnson/Business Insider

Headquarters: San Francisco, California

Place on last poll: N/A

Why it’s hot: Although Gap’s „Dress Normal“ campaign generally misfired, it succeeded on some points. Moosylvania points to tis „Play Your Stripes“ game in collaboration with Blood Orange, where people could ‚play‘ the stripes on their clothes to create music.

34. Frito Lay

34. Frito Lay

Hollis Johnson

Headquarters: Plano, Texas

Place on last poll: N/A

Why it’s hot: Lay’s won big with its Do Us A Flavor contest. People who shared their digitally designed flavors online were eligible to win bags of their designed chips — and some even got to have their flavors nationally produced. (Business Insider went ahead and tested some of these wacky flavors).

33. Toyota

33. Toyota

Toyota

Headquarters: Toyota, Aichi Prefecture, Japan

Place on last poll: N/A

Why it’s hot: Toyota has teamed up with YouTube stars like Rhett & Link for campaigns, proving it knows how to cater to its audiences. Moosylvania also highlights its 2014 #CarsThatFeel campaign, which incorporated LED lights into Priuses for the 2014 Vivid Light Festival in Sydney Harbor. The cars had ‚personalities‘ and ‚feelings‘ and interacted with people, which is certainly intriguing.

32. McDonald’s

Headquarters: Oak Brook, Illinois

Place on last poll: 17

Why it’s hot: The brand has been introducing more fresh ingredients and customizable burgers to compete with fast casual brands. It’s #PayWithLovin campaign also appealed to millennials. The company is also launching a new salad mix that is more colorful, perhaps to appeal to health-conscious millennials.

31. H&M

Headquarters: Stockholm, Sweden

Place on last poll: N/A

Why it’s hot: H&M knows what its consumers want. Moosylvania points to the racy campaign where shoppers could choose how David Beckham would appear in one of its ads — with or without clothes (he was wearing briefs, of course!). H&M has also managed to lure many sartorially minded shoppers with its high-profile collaborations.

30. Under Armour

30. Under Armour

Facebook/Under Armour

Headquarters: Baltimore, Maryland

Place on last poll: 45

Why it’s hot: Under Armour has exploded in popularity in recent years thanks to signing famous athletes like Stephen Curry and smart marketing of its performance-wear. The brand is rapidly catching up to competitors Lululemon and Nike, especially as it incorporates more technologically-focused apparel into its lineup.

29. Levi’s

Headquarters: San Francisco, California

Place on last poll: N/A

Why it’s hot: Levi’s has benefited from young consumers‘ tendency to wear denim and casual clothing to work. But now, many millennials are abandoning denim entirely, choosing to wear athletic attire instead. To combat this problem, Levi’s has been designing jeans that are stretchy and more form-fitting in nature, to put them in line with athleisure-style apparel.

28. Dell

28. Dell

Lisa Eadicicco

Headquarters: Round Rock, Texas

Place last poll: 15

Why it’s hot: Dell is another company benefiting from millennials‘ reliance on technology. The company’s laptop and desktop computers are especially popular with the young set. But most crucially, Moosylvania explains that Dell really appealed to millennials by sending YouTube celebrities Smosh on a road trip, chronicling it all with a Dell Venue 8 Tablet.

27. Vans

Headquarters: Cypress, California

Place on last poll: 25

Why it’s hot: Vans started out selling skater shoes, but has since gone mainstream. The company has benefited from athletic footwear becoming more fashionable than dress shoes.

26. Hollister

Headquarters: Columbus, Ohio

Place on last poll: N/A

Why it’s hot: Hollister signifies a beachy lifestyle. The company owned that attitude by renting a beach house in California in summer 2014, tapping top artists to perform. The brand had stylists give consumers advice online, too. The brand proved that it was in touch with its consumers favorite celebrities while also engaging in a conversation with its shoppers.

 

25. Victoria’s Secret

25. Victoria's Secret

Dimitrios Kambouris/Getty Images

Headquarters: Columbus, Ohio

Place on last poll: 38

Why it’s hot: Victoria’s Secret is the undisputed leader of the lingerie market, controlling 61.8% of the market share, according to IBIS World. The company’s marketing strategy, which includes its famous Angels, is seen as one of the best in the business.

24. Kohl’s

Headquarters: Menomonee Falls, Wisconsin

Place on last poll: N/A

Why it’s hot: Kohl’s rewards program ensures customer loyalty without needing a store credit card. In fact, customers can earn points by doing the simplest activity such as pinning images on Pinterest. Kohl’s lower prices can also lure millennials.

22. Hot Topic

22. Hot Topic

flickr / camknows

Headquarters: Industry, California

Place on last poll: N/A

Why it’s hot: Hot Topic is more than just a destination for clothing for millennials — it’s become an entire lifestyle, with its focus on the music industry and pop culture. The store even sponsors shows.

23. Old Navy

23. Old Navy

AP Photo/Ed Betz

Shoppers wait in line to pay at an Old Navy store in Deer Park, N.Y.

Headquarters: San Francisco

Place on last poll: N/A

Why it’s hot: Old Navy’s digital campaigns have been massive hits — Moosylvania points to its 2014 Christmastime Vine campaign, but the company’s „#Unlimited“ viral video, which has over 12 million views on YouTube. The company has also delivered quirky spots starring Julia Louis-Dreyfus. Old Navy understands how to market content to the Internet generation, though sales have been slipping lately.

21. Disney

Headquarters: Burbank, California

Place on last poll: N/A

Why it’s hot: Moosylvania points out Disney’s unique campaign „Disney Side,“ wherein shoppers would walk by a billboard a the Westfield Sunrise Center in Massapequa and see iconic Disney characters. This was a huge social media hit.

20. LG Corporation

20. LG Corporation

REUTERS/Gustau Nacarino

A model holds a curved G Flex smartphone by LG Electronics during the Mobile World Congress (MWC) in Barcelona February 24, 2014.

Headquarters: Busan, South Korea

Place on last poll: 48

Why it’s hot: LG’s funny #MomConfessions campaign proved the LG knew how to cater to millennials — through humor and social media.

19. Ford

19. Ford

REUTERS/Wolfgang Rattay

The new Ford Vignale is presented during a media preview day at the Frankfurt Motor Show (IAA) September 10, 2013.

