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The pace of applications and closings on new construction fell from January, while the average loan size also declined, despite a period of lower rates. View the full article

AI's rapid growth also means that even the best crafted plans might need to be adjusted in a few years if not months, Anthropic and Google leaders said at ICE Experience 2026. View the full article

Danish soldiers sent to Arctic island in January were also given blood supplies in case of combatView the full article

Every time a new large language model (LLM) drops or Google tweaks an AI Overview, the SEO industry loses its mind. We develop this weird collective amnesia, scrambling to optimize for features that were actually mapped out in patent offices 10 years ago. We’re so obsessed with the now and the next that we’ve stopped looking at the blueprints. If you want to survive 2026, stop trying to be a futurist. Instead, be an archaeologist. To actually deliver for our clients, we need a research framework that isn’t just reactive. It has to be a balance: Look back at the foundational patents to understand the rules, and look ahead to see how AI is finally being given the muscle to enforce them. The archaeology of SEO There’s a massive misconception that to understand AI search, you need to be a prompt engineer or read every new research paper from OpenAI. You don’t. The logic governing today’s magic is often math that was written a decade ago. We can’t talk about patent research without honoring the late, great Bill Slawski. For 20 years, he was the SEO industry’s archaeologist. While everyone else was arguing about keyword density, he was reading dry, technical filings to predict exactly where we’re standing right now. History proves his method worked. Agent rank (2007): Slawski analyzed agent rank nearly 20 years ago. It described digital signatures connecting content to authors and assigning reputation scores. We ignored it then. Now? We call it E-E-A-T. Google finally got the computing power to actually run the numbers. The fact repository (2006): Long before the Knowledge Graph was a thing, Slawski found patents for a “Browseable Fact Repository.” Today, that same logic is the engine behind answer engines. The algorithm isn’t magic. It’s math. When a new feature drops today, the engineering blueprints were likely filed between 2007 and 2016. If you want to win, go read the old stuff. Dig deeper: The origins of SEO and what they mean for GEO and AIO Your customers search everywhere. Make sure your brand shows up. The SEO toolkit you know, plus the AI visibility data you need. Start Free Trial Get started with Strategy vs. mechanics: From ‘strings’ to ‘verified things’ Don’t get buried in buzzwords. Categorize your learning into two buckets: ”strategy” or ”mechanic.” For years, the industry talked about moving from strings to things (entities). But in 2026, that’s just the baseline. We’ve moved from strings to verifiable things. An entity is worthless if the AI can’t prove it’s real. Think of it like building a house: Semantic SEO is the architecture: It’s the vision. It’s making sure the meaning of your site actually matches what the user is looking for. Entity SEO is the bricklaying: It’s using distinct nouns to build that vision so a machine can parse it. Verification is the mortgage: This is the part most people miss. It’s turning those entities into findable, provable facts connected to a verified human. If you aren’t connecting your content to a provable human expert, you’re just adding to the noise. AEO vs. GEO: Let’s stop using these interchangeably The industry often uses AEO and GEO synonymously, but they require different content structures and serve different objectives. Answer engine optimization (AEO) AEO is for the “direct answer.” Think Siri, Alexa, or that single snippet at the top of the page. It’s binary. It’s rooted in those 2006 fact repository patents. You need ”confidence anchors.” These are unnuanced, structured facts. The engine isn’t “thinking,” it’s fetching. If your fact isn’t provable and anchored to a verified source, the engine won’t risk a hallucination by citing you. Generative engine optimization (GEO) GEO is for the “synthesis.” This is Gemini or ChatGPT search explaining how something works. It was formally defined by researchers at Princeton and Georgia Tech in 2023. You need information gain. These engines don’t just want a fact; they want to see how Concept A affects Concept B. They’re looking for relationships and unique perspectives. In short, AEO is about being the fact. GEO is about being the authority that the AI trusts to explain those facts. Dig deeper: SEO, GEO, or ASO? What to call the new era of brand visibility in AI [Research] Get the newsletter search marketers rely on. See terms. The trap of forward-projecting: Why the ‘basics’ are still the ‘floor’ There’s a danger in becoming an SEO time traveler. If you spend all your time in the patent archives or stress-testing GEO relationships, you might forget that the AI still has to reach your content. You can have the most verified, E-E-A-T-heavy content in the world, but if your site’s technical health is a mess, the confidence anchors will never weigh in. The