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Media and entertainment companies must get more diverse. They shape how we see our world. – USA TODAY

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I’ve confronted the diversity issue all my life, especially as a Black man in executive positions at corporations like Coca-Cola, Pepsi, Coors and GM.

Few issues rank higher on the agenda for brands, especially those in media and entertainment, than the ever-intensifying debate about diversity. But results throughout the industry landscape vary widely. Let’s face it, some companies are “doing” diversity better than others – getting it right while others fail to get it at all, and still others that land somewhere in between. Every day the stakes for success keep getting higher.  

These companies should be held to an even higher standard on DEI (diversity, equity, inclusion) than businesses in most other sectors. After all, they shape the images that our children see via television and movies. A recent study by McKinsey found that the industry remains disproportionately homogenous: 87% of TV executives and 92% of film executives are white. 

Netflix and Disney are leaders

My perspective is also based on metrics rather than mere opinion. The Association of National Advertisers and its Center for Brand Purpose recently established the ANA/Swayable ESG Brand Perception Index. The tool, reflecting daily surveys of consumer opinion, measures 400 national brands according to environmental, social and governance impact. Equity and diversity reporting and accountability are among the key metrics. 

Topping the list among entertainment brands are Netflix and Disney. At Netflix, for example, the number of Black employees in the United States doubled in the last three years. Soon after the murder of George Floyd, Netflix CEO Reed Hastings and his wife, Patty Quillin, donated $120 million to historically Black colleges and universities to honor his memory.  

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At Disney, Walt Disney Television recently unveiled the Onyx Collective, a new production entity designed to feature work by “underrepresented” creators such as those of color. Its content will be distributed largely through Hulu, a Disney streaming platform. In response to the Black Lives Matter movement sparked by the Floyd murder, Disney quickly issued a statement declaring that “the pandemic coupled with these recent injustices have pushed the issues of racial disparity into the open.”   

At the opposite end of the spectrum is ViacomCBS. Back in 2018, CEO Les Moonves was ousted amid allegations of sexual harassment. The following year, longtime executive Whitney Davis – the company’s own director of entertainment diversity and inclusion – resigned, accusing the network of having a “white problem” and neglecting to “value a diverse workplace.”   

If only those difficulties had inspired CBS to change. But no.

Black in Business: Racial Justice and diversity in business require leadership

Earlier this year, the Emmy award-winning daytime series “The Talk” was embroiled in a controversy with racial overtones. Long-time co-host Sharon Osbourne referred to Piers Morgan’s comment that he refused to “believe a word” of the Oprah Winfrey interview with Prince Harry and Duchess Meghan that was broadcast on CBS. In a hostile exchange about the topic with Sheryl Underwood, a Black co-host, Osbourne said, “I very much feel like I’m about to be put in the electric chair because I have a friend who many people think is a racist and that makes me a racist.” A CBS investigation led to Osbourne leaving the show.   

I’ve confronted the diversity issue up close and personal my entire adult life, especially in my experience as a Black man holding executive leadership positions in corporations such as Coca-Cola, Pepsi, Coors, and General Motors.  

At GM, for example, as Vice President of Marketing and Advertising for North America in 2007, I often complained to my superiors that our media buys lacked diversity. I expressed a particular concern about advertising for Chevrolet and Cadillac on “Imus in The Morning,” a nationally syndicated radio program on Westwood One, and simulcast on MSNBC.  

I was told that the company had to support voices from both the left and the right. This has nothing to do with the left or the right, I said, it’s that Don Imus is racist.

Weeks later, Imus said the words that got him kicked off the air. On hearing that the Rutgers women’s basketball team had lost an NCAA championship game, he used racist and sexist slurs to insult them and their appearances, most infamously their hair

DEI is a must-have for New Hollywood

Activists and journalists immediately called for Imus to be fired. Later that morning GM CEO Rick Wagoner told me, the company’s most senior Black marketing executive in North America, that Imus’ words were despicable and asked me what we should do. I put forward my recommendation and GM quickly issued a statement suspending its ads on the show.

