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Why 'Humanistic Automation' Is The Future Of Marketing

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Why 'Humanistic Automation' Is The Future Of Marketing

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https://www.forbes.com/sites/forbescommunicationscouncil/2019/09/23/why-humanistic-automation-is-the-future-of-marketing/#4cb112e77a72

Striking a balance with marketing automation isn't always easy. Marketers can automate email responses or social media posts to save time and become more efficient. But then responses can become ordinary instead of personalized and passionate.

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Most of you will be familiar with a financial credit score that rates your financial trustworthiness. It's intended to give creditors an indication of risk and how likely you will repay your loan commitments. With a massive helping hand from high-tech and , China is rolling out a social credit scoring system that rates your trustworthiness far beyond that of your financial credit score. Let's take a look at the Chinese Social Credit score system.
How Is The Social Credit Score Determined?
In China, government agencies and private companies are collecting enormous amounts of data about e.g. an individual's finances, social media activities, credit history, health records, online purchases, tax payments, legal matters, and people you associate with in, addition to images gathered from China's 200 million surveillance cameras and facial recognition software. Data that indicates non-compliance with legally prescribed social and economic obligations and contractual commitments are flagged up and aggregated on a government-wide level to determine the trustworthiness of companies and individuals. Such a trustworthiness score can fluctuate based on actions-going up for good deeds such as donating to charity and can go down for negative actions such as getting a speeding ticket.

China began to create this system in 2010 as a pilot program but officially began implementing the construction of a nationwide social credit system in 2014. According to the government's document, Planning Outline for the Construction of a Social Credit System (2014-2020), all of the social credit scores for its 1.4 billion citizens will be publicly available by 2020. At that time, there will be a searchable file of every Chinese citizen that represents all the data collected from public and private companies to track their social credit.
How Is A Social Credit Score Used?
The idea is to create more transparency about companies and individuals that are breaking the law or are non-compliant with official obligations and incentivize the right behaviors with the overall goal of improving governance and market order. The Chinese Communist Party intends the social credit score system to "allow the trustworthy to roam freely under heaven while making it hard for the discredited to take a single step."

Even though the system is still under development it currently plays out in real life in myriad ways for private citizens, businesses and government officials.

Generally, higher credit scores give people a variety of advantages. Individuals are often given perks such as discounted energy bills and access or better visibility on dating websites. Often, those with higher social credit scores are able to forgo deposits on rental properties, bicycles, and umbrellas. They can even get better travel deals. In addition, Chinese hospitals are currently experimenting with social credit scores. A social credit score above 650 at one hospital allows an individual to see a doctor without lining up to pay.

If an individual has a lower social credit score, they might find their ability to purchase what they want such as high-quality goods or a new home to be restricted. They might also be prohibited from buying airline and train tickets or renting an apartment. Some people with low social credit scores can expect to be blocked from dating sites and not be able to enroll their children in a school of their choice.
Actions That Adjust Social Scores
Social credit ratings can go up and down based on an individual's actions. Purchasing diapers for a child might bump your score (the system assumes you're a responsible caregiver) while it might take a hit when you purchase alcohol. Are you a gamer? It's better for your social credit score if you never cheat when playing video games, but if you play video games more than 10 hours a day, your social credit rating will likely be lower than the diaper-buying caregiver. If you are found guilty of disrupting or blocking check-in counters or passageways in an airport, as obsessed fans did at the Beijing airport as they fought to gain access to their pop idols, your social credit score can be lowered.
Reception Of The Social Credit System In China
Currently, most Chinese citizens have a favorable view of the commercial social credit score systems in place; a survey of Chinese citizens shows 80 percent of respondents either somewhat or strongly approve of social credit systems. They perceive the changes as a more effective and efficient way to promote good behavior and protect them from fraud and bad business. As you might expect, citizens who benefited positively from higher social scores were more favorable of the system. It is predicted that for these positive results to continue, citizens will need to believe that the system is fair and transparent. Chinese citizens have always known the government knows a lot about them, so digitizing this isn't as jarring as it would be for Americans and Europeans. For many that live outside of China, it feels more like one of the creepy 'Nosedive' episode of the British science fiction TV series Black Mirror.
Influence Beyond China's Borders
New research looked at the implications of the Chinese social credit system beyond China's borders. All companies with a Chinese business license, a requirement for any company operating in China, were brought into the social credit system at the beginning of 2018. As a result, U.S./China scholar Samantha Hoffman believes it is already influencing the behavior of foreign businesses. In one case, Chinese authorities demanded U.S. and Australian airlines to use Beijing's preferred terminology to refer to Taiwan and Hong Kong.

While most people in the US and Europe would be completely freaked out by such an approach, there are others who see it as the utopian use of technology to promote good citizenship. Where do you stand?

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Chinese Social Credit Score: Utopian Big Data Bliss Or Black Mirror On Steroids?

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By 2020, the Chinese social credit score system will be fully operational and have searchable records and a social credit score to rate trustworthiness for each of its 1.4 billion citizens. We review what the Chinese social credit score system is, how it's generated, and the implications.

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Why Artificial Intelligence Is the Future of Content Marketing

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Why Artificial Intelligence Is the Future of Content Marketing

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http://www.curata.com/blog/content-marketing-ai/

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Without us even noticing

Simoul Alva

Updated at 2:00 p.m. ET on October 10, 2019.
When my father was 18 years old, he fell asleep at the wheel while driving home late. That's never good, but it was particularly bad then, in 1954, the year he crashed his car on the early-morning Milwaukee streets. Seat belts weren't common until the 1960s, and federal law didn't mandate them until 1968. Dad's unharnessed body was thrown out the windshield, through the quiet night, and onto the pavement. He survived-otherwise I wouldn't be writing this-but not without permanent disability.

The road to mandatory seat belts was a long one, involving decades of medical and military research, legislative intervention, and corporate acquiescence. But today, according to the National Highway Traffic Safety Administration (NHTSA), 90 percent of Americans use seat belts, which, the agency claims, save some 15,000 lives a year. They are almost automatic for most drivers and passengers.

For years, this particular threat to public safety didn't affect people who didn't take taxis. But now, thanks to Uber and Lyft, trips by hired car have increased dramatically all over the country. Americans took 3.2 billion ride-share trips in 2018, and they were almost as likely to forgo a seat belt on those trips as New York City taxi patrons. One survey found that 43 percent of car-hire customers reported not always wearing a seat belt, and 80 percent don't buckle up for short trips.

Sixty-five years later, my oldest kids are now about the age my father was when he was hurled from a vehicle, absent a seat belt, to permanent effect. Because of Uber and Lyft, they are far more likely than I was to risk a similar fate.

Once you start looking, examples like this appear everywhere. Technology services are systematically, if invisibly, eroding long-won victories in public safety.

Take vaping. Much like Uber transformed the cab ride with smartphones, e-cigarettes have reinvented cigarette culture with a discreet new technology: a battery-powered stick that heats and aerosolizes nicotine (or sometimes cannabis). They were invented in the early 2000s by Hon Lik, a 52-year-old Chinese pharmacist (and smoker), who wanted to find a way to scratch the same itch that a cigarette could, but without all the harmful chemicals-smoking without the smoke. Makers marketed the products as therapeutic devices, beneficial to smokers hoping to quit. But health officials expressed concern about that claim from the start. In 2008, the World Health Organization declared that it "does not consider [vaping] to be a legitimate therapy for smokers trying to quit." Ruyan Holdings, the Chinese company that brought Lik's invention to market, responded by funding a report arguing that e-cigs are substantially safer than traditional cigarettes, partly because "each puff contains one third to one half the nicotine in a tobacco cigarette's puff."

But as my colleague Amanda Mull wrote, "To market a product as less harmful than cigarettes is to damn it with faint praise." Juul Labs, the San Francisco-based company that makes the most popular brand of e-cigarette in the U.S., sells pods at 3 and 5 percent nicotine, which is stronger than earlier vaping products. A single Juul pod delivers about 200 puffs, making each pod roughly equivalent to a pack of cigarettes in nicotine content. As Juuling became synonymous with vaping, the company's stronger, more capacious nicotine products became the norm.

Meanwhile, e-cigarettes still deliver particulate matter and toxins into the lungs (just not as much as cigarettes do). Secondhand aerosol poses some risk to people in the proximity of e-cigarettes, which are often used indoors because the odorless vapor doesn't seem harmful, like tobacco smoke.

Juul has made vapers of all ages, but it is especially popular among teens-who largely appear to have no idea that their mango-flavored e-cigarettes even contain nicotine at all, and who are already more susceptible to the drug's effects. In 2015, 74 percent fewer American high-school students had recently smoked than in 1997. But 60 percent more had used electronic cigarettes than traditional ones. And on top of it, adolescents who use e-cigarettes are much more likely to start smoking traditional cigarettes, too. Teen tobacco use has fallen as the regulation and stigmatization of cigarettes have risen. But vaping reversed that-a pattern as old as smoking itself-providing a new path toward nicotine addiction among young people.

Vaping's safe reputation, never really earned, is now quickly deteriorating. Recently the Food and Drug Administration issued a warning to Juul about the company's marketing of vaping products as healthier than cigarettes. A respiratory " vaping illness" has struck more than 1,000 Americans in 48 states, most with otherwise healthy lungs; by early October, it had resulted in at least 18 deaths. A contaminant (perhaps hydrogen cyanide) in marijuana vaping products may be the cause. But even before the scare issued a reminder of how little is known about the health consequences of vaping, e-cigarettes had already set in motion social changes that upended decades of smoking-cessation advances.

Public safety protects the public-a collectivity worth shielding. It is a shared effort that begets a shared benefit. Some technological innovations, such as automobiles with lane-departure warnings or automatic emergency braking, help owners of the equipment along with those who surround them. But tech in the sense of Silicon Valley Big Tech has subtly rewritten our conception of the public. The industry has undoubtedly improved people's individual, private lives-that's the business model. But it has not necessarily benefited their communal ones. The vision of the future that firms such as Uber, Amazon, and Facebook have grown rich selling is a decidedly individualist one: Get a ride just for you, wherever you are, via Uber. Receive almost any product tomorrow, without leaving home, from Amazon. Hear from only the people and groups you choose on Facebook. Technology products can improve health and safety, but largely at the personal level: carrying a cellphone for emergencies, or wearing a fitness tracker to motivate regular exercise. Solving one's own problems can de-escalate interest in solving communal ones. This libertarian individualism also grips the big-tech companies themselves, which pursue their private aspirations no matter the public cost.

You and me, your kids, your neighbors, your co-workers-all the members of the general public-are caught in the middle. On the one hand, we like and desire the tech industry's offerings, personally. But on the other hand, we can't always see the consequences of those offerings at a social scale. When those effects do become visible, we look for answers that eradicate all the bad stuff about tech without changing the good stuff.

It's never so simple. For example, ride-share drivers have been accused of attacking, kidnapping, and sexually assaulting passengers; some victims have alleged that the companies knew about these assaults, yet failed to stop them. But people are also violently attacked in traditional taxis and car hires; limited data on all sides have made it difficult to determine whether ride-shares really are more dangerous than taxi and livery drivers.

More certain is that exposure to such risk has risen substantially as a result of ride-sharing. More drivers convey more passengers more often. Over the past decade, people have completed billions of new rides in new contexts-trips that never would have happened at all before Uber and Lyft came on the scene.

Whether they mean to or not, companies such as these are changing the standards of public safety. Those effects come, in part, from globalizing and automating previously local, human processes. But they also arise when innovation imports the undesirable features of earlier, neighboring technologies and then intensifies them at scale.

Here's another one: New York City medallion taxis are exempt from state laws that otherwise require children under the age of 4 to use child-safety seats. Passengers can bring their own child seat, and taxi drivers must allow riders to install and use one if they do so. But instead, most folks rationalize the risk in much the same way they do with seat belts: It's a short trip, and What are you gonna do, really?

Motor-vehicle crashes are the leading cause of death among children in the United States. Passengers used to take the risk in taxicabs only under duress. But ride-sharing has given that exception a shortcut to convention, by exporting the false sense of comfort from taxi trips to rides of all kinds.

Even with your seat belt safely fastened in your own car, with your kid properly harnessed in the back seat, technology has made driving more dangerous, because everyone is distracted by smartphones all the time.

Drivers have gotten sidetracked at the wheel for as long as cars have been on the road. In the early 20th century, the roads themselves were sometimes the cause, lulling drivers to diversion in a condition that came to be known as " highway hypnotism." Later, as cars added more devices, such as radios, CD players, and navigation systems, the car itself started to sidetrack drivers.