persistence of technical debt Basic SEO requirements haven’t changed. The tolerance for ignoring them has simply disappeared. Crawl budget and efficiency: If your site is bloated with zombie pages or redirect loops, you’re wasting the crawler’s time. LLMs aren’t just looking for content. They’re looking for the cleanest path to a fact. Core Web Vitals (CWV): More than a ranking factor, it’s a user-utility requirement. If your site doesn’t load instantly, the AI won’t recommend it as a source in a GEO overview. The headless promise (and reality) Many of the frustrating technical SEO issues we’ve fought for years — like bloated JavaScript and poor Largest Contentful Paint (LCP) — are finally being solved by headless/composable architectures. By decoupling the front end from the back end, we can deliver the raw, lightning-fast data that answer engines crave while maintaining a high-end experience for humans. But headless isn’t a “get out of SEO jail free” card. It solves the speed problem, but it introduces new risks around dynamic rendering and metadata delivery. Whether you’re on a 20-year-old CMS or a cutting-edge headless build, the today requirements are non-negotiable: Clean URL structures: If the AI can’t deduce the hierarchy from the URL, you’ve already lost the semantic battle Internal linking (the nervous system): This is how you prove relationships between entities. If your internal linking is broken, your synthesis logic doesn’t exist. Indexability: If the bot is blocked by a poorly configured robots.txt or a noindex tag left over from staging, the most brilliant “verified human” insights in the world are invisible You don’t get to play in the frontier of AEO and GEO until you’ve mastered the floor of technical SEO. Don’t let the shiny new objects make you forget the shovel work. Dig deeper: Thriving in AI search starts with SEO fundamentals The SEO time traveler checklist Phase 1: The archive The Slawski deep dive: Stop reading the latest “AI is changing everything” blog posts for five minutes. Go back to the SEO by the Sea archives. Search for Slawski’s analysis on the Knowledge Graph or the user context. You’ll see the 2026 roadmap hidden in plain sight. The E-E-A-T math audit: Check your assets against Patent 2015/0331866. Are you actually providing the contribution metrics (such as verifiable reviews) that the patent specifically asks for? Phase 2: The laboratory The verification pivot: Audit your entities. Are they just names on a page? Link them to a verified LinkedIn profile or a Knowledge Panel. If it’s not verified, it’s not an entity, it’s just a string of text. Schema stress testing: Don’t just use a plugin and walk away. Experiment with nesting. Try nesting a Person inside a Service as the provider. It works — I’ve seen it trigger rich results when nothing else did. Phase 3: The frontier The confidence anchor audit: Look at your top pages. Does every topic have a clear definition? [Entity] is [attribute]. If you’re being vague, you’re invisible to AEO. The synthesis test: This is a quick one. Paste your article into an LLM and ask it to explain the relationship between your two main topics using only your text. If it has to go to the web to find the answer, you haven’t built the relationship well enough for GEO. See the complete picture of your search visibility. Track, optimize, and win in Google and AI search from one platform. Start Free Trial Get started with The synthesis: Becoming the architect The SEO time traveler isn’t looking back because they’re nostalgic. They’re looking back because they want the blueprint. When you realize AEO is just the modern enforcement of a 20-year-old patent and GEO is just the evolution of semantic relationships, the chaos of AI updates disappears. Stop optimizing for strings. Start optimizing for verified facts. Give the engine a fact it can’t doubt, connected to a person it trusts, and a relationship it can’t ignore. The future of search wasn’t written this morning — it was written years ago. You just have to be the one to actually build it. Dig deeper: The future of SEO: Why optimization still matters, whatever you call it References and further reading On the evolution of fact-based search (AEO foundations) The fact repository patent: Google LLC. (2006). Browseable Fact Repository. U.S. Patent 7,761,436. Analyzing the architecture of structured information retrieval. Knowledge Vault research: Dong, X. L., et al. (2014). Knowledge Vault: A Web-Scale Infrastructure for Probabilistic Knowledge Fusion. Google Research. Detailing how engines assign “confidence scores” to facts before retrieval. Authoritative verification: Google Search Central. Fact Check Structured Data (ClaimReview). Official documentation on how engines verify claims through structured data. On generative engine optimization (GEO foundations) The GEO framework: Aggarwal, V., et al. (2023). GEO: Generative Engine Optimization. Princeton University, Georgia Institute of Technology, and the Allen Institute for AI. The definitive study on how LLMs cite and prioritize authoritative sources. The Slawski legacy: Slawski, B. (Various). SEO by the Sea Archives. For historical context on Agent Rank, phrase-based indexing, and entity metrics. View the full article