Headquarters: Dearborn, Michigan

Place on last poll: 19

Why it’s hot: Ford is repositioning its brand to seem more luxury and compete with auto-makers like BMW and Mercedes with the launch of the new Vignale brand. The new line of compact sedans could resonate with millennials, who prefer smaller cars then their parents‘. Ford has also embraced social media with Instagram contests.

18. Converse

Headquarters: Boston, Massachusetts

Place on last poll: 20

Why it’s hot: Converse has seen sales boom as more millennials wear sneakers to work and other occasions. Athletic apparel and footwear is set to outperform the industry for the next five years, according to Morgan Stanley. Converse’s „Made By You“ campaign allowed consumers to show off their unique attributes and lives — using Converse as a vehicle for it all.

17. American Eagle

Headquarters: Pittsburgh, Pennsylvania

Place on last poll: N/A

Why it’s hot: American Eagle has managed to avoid the fate of many of its competitors by not falling victim to the low sale prices utilized by many fast fashion stalwarts. Most crucially, American Eagle has won the heart of millennial females with Aerie, its lingerie subset, which proudly boasts Photoshop-free ads. Since nixing Photoshop, sales have soared.

16. Starbucks

Headquarters: Seattle, Washington

Place on last poll: 22

Why it’s hot: Starbucks has been expanding its menu to include more food options such as sandwiches and salads — and even wine at some locations. It has also added drive-thrus to many locations. Additionally, it allows consumers to have a say in its products — like when it had consumers vote on new frappuccino flavors in the summer, granting the winning beverage a lower price, Moosylvania notes.

15. Pepsi

15. Pepsi

Thomson Reuters

Cases of Pepsi are displayed for sale in Carlsbad

Headquarters: Purchase, New York

Place on last poll: 10

Why it’s hot: PepsiCo has introduced a beverage sweetened with natural sweetener Stevia called Pepsi True. The company says the new product „will continue to provide consumers with the crisp, refreshing zero-calorie cola taste they expect from Pepsi.“ It also removed artificial ingredient aspartame from Diet Pepsi. The brand’s 2014 YouTube hit, „Unbelievable,“ was a smash with viewers, garnering over 7 million hits.

 

14. Jordan

Headquarters: Beaverton, Oregon

Place on last poll: 9

Why it’s hot: Many of Nike’s Jordan brand sneakers are prominent on the billion-dollar reselling market.  A growing culture of so-called sneakerheads buy collectible footwear on eBay, Craigslist, and other sites. Jordan’s „We Are Jordan“ campaign had an interactive element, too.

13. Adidas

Headquarters: Herzogenaurach, Germany

Place on last poll: 14

Why it’s hot: Adidas is going to start offering customized shoes to appeal to millennials. It also is working to reduce the time between when products are designed and when they hit shelves. Still, the brand continues to lose market share to Nike.

12. Forever 21

12. Forever 21

REUTERS/Lucas Jackson

Women shop for clothes in clothing retail store Forever 21 in New York.

Headquarters: Los Angeles, California

Place on last poll: 36

Why it’s hot: Forever 21 offers fast fashion at unbeatable prices and has expanded tremendously in two decades.

10. Coca-Cola

10. Coca-Cola

Donald Bowers/Getty Images

Headquarters: Atlanta, Georgia

Place on last poll: 8

Why it’s hot: Coca-Cola remains the clear leader in the soda market. The brand also scored high points for its „Share a Coke“ campaign, which featured common names on Coke bottles. Now, with its „Tweet a Coke“ campaign, people can send Cokes to others. Still, Coca-Cola’s partnership with Keurig for the Keurig Kold failed to resonate with consumers.

11. Nintendo

11. Nintendo

YouTube/cobanermani456

Headquarters: Kyoto, Japan

Place on last poll: 13

Why it’s hot: Many millennials feel nostalgic toward Nintendo because they played its games as kids. This has led to brand loyalty in adulthood. 2015 was also the 30th anniversary of Super Mario, and the brand encouraged users to participate in a campaign called „Let’s Super Mario,“ allowing users to submit their own Mario-related content — all of which would be shared on a site where many could see it.

9. Wal-Mart

9. Wal-Mart

Wal-Mart

Headquarters: Bentonville, Arkansas

Place on last poll: 5

Why it’s hot: Wal-Mart gave its workers a raise this year and has pledged to adopt more humane standards for the meat it sells. It also opened smaller format stores that resonate with millennials more than supercenters. Its „Neighborhood Market“ grocery concepts could rival those of Whole Foods, and its app helps consumers find savings throughout the store.

8. Google

8. Google

AP

Headquarters: Menlo Park, California

Place on last poll: 12

Why it’s hot: Google’s smartphone apps have become essential for many millennials. Its Gmail program is also extremely popular. Google continues to find ways to be a part of users‘ everyday lives.

7. Amazon

7. Amazon

REUTERS/Phil Noble

Headquarters: Seattle, Washington

Place on last poll: 11

Why it’s hot: This year, the company started offering one-hour delivery for members of its Prime service and expanded its grocery delivery business to New York City. The company also announced a new gadget called the Dash Button, which will make it easier for consumers to order household items, such as detergent, when they are running low. Amazon has also connected with Twitter.

 

6. Target

6. Target

Associated Press

A Target employee hands bags to a customer at the register at a Target store in Colma, Calif.

Headquarters: Minneapolis, Minnesota

Place on last poll: 6

Why it’s hot: Target invented the idea of „cheap chic“ two decades ago. Today, the company is revamping its grocery selections for millennials. Target has also worked to cement itself as the premiere destination for back-to-school college goods.

 

5. Microsoft

5. Microsoft

Microsoft

Nick Parker, corporate vice president of Microsoft’s OEM Division, and Felicia Guity, general manager in Microsoft’s OEM Division

Headquarters: Redmond, Washington

Place on last poll: 7

Why it’s hot: Cloud computing, mobile apps, and holographic computing are driving Microsoft to record profits. The brand recently did a demo showing how personal computers could become holographic. Its Microsoft Band even features Uber and Facebook apps — two very popular apps. Microsoft has also been using LinkedIn to comunicate with its consumers.

