#fashion entrepreneur definition fashion entrepreneur singapore

[bites-kms]

HK Bars: Re-loaded

It’s vox populi that Hong Kong nights are great. The city is alive between the tetris buildings, live music venues, the poured-to-perfection drinks and the incomparable chill and fun vibe people foster. This is a re-vamp of the previous bar-hopping post on Bars in HK. This time, I had the opportunity to explore further and different neighborhoods with friends and fun colleagues. 

Iron Fairies  LG, 1 Hollywood Road, Central, Hong Kong.

With sister locations in Bangkok and Tokyo, this bar is undoubtedly great and one never gets tired of visiting either this or any of the other locations— and, in all cases, it’s quite unlike anywhere else in the city. Sutton’s establishments, one very well renown interior designer and bar entrepreneur, are known for mind-blowing, jaw-dropping, eclectic decor, and The Iron Fairies is no exception. Indeed, this is one bar you’ve got see in person to believe. In LifeStyle Asia Editor in Chief, Micheal Alan words’ the “metal-making tools line the walls, vials of ‘fairy dust’ hang from the ceiling in clusters and — most incredible of all — some 10,000 preserved butterflies dangle overhead, suspended on tiny metal rods (...) are incredible. Watching them sway back and forth is simply mesmerizing”. I guess I’ll have to go to the Tokyo one to make an Iron Fairies hat-trick!

Iron Fairy by LifeStyle Asia  The Woods  G, L, 17-19號 Hollywood Rd, Central, Hong Kong.

This was a great venue where I met my friend Sammie from Singapore. It’s an eclectic bar, around the main area of LKF, where a mirror door disguises it, and a museum-kind-of-display about different cocktail elements merged with design fashion runway aesthetics is part of the charm. Drinks were delicious and music was great. It’s a fantastic alternative to the mainstream happening in the neighborhood. I dared to have a different approach to an old fashion and it was delicious, with a little of spices and herbs. Great choice. Foxglove + Frank’s Library  18 Ice House St, Central, Hong Kong.

This is a great hidden speakeasy featured as a deluxe umbrella shop. Delightful venue, with even more striking and delicious drinks, with super charismatic bartenders made our stay a memorable one. There was this jazz band playing stellar music and then a Philippine guy took the mic and literally brought the house down with his songs (I mean, Frank Sinatra “Fly me to the Moon”, of coz!) and voice. It was so much fun!  There’s a little speakeasy within the speakeasy called “Frank’s Library” and it serves a smaller, more selected list of drinks, in a library setting that isolates the music from Foxglove, turning this little bar into a cozier, more familiar one.  The Old Man- Ernest Hemingway  Lower G/F, 37-39 Aberdeen Street, Soho, Central, Hong Kong, Hong Kong.

Photo Credits: The Old Man - Ernest Hemingway Website Unfortunately, I couldn’t make it to this one. I did have nights to spare, but some of them I just strolled around, got lost and experience some great night walks and dinners, where I ended up with food-commas and completely exhausted. But I’m gonna write it down so I don’t forget to go next time I’ll visit the hood. It was honored as one of the World’s Top 50 Bars in 2018, so it’s a set date for sure. With unique decor, on its website one can read the true inspiration and homage this place gives to the author: “He was a sophisticated drinker, a lover of fine spirits, and a true connoisseur who sought out the best bars from Paris to Pamplona. The Old Man honors Hemingway by taking inspiration from his novels, history, and folklore, and by using novel ingredients and culinary accoutrements – thereby paying tribute to the spirits and cocktails he loved.” Damn... just realized I walked by its door so many times... I guess this time wasn’t meant to be! Piqniq R/F (Rooftop) HQueens, 80 Queen's Road Central, Central, Hong Kong.

This is a nice surprise in the middle of Central HK. After a beautiful Yayoi Kusama art piece and strong pink and red decor that highlights the instagrammable worth of this rooftop, one finds a breathtaking terrace in the middle of Hong Kong skyscrapers with an unforgettable view of the bay and the mountains. A solo glass of prosecco, in between dinners and another bar date closer to the hotel, was exactly what I needed to bond with Hong Kong. 

Sevva  10 Chater Rd, Central, Hong Kong.

This was a fantastic double recommendation from my friend Mau and my friend Angelica. I remember Angelica mentioned it the first time I went to HK but, as it was expected, I was on its door and didn’t manage to find it properly. But this time, I went and enjoyed one of the few last nights with my ex-boss. We managed to find it and dare to take the elevator to the beautiful heights of its bar. It had a great drink list which I decided to pass on and go with my default and solid choice of prosecco to quench my thirst on this warm and cloudy Hong Kong night. We toasted for the good times and for the success we had over these days regarding our pitch.  It was a great experience which definitely made me grow as a professional and as a leader, where I needed to juggle, define, forecast and ask for the resources I needed to make it happen, that included a physical trip to this city to lead in-house workshops. 

Skye  Hong Kong, Causeway Bay, Gloucester Rd, 310號27樓

Skye Bar, provided by Pullman Hotel in Trip Advisor. Promise, this would be my last cheat-recco since I didn’t make it to this one either - although I managed to go to the Ozone Bar at the Ritz Carlton. This bar is similar,  it’s part of the Pullman hotel chain, and the literal cherry on top it’s its funky rooftop bar. Looks fun and with a memorable view.  Ophelia Shop F39A & F41A, 1/F, Lee Tung Avenue, 200 Queen's Rd E, Wan Chai, Hong Kong.

What a bar! Also, quite hard to find in a small pedestrian street in Wan Chai, on a third or four floor, without a sign on it’s outside facade. It’s completely hidden to the naif eye. But this bar, on top of its completely outstanding fashion, hosted by a hot, tall, blond, thick-accented and not quite friendly Russian, is something to experience at least once or twice in a life time. They allowed us to seat on a reserved table since we arrived early and then, when prime time started, the weirdness also made their appearance. This bar has actual women laid down on it’s shelves and bars, with fans, burlesque and S&M outfits, as part of the kitsch decor. I didn’t know how to feel about that but certainly caught my attention and was something I’ve never seen before (and trust me, I’ve seen some weird s*it over the years and trips!)

Ping Pong 129 Second Street L/G Nam Cheong House, Sai Ying Pun, Hong Kong.

What a beautiful and great recco from my friend Pink. I wish we had made it together, but I saved the best for last. Hours before leaving to the airport and after a blogging session in a beautiful cafe near to my hotel (where I almost leave my credit card!) I went for a second-to-last drink to toast for this comeback to Asia and this amazing time in Hong Kong. Below a hidden normal door with no actual sign but an bull-eyed window that, after a closer look one realized is a ping pong paddle, there’s a long stairs that leads you to the best and probably only “Gintoneria” I’ve ever been to. People get crazy with Tequila or Wine bars, but man, this one, was finding Neverland for me. What a fantastic idea. More than Gintoneria, it was paradise. This beautiful neon means “Take care of your body. Seriously, can it get any better than this?? I ended up talking to a video designers and producers from China with rusty English but with tons of willingness to talk to me and make themselves understood from Shenzhen, and actually followed my company on Weibo and managed to connect to FB to follow and add me as a friend. What a great, great finding and an even more fantastic night, today’s font and dear memory! 

[anvigeet]

8 Web Design Trends to Help You Win the Battle

The field of data innovation (IT) is an endless cycle that is developing with something inventive and progressive as time passes. Proficient site planning can be named as the most significant occurrence in such manner. Today, even the littlest organizations have sites, and their development, generally, relies upon how decently their sites are getting along in the internet.

Sites planned and created by digital marketing agency in patna are an essential nowadays assuming a specific business needs to focus on the most extreme number of clients. Hence, it becomes essential for all business sites to stay up with the most recent in the digital space highlighting all that clients all throughout the planet love, as, and respect.

This post investigates probably the most recent web planning patterns that have overwhelmed the year 2020 as well as will remain in the occasions to come-

1-Digital Illustrations

To the extent the visual symbolism in a site is concerned, digital outlines have turned into a vital part as a result of the accompanying reasons-

Digital representations give your plans uniqueness and peculiarity while making sites stand apart from the group with an incredible passionate association with your guests.

READ MORE: What are the basic elements of web designing?

These representations are a flexible instrument in the possession of architects related with any site planning organization that can be utilized to fill countless needs, for example, include depictions or potentially as brief symbol in the route bar.

2-Color Vibrancy

All the digital item fashioners related with a decent web composition organization are making a decent attempt to utilize lively shadings as they give an unparalleled visual interest to a format. The energy in colors assumes a significant part in commanding the notice of the guests and it is perhaps the best and productive approaches to accomplish that in any sort of website composition. Brilliant shadings utilized behind the scenes of the site not just command the notice of the guests effectively yet additionally give them an extraordinary encounter, making exceptional recollections for them worried that specific brand.

3-Hero Video Headers

In contemporary occasions, "Show, don't tell" has turned into an essential rule of an incredible web architecture completed by any web composition organization of substance. Symbolism has consistently been assuming an incredible part in visual plans be it a business site or a promotion for printing purposes.

Aside from it, the symbolism additionally helps website specialists to pass on a specific thought intensely and rapidly. Some time ago expert architects needed to utilize static symbolism to fill the need, yet presently the situation is totally changed. With the utilization of Hero Video Headers, the website specialists' local area is attempting to change over their landing pages into a theater-like encounter.