GM turned out to be one of the first companies to withdraw advertising support from Don Imus. A domino effect ensued, with Amex, GlaxoSmithKline and Procter & Gamble also dropping the show. Finally. MSNBC dumped the show as well.  

Woefully undiverse: We’re here, we’re queer and we watch the Hallmark Channel’s corny Christmas movies, too

My experiences tell me that warnings are sounded again and again, only to go unheeded for years, leading to disastrous consequences. Media companies bear a special responsibility to build a culture that reflects the audiences who pay the bills. They must continue to deliver high-quality content from people of color, ensure that production budgets mirror the consumer market, and address the ongoing lack of diversity in the C-suite and among boards of directors.  

In the New Hollywood now emerging, the companies committed to embracing these changing dynamics will flourish. DEI is a “must-have” rather than a “nice to do.” McKinsey estimated that if the film and TV industry addressed these barriers, it would unlock more than $10 billion in annual revenues, equal to a 7% expansion in baseline industry revenues.

Talking the talk is good. But walking the walk will be even better.  

Mike Jackson is Chief Marketing Officer at Vision Media. 

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Social Reset promotes healthy social media usage – Belleville Intelligencer

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In a world dominated by online algorithms, Social Reset is working to free people from social media and help them develop a healthier relationship with the internet.

Its campaign begins in August. Those participating will team up by pledging to reduce their social media usage for the entire month. One of Social Reset’s founders, Jordan Wiener, hopes this smartphone-less time facilitates meaningful connections with loved ones.

“The idea is that you get more time connecting with each other offline,” he said. “(Social Reset) is really not about, you know, raising money or doing any of this. It’s about putting down your phone, going outside and making memories with your friends and family.”

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Wiener is one of several Queen’s University alumni behind Social Reset; its current 10 volunteers and 14 ambassadors are primarily composed of former and current students. A shared desire to act in the face of complacency unites them.

“(Social Reset) started out of a frustration between the awareness of the social media problem and the action,” Wiener said. “I’d speak to friends for an hour, but I’d follow up with them a month later, and no one had done anything about it.”

He blames the design of social media apps for this dissonance.

“Everyone knows that this is a problem, but it’s something that’s really hard to do something about because these platforms can be so addictive.”

Social Reset is how Wiener and colleagues are fighting for change. In partnering with Jack.org and the Centre for Humane Technology, they’ve created an initiative to help participants re-evaluate their relationship with social media.

Pledging can be done individually or as a group. Social Reset’s website offers different pathways for people pledging alone, with a group of friends, or with family. All pledges will receive a weekly “Adventure Guide” containing ideas for smartphone-free activities.

While Wiener lives happily without any social media, he recognizes how platforms such as Instagram and TikTok can often become creative outlets. He believes that intention is central in developing a healthy relationship with them.

“So instead of compulsively checking your phone and going on and watching things that you don’t know why you’re watching, you (should) say, ‘I’m using social media for this’ and then use it strictly for that purpose,” Wiener explained.

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He warned that without intention, social media ends up using its users.

“(Otherwise) they’ve got you addicted to the algorithm, and they’re profiting off of you for each second that you spend on the platform,” he said.

The Social Reset team has also been teaching purposeful social media usage in classrooms through an educational workshop. It has interactive programming for all ages, but children in grades 7 and 8 have been their primary focus.

“We’re youth presenting this workshop to other youth,” Wiener said. “We explain how social media can be an awesome thing but also challenging. Then we leave the class to come up with their own ‘creative contract’ of rules that they’re going to impose and try for a week.”

These rules chosen by the children can be anything from not using phones before bed to dedicating more screen-free time to family.

“A week after they’ve done that, we come back in with them, and for 45 minutes everyone just kind of shares their experiences,” Wiener said.

Through its August campaign and educational workshops, Social Reset is working hard to improve our relationship with social media.