4. Sony

4. Sony

REUTERS/Toru Hanai

Sony Mobile Communications Inc President and CEO Hiroki Totoki poses with Sony’s new Xperia Z4 smartphone after a news conference in Tokyo April 20, 2015.

Headquarters: Minato, Tokyo

Place last poll: 4

Why it’s hot: Sony’s Playstation, gaming, photo, and music businesses are booming. Sony is aggressively investing in these areas. The company also has popular smartphones. Sony also utilized a concept called One Stadium Live for the 2014 World Cup, creating a single platform for all World Cup-related social media.

3. Samsung

Headquarters: San Jose, California

Place last poll: 3

Why it’s hot: Samsung’s Galaxy phones and tablets are extremely popular with millennials. The brand’s latest Galaxy S6 smartphone received rave reviews.

2. Nike

Headquarters: Beaverton, Oregon

Place on last poll: 1

Why it’s hot: When it comes to active wear — and apparel in general — Nike is the go-to brand. Data also shows that millennials believe exercise is essential for health, while their parents only focused on their diets. Nike has focused on incorporating top-tier technology into its clothing.

1. Apple

1. Apple

Business Insider / Matt Johnston

Headquarters: Cupertino, California

Place on last poll: 2

Why it’s hot: Apple has a fanatical following, and many of its customers are millennials. The company’s iPhones, iPads, and Macbooks are wildly popular. Last year, Apple made headlines with its new watch.

http://www.businessinsider.de/top-100-millennial-brands-ranking-2015-5?op=1

 

Open Adoption Software (OAS) is The next wave in software

here’s a big shift happening in how enterprises buy and deploy software. In the last few years, open technology — software that is open to change and free to adopt — has gone from the exception to the rule for most enterprises. We’ve seen the IT stack redrawn atop powerful open-source projects, with developers opting for an “open-first” approach to building solutions. More than 78 percent of enterprises run on open source and fewer than 3 percent indicate they don’t rely on open software in any way, according to a recent market survey by Black Duck Software.

Redrawing Enterprise IT Stack

Openness is a near truism in the Valley, but today projects like Hadoop, Cassandra, Docker and Mule are infiltrating even the most conservative and dogmatic organizations. As such, startups like Cloudera, DataStax and MuleSoft are generating hundreds of millions of dollars in revenue each year from real enterprise customers by selling proprietary, value-added products around their open projects.

This is a new wave in software — one that’s not only displacing incumbent markets, but creating entirely new ones. We call these Open Adoption Software (OAS) companies, and we believe they’re primed to build meaningful businesses — and drive large economic outcomes.

We’re witnessing a big shift in how software is consumed.

OAS companies are constructed differently. They go through three phases of company building: Project, Product and Profit. Companies built atop this “3Ps” model need to look largely the same and be held to similar financial standards as traditional enterprise software businesses by the time they make it into the “Profit” phase. We discussed this a few weeks back in a panel conversation with startups and financial analysts — a timely conversation, as some of these companies reach the scale to potentially IPO. This feels an awful lot like 2003, just before the first SaaS companies started going public.

OAS is a customer-driven phenomenon

Open software has already rooted itself deep within today’s Fortune 500, with many contributing back to the projects they adopt. We’re not just talking stalwarts like Google and Facebook; big companies like Walmart, GE, Merck, Goldman Sachs — even the federal government — are fleeing the safety of established tech vendors for the promises of greater control and capability with open software. These are real customers with real budgets demanding a new model of software.

And the drumbeat is only getting louder. Each year we host 15 Fortune 500 CIOs as part of Accel’s Tech Council, and we continue to hear criticism about proprietary software (“expensive, slow to change”). Here are a few trends we identified that are driving customers toward this new model:

  • The Need for Speed and Control: The demand for innovation and rapid delivery means enterprises need agility from the software they adopt. Nothing is worse than waiting for a vendor to update a library when you’re trying to stick to your release schedule. Open platforms allow companies to move faster and integrate at a deeper level without fear of lock-in by removing the dependency on proprietary vendors. Enterprises are no longer beholden to a vendor’s product roadmap — they can innovate to their own requirements at any time.
  • Everything is Web Scale: Enterprises are delivering solutions to a global, ever-connected base of users. Consider banks that support tens of millions of end users logging into their banking apps and hundreds of thousands of employees worldwide. Traditional, proprietary vendors are unable to deal with this onslaught of data and user scale. Fortunate for them, many early web 2.0 leaders (Google, Facebook, Linkedin, Yahoo) dealt with these problems and more, contributing much of their learnings to the open community.
  • Developer Power and Network Effects: CIOs are empowering frontline developers to download and adopt the projects they need to drive innovation. Developers are looking to community-led technologies where they adopt, deploy and meaningfully participate. OAS extends beyond Moore’s Law by also benefitting from something akin to Metcalfe’s Law: its energy and rate of innovation grows exponentially with the developer networks around it. Open software can absorb learnings and requirements far faster than a proprietary vendor, while simultaneously hardening security and stability. Open software is in many respects, much safer. Hadoop and Docker are constantly stretched, pushed, molded and smoothed by their developer communities — they’re far more mature than their age would suggest.

All of this is to say: We’re witnessing a big shift in how software is consumed. OAS is openly adopted and openly developed, and is quickly becoming a dominant model for how enterprises build and deliver IT.

While most OAS companies have at least some amount of freely available or open-source components, open source and OAS should not be conflated. Open source describes a software development methodology, whereas OAS pertains more to a go-to-market and company-building philosophy. OAS is not about cheaper alternatives to proprietary on-premise software. It is about creating new markets more so than displacing incumbents. It’s innovative, it’s developer-driven and it’s the next wave of software adoption.

The next wave of software

With each successive wave of technology — from mainframe to client-server to ‘X’aaS (IaaS, SaaS, etc.) to OAS — software has gotten progressively easier to adopt. Therefore, adoption has happened faster and has reached a broader audience than the wave before it.

Waves of Software Adoption

Each wave is driven by the democratization of some facet of technology. In the shift from mainframe to client-server, computers became accessible. In the shift to ‘X’aaS, hosting and WAN connectivity became accessible. Now, with the shift to OAS, developer community innovation has become accessible. OAS not only represents a new way to provide innovative functionality, but is a delivery model innovation for developers.