Video has a unimaginable capacity to connect with clients all the more adequately, and thus, they invest more energy while watching those spellbinding clasps. These exceptionally captivating recordings that are utilized in a saint area can be a clasp of a couple of moments of circled design video to stunning full-length see cuts joined by an amazing voiceover.

4-Bold Typography

Emphatically introduced content has consistently been a urgent piece of the whole planning measure. Any plan made by the fashioners of a decent web composition organization should respect the message that an entrepreneur needs to pass on to its possible guests. At this crossroads, striking typography is the thing that can have a significant effect. Utilizing it, website specialists can put the screen-ruling text in the middle stage. Striking text styles increment coherence as well as fill different utilitarian needs of a site.

5-Geometric Patterns

Some time ago mathematical examples were utilized by inside decorators intensely in the inside just as outside plans. According to the most recent in website composition, website specialists across the globe are utilizing mathematical shapes and examples to convey amazingly lovely and tastefully engaging sites. They are utilizing SVD just as HD quality PNGs as foundations. These foundations upheld by mathematical examples scale incredibly well leaving you very effortless with regards to how they will show up on different screens.

6-In-your-face Interstitials

Pop-ups have made an incredible returned once more, however presently they are more audacious. In present day website architectures, they are called interstitials. All website specialists related with the digital marketing company in singapore are utilizing this website architecture apparatus. These interstitials show up as and when a guest begins exploring to a site while welcoming the person in question to pursue their limited time sorts of stuff.

7-Integrating social media applications

Social media combination is quite possibly the main provisions of an digital site. You will see no site without social media fastens on it nowadays. Interest for social media combination has expanded huge amounts at a time in the previous 10 years and it proceeds. Cell phone clients all throughout the planet are doing everything on versatile nowadays directly from perusing, getting to their online media accounts, to sharing perspectives on various social media stages. All dynamic sites need to have social reconciliation so clients can do the needful according to their advantage and tendency.

8-Flamboyant and gimmicky plans are out

As of late, the website specialists' local area all throughout the planet has begun making and conveying cleaner and sleeker web ideas to give guests better perusing execution. They are keeping away from picture substantial pages that make the stacking system more slow as well as disappoint the clients to the degree that they think after leaving the site.

It is straightforwardness that is giving a totally different definition to the seo services utilizing the negative spaces on a site. Blank areas in sites are not another wonder but rather in 2021 the creators and engineers both are utilizing them for bettering the things.

[astro-onechampionship]

Irina And Monica, Nazee And Joy Talk About Their Alliance

With stakes at an all-time high, it's understandable if the 16 global candidates in The Apprentice: ONE Championship Edition truly went the cutthroat route in this high-stakes game of business competitions and physical challenges. Yet somehow, alliances and friendships were forged along the way, seeing different results for the candidates themselves.

The MoRina Alliance was the most evident, with Monica Millington and Irina Chadsey making it to as far as the top four of this once-in-a-lifetime competition.

"It's not something evil. It's not something that is done to put down the rest of the contestants. It's more of your own support system and having that person you can rely on every step of the way," said Chadsey,  the 29-year-old investment consultant from Russia.

"It's a very strong emotional foundation, and I was very glad and lucky in a sense that I found a partner in Monica because she and I work together so closely. We're linked on an intellectual, emotional, mental level, and we found friends in each other."

Millington, the 30-year-old fashion entrepreneur from the United States, clarified that it wasn't lost between them that only one can win the prize of a $250,000 job offer as ONE Championship chairman and CEO Chatri Sityodtong's protégé and chief of staff at the ONE Championship Global Headquarters in Singapore. But both of them understood that as tough as the competition is, you still need someone to lift you up when you're down.

"We kind of thought about it in the same nature as you would think about the Hunger Games. You know there's only going to be one winner at the end, but you're not going to get to the end if you don't have partners in the game. And so we always said we'll deal with the end when we get to it, we'd fight honorably and we'd support each other and remain human throughout all of this. But you can't fight these huge battles and put on these huge impossible tasks and business challenges 100-percent on your own. You needed allies and you needed partnerships and you needed it, your team to be rooting for you to get as far as we got," she said.

Curiously, the MoRina alliance was brought about when both Monica and Irina felt that Louie Sangalang were planting seeds of doubts back in their time together at Team Valor.

"I had become a target for Louie and Irina had noticed that he was kind of poking people to kind of see how they felt about me," recalled Monica. "And she came up to me and she's like, 'Listen, it's not my best interest to tell you this, but you need to watch your back.' So I thought that was really cool of Irina because she could have very easily sat there and played the game. And we decided to have that conversation instead and we wanted to stay human throughout all of this and we wanted to fight with honor as ourselves instead of succumbing to the competition. And so I think that that was something I really admired about Irina and I wanted to be on her team, because of the way that she addressed that."

Truly, it paid dividends for Millington and Chadsey as they acted as each other's backers when things were down.

"Many times, we wanted to quit every minute. I remember walking down the Andaz hallways being like, 'This is it. I'm gonna walk out and I'm done.' But having Irina or Jessica come up to me and say, 'You're not quitting! You're better than that!' That was really, really important," said Monica.

Not even their firing in episode 11 could dim the standout pitch the MoRina alliance had for Habitat for Humanity, with the two taking pride in how they made their presentations despite all the difficulties they endured.

"Monica and I would literally sleep for 30 minutes before we had to go to present our final presentation on Twilio. We went to the makeup room at about five in the morning to get ourselves ready and we were both looking in our mirrors respectively, and we could feel how the last drips of energy were leaving us. But then Irina slapped [some sense into me] and Monica also did that and we said let's get this (expletive) together," shared Irina. "We were so close and we cannot let this happen. MoRina is stronger than this, and in the end, the passion, the adrenaline, everything kicked in."

"This was the business challenge where Chatri said that this was our best performance ever, because we literally put our 200-percent to make sure that no matter how she would feel, no matter how crappy twe might look, we still put our game on and we're ready to fight."

To a lesser degree, there's also the bond between Nazee Sajedi and Joy Koh -- one that was even noticed by Chatri as a political game being played within Team Conquest that ultimately cost their downfall in the halfway point of the competition.

"There was obviously some alliance already happening from Jess and Kex because they're from the same team. And I don't think it was in that alliance. So it was really difficult to manage these personalities for that task," looked back Joy, who took the role as the project manager in the business task which needed teams to come up with collaborative product Jewel Changi Airport retailers The Shirt Bar and Bengawan Solo.

Tensions were definitely rising in week five that saw Nazee and Joy constantly butt heads with Jessica Ramella, Niraj Puran Rao, and Kexin Ye. Team Conquest's loss that week, however, proved to be costly as Koh was later on shown the door.

Joy, however, argued that more than the in-game alliance, what she had with Nazee isn't solely a political move at all. "It's called a friendship," she said during the reunion show.

"I think it's a real friendship that was happening. I love that girl and we're still really good friends up to this point, even though we're not in the same country anymore. It is quite political because at the end of the day, this is a competition and these people are in there to win some more than others, and so I think for some others they took it a lot more. They did what was politically right, and some others just did what was right."

Like Koh though, Sajedi was soon given the pink slip as she was fired in episode nine.

Still, at the core of it all, these alliances are only rooted on one simple thing: their friendship.

"Monica is one of my best friends for life, I can tell that for sure right now after the competition," said Irina. "I think we are breaking stereotypes about how well Russians and Americans can get together. And secondly, it's all about women supporting women, us uplifting and empowering each other. And I think this competition, with this tough environment that we were in, is such a great example of how you can exemplify these values that are true to yourself."

Catch the episode 12 reunion show of The Apprentice: ONE Championship Edition this week as it is showing across Asia on AXN, the show’s official Asian broadcast partner, with markets to include Singapore, Indonesia, Malaysia, Hong Kong, Philippines, Taiwan, Thailand, Cambodia, Myanmar, and Vietnam.

The Apprentice: ONE Championship Edition is also available on other platforms and TV networks across Asia, including MediaCorp (Singapore), Abema (Japan), KompasTV (Indonesia), Amarin TV (Thailand), LINE TV (Thailand), TV5 Network (Philippines), and HTV (Vietnam).

[marymosley]

Blockchain and IP, the Perfect Match; An interview with Marco Barulli, Founder and Managing Director of Bernstein.io

An interview with Marco Barulli, founder and managing director of Bernstein.io 

Why is the blockchain relevant for IP? 

Let’s start with a good news: humankind is innovating faster than ever. There are many reasons for this exponential creation and exchange of knowledge: the progress of technology, globalization, and increased competitive pressure.

On the other hand, this massive amount of IP is still managed in slow, geographically fragmented and expensive ways. The current IP right system is struggling to keep up with the speed of the digital world, and most innovators are not getting much out of it.

In this scenario, public blockchains represent a great alternative for a new approach to IP management. At their core, public blockchains are a global public registry, independent from any central authority and control. Everyone can have access to an updated copy of this registry, everyone may add something to this registry, but no one will be able to make changes or delete anything. And this new decentralized registry is a perfect tool for creating an indisputable trail of records of all innovation processes.

What is Bernstein and what is Bernstein bringing to intellectual property owners?

Bernstein.io is a web application where innovators can store and certify IP assets of any sort: research results, datasets, audio-visual works, industrial designs, software, manuals, commercial know-how, … Users can structure information in projects and, at any time, request to certify the knowledge included in the project.

