FOLIO: Explain how important the sense of community has become to your content model and how you foster that community engagement.Arora: When Glam started, we were the first company to recognize that content is going to get fragmented and that re-aggregation will occur from a social content perspective. Content used to be one-directional prior to Glam and prior to social media. Glam was the first commercial company to recognize that content was becoming social.For example, we heavily favored fashion bloggers very early on that had an authentic voice and a huge following demonstrated by social interaction around their blogs. That same theme has continued today. We view all content as a two-way conversation between the author, editor or curator and the consumer. We have a very high level of community conversation or what we call “social activation.”In some cases, we find that community comes first and content comes second. This was the reason we purchased Ning, the largest community-based social networking platform in the world for independent communities. I think Glam is a pretty unique company in which we start with content that is inherently social and community-based with professional authors and content creators as our goal. More recently we launched Foodie.com, which is our first product built on top of the Ning platform, so we take it to the next level [with] social discovery. It’s more like a Twitter or Facebook social networking model specifically for food content. I think your question is at the heart of almost everything Glam does today.FOLIO: How are you innovating on your advertising model and formats? Arora: Glam is an unusual company. We’re a technology company first and media company second. Fundamentally, we innovate through technology and engineering products. Long-term, that is the only model of sustainable innovation in media. If you look at content-only companies like Condé Nast, what you’ll find is that the proportion of engineering of products is very small, maybe 5 or 10 percent of the company. In our case, it’s 61 percent of the total company people headcount. Everything we do comes from technology innovation first.Most media companies today run their advertising products on existing platforms. All innovation in advertising has to be done on the commonly shared platform that everybody else also has. It’s very difficult for one publisher or magazine to differentiate themselves from others because they’re all using the same platform.We’re fundamentally different. We’re top 8 in volume of premium display advertising served in the U.S. and 100 percent of our advertising products—display, rich media, mobile, iPad and in video—are delivered using Glam’s own ad technology. We built the base platform to innovate on top of which allows us to be completely different. Most people view us as one of the most innovative companies—the secret is [that] we are a technology company first.If you’re looking to better understand how your brands can thrive in a converged media landscape, register now for FOLIO: and min’s MediaNext event on October 28-30. If you can combine your social media networking abilities with quality content, the opportunity to grow your audience is greater than ever. Here, Samir Arora, CEO of Glam Media, a lifestyle company, and keynote speaker at FOLIO:’s MediaNext event, October 28 to 30 in New York, talks all about the changing content aggregation platform, custom advertising models and how to stay competitive.FOLIO: As more publishers go after the content aggregation model, how do you stay competitive in the verticals you cover?Samir Arora: A lot of people are trying to emulate parts of Glam Media’s model of aggregation, as well as original content creation—at scale. The biggest differentiator Glam has is that it is number 1 overall in lifestyle globally with over 310 million consumers a month. In the U.S. it’s about 90 to 100 million consumers a month. I think there’s some level of competitive advantage for us when we enter a new vertical. People expect that our model will scale and grow because we’ve done it for so many verticals already.
The seller, SourceMedia, is a business-to-business digital media company with properties covering finance, technology and healthcare. It was acquired by Observer Capital in August 2014. SourceMedia did not respond to a request for comments. “Traders has got a very good brand. It’s got a very good following, especially the industry in North America,” Virdee tells Folio:. “Markets Media has a very good footprint which will be complimentary, but we also bring Europe into play…We publish very good content for the trading and investing community, and we do that on a daily basis.” Markets Media CEO Mohan Virdee would not comment on the terms of the deal or whether any staffers will be laid off but said more details will be released in the upcoming weeks. Traders Magazine is a 30-year-old brand covering North American institutional markets that caters to a buy-side audience. According to the Traders media kit, the magazine had a print audience of 15,100 in October 2015, with an additional 37,127 readers online and via the brand’s newsletter. Markets Media covers institutional trading and investing in North America and Europe. Founded in 2007, it publishes Markets Media in print and online, in addition to events such as Global Markets Summit, Summer Trading Network, and Markets Choice Awards. This acquisition comes as Markets Media undergoes a digital overhaul. Virdee tells Folio: the company will spend the summer redesigning its existing digital platform, increasing the website’s functionality and “pursuing an aggressive mobile and social media strategy.” This acquisition gives Markets Media a total unique audience of 135,000 — 120,000 digital readers and 15,000 print readers — according to a press release. Markets Media has acquired Traders Magazine from SourceMedia, it was announced Tuesday. What Traders Magazine will look like next year, however, is anyone’s question. Traders Magazine will either receive a similar overhaul as Markets Media or the brands will merge. The fate of the monthly print magazine is still undecided, and it’s possible that next week’s July/August 2016 issue is its last.