Through it all, the customer desire for bigger, faster and cheaper offerings remains constant. The technological innovations that each wave brings facilitate change in how software is packaged and delivered so that customers can gain some form of efficiency or cost savings.

Being openly adopted is not a panacea.

With all of these shifts, industry pundits predicted that the new wave will commoditize existing categories. While some layers of the stack do get cheaper, consumption on the layer above consequently expands dramatically as more applications are developed and new use cases emerge. This new usage outpaces any commoditization. Thus, the value of the market opportunity expands rather than contracts. Salesforce and Amazon Web Services (AWS) exemplify this. Literally thousands of new businesses exist as a result of these platforms than ever could have in the past.

OAS is not an answer to all problems

While OAS companies drive adoption much faster than their fully proprietary counterparts, being openly adopted is not a panacea. Particularly as public cloud vendors begin hosting open-source projects as a service, it’s tremendously important that these companies thoughtfully decide which parts of the product will be open and which parts won’t. There is definitely a unique failure mode in which OAS companies go too open and fail to monetize sufficiently.

While we certainly believe in OAS, not all open projects are the basis for OAS companies, and not all of these companies are going to be publicly traded — some will be niches, some will struggle, some will be M&A opportunities. It’s hard to predict the winners out of the gate. While OAS companies will likely have the same success rate as traditional software companies, there is reason to believe that the winners will be bigger than their predecessors.

The next wave in software is open adoption software

Diane Greene, the woman Google acqui-hired in November to transform its fragmented cloud business

The first thing to understand about Diane Greene, the woman Google acqui-hired in November to transform its fragmented cloud business, is that she has the mind of an engineer.

Cool technology, elegantly designed and built, lights her up. Even her jokes tend to be geek oriented.

A lifelong competitive sailor, she was a mechanical engineer who built boats and windsurfers before she became an iconic Silicon Valley computer scientist.

The second thing to understand about her is that she hates the limelight.

While she’s fine with standing on stage talking about all the cool things Google is building for their new target customer, big companies, she prefers not to talk about herself.

In fact, she’s so ego-free, her office at Google’s Mountain View, California, headquarters is just a tiny windowless room, big enough to hold an ordinary desk and two chairs.

Diane GreeneBusiness InsiderDiane Greene.

Before she took the job, Google had been building products and pursuing business customers in a sort of hodgepodge way. Its Google for Work unit had Google Apps, Chromebooks, and an assortment of other products like videoconferencing.

It had poached Amit Singh from Oracle a few years back to help turn Google Apps into a more professional business unit, capable of taking on Microsoft Office. He had hired salespeople and created a support organization. (He’s since moved on to work for Google’s young virtual-reality unit.)

But Google for Work wasn’t working very closely with Google’s nascent cloud-computing business, running under Urs Hölzle.

That unit included a huge cadre of people running Google’s data centers (600 computer-security experts alone, for instance), but only a small separate sales force.

In the seven months since Greene came in that’s changed. She:

  • hired experienced enterprise sales and support personnel.
  • created the office of the CTO, which handles the technical questions, design, or customization of large customer needs.
  • created units that focus on specific industries, because an agriculture firm has different needs than a retailer.
  • created programs for getting more „reseller“ partners on board, the small consultants who will sell and support Google’s cloud to smaller customers, offering niche services.
  • created a Global Alliance program for working with big global partners.

„So these are all new,“ Greene tells us.

Now all the teams are working together. „We all get together once a week, we share and discuss and debate,” she says. „It wasn’t possible before I came because sales and marketing were in a different division than cloud. And cloud was in a different division than Apps. I feel like the structure is in place now and we’re hiring very aggressively.”

Hölzle wooed her to the job

Greene made her name as cofounder of VMware, with her famous Stanford professor husband, Mendel Rosenblum. VMware has gone on to become a giant tech company. She left the VMware CEO role about eight years ago, after EMC bought it.

Google Urs HolzleGoogle+Urs Hölzle.

Until taking this Google job, she was quietly doing her own thing, raising her kids, advising and angel investing in startups (many of which did spectacularly well), and serving on a few boards, including Google’s board since 2012. She was under the radar but still highly and widely respected, the queen of enterprise computing.

She was also working on a new startup, Bebop Technologies, until Google bought it for $380 million when it hired her. Greene’s take was $149 million, and she and her husband dedicated that money to charity.

Hölzle, the engineer who famously built Google’s data centers and runs the technical side of the cloud business, is Greene’s partner.

He believes that within a few years, Google’s cloud business can be bigger than its ad business. That’s a big goal: Google currently makes the vast majority of its $75 billion in annual revenue from ads.

Hölzle is the one who talked Greene into taking this job as they hung out walking their dogs together.

„Through being on the board, I got to know Urs and started working with him informally,“ Greene says.

„We knew we needed an overall business leader. He’s a brilliant person and fun to work with. He really wanted to me to do it. I just realized, wow, partnering with Urs, we can really do this, with the backdrop of Google which is just this amazing company,“ she says.

A new phenom

Google has placed itself at the center of one of the biggest, newest trends happening in the enterprise market. Some people call this trend digital transformation. But it’s more than just automating manual processes or turning paper forms into iPad apps.

cowsFlickr/Amanda Parsons

More and more, the IT departments at large companies have started treating their tech vendors as partners that help them cocreate the tech they need.

“This is new for me. I’ve never been in the enterprise where your customers are your partners. It was always, you had customers and you had partners. But almost every customer of a certain size is a partner. It’s going both ways now,“ Greene says.

She points to one customer, Land O’Lakes, as an example.

Land O’Lakes is probably best known for its butter and dairy products. It took crop and weather data from Google and worked with Google to build an app hosted on Google’s cloud. The app helps its farm and dairy co-op members improve their crop yields.

“It’s fun for us to help them do that,” she says. Unlike the old days, where an IT company would be the one to build the app and sell it to agriculture companies, “we don’t have to do it ourselves.”

‚More and more‘

This idea of partnering with customers is the key to her strategy.

google photos california mountainsTim Stenovec/Business InsiderGoogle Photos understand the image in the photo.