A reader writes: I had an awkward moment the other day with a client and it made me think that others have probably made similar mistakes, and it could be fun to hear from everyone. I’m a lawyer and working with a client preparing to testify about their innocence after being in jail for decades. I was in the prison working with him earlier this week, and he was doing really great work, and as feedback I kept telling him he was “killing it!” As in, “You’re killing it!” And, “Great job killing it!” Alison, he’s unfairly in jail for murder and has been his whole adult life. I know that, and yet for the life of me Could. Not. Stop. Saying. It. In my subsequent reflection and shame, I realized others must have similar stories of just saying the absolute wrong thing to the wrong person at work. If you’re ever thinking of a call for stories, I bet these would be good! By all means, let’s have at it in the comment section! The post let’s talk about times when you said the exact wrong thing at work appeared first on Ask a Manager. View the full article

For decades, in the name of workplace equality we’ve encouraged women to enter male-dominated professions because those jobs are better paid, more prestigious, and more powerful. Women engineers. Women in tech. Women in leadership. That agenda still matters but it is not enough. One of the great blind spots of our time is that we rarely ask the opposite question with equal seriousness: why are we doing so little to bring men into professions dominated by women? We do need many more men in care professions—nursing, teaching, social work, child care, elder care, and support services. The gender gap we should be talking about is not only women missing from AI jobs. It is men missing from care. The jobs of the future are already here Across advanced economies, the occupations facing the most severe labor shortages are often those dominated by women. Nursing, home care, child care, teaching, elder care, disability support and social work are under strain in most countries. Population aging will intensify this dramatically. As societies grow older, the demand for care rises structurally. Yet when people talk about “the jobs of the future,” the imagination still turns to technology, even as a rising neo-Luddite skepticism questions whether the tech sector will still provide jobs at all. In reality, the largest recruitment needs are far less futuristic. They are jobs we already know well: nurses, teachers, caregivers, therapists, home aides. Technology may assist them, but it will not replace the human attention, empathy, judgment, and reassurance these professions require. In other words, many of the most important jobs of tomorrow are those that have long been treated as secondary. And they happen to be overwhelmingly female. The great asymmetry Women have spent decades being encouraged to enter male-dominated fields. Governments, companies, and universities have promoted women in STEM, women in leadership, and women in politics. But the reverse movement has barely (if ever) occurred. Men have made very few incursions into what the scholar Richard Reeves calls the HEAL professions—health, education, administration and literacy. While women have increasingly entered STEM fields, men have not moved into HEAL. The result is a striking asymmetry. Gender equality has largely meant inviting women to enter male professions and adopt male-coded behaviors—assertiveness, competitiveness, authority. The reverse movement—encouraging men to enter female-dominated professions or embrace traditionally “feminine” skills like care and relational attention—has simply never happened. This reinforces an old hierarchy: that “productive” work—historically masculine and industrial—is more valuable than “reproductive” work, meaning care, education, and social support. Yet this hierarchy makes little sense. Without care, no society can function. Without teachers, nurses, and caregivers, no economy can sustain itself. These professions are not peripheral to prosperity. They are its very foundation. Why care work remains devalued Care professions remain underpaid, understaffed, and symbolically undervalued. Part of the reason is historical. Activities associated with nurturing, teaching, maintaining households, and caring for the vulnerable have long been coded as feminine—and therefore taken for granted. But there is also a labor