N R Narayana Murthy, founder and former chairman of Infosys.Reuters fileThe Infosys row has resurfaced after N R Narayana Murthy, the founder of the company wrote a mail to its board a few days ago, demanding that they make the Panaya probe report public, ET Now news channel reported on Thursday.Let us rewind. On February 16, 2015, a whistleblower had written to the Securities and Exchange Board of India, saying that Infosys had overpaid for the acquisition of Panaya, an Israeli firm. After a strenuous probe of two years, the Infosys management was given a clean chit in June this year by international law firm Gibson Dunn and investigation firm Control Risks.”We found no evidence supporting the whistleblower allegations regarding acquisitions, there were no conflicts of interests or kickbacks, required approvals for M&A were obtained, thorough due diligence was done, valuations of the target companies done by an outside advisor were reasonable and the purchase price was within the range determined by the advisor. We found no evidence that the CEO received excessive variable compensation or incurred unreasonable expenses for security, travel and its Palo Alto office,” the investigators said in a statement.In an assertive email to employees, Infosys CEO Vishal Sikka said, “Reports questioning the company’s acquisition of Panaya were orchestrated by people who are hell-bent on harming the reputation of the company and its employees.” He denied that the management of the company benefited in any sort from the acquisition, calling the allegations “libellous”.Sikka and his team were still struggling to move past the allegations and its aftermath when Murthy demanded Panaya probe to go public. Differences over corporate governance between Murthy and Sikka don’t seem to be abating.Previously, the founders of Infosys had also raised objections to the quantum of salary hike given to Vishal Sikka and size of severance packages given to former CFO Rajiv Bansal and former General Counsel David Kennedy.As told to ET Now by unidentified sources, Infosys has no plans to make the report public as this would violate client confidentiality agreements between Panaya’s investors and their limited partners.
In Remembrance: Jacqueline R. H. Williams was born on 12/15/27 in Buffalo New York. She was the oldest child of Frederick B. Hull Sr. and Mabel Marie Hull. Jackie, as she was affectionately called, had four brothers (now deceased) and two sisters. She transitioned from this life on Saturday, December 3, 2016.Jacqueline R. H. WilliamsEducation was extremely important to Jackie as she graduated from high school at the age of 15. Jackie attended and graduated from The Ohio State University in Columbus, Ohio. While attending Ohio State University, she became a member of Alpha kappa Alpha Sorority Inc. She was a member of the sorority for 69 years. Years later she moved to Maryland and married Captain William A. Williams. From their union they had four children, Karen Regina, William Arthur, Anna Marie and Ruth Victoria. She is the grandmother of three –Michelle, Jamel and Keya and the great grandmother of six beautiful children. Upon moving to Baltimore she joined St. Cecilia’s Roman Catholic Church where she worshiped for over 60 years. For many years she was an active member of the Ladies of Charity, St Cecilia Soup Kitchen, and Ladies of Peter Claver Auxiliary. In addition, Jackie taught CCD classes at St. Cecilia’s for over fifteen yearsJackie’s professional career spanned more than a fifty year period in the following areas: A toxicologist for the U.S Government in Edgewood Maryland, a recreation leader for the City of Baltimore, and a disability adjudicatory for the State of Maryland, where she served for seventeen years upon which she concluded her professional career. Jackie was loved by everyone and leaves behind many family members and friends.
