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The America Inc and China Inc – And Dominating Nations

By
TI Partners
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0

There are three countries on this earth when it comes to building tech empires: America, China and others. Yes, China’s Baidu has created a ChatGPT  competitor named  Ernie Bot, and now has 100 million users in five months.

Chinese multinational technology company that specializes in Internet-related services, products, and artificial intelligence, Baidu, has announced that its ChatGPT rival Ernie Bot now has more than 100 million users.

The company announced this milestone on Thursday, at a deep-learning summit in Beijing. The news is coming about five months after Ernie Bot was officially launched to the public in August 2023. Before the launch, Baidu‘s Ernie bot ranked first in popularity on Apple’s app store in China after the Chinese tech giant disclosed that it was releasing its ChatGPT-like chatbot to the public.

The company generated $17.9 billion in revenue from its applications during its last fiscal year, after making Ernie Bot generally available in August this year.

Meanwhile, China’s Huawei is ‘back on track’, and is expected to close 2023 with $100 billion in revenue. In other words, the US sanctions have not destroyed the company as it has largely managed to use its own chips to make products customers like.

China Inc. America Inc. They run this world. We’re just here as spectators  from other nations. Have you seen the latest Fortune Global 500 of largest global companies?  That is a Champions League of business, and China and America run the show. No other nation comes close. #respect

How the online ‘Advertorial’ Pandemic is killing Web3 Projects

By
John Mc Keown
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0

So… I read a great post earlier today which I didn’t entirely agree with.

I don’t have to agree with EVERYTHING in a post to see value in it. Sometimes I won’t agree with a conclusion… sometimes I will agree with the conclusion but not on how the writer arrived there… sometimes I will think that some points made are nailing it, while some other ones are obscure and unrelatable.

So… this was one of those posts where I didn’t agree with everything that was said, but I still felt I benefited from reading it. It didn’t waste my time.

The articles conclusion in this case, was that founders and project owners try to pack far too much technical detail into marketing efforts for a web 3 aimed product.

While the story has some truth in it. The conclusion to me seems incomplete.

The track record 2020-23

From all the expressions of people online, some things seem clear:

  1. NFT projects over the last few years have been disasters, with many out-of-pocket and upset. People want better explanations and understanding of why some projects pump and dump, how rug pulls happen, and where and how hacks are less likely to happen.
  2. They are attracted with some FOMO feelings about memecoins, and yet, they also look for concrete reasons why some will be a one month wonder, while others will retain value more durably.

These things need techno-economic and mathematical explanations. There is no one line answer.

While many are fans of blockchain projects, and some are fans solely of coins, there is a completely different movement in various countries, objecting to the imposition of CBDCs (Central Bank Digital Currencies).

The explosive mix of FOMO with COVID stay-at-home boredom is gone. 2024 is probably going to be the ‘year of many questions’ and product owners need to have answers.

The rise of the ‘Advertorial’ Pandemic

Was a day… printed newspapers were the bread-and-butter media product. Editorial content was king. Journalists and Publication Teams didn’t allow the articles ‘subject’ to drive the narrative, their concern was to sell newspapers.

Advertisements were within 2-3 pages before the end of the publication, but readers were the real pay master. As the focus of an article, whether the subject approved or disapproved of the content didn’t matter. Some tabloids even published content about individuals knowing it to be somewhere between sensationalist and completely false, if, worse case scenario, the sales revenue could be projected to outweigh losses from law suits.

Things moved on. Online, people expect to just have to pay for their connectivity device and their data connection. The reader/consumer can no longer be relied upon as as source of income.

So in reporting on web3/blockchain related news, what we have, instead of impartial news intended to inform the reader, is carefully crafted corporate content, paid for by the subject of the article, and presented in a style as if it were honest, impartial news.

Hence the phrase ‘Advertorial’ – a fusion of the words ‘Advertisement’ and ‘Editorial’. Rather than having the best start-up product around, a well financed start-up simply needs to run the same article among the ‘usual suspects’ in order to corner the online readerships.

The problem with this approach is, unlike the old printed newspapers, who lived or died on the sword of the street news stand, or the cash register of the newsagent, the apex online news sites or bloggers, simply needs to get sign off from the project owner on the ‘proof’.

R.I.P. Project Marketing Success

It’s a little bit like having the best airbag in the motor industry. Once there were none. People died, and now they are law. As a product owner in ‘web3’ if you have the best ‘airbag’ in town, especially after all that happened the last 3 years, that should be a big selling point.

But ‘airbags’ are a boring topic for customers (until they crash and see their importance).

So, its really down to the publisher to capture the reader imagination to make the airbag super-cool. That’s the missing link.