But equipment is just part of the picture. The NHTSA tracks three kinds of distraction: visual, manual, and cognitive. Visual diversions take your eyes off the road. That could mean kids arguing in the back seat, or scintillating neon signs along the route. Manual distractions take your hands off the wheel. Radios and controls do that, as do takeout cups and Eggs McMuffin. Cognitive distractions take your mind off driving. Those are innumerable, covering everything from struggles at home to anger at traffic to worries about the workday coming or gone.

Smartphone use is particularly insidious for drivers because it fuses all three kinds of distraction: You look away from the road, take your hands off the wheel, and shift your thoughts to the world behind the screen. Moreover, smartphones distract drivers frequently, perhaps even constantly, as vehicle operators might pick up the phone at every stoplight. The NHTSA calls it "among the worst of all driver distractions."

The effects can be substantial. From 2012 to 2015, an average of 283,000 injuries a year could be traced to texting and smartphones. More recently, a combination of hands-free laws and distracted-driving awareness has reduced driver use of cellphones, but the handheld manipulation of these devices has fallen less rapidly. By 2017, car crashes had risen by 11 percent, compared with just a few years earlier, and distraction-caused collisions involving cellphones remained relatively steady.

Smartphones didn't cause these problems on their own; widespread reliance on them did. Adults, especially younger ones, feel pressure to respond to work messages while driving. Social-media services can inspire people to catch up on their feed, post photos, or bang out quips on the road.

And a 2018 law requiring new cars to include backup cameras to prevent injury when moving in reverse might have made things worse. Installing cameras meant adding a big screen to the dashboard, a change that happened to arrive alongside the proliferation of smartphone touch-screen interfaces. Many automakers redesigned the whole dashboard to match them. Now it's common for a single touch-screen display to operate the radio, the climate control, the navigation, and, of course, the backup camera. They are known as "in-vehicle information systems," or IVIS, in auto-industry lingo.

As you might expect, IVIS screens only distract drivers more. Now they can't operate the radio preset or the blower control by feel, without looking. The options are more complex, too: satellite radio, playback controls, map panning. It's almost like using a smartphone.

Then Apple CarPlay and Android Auto arrived. Their familiar appearance does seem to reduce distraction compared with native IVIS equipment, but according to an American Automobile Association study, the software still produces substantial cognitive and visual diversion. Responding to texts (even by dictation), scrolling Spotify playlists, and managing the quirks of these systems still generate increased demands on driver attention compared with driving without them.

In the same urban spaces where more cars are creating more traffic, with more passengers skipping seat belts and diverting their attention to IVIS and CarPlay screens while they inhale aerosolized tobacco, people are also using new kinds of transportation devices to get around. Electric scooter shares, like Bird and Lime, are among the "micromobility" services that proponents hope will help reduce city dwellers' reliance on cars, especially for short trips.

Bird, Lime, and other services followed Uber's model, expanding rapidly to new cities to grow their market and stimulate consumer demand-often without permits. In the cities where they took off, scooters have become staples of urban transport; they allow professionals to get to work without rumpling clothes or breaking a sweat. "I cannot imagine life without them," my colleague Robinson Meyer wrote of the scooters last year.

But according to a study published earlier this year, over 12 months two California emergency rooms admitted 249 patients with injuries from scooter mishaps. Most common were head injuries-largely caused by riders' failure to wear helmets-although fractures were also common. A Centers for Disease Control and Prevention (CDC) study conducted in Austin, Texas, counted 20 injuries presented to medical-emergency services per 100,000 e-scooter trips over a three-month period. Almost half were head injuries, and 15 percent were traumatic brain injuries. Of 190 injured riders, only one had worn a helmet.

Motorbike helmets were commercialized in the 1950s, and the U.S. Department of Transportation issued standards for manufacturers in 1964. In 1975, models for cycling appeared in earnest, and adoption increased in the decade that followed. Starting in 1987, some states began enacting laws requiring helmets, especially for children.

Over time, a culture of helmet use became entrenched among casual and commuter cyclists alike. In 2012, 29 percent of bike-riding adults and 42 percent of children reported always wearing helmets; half said they wore helmets at least some of the time. Ninety percent of kids wore helmets when adults in their orbit also did; they were also more likely to do so in states with laws mandating helmet use.

The problem is, helmets ruin the appeal of shared e-scooters almost completely. As Michael Keating, the CEO of the micromobility company Scoot, told me last year, scooters such as Birds are most useful for making trips that would require a long walk easier without a car. Donning a helmet means carrying one, which could erase the benefits in convenience.

Helmet critics want to juggle a series of risks and rewards at urban scale. And the meaning of public safety should evolve, as the writer Sam Bloch has put it. But that's not what's happening when uninformed and inexperienced e-scooter riders injure themselves straightaway. If the vehicles' popularity continues to rise, that trend will only continue: The CDC studies suggest that peer influence-riding with other people and seeing people ride safely-has the greatest impact on cyclists' choices.

In the end, it might be worthwhile to make certain safety compromises to spur new urban design and mobility, not to mention carbon use. But that's not how the scooter rollout has happened. Instead, it has shifted public safety absent the public's understanding that it is happening at all.

There's an irony in the technological erosion of general welfare, because innovations so often promise to benefit our lives-sometimes by improving public safety explicitly. It's one of the promises of autonomous vehicles, for example: that they might reduce traffic injuries and fatalities like those caused by distracted drivers or motorists who fail to yield to scooters. That promise is speculative and possibly wrong, but its commercial value has inspired some governments to make substantial compromises in public safety in the present in order to chase improvements in the future. Arizona Governor Doug Ducey, for example, issued executive orders allowing experimental use of driverless cars on Arizona roads, hoping to spur investment and job creation in the desert state.

When an Uber operating in autonomous mode struck and killed a pedestrian in Tempe, critics blamed lax regulation, in part, for allowing Uber to take unnecessary risks with its equipment. But as the scooter advocates had done, some robocar proponents scoffed, seeing selective concern about the fatal consequences of traffic in America. With more than 40,000 automobile-related fatalities in the United States each year, why single out one autonomous-vehicle death for special attention?

Responding to that criticism about autonomous-car deaths specifically last year, I argued that focusing on the quantity of deaths or injuries, via thought experiments such as the trolley problem, misses the point. A utilitarian obsession with outcomes overlooks the flaws in the social, political, and economic processes that aspire to realize those outcomes. Even when the numbers affected are small, the way the problems arise can be significant. Likewise, victories can also be ambiguous. Ridesharing might have reduced drunk driving in some cities, but not others, for example.

Eroding widespread successes-such as buckling seat belts or shunning nicotine-should worry you because these changes represent reversals of public-health victories so complete that they had been forgotten. Juul marketed flavor-masked e-cigarettes to young people, who had been less likely to use nicotine products year after year. The convenience of e-scooters has inspired riders to embrace the risk of traumatic injuries that they'd be unlikely to take in other circumstances. Likewise seat belts or child restraints in the back of car shares, or smartphones at the wheel.

If Americans could choose only a single path to mutual benefit, then maybe it would make sense to narrow attention to smoking or gun deaths alone. But the world isn't monolithic. Earlier adoption of smoking cessation wouldn't have helped my dad avoid being hurled through his windshield. Gun control won't improve the regulatory oversight of autonomous cars. Just because people die from lung cancer or firearms discharge doesn't obviate the need for traffic planning or building-construction codes or occupational-safety practices. When it comes to public safety, citizens shouldn't want redress of just one or two risks with the greatest real or perceived impact. They should demand widespread improvements in as many aspects of public life as possible.

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When those victories start to walk themselves back, they introduce new exposures that might no longer be understood in modern contexts. And once the changes become commonplace, it's difficult to quell them back to rarity. Instead, when a new technology is still truly new, those who will live in its future wake must look for and mitigate its future risks more deliberately. Past improvements in public safety required regulatory intervention and social transformation; the present circumstances likely will as well. Where possible, it is necessary to minimize technology's bad effects while preserving its good ones-which is much harder after widespread adoption. But in addition, both private and public agents should learn from the frequent and obvious lessons of the past, and the present, as new technologies appear.

The conditions at the fringes of a social practice get amplified as it becomes more predominant. Seat-belt and child-seat use is almost universal-except in taxis, and ride-sharing has proliferated that exception everywhere. Cigarettes are mostly a memory, unless a company finds a new way of delivering nicotine that evades their decline, as Juul did. Only important executives or government officials would find it necessary to text or email at a stoplight, until smartphones and apps made everyone's work and social lives seem urgent. Most of these consequences were foreseeable, but nobody was looking for them. Private benefit took the wheel, and public protection jumped in the back seat, untethered, and ready to roll.

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Without us even noticing Updated at 2:00 p.m. ET on October 10, 2019. When my father was 18 years old, he fell asleep at the wheel while driving home late. That's never good, but it was particularly bad then, in 1954, the year he crashed his car on the early-morning Milwaukee streets.

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AI marketing: What does the future hold?Digital analyst and futurist Brian Solis believes artificial intelligence will ‘bring personalized experiences to life’

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AI marketing: What does the future hold?Digital analyst and futurist Brian Solis believes artificial intelligence will ‘bring personalized experiences to life’

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https://www.sas.com/en_au/insights/articles/marketing/ai-marketing-what-does-the-future-hold.html#/

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Related to privacy protection and future/present. The creepy  things Alexa can do

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Related to privacy protection and future/present. The creepy  things Alexa can do

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https://www.cnet.com/how-to/10-weirdest-things-you-can-make-amazon-echo-do/

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Dark/debatable side of the internet - can the world forget about you? Turns out, only some countries can

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Dark/debatable side of the internet - can the world forget about you? Turns out, only some countries can

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https://www.reuters.com/article/us-eu-alphabet-privacy/google-wins-landmark-case-limiting-right-to-be-forgotten-to-europe-idUSKBN1W90R5

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The Future of Marketing Is Here. Don’t Blink. (Data marketing)

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The Future of Marketing Is Here. Don’t Blink. (Data marketing)

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We all know that marketing is changing fast, but think for a nanosecond about just how fast. The five FAANG companies-Facebook, Amazon, Apple, Netflix, and Google (Alphabet), whose combined market cap is approximately $3 trillion-have an average age of 23 years, the equivalent of one human generation. They are consumer companies as well as tech giants, and in those 23 years, they (and others) have redrawn the customer buying journey and redefined how companies and consumers interact.

And that is only the beginning. Technologies and tools continue to advance and digital channels to fragment. Just a few years ago, marketing was about digital, mobile, and social. Today, social alone segments into multiple platforms-Facebook, Instagram, Snapchat, Pinterest, and YouTube, to name a few. In China, WeChat, Douyin, and Youku are popular.

New channels and types of channels, including vision ambience, voice ambience, and ever more precise and interactive geolocation, are entering the mainstream. Artificial intelligence (AI) is automating internal processes and enabling new forms of consumer engagement. Measurement and ROI tools are better than ever-for those that can harness them and the relevant data. And, of course, consumer expectations keep rising.

Can Marketers Keep Current?

In our work with clients, we see three areas of fast-paced change that challenge marketers' ability to stay current: rising consumer expectations, evolving channels of customer engagement, and the ascendancy of data as a driver of strategy. Here's a quick tour.

Consumer Expectations. Digital natives taught consumers to expect more, from companies as well as their products and services, and consumers learned their lesson well. According to salesforce.com's 2018 State of the Connected Consumer report, four in five customers say that the experience a company provides is as important as its products or services, and almost 60% have switched to a competitor because it provided a better experience. Consumers today expect an unprecedented degree of relevance, and increasingly personalized customization, in the products and services that companies offer. Salesforce found that 60% of customers look for "tailored engagement based on past experience." More than 70% "expect vendors to personalize engagement to my needs," and almost 70% "expect an Amazon-like buying experience."

Plenty of companies are responding. For example, Singapore Airlines personalizes its in-flight entertainment offerings. U.S. Bank provides personalized recommendations for day-to-day financial decisions with customers' financial health in mind. At Walt Disney's Orlando resort, visitors use MagicBands to reserve rides, unlock hotel rooms, and make purchases; guests at Disney's new Shanghai resort can do the same things with their smartphones. Disney gathers data from every interaction and uses it to serve up targeted offerings to guests. Carnival is introducing "smart medallions" that use similar technology on its hundred-plus cruise ships.

Already, brands that create personalized experiences are seeing revenue increase by 6% to 10%, according to our research-two to three times faster than those that don't. As a result, personalization leaders stand to capture a disproportionate share of category profits in the new age of individualized brands, while slow movers will lose customers, share, and profits. Over the next five years in three sectors alone-retail, health care, and financial services-we expect personalization to push a revenue shift of some $800 billion to the 15% of companies that get it right. (See " Profiting from Personalization," BCG article, May 2017.)