market dynamic at work. Sociologists have observed that when a profession becomes feminized, its relative prestige and wages often decline. Teaching and clerical work are examples of occupations that lost status as women became the majority. The opposite sometimes happens as well: when men enter a profession in larger numbers, its status can rise. Men working in female-dominated professions often benefit from a glass escalator: they may be promoted faster, perceived as very competent, or steered toward leadership roles. While this dynamic is unjust, it also reveals something important: male presence can change how a profession is perceived. If more men entered care professions, these jobs might gain bargaining power, prestige, and better pay. The cultural cost of male absence from care The absence of men from care professions is first and foremost a cultural issue. Boys grow up with very few visible male role models in care. In nurseries, primary schools, hospitals, elder-care homes, and social services, they see women almost exclusively. The message is thus absorbed early: caring professions are not for you, young man. This matters beyond care work per se because care work fosters skills that modern societies desperately need—empathy, communication, patience, emotional intelligence, cooperation. Their absence in male socialization has lethal consequences. Discussions about a “crisis of masculinity” often focus on male loneliness, educational decline, online radicalization, or fascination with strongmen. But far less attention is paid to the structural distance many men have from relational work—the kinds of daily interactions that cultivate emotional literacy and social connection. They long for intimacy but lack the language to express it. Emotional expression had been trained out of them. Care as an antidote to the crisis of masculinity Across the Western world, public discourse has become increasingly brutal. The celebration of domination, the contempt for vulnerability, and the glorification of force have become visible features of contemporary politics—particularly in movements that frame masculinity in terms of aggression, and resentment. But it is not enough to criticize toxic masculinity. We also need positive models of masculinity rooted in responsibility, empathy, and service. Care professions offer precisely that. Male nurses, teachers, caregivers, and social workers embody a different form of male authority—one grounded in competence, patience, and protection. They provide boys with visible examples of men who listen, support and accompany others. And they remind us that masculinity does include care. How to attract more men into care professions If the absence of men from care is a structural problem, it requires structural solutions. 1. Create visible male role models Boys rarely see men working in early education, nursing, or social services. Recruitment campaigns and public narratives should highlight male caregivers, teachers, and nurses as respected professionals. 2. Challenge stereotypes early Career orientation in schools still reflects traditional gender norms. Encouraging boys to consider HEAL professions must begin early, before occupational choices solidify. 3. Improve pay and working conditions Low wages and difficult working conditions deter workers of all genders. Revaluing care economically is essential to attracting both men and women. 4. Use targeted recruitment campaigns Governments and training institutions actively recruit women into STEM. Similar initiatives could encourage men to enter nursing, teaching, and care work. 5. Normalize caring masculinities Media and cultural narratives matter. Representations of men as caregivers—fathers, teachers, nurses, mentors—help redefine what masculinity can look like. Gender equality should not mean inviting women to abandon care for prestige. It should mean recognizing care as central to society—and ensuring that both women and men participate in it. These jobs are essential. If the future of work is increasingly about sustaining human life—educating children, supporting the vulnerable, caring for the elderly—then the absence of men from these roles is a problem. View the full article

The delay in its shareholder meeting to approve the sale to UWM Holdings put Two Harbors back in play, and an undisclosed buyer has stepped up with a new offer. View the full article