„For me, this is such a revolution,“ she says. „Everything is changing now that we are in the cloud in terms of sharing our data, understanding our data using new techniques like machine learning.“

Google’s competitive strength, Greene believes, is the breadth of the tech it can offer an enterprise.

Enterprise-app developers can tap into things like Maps, Google’s computer-vision engine (the tech that powers Google Photos), weather data, and language/translation/speech recognition. They can build apps on top of Google’s Calendar, documents, spreadsheet and presentation apps.

And, under Greene’s new integrated organization, they can even tap into the tech that powers Google’s ads or YouTube, search, or its many other services.

„And we’re going to have more and more,“ she says.

When a company can take its own data and combine it with all of Google’s technology and Google’s data, „there’s just huge possibilities,“ she says.

google chromebook play store android appsGoogle

Greene will tell you, „We’re the only public cloud company with all of that.“

When pointing out that Microsoft also offers a computer vision API, translation services, and APIs for Office 365, and that IBM also offers weather data and language services, and so on, Greene’s got a comeback ready.

“We have Chromebooks.”

Well, Microsoft has Surface.

“But Chromebooks can run all the Android apps, are totally secure, they have administration … and they have a nice keyboard,“ she laughs.

In fact, Greene says, “I only use a Chromebook now. I never thought I could do that but I love it.”

She’s watching Amazon

In truth, she’s not laser-focused on overtaking Microsoft, widely considered the No. 2 cloud player, with Google trailing behind.

google cloud napkinGoogle

She, like all the cloud vendors, are looking at market leader Amazon Web Services, which is raking in the enterprise-cloud customers.

AWS is even convincing a growing number of them to shut down all of their data centers and just rent everything from AWS. This includes Intuit, the other company where Greene is a board member.

AWS is so successful it’s currently on track to do $10 billion in revenue this fiscal year, and it’s also Amazon’s most profitable business unit.

And it blows all the competition out of the water in the sheer number of features on its cloud, as well as its partner ecosystem.

So how is she going to beat Amazon? By offering better tech, she says.

“I’m a little biased but I really do think, on the hard stuff, we’re the world’s best cloud,” she says.

Diane GreeneGoogleDiane Greene

“I agree we have more features to do, although we have the basics for enterprise that you need. We have more partners to bring on, but we’re doing that very quickly. But the hard stuff, I do think we’re the world’s best.”

While Greene would not share the cloud unit’s growth numbers, she says that “growth is really good and we’re doing great stuff with some really big customers.“

She adds: „We’ve been moving customers to our cloud both from Amazon and on-prem.“

„On-prem“ means getting companies to move the apps they have running in their own computers on their own premises into Google’s cloud.

Google has even been engaging Amazon with its price-cut war, according to Greene. “They’ve been following our price cuts. We’ve been initiating them,” she says.

She jokes, „We should make a T-shirt: ‚the highest quality, lowest-cost cloud.'“

http://www.businessinsider.de/how-diane-greene-transformed-googles-cloud-2016-6

 

Marketing in Perfection – How Apple Outmarkets Samsung

These two tech giants have very different marketing strategies. Which one are you emulating?

Apple and Samsung ran back-to-back phone ads, providing a perfect illustration of why Samsung never manages to get traction against Apple.

Here are the two ads:

Samsung’s ad is all about the product. It consists of visual images of the product along with a list of its features.

Apple’s ad is all about the consumer. It didn’t even show the product. Instead, it showed what one consumer did with the product.

Two very similar products; two very different marketing strategies. Which is more effective?

Well, if you look at long-term financial performance and the ability to extract profit out of the phone market, Apple is totally kicking Samsung’s butt.

Here’s why. As I’ve written previously, all great marketing messages answer three questions, in the proper order:

  1. What’s in it for me?
  2. Why buy it from you?
  3. What’s the next step?

Samsung’s ad only answers the first two questions indirectly. It assumes that the consumer immediately knows why somebody would want those features. In the NBA ad (which was slightly different than the ad above), Samsung then resorts to a freebie discount.

(Just to be clear, offering a discount is by definition a desperate marketing move.)

Apple’s ad answers the first two questions immediately. Like the person who filmed this clip, you can do extraordinary things with your iPhone. It then leaves the call to action implicit: Buy an iPhone (and become extraordinary).

Every week I run into companies (and individuals) that echo Samsung’s market strategy. They go on and on about the „what“ and just assume that everyone will understand the „why.“

Very rarely do I run into companies (or individuals) that echo Apple’s strategy and make their marketing about that which the customer, client, or buyer wants to accomplish or dreams about becoming.

So I have this question for you: When you market or sell, are you talking about yourself, your company, your brand, and your product? Because if you are, you’re probably losing customers.

Look: In business, it’s not about you. It’s never about you. It’s always about the other person. Apple’s been illustrating this fact for more than 30 years. How long will it take for everyone else to get it?

 

http://www.inc.com/geoffrey-james/what-you-can-learn-from-how-apple-out-markets-samsung.html

Chinese money is fueling electric car startups like Atieva in an effort to catch up to Tesla

A few miles from Tesla Motors Inc’s Palo Alto headquarters, a Silicon Valley startup plans to challenge the electric car maker with a rival family of vehicles designed and built in the United States with major backing from Chinese investors.

Atieva plans to put a premium electric sedan on the road in 2018, followed by a pair of luxury crossovers in 2020-2021, company executives told Reuters in an exclusive interview. The company is racing not just against Tesla, but also against three China-based startups that are using Silicon Valley technologists.

Two of those startups are funded by the same Chinese internet billionaire backing Atieva. All three have opened technical facilities in Silicon Valley in the past year. Only one of those companies, Faraday Future, has said it also plans to build its electric vehicles in the United States.

Unlike those companies, Atieva was started in California. Former executives from Tesla and Oracle launched it in late 2007, and hired several former Tesla hands including Atieva Chief Technology Officer Peter Rawlinson.

„Secret sauce“

With its first car still at least two years away from production, Atieva is using a Mercedes-Benz Vito commercial van to test the drivetrain: a pair of high-output electric motors, a lithium-ion battery pack, inverters and controllers.