Bernstein provides effective IP protection at low effort, low cost. Companies and businesses are using Bernstein to secure the whole creation and innovation lifecycle. They are able to mitigate IP management risks and ultimately enjoy the peace of mind of knowing that their most valuable asset are safe and defensible.

How does exactly Bernstein work? Which technologies does it use? 

Every time a user requires the certification of a project, a new transaction is submitted to the Bitcoin blockchain network. That transaction, signed with the private key of the user – that is the owner of the IP assets – includes a cryptographic fingerprint of the project data. This Bitcoin transaction, therefore, becomes a certificate capable of proving existence, integrity, and ownership of all the files and metadata included in the project.

Bernstein complements the registration of a project on the Bitcoin blockchain with the submission to multiple timestamping authorities (TSA). Currently integrated are the ones from EU and China with more coming soon (Switzerland, Japan, India, …).

Most importantly, Bernstein is a zero-knowledge web application. This means that all data are locally encrypted in the user browser before reaching the Bernstein server. Users are not leaking any information to any third party, including Bernstein itself that just acts as a gateway to multiple certification infrastructures, both decentralized like the blockchain, or centralized like the timestamping authorities of governments.

It sounds cool, but how easy is it actually to use Bernstein?

Very easy. To the user, Bernstein looks like any other regular web application. Ultimately, you can think of Bernstein as an encrypted Dropbox combined with a certification layer. Simply drag-and-drop your files and, with just one click, get your IP assets certified on the blockchain and timestamped by multiple authorities (TSA).

Nothing to install, no crypto keys to generate, no need to worry about storage and backups. No Bitcoin wallet or other cryptocurrencies are required. As easy as that. 

Which are the benefits for law firms and IP professionals?

Bernstein provides the IP practice of law firms with a white-label instance of its web application. A flexible and powerful tool to serve the growing needs and expectations of their clients, from securing trade secrets to defensive publishing.

By integrating the white-label edition of Bernstein in its service portfolio, a law firm can offer to its clients a practical tool for ongoing documentation and certification of their entire R&D process.

And since lawyers know well the challenges their clients are facing, and the risks they are exposed to, they are able to assist and guide them to make the most of Bernstein certifications. 

Ultimately, we love to work with law firms. And we have learned so much from them. Thanks to their inputs, we optimized Bernstein’s functionality to fit many different situations: from proving prior use and prior knowledge against patent trolls, to agile IP management in the fashion and design industry, from producing stronger NDAs and contracts, to generating strong copyright claims.

For those clients engaging in joint research projects and strategic collaborations, the law firm can leverage Bernstein to precisely define the perimeter of background, foreground and sideground knowledge and leverage these definitions in confidential agreements and contracts.

Additionally, Bernstein also strengthens the firm’s position in litigation.

Could you tell me more about the Bernstein team and history?

Bernstein started its operations in 2016 in Munich, Germany, with the initial support of Wayra, the incubator of the global telco operator Telefonica. As a founder, I was joined by Paul Reboh and Jean-Maxime Riviere. While still headquartered in Munich, Bernstein is active through its representatives in many other countries (France, Italy, India, Singapore, Saudi Arabia, …).  

Where will Bernstein be in five years?

Our goal is to make Bernstein the decentralized one-stop shop for all the IP management needs. We want to level the playfield of intellectual property rights, offering to individuals and large corporations alike the same tools, the same affordable solutions to claim and defend their rights over their creations, their inventions.

Why did Bernstein decide to enter the Indian market? 

India is an innovation powerhouse, and there is a growing demand for IP services especially those related to unregistered IP rights, such as trade secrets and copyright. This demand is widespread, from startups to large high-tech corporations. 

There is also a growing ecosystem made of government agencies, incubators and research institutions that is further nurturing the tech development of the country. These players also need the right tools to support local entrepreneurs in establishing and defending the IP they create.

On the other hand, Indian law firms are facing a rapidly changing environment and a shift in expectations from their clients. We are convinced that Bernstein white-label solution is going to be a very effective addition to their service portfolio, capable of attracting and serving this new generation of “digital natives” innovators.

Who has Bernstein appointed to support the Indian market? 

Our Indian operation has only recently come into being. Bret Barnard, (India Executive Business Development), is a strong advocate for all things blockchain, and will be supported via our global network in Asia, Dr Daniela Plewe (Global Business Development Executive). His role is to promote and develop our core user base, particularly in the legal domain, by creating visibility to the Bernstein brand, and augmenting and leveraging Bernstein’s technical tools to create value for law firms and their clients.

How can Bernstein India be contacted?

Bret Barnard is contactable at bret@bernstein.io, where he would be happy to provide assistance and support to any questions or queries, or feel free to reach out to Dr Daniela Plewe at daniela@bernstein.io should you have need for assistance for any other regions.

The post Blockchain and IP, the Perfect Match; An interview with Marco Barulli, Founder and Managing Director of Bernstein.io appeared first on Legal Desire.

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[hvilleicehockey-blog]

Affiliate marketing

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Posted by JoshMacDonald on 2016-01-17 17:39:56

Tagged: , internet , marketing , business , blogging , seo , affiliate , strategies , jobs , inc , company , salary , association , services , definition , degree , consultant , agency , forum , course , bar , blog , manager , tips , training , los , angeles , articles , analyst , atlanta , program , ads , advertising , awards , design , an , hour , day , associates , academy , advice , acronyms , assistant , technology , africa , books , basics , plan , boise , blueprint , benefits , boca , raton , 2015 , models , budget , best , practices , for , beginners , ideas , bsg , cards , topics , by , roberts , zahay , certificate , channels , refer , classes , conferences , careers

The post Affiliate marketing appeared first on Good Info.

[fridlyckans-blog]

What Is Digital Marketing?

Are you confused by the many new and confusing terms associated with digital marketing?

Whatever happened to good old fashioned media such as print, radio and TV?

Unfortunately, the fact is, people have been moving away from traditional media and are now giving more of their time to the internet and mobile phones. So whether you like it or not, knowing how to market through the new media is necessary.

Not convinced?

Take a look around you. How many people do you see using a mobile phone? They are practically everywhere!

People are using their phones to play games, watch videos, communicate with friends and get online. Smart phones like the iPhone are changing the way sales messages are conveyed and can be conveyed.

Where people were used to accepting ads passively in the past, today they have evolved to either shut them out or interact with them. We definitely want the latter. And the digital marketing route allows us to do exactly that through engaging mobile applications or interactive digital content on the web.

Whether you like it or not, the digital revolution has arrived and if you don't want to be banished to oblivion, you have got to learn how to sell effectively to the digital generation!

Digital marketing covers a broad spectrum of marketing avenues.

At the heart of digital marketing is the internet and smart phones. The internet is the universe in which information is disseminated and the smart phone is the medium through which the audience connects to the internet.

Therefore, Digital marketing = Internet marketing + Mobile marketing

The good news is - it can be so much more affordable and cost effective in comparison to print, radio and TV marketing.

In print, radio and TV, you cannot target your listener or viewer and you will never know who saw your ad, who responded or who bought.

In digital marketing, there is minimum wastage in marketing money and you will always know the outcome of your marketing campaign if you plan ahead of execution. You will find out who saw your ad, who responded to it and who bought your product.

The best part is - you can tweak it on the fly to maximize your results.

So the next time you are planning for a marketing campaign, make sure digital marketing is in the list.

Like a man who refuses to go back to a normal phone after he has used a smart phone, you will never want to leave out digital marketing once you have tried it.

Aldric Chang is a creative entrepreneur who runs an iPhone app development company and is frequently invited to conferences to give his experience on app marketing and development. He is also the owner of MediaFreaks - a Singapore digital marketing agency. http://www.rchobbybase.com

[dancingwiththebranches-blog]

How To Meet Single Korean Men And Women For Dating, Friendship Or Marriage

That's the end of the year 2010 and it's time for tourism enthusiasts to look for somewhere for winter retreats. Individuals usually come together and meet at numerous junctures of life and following this there are times when folks depart too. They prefer to obscure what they really feel until they are certain that you like them. But as it's rightly said that some bonds are forever and these are the selfless bonds that are based on mutual understanding and trust. But from pure economics point of view, this tiny little country cannot by any imagination be called "small". These include:. Foreign entrepreneurs who are based in Singapore and incorporate a Singapore company is treated the same as a local entrepreneur. These women like to be honest and simple. China has largest economy of those and has emerged as the second largest in the world (when not including the EU) behind the US although it is anticipated that it will soon overtake and claim top spot. It will be a good place to meet Filipina girls in Abu Dhabi. When dating a woman of a different culture or race, she will likely have some positive and negative stereotypes about your race and background. Experience a relaxed, happy ambiance, great Spanish music, and beautiful dcor. Keep in mind that good bakers get booked very fast so start the planning process well in advance. Highlighting Asian forethought in fashion from a different angle is the increased ability to ascertain the next big thing in the clothing market. Another characteristic that make Asian women unique and more special than others is that they look more beautiful in their natural state. However this interest could also have a fixed preference like many men would want to date a girl from Asia as a result of of her cultural significance and asian web cam additionally as a result of of her ethnicity. Communication is not always verbal. Kyoto University. How did the chart come to exist (Origin)The Chinese pregnancy chart was found buried in a royal tomb and it is said to be over seven hundred years old. I have also, unfortunately, seen examples that did not integrate well or were taken too far. I have also, unfortunately, seen examples that did not integrate well or were taken too far. Here are just a few of them. How does the chart works-ExplanationThe correct age of the pregnant woman must first be known, but it will work effectively if the age is determined according to the Chinese lunar. Foreign entrepreneurs who are based in Singapore and incorporate a Singapore company is treated the same as a local entrepreneur. Meet beautiful Filipino girlslooking for love and marriage right now at http://www. Either for a serious relationship or just a casual one relationship will still take time and effort. It will be a good place to meet Filipina girls in Abu Dhabi. Other trendy colors for Asian hairstyles may include cinnamon and chocolate browns that would definitely look good for those Asian hairs that has naturally dark colored. They feel great pleasure in doing things like cooking to make sure that their partner is content. They feel great pleasure in doing things like cooking to make sure that their partner is content. So, if you are interested in this motif, consider integrating subtle elements one step at a time and make sure you don't have clashing decorative motifs.