Defining your sales strategy is essential for achieving success in today’s competitive market. It starts with creating an Ideal Customer Profile (ICP) that helps you pinpoint your target audience. Next, you’ll want to develop a Unique Selling Proposition (USP) that sets your product apart from competitors. From there, mapping out the lead conversion process will guide potential customers toward making a purchase. Nonetheless, there’s more to take into account, including ongoing training and collaboration between your sales and marketing teams. Discover the final steps needed for a robust strategy. Key Takeaways Identify your Ideal Customer Profile (ICP) to understand which companies benefit most from your offerings and their specific challenges. Develop a Unique Selling Proposition (USP) that highlights what sets your product apart in the market and addresses customer needs. Map out the lead conversion process to guide prospects through Awareness, Consideration, Decision, and Purchase stages effectively. Establish a coaching framework for continuous training and support for sales representatives, utilizing data-driven insights for improvement. Ensure collaboration between sales and marketing teams for consistent messaging and shared goals, enhancing overall campaign effectiveness. Create Your Ideal Customer Profile Creating your Ideal Customer Profile (ICP) is a crucial step in refining your sales strategy. By defining your ICP, you can identify the specific companies that will benefit most from your product or service. Key elements to take into account include demographics like company size, industry, and location, along with the challenges these potential customers face. Grasping their problems helps you tailor your offerings effectively. Including an ICP in your sales strategy is important, as it allows you to customize your messaging and outreach efforts, increasing engagement and conversion rates. Conducting thorough market research to analyze competitors’ strategies and identify gaps can improve your ICP, ensuring that your sales strategy remains aligned with evolving market dynamics and customer needs. Develop a Unique Selling Proposition A Unique Selling Proposition (USP) is essential for distinguishing your product in a crowded marketplace, as it defines why customers should choose you over competitors. To develop a strong USP, you need to understand customer needs and challenges, which can be achieved through market research and analyzing customer feedback. A well-defined USP highlights unique features or benefits that competitors don’t address, enhancing your product’s perceived value. Keep your USP concise and memorable, ensuring it resonates with your target audience. This clarity allows your sales representatives to communicate it effectively during interactions. Companies with a strong USP are more likely to build customer loyalty, cultivating trust and reinforcing the reasons for customers to choose your solutions over others. Map Out the Lead Conversion Process Once you’ve established a Unique Selling Proposition, it’s time to focus on mapping out your lead conversion process. This process is essential for guiding prospects from interest to purchase. Start by identifying business challenges and ideal customer profiles (ICPs). Each stage of the sales process should address customer pain points effectively. Here’s a simple table to help you visualize the stages: Stage Focus Area Awareness Generate Interest Consideration Validate Needs Decision Offer Solutions Purchase Close the Deal Incorporate emotional elements, as trust greatly impacts buying decisions. Regularly review and refine your map to adapt to changing buyer behaviors, ensuring improved effectiveness in closing deals. Establish a Coaching Framework Establishing a coaching framework for your sales team is crucial, as it guarantees that representatives receive ongoing training and upskilling to stay current with industry trends and best practices. Implementing data-driven, automated coaching programs personalizes training, offering feedback based on individual performance metrics. This approach improves sales effectiveness considerably. Here are some key benefits of a solid coaching framework: It identifies areas for improvement using tools like Salesken’s software, tailoring coaching for better results. Consistent support boosts team morale and reduces turnover, nurturing a culture of growth. A well-defined framework strengthens collaboration between sales and marketing, ensuring aligned messaging and building audience trust. Ensure Sales and Marketing Collaboration To guarantee that your sales and marketing teams work effectively together, it’s vital to focus on consistent communication and shared goals. Collaborative efforts secure consistent brand messaging, which builds audience trust and clarity in communication. When these teams align, companies can experience a 19% faster growth rate, as they share insights on customer behavior and preferences. Unified messaging improves campaign effectiveness, allowing for a more cohesive approach to reaching target customers. In addition, marketing teams create content that supports sales efforts by addressing customer pain points and objections. Regular communication and joint strategy sessions enhance lead quality, ensuring both teams target the same ideal customer profiles (ICPs), ultimately driving better results for your business. Frequently Asked Questions What Are the Five Steps to Building Your Sales Strategy? To build your sales strategy, start by evaluating your current sales performance and conducting a SWOT analysis, identifying your strengths, weaknesses, opportunities, and threats. Next, define your target audience by creating ideal customer profiles that detail their demographics and challenges. Then, set SMART goals to guide your team. After that, develop your sales tactics, choosing between inbound and outbound strategies. Finally, implement and monitor your strategy using CRM tools to track performance continuously. How to Define a Sales Strategy? To define a sales strategy, start by identifying your target customers and their needs. Segment these customers based on demographics or behavior to tailor your approach. Set SMART goals that guide your sales efforts, making certain they’re specific and measurable. Choose appropriate selling channels, like direct sales or digital marketing, that fit your audience’s preferences. Finally, regularly review and adapt your strategy based on performance data and market conditions to guarantee ongoing effectiveness. What Is Step 5 in the Sales Process? Step 5 in the sales process is Closing. Here, you encourage leads to finalize their purchasing decisions as you address any remaining objections or concerns. It’s essential to make prospects feel confident about their choices. You should be prepared with strong arguments and evidence to counter objections. Effective closing techniques include highlighting product benefits and offering post-sale support options. Tracking your conversion rate from opportunity to sale can help assess your success in this stage. What Are the 5 P’s of Sales? The 5 P’s of sales are crucial for comprehending and optimizing your approach. They include Product, which focuses on what you offer and how it meets customer needs. Price refers to setting a competitive rate based on value and market conditions. Place involves choosing the right distribution channels to reach your audience effectively. Finally, Promotion encompasses the methods you use to communicate your product’s value, such as advertising and public relations. Conclusion Defining your sales strategy is crucial for success. By identifying your Ideal Customer Profile, crafting a Unique Selling Proposition, mapping out the lead conversion process, establishing a coaching framework, and ensuring collaboration between sales and marketing, you create a structured approach. This method not just streamlines your efforts but additionally improves your ability to connect with the right prospects, in the end increasing conversions. Implement these five steps to build a robust sales strategy that drives results effectively. Image via Google Gemini and ArtSmart This article, "How to Define Your Sales Strategy in 5 Steps?" was first published on Small Business Trends View the full article