Rawlinson, who while at Tesla led engineering of the Model S sedan, said Atieva’s software is the „secret sauce“ tying all that hardware together to deliver a combined 900 horsepower to the 5,000-pound four-wheel-drive van he has named „Edna.“

The drivetrain propels the van from zero to 60 mph in just 3.1 seconds, a fraction slower than the fastest Tesla Model S. Atieva’s 0-60 acceleration target for its 2018 sedan is 2.7 seconds, faster than a 12-cylinder Ferrari supercar.

The Atieva sedan, being developed under the code name Project Cosmos, looks like a futuristic descendent of the Audi A7. Its headlamps are ultra-thin, with thousands of insect-inspired micro lenses. Its dashboard has a three-piece reconfigurable digital display that can be controlled by voice or touch.

Atieva has raised several hundred million dollars from investors including Mitsui & Co Ltd , the Japanese trading giant, and Venrock, a Silicon Valley venture capital firm connected with the Rockefeller family that once funded Intel and Apple.

Crowded field

Elon Musk Elon Musk, Chairman of SolarCity and CEO of Tesla Motors, speaks at SolarCity’s Inside Energy Summit in Manhattan, New York October 2, 2015. REUTERS/Rashid Umar Abbasi

Atieva’s launch schedule would add its new sedan to a bumper crop of electric luxury vehicles vying for customers in a rarified market Tesla now has largely to itself.

This week, Daimler AG’s Mercedes luxury car brand said it would unveil in October a long-range electric car it intends to put on sale before 2020. German rivals Volkswagen AG and BMW AG have said they are also working on premium electric cars.

Tesla did not reply to a request for comment about these would-be rivals, but the company is not sitting still and waiting for them to pounce. Chief Executive Officer Elon Musk raised $1.46 billion with a share sale last month, and outlined plans to launch a high-volume Model 3 sedan in 2017.

Tesla’s lead in the electric luxury vehicle segment has bolstered the price of its shares, which remain more than double their level of three years ago despite a 9 percent decline for the year to date.

Manufacturing plans

As Atieva looks for where it will build its U.S. factory, manufacturing director Brian Barron says the company has narrowed its search to two sites and expects to choose later this year. Barron, who spent 20 years overseeing various BMW plants, said the factory will be designed to build 20,000 electric cars a year initially, ramping up in stages to 130,000 a year.

Two of Atieva’s biggest shareholders are Chinese: State-owned Beijing Auto and a subsidiary of publicly traded LeEco, an internet company that has also declared it intends to offer an electric car. LeEco is controlled by Chinese tech entrepreneur Jia Yueting.

Jia also controls Faraday Future, an electric vehicle startup whose U.S. headquarters is based near Los Angeles and which also shares space in LeEco’s San Jose technical center in Silicon Valley.

A fourth Chinese-backed startup, NextEV, has a new San Jose facility near LeEco. NextEV is backed by Valley venture capital firm Sequoia Capital, which funded Google in its infancy. NextEV was launched in 2014 by William Li, the founder of Chinese website Bitauto, and financed in part by Tencent, the Chinese internet services provider.

Atieva design vice president Derek Jenkins said the company will set itself apart from its Chinese rivals using its „California DNA“ and its „California mindset.“ He did not provide specifics, but Jenkins led the team that designed the latest Mazda MX-5 Miata roadster.

 

http://www.businessinsider.com/r-electric-car-startups-fueled-by-chinese-money-aim-to-catch-tesla-2016-6

How Driverless Cars will Change Car Ownership forever

Own, share or subscribe: Car ownership in the self-driving era

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Fast-forward 20 years. Driverless cars coast around every street in the country without a human driver behind the wheel. They’ve reached market saturation — the technology is as commonplace as cruise control is today.

The rise of self-driving cars leads to a host of questions, of course, but for the moment let’s focus on just one: Will you still be able own a car? Would you even want to? I mean, why buy when you can take an autonomous pod everywhere for far less?

Thing is, the answer to that question isn’t a simple yes or no. But finding the answer is rooted in trends happening right now.

Companies like Lyft have partnered with General Motors to incentivize people out of car ownership with sweetheart rental deals, which may actually work. On the flip side, high-end carmakers — at least the ones I’ve spoken to — don’t see car sharing as a part of their future business.

When looking at the picture of car ownership in the driverless era, several scenarios become apparent.They range from outright ownership to pay-per-ride transportation (AKA „mobility as a service“) with a few options in between. With that in mind, let’s start at the top and work our way down.

1. Full ownership

Today, aside from a few current car-sharing programs, the vast majority of cars are used only by their owners, and not shared, at least not in a structured way. Even after the widespread implementation of driverless tech, the direct-sales business for top-end brands like Bentley, Lamborghini and Aston Martin won’t change. Right now, the average car sits unused 94% of its life. Likely, a Bentley sits idle even more than that — probably nearing the 99% mark, as the average Bentley buyer owns around nine other vehicles in addition.


Holographic butler Bentley concept.

Image: Bentley

To the luxury car buyer, there’s nothing more luxurious than owning a $400,000 car that you virtually never use — whether it drives itself or not. Moreover, there’s nothing luxurious about sharing a car. Even with the introduction of autonomous driving (something Bentley has said it is working on), the ownership model will likely never change.

But it will shrink. Ownership in all other parts of the market will likely drop considerably, as the following models expand and take hold.

2. Fractional ownership

At the launch of the CT6 sedan, I chatted with Cadillac President Johan de Nysschen about the how the brand will tackle car sharing and autonomy.

Speaking broadly, de Nysschen imagined a world in which luxury brands like Cadillac would offer not just a traditional sales model but rather a brand-wide subscription model. He likened this to a model already offered in the private jet market called fractional ownership.


Cadillac CT6

Image: Nick Jaynes/Mashable

In the world of jets, fractional ownership means you buy equity in an aircraft brand rather than buy a single jet. Of course, the price you pay depends on how much you intend to use the jet. However, the benefits of fractional ownership over outright ownership are many. For example, maintenance, fueling, hangar costs and other private jet ownership headaches are handled by the brand, rather than the customer.

De Nysschen hypothesized that Cadillac could implement a similar system. For a nominal monthly fee, every morning an autonomous Escalade could arrive at your home and drive you to work. If you were feeling sporty on a Saturday morning and wanted to do some track driving, however, you could — with a touch of a Cadillac app — order up an ATS-V to take you to a nearby racing circuit.