[imisshyu]

Mode: Conversation with @IMikaCho - Mika: What’s success to you? Me: Watching you achieve success in life is success to me... Mika: I’m asking your definition... Me: If you are successful I ... Mika: Before you had me... you had “you” ... I’m talking about that “you” as a woman... as a person... Motherhood will definitely change any women and their life. It's so crazy how drastic even the small details change - in such an amazing way. Sometimes to the extent we forget that we existed as ourselves before having our beautiful children. To all mothers out there... Let’s never forget to celebrate the beauty we have as ourselves to continue and evolve as gerek (great) mothers always . Happy Mothers Day! 📷 by @adiyadoni @jaqsonata_studio #MissHyu #IMissHyu #producer #writer #love #story #fashion #designer #hustler #bossbabe #quotes #ootd #Mother #son #cute #boy ----------------------------------------------- #entrepreneur #fashionista #actress #foodblogger #stylish #Malaysia #Shanghai #Singapore #Japan #USA #streetfashion #indonesia #streetstyle #travelblogger (at 。老地方。我们的秘密基地)

[fashion-sight]

How real is Crazy Rich Asians' portrayal of the crazy rich in Singapore? - The Straits Times

The Straits Times

How real is Crazy Rich Asians' portrayal of the crazy rich in Singapore? The Straits Times The 27-year-old entrepreneur told The New Paper: "It was tasteful, and the fashion and jewellery were well done." .... The tiny Hermes bag can cost upwards of $10,000, but the handbag collector said that if she saw one she liked, she would definitely ... and more »

[thisisvegita-blog]

How to Sell Products Online from Home in 2018

There was a time when people supposed that to earn money was not easy and one must have to go out for it. But now it is not true. You can easily earn money by sitting at your home. There is a lot of work available online that you can try out now. Not only males but also females can run a home based business and make money easily. And they can fulfil their dreamt to become an entrepreneur. ‘An Ultimate Guide How to Sell Products Online from Home’ is a gift for those who want to become a businessman but he/she didn’t find a good direction. Also How to Sell Products Online from Home will be easy after this reading.

After reading this writing, you will be known the following business hurdles:

Q1. What products can you sell online? Q2. Where can you sell these products?

So, let’s start this writing to guide you how to Sell Products Online from Home.

What products can you sell online?

I know your first question raises in your mind is that what to sell online. You are not finding what products can you sell online so those will give you a good profit margin.

If you are still struggling to find what to sell online, here are some suggestions that will definitely help you to start your first online business:

Books: Selling books online from home is extremely simple on any eCommerce marketplaces. Amazon and Flipkart give you a good opportunity to sell books on their platforms in easy steps. But why do I suggest you to selling books online? Because most books are free from tax and GST also.

Niche products: Selling unique/ niche products is the most profitable ways to do business online. You can find these niche products from your local vendors.

For example, you can source exclusive Chikan embroidered Kurtis from Lucknow, Genuine leather shoes from Kanpur, or Hyderabadi bangles from Hyderabad, etc. Since these products are specific to their regions, you can easily grab more customers with a wider reach.

“Thanks to the internet whose presence removed the barrier of brick-and-mortar shop and gave us the opportunity for online selling.”

High-demand products: Selling products that are bestsellers is one of the safest ways of starting an online business. For this, you have to do some research for finding best seller products in recent days. When you will get a list of best seller products, then you decide which products are easily available to your location and those can give you good sales and margin also.

Funky electronic products: Some countries are hubs for manufacturing funky, quirky, and unique products at extremely less price. For example, China is the hub for manufacturing of quirky electronic products and offers these products at competitive prices. You can easily import these products and resale these at high prices. Because these products are different and also unique for India. So, the customer’s attention will be high for these products. Products that are not available offline: Selling the product that is not easily available offline is a great idea to sell online first time. As you know that some products are very difficult to find offline. Sometimes the manufacturers don’t provide enough units to the offline retailers. Hence, the customers search these products online. If you have imported these products on your online store, then automatically customers will move to your store.

Hence, I hope there won’t be any problem for you to decide what to sell online.

Where can you sell these products?

Yes, you have arranged the products which you want to sell online. But now the problem is where you can sell these products. The answer is- online platforms.

One of the low risks, easy and quick ways to start a business is to sell products online from home. Here I have compiled some good online places where you can sell products online from home without any complexity:

1. Amazon:

Well known, a big player of eCommerce marketplace, Amazon is the most popular among sellers and buyers. Founded by Jeff Bezos, Amazon is the world’s largest internet company by revenue.

Amazon gives an offer to sell your products on its platform. You just need to register yourself as a seller on Amazon India.

Sell Also: How to become a seller on Amazon? Click Here                          

2. Flipkart:

It was October 2007, when the Flipkart was launched by Sachin and Binny Bansal. The company is registered in Singapore, but its Headquarters are in the city of Bangalore, India. Flipkart sells goods worth an average of INR 54.4 crores daily. The present Valuation of Flipkart is $ 14.2 billion.

Flipkart offers the opportunity to become everyone an entrepreneur. Hence, you can get a start as a seller on Flipkart in some easy steps.

Sell Also: How to sell your product on Flipkart? Click Here

3. Myntra:

Myntra is a B2C Indian business model whose headquarter is located in Bangalore, Karnataka. It is India’s one of the biggest fashion and casual lifestyle products eCommerce company. The company was founded in 2007 with a focus on personalization of gift items.

Since, Myntra offers a Business entity, not an individual to sell on Myntra. So, you need to do a legal registration for your business first to Sell Products Online. If you are not a business entity, then you can leave this platform.

Sell Also: How to Sell on Myntra

4. eBay:

If you have old items lying around your house, you can sell them for cash on world’s number one auction site eBay. The main benefits of selling on eBay include leveraging the site to drive additional traffic to your website and can improve brand recognition.

You list a product today, you get customers tomorrow. You don’t need to worry about promotion, discovery and traffic. That is what eBay does best for your business.

Sell Also: How to sell on eBay

5. Etsy:

Etsy is a marketplace for artists selling handmade and vintage products. Like Amazon and Flipkart, it is one of the most significant brands in eCommerce with a dedicated base of both buyers and sellers. Etsy provides a complete platform for selling handcraft and vintage items, plenty of order management tools, and attracts a huge number of buyers.

Etsy offers a simple and easy process to become an Etsy seller. Where you can start for free. You can get a few initial sales before fully investing in products & inventory.

See Also: How to sell on Etsy?

6. Bonanza:

Bonanza is the best destination for retailers or homemakers who specialize in fashion, home, beauty and art. It has more than 25 thousands registered businesses. Its tagline “Find everything but the ordinary” enables the shoppers to find unique, and often offbeat items on this online marketplace to Sell Products Online.

For sellers, Bonanza charges no listing fees. However, the company does collect a 3.5% closing fee on sales under $500 (Rs.34,000).

7. Bigly:

Bigly is India’s first eCommerce B2b business model where you can find thousands of sellers and suppliers in a single click. Any jobholder, housewife, students, bloggers, ex-servicemen, freelancers, IT professionals, or even 5th standard passed person can become an entrepreneur here.

                         Bigly is an online place where you can find thousands of sellers if your a supplier or can find hundreds of suppliers if you want to become a seller. The platform provides you with the complete solution of sourcing of products, finding sellers and suppliers, inventory and logistic solution to its customers.

Bigly has its app version which makes a very easy to do online business in reality. Bigly app is absolutely free for all the users. You can get 30 days trial period for free in Bigly website. Where you can import 50 products into your online store.

Click here to register yourself as a seller on Bigly

8. Newegg:

Newegg is an online marketplace for computer hardware, electronics, tech gadgets and gear. So, it is the best choice for selling and shopping of electronics gadgets for most of the tech-savvy professionals.

The company was founded in the year 2000 and has more than 33 million customers. Hence, due to the large user base, the company is operating more than 50 countries across the world.

Newegg offers a free option for their seller program. Also, the company has two more paid services with advanced features.

9. Zibbet:

Zibbet is well-known for handmade, fine art, vintage, jewellery, photography and weddings items. It is the best place from where you can start your own online store.

Zibbet offers a free plan, which allows sellers to list and sell up to 10 items in a month without paying any fees. But in the free plan, you can add only one photo of the item. If you want to sell more than 10 items in a month, then you will need to purchase its paid plan.

Click the link to sell your product on Zibbet for free

As a result, the time is for the final word of this writing. Hence, tell me how was today’s writing, “How to Sell Products Online from Home”? Kindly put your words below in the box.