On another issue today – Kristine Lillieneike said: ‘If we leave this development up to Tech Bros, we are in deep dodo.’

But this is it… online publishing is often going direct to publish ‘Tech Bro’ raw copy, adding none of the nuances that sell the big story of safety in a sexy way to regular users. If client pays, quibble free on raw copy, who will take time to do more?

This may be how the online ‘Advertorial’ Pandemic is killing Web3 Projects

 

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Beyond Degrees: Crafting a meaningful CV and living a fulfilled story- Ibrahim Zulkifli

By
Rasheed Adebiyi
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0
Ibrahim Zulkifli is a developer advocate and community relations manager with deep expertise in Growth, Marketing and Community Engagement. He is passionate about building and fostering thriving communities. With a background in software development and a deep understanding of the latest technologies, he is well-equipped to educate and engage with developers and enthusiasts. In this latest piece, he charges students in tertiary institutions to develop their CV intentionally. Here are the excerpts…..
You went to school
Spent 4 years reading
Came out with a 2-1
Waited a few months
Began the NYSC orientation camp
Jogged. Ran. Marched.
Served as a teacher in a public school. Maybe one village in Taraba State.
A year’s almost over.
It’s time to job hunt.
You are told to construct a CV
It features when you had your SSCE
And when you bagged your first degree.
Period.
It’s empty sheets from then on.
You joined no groups in school.
You joined no communities outside of school.
Competed in no sports.
Volunteered for nothing.
Didn’t work in any NGO.
Led no initiatives.
Started no businesses.
Just a flat, asystolic life!
Then you say they didn’t pick you for the job because there’s too much competition.
That’s right. You knew that before you graduated judging by how many people were in your final year class but did nothing about improving your chances.
School was supposed to be the place you read.
But it was supposed to tell where you’d invest your time in if books were not in the way.
A 2-1 or First-class doesn’t tell any story about you.
It tells what your lecturers felt about your grades.
They are not your employers. Scarcely would be.
Now that you want successful business leaders to notice you and offer you a spot in their companies…
They’ll need to know what kind of risks you take
What kind of ventures you have led
What kind of movements you have joined?
The ones you abandoned and the ones you accomplished.
This is the weight your story has to carry.
If you don’t have that on your CV, you don’t have a CV.
It’s time to face the facts — Please, If you have younger siblings, don’t be merely interested in their grades.
Make them volunteer.
Let them sell something,
Let them learn something,
Let them do something.
Let them live.
Having a blank CV after 4 -6 years of university education and a year of national youth service is a fatal ill-preparedness for the future, for which there’s no reversal.
There are times you can never make up for.
One of them is time you should have truly lived, and you didn’t.

Brand Excellence through Trademarks: The Case of NEW YORK TIMES

By
Mutiu Iyanda
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0

New York Times is a shining example of journalistic excellence in the ever-changing global news media landscape. Its trademarks are more than just identifiers; they are strategic assets that help build brand recognition and a strong competitive position. This is why the New York Times has endured so long.

News Product: The Pillar of Credibility

New York Times’ news output, which is a monument to the objectivity and integrity of journalism, is at its core. Not only does this essential editorial content educate readers, but it also strikes a chord with both free and paid subscribers. Because of its unwavering dedication to objectivity, the newspaper is seen as a reliable source and enjoys unmatched brand awareness, particularly in the United States. This trademark represents New York Times‘ cornerstone of authority in a media landscape where credibility is critical.

The Athletic: Elevating Specialized Content

It is a specialised content (sports media product) acquired on February 1, 2022. It is a value added to the general editorial products by placing the medium as a brand with a dedicated product for sports content, capitalising on existing reputation of The Athletic.

With the purchase of The Athletic, diversification reached a new height and New York Times became something more than a journalistic organization. By appealing to sports fans and utilising The Athletic‘s well-established name, this approach provides value strategically. It establishes the medium as a full brand, meeting a range of content requirements and enhancing its reputation within the international news media sector.

Cooking and Games: Niche Expertise

This focuses on capturing readers and subscribers with the interesting cooking skills and knowledge. It is also a value-added intangible asset based on the specific market segment captured and the medium’s positioning as a renowned brand for specialised cooking skills and knowledge.

The trademarks ‘Cooking’ and ‘Games’ demonstrate how well New York Times understands different business niches. By providing specific culinary and brainteaser game content, the newspaper attracts different types of readers. These trademarks strengthen the medium’s competitive position by enhancing brand appeal and establishing it as the go-to source for a variety of interests.

Audm: Embracing Modern Consumption

In a time when people’s attention is divided, Audm stands out as a progressive brand. Through the availability of a read-aloud audio service on websites and mobile applications, New York Times presents itself as a company that understands modern reading habits. This adaptability recognizes the value of time management and multitasking in today’s fast-paced world and fosters brand loyalty.