But meeting these rising expectations requires new capabilities. Tracking a customer through the purchase journey may be a one-time, a one-hundred-time, or a one-thousand-time experience, and customers want to be remembered as they crisscross channels. Companies must reinvent their operating models to act at speed. They need a data strategy that they can execute at scale and campaign-tracking abilities across channels that can adapt in real time and enable a self-reinforcing cycle of tailored experiences. They must manage new complexities around permission marketing and growing concerns around data privacy and security. They also need to provide 24-7 access and service because customers want to decide when and where they interact with a brand.

That's today. Tomorrow's customer journeys and personalization programs will be run by AI algorithms and software applications, or bots. Are you ready?

Channels of Engagement. Thanks in part to continuing advances in technology, media, entertainment, and commerce, consumers are engaging with all kinds of new devices, tools, and digital channels. Think about voice recognition software. Since Apple launched Siri in 2011, she has been joined by competitors from Amazon, Google, Microsoft, and others. (There go those digital natives again.) Google reported in 2017 that 20% of mobile queries were voice searches; Comscore predicts that half of all searches will be voice activated by 2020. In China, voice is already the primary search method.

There's little question that voice is the next major consumer interface (at home, at work, and in the car, the home, or any other familiar location). Amazon has started to allow brands to offer voice-only deals through Echo devices, opening the door for paid search opportunities via voice; first movers included Procter & Gamble's Clorox (in January 2018).

Virtual reality (VR), another form of vision-driven engagement, enables consumers to experience products before purchasing them, without ever leaving their couch. VR and AI are an especially potent combo. Think about simulated interactions with products and assistance from virtual tours of a home a thousand miles away. Or remotely test-driving a car. Or a contact lens that records and stores video in the blink of an eye. The Japanese retailer Start Today offers a combination of the Zozosuit and the Zozo app, which together develop detailed measurements of a customer's body. Start Today has expanded its sizing solution to more than 70 countries.

Plenty of companies have already successfully experimented with AR and VR. Nissan drove a 15-percentage-point improvement in brand favorability with its See the Unseen campaign, which showcased advanced vehicle safety technologies through interaction with Star Wars movie characters. Ikea uses VR to allow consumers to "walk" around a 3D kitchen and interact with objects, adjusting the features in real time. Caterpillar created an app that takes users inside a bulldozer so that they can experience its capabilities and features from behind the wheel. Alibaba's VR shopping experience allows customers to virtually visit stores around the world, learn about products, and purchase them through the platform.

Vision ambience will forever alter the prepurchase interactions that consumers have with brands. Customers will be drawn to pertinent content in relevant formats (with different ones resonating with each individual) across various points in the consumer journey.

A long-standing digital marketing capability-geolocation-is enjoying increased prominence as predictive analytics demonstrate the power of location data. To track each stage of a delivery, Uber Eats uses motion sensor data from drivers' phones to indicate when the driver is on the road, walking, or stuck and not moving. A health care company boosts profits by geotargeting its marketing spending in real time to focus on high-pollen areas during peak seasons; it aligns media spending with consumers' locations and activities. Japanese retailer Ryohin Keikaku, or Muji, has implemented a location-based loyalty program: when members enter a Muji store, they receive points that they can use for discounts or services.

All of these new and more complex channels of consumer engagement mean that brands must rethink their data-processing norms and search engine optimization tactics. They must also identify measurable precursors to sales and determine how to market at those moments and locations. In time, software applications will be capable of ingesting, processing, creating, and deciding which content to push (and to whom) at relevant moments.

Data Ascendancy. Data is the fuel that runs the modern marketing engine. It facilitates improved targeting and customer insights, enables more complex personalization functions, provides the ability to link on-line and offline consumption habits, and leads to smarter business decisions and greater business insights.

Data has taken on its own version of Moore's law: the sheer amount of available data is predicted to at least double every two years into the future. At the same time, the types of data-and its sources-continue to expand. The Internet of Things (IoT) is leading to an explosion in data as mobile connections rise from 7.5 billion in 2017 to 25.1 billion in 2025, and sensors, monitors, cameras, and gauges provide an ever-larger plethora of information. The long-awaited deployment of 5G mobile technology-which will vastly increase the speed, capacity, and quality of mobile networks-will enable the generation, collection, and consumption of more data than ever.

Digital natives, which grew up feeding on data, have long demonstrated the benefits of the "data flywheel effect," in which digital ecosystems enable unprecedented data accumulation and analysis, fueling improvements to products and business processes and stimulating further growth and data access. These ecosystems can provide seamless and comprehensive digital experiences for customers by organizing business partners on a single platform to satisfy multiple customer needs. They thereby lock in customers and capture a greater portion of their attention, time, and value. (See " How IoT Data Ecosystems Will Transform B2B Competition," BCG article, July 2018.)

But, as with the capabilities described above, harnessing, cleaning, sorting, and storing data-and assembling the insights that count-require new technology and analytics capabilities. Platforms must talk to one another. Software must be embedded in, or support, most products and services. All marketing divisions (as well as others) need access to real-time modeling and analytics-and the skills to use them. Data security becomes a heightened concern. (See " Bridging the Trust Gap in Personal Data," BCG article, March 2018.)

Internal Company Considerations

In the past, marketing departments typically set brand strategy and outsourced campaign development and execution. Even as digital technologies reshaped campaign content and delivery in recent years, companies relied heavily on agencies and outsiders to handle the increasingly automated aspects of media buying and campaign execution. The internal-external pendulum is swinging back inside now as companies realize the rising importance of speed, control, and data ownership. Insourcing execution accelerates output, which is particularly relevant as digital channels increase in number and importance and require ever-faster content turnout. Internal execution also facilitates the ability to test, learn, and make adjustments to campaigns on the fly. In addition, many companies are finding that in-house execution allows for greater control and reins in costs, in some cases saving as much as 50% of current agency and content development expense.

Perhaps most important, companies that own their data own the customer. Data kept in-house and pulled directly remains unfiltered and can be used in many ways to inform content development, test campaigns, make media-buying decisions, personalize outreach, and measure results.

The proliferation of channels and the importance of managing the customer journey put a rising premium on measurement, which is rapidly becoming as much an exercise in the microattribution of spending and impact as in the tracking of broad results. Data availability, connections, and processing power are critical to the ability to employ a test-and-learn approach and to link marketing spending and ROI-specifically how individual marketing channels and tactics drive impact within the stages of the consumer journey. CMOs also have an opportunity for an expanded voice in the C-suite if they put the proper tools in place to prove marketing impact.

Data and Software to the Fore

CMOs and their marketing colleagues have the potential to do more to affect corporate results than ever before. Most companies aren't there yet. Our research into 40 leading international marketers found that though companies are trying to climb the digital curve, the curve gets steeper as it rises, increasing the difficulty of moving to the next level. (See the exhibit.) We rated companies from one to four on their digital maturity with four being "multimoment maturity"-the ability to deliver personalized content to consumers at multiple moments across the purchase journey. Only a few companies have achieved that level. Most cluster around two and three.

The companies in our study wrestled with both technical and organizational issues:

83% could not link data across consumer touch points.

68% lacked automation, relying instead on manual processes.

78% could not attribute value to their individual touch points with consumers.

80% suffered from inadequate cross-functional coordination.

We also found that companies that do climb the digital maturity curve can achieve impressive results: they report cost savings of up to 30% and revenue increases of as much as 20%.

But even digitally mature marketers face a greater challenge: positioning themselves to stay current with the fast-and accelerating-pace of change. This is a different type of organizational test. Companies can boost digital maturity by adding skills and technology and developing new capabilities. But it's not practical to keep adding more technical talent or building out new systems for every new digital need that develops. The process is too slow, and the inevitable side effect is organizational bloat.

Instead, marketing functions need to find ways for their current staff to manage multiplying channels, advancing technologies, and rising consumer demands. The answer, we believe, lies in combining new software platforms with advanced training so that any marketer can access and use the full array of data, capabilities, and tools available today-and tomorrow-whatever his or her area of responsibility.

Consider, for example, a business unit marketing manager for a coffee brand in Sweden and that person's dotted-line boss, the regional marketing manager for packaged goods in the Nordic countries. Suppose both individuals (and anyone else in the global marketing function) could tap into a software platform-using a laptop, tablet, or smartphone-that provided access to, and the ability to manipulate, two types of real-time data.

The first data sphere is strategic. It helps both managers create value by finding the best allocations of marketing resources for the coffee brand in Sweden and for all CPG products in the Nordic countries. It combines relevant company data (such as sales volume, revenue, profit, share of market, share of voice, relative pricing, and distribution) with market research results (category trends, consumer demand trends, and brand health data) and analytics outputs (return on marketing investment within the units of allocation estimated by econometrics, digital attribution, AB testing, and ad hoc research).

The second data sphere is tactical. It helps users create superior marketing plans for short- and long-term brand growth and profit generation-taking into account the potential impact of all tools and channels available. It provides brand teams with full visibility and integrated planning capability for the entire brand's marketing plan including media and below-the-line activities such as those in the store and at the point of sale. It covers the complete planning scope, from the role of brands in the portfolio to individual market activities. It supports the design of a brand's marketing plan with instant estimates of impact on sales, profit, and ROI. It helps brand managers to track actual sales during the execution year and use real-time results to estimate sales performance for the remainder of the year.

If You Are Not Moving Forward...

Picture three airplane passengers disembarking at a gate far from the main terminal. Two decide to walk the distance to baggage claim. The other makes use of the moving walkways that speed the journey. At the end of the first walkway, the fast mover has opened a lead of 20 yards; at the end of the second, the lead has more than doubled; and at the end of the third, the lead is approaching the length of a football field.

So it is with digital technologies. If the three passengers were actually three companies, the early adopter would have established both a lead and critical competitive advantages that would be hard for the others to close or counter. Technologies continue to advance, often at breakneck speed, and companies that allow themselves to fall behind find it more and more difficult to narrow the gap.

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The Future of Marketing Is Here. Don't Blink.

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We all know that marketing is changing fast, but think for a nanosecond about just how fast. The five FAANG companies-Facebook, Amazon, Apple, Netflix, and Google (Alphabet), whose combined market cap is approximately $3 trillion-have an average age of 23 years, the equivalent of one human generation.

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1. Voice marketing

Demand for voice-assisted speakers is booming. According to Canalys, a marketing, analytics, and research firm, the global market for these devices grew 187% in the second quarter of 2018. That's why Abbey Klaassen, the president of 360i's New York headquarters, thinks voice marketing is the future.

"Voice is somewhere between an evolution and a revolution for marketing," Klaassen predicts.

2. Intent

Rip up your demographic-based personas. Kiss goodbye the old-school marketing funnel. The future of the industry lies in understanding a customer's intent, argues Matt Naeger, Merkle's chief strategy officer. "The next big thing is around predictive intent."

3. New influencers

In the past, brands that really wanted to stand out from the crowd would enlist the support of a celebrity. But Jerri Devard, Office Depot's chief customer officer, says that's changing, and it's a new reality marketers must adapt to. "It used to be that celebrities became influencers; now influencers are becoming celebrities."

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3 predictions about the future of marketing - Think with Google

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Demand for voice-assisted speakers is booming. According to Canalys, a marketing, analytics, and research firm, the global market for these devices grew 187% in the second quarter of 2018. That's why Abbey Klaassen, the president of 360i's New York headquarters, thinks voice marketing is the future.

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HOW AI/ML HELPS BRANDS INCREASE THEIR SALES DURING FESTIVE SEASON

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HOW AI/ML HELPS BRANDS INCREASE THEIR SALES DURING FESTIVE SEASON

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https://www.analyticsinsight.net/aiml-helps-brands-increase-sales-festive-season/

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The future of virtual reality in social media

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The future of virtual reality in social media

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A review of the world Facebook is creating to attempt to innovate social media.

https://www.cnet.com/news/i-tried-facebooks-vision-for-the-social-future-of-vr-full-of-question-marks/

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Meet Sophia, the Robot That Looks Almost Human

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Meet Sophia, the Robot That Looks Almost Human

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In a ceremony promoting a tech conference, the kingdom of Saudi Arabia even conferred citizenship on Sophia—an ironic move, given the limited rights afforded to Saudi women and migrant workers.
Also a video attached.
https://www.nationalgeographic.com/photography/proof/2018/05/sophia-robot-artificial-intelligence-science/
https://www.youtube.com/watch?v=W0_DPi0PmF0

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What Magic Can Marketers Make with Augmented Reality?

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What Magic Can Marketers Make with Augmented Reality?

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https://www.martechadvisor.com/articles/arvr/augmented-reality-marketing-best-practices-examples/

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Not really sharing a media story, but just wanted to start a discussion if AI that are able to learn by themselves and think like humans, are they actually good?