[junru-tan]

5 Fashion Homegrown Singapore Brands You Should Shop Now

With the growing market of online retailers, shopping has never been easier. All you need to do is with a click of the finger and the item will be delivered right to your doorsteps. However, overseas websites can be a hassle, requiring a US address or a third party seller for the transaction to go through and let’s not forget how costly international shipping can be.

How about buying products that are locally produced? With plenty of homegrown talents in Singapore, the fashion industry is booming and there are 5 stalls you should definitely check it out.

1. Carrie K

Carolyn Kan leaves her 12-year career and embarked on a year-long sabbatical to discovered her true passion, making jewellery. After a two-year silversmithing programme at Nanyang Academy Fine Arts (NAFA), she started Carrie K. Four years on, she now owns a studio and showroom, where her products are sold in nine Singapore stores, including Strangelets and Front Rows, eight overseas stores; Saudi Arabia, Japan, Australia, South Korea, Italy, the United States and China, and online at carriekrocks.com.

2. Love Bonito

Started out as a passion project in 2006, the founders, Rachel Lim and Viola Tan has turned Love Bonito into one of Singapore’s leading online boutique offering quality and exquisite clothing specifically for females. Creating clothes that empowered women with confidence and build a community of female for support and encouragement. Ten years down the road, Love Bonito has ventured out of Singapore and into neighbouring countries; Malaysia and Indonesia. International purchase can be made through lovebonito.com.

3. Nana & Bird

Began as a pop-up store at Georgina Koh’s home in Tiong Bahru, Nana & Bird has branched out into an online boutique and opened a permanent store in Singapore. Co-founders, Georgina Koh and Tan Chiew Ling, abide by the philosophy of “only selling what they would buy for themselves”, hence, classic items are showcased in the stores by independent designers from around the world. Purchase of merchandise can be made through the permanent store or online at shop.nanaandbird.com.

4. The Tinsel Rack

Seems like the phrase, “blood is thicker than water” is true. Siblings have an unwritten code that connects them with a similar mindset. Founded in 2010, The Tinsel Rack (TTR) is run by two lovely and passionate siblings, Joyce and Jolene. New collections are launched on a weekly basis where most of their apparels are manufactured under their in-house labels and customers can be assured of something exclusive. Purchase of merchandise can be made through the online site at www.thetinselrack.com.

Here’s a short interview with one of them, Joyce:

What inspired you to do come up with the business?

I was an avid online shopper before I started The Tinsel Rack, and my interest in the fashion industry grew from there. It was also when I first started the tertiary education that I started to be more adventurous when it came to dolling up. Back when we first started designing our own collections, there were not many online stores which were doing the same. We recognised that there were many shoppers who preferred donning exclusive designs which cannot be found off the mass market and hence started delving into the creation of designs under our own label.

Is there a designer/fashionista who inspire you in your creations?

There isn’t any particular person who inspires me when it comes to creating designs for the TTR label. Our designs are simple and inspiration often comes in many forms. It ranges anywhere from the pieces off the runway to the people whom we come across on the streets on a day-to-day basis.

Do you have any advice for aspiring entrepreneurs?

There is no golden rule which I follow but I guess it will be a decent start if you go in the direction of whatever you’re passionate about and start working ground up from there. I always believe in this saying, “If you love what you do, then you’d never have worked a day in your life.” Do something which makes you happy to get out of bed every day!

5. Young Hungry Free

Source

Opened for only three years, Young Hungry Free is one of the fastest growing online boutiques in Singapore. Owned by Winnie Ong, the brand focus on style differentiation; showcasing edgy clothes that are bolder in the shades of neutral and monochrome. Purchase of merchandise can be made through the online site at younghungryfree.com.

Originally posted on VerventMag: Link.

[shuying877]

Customer Success Manager (Malaysia) job at Ematic Solutions Malaysia

On a mission to help brands turn their email channel into an ROI machine with AI.

We’re a nimble team of email experts, metric-obsessed marketers, developers and data nerds who believe that AI can take email marketing where it has never been before.

Our technology harnesses the power of predictive AI and automated optimization to help brands unlock massive revenue gains while turning email into their most profitable marketing channel.

Hundreds of customers have achieved exceptional results using our product – including some of the world’s most loved brands in beauty, eCommerce, fashion, hospitality, travel, and tech. We have also been backed by world-class investors such as 500 Startups, MDI/Telkom, Wavemaker Partners and Convergence Ventures.

Founded in 2012 and headquartered in Singapore, our global family of 80+ awesome people is spread across offices in San Francisco, Singapore, Indonesia, Malaysia, Thailand, Philippines, Vietnam and Bosnia (with more offices currently in the works).

If you’re ready to create the future of email marketing at a dynamic, fast-growing startup with rapidly expanding possibilities, we’d love to hear from you.

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A Customer Success Manager plays an integral part within the Customer Success portfolio, as a

relationship manager to the customer. A CSM is responsible for day to day activities of the

customers’ as he/she answers all questions relating to email marketing activities. As part of a data-

driven Customer Success team, you will gain valuable data analysis skills and the technical aspects of

email marketing. This gives you the necessary knowledge and hard skills that you need to progress to

an email marketing specialist and strategist.

Responsibilities:

As a Customer Success Manager, you will be responsible for the following:

1) Successful adoption and onboarding with our customers, ensuring their platforms are up

and running for the strategies put in place

2) As part of a SaaS company, you will be ensuring retention and satisfaction by building strong

and trusted relationship with our customers

3) Proactively anticipate their needs to make their businesses more effective and successful

with the use of Ematic’s solution

4) Work collaboratively with the Customer Success Strategists and Customer Success Engineers

to constantly deliver performance and manage account escalations

5) Work collaboratively with other departments within Ematic to advocate any issues

1) 0-2 years relevant experience in account management and customer service, or with

relevant academic experience

2) Excellent written and verbal communication skills. Experiences working in a multi-cultural

environment is a plus

a. Candidates applying for positions in Thailand, Vietnam, Philippines, Indonesia,

Malaysia are expected to be proficient in the local language

3) Detail-oriented, proactive and resourceful when dealing with different customers’ request

4) Constantly shows initiative and take on different responsibilities outside the job scope

5) Basic Mailchimp knowledge is a plus

6) Must be willing to work flexible hours to adapt to customers’ requests

7) Able to multi-task effectively and adjust quickly to different situations

8) Willingness to learn, driven and have an entrepreneur mindset

From http://www.startupjobs.asia/job/34946-customer-success-manager-malaysia-customer-service-job-at-ematic-solutions-malaysia

from https://startupjobsasiablog.wordpress.com/2017/11/29/customer-success-manager-malaysia-job-at-ematic-solutions-malaysia/

[touristguidebuzz]

Uber’s Self-Inflicted Woes Have Created a Wave of Legal Challenges

Travis Kalanick, the deposed CEO of Uber. Operations that happened under his leadership of the company have led to multiple criminal probes in the U.S. Bloomberg

Skift Take: Uber's new CEO may or may not be able to get the brand past its multiple challenges. The truth is, the previous CEO was never going to get Uber past them because his successes were so closely tied to the issues that are now causing it so much trouble.

— Jason Clampet

Shortly after taking over Uber Technologies Inc. in September, Dara Khosrowshahi told employees to brace for a painful six months. U.S. officials are looking into possible bribes, illicit software, questionable pricing schemes and theft of a competitor’s intellectual property. The very attributes that, for years, set the company on a rocket-ship trajectory—a tendency to ignore rules, to compete with a mix of ferocity and paranoia—have unleashed forces that are now dragging Uber back to down to earth.

Uber faces at least five criminal probes from the Justice Department—two more than previously reported. Bloomberg has learned that authorities are asking questions about whether Uber violated price-transparency laws, and officials are separately looking into the company’s role in the alleged theft of schematics and other documents outlining Alphabet Inc.’s autonomous-driving technology. Uber is also defending itself against dozens of civil suits, including one brought by Alphabet that’s scheduled to go to trial in December.

“There are real political risks for playing the bad guy”

Some governments, sensing weakness, are moving toward possible bans of the ride-hailing app. London, one of Uber’s most profitable cities, took steps to outlaw the service, citing “a lack of corporate responsibility” and specifically, company software known as Greyball, which is the subject of yet another U.S. probe. (Uber said it didn’t use the program to target officials in London, as it had elsewhere, and will continue to operate there while it appeals a ban.) Brazil is weighing legislation that could make the service illegal—or at least treat it more like a taxi company, which is nearly as offensive in the eyes of Uber.

Interviews with more than a dozen current and former employees, including several senior executives, describe a widely held view inside the company of the law as something to be tested. Travis Kalanick, the co-founder and former CEO, set up a legal department with that mandate early in his tenure. The approach created a spirit of rule-breaking that has now swamped the company in litigation and federal inquisition, said the people, who asked not to be identified discussing sensitive matters.

Kalanick took pride in his skills as a micromanager. When he was dissatisfied with performance in one of the hundreds of cities where Uber operates, Kalanick would dive in by texting local managers to up their game, set extraordinary growth targets or attack the competition. His interventions sometimes put the company at greater legal risk, a group of major investors claimed when they ousted him as CEO in June. Khosrowshahi has been on an apology tour on behalf of his predecessor since starting. Spokespeople for Kalanick, Uber and the Justice Department declined to comment.

Kalanick also defined Uber’s culture by hiring deputies who were, in many instances, either willing to push legal boundaries or look the other way. Chief Security Officer Joe Sullivan, who previously held the same title at Facebook, runs a unit where Uber devised some of the most controversial weapons in its arsenal. Uber’s own board is now looking at Sullivan’s team, with the help of an outside law firm.