Those interested in pledging can find more information at thesocialreset.org.

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Social Reset promotes healthy social media usage – The Kingston Whig-Standard

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Article content

In a world dominated by online algorithms, Social Reset is working to free people from social media and help them develop a healthier relationship with the internet.

Its campaign begins in August. Those participating will team up by pledging to reduce their social media usage for the entire month. One of Social Reset’s founders, Jordan Wiener, hopes this smartphone-less time facilitates meaningful connections with loved ones.

“The idea is that you get more time connecting with each other offline,” he said. “(Social Reset) is really not about, you know, raising money or doing any of this. It’s about putting down your phone, going outside and making memories with your friends and family.”

Advertisement

Article content

Wiener is one of several Queen’s University alumni behind Social Reset; its current 10 volunteers and 14 ambassadors are primarily composed of former and current students. A shared desire to act in the face of complacency unites them.

“(Social Reset) started out of a frustration between the awareness of the social media problem and the action,” Wiener said. “I’d speak to friends for an hour, but I’d follow up with them a month later, and no one had done anything about it.”

He blames the design of social media apps for this dissonance.

“Everyone knows that this is a problem, but it’s something that’s really hard to do something about because these platforms can be so addictive.”

Social Reset is how Wiener and colleagues are fighting for change. In partnering with Jack.org and the Centre for Humane Technology, they’ve created an initiative to help participants re-evaluate their relationship with social media.

Pledging can be done individually or as a group. Social Reset’s website offers different pathways for people pledging alone, with a group of friends, or with family. All pledges will receive a weekly “Adventure Guide” containing ideas for smartphone-free activities.

While Wiener lives happily without any social media, he recognizes how platforms such as Instagram and TikTok can often become creative outlets. He believes that intention is central in developing a healthy relationship with them.

“So instead of compulsively checking your phone and going on and watching things that you don’t know why you’re watching, you (should) say, ‘I’m using social media for this’ and then use it strictly for that purpose,” Wiener explained.

Advertisement

Article content

He warned that without intention, social media ends up using its users.

“(Otherwise) they’ve got you addicted to the algorithm, and they’re profiting off of you for each second that you spend on the platform,” he said.

The Social Reset team has also been teaching purposeful social media usage in classrooms through an educational workshop. It has interactive programming for all ages, but children in grades 7 and 8 have been their primary focus.

“We’re youth presenting this workshop to other youth,” Wiener said. “We explain how social media can be an awesome thing but also challenging. Then we leave the class to come up with their own ‘creative contract’ of rules that they’re going to impose and try for a week.”

These rules chosen by the children can be anything from not using phones before bed to dedicating more screen-free time to family.

“A week after they’ve done that, we come back in with them, and for 45 minutes everyone just kind of shares their experiences,” Wiener said.

Through its August campaign and educational workshops, Social Reset is working hard to improve our relationship with social media.

Those interested in pledging can find more information at thesocialreset.org.

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Facebook eyes a future beyond social media – The Economist

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Editor’s note (July 28th 2021): This story has been updated since it was first published

FACEBOOK HAS always had two faces. One is the grimace of a firm that many people, in particular politicians, love to hate. President Joe Biden recently accused the social-media giant of “killing people” by spreading misinformation about vaccines against covid-19. (He later rowed back a bit after Facebook pointed out it does quite a lot to stop the spread of such content and to promote legitimate vaccine advice.)

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The other face is a happy one of a firm that users, advertisers and investors cannot live without. It was grinning again on July 28th, when it presented second-quarter results. Revenues rose by 56%, year on year, to $29bn—despite Apple’s update in April to its iPhone operating system that let users easily opt out of being tracked around the web by apps like Facebook. That puts it on track to exceed $100bn in sales this financial year. Quarterly net profit hit $10.4bn, double that of a year ago. Despite a wobble in late trading after Facebook warned of slowing sales growth in coming quarters, it looks poised to become a paid-up member of the exclusive club of companies with a market capitalisation above $1trn, which it joined earlier this year (see chart).