This is an article about the progress of AI
https://towardsdatascience.com/smart-interaction-design-is-the-proper-way-to-solve-the-learning-problem-in-ai-bdf989f433cb

This is an article about how scientists are trying to teach AI like how they teach babies
https://www.sciencemag.org/news/2018/05/how-researchers-are-teaching-ai-learn-child

This is a movie about how an AI can learn from interaction and speaking between him and the human and even have feelings and eventually self destruct because it realise its not human but just a killing machine.
:TAU
https://www.netflix.com/watch/80217569?trackId=13752289&tctx=0%2C0%2C89f46e77d87b4c672be43209c68d6c473fbfb1b2%3A14fb26dd83d278fe04e069f099e1bf8113613678%2C%2C

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With digital memory and advancement in technology, consumers are able to target destruction by reconstructing your face/voice. 

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With digital memory and advancement in technology, consumers are able to target destruction by reconstructing your face/voice. 

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https://www.sciencefriday.com/articles/is-that-really-your-sister-calling/

side note: its already happening. More related articles:
https://www.bbc.com/news/technology-37899902

https://www.forbes.com/sites/bernardmarr/2019/05/06/artificial-intelligence-can-now-copy-your-voice-what-does-that-mean-for-humans/#286aab772a2a

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https://www.bbc.com/ideas/videos/could-artificial-intelligence-replace-governments/p07px5jb

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The algorithms of AI softwares increasingly being used for job interviews can lead to inequality as, technology is not born in a perfect society. It is created within our existing society, marked by a whole range of different kinds of biases, prejudices, inequalities and discrimination.

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The algorithms of AI softwares increasingly being used for job interviews can lead to inequality as, technology is not born in a perfect society. It is created within our existing society, marked by a whole range of different kinds of biases, prejudices, inequalities and discrimination.

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http://theconversation.com/facial-analysis-ai-is-being-used-in-job-interviews-it-will-probably-reinforce-inequality-124790

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https://www.independent.co.uk/news/world/asia/china-surveillance-big-data-score-censorship-a7375221.html

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Artificial intelligence: From expert-only to everywhere

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Artificial intelligence: From expert-only to everywhere

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Deloitte Global predicts that in 2019, companies will accelerate their usage of cloud-based artificial intelligence (AI) software and services. Among companies that adopt AI technology, 70 percent will obtain AI capabilities through cloud-based enterprise software, and 65 percent will create AI applications using cloud-based development services. Further, Deloitte Global predicts that by 2020, penetration rates of enterprise software with integrated AI and cloud-based AI platforms will reach an estimated 87 percent and 83 percent, respectively, among companies that use AI software. Cloud will drive more full-scale AI implementations, better return on investment (ROI) from AI, and higher AI spending. Importantly, we'll see the democratization of AI capabilities-and benefits-that had heretofore been the preserve only of early adopters.

AI has benefited the few thus far

AI consists of multiple technologies. At its foundation are machine learning and its more complex offspring, deep-learning neural networks. These technologies animate AI applications such as computer vision, natural language processing, and the ability to harness huge troves of data to make accurate predictions and to unearth hidden insights (see sidebar, "The parlance of AI technologies"). The recent excitement around AI stems from advances in machine learning and deep-learning neural networks-and the myriad ways these technologies can help companies improve their operations, develop new offerings, and provide better customer service at a lower cost.

The trouble with AI, however, is that to date, many companies have lacked the expertise and resources to take full advantage of it. Machine learning and deep learning typically require teams of AI experts, access to large data sets, and specialized infrastructure and processing power. Companies that can bring these assets to bear then need to find the right use cases for applying AI, create customized solutions, and scale them throughout the company. All of this requires a level of investment and sophistication that takes time to develop, and is out of reach for many.

For this reason, AI's initial benefits have accrued mainly to pioneers with the required technical expertise, strong IT infrastructure, and deep pockets to acquire scarce and costly data science skills-most notably the global "tech giants." They have the resources to engage in bidding wars for increasingly expensive AI talent. They have also invested billions in infrastructure, including massive data centers and specialized processors. For example:

Google has designed its own AI-specific chips to accelerate machine learning in its data centers and on IoT devices. The company has been exploring deep learning since the launch of Google Brain in 2011, and uses it extensively for everything from performing video analytics to cooling data centers.

Amazon has used machine learning to drive recommendations for many years. The company is using deep learning to redesign business processes and to develop new product categories, such as its Alexa virtual assistant.

China's BATs-Baidu, Alibaba, and Tencent-are investing heavily in AI while expanding into areas previously dominated by US companies: chip design, virtual assistants, and autonomous vehicles.

The parlance of AI technologies

Below are short definitions of several AI technologies. While no definition can capture every nuance of these technologies, here are the basics:

Machine learning. With machine learning technologies, computers can be taught to analyze data, identify hidden patterns, make classifications, and predict future outcomes. The "learning" comes from these systems' ability to improve their accuracy over time without explicitly programmed instructions. Machine learning typically requires technical experts who can prepare data sets, select the right algorithms, and interpret the output. Most AI technologies, including advanced and specialized applications such as natural language processing and computer vision, are based on machine learning and its more complex progeny, deep learning.

Deep learning. Deep learning is a subset of machine learning based on a conceptual model of the human brain called neural networks. It's called "deep" learning because the neural networks have multiple layers that interconnect: an input layer that receives data, hidden layers that compute the data, and an output layer that delivers the analysis. The greater the number of hidden layers (each of which processes progressively more complex information), the "deeper" the system. Deep learning is especially useful for analyzing complex, rich, and multidimensional data, such as speech, images, and video. It works best when used to analyze large data sets. New technologies are making it easier for companies to launch deep learning projects, and adoption is increasing.

Natural language processing (NLP). NLP is the ability to extract or generate meaning and intent from text in a readable, stylistically natural, and grammatically correct form. NLP powers the voice-based interface for virtual assistants and chatbots. The technology is increasingly being used to query data sets as well.

Computer vision. Computer vision is the ability to extract meaning and intent from visual elements, whether characters (in the case of document digitization) or images such as faces, objects, scenes, and activities. Computer vision is the technology behind facial recognition, which is now part of consumers' everyday lives. For example, iPhone X owners log in to their devices simply by looking at them, and computer vision technology "drives" driverless cars and animates cashier-less Amazon Go stores.

The few are bringing AI to the many

These tech giants are using AI to create billion-dollar services and to transform their operations. To develop their AI services, they're following a familiar playbook: (1) find a solution to an internal challenge or opportunity; (2) perfect the solution at scale within the company; and (3) launch a service that quickly attracts mass adoption. Hence, we see Amazon, Google, Microsoft, and China's BATs launching AI development platforms and stand-alone applications to the wider market based on their own experience using them.

Joining them are big enterprise software companies that are integrating AI capabilities into cloud-based enterprise software and bringing them to the mass market. Salesforce, for instance, integrated its AI-enabled business intelligence tool, Einstein, into its CRM software in September 2016; the company claims to deliver 1 billion predictions per day to users. SAP integrated AI into its cloud-based ERP system, S4/HANA, to support specific business processes such as sales, finance, procurement, and the supply chain. S4/HANA has around 8,000 enterprise users, and SAP is driving its adoption by announcing that the company will not support legacy SAP ERP systems past 2025.

A host of startups is also sprinting into this market with cloud-based development tools and applications. These startups include at least six AI "unicorns," two of which are based in China. Some of these companies target a specific industry or use case. For example, Crowdstrike, a US-based AI unicorn, focuses on cybersecurity, while Benevolent.ai uses AI to improve drug discovery.

The upshot is that these innovators are making it easier for more companies to benefit from AI technology even if they lack top technical talent, access to huge data sets, and their own massive computing power. Through the cloud, they can access services that address these shortfalls-without having to make big upfront investments. In short, the cloud is democratizing access to AI by giving companies the ability to use it now.

Cloud-based AI helps companies surmount barriers to adoption

Deloitte recently surveyed 1,900 "cognitive-aware" executives whose companies have begun to use AI for pilots and implementations. All of these companies-representing 10 industries and seven countries-can be considered "early adopters" compared with average organizations, though they are not in the same league as AI pioneers such as Amazon, Google, and the BATs. The survey found that data issues, such as accessing quality data, cleaning data, and training AI systems, were one of the two top obstacles to AI adoption, ranked as a top-three challenge by 38 percent of the surveyed companies. Integrating AI into existing processes and workflows also ranked as a top-three challenge for 38 percent of the respondents, while difficulties implementing AI-a serious problem when companies try to scale proofs of concept to full production-followed close behind at 37 percent.

Separately, we asked these early adopters about whether a "skills gap" inhibited their AI initiatives. Forty-one percent said they had a "moderate" skills gap, with an additional 27 percent calling their skills gap "major" or "extreme." The skills gap was most acute for technical roles such as AI researchers, data scientists, and software developers.

Cloud-based software and platforms help companies benefit from AI, even if they lack the expertise to build and train systems, or to manage data on their own. And according to our survey, AI early adopters are taking advantage. Many companies that aren't using these technologies today plan to do so in the future.

The easy path: Enterprise software with an AI infusion

Our survey of AI early adopters showed that the most popular path to acquiring AI capabilities is also the easiest: enterprise software with integrated AI. Overwhelmingly, this software is cloud-based, either through public or private cloud deployments. Fifty-eight percent of our survey respondents globally are currently using this approach. Deloitte Global estimates that by 2020, about 87 percent of AI users will get some of their AI capabilities from enterprise software with integrated AI (figure 1).

This method of adopting AI can have big advantages:

Companies do not need to develop their own AI applications. AI simply runs in the background, making the software more valuable to the end user.

End users do not need any specialized knowledge to use AI embedded in enterprise applications.

Companies do not need to develop intuitive, new user interfaces. This can be a challenge for AI applications developed from scratch, especially since 21 percent of respondents with skills gaps cited a shortfall of user experience designers. In fact, software firms are using AI technologies such as natural language processing to make their solutions easier to use. Salesforce, for example, recently released a voice assistant for Einstein.

The addition of new features such as voice assistance underscores another benefit of all cloud-based AI services: continual upgrades. Competition among AI providers is fierce; they are rapidly improving their services, and cloud-based delivery allows customers to take immediate advantage.

Companies will have an expanding range of enterprise AI services from which to choose in 2019. New cloud AI service providers are entering the market. For example, Google recently announced three AI services aimed at specific business functions such as HR and marketing, and plans to launch more. Soon, we expect that nearly all enterprise software will incorporate at least some elements of AI.

Companies hoping to add AI capabilities can also tap into an array of single-purpose applications, such as chatbots, that can be deployed quickly and serve as the foundation for a digital business. Lemonade, a disruptor in the insurance industry, uses chatbots to sell its policies as well as to settle claims faster and more efficiently than humans.

Industry-specific AI apps are also emerging-often from startups. Reflektion uses deep learning to help e-commerce sites increase sales by presenting products that match individual customers' preferences. Ayasdi develops cloud-based AI software that helps hospitals determine why insurers reject claims, suggest fixes, and identify which denied claims are worth resubmitting. Such applications, though modest in scope, can help companies address thorny-and costly-problems.

However, perhaps the biggest advantage of this "easy" path is also its biggest limitation: The use cases are strictly defined by the software. On the one hand, companies don't need to worry about whether a use case exists; the AI they buy has been developed specifically to address specific-often critical-business functions. On the other hand, these solutions offer limited customization, and the same capabilities are available to any company that uses the software. Companies that hope to gain a competitive advantage from AI will need to develop their own solutions.

AI development services: A faster track to customized solutions

That's where cloud-based AI development services come in. These include services for creating new AI applications, selecting the right models, and for getting a head start on higher-order AI technologies such as natural language processing and computer vision.

Unlike enterprise software that has AI "baked in," AI development services require companies to have in-house technical talent, such as AI programmers and data scientists. These services can help companies get the most out of their technical talent by providing access to tried-and-true models and by accelerating key processes. In other words, they allow companies with some technical AI expertise-but not enough to develop their own AI services, or to develop them fast enough-to create a higher volume of AI services, and at scale.

For instance, it takes multiple steps to build a solution using machine learning and deep learning: building models, training the models using large data sets, evaluating the models' performance, and "tuning" the models for optimal results. Each of these steps can be labor-intensive and require data scientists to make multiple decisions. AI development services reduce the time needed to build and test models, and to "wrangle" with data. Automated machine learning can select the most robust model out of a given set and "auto-tune" it 100 times faster than a human data scientist, allowing data science teams to produce more models with fewer steps. This helps companies "test and learn" rapidly, even with only a small staff of specialists.

Some AI development services are getting so intuitive that developers don't even need much specialized knowledge. For example, Baidu recently released an AI training platform called EZDL that requires no coding experience and works even with small data training sets.

Even for companies with significant resources, AI development platforms can help deliver industry-changing innovation. For example, Samsung Heavy Industries is using AWS to develop autonomous cargo vessels and the services needed to manage them.

