Charlie Sheen’s use of technology and web 2.0 has earned him big dollars and a ‘winning’ formula for his own personal brand.
The Two And A Half Men star has greatly benefited from his own ability to embrace the internet, exploring all the marketing tools available to him. From breaking a twitter record, to hosting his own internet show on Ustream, the actor has done what few in Hollywood have ever achieved. Parody videos created by fans and websites dedicated to his one-liners are giving the actor non-stop free promotion and this in turn has created an audience of marketers for Charlie Sheen.
His infamous ABC interview gave birth to many of the viral video spoofs we have seen of his ‘radical’ behavior, which in turn, has fueled his twitter fan growth, and other media interview requests. With so many people discussing and sharing his antics, his own brand of controversy has been implanted onto the web, and has helped him sell tickets for his tour dates.
On top of that, Sheen’s regular updates with his fans on twitter provide a direct relationship and route to market. Sure that sounds a little cold, but he does have a following he can reach out to about his products.
Looking at what he did this week, Sheen took the next step in his own web fueled marketing campaign by making a self-parody video. This clever twist gave yet another viral hit to his name, as bloggers and social media re-posted and discussed how outrageous it was to see him spoof himself.
With many dates left on Charlie Sheen’s tour, the actor has a non-stop ‘Bi-Winning’ 24/7 marketing campaign, and other celebrities in the entertainment industry should learn from his online success.
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Lee bounces back, fans 12 as Phillies blank Nats
Back at his best after an unusually brief outing, Cliff Lee struck out 12 in a three-hit shutout, allowing the Phillies to overcome their own problems at the plate in a 4-0 victory over the Nationals.
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Great <b>news</b>: Working population percentage drops to three-decade <b>...</b>
Great news: Working population percentage drops to three-decade low.
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Wii 2 to be revealed at E3 – report <b>News</b> - Wii - Page 1 <b>...</b>
Read our Wii news of Wii 2 to be revealed at E3 – report.
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We’ve been hearing all kinds of Chatter that the next version of Final Cut Pro will debut in Vegas at NAB next week. Thing is, we hear this every year and Apple hasn’t really done a NAB properly in awhile. That’s OK, we’ll take that we can get.
Rumors are flying that Apple will be using the Vegas Supermeet to announce the next version of Final Cut Pro. Supposedly, Apple will be taking over the entire event for their announcement, cancelling all other sponsors, including AJA, Avid, Canon, BlackMagic, Autodesk and others, who were set to give presentations.
Philip Bloom just confirmed with me that Canon has canceled his appearance at the Supermeet. Canon was told last night that Apple has demanded ALL “lecturn” or stage time exclusively. Some sponsors who were not using presenters may continue to sponsor the Vegas event, but none of them will be presenting on the stage. I can’t imagine any news that would warrant this kind of “take-over” other than to announce and demonstrate the next full version of Final Cut Pro and possibly an entirely newly designed FCS4.
(UPDATE: Avid confirmed that Supermeet (Michael Horton) told them last night that their sponsorship had been cancelled. According to Avid, “Apple doesn’t want anyone to have stage time but them.”)
Who’s up for Vegas?
We heard the first concrete details about Apple’s all new Final Cut Pro coming during Spring this year, and recently some new information has come to light. Final Cut Studio expert Larry Jordan was one of the people at Apple’s meeting, demonstrating the upcoming upgrade to the professional film-making software.
Jordan can’t say much about the upgrade, due to an NDA with Apple, but he did say it is a “jaw-dropper.” Besides the “jaw-dropper” part, the thing we are taking most from his blog post is the fact that Apple allowed him to write it up. It appears that Apple already considers the software public knowledge. Afterall, Apple CEO Steve Jobs did tell a 9to5mac reader to buckle up for it.
Thanks to Charlie Sanchez
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Analyst Brian White with Ticonderoga Securities said in a note to investors on Thursday that Apple began "aggressively attacking" the component situation in Japan following the earthquake and tsunami that struck the country. The iPhone maker reportedly sent executives to suppliers immediately to ensure adequate supply of components, and also began offering upfront cash payments.
Separately, White's contacts in Taiwan also revealed that Apple is allegedly securing component capacity using what is known as a "three cover guarantee," referring to capacity, stock and price. Apple's move is seen as one that could potentially block out competitors and prevent them from building ample supply of devices.
The information comes as a separate report out of the Far East suggested that a one-month delay for Research in Motion's PlayBook tablet was as a result of Apple securing most of the available touch panel production capacity. The delay has forced the PlayBook to go on sale after Apple's in-demand iPad 2.
Last month, it was said that Apple could agree to price hikes in order to secure touch panel supply, particularly in the aftermath of the Japan earthquake. Apple was said to be in talks with component makers about touch panel pricing, and allegedly considered some price increases in negotiations.
In the company's last quarterly earnings call, Apple Chief Operating Officer Tim Cook revealed that Apple had invested $3.9 billion of its nearly $60 billion in cash reserves in long-term supply contracts. He declined to reveal what components Apple had put its money toward, citing competitive concerns, but said that it was a strategic move that would position the company well in the future.
Analysts largely believe that the secret investment was related to touch panel displays that are the centerpiece of devices like the iPhone and iPad. One cost breakdown estimated that such an investment could secure Apple 136 million iPhone displays, or 60 million iPad touch panels.
It's a move similar to 2005, when Apple inked a major deal with Samsung to secure longterm supply of flash memory. NAND flash would go on to become a major part of Apple's products, including the iPhone, iPad and new MacBook Air.
