So, in preparing to teach a new class about the business at Fordham this fall, he did what any explorer would: He made a map of the universe. (Click on it below to see its full, multicolored detail.)
Shapiro, a former head of cable networks like IFC and Pivot who first floated the map in a LinkedIn post this month, readily acknowledges he is not the first industry cartographer. In the post, he gave a shout-out to one high-profile effort, a media landscape map regularly published by Recode, calling it “very insightful” and noting it was a fixture for years in his classes at NYU.
“However, it’s somewhat incomplete and misleading,” he wrote. “It leaves out the companies that are, in fact, the biggest players in media, and entire sectors which must be considered in context, if you want a true picture of the landscape of media.”
The LinkedIn post drew 100,000-plus views and more than 100 comments, including from fellow college profs and media executives offering suggestions, edits and feedback. A few asked for permission to use it in their classes at Georgetown, UCLA or elsewhere and Shapiro obliged, posting updated versions in the comments section underneath the post.
Financial figures and other metrics came from public filings and, for privately held companies, from reports of recent investments that suggest their estimated planetary circumference.
Unlike the heyday of Rand McNally, a digital map can be constantly updated, which is helpful given potential deals in the future involving TikTok, Microsoft, ViacomCBS and many more. As the pace of consolidation and disruption continues around the world, it’s good to keep a finger poised above the “backspace” button.
Source: – Deadline
'It's just a piece of fabric': Misinformation, media distrust fuelling anti-mask movement, Sask. professor says – CTV News
A distrust of mainstream media and reliance on social media for news is fueling the anti-mask movement, according to a professor at the University of Regina.
“The answer seems to be that people are getting junk information, basically, and probably from social media and that’s driving a lot of what’s going on,” Gordon Pennycook, a behavioural science associate professor at the University of Regina, said.
The anti-mask movement has grown in Saskatchewan over the past few months, despite push back from the Premier and the province’s Chief Medical Health Officer.
“There should be no stigma as to whether someone is wearing a mask or isn’t wearing a mask,” Premier Scott Moe said on Wednesday.
Moe proclaimed the COVID-19 pandemic “is real” during Tuesday’s COVID-19 provincial update, seven months into the fight against the virus.
Anti-mask protests have become common in cities across Saskatchewan in recent months. The No Masks Saskatchewan Facebook group has grown to more than 2,900 members since it was created a month ago.
Pennycook said people joining this group aren’t willing to listen to facts about masks.
“There’s room for reasonable behaviour, but that’s different than joining a Facebook group that’s specifically associated with not liking masks, which is kind of a weird thing to care about, it’s just a piece of fabric over your face,” he said.
CTV News reached out to the creator of the Facebook group for comment, but didn’t receive a response.
Pennycook added Saskatchewan avoiding being hard hit by the initial wave of COVID-19 compared to other parts of Canada and the United States is contributing to people not taking the virus seriously.
“The extent to which people think it’s a serious problem is going to have a huge impact on whether they think masks are effective,” he said.
While the anti-mask movement is vocal, Pennycook doesn’t believe it will spread out of its small portion of the population.
“It’s a pretty small portion of the population that actually has these views,” he said. “The average person is fairly reasonable, they know it’s a mask, there’s a pandemic, it’s not a big deal.”
InvestorChannel's Media Watchlist Update for Wednesday, September 23, 2020, 16:30 EST – InvestorIntel
InvestorChannel’s Media Stocks Watchlist Update video includes the Top 5 Performers of the Day, and a performance review of the companies InvestorChannel is following in the sector.
Sources Include: Yahoo Finance, AlphaVantage FinnHub & CSE.