How can a firm with such baggage be so successful? The answer also has two faces to it. With 2.9bn daily global users, Facebook’s main offerings—its flagship social network (known internally as Blue), photo-sharing on Instagram and messaging on WhatsApp and Messenger—are a digital magnifying glass of human nature. This glass amplifies the good (neighbourly help amid the pandemic) as well as the bad (conspiracy theories and quack cures). It also serves as a remarkable lens for advertisers to focus on the world’s consumers. And the two-facedness is likely to become more pronounced if Facebook succeeds with its biggest project yet: creating a “metaverse” that would combine a 3D digital world with the 3D physical one.

At its core Facebook is a giant advertising machine. Ads generate 98% of revenue. Blue is a dominant ad platform internationally, raking in some $55bn last year, estimates KeyBanc Capital Markets, an investment firm (Facebook does not break out results by service). Instagram, which Facebook bought in 2012 for $1bn, now chips in another $20bn or more, taking its share of overall ad revenues to nearly 30%, from just over 10% in 2017.

Debra Aho Williamson of eMarketer, a data provider, calls Facebook’s ability to target ads “incredibly precise”. Advertisers value this precision highly: Facebook earns $8 a quarter for every one of its users, nearly twice as much as Twitter. The firm watches what its users do not only on its own services, but almost everywhere else online. This lets it pick which products to offer to a given user, identify others with similar interests and determine whether they buy anything after seeing an ad.

Even before the pandemic hit, this was hard to resist: for smaller firms with fewer resources to run sophisticated marketing operations, which make up the bulk of Facebook’s 10m advertisers, but also for big global brands. Even Chinese sellers are spending billions of dollars on Facebook, says Brian Wieser of GroupM, which places ads on behalf of brands. Facebook’s apps may be banned in China, but Chinese merchants can plug their wares to Western consumers thanks to firms such as Wish, an American online marketplace that helps arrange ads, payment and shipping.

Covid-19 has turbocharged Facebook’s machine. Self-isolating American adults spent on average nearly 35 minutes per day on Blue in 2020, according to eMarketer, two minutes more than the year before. That adds up to more than 10,000 additional years of collective attention. While some firms went belly-up or cut ad spending in last year’s recession, others were born: 6.6m in America alone since the start of the pandemic. Many crave some of the extra attention. Today it is as unthinkable to run an online consumer business without targeted ads as it once was to run one with no shopfront, says Mark Shmulik of Bernstein, a broker. A bigger slug of such firms’ budgets will be spent on Facebook and its fellow ad-tech giant, Google, he says. Admen are calling it “the new rent”.

Facebook has added more than 2m renters in the past 15 months. It will add more as economies reopen and digital ads, which now make up 60% of overall ad spending in America, keep chipping away at old media. Facebook has warned of a “greater impact” of Apple’s tracking opt-out in the current quarter; Flurry, a data firm, estimates that four in five iPhone users have opted out. But even if this makes Facebook’s targeting a bit less effective, it will still be at least as good as its rivals’, predicts Mark Mahaney of Evercore ISI, an investment bank.

And though on July 23rd American trustbusters got another three weeks to refile a lawsuit against Facebook, which had been thrown out last month for lack of evidence, they will struggle to prove that it is a social-networking monopolist under current competition law. For all the anti-tech bluster in Washington, law is unlikely to change as long as Congress stays polarised.

The bigger threat to Facebook’s prospects, which has long preoccupied Mark Zuckerberg, its co-founder and boss, is that the virtual masses tire of its apps and move elsewhere, pulling advertisers with them. In the past two years a new generation of social media has emerged that poses just this threat. Although Facebook’s share of American digital advertising has continued to grow, its global social-media advertising has been edging down since 2016. The challengers range from specialists such as Clubhouse and Discord, two audio-chat services, to Snapchat and TikTok, which take on Blue and especially Instagram more directly. TikTok fans in America now spend more than 21 hours a month on the video app, compared with less than 18 hours that users spend on Blue, according to App Annie, a market-research firm.