Of course, as with enterprise software, there's no need to reinvent the wheel. Cloud providers have developed pre-built machine-learning APIs for technologies such as natural language processing that customers can access instead of building their own.

The many are starting to benefit

Our survey of AI early adopters suggests that the democratization of AI is increasing AI usage. While our respondents are taking varied paths to AI, enterprise software with integrated AI and cloud-based development platforms represent two major avenues for companies to access AI technology.

Among the US-based respondents to our AI survey, AI early adopters' use of deep learning increased from 34 percent in 2017 to 50 percent in 2018. Cloud-based AI services, many of which specialize in making deep learning more accessible, contributed to this growth. In a separate survey on cloud services, Deloitte found that companies are 2.6 times more likely to prefer obtaining advanced innovation capabilities, such as AI and advanced analytics, as a service versus traditional IT.

As cloud technologies become more pervasive, and early adopters gain experience with them, they're producing results:

From 2017 to 2018, US-based survey respondents, on average, increased their number of full-scale AI implementations from 6 to 9-a 50 percent jump that validated Deloitte Global's prediction in 2018.

Across all countries, AI early adopters are seeing positive financial returns, reporting an average ROI of 16 percent. This is a promising start for companies that are gaining experience with a rapidly evolving set of technologies.

ROI is helping build momentum for AI, but that's only part of why companies are adopting it. Our respondents also believe AI will have major ramifications for their competitiveness in the next two years (figure 2).

Encouraged by their successes, and betting that AI will play a critical role in enhancing their competitiveness, companies are increasing their AI investments. The companies responding to our survey spent an average of US$3.9 million on AI in 2017, a level projected to increase to US$4.8 million in 2019.

Judging by our survey results, the use of cloud-based enterprise software + AI will accelerate. Interestingly, this "easy path" is not just for beginners. The most successful AI early adopters in our study-the ones with the most internal resources-are also the biggest users of enterprise software + AI.

However, we also see that as companies mature in their AI usage, they tend to rely more heavily on AI development platforms to leverage their AI talent. AI development platform providers are seeing growth, too: According to Amazon, the number of developers using AWS for machine learning increased by 250 percent over the last year.

What's clear is that AI adoption will accelerate as more services come into the market-from prepackaged enterprise AI solutions to development tools that can transform ordinary programmers into AI model builders.

Bottom line

What can companies do to emulate the success of AI early adopters?

Follow AI trends closely. The market is changing rapidly, and new capabilities are emerging. Even the most advanced techniques are becoming accessible to organizations with modest in-house AI skills. Just as the competition for market share is driving advances among tech giants and startups alike, AI early adopters are experimenting with these capabilities to leapfrog their rivals.

Get what you can "off the shelf." AI applications focus on specific business processes, whether home-grown or available from a vendor. Where software firms have created an "off-the-shelf" solution, companies should see if it suits their needs. Don't "reinvent the chatbot" unless it's necessary.

Make sure to hire at least some AI experts. While enterprise software and cloud-based development platforms can provide an effective gateway to AI, they are not a substitute for having at least some technical AI talent in-house. They will not provide the competitive advantage that customized solutions can, especially as AI becomes ubiquitous in enterprise software. Companies need their own AI experts to develop and customize algorithms using AI development platforms. These experts also can help ensure that companies invest in AI applications and services that will address business needs. "Reality checks" from technical experts can become increasingly important as vendors try to pass off ordinary analytics as the latest deep learning capabilities. Internal AI experts can also help companies be realistic about what AI technologies can do for them given their current levels of talent, data access, and strategies.

Focus on the business need. The answers companies get from AI are only as good as the questions they ask. Companies should understand which challenges AI can help them solve and how it can help solve them. This requires not only technical talent, but also executives who understand business needs and can "speak data science" to technical experts. These translators can help companies ensure they're not just building models more efficiently, but also efficiently building effective models.

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Artificial intelligence: From expert-only to everywhere

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Deloitte Global predicts that in 2019, companies will accelerate their usage of cloud-based artificial intelligence (AI) software and services. Among companies that adopt AI technology, 70 percent will obtain AI capabilities through cloud-based enterprise software, and 65 percent will create AI applications using cloud-based development services.

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It is early July, almost 30C outside, but Mihkel Jäätma is thinking about Christmas. In a co-working space in Soho, the 39-year-old founder and CEO of Realeyes, an "emotion AI" startup which uses eye-tracking and facial expression to analyse mood, scrolls through a list of 20 festive ads from 2018. He settles on The Boy and the Piano, the offering from John Lewis that tells the life story of Elton John backwards, from megastardom to the gift of a piano from his parents as a child, accompanied by his timeless heartstring-puller Your Song. The ad was well received, but Jäätma is clearly unconvinced.

He hits play, and the ad starts, but this time two lines - one grey (negative reactions), the other red (positive) - are traced across the action. These follow the second-by-second responses of a 200-person sample audience who watched the ad and allowed Realeyes to record them through the camera of their computer or smartphone. Realeyes then used its AI technology to analyse each individual's facial expression and body language. The company did this with all of Jäätma's list of 20 Christmas ads from 2018, watching 4,000 people, before rating each commercial for attention, emotion, sentiment and finally giving it a mark out of 10.

What is wrong with The Boy and the Piano, then? "So these are the metrics we measure: are you happy? Confused? Sad? Disgusted?" explains Jäätma, as the video plays. "If you look at the grey line, the negative emotions, you see that the UK audience is not that excited about the Elton John parts. The negativity goes up, people are tired about this promotion of the celebrity, they have had enough of this Elton John stuff." Only when Elton as a child makes an appearance is there a spike of red. "Now when it goes into family and kids and it's not the celebrity any more," Jäätma goes on, "that's where the positivity goes up."

Realeyes assigned the John Lewis commercial a score of 7.8 out of 10, placing it 12th out of the 20 Christmas ads they tested. It was rated fifth out of the retailer's eight Christmas commercials since 2011. "So we concluded that this ad... the kid was the star," says Jäätma. "It would have been better without Elton John almost. Or at least shorter." The ad ran at 2min 20sec - "way too long. You can only put that on TV, no one's going to watch that online."

This is clearly a big deal for John Lewis: their Christmas campaign is by far the most important of the year. But what difference does it make to us? Quite a lot, potentially, argues Jäätma. Realeyes was founded in 2007 with the goal of teaching computers how we feel. "There's obviously this whole big debate about: is AI going to come and kill us or is it going to come and help us?" says Jäätma, an Estonian who started Realeyes with two friends while doing an MBA at the University of Oxford. "Right now, AI is like this big brain that is very intelligent and knows everything, but what we say is that it misses a heart. What we want to build into the AI is emotional understanding and consciousness. So the better we make it, the more likelihood that all this AI stuff will actually be good for humanity and not the other way around."

Jäätma and his partners - another Estonian, Martin Salo, and an Azerbaijani, Elnar Hajiyev, who work on the technical side - decided initially to focus on advertising because, they felt, it would be the quickest path to grow and make money. And, over a decade, they have created a database that they think is the richest and most sophisticated in the world. It is made up of 420m frames of people watching video on their devices (all have given their permission to be captured). These images are then labelled by seven different people, based on the American psychologist Paul Ekman's list of basic emotions: anger, disgust, fear, happiness, sadness and surprise. Realeyes has gone to efforts to make the training algorithm culturally sensitive, by having Europeans tag Europeans or Asians annotate Asians, but for Jäätma, the beauty of Ekman's theory, which dates from the early 1970s, is that the basic emotions are expressed the same way whether the subject is from Japan or Madagascar.

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Realeyes software in operation. Photograph: Realeyes

Realeyes is doing well. It now has a staff of 78 - including scientists and engineers in Budapest, with smaller sales and customer support teams in London and New York - and clients that include Coca-Cola and Mars. It has raised nearly £30m from investors, including £9.5m in the latest round, much of it from NTT, the Japanese telecoms company. And while its focus at the moment is advertising and entertainment, its aspirations are clearly much greater: education and healthcare are on Jäätma's list of "86 new projects" (he's serious). In fact, Realeyes believes that it won't be long before emotion AI is a feature of almost every area of our lives.

"AI is going to be the next industrial revolution," Jäätma predicts. "So it's going to have a huge impact on all industries. And emotion AI is going to be a core part of all AI, so we want to be at the forefront of when that happens and to have the right impact on that as well."

"The right impact" is a pertinent phrase. There are obvious advantages to our machines being more sensitive to our needs. It should mean a better, more intuitive service, less time wasted. Also, probably a billion things we haven't thought of yet. One of Jäätma's dreams is that soon emotion AI will be able to alert us when, for example, we are experiencing depression and encourage us to seek help.

"Even today we spend more time with our phone than with our mothers or any other family member, so they just know and see you more than anything else," he says. "And the technology is also getting to a place where you can get these facial and vocal reactions, which can be very early cues if you are too stressed for too long. If you can pick those signals up early, you can do something about it."

But emotion AI raises concerns, too. Do we really want our emotions to be machine-readable? How can we know that this data will be used in a way that will benefit citizens? Would we be happy for our employers to profile us at work, and perhaps make judgments on our stress management and overall competence? What about insurance companies using data accrued on our bodies and emotional state?

Prof Andrew McStay, author of Emotional AI: The Rise of Empathic Media, cautions against going down a " Black Mirror avenue", referring to the sci-fi TV series created by Charlie Brooker. "It's quite easy to do the dystopian stuff," he says, "and I always urge: rather than saying it's really good or really bad, it's about specifics."

What if emotion AI is used to evaluate the honesty of a person, or whether they pose a threat?

Dr Brent Mittlestadt

For McStay, though, emotion AI is dangerous when it affects "future life opportunities" and he is especially concerned about its impact on the workplace. "What we are talking about is 360-degree surveillance," he says. "Who benefits from that? I certainly don't think it's the mass of people within an organisation, ie its workers. We have this suite of technologies but then we also have this suite of financial opportunities. And it's whether these financial opportunities are a little bit too lucrative for people to be ethically minded. Follow the money, as it were."

McStay also worries about the adoption of Ekman's basic emotions. A recent report in the journal Psychological Science in the Public Interest was damning about the idea that it was possible to accurately interpret emotions simply by analysing a person's face. One example: you might scowl when you're angry, but also when you are concentrating or have a headache. "I think you should be very, very sceptical of the Ekman-based approach," McStay warns. "From the point of view of ad testing, it doesn't really matter too much because it's not terribly important. But when you start thinking about it in the context of where life decisions are made about a person, I find that very problematic."

Dr Brent Mittelstadt, a philosopher specialising in data ethics at the University of Oxford's Internet Institute, finds that he has come across "more troubling examples than positive ones" with regard to emotion AI. "What if emotion AI is used to evaluate the honesty of an individual, or whether they pose a threat?" he says. "With regard to the former, I'm thinking of the iBorderCtrl system, currently in a pilot phase on the Hungarian, Greek and Latvian borders, which is used to evaluate whether an individual is giving truthful responses to questions at immigration control. As the relative risk of an application goes up, so too should our demands for accuracy and transparency. In the case of iBorderCtrl, the problem is that individuals deemed to be lying are not given their test results or information about the functionality and accuracy of the system. Without these, it is very difficult to contest the decision of an automated system."

Despite these concerns, emotion AI looks set to become part of our lives, whether we like it or not. In fact, it already is. If you stand near the Eros statue in Piccadilly Circus looking at the vast advertising screens across the road (AKA the Piccadilly Lights) you will be recorded by two cameras (above Gap) that are the property of Land Securities Group, or LandSec. "When they identify a face, the technology works out an approximate age, sex, mood( -based on whether they think you are frowning or laughing - and notes some characteristics such as whether you wear glasses or whether you have a beard," LandSec's website explains.

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Piccadilly Circus. LandSec has two facial detection cameras above the Gap sign. Photograph: Matt Crossick/PA

Why do they do this? "Based on the information," the website continues, "we can display advertising on Piccadilly Lights that the audience are more likely to find relevant and interesting. We can also measure whether people are interested in the advertising by understanding how long they are staring towards the camera."

There are also clear advantages to emotion AI being utilised in retail - and again, it already is. Cameras track you as you move through shops, they see how you react to different products or what you think of in-store advertising displays. Have you given your consent for this exchange? By entering the store, perhaps you have, tacitly. Realeyes did an experiment with Mothercare where it found that customers who were greeted at the door with a smile tended to spend more.

Maybe this doesn't bother you. In November 2015, Prof McStay asked 2,000 UK citizens about whether they would be happy to be the subject of any kind of emotion detecting. He found that more than half (50.6%) were "not OK" with it; just over 30% were not too bothered so long as the data collected did not make you personally identifiable (the policy at Piccadilly Lights; LandSec says it does not collect or store data). There was greater tolerance among young people (only 31.2% had concerns) and most suspicion among the over-65s.