Wirecutter: Building Brand Personality

Wirecutter explores the world of reviews and recommendations in addition to traditional journalism. New York Times uses its own goodwill to become a source of guidance for businesses looking to strengthen their brand identity. The newspaper’s dedication to neutrality is demonstrated by its trademark, which increases its power and market domination.

Masthead and Logo: Icons of Distinction

The recognizable Masthead, with its distinct antique font style, acts as the title and company mark, allowing for simple recognition in a sea of media outlets. The interchangeability of the Logo and Masthead guarantees that readers can quickly identify New York Times, which is critical for maintaining a strong brand presence.

Goodwill: A Multiplying Force

Readers’ acknowledgement and trust, particularly from specialists, add to the intangible asset of goodwill. New York Times gains new readers and subscribers as a result of this multiplier effect. The newspaper deliberately prepares itself for positive market response and long-term growth by leveraging the personalities and credibility of goodwill messengers.

What’s in the Intellectual Property Portfolio of NEW YORK TIMES?

By
Mutiu Iyanda
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0

On August 26, 1896, New York State law allowed for the incorporation of New York Times. There are 751 institutional shareholders and owners of it. Together, these organizations own 162,004,790 shares. The largest shareholders are Jackson Square Partners, LLC; IJH – iShares Core S&P Mid-Cap ETF; Vanguard Group Inc.; BlackRock Inc.; Farallon Capital Management Llc; Stockbridge Partners LLC; ValueAct Holdings, L.P.; T. Rowe Price Investment Management, Inc.; Wellington Management Group Llp; and Darsana Capital Partners LP.

New York Times is a global media organization that focuses on creating, collecting and distributing high-quality news and information that helps audience understand and engage with the world, and this mission has contributed to its success.

The New York Times’ intellectual property (IP) portfolio analysis reveals a strategic emphasis on safeguarding its assets for sustained value and competitive advantage. The company acknowledges the critical role of intellectual property protection in preserving the value of its brands, content, services, and technology. This recognition reflects a proactive approach to addressing the potential erosion of asset value through IP elopement.

Intellectual property portfolio philosophy of New York Times

  1. If we lose intellectual property protection, our assets may lose value (value elopement)
  2. Our business depends on our intellectual property, including our valuable brands, content, services and internally developed technology (continuous value creation and capturing depends on protection of IPs)
  3. Our proprietary trademarks and other intellectual property rights are important to our continued success and our competitive position (profitability and superior competitive positioning)
  4. We cannot be certain that the steps we have taken to protect our proprietary rights will prevent any misappropriation or confusion among consumers and merchants, or unauthorized use of these rights (external risks that couldn’t be contained)
  5. As our business and the risk of misappropriation of our intellectual property rights have become more global in scope, we may not be able to protect our proprietary rights in a cost-effective manner in a multitude of jurisdictions with varying laws (technological advancement and geographical differences in IPs protection)

The articulated philosophy underscores the centrality of intellectual property to the core business model. The acknowledgment that continuous value creation and capturing hinge on the protection of IPs reflects a keen awareness of the inseparable link between proprietary rights and business success. The emphasis on proprietary trademarks and intellectual property rights as crucial elements for sustained profitability and superior competitive positioning aligns with the contemporary challenges of the media industry.

However, the candid admission that the steps taken to protect proprietary rights may not entirely prevent misappropriation or confusion indicates a realistic awareness of external risks. In an evolving global landscape, the acknowledgment that the risk of misappropriation has become more global in scope highlights the challenges posed by technological advancements and the need to navigate diverse IP protection landscapes.

Examining the company’s actual IP portfolio, the New York Times has strategically leveraged patents for its mobile apps, such as the New York Times app and the New York Times Games app. These developments demonstrate a commitment to enhancing the reader experience and expanding the subscriber base through technology-driven initiatives. The creation of The Times iPhone app specifically targeting iPhone users reflects a targeted approach to technological transformation and capturing value from a specific demographic.

In terms of trademarks, the Masthead serves as a strategic asset, acting as both the title of the newspaper and a brand logo. The interchangeability of the Masthead design as a logo showcases a consistent and recognizable visual identity. The emphasis on goodwill as a valuable asset, earned through credibility and positive market positioning, reflects an understanding of the intangible but impactful nature of reader perception.

Our analyst notes that company’s intellectual property portfolio analysis suggests a thoughtful integration of legal protection, technological innovation, and brand strategy. While the company is cognizant of global challenges and external risks, its proactive measures and strategic focus on key patents and trademarks position it well to navigate the dynamic landscape of intellectual property in the media industry.

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