Wake up your weekends with a free flowing Champagne Brunch at Shangri-La’s – Eros Hotel’s new all day dining restaurant Tamra. This newest addition is a gastronomical bouquet, offering authentic South East Asian cuisine as well as Japanese, Indian and European fare from its five interactive cooking theaters. The cooking theatres at Tamra each featuring a different culinary style showcase the restaurant’s ‘world on a platter’ concept as well as stages for our talented Chef’s engaging performances. Also Read – ‘Playing Jojo was emotionally exhausting’The exquisite buffet menu offers you a plethora of choices, featuring an exotic live grill where you can order medium rare Tenderloin cooked in red win and prawns grilled to perfection and served with a creamy sauce. The California Maki rolls, Spicy Tuna Sushi and Ebi Tempura make up an impeccable Sushi platter. The Asian Oriental cooking theater offers braised Pork Belly with Thai Chili sauce and exquisite flavorful dim sums. For the big finish, indulge yourself with the silky sour Lemon Meringue in a crispy Filo pastry or a decadently sinful creamy, airy Blueberry mousse. The Sunday Brunch at Shangri-La’s – Eros Hotel, New Delhi is nothing but decadent.Every Sunday, Tamra organises a special menu for kids inclusive of a do it yourself sundae counter with all the works.
October 10, 2013 Register Now » Growing a business sometimes requires thinking outside the box. 2 min read Free Webinar | Sept. 9: The Entrepreneur’s Playbook for Going Global While some sectors didn’t feel the VC love this past quarter, the startup community as a whole did.Venture capital activity for the third quarter of 2013 hit its highest peak in more than 12 years with 857 deals completed and $7.2 billion in funding, according to a report by CB Insights, an investment database company.A major success was in mobile, an industry that had a record-breaking quarter with $1.1 billion poured into it. This milestone was the first time mobile has ever crossed the $1 billion mark. This achievement is in part thanks to transportation startup Uber’s massive round of financing in August (a reported $361 million), satellite company Kymeta’s $50 million Series C round and mobile-first magazine Flipboard’s $50 million in funding. And while mobile-game startups like Candy Crush are garnering media attention as it prepares for its IPO, VCs were hesitant to fork over cash to this segment, with only two percent of funding in the mobile sector going to games.Related: Car-Service Company Uber Reportedly Valued at $3.5 BillionBesides the large amount of deals completed in the third quarter, VC-backed companies continued to see success this period with exits. There were 23 VC-backed companies that had an IPO (total valuation $11.8 billion) and 112 M&As, equating to 135 exits. The M&A figure was an increase from first and second quarter deals, which had 103 and 105 exits respectively. The IPO valuation represented the “highest aggregate value” of exits in the last five quarters.Related: Venture Capital Trends by State, Industry (Infographic)With all this good news, you would think it was all rosy in the world of startups. It’s not. While there has been a lot of hype about the healthcare industry, the third quarter saw deal activity and funding decline 27 percent and 36 percent respectively. Also, investors seem to be jumping the clean-tech ship. In the first quarter of 2010, funding for the sector hit $1.3 billion. This past quarter it only managed to snag $321 million across 33 deals.Keep in mind the report only took into account US companies backed by VC funds. Private equity or mutual funds were not included.