McStay notes that emotion AI is now attracting the attention, and funding, of the technology giants. For a long time, it was mainly worked on by startups, largely he thinks because "the Amazons, the Facebooks, the Googles" were put off by "the creepiness factor". That, however, has now changed: Apple bought the emotion AI startup Emotient in 2016, while Facebook is developing its own emotion-based products. In May, Amazon announced that it had improved its smart assistant Alexa by using AI to detect human emotion. How much we are "aware or in control of" sensitive information we are sharing in these contexts, Mittelstadt argues, is a deeply troubling grey area.

"Most companies and organisations agree that we are going to see more of this stuff in the early 2020s," says McStay. "I would guess around 2021, 2022. That sounds quite fanciful in a sense, but if you begin from the premise that there's personal, economic and organisational value in understanding human emotion, then there's a certain inevitability about these technologies."
Topics

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It is early July, almost 30C outside, but Mihkel Jäätma is thinking about Christmas. In a co-working space in Soho, the 39-year-old founder and CEO of Realeyes, an "emotion AI" startup which uses eye-tracking and facial expression to analyse mood, scrolls through a list of 20 festive ads from 2018.

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Application of smart mirrors with virtual reality and artificial intelligence  

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Application of smart mirrors with virtual reality and artificial intelligence  

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https://www.forbes.com/sites/bernardmarr/2019/10/04/the-magic-of-smart-mirrors-artificial-intelligence-augmented-reality-and-the-internet-of-things/#28ad9a22615b

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https://www.marketingdive.com/news/nikes-dream-crazier-spot-with-serena-williams-celebrates-female-athletes/549146/

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https://www.insightnews.com.au/Article3/2010/Oscar-Wylees-philanthropic-claims-are-called-into-question-wrongdoing-denied

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CSR: sustainable fashion in London Fashion Week 

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CSR: sustainable fashion in London Fashion Week 

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https://www.forbes.com/sites/joanneshurvell/2019/09/30/sustainable-fashion-brands-dominate-london-fashion-week/#17247ea110ae

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Sustainable fashion by leading brands ZARA, Bershka etc.

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Sustainable fashion by leading brands ZARA, Bershka etc.

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https://www.bbc.com/news/newsbeat-49022453

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https://www.news.com.au/lifestyle/food/drink/aussies-praise-7eleven-for-free-coffee-giveaway/news-story/64f09dc18a54744c581176d77820e7bd

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https://probonoaustralia.com.au/news/2017/10/lego-comes-top-csr/
The importance of developing CSR to LEGO

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The Nestle Nespresso company using sustainability and relationship building and CSR in Indonesia West Java

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The Nestle Nespresso company using sustainability and relationship building and CSR in Indonesia West Java

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https://www.optionstheedge.com/topic/food/tracing-nespresso’s-sustainable-footprints-—-wild-coffee-trees-mills-west-java-indonesia

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CSR: Cisco & Social Responsibility: Going Beyond the Norm

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CSR: Cisco & Social Responsibility: Going Beyond the Norm

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https://www.nojitter.com/organization-management/cisco-social-responsibility-going-beyond-norm

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https://www.forbes.com/sites/csr/2011/06/14/three-great-examples-of-shared-value-in-action/#4736f255595d

I learnt in MVC that CSR has moved into a new and very interesting phase called Corporate Shared Value. The article provides three examples of companies who are engaging in Corporate Shared Value.

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China suspends relationship with Houston Rockets after GM tweets support for Hong Kong protests

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China suspends relationship with Houston Rockets after GM tweets support for Hong Kong protests

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https://sports.yahoo.com/china-suspends-relationship-with-houston-rockets-after-gm-tweets-support-for-hong-kong-protests-171331330.html

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http://mallenbaker.net/article/clear-reflection/johnson-johnson-and-tylenol-crisis-management-case-study

This article talks about how J&J managed the Tylenol crisis and went out of its legal requirement to produce a foolproof safety seal as a CSR move.

This article is a brief summary of the entire issue, however, more research can be done easily through the internet to read more. I believe this is a really article related to relationship building.

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CSR by Eminence cosmetic, closely related to the brand values. Runs a donation program, established foundation

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OUR COMMITMENT

At Eminence Organic Skin Care, our mission is to enhance your well-being naturally - and that also means that we believe in providing education about the benefits of living organically. In addition, we seek opportunities to give back organically, too. This commitment led us to create the Eminence Kids Foundation. We believe that providing organic, locally sourced and nutrient-rich foods to seriously ill children is essential for the healing process. Since 2013, Eminence Organic Skin Care has been donating a portion of the proceeds from every Eminence Organics product sold towards the Eminence Kids Foundation's important mission.

It's an unfortunate fact that a loved one's sickness results in costly medical expenses. Family members usually resign their paying jobs to act as the caretaker. This combination of events means that the family falls upon extreme financial difficulty, in already emotionally challenging situation. It's no surprise that families in this position feel overwhelmed. Then, the Eminence Kids Foundation steps in, providing organic and locally sourced foods at no cost to alleviate financial burden while providing healing and nutritious food.

For families struggling with pediatric illness, our Foundation provides vital help at an extremely stressful and trying time. Through our initiatives, we have provided over 45,000 organic meals throughout the United States, Canada and Hungary at no additional cost to the facility, family or child. To see these brave children and their families smile in gratitude for the organic nutrition we provide inspires every team-member at Eminence Organics to support the Foundation with both time and energy.

Soup Night

One of our most popular volunteer events is our annual Eminence Kids "Soup Night" where many of our employees have prepared hundreds of liters of organic soup for the Foundation's deliveries. Under the guidance of award-winning chefs, we transform organic ingredients into hundreds of servings of soup to distribute to children in need and their families. This is a wonderful way to bring people together in the service of a good cause, and is a feel-good night for all who participate.

A Personal Origin

For Eminence Organics' President, Boldijarre Koronczay, this calling has a personal origin. Boldijarre was diagnosed with a rare form of childhood leukemia and given less than 0.1% chance of survival. While undergoing treatment, Boldijarre's mother and grandmother fed him natural, organic and Biodynamic® foods. Miraculously, Boldijarre survived. This holistic care left a lasting impression on Boldijarre, who believes strongly in nourishing the body both inside and out to achieve total health and wellness. By providing organic fruits and vegetables to sick children, Boldijarre continues the family tradition with care and humor - personally visiting many of the Eminence Kids Foundation locations with teddy bears and jokes to bring smiles to children and their families.

Each week, the Eminence Kids Foundation serves hundreds of organic meals around the world with no sign of slowing down. This initiative is a great source of pride for over 300 team-members at Eminence Organic Skin Care. The help we are able to provide to so many in need means that we can share our mission to enhance your well-being naturally and fulfill our promise to deliver happiness and extraordinary service.. A portion of the proceeds from every Eminence Organic Skin Care product sold supports the Eminence Kids Foundation.

Forests for the Future

In addition to supporting the Eminence Kids Foundation, Eminence Organics is deeply committed to protecting the future of our planet through green practices and the award-winning Forests for the Future program - Eminence Organic Skin Care plants a tree for every product sold. Since the inception of Eminence Organic Skin Care in 1958, we have been using sustainable farming and green practices to create natural, organic and Biodynamic® products.

An Invitation to Learn More

To learn more about Eminence Organic Skin Care, the ingredients, the Green Spa Program, awards, certifications and memberships, as well as the many celebrities and spas around the world who share their adoration for organic products, we welcome you to visit https://eminenceorganics.com/.

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OUR COMMITMENT At Eminence Organic Skin Care, our mission is to enhance your well-being naturally - and that also means that we believe in providing education about the benefits of living organically. In addition, we seek opportunities to give back organically, too. This commitment led us to create the Eminence Kids Foundation.

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CSR used by Disney, with one eye on its global reputation and another on its customers’ increasing focus on sustainability, Disney is emerging as a renewable energy force.

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https://newsday.co.tt/2019/10/05/bunny-gives-back-to-the-needy/

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Getting Through to Your Teen About the Dangers of Vaping

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Getting Through to Your Teen About the Dangers of Vaping

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https://www.wsj.com/articles/getting-through-to-your-teen-about-the-dangers-of-vaping-11569070800

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https://www.aussiebroadband.com.au/blog/risks-public-wifi-protect/

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The forest never dies alone - Fear appeal

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The forest never dies alone - Fear appeal

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https://osocio.org/message/the-forest-never-dies-alone/

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https://www.finder.com.au/dumb-ways-to-die-pax-australia-interview

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https://www.theguardian.com/society/2019/sep/08/vaping-debate-rages-in-australia-as-critics-accuse-government-of-smokescreenback-in-australian-spotlight-but-critics-say-a-smokescreen-surrounds-its-dangers

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Getting Through to Your Teen About the Dangers of Vaping

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Getting Through to Your Teen About the Dangers of Vaping

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https://www.wsj.com/articles/getting-through-to-your-teen-about-the-dangers-of-vaping-11569070800

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http://www.adnews.com.au/news/are-road-safety-ads-saving-lives

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Two-fifths of marketers remain oblivious to ad fraud risks

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Two-fifths of marketers remain oblivious to ad fraud risks

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https://www.thedrum.com/news/2019/09/05/two-fifths-marketers-remain-oblivious-ad-fraud-risks

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https://www.trendhunter.com/trends/manfish-wwf

Another example of fear appeal

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https://www.cucocreative.co.uk/thoughts/lets-reduce-plastic-in-our-oceans-the-5-most-inspiring-campaigns-that-fight-plastic-pollution/

These famous anti plastic campaigns use multiple fear and emotion based strategies to raise awareness.

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Thoughts on this new anti-smoking ad?

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 This article is more than 5 years oldMarlboro marketing campaign aimed at young people, anti-tobacco report says

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 This article is more than 5 years oldMarlboro marketing campaign aimed at young people, anti-tobacco report says

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https://www.theguardian.com/society/2014/mar/12/marlboro-marketing-campaign-aimed-young-people-cigarettes-report

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An advert in Switzerland shows a barefoot young woman on a high parapet overlooking a city as the sun sets. "A Maybe never reached the top", says the caption.

"Maybe never wrote a song", runs the caption on another billboard in Germany, beside the picture of a laughing young woman performer, hair dishevelled, cigarette in hand. Other posters show young men riding stunt bikes and motorbikes.

Each advert in the "Don't be a Maybe" campaign ends with the command: "Be Marlboro".

Anti-tobacco campaigners on Wednesday published a report accusing Philip Morris International, the makers of Marboro cigarettes, of breaching its own ethical code in embarking on a high-profile global advertising and marketing campaign intended to recruit new young smokers.

The campaign has been introduced across 50 countries, featuring billboards, adverts and promotional events including music concerts. The posters show young people apparently acting in radical, decisive and adventurous ways. "Maybe never fell in love - Be Marlboro" runs the banner on a poster of two young people kissing in a dark street.

Be Marlboro Report Advert targeting young people

That advert ran in Germany in 2011. In October 2013, Germany banned the promotional images, ruling they were designed to encourage children as young as 14 to smoke. PMI has said it will appeal. Meanwhile the campaign has taken off in other countries, such as Indonesia, Brazil and the Philippines, where the laws on cigarette advertising are not as stringent as in some European nations, including Britain.

In a joint report, seven anti-tobacco organisations said PMI is trying to recruit a new generation of youngsters, many of whom risk becoming hooked on tobacco for life. The report, "You're the Target", was issued by Corporate Accountability International, Campaign for Tobacco-Free Kids, Alliance for the Control of Tobacco Use, Tobacco Control Alliance, Framework Convention Alliance, InterAmerican Heart Foundation, and Southeast Asia Tobacco Control Alliance.

The campaign "exploits adolescents' search for identity by suggesting that - in the face of uncertainty - they should be a Marlboro smoker", says the report. "Although PMI claims that 'Be Marlboro' only targets legal-age smokers, campaign advertisements from around the world clearly focus on youth-oriented images and themes that appeal to teenagers and feature young, attractive models partying, falling in love, adventure travelling and generally being 'cool'".

Anti-tobacco campaigners have filed complaints in Brazil, Colombia and Switzerland, as well as Germany, claiming the adverts breach local laws. It also says that PMI is violating its own ethical code, which states: "We do not and will not market our products to minors, including the use of images and content with particular appeal to minors."

Be Marlboro Report Advert targeting young people

The organisations call on PMI to end the campaign immediately and urge governments to implement tougher anti-tobacco advertising laws. "Not only is Philip Morris International likely violating tobacco control laws in many of the countries it operates this campaign, it is doing so in conjunction with its global campaign of litigation and intimidation aimed at stopping, watering down and delaying life-saving public health measures," said John Stewart, Challenge Big Tobacco campaign director at Corporate Accountability International.

He added: "This report shines a light on the often illegal and always unethical tactics PMI uses to continue to addict people to its deadly products."