Hotels in the UAE are placing staff on unpaid leave and shuttering buildings as occupancy levels plummetView the full article

The U.S. and Israel’s war with Iran has thrust the Strait of Hormuz once again into the crosshairs of a geopolitical conflict. Iran has ground to a halt nearly all traffic in the waterway that connects the Persian Gulf to the rest of the globe’s oceans, shutting down a critical path for the world’s flow of oil. Attacks on commercial ships and threats of further strikes have stopped nearly all tankers from carrying oil, gas and other goods through the passage. That’s also led to cuts from some of the world’s largest producers, because their crude has nowhere to go. This is hardly the first time the Strait of Hormuz has been weaponized. Ship seizures and past fighting in the region have raised alarm for commercial ships, at times severely disrupting their ability to sail through. Iran has also repeatedly threatened to close the strait in response to sanctions and other tensions over the years, but stopped short of cutting off traffic entirely. Even with the bulk of traffic halted amid the current war, dozens of vessels have still managed to cross the waterway, according to maritime and trade data platforms. While Iran and Oman both have territory in the Strait of Hormuz, its narrow shipping channels are viewed as international waters through which all ships can travel. Still, Tehran holds significant influence over the passage through its nearby military presence and control of key islands in the area. The latest clash, now in its third week after the U.S. and Israel launched strikes on Iran and killed its supreme leader, has resulted in major consequences for energy markets: Roughly a fifth of the world’s oil traveled through the Strait of Hormuz before the war, and strains on supply have sent fuel prices soaring. Here are some others instances when traffic in the Strait of Hormuz has been disrupted or threatened. 1980s: Iran-Iraq ‘Tanker War’ During a deadly, 8-year-long war between Iran and Iraq in the 1980s, both sides attacked tankers and other vessels in and nearby the Strait of Hormuz, using naval mines to shut down traffic at points. The U.S. also got involved in the so-called Tanker War — with the Navy even fighting a one-day battle against Iran in 1988, and later shooting down an Iranian commercial airliner that it mistook for a fighter jet, killing 290 people. The strait didn’t close completely. And during the war, U.S. ships also escorted Kuwaiti oil tankers to protect them against Iranian attacks. Still, the passageway became incredibly dangerous and shipping was disrupted. 2011–2012: Iran threatens closure during nuclear sanctions At the end of 2011 and into 2012, Iran threatened to close the Strait of Hormuz in response to new sanctions from the West over its nuclear development program. The European Union began enforcing a ban on purchases of Iranian oil — and the U.S. similarly targeted the country’s energy sector while also barring transactions with Iran’s central bank. That later prompted other countries to buy less Iranian oil. But Iran walked back some of those threats, and its government did not end up closing the Strait of Hormuz. Still, the turbulence and shifts in supply brought swings in oil prices. Brent crude — the international standard — was trading above $100 in December 2011 and for much 2012, peaking at more than $126 per barrel in March 2012, before cooling some later in the year. 2018: More closure threats after US withdraws from nuclear accord In May 2018, during his first term in office, U.S. President Donald The President withdrew from an Obama-era nuclear accord with Iran and began to restore sanctions. Despite some waivers, The President vowed to eventually cut off all Iranian oil exports. In response, then-Iranian President Hassan Rouhani repeated threats to close the Strait of Hormuz. But again, Iran did not end up closing the strait. And despite some volatility throughout the year, with particular production pressure on OPEC producers, Brent ended the year trading at nearly $54 a barrel, down from about $75 a barrel when The President declared the U.S. would be withdrawing in May 2018. 2019-2025: Ship seizures and attacks The U.S. Navy blamed Iran for a series of limpet mine attacks on vessels near the strait that damaged tankers in 2019, as well as for a fatal drone attack on an Israeli-linked oil tanker in 2021. Tehran denied involvement at the time. Regardless, such hostilities strained insurance rates and raised fears for shipping companies. Meanwhile, Iran seized a handful of vessels in the waterway, including several foreign oil tankers it alleged were carrying smuggled fuel at the end of just last year, per state media. The country also captured a Portuguese-flagged cargo ship in 2024 and took two Greek tankers and held them for months in 2022, among other seizures. The strait nonetheless remained open throughout. June 2025: 12-day war between Israel and Iran Fears about a possible Strait of Hormuz closure also piled up during last year’s 12-day war between Israel and Iran, particularly after the U.S. entered the conflict with bombings on three Iranian nuclear and military sites. But Iran did not close the strait, and oil didn’t see lasting price surges. Despite prices jumping some in the early days of the conflict, oil actually saw a notable sell-off as traders doubted the likelihood of attacks on crude shipments. By the war’s end, Brent was trading below $67 a barrel, a few dollars less than it was beforehand. —Wyatte Grantham-Philips, AP Business Writer View the full article