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“I remember vividly that first day with Dr. Jess Parker; he showed us a chart of CO2 levels increasing about the time of the industrial revolution,” says Thomas, who works for HSBC bank and participated in a 2007 Climate Champions training program. There, a personal epiphany led to a job title change — the former relationship manager for HSBC Technical Services is now group head of HSBC Technology and Services Sustainability.
Teaching employees the science behind green corporate values and how to make their workplaces sustainable isn’t just for “green” show — done right, it’s good business strategy.
“There seems to be a huge growth of interest among companies to not just keep the environmental initiatives within a subset of employees, but to make it a pervasive part of the corporate culture,” says Krista Badiane, who manages the business and environment program at the National Environmental Education Foundation. And unlike broad, mandated rules — such as carbon caps — companies that create their own initiatives take ownership and credit for sustainable changes, which may well go beyond what laws would have dictated.
By cultivating current workers’ energy-saving ideas and environmental passions, companies can save resources, energy and money as well as boost their eco-friendly reputation. The key is to help employees learn why sustainability matters — for instance, unless it’s slowed, climate change could alter global landscapes and increase natural disasters in our lifetimes. And if employees realize what’s at stake, they’ll find ways to save resources at work — as well as at home.
Worker to Citizen Scientist
His employer, HSBC bank — a global financial services company with 300,000 employees working in 8,000 offices and pre-tax profits topping $11 billion — decided to go carbon neutral in 2005. For the past three years, HSBC bank has partnered with EarthWatch Institute for an international study on climate change’s effects on tree growth, as well as a program that trains employees around the world in sustainability. When workers return to the office after their forest immersion, they find ways to integrate newly learned sustainability lessons in their spheres of influence.
Clarke and the other HSBC technology services managers from around North America — key decision-makers hand picked for the training — earn the title of Sustainability Leader. A larger two-week program trains HSBC employees from all levels — from cashier to marketing staffer — to become Climate Champions.
Such citizen science training helps corporate employees understand the mechanics of science — that systems are complex, and that there are no easy answers. “You learn what a critical state the world is actually in,” says Annette Fasolino of HSBC’s payment operations division in Buffalo, N.Y.
Having that up-close experience with scientists and ecosystems helps employees better grasp how climate change is impacting, and may impact, the world. “Many of these people go back and question their decisions, and make sure they’re making the most sustainable decisions,” says Thomas.
Cultivating the Grassroots
Some companies or groups of motivated employees organize green teams, which promote eco-friendly changes and teach colleagues sustainable alternatives. Initiatives range from banning disposable utensils in the lunchroom to redesigning an operating system to save raw materials. “Ideally, you’re getting some new ideas out of your employees,” says Deborah Fleischer, president of Green Impact, a sustainability consulting service.
Businesses also use social media sites such as Yammer — a private social network for companies — or online training to generate sustainable ideas.
Other companies dangle a carrot — awards and incentives — to get workers to make sustainable choices. Yogurt maker Stonyfield tied facility energy savings (based on energy use per ton of product) to employee bonuses. In this way, the company reduced energy use by more than 22 percent, according to a NEEF report.
To engage workers of all levels, eBay employed competition: a Big Green Idea Contest. To enter, employees identified ways the company could meet greenhouse gas reduction goals; then, employees voted on the top ideas. One idea, the eBay Box — simple, eco-friendly packaging that’s meant to be reused for eBay shipments — has become a useful tool that saves money and resources.
Unfortunately, some companies’ efforts are no more than greenwashing stunts to appear eco-friendly and keep up with their competition. Producing disposable trinkets with “green” logos or launching environmental-focused public relations initiatives while pushing pollution limits does not jive with true sustainability. The companies mentioned here, however, offer genuine solutions that leave a lighter footprint.
Two Kinds of Green
At defense contractor Lockheed Martin, a Camden, Ark., building uses a software system to control lighting and air conditioning, leading to more than $200,000 in reduced costs and savings of 2,332 metric tons of carbon dioxide annually, according to the NEEF report. And at drugmaker Genetech, green teams slashed the use of bottled water, saving the company $200,000 a year by using filtered water machines paired with reusable bottles, according to a white paper by Fleischer, “Green Teams: Engaging Employees in Sustainability.”
But benefits to a company can’t always be calculated in dollars.
“By creating an engaged employee base, we’re really putting it into hearts and minds of employees, and that’s going to be much more powerful and long-term than saying ‘you must turn off your PC,’” says Sharon Walck, senior vice president of sustainability at HSBC North America.
Investing in and teaching sustainable values to workers also boosts retention, according to NEEF, which is extremely important to large corporations. The foundation says losing and replacing a good employee can cost a company between 70 percent and 200 percent of that employee’s annual salary.
And, Badiane says, “employees who are motivated want to work for a company that has the same values.”
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The PPIC study Kolko co-authored sheds light on why historically California’s economy has grown on pace with the national economy even though it usually ranks low in surveys of states whose laws are favorable to business.
While the research suggests many factors that determine long-term economic growth lie beyond the reach of policy makers, Kolko cautioned that policy could still someday trump warm, sunny days on the Pacific coast.
“If California loses its ability to incubate and encourage fast growing industries to be here, that would be unfortunate” in the long term, she said.
Kolko identified two policies in particular, a simpler tax structure rather than a lower tax rate, and a lower share of government expenditure on welfare and transfer payments, as means of hastening economic expansion.
(© 2011 CBS Broadcasting Inc. All Rights Reserved. This material may not be published, broadcast, rewritten, or redistributed.)
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ABC <b>News</b> Exclusive: Pat Tillman's Mom Wants General Stanley <b>...</b>
ABC News' Jake Tapper reports: President Obama named retired General Stanley McChrystal to co-chair a White House commission on military families this week, but according to perhaps the most prominent military family of the last decade, ...
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