Salle Yoo, the longtime legal chief who will soon leave the company, encouraged her staff to embrace Kalanick’s unique corporate temperament. “I tell my team, ‘We’re not here to solve legal problems. We’re here to solve business problems. Legal is our tool,’” Yoo said on a podcast early this year. “I am going to be supportive of innovation.”

From Uber’s inception, the app drew the ire of officials. After a couple years of constant sparring with authorities, Kalanick recognized he needed help and hired Yoo as the first general counsel in 2012. Yoo, an avid tennis player, had spent 13 years at the corporate law firm Davis Wright Tremaine and rose to become partner. One of her first tasks at Uber, according to colleagues, was to help Kalanick answer a crucial question: Should the company ignore taxi regulations?

Around that time, a pair of upstarts in San Francisco, Lyft Inc. and Sidecar, had begun allowing regular people to make money by driving strangers in their cars, but Uber was still exclusively for professionally licensed drivers, primarily behind the wheel of black cars. Kalanick railed against the model publicly, arguing that these new hometown rivals were breaking the law. But no one was shutting them down. Kalanick, a fiercely competitive entrepreneur, asked Yoo to help draft a legal framework to get on the road.

By January 2013, Kalanick’s view of the law changed. “Uber will roll out ridesharing on its existing platform in any market where the regulators have tacitly approved doing so,” Kalanick wrote in a since-deleted blog post outlining the company’s position. Uber faced some regulatory blowback but was able to expand rapidly, armed with the CEO’s permission to operate where rules weren’t being actively enforced. Venture capitalists rewarded Uber with a $17 billion valuation in 2014. Meanwhile, other ride-hailing startups at home and around the world were raising hundreds of millions apiece. Kalanick was determined to clobber them.

One way to get more drivers working for Uber was to have employees “slog.” This was corporate speak for booking a car on a competitor’s app and trying to convince the driver to switch to Uber. It became common practice all over the world, five people familiar with the process said.

Staff eventually found a more efficient way to undermine its competitors: software. A breakthrough came in 2015 from Uber’s office in Sydney. A program called Surfcam, two people familiar with the project said, scraped data published online by competitors to figure out how many drivers were on their systems in real-time and where they were. The tool was primarily used on Grab, the main competitor in Southeast Asia. Surfcam, which hasn’t been previously reported, was named after the popular webcams in Australia and elsewhere that are pointed at beaches to help surfers monitor swells and identify the best times to ride them.

Surfcam raised alarms with at least one member of Uber’s legal team, who questioned whether it could be legally operated in Singapore because it may run afoul of Grab’s terms of service or the country’s strict computer-crime laws, a person familiar with the matter said. Its creator, who had been working out of Singapore after leaving Sydney, eventually moved to Uber’s European headquarters in Amsterdam. He’s still employed by the company.

“This is the first time as a lawyer that I’ve been asked to be innovative.”

Staff at home base in San Francisco had created a similar piece of software called Hell. It was a tongue-in-cheek reference to the Heaven program, which allows employees to see where Uber drivers are in a city at a given moment. With Hell, Uber scraped Lyft data for a view of where its rival’s drivers were. The legal team decided the law was unclear on such tactics and approved Hell in the U.S., a program first reported by technology website the Information.

Now as federal authorities investigate the program, they may need to get creative in how to prosecute the company. “You look at what categories of law you can work with,” said Yochai Benkler, co-director of Harvard University’s Berkman Klein Center for Internet and Society. “None of this fits comfortably into any explicit prohibitions.”

Uber’s lawyers had a hard time keeping track of all the programs in use around the world that, in hindsight, carried significant risks. They signed off on Greyball, a tool that could tag select customers and show them a different version of the app. Workers used Greyball to obscure the actual locations of Uber drivers from customers who might inflict harm on them. They also aimed the software at Lyft employees to thwart any slog attempts.

The company realized it could apply the same approach with law enforcement to help Uber drivers avoid tickets. Greyball, which was first covered by the New York Times, was deployed widely in and outside the U.S. without much legal oversight. Katherine Tassi, a former attorney at Uber, was listed as Greyball supervisor on an internal document early this year, months after decamping for Snap Inc. in 2016. Greyball is under review by the Justice Department. In another case, Uber settled with the Federal Trade Commission in August over privacy concerns with a tool called God View.

Uber is the world’s most valuable technology startup, but it hardly fits the conventional definition of a tech company. Thousands of employees are scattered around the world helping tailor Uber’s service for each city. The company tries to apply a Silicon Valley touch to the old-fashioned business of taxis and black cars, while inserting itself firmly into gray areas of the law, said Benkler.

“There are real political risks for playing the bad guy, and it looks like they overplayed their hand in ways that were stupid or ultimately counterproductive,” he said. “Maybe they’ll bounce back and survive it, but they’ve given competitors an opening.”

Kalanick indicated from the beginning that what he wanted to achieve with Yoo was legally ambitious. In her first performance review, Kalanick told her that she needed to be more “innovative.” She stewed over the feedback and unloaded on her husband that night over a game of tennis, she recalled in the podcast on Legal Talk Network. “I was fuming. I said to my husband, who is also a lawyer: ‘Look, I have such a myriad of legal issues that have not been dealt with. I have constant regulatory pressures, and I’m trying to grow a team at the rate of growth of this company.’”

By the end of the match, Yoo said she felt liberated. “This is the first time as a lawyer that I’ve been asked to be innovative. What I’m hearing from this is I actually don’t have to do things like any other legal department. I don’t have to go to best practices. I have to go to what is best for my company, what is best for my legal department. And I should view this as, actually, freedom to do things the way I think things should be done, rather than the way other people do it.”

Prosecutors may not agree with Yoo’s assumptions about how things should be done. Even when Yoo had differences of opinion with Kalanick, she at times failed to challenge him or his deputies, or to raise objections to the board.

After a woman in Delhi was raped by an Uber driver, the woman sued the company. Yoo was doing her best to try to manage the fallout by asking law firm Khaitan & Co. to help assess a settlement. Meanwhile, Kalanick stepped in to help craft the company’s response, privately entertaining bizarre conspiracy theories that the incident had been staged by Indian rival Ola, people familiar with the interactions have said. Eric Alexander, an Uber executive in Asia, somehow got a copy of the victim’s medical report in 2015. Kalanick and Yoo were aware but didn’t take action against him, the people said. Yoo didn’t respond to requests for comment.

The mishandling of the medical document led to a second lawsuit from the woman this year. The Justice Department is now carrying out a criminal bribery probe at Uber, which includes questions about how Alexander obtained the report, two people said. Alexander declined to comment through a spokesman.

In 2015, Kalanick hired Sullivan, the former chief security officer at Facebook. Sullivan started his career as a federal prosecutor in computer hacking and intellectual property law. He’s been a quiet fixture of Silicon Valley for more than a decade, with stints at PayPal and EBay Inc. before joining Facebook in 2008.

It appears Sullivan was the keeper of some of Uber’s darkest secrets. He oversees a team formerly known as Competitive Intelligence. COIN, as it was referred to internally, was the caretaker of Hell and other opposition research, a sort of corporate spy agency. A few months after joining Uber, Sullivan shut down Hell, though other data-scraping programs continued. Another Sullivan division was called the Strategic Services Group. The SSG has hired contractors to surveil competitors and conducts extensive vetting on potential hires, two people said.

Last year, Uber hired private investigators to monitor at least one employee, three people said. They watched China strategy chief Liu Zhen, whose cousin Jean Liu is president of local ride-hailing startup Didi Chuxing, as the companies were negotiating a sale. Liu Zhen couldn’t be reached for comment.

Sullivan wasn’t just security chief at Uber. Unknown to the outside world, he also took the title of deputy general counsel, four people said. The designation could allow him to assert attorney-client privilege on his communications with colleagues and make his e-mails more difficult for a prosecutor to subpoena.

Sullivan’s work is largely a mystery to the company’s board. Bloomberg learned the board recently hired a law firm to question security staff and investigate activities under Sullivan’s watch, including COIN. Sullivan declined to comment. COIN now goes by a different but similarly obscure name: Marketplace Analytics.

As Uber became a global powerhouse, the balance between innovation and compliance took on more importance. An Uber attorney asked Kalanick during a company-wide meeting in late 2015 whether employees always needed to follow local ride-hailing laws, according to three people who attended the meeting. Kalanick repeated an old mantra, saying it depended on whether the law was being enforced.

A few hours later, Yoo sent Kalanick an email recommending “a stronger, clearer message of compliance,” according to two people who saw the message. The company needed to adhere to the law no matter what, because Uber would need to demonstrate a culture of legal compliance if it ever had to defend itself in a criminal investigation, she argued in the email.

Kalanick continued to encourage experimentation. In June 2016, Uber changed the way it calculated fares. It told customers it would estimate prices before booking but provided few details.

Using one tool, called Cascade, the company set fares for drivers using a longstanding formula of mileage, time and demand. Another tool called Firehouse let Uber charge passengers a fixed, upfront rate, relying partly on computer-generated assumptions of what people traveling on a particular route would be willing to pay.

Drivers began to notice a discrepancy, and Uber was slow to fully explain what was going on. In the background, employees were using Firehouse to run large-scale experiments offering discounts to some passengers but not to others.