For more information, visit us at InvestorIntel.com or email us at [email protected]
– Thunderbird Entertainment Group Inc. (TBRD.V) CAD 1.95 (2.63%)
– Zoom Video Communications Inc. (ZM) USD 500.53 (1.61%)
– HubSpot, Inc. (HUBS) USD 283.17 (0.35%)
– Glacier Media Inc. (GVC.TO) CAD 0.23 (0.0%)
– GVIC Communications Corp. (GCT.TO) CAD 0.15 (0.0%)
– Lingo Media Corporation (LM.V) CAD 0.07 (0.0%)
– Moovly Media Inc. (MVY.V) CAD 0.08 (0.0%)
– Postmedia Network Canada Corp. (PNC-A.TO) CAD 1.60 (0.0%)
– Quizam Media Corporation (QQ.CN) CAD 0.49 (0.0%)
– WOW! Unlimited Media Inc. (WOW.V) CAD 0.36 (0.0%)
– ZoomerMedia Limited (ZUM.V) CAD 0.07 (0.0%)
– Slack Technologies Inc. (WORK) USD 26.37 (-0.15%)
– Stingray Group Inc. (RAY-A.TO) CAD 5.37 (-0.19%)
– Adobe Inc. (ADBE) USD 470.39 (-3.37%)
– Wix.com Ltd. (WIX) USD 250.22 (-3.49%)
– MediaValet Inc. (MVP.V) CAD 2.01 (-4.29%)
– Corus Entertainment Inc. (CJR-B.TO) CAD 2.79 (-4.78%)
– Network Media Group Inc. (NTE.V) CAD 0.13 (-7.14%)
– QYOU Media Inc. (QYOU.V) CAD 0.06 (-7.69%)
– Media Central Corporation Inc. (FLYY.CN) CAD 0.01 (-33.33%)
The Organizational Obstacles Of In-Housing Media – Forbes
The actuality of an in-house digital media operation is fraught with organizational, technological and cultural challenges. Any business leader considering establishing or expanding a digital media operation should understand the obstacles before committing.
Ever since the release of ANA’s K2 report on media transparency, marketers and firms have looked for better mechanisms to control their media. For ambitious companies, the desire for more impact has led some to in-house media. The prospect of an in-house team of media-savvy professionals maximizing the firms’ buying power in programmatic is the dream of many senior executives. For instance, 46% of media and marketing decision-makers tell us they pursued an in-house solution “to have more control over our paid media investments.” However, the actuality of an in-house digital media operation is fraught with organizational, technological and cultural challenges. Any business leader considering establishing or expanding a digital media operation should understand the obstacles before committing.
Setting internal expectations that transformational results take commitment is critical.
Firms accustomed to focusing solely on maintaining short-term performance must now also balance long-term transformation. An internal media group delivers a long-term, strategic advantage. Yet, strategic investments will come proofs of concept, capital investments for headcount and reorganizations. This will require you to prepare the organization for a new way of working and new responsibilities. Don’t allow yourself or others to be carried away by the promise of immediate cost savings and increased performance. Those benefits come over time.
Finding and satisfying the high expectations of rarefied media talent is arduous.
Organizations taking advantage of abundant creative and production talent to in source creative services face a highly competitive and fluid digital media talent market. There’s a good reason why 95% of all in-house agencies offer creative services and only 19% offer programmatic media. Digital media, data science and strategy talent are highly sought-after. The meteoric rise of BIG tech gives those firms the resources and reputation to out-recruit. Retention is another matter. The best talent on the market requires career paths, advancement and personal development. Consequently, your ability to recruit and retain talent has less to do with media and more with corporate culture. The sacred cows will either need to step aside or give you the heavy air cover required to effect change.
Aligning the organization to partners’ payment terms causes friction.
Companies enjoying 90- and 120-day (or longer) payment terms with their agencies will experience a rude awakening with the 30- and 60-day payment terms that publishers demand. Your finance department will need to write hundreds and thousands of checks in much shorter cycles. Be prepared to roll up your sleeves to achieve this. As discussed, you’ll need the cooperation and buy-in from the top to alter the institutional mindset.
Establishing short- and long-term partner rules of engagement sparks anxiety.
CMOs and marketers will find themselves mired in an agency melee while they determine the best agency partner(s) to assist in transitioning responsibility and collaborating with the new in-house operation in whatever form it takes. This will make your agency nervous and reluctant to cooperate. However, even the most sophisticated in-house media operations rely on partners. Balancing the new reality with your established partners is necessary. You both need one another. Plan for the future relationship by outlining clear rules of engagement, roles and responsibilities.
Successfully in sourcing portions of your media operation results in structural complexity, as there’s no single universally adopted or agreed-upon approach. The first step is understanding how to get the organization ready to do things differently – from HR to operations to finance. Next, you’ll need to identify the right model to organize the necessary functions of media: strategy, execution, technology and data. Lastly, you need a playbook for establishing or expanding your team.
This post was written by Principal Analyst Jay Pattisall and VP and Principal Analyst Joanna O’Connell, and it originally appeared here.
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