A spokesman for PMI said: "Our Marlboro campaign, like all of our marketing and advertising, is aimed exclusively at adult smokers and is conducted in compliance with local regulations and internal marketing policies. Allegations to the contrary are unfounded and based on a subjective interpretation."

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Marlboro marketing campaign aimed at young people, anti-tobacco report says

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An advert in Switzerland shows a barefoot young woman on a high parapet overlooking a city as the sun sets. "A Maybe never reached the top", says the caption. "Maybe never wrote a song", runs the caption on another billboard in Germany, beside the picture of a laughing young woman performer, hair dishevelled, cigarette in hand.

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emotional strategy used in this anti-gun violence public service announcement.

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Parents may be among the world's best multitaskers, but they're no match for the internet's ability to churn out content designed to grab kids' attention. From new apps to websites to social media platforms, it's futile to keep track of every new product your child might encounter. At the same time, parents often approach internet safety with outdated ideas about the most worrisome threats. Those typically includes bullies and strangers, but research increasingly suggests we should be focused on how internet use affects their well-being.

Here's our radical idea: If parents want to find the safest places online for their children, they should use a more expansive definition of safety. Ideally, that includes whether a child's use of digital media leads to things like intellectual stimulation, meaningful human connections, creative expression, and rewarding IRL experiences.

This four-part series offers a comprehensive guide for how parents can redefine internet safety and navigate those conversations with their child; a list of 12 digital media products built with child safety and well-being in mind; guidance based on original survey results for new parents anxious about screen time; and insight from young people who've shared their highs and lows from spending time online.

Our hope is that this series provides you with fresh answers to complex questions about screen time, and that it gives you more freedom and confidence as a parent to help your child feel happy and fulfilled on - and off - the internet.

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Parents may be among the world's best multitaskers, but they're no match for the internet's ability to churn out content designed to grab kids' attention. From new apps to websites to social media platforms, it's futile to keep track of every new product your child might encounter.

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FDA issues warning letters to JUUL on marketing, youth outreach

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FDA issues warning letters to JUUL on marketing, youth outreach

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https://www.upi.com/Health_News/2019/09/09/FDA-issues-warning-letters-to-JUUL-on-marketing-youth-outreach/3651568047142/

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ICO joins other data protection authorities in issuing statement on Facebook’s cryptocurrency Libra project

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ICO joins other data protection authorities in issuing statement on Facebook’s cryptocurrency Libra project

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https://www.dataprotectionreport.com/2019/08/ico-joins-other-data-protection-authorities-in-issuing-statement-on-facebooks-cryptocurrency-libra-project/

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Why don't we help kids just say no?

Big food and drink companies are under fire from health advocates and parents for bombarding children with junk food advertising and sophisticated marketing techniques. It's not just TV advertising influencing children anymore - they can be reached in many ways, through new and constantly evolving media platforms.

The food and beverage industry's argument around junk foods is that parents should educate their kids about eating unhealthy food in moderation as part of a balanced diet and active lifestyle.

But the reason moderation is so hard, say health advocates, is that those same companies pushing moderation are undermining parents at every step by spending vast amounts on advertising, and marketing unhealthy foods and drinks to influence children's preferences.

Research has also shown advertising plays an important role in promoting unhealthy eating habits, influencing the brands children choose and encouraging them to like energy-dense salty, sugary or fatty foods.

"The battleground between the food industry and parents is certainly not a level playing field," says associate professor Teresa Davis from the University of Sydney Business School. "Advertising to kids is all-pervasive - [it's] a multi-billion dollar industry with sophisticated, constantly evolving psychological techniques. We expect individual parents to be smarter than clever market researchers and branding experts, but not all parents possess the nutritional knowledge to counteract misleading marketing messages."

Reversing kids' preferences from unhealthy to healthy foods is hard, she says, when kids are swamped with messages about "treat" foods and there is almost no promotion of healthy food.

How marketers influence children

Food and drink companies now have many ways to reach children as the line between entertainment and advertising is increasingly blurred.

It's not just the ads on TV. Children are targeted via:

the internet

social media

viral marketing

celebrity endorsements (particularly sports stars)

product placement in TV shows and films

competitions

supermarket promotions and discounts

smartphone "advergames" with embedded brand messages and licensed characters (Hungry Jack's "Shake & Win" smartphone app, for example, generates vouchers for free or discounted food when users shake their phone at any Hungry Jack's store.)

Food and drink companies are interested in selling products but also creating brand loyalty in children that they will carry into adulthood. According to information from a children's marketing conference, "a lifetime customer may be worth $100,000 to a retailer, making effective 'cradle-to-grave' strategies extremely valuable. For this reason, building brand loyalty is critical and marketing to kids is the best way to do so."

At this point there's little evidence that self-regulation has had an impact on the amount of junk food advertising children are exposed to.

Brand awareness through sport

McDonald's say they don't advertise or market to children under 14 - yet they create brand awareness by sponsoring children's sports such as Little Athletics, Hoop Time basketball, and Swimming Queensland. KFC and Milo are sponsors of Cricket Australia. Coca-Cola sponsors Bicycle Network, which has a Happiness Cycle program for teens.

"Fast food companies sponsoring sports undermines the healthy eating messages that governments and parents are trying to promote," says Jane Martin from the Obesity Policy Coalition (OPC). "It normalises the relationship between junk food and sport, sending the message that if I play sport, I can eat what I want."

She argues that junk food promotion should be minimised, while the promotion of nutritious foods needs to be increased to help normalise and reinforce healthy eating in kids.

Experts call for regulation

"What the government's up against is a powerful, well-funded food and beverage industry," says Kerin O'Dea, professor of population health and nutrition at the University of South Australia. She argues junk foods are highly profitable, and it's not in the industry's financial interest to cooperate with public health initiatives - but when governments mandate regulations, the industry does toe the line.

"In the past, governments have legislated to force changes that are good for public health, like seat belts in cars and smoking laws," she says. "But while Australia has been a world leader in the fight against big tobacco, we're quite timid when it comes to the processed food industry, and the media companies that make money out of junk food advertising."

Opponents of government intervention are disdainful of "nanny state" policies. However, O'Dea argues critics of intervention need to realise that the massive financial costs - like the estimated $56 billion spent on obesity annually in Australia - are borne by the whole community.

"The National Broadband Network is called expensive at $30 billion in total," says O'Dea, "but the financial costs of obesity are more than that every year."

The World Health Organisation weighs in

There are no simple solutions to the obesity problem, and no single approach is likely to be effective. However, a World Health Organisation report concluded that marketing of junk food to children has damaging consequences and that tightening restrictions on marketing is central to the fight against childhood obesity.

"In a perfect world this would mean banning all advertising and marketing of discretionary foods to children under 12," says Dr Mark Lawrence, associate professor in public health nutrition at Deakin University's School of Exercise and Nutrition Sciences. "Research consistently finds that government regulation of advertising is among the most cost-effective interventions for obesity prevention."

Regulation saves money on long term healthcare costs, and it doesn't cost much to change the law to protect the rights of children in this way, says Lawrence.

Jane Martin, executive manager of the Obesity Policy Coalition (OPC), agrees. "Getting junk food out of junior sport would be a good start, followed by restrictions on advertising of unhealthy food in the highest-rating children's programs between 6.00pm and 9.00pm."

Has industry self-regulation worked?

In the face of strong evidence that junk food ads are part of the obesity problem, the food industry has created voluntary codes to restrict the advertising of unhealthy foods "directed primarily at children".

In 2008, the National Preventative Health Taskforce recommended legislation be introduced if voluntary self-regulation failed to phase out junk food marketing within four years.

In 2012, the Australian Food and Grocery Council (AFGC) claimed self-regulation had been a success, pointing to an independent review that found "the majority of signatory companies are going beyond the requirements of self-regulatory initiatives".

However, an Australian Communications and Media Authority (ACMA) report in 2012 noted that research done by the AFGC found there was no reduction in the rate of "non-core" food advertising by all AFGC companies, and said there was insufficient evidence to determine whether the codes had affected the rate of food and beverage advertising on commercial free-to-air TV.

The Obesity Policy Coalition believes the voluntary codes have had little impact because they define television "primarily directed at children" as P-, C- and G-rated shows that air in the morning or early evening, and rarely cover shows watched by kids during the family timeslots between 6.00pm and 9.00pm.

Independent surveys in Europe, Asia, Australia and North America have also found that self-regulation codes by the food and beverage industry have made little change in the past five years to the amount of advertising seen by children.

What do the experts suggest?

According to Kerin O'Dea, professor of population health and nutrition at the University of South Australia, the community can make incremental healthy changes, and these can cause positive shifts in community perceptions and behaviour.

As well as regulation of advertising and marketing, the health experts CHOICE spoke to want to see:

state governments mandate, and enforce, healthy foods in school canteens and vending machines

physical education teachers employed (rather than class teachers taking sport) and the current requirement for schools to offer 120 minutes of moderate to vigorous exercise a week to be enforced

mandatory kilojoule labelling in fast food stores extended nationally

better food labelling that is easier to understand.

What can parents do?

Parents can do their part to minimise the impact of junk food advertising and encourage healthy eating.

Explain to kids how too much high-kilojoule, low-nutrition food can contribute to weight gain, which can then lead to health issues such as diabetes and heart disease.

Reinforce healthy eating messages with simple guidelines like "Go for 2 & 5" (two serves of fruit and five serves of veges per day).

Distinguish between "everyday foods" (healthy foods) and "sometimes foods" (junk foods).

Reduce sugary drinks (fruit juice and soft drinks) and treats in lunchboxes.

Offer smaller serving sizes.

Sit down to dinner together with the TV off.

Restrict screen time to two hours a day, at the most.

Keep an eye on what your kids watch and the apps they are downloading.

Teach kids about how advertising and marketing works so they are not simply passive consumers of media messages.

What can communities do?

Teaching kids to cook and participating in school garden projects will help kids learn about nutrition and where food comes from.

Many schools are resistant to converting to healthy canteens and vending machines, saying they need the money to fund school programs - but when parents and schools find out there are cases where canteens with healthy food experienced higher sales, they are more inclined to make healthy changes.

For more information on food advertising and resources for parents, see Junkbusters, The Parents' Jury, Obesity Policy Coalition, or the Healthy Kids Association.

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Junk food advertising to kids - shopping - CHOICE

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Big food and drink companies are under fire from health advocates and parents for bombarding children with junk food advertising and sophisticated marketing techniques.

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Marketing Ethics Issue: Food Advertising to Children

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Marketing Ethics Issue: Food Advertising to Children

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https://blogs.ubc.ca/sotzeyong/2013/09/22/marketing-ethics-issue-food-advertising-to-children/

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The tricky business of advertising to children

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The tricky business of advertising to children

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https://www.theguardian.com/sustainable-business/advertising-to-children-tricky-business-subway

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95% of children’s free apps contain advertising

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95% of children’s free apps contain advertising

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https://cosmosmagazine.com/technology/95-of-children-s-free-apps-contain-advertising

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How Fast Food Advertisements Get Under Your Skin, Whether You Realize It Or Not

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How Fast Food Advertisements Get Under Your Skin, Whether You Realize It Or Not

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https://www.huffingtonpost.com.au/entry/fast-food-marketing_l_5c890150e4b038892f493653

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Marie's Article: NZ children see more than 40 ads for unhealthy products each day. It’s time to change marketing rules

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Marie's Article: NZ children see more than 40 ads for unhealthy products each day. It’s time to change marketing rules

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http://theconversation.com/nz-children-see-more-than-40-ads-for-unhealthy-products-each-day-its-time-to-change-marketing-rules-120841

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June 1st is celebrated in many countries as the International Children's Day. On this day we decided to find out what psychologists think about the impact of advertisement on children and whether kids need to be protected from ads or not.

We looked through several research papers and reviews on this topic, and there are some of the key findings.

Up to a certain age, children do not distinguish advertising from other types of content. They start to see a difference between commercials and programs at the age of 4-5 years, but not on the basis of their content and expressed messages, but by external signs - the commercials are shorter or "more fun".

Up to 7-8 years, children do not realize the fact that advertising tries to convince them of something. It's unclear, at what age the ability to resist the persuasive force of an ad and to treat it critically appears, but it's obviously the next level of cognitive development. Of course, in the case of each child, the exact age depends on its individual characteristics, lifestyle, the course of development and upbringing.

The Internet is like the television, only worse

It's easier to differ ads from non-commercial content on TV because commercials interrupt broadcasting, go after an announcement and are highlighted in other ways. Advertising on the Internet tends to be much less distinguishable. A study in 2013 found out that only 16% of children aged 8-11 years recognized paid search results as advertising, although they had a coloured frame and were marked as ads.