September 5, 2017 Free Workshop | August 28: Get Better Engagement and Build Trust With Customers Now This hands-on workshop will give you the tools to authentically connect with an increasingly skeptical online audience. Enroll Now for Free 6 min read Matt MacInnis says that he’s wanted to be an entrepreneur since he was a teenager living in a small Canadian town. And he points to one moment during his freshman year at Harvard in 1998 that set him on a path to running a company whose clients include McDonald’s, Whole Foods and Comcast.An Apple representative had visited his computer science class and during a presentation showed off Mac OS X. Afterwards, he spoke to her and she mentioned the company was recruiting a campus rep. MacInnis, a self-admitted Apple nerd, signed up.”If I hadn’t just walked down and had that conversation with her, I never would have gotten that job and I never would have been connected to Apple,” he says. “Some other life would have happened, but this trajectory I’m on, it all sort of can be rooted to that one 10-minute conversation.”Related: This Founder Is a Gambler at Heart. Learn How Risk Led Him to Opportunity.That trajectory saw him working at the tech giant, where he did education marketing and business development. While content at his job, he was still looking for an opportunity to pursue his entrepreneurial ambitions. That moment came in 2009, when MacInnis saw the device that his boss Steve Jobs would eventually show off a year later: the iPad.”I saw the iPad in development and knew that it was going to be an exciting technology,” he says. “So, we started a company to kind of tackle the question of textbooks on iPads.”The company MacInnis co-founded, Inkling, started by selling digital textbooks directly to consumers. But despite what seemed like a good idea (Apple sold 3 million iPads in the first 80 days after its release), it wasn’t long until that business model fell apart. Inkling would have to undergo two hard pivots before getting to where it is today: a company with tens of millions of dollars in revenue and growing at more than 50 percent year over year. Now, it’s the maker of an app for the web and iOS and Android devices that acts like a digital content system to help employees get their jobs done. Think: digital training manuals, tips, references and company announcements. Also, with its messaging service, task organizer and analytics tool, it is a full-stop service for so-called “deskless workers” — most of the people in retail and food.Now with $95 million in funding and 100 employees, MacInnis explains how he went from book dealer to workforce problem-solver.The first pivot: Jumping from B2C to B2B”The original hypothesis around digital textbooks was a good one. We got Sequoia as the main investor and a lot of shit went right,” MacInnis says. “The only part of the business that didn’t go right is that 18 year olds don’t give a shit about textbooks. So publishers cared and investors cared and we cared, just not the people who had to spend money.”Related: Richard Branson: There Needs to Be ‘Perpetual Revolution’ Within Your BusinessUpon this realization, Inkling decided to make the drastic switch from a business-to-consumer model to a business-to-business model. It started after Starbucks came calling with a good idea. The coffee giant said that rather than ship binders used to train employees every quarter, it would use Inkling to make those materials available to employees on iPads. Inkling started to license its tools to companies such as Comcast and KPMG, allowing them to convert their materials into digital content to be read on mobile devices.Image credit: Courtesy of Inkling Because of this shift, Inkling went from making very little off consumer textbooks to building tens of millions of dollars in recurring revenue, according to MacInnis.But this model wasn’t enough to sustain the business. About two years ago, MacInnis admits that the company scaled way too quickly, with 25 percent of its 160 employees working on the sales team. There just wasn’t enough business for its digital content project to keep going.”We knew that the content thing itself was interesting, but it felt like a one-legged stool,” he says.Inkling needed a new solution. It went to its customers to find out what they were missing. The answer was in retail.The second pivot: Taking on the world of retailManaging a large store such as a Walmart, Target or Kohl’s is a complicated affair. These retailers can employ up to 200 people, who all have moving shifts. When you zoom out to the regional manager level, that headcount could quadruple.Related: Is a Pivot Imminent? These 5 Signs Say ‘Yes.’Inkling’s current offering simplifies these managers’ jobs, as well as everyone under and above them. With its tools, Inkling not only provides digital versions of training guides and employee manuals, but there are also interactive quizzes and demonstrations, so an employee on the floor of a furniture store only needs to look at their device to create a matching display. Once they’re done, they can snap a photo that is sent to their manager. Managers can keep running tallies on tasks they’ve assigned. Meanwhile, co-workers can message each other without the need for phone numbers.”In 2013 to 15, we were like the Bentley of the employee handbook,” MacInnis says. “Today, the core experience is really messaging.”Inkling’s business model now is 80 percent subscription revenue and 20 percent services revenue, MacInnis estimates. It has dedicated teams who create branded versions of Inkling for each big client, most of whom work in retail and the food industry.Top to bottomInkling has been in business for seven years, and underwent two pivots. MacInnis says that the company’s culture and a strong belief in its product is what helped it thrive.”When I go in and pitch customers on the platform, I’m pitching them on reduced labor expenses, improved labor efficiency and ultimately better customer experiences” MacInnis says. “But I honestly don’t care about that part of our business. The emotional part for me is when we put this exact sort of interface in front of [store employees] and they just started giggling. They’re so excited to use it because it would simplify all this crap that they do today over text message and email and stuff.”