“Lawyers don’t realize that once they let the client cross that line, they are prisoners of each other from that point on”

While Uber’s lawyers eventually looked at the pricing software, many of the early experiments were run without direct supervision. As with Greyball and other programs, attorneys failed to ensure Firehouse was used within the parameters approved in legal review. Some cities require commercial fares to be calculated based on time and distance, and federal law prohibits price discrimination. Uber was sued in New York over pricing inconsistencies in May, and the case is seeking class-action status. The Justice Department has also opened a criminal probe into questions about pricing, two people familiar with the inquiry said.

As the summer of 2016 dragged on, Yoo became more critical of Kalanick, said three former employees. Kalanick wanted to purchase a startup called Otto to accelerate the company’s ambitions in self-driving cars. In the process, Otto co-founder Anthony Levandowski told the company he had files from his former employer, Alphabet, the people said. Yoo expressed reservations about the deal, although accounts vary on whether those were conveyed to Kalanick. He wanted to move forward anyway. Yoo and her team then determined that Uber should hire cyber-forensics firm Stroz Friedberg in an attempt to wall off any potentially misbegotten information.

Alphabet’s Waymo sued Uber this February, claiming it benefited from stolen trade secrets. Uber’s board wasn’t aware of the Stroz report’s findings or that Levandowski allegedly had Alphabet files before the acquisition, according to testimony from Bill Gurley, a venture capitalist and former board member, as part of the Waymo litigation. The judge in that case referred the matter to U.S. Attorneys. The Justice Department is now looking into Uber’s role as part of a criminal probe, two people said.

As scandal swirled, Kalanick started preaching the virtues of following the law. Uber distributed a video to employees on March 31 in which Kalanick discussed the importance of compliance. A few weeks later, Kalanick spoke about the same topic at an all-hands meeting.

Despite their quarrels and mounting legal pressure, Kalanick told employees in May that he was promoting Yoo to chief legal officer. Kalanick’s true intention was to sideline her from daily decisions overseen by a general counsel, two employees who worked closely with them said. Kalanick wrote in a staff email that he planned to bring in Yoo’s replacement to “lead day to day direction and operation of the legal and regulatory teams.” This would leave Yoo to focus on equal-pay, workforce-diversity and culture initiatives, he wrote.

Before Kalanick could find a new general counsel, he resigned under pressure from investors. Yoo told colleagues last month that she would leave, too, after helping Khosrowshahi find her replacement. He’s currently interviewing candidates. Yoo said she welcomed a break from the constant pressures of the job. “The idea of having dinner without my phone on the table or a day that stays unplugged certainly sounded appealing,” she wrote in an email to her team.

The next legal chief won’t be able to easily shed the weight of Uber’s past. “Lawyers don’t realize that once they let the client cross that line, they are prisoners of each other from that point on,” said Marianne Jennings, professor of legal and ethical studies in business at Arizona State University. “It’s like chalk. There’s a chalk line: It’s white; it’s bright; you can see it. But once you cross over it a few times, it gets dusted up and spread around. So it’s not clear anymore, and it just keeps moving. By the time you realize what’s happening, if you say anything, you’re complicit. So the questions start coming to you: ‘How did you let this go?’”

©2017 Bloomberg L.P.

This article was written by Eric Newcomer from Bloomberg and was legally licensed through the NewsCred publisher network. Please direct all licensing questions to legal@newscred.com.

[rollinbrigittenv8]

Uber’s Self-Inflicted Woes Have Created a Wave of Legal Challenges

Travis Kalanick, the deposed CEO of Uber. Operations that happened under his leadership of the company have led to multiple criminal probes in the U.S. Bloomberg

Skift Take: Uber's new CEO may or may not be able to get the brand past its multiple challenges. The truth is, the previous CEO was never going to get Uber past them because his successes were so closely tied to the issues that are now causing it so much trouble.

— Jason Clampet

Shortly after taking over Uber Technologies Inc. in September, Dara Khosrowshahi told employees to brace for a painful six months. U.S. officials are looking into possible bribes, illicit software, questionable pricing schemes and theft of a competitor’s intellectual property. The very attributes that, for years, set the company on a rocket-ship trajectory—a tendency to ignore rules, to compete with a mix of ferocity and paranoia—have unleashed forces that are now dragging Uber back to down to earth.

Uber faces at least five criminal probes from the Justice Department—two more than previously reported. Bloomberg has learned that authorities are asking questions about whether Uber violated price-transparency laws, and officials are separately looking into the company’s role in the alleged theft of schematics and other documents outlining Alphabet Inc.’s autonomous-driving technology. Uber is also defending itself against dozens of civil suits, including one brought by Alphabet that’s scheduled to go to trial in December.

“There are real political risks for playing the bad guy”

Some governments, sensing weakness, are moving toward possible bans of the ride-hailing app. London, one of Uber’s most profitable cities, took steps to outlaw the service, citing “a lack of corporate responsibility” and specifically, company software known as Greyball, which is the subject of yet another U.S. probe. (Uber said it didn’t use the program to target officials in London, as it had elsewhere, and will continue to operate there while it appeals a ban.) Brazil is weighing legislation that could make the service illegal—or at least treat it more like a taxi company, which is nearly as offensive in the eyes of Uber.

Interviews with more than a dozen current and former employees, including several senior executives, describe a widely held view inside the company of the law as something to be tested. Travis Kalanick, the co-founder and former CEO, set up a legal department with that mandate early in his tenure. The approach created a spirit of rule-breaking that has now swamped the company in litigation and federal inquisition, said the people, who asked not to be identified discussing sensitive matters.

Kalanick took pride in his skills as a micromanager. When he was dissatisfied with performance in one of the hundreds of cities where Uber operates, Kalanick would dive in by texting local managers to up their game, set extraordinary growth targets or attack the competition. His interventions sometimes put the company at greater legal risk, a group of major investors claimed when they ousted him as CEO in June. Khosrowshahi has been on an apology tour on behalf of his predecessor since starting. Spokespeople for Kalanick, Uber and the Justice Department declined to comment.

Kalanick also defined Uber’s culture by hiring deputies who were, in many instances, either willing to push legal boundaries or look the other way. Chief Security Officer Joe Sullivan, who previously held the same title at Facebook, runs a unit where Uber devised some of the most controversial weapons in its arsenal. Uber’s own board is now looking at Sullivan’s team, with the help of an outside law firm.

Salle Yoo, the longtime legal chief who will soon leave the company, encouraged her staff to embrace Kalanick’s unique corporate temperament. “I tell my team, ‘We’re not here to solve legal problems. We’re here to solve business problems. Legal is our tool,’” Yoo said on a podcast early this year. “I am going to be supportive of innovation.”

From Uber’s inception, the app drew the ire of officials. After a couple years of constant sparring with authorities, Kalanick recognized he needed help and hired Yoo as the first general counsel in 2012. Yoo, an avid tennis player, had spent 13 years at the corporate law firm Davis Wright Tremaine and rose to become partner. One of her first tasks at Uber, according to colleagues, was to help Kalanick answer a crucial question: Should the company ignore taxi regulations?

Around that time, a pair of upstarts in San Francisco, Lyft Inc. and Sidecar, had begun allowing regular people to make money by driving strangers in their cars, but Uber was still exclusively for professionally licensed drivers, primarily behind the wheel of black cars. Kalanick railed against the model publicly, arguing that these new hometown rivals were breaking the law. But no one was shutting them down. Kalanick, a fiercely competitive entrepreneur, asked Yoo to help draft a legal framework to get on the road.

By January 2013, Kalanick’s view of the law changed. “Uber will roll out ridesharing on its existing platform in any market where the regulators have tacitly approved doing so,” Kalanick wrote in a since-deleted blog post outlining the company’s position. Uber faced some regulatory blowback but was able to expand rapidly, armed with the CEO’s permission to operate where rules weren’t being actively enforced. Venture capitalists rewarded Uber with a $17 billion valuation in 2014. Meanwhile, other ride-hailing startups at home and around the world were raising hundreds of millions apiece. Kalanick was determined to clobber them.

One way to get more drivers working for Uber was to have employees “slog.” This was corporate speak for booking a car on a competitor’s app and trying to convince the driver to switch to Uber. It became common practice all over the world, five people familiar with the process said.

Staff eventually found a more efficient way to undermine its competitors: software. A breakthrough came in 2015 from Uber’s office in Sydney. A program called Surfcam, two people familiar with the project said, scraped data published online by competitors to figure out how many drivers were on their systems in real-time and where they were. The tool was primarily used on Grab, the main competitor in Southeast Asia. Surfcam, which hasn’t been previously reported, was named after the popular webcams in Australia and elsewhere that are pointed at beaches to help surfers monitor swells and identify the best times to ride them.

Surfcam raised alarms with at least one member of Uber’s legal team, who questioned whether it could be legally operated in Singapore because it may run afoul of Grab’s terms of service or the country’s strict computer-crime laws, a person familiar with the matter said. Its creator, who had been working out of Singapore after leaving Sydney, eventually moved to Uber’s European headquarters in Amsterdam. He’s still employed by the company.

“This is the first time as a lawyer that I’ve been asked to be innovative.”

Staff at home base in San Francisco had created a similar piece of software called Hell. It was a tongue-in-cheek reference to the Heaven program, which allows employees to see where Uber drivers are in a city at a given moment. With Hell, Uber scraped Lyft data for a view of where its rival’s drivers were. The legal team decided the law was unclear on such tactics and approved Hell in the U.S., a program first reported by technology website the Information.