Of course, just like with fractional jet ownership, fractional car fee scales would increase with the amount you intend to use the brand vehicles.

This way, you’re not just investing in a single vehicle but rather a brand as whole. Along with not needing to insure, park or maintain the car, you also wouldn’t have to worry about fueling it — a benefit de Nysschen hypothesized Cadillac would put into effect for customers even before autonomy becomes prevalent.

The model has some clear benefits. Not only does it give the fractional owner flexible access to a fleet of vehicles, but it still allows the customer to invest in and identify with a single brand. In other words, you’ll still be able to one-up your neighbor.

High-income neighborhoods of the future, just like today, will be still lined with Mercedes-Benzes, BMWs and Cadillacs. Instead of being rooted in single vehicles at individual residences, however, the latest and greatest company offerings will simply roll into your driveway on a daily basis.

3. Own + share

The next level isn’t so much as a step down from fractional ownership as a step sideways. That’s because I see it also suiting luxury buyers, but those who are a bit more tied to the traditional car ownership concept. I call it the „own + share“ level.

For this example, let’s use Volvo as the brand and the XC90 as the vehicle, since it will likely be one of the first fully autonomous cars sold to customers. When it goes on sale, you’ll likely still be able to go into a dealership and get a lease on a $55,000 Volvo XC90 full-size SUV and drive it away (or rather, have it drive you away).


Self-parking Volvo XC90

Image: Volvo Cars

However, instead of letting the car sit idle in your driveway at night or your parking structure at work, you’ll be able to opt into a Volvo car-sharing program. Or, the program might not be manufacturer-affiliated — ride-sharing companies like Uber and Lyft may end up handling programs like these.

Think of it in the same way as leasing a condo in Aspen that you don’t use much of the time. You still own the car, but when you’re not using it, it’s autonomously driving and chauffeuring people around. Intriguingly, this model is already being implemented — sans autonomy, of course.

BMW is running one in Seattle right now called ReachNow that offers chauffeur-driven services, valet vehicle delivery service, short- and long-term rentals as well as peer-to-peer car sharing. Now, imagine the cars could drive themselves, removing human drivers from the equation altogether.

This would be a happy medium between brand fractional ownership and full-blown car sharing. People who feel — for whatever reason — tied to owning a car still can. However, when they’re not using it, the car is out there making (or saving, depending how you look at it) money that can counterbalance the costs of ownership like fuel, insurance and maintenance.


Autonomous Volvo XC90

Image: Volvo Cars

4. Mobility services

We’re finally down to the market where the majority of city-dwelling Americans will likely find themselves: mobility as a service. This includes the newly founded Maven from General Motors and Ford’s FordPass app.

While both offer different services, both aim for the same goal: to monetize getting people from A to B without having to sell them a 3,000-pound lump of steel.

That means —  for a monthly fee — a mobility service app will get you where you need to go, whether that’s utilizing a shared car, hopping in a Lyft (a part of GM’s Maven), or riding an electrified Ford-branded bicycle to the train station (a pilot mobility solution tested by Ford).


Unlike fractional ownership or own + share, these services will be less about investing in a car, brand or quietly competing in an automotive cold war of one-upmanship with your neighbor. Instead, they’ll be about getting you places as efficiently and cheaply as possible, but still a step or two above public transportation.

Unlike the brand-driven fractional ownership, since Maven won’t be sexier in any way than FordPass (I assume), these services will be made and broken not by branding but by customer experience. They’ll also be driven by price. Think about it the way some people choose Amazon Prime over Hulu.

5. Pay per ride

We now come to the bottom rung of future mobility: pay-per-ride companies like Uber or Lyft. However, if you consider them in another light, these companies could be at the top of the pyramid, too, because — based upon current company models — they’re a great equalizer. Everybody uses them.

Regardless, these companies will likely operate similar to self-driving cars as they do with human-driven vehicles. The biggest difference being that Uber and Lyft will own the cars, rather than utilizing privately owned vehicles. Heck, Uber is rumored to have ordered $9.6 billion worth of Mercedes S-Class sedans.

However, as I suggested above with own + share, pay-per-ride companies could employ privately owned driverless cars, but I suspect the best business plan will be for the companies to own their own vehicles.

Whether Uber and Lyft own the cars or draw on private self-driving fleets, you’ll still be able to call up a car to your location and for a fee get to where you want to go.


General Motors and Lyft Inc. announced a long-term strategic alliance to create an integrated network of on-demand autonomous vehicles in the U.S.

Image: General Motors

Intriguingly, Lyft CEO Logan Green told me he imagines diversifying the ride experience in the future — beyond simply phasing in autonomous cars. Green envisions themed Lyft ride options. For example, Bostonians on the way to a Celtics game could opt for a Celtic-themed Lyft Line. Along those lines (pun intended), people could also choose a singles-themed ride coordinated with Match.com, for example.

Though Uber and Lyft might one day offer subscription services in addition to the pay-per-ride model, I suspect paying as you go will dominate, which could be the cheapest option for those who don’t need a regular mobility plan.

No longer the headline

Although I laid these examples from a most- to least-expensive structure, at least for the foreseeable future, these options will be available at all pricing levels.

By that I mean Chevrolet will likely continue to offer competitively priced (albeit autonomous) Silverado pickups to customers in rural Oklahoma, for example. That’s because a car-sharing or a mobility plan like Maven simply isn’t feasible when your nearest neighbor is 20 miles down the road.

Additionally, Bentley might well offer a fractional ownership plan in addition to its traditional bespoke sales model. Elite customers could desire a ground mobility plan similar to their private air travel experience.

Broadly, this all demonstrates that, although the mechanics of self-driving cars dominate headlines today, it’s the world after autonomy becomes commonplace — when driverless tech isn’t the headline anymore —- that will prove truly intriguing.

In this era, many more of us will be able to cast aside the idea of investing in a car for the next 11 years. Rather, we can just think about where we want to go and what we want to do we get there.

http://mashable.com/2016/05/30/car-ownership-autonomy-column

Facebook is starting to analyse users‘ posts and messages with sophisticated new artificial intelligence (AI) software

Facebook is starting to analyse users‘ posts and messages with sophisticated new artificial intelligence (AI) software — and that could have worrying implications for Google.