In the past Facebook might have bought smaller rivals, as it did with Instagram. With trustbusters looking on, it is instead placing a series of big bets. The first is on the “creator economy”, where people make money from digital works. This is an extension of its ad business, but one in which it has fallen behind. TikTok and YouTube, in particular, have been better at attracting creators who keep users glued to their screens. In April Facebook said it was developing new audio features, including Clubhouse-like chat rooms where listeners can tip performers. In June it launched Bulletin, a newsletter-hosting service similar to Substack, which popularised the genre. This month Mr Zuckerberg vowed to shower creators on Blue and Instagram with $1bn by the end of next year (he didn’t say what form the payments would take).

Facebook’s second bet looks beyond advertising to e-commerce. It already hosts 1.2m online shops on Blue and Instagram. That puts it in the same league as Shopify, a fast-growing rival to Amazon, which has 1.7m. A month ago Facebook introduced a new way to let buyers try on clothes virtually. It also plans to link its “Shops” offering with Marketplace, its existing peer-to-peer trading service, and WhatsApp, which it wants to turn into a vehicle for chat-based “conversational commerce”, the latest thing in online shopping. Later this year it wants to phase in Diem, its controversial cryptocurrency, which would beef up its payments infrastructure.

For now Facebook has waived seller fees, but they could add a few billion dollars to its turnover as soon as next year. Besides bringing in non-advertising revenues, an e-commerce business would also help the firm with its tracking problem. If shoppers spend more time and leave more data on its platform the inability to follow them elsewhere on the web becomes less important. Mr Shmulik expects e-commerce to fragment into such walled gardens, each combining shopping and advertising, and operated by a tech giant.

Mr Zuckerberg’s grandest gamble concerns the metaverse. When he spent $2bn in 2014 to buy Oculus, a maker of virtual-reality (VR) gear, many thought he was buying himself a toy. But in recent years Facebook has made other VR acquisitions, most recently BigBox VR, developer of “Population: One”, a shooter game similar to “Fortnite”. This hands Facebook control of a hardware platform for VR and “augmented reality” (AR), which serves users digital information as they survey the real world through smart spectacles and the like.

As with e-commerce, part of Facebook’s rationale may be to lessen its dependence on the whims of hardware-makers such as Apple. The potential prize is large. Sales of Oculus headsets contributed around $1bn to Facebook’s revenues last year. If the technology keeps improving, VR and AR are the obvious next phase of gaming, which has matured into an industry with global revenues of $180bn.

Meta-morphosis

Mr Zuckerberg’s ambitions do not stop there, however. He doesn’t see the metaverse, which now has its own division within the firm, merely as a place to enjoy games or other immersive entertainment. Instead, he envisages it as a virtual space where people live and work, in keeping with a dream that geeks have harboured since 1992, when the term “metaverse” was coined by Neal Stephenson, a science-fiction author. In five years’ time, Mr Zuckerberg has said, he would like Facebook no longer to be seen primarily as a social-media company but as a metaverse company.

That would make Facebook cool again. It would also bring more scrutiny from critics worried about the firm’s power. If users start spending 35 hours a week immersed in its virtual world, rather than 35 minutes a day, this may invite regulation that actually bites. For now, the metaverse is inviting something Mr Zuckerberg fears more: competition. Others are sizing up the field, from video-game firms like Roblox and Epic Games, to other tech giants. Apple is reportedly planning its own AR glasses; Microsoft already sells AR goggles. If Facebook beats them to metaverse supremacy, it will have plenty to grin about. Otherwise, expect grimacing.

Correction (July 28th 2021): An earlier version of this article misstated an estimate of Facebook’s advertising earnings per user. We also mistakenly included Instagram in eMarketer’s estimate of time spent on Blue in 2020. Sorry.

This article appeared in the Business section of the print edition under the headline “Faceworld”

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