Now as federal authorities investigate the program, they may need to get creative in how to prosecute the company. “You look at what categories of law you can work with,” said Yochai Benkler, co-director of Harvard University’s Berkman Klein Center for Internet and Society. “None of this fits comfortably into any explicit prohibitions.”

Uber’s lawyers had a hard time keeping track of all the programs in use around the world that, in hindsight, carried significant risks. They signed off on Greyball, a tool that could tag select customers and show them a different version of the app. Workers used Greyball to obscure the actual locations of Uber drivers from customers who might inflict harm on them. They also aimed the software at Lyft employees to thwart any slog attempts.

The company realized it could apply the same approach with law enforcement to help Uber drivers avoid tickets. Greyball, which was first covered by the New York Times, was deployed widely in and outside the U.S. without much legal oversight. Katherine Tassi, a former attorney at Uber, was listed as Greyball supervisor on an internal document early this year, months after decamping for Snap Inc. in 2016. Greyball is under review by the Justice Department. In another case, Uber settled with the Federal Trade Commission in August over privacy concerns with a tool called God View.

Uber is the world’s most valuable technology startup, but it hardly fits the conventional definition of a tech company. Thousands of employees are scattered around the world helping tailor Uber’s service for each city. The company tries to apply a Silicon Valley touch to the old-fashioned business of taxis and black cars, while inserting itself firmly into gray areas of the law, said Benkler.

“There are real political risks for playing the bad guy, and it looks like they overplayed their hand in ways that were stupid or ultimately counterproductive,” he said. “Maybe they’ll bounce back and survive it, but they’ve given competitors an opening.”

Kalanick indicated from the beginning that what he wanted to achieve with Yoo was legally ambitious. In her first performance review, Kalanick told her that she needed to be more “innovative.” She stewed over the feedback and unloaded on her husband that night over a game of tennis, she recalled in the podcast on Legal Talk Network. “I was fuming. I said to my husband, who is also a lawyer: ‘Look, I have such a myriad of legal issues that have not been dealt with. I have constant regulatory pressures, and I’m trying to grow a team at the rate of growth of this company.’”

By the end of the match, Yoo said she felt liberated. “This is the first time as a lawyer that I’ve been asked to be innovative. What I’m hearing from this is I actually don’t have to do things like any other legal department. I don’t have to go to best practices. I have to go to what is best for my company, what is best for my legal department. And I should view this as, actually, freedom to do things the way I think things should be done, rather than the way other people do it.”

Prosecutors may not agree with Yoo’s assumptions about how things should be done. Even when Yoo had differences of opinion with Kalanick, she at times failed to challenge him or his deputies, or to raise objections to the board.

After a woman in Delhi was raped by an Uber driver, the woman sued the company. Yoo was doing her best to try to manage the fallout by asking law firm Khaitan & Co. to help assess a settlement. Meanwhile, Kalanick stepped in to help craft the company’s response, privately entertaining bizarre conspiracy theories that the incident had been staged by Indian rival Ola, people familiar with the interactions have said. Eric Alexander, an Uber executive in Asia, somehow got a copy of the victim’s medical report in 2015. Kalanick and Yoo were aware but didn’t take action against him, the people said. Yoo didn’t respond to requests for comment.

The mishandling of the medical document led to a second lawsuit from the woman this year. The Justice Department is now carrying out a criminal bribery probe at Uber, which includes questions about how Alexander obtained the report, two people said. Alexander declined to comment through a spokesman.

In 2015, Kalanick hired Sullivan, the former chief security officer at Facebook. Sullivan started his career as a federal prosecutor in computer hacking and intellectual property law. He’s been a quiet fixture of Silicon Valley for more than a decade, with stints at PayPal and EBay Inc. before joining Facebook in 2008.

It appears Sullivan was the keeper of some of Uber’s darkest secrets. He oversees a team formerly known as Competitive Intelligence. COIN, as it was referred to internally, was the caretaker of Hell and other opposition research, a sort of corporate spy agency. A few months after joining Uber, Sullivan shut down Hell, though other data-scraping programs continued. Another Sullivan division was called the Strategic Services Group. The SSG has hired contractors to surveil competitors and conducts extensive vetting on potential hires, two people said.

Last year, Uber hired private investigators to monitor at least one employee, three people said. They watched China strategy chief Liu Zhen, whose cousin Jean Liu is president of local ride-hailing startup Didi Chuxing, as the companies were negotiating a sale. Liu Zhen couldn’t be reached for comment.

Sullivan wasn’t just security chief at Uber. Unknown to the outside world, he also took the title of deputy general counsel, four people said. The designation could allow him to assert attorney-client privilege on his communications with colleagues and make his e-mails more difficult for a prosecutor to subpoena.

Sullivan’s work is largely a mystery to the company’s board. Bloomberg learned the board recently hired a law firm to question security staff and investigate activities under Sullivan’s watch, including COIN. Sullivan declined to comment. COIN now goes by a different but similarly obscure name: Marketplace Analytics.

As Uber became a global powerhouse, the balance between innovation and compliance took on more importance. An Uber attorney asked Kalanick during a company-wide meeting in late 2015 whether employees always needed to follow local ride-hailing laws, according to three people who attended the meeting. Kalanick repeated an old mantra, saying it depended on whether the law was being enforced.

A few hours later, Yoo sent Kalanick an email recommending “a stronger, clearer message of compliance,” according to two people who saw the message. The company needed to adhere to the law no matter what, because Uber would need to demonstrate a culture of legal compliance if it ever had to defend itself in a criminal investigation, she argued in the email.

Kalanick continued to encourage experimentation. In June 2016, Uber changed the way it calculated fares. It told customers it would estimate prices before booking but provided few details.

Using one tool, called Cascade, the company set fares for drivers using a longstanding formula of mileage, time and demand. Another tool called Firehouse let Uber charge passengers a fixed, upfront rate, relying partly on computer-generated assumptions of what people traveling on a particular route would be willing to pay.

Drivers began to notice a discrepancy, and Uber was slow to fully explain what was going on. In the background, employees were using Firehouse to run large-scale experiments offering discounts to some passengers but not to others.

“Lawyers don’t realize that once they let the client cross that line, they are prisoners of each other from that point on”

While Uber’s lawyers eventually looked at the pricing software, many of the early experiments were run without direct supervision. As with Greyball and other programs, attorneys failed to ensure Firehouse was used within the parameters approved in legal review. Some cities require commercial fares to be calculated based on time and distance, and federal law prohibits price discrimination. Uber was sued in New York over pricing inconsistencies in May, and the case is seeking class-action status. The Justice Department has also opened a criminal probe into questions about pricing, two people familiar with the inquiry said.

As the summer of 2016 dragged on, Yoo became more critical of Kalanick, said three former employees. Kalanick wanted to purchase a startup called Otto to accelerate the company’s ambitions in self-driving cars. In the process, Otto co-founder Anthony Levandowski told the company he had files from his former employer, Alphabet, the people said. Yoo expressed reservations about the deal, although accounts vary on whether those were conveyed to Kalanick. He wanted to move forward anyway. Yoo and her team then determined that Uber should hire cyber-forensics firm Stroz Friedberg in an attempt to wall off any potentially misbegotten information.

Alphabet’s Waymo sued Uber this February, claiming it benefited from stolen trade secrets. Uber’s board wasn’t aware of the Stroz report’s findings or that Levandowski allegedly had Alphabet files before the acquisition, according to testimony from Bill Gurley, a venture capitalist and former board member, as part of the Waymo litigation. The judge in that case referred the matter to U.S. Attorneys. The Justice Department is now looking into Uber’s role as part of a criminal probe, two people said.

As scandal swirled, Kalanick started preaching the virtues of following the law. Uber distributed a video to employees on March 31 in which Kalanick discussed the importance of compliance. A few weeks later, Kalanick spoke about the same topic at an all-hands meeting.

Despite their quarrels and mounting legal pressure, Kalanick told employees in May that he was promoting Yoo to chief legal officer. Kalanick’s true intention was to sideline her from daily decisions overseen by a general counsel, two employees who worked closely with them said. Kalanick wrote in a staff email that he planned to bring in Yoo’s replacement to “lead day to day direction and operation of the legal and regulatory teams.” This would leave Yoo to focus on equal-pay, workforce-diversity and culture initiatives, he wrote.

Before Kalanick could find a new general counsel, he resigned under pressure from investors. Yoo told colleagues last month that she would leave, too, after helping Khosrowshahi find her replacement. He’s currently interviewing candidates. Yoo said she welcomed a break from the constant pressures of the job. “The idea of having dinner without my phone on the table or a day that stays unplugged certainly sounded appealing,” she wrote in an email to her team.

The next legal chief won’t be able to easily shed the weight of Uber’s past. “Lawyers don’t realize that once they let the client cross that line, they are prisoners of each other from that point on,” said Marianne Jennings, professor of legal and ethical studies in business at Arizona State University. “It’s like chalk. There’s a chalk line: It’s white; it’s bright; you can see it. But once you cross over it a few times, it gets dusted up and spread around. So it’s not clear anymore, and it just keeps moving. By the time you realize what’s happening, if you say anything, you’re complicit. So the questions start coming to you: ‘How did you let this go?’”

©2017 Bloomberg L.P.

This article was written by Eric Newcomer from Bloomberg and was legally licensed through the NewsCred publisher network. Please direct all licensing questions to legal@newscred.com.

[pilarcorbould-blog]

Finest Outdoor Parks For Children In Singapore

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