In the age category of 12-15 years, 31% of children distinguish advertising in the search results. Surprisingly, several similar studies have shown that even among adults, the presence of advertising in search results is recognized and noticed by less than half of users, and this share decreases, because advertising is being marked more and more vaguely.

Finally, even if a child recognizes ads and their convincing intentions, he may not yet be able to assess the conformity of advertising information with truth, facts, logic and common sense. Actually, not every adult can do that.

A number of studies using different methods confirmed that even a single ad causes recognition of the advertised product and attempts to influence consumer decisions of their parents by children. Refusal of parents to buy the product leads to conflicts.

Actually, scientists have confirmed and documented the phenomena that almost every parent can observe by himself.

There are studies confirming the link between tobacco and alcohol advertising seen by kids with a positive attitude to the consumption of the corresponding products. The "mascots" of some brands (frogs from Budweiser beer ad, the camel from the cigarette campaign) are popular with children, remembered by them, increase brand recognition and form a positive attitude towards it. Some experts believe that all this contributes to the statistics of smoking and drinking at an early age. Fast food, candy, and sweet drinks advertisements have been closely associated with childhood obesity.

Most studies of the influence of advertising on children were conducted in the last decade and are inspired primarily by TV ads. But their conclusions can be fully extended to Internet advertising. Its impact on children should be even more substantial because Internet marketers have the opportunity to target ads much more accurately. Marketers can track a kid on the Internet even if he uses a device together with the parents, collect information about him and show ads that correspond to his sex, age, tastes, and lifestyle.

Why do children see ads on the Web?

Most advertising systems do not "officially" have options for targeting minors, that is, you can not use a setting "show this advertisement to a five-year-old". But it is not difficult for a professional to set up a campaign so that ads would show up on websites that a five-year-old visits and apps that he uses would stick to the content he seeks on the web, like cartoons, games, video blogs and so on.

Social networks' user agreements allow only to people older than 14 years to sign up, but in fact, a fairly large number of children have accounts in various services. Marketers have the opportunity to select users that have joined a community or a channel as an advertising audience. So, if a child had joined a group devoted to his favourite cartoon character, he can see ads of children-oriented products on other sites participating in the advertising network.

Information on the Internet is perceived by children with a greater degree of trust than on TV. The British study of children's online behavior even showed a growing confidence on the Internet in 2015 compared to 2014. In the category of 8-11 years old, 23% of children believe that ALL of the information on the Internet is true, in 2014 12% thought so. For the age group of 12-15 years, 14% in 2015 and 8% in 2014 believed everything they saw on the Internet. The researchers partly explain this by improving the quality of Internet sites and applications. We agree with them that low-grade content on the web eventually becomes less common. But it does not disappear at all, so the critical thinking is important, especially for children.

Above we've mentioned the fact that children do not know about paid search results. In addition, less than half (47%) of children aged 12-15 years are aware that vloggers (video bloggers) can take money for mentioning and recommending products. Only 45% know about ad personalization, about the fact that ads can adapt to their behavior online.

What can be done?

It's no surprise that parents find it useful to protect children from advertising on the Internet. Most children are not yet able to the same extent as adults, to treat information critically and assess it for compliance with facts, but they are more influenced, and besides, the strongest emotional links are formed in the childhood. Advertising contributes to the formation of kids' personalities, habits, and tastes, and does so in the interests of commercial corporations, and not the kids themselves. Systems of marketing analytics begin to collect data about a user from a very early age, which will allow them to more successfully manipulate his or her behavior and desires in the future.

AdGuard blocks advertising by default, as this is its key function. It also has the ability to protect against unwanted content. It has a "Parental Control" section in the version for Windows (for the information about its features and configuration options please address our Knowledge Base). On mobile devices, you need to configure AdGuard DNS family protection.

Let your children grow up free from consumer pressure and manipulation.

Sources:

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Here's what psychologists think about protecting children from ads

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June 1st is celebrated in many countries as the International Children's Day. On this day we decided to find out what psychologists think about the impact of advertisement on children and whether kids need to be protected from ads or not.

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By Tony Romm, Greg Bensinger and Craig Timberg

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Google will pay $US170 million ($249 million) to settle allegations that it illegally collected data about children younger than age 13 who watched toy videos and television shows on YouTube, settling a long-running US government investigation.

In a sweeping complaint, regulators alleged Google knew that some channels on YouTube were popular among young viewers and tracked kids' viewing habits for the purpose of serving them targeted ads, ultimately raking in "close to $US50 million" from just a short list of channels that violated children's privacy laws.

YouTube has long maintained its main service is for 13-year-olds and over, but US regulators showed it knew children were using it.

The settlement brushed aside years of claims by YouTube that it was not intended for children under 13 by citing numerous examples in which the company bragged to toy makers such as Mattel and Hasbro about its popularity among children. In one boast cited by regulators, YouTube claimed to be watched by 93 per cent of "tweens," roughly in line with independent surveys of the viewing habits of preteens.

Regulators said the settlement would force YouTube and other social media companies to be mindful when children under 13 are using their services. But a wide array of privacy advocates and lawmakers said the penalties against Google would serve as no deterrent given its massive revenues.

While the fine set a record for a violation of the US Children's Online Privacy Protection Act (COPPA), the federal law that forbids the tracking of users under 13 without parental permission, it amounted to less than two days' worth of profits for the tech giant, advocates noted.

The settlement also held no Google executives directly accountable, didn't require the company to admit guilt and left some experts fearful that it might contain a loophole allowing YouTube to avoid liability for kids' privacy missteps in the future.

"The settlement shifts far too much of the responsibility onto the content creators and not enough to YouTube, and the fine is woefully inadequate," said Josh Golin, executive director of the Campaign for a Commercial Free Childhood, an advocacy group based in Boston that was among those who filed the complaint last year.

The settlement accepts many of the claims raised by more than 20 consumer and privacy groups in an April 2018 complaint and echoes years of concerns that YouTube had become the most popular site for children while sidestepping COPPA. Privacy advocates long had pointed out that many popular channels on the site are directed to younger audiences, featuring nursery rhymes as well as videos of children unwrapping toys.

Regulators agreed, finding that Google's own content-rating systems had identified certain YouTube channels as directed toward children.

The settlement was notable for the extent to which regulators used YouTube's own statements and actions against it. They cited that YouTube's own rating system often labelled videos as intended for viewers under 13 but still allowed tracking and targeted advertising. Regulators cited the channels featuring My Little Pony, Barbie, Thomas & Friends and Hot Wheels as evidence that they were intended for a young audience.

YouTube created a separate app for children in 2015, called YouTube Kids, in part to address complaints that the main platform had too many young viewers. But regulators noted that many videos appeared on both services. The only difference was that viewers were not tracked and targeted on YouTube Kids but were when the same children's videos appeared on YouTube itself.

Along with its fine, YouTube agreed to develop a system that would require content creators to indicate if their videos are directed to kids or not, turning off tracking for targeted ads in cases where it believes a child is watching. YouTube also announced a series of additional changes on its own, including work to train its software to detect content that is kid-oriented using a type of artificial intelligence known as machine learning.
Washington Post

Most Viewed in Technology

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Tony Romm, Greg Bensinger and Craig Timberg

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Google in $250m settlement over charges it tracked kids on YouTube

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By Tony Romm, Greg Bensinger and Craig Timberg Normal text size Larger text size Very large text size Google will pay $US170 million ($249 million) to settle allegations that it illegally collected data about children younger than age 13 who watched toy videos and television shows on YouTube, settling a long-running US government investigation.

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Mark Zuckerberg Announces Facebook’s Pivot to Privacy

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Mark Zuckerberg Announces Facebook’s Pivot to Privacy

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https://www.newyorker.com/news/current/mark-zuckerberg-announces-facebooks-pivot-to-privacy

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Implications of the California Consumer Privacy Act

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Implications of the California Consumer Privacy Act

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https://www.google.com.au/amp/s/www.forbes.com/sites/allbusiness/2019/09/07/california-consumer-privacy-act-could-affect-your-business/amp/

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It's time for browser startup Brave to see if this whole privacy-respecting ads business is really going to pay off.

The startup, co-founded by former Firefox leader and Mozilla Chief Executive Brendan Eich, got its start by releasing a browser in 2016 that blocks ads by default -- a design the company's studies say dramatically improves not just performance but also cuts memory usage and saves phone battery life.

But the plan was never just to remove ads -- it's also to replace the ones you usually see on websites with something that doesn't track you around the web. Brave started testing these privacy-respecting ads this year, and now the technology is active in the main version of Brave for personal computers. And if you opt in, you'll get a share of the resulting ad revenue.

"Ads have become spyware," Eich said, and ad tech is riddled with middlemen and fraud that are problems for both advertisers and the publishers who place ads. "We think we have a better technique."

Brave has convinced 5.9 million people to use its browser each month and should reach 10 million this summer, Eich said. That's a far cry, though, from the billion-plus who use Google's dominant Chrome and the 264 million who use Firefox. To fulfill its ambitions of " putting chlorine in the pool" -- building an improved ad system extending far beyond its own company -- Brave will need a lot more users to sign up.

And privacy protections, while important, historically have been a tough sell for consumers.

Recent privacy scandals and data breaches may have changed your mind, though, and Brave has a carrot to coax you aboard.

Ad revenue for Brave users

With this first phase of Brave ads, you'll keep 70% of the revenue. A second phase, involving cooperation with website publishers, will give you 15 percent of each ad's revenue. It won't generate enough for you to get rich quick, but Eich hopes it'll be enough to help sustain free sites on the internet. The system will expand to Android and iOS phones in coming months.

Disclosure: I transferred some bitcoin into my Brave wallet for testing when Brave launched its payments system in 2016. That later was converted into BAT. After that initial purchase, Brave's grants, BAT from ads I've seen and BAT transferred to website publishers, I now have a BAT balance worth $26.59. I have received no bitcoin or BAT from Brave.

Conventional online ads can generate more revenue for publishers if they're targeted toward a specific audience. Nobody likes irrelevant ads. But that targeting can involve a privacy tradeoff, since advertisers want to know about what sites you've visited or what your social media profile says about your interests.

Brave Software wants to show targeted ads, too, but it lets the browser decide on the targeting without spilling your data over the network to publishers, advertisers or Brave itself. It gauges your interest chiefly by the content of websites you visit -- for example, news articles. But it also will include what can be a very strong signal that you want to buy something: searches for products or services.

Small text-based search ads are how Google got its start making immense piles of money. Brave ads right now are similarly terse, but instead of being built into the website, they appear as operating system notifications.

And unlike with search ads, you get 70 percent of the Brave ad revenue.

You won't get rich off Brave ads

So how much could you earn in Brave's monthly payout plan?

"I'm still a bit of a bear, so I say $5, but it could be $10 or more," Eich said. Just seeing an ad generates a little money, but clicking generates more, and doing something very valuable to an advertiser, like booking an appointment to test-drive a car, could be worth something more like $50, he said.

One catch: You get paid in Brave's crypto-tokens, called basic attention tokens (BAT), not real money. Another catch: for now, the money goes into the browser, but the only way to get it out is to use the Brave Rewards system to contribute that BAT to websites, YouTubers and Twitch videogame streamers you visit who've signed up for the Brave system. Later, Brave will let you export your tokens so you can convert them to regular money.

"We don't currently have a way to get tokens out," Eich said. "We will add that as soon as we can," using partnerships with cryptocurrency exchanges like Coinbase and Uphold and requiring a fraud-thwarting process that means users must identify themselves, he said.

Brave advertisers include Vice, Home Chef, ConsenSys, Ternio BlockCard, MyCrypto, and eToro, BuySellAds, TAP Network, AirSwap, Fluidity, and https://uphold.com/ Uphold, Brave said. The browser periodically retrieves a catalog of ads from such advertisers and shows its best guess about the one it calculates will be most interesting to you. Advertisers know only that their ads were seen, not who saw them. Brave is designed to show them during moments when you won't be as bothered by the interruption.

Publisher ads, set to arrive later this year, will place Brave ads directly onto publishers' websites. There, publishers will keep 70%, while you and Brave will evenly split the remaining 30%.

Brave also could sign a larger-scale search-ad deals with search engines to boost revenue further, Eich said. "We have a model that gets us to profitability."

First published April 24, 9 a.m. PT.

Update, 12:39 p.m. PT: Adds a disclosure about the $26.59 value of the author's BAT holdings.

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Brave now can show its privacy-first ads on PCs, giving you 70% of the proceeds

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It's time for browser startup Brave to see if this whole privacy-respecting ads business is really going to pay off. The startup, co-founded by former Firefox leader and Mozilla Chief Executive Brendan Eich, got its start by releasing a browser in 2016 that blocks ads by default -- a design the company's studies say dramatically improves not just performance but also cuts memory usage and saves phone battery life.

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Lego's bid to make their products more sustainable and how they go about building relationships with customers