On Wednesday, the social networking giant announced DeepText — „a deep learning-based text understanding engine that can understand with near-human accuracy the textual content of several thousands posts per second, spanning more than 20 languages.“

DeepText is powered by an AI technique called deep learning. Basically, the more input you give it, the better and better it becomes at what it is trained to do — which in this case is parsing human text-based communication.

The aim? Facebook wants its AI to be able to „understand“ your posts and messages to help enrich experiences on the social network. This is everything from recognising from a message that you need to call a cab (rather than just discussing your previous cab ride) and giving you the option to do so, or helping sort comments on popular pages for relevancy. (Both are examples Facebook’s research team provides.)

The blog post doesn’t directly discuss it, but another obvious application for this kind of sophisticated tech is Google’s home turf — search. And engineering director Hussein Mehanna told Quartz that this is definitely an area that Facebook is exploring: „We want Deep Text to be used in categorizing content within Facebook to facilitate searching for it and also surfacing the right content to users.“

Search is notoriously difficult to get right, and is a problem Google has thrown billions at (and made billions off) trying to solve. Is someone searching „trump“ looking for the Presidential candidate or playing cards? Does a search for the word „gift“ want for ideas for gifts, or more information about the history of gifts — or even the German meaning of the word, poison? And how do you handle natural-language queries that may not contain any of the key words the searcher is looking for — for example, „what is this weird thing growing on me?“

By analysing untold trillions of private and public posts and messages, Facebook is going to have an unprecedented window into real-time written communication and all the contexts around it.

Google has nothing directly comparable (on the same scale) it can draw upon as a resource as to train AI. It can crawl the web, but static web pages don’t have that real-time dynamism that reflect how people really speak — and search — in private conversations. The search giant has repeatedly missed the boat on social, and is now trying to get onboard — very late in the game — with its new messaging app Allo. It will mine conversations for its AI tech and use it to provide contextual info to users — but it hasn’t even launched yet.

Facebook has long been working to improve its search capabilities, with tools like Graph Search that let the user enter natural language queries to find people and information more organically: „My friends who went to Stanford University and like rugby and Tame Impala,“ for example. And in October 2015, it announced it had indexed all 2 trillion-plus of its posts, making them accessible via search.

Using AI will help the Menlo Park company not just to index but to understand the largest private database of human interactions ever created — super-charging these efforts.

www.businessinsider.de/facebook-new-ai-deeptext-threatens-google-search-2016-6

lower-cost gadgetry that lasts a lot longer could be a dire omen for high-margin hardware companies like Apple

This week, Intel CEO Brian Krzanich announced that people are keeping their PCs a lot longer before upgrading: The average has increased from four years to as many as six.

The tablet-refresh cycle isn’t much shorter than that, to Apple’s eternal chagrin. Even iPhone sales have started to taper off, partly because people are keeping their phones longer or choosing cheaper Android phones.

What’s happening is pretty simple. The hardware and the software running on any device itself have become way less interesting than the web apps and services, like the ones that Google and Amazon have made the core of their business.

Why buy a $700 iPhone when a $200 Android phone can access the same YouTube or Amazon Music as everyone else? All you need to do to get new Facebook features is refresh your browser or update your app. You don’t need a high-performance device to participate in the 21st century.

It’s a stark contrast with the traditional model for consumer electronics, where you’re expected to upgrade the hardware to keep pace with the new features they release.

And it could be a dire omen for high-margin hardware companies like Apple.

Meanwhile, web-first companies like Amazon and Google are more than happy to exploit this, even as our notions of what a computer actually is continue to shift. Just look at devices like Google Chromecast and the Amazon Echo.

Chromecast, Echo, case in point

Since 2013, Google has sold 25 million Chromecast devices — the completely amazing $35 dongles that turn any TV into a smart TV. That’s right, $35.

The real brilliance of the Chromecast lies in what it isn’t, rather than what it is. It doesn’t have an interface of its own. You just push a button on your phone and have whatever YouTube video you’re watching or Spotify album you’re listening to appear on your TV screen.

A nice side effect: It’s relatively simple to take an existing smartphone app and add Chromecast streaming capabilities, and literally tens of thousands of apps have done that integration.

You don’t have to think about it or learn a new interface; you just click and go.Mike George Amazon VP of EchoGettyAmazon VP of Echo Mike George.

It means that every single day, I get more return on the initial $35 investment in the Chromecast I bought in 2014. But since all of the good stuff is happening in the apps, not the Chromecast itself, it’s extremely unlikely that I will ever have to replace this Chromecast, barring a hardware malfunction.

You could probably say the same thing about the Amazon Echo home voice assistant. Developers have released almost 1,000 „skills“ for the Amazon Echo’s Alexa platform, including the ability to call an Uber, play Spotify music, or order a Domino’s pizza.

These gadgets are getting better, not worse, the longer they stay on shelves. And while there may be periodic minor hardware improvements, they’re way more minor than the gap between an iPhone 5 and an iPhone 6, and far less necessary to keep getting maximum value from the device.

The pressure is on

This move is going to keep putting pressure on hardware-first manufacturers — especially those who rely on high margins, like Apple.

The Chromecast and the Echo are relatively cheap gadgets — because all the important, useful stuff about them lives in the cloud, they’re optimized to be small, efficient, and unobtrusive.

Tesla autopilotTeslaTesla’s autopilot mode scanning the road.

Amazon doesn’t need to make money on the Echo itself, as long as it drives more commerce to its retail business. Same with Google: as long as the Chromecast gets more people to watch YouTube videos and download more stuff from Google Play, they don’t have to make money from the gadget itself.

And you’re seeing more of this all over, like when Tesla made thousands of its electric cars partially self-driving with an overnight software update. The gadget Tesla drivers already owned — in this case a car — suddenly got way more useful.

This trend isn’t going to kill off the smartphone, or the PC, or the tablet. But it means lower-cost gadgetry that lasts a lot longer. We’re only seeing the early stages of this shift now, but it has a lot of potential to shake up how we think about and how we buy our devices.

www.businessinsider.de/apple-iphone-vs-web-services-2016-6