Measures for banks would weaken one of the main regulatory guardrails against a financial crisisView the full article

Despite bullish jobs data, yields surged post-FOMC, with three possible wave theory outcomes ahead, according to the head of correspondent business development at AD Mortgage. View the full article

Ethics, creativity, critical thinking and the future of learning in an AI-powered world. Student-Led Conversations With Harshita Multani Center for Accounting Transformation Go PRO for members-only access to more Center for Accounting Transformation. View the full article

Ethics, creativity, critical thinking and the future of learning in an AI-powered world. Student-Led Conversations With Harshita Multani Center for Accounting Transformation Go PRO for members-only access to more Center for Accounting Transformation. View the full article

Multi-location brands are investing heavily in content. But more content doesn’t automatically mean more growth. I keep seeing the same issue. Each individual location has a blog, and they all cover the same topics. Same keywords. Same structure. Same search intent. The goal is local visibility, but the result is often internal competition and diluted authority. Building an effective content strategy for multi-location brands requires clarity around roles. What should live at the corporate level to build authority, and what should stay local to drive relevance and conversions? Without that alignment, brands risk competing with themselves instead of winning in search. Where the strategy breaks down Most multi-location content issues aren’t intentional. They’re often the result of growth without a clear content framework, or simply too many cooks in the kitchen without overall governance. Corporate teams are focused on building brand authority and scaling marketing efforts. At the same time, local teams or franchisees want content that answers their customers’ questions and lives on their own site, rather than sending users elsewhere. The assumption is simple: more content equals more visibility. However, without clear ownership or strategic keyword targeting, overlap becomes inevitable. Similar topics are published across multiple URLs, and over time, this creates internal competition rather than building authority for the entire site. What type of content belongs at corporate In general, corporate should own the content that applies to the brand as a whole and build authority at scale. This includes blog content that targets broader informational queries and answers user questions, no matter where users are located. Educational resources, industry insights, and evergreen topics perform best when consolidated in one place rather than duplicated across multiple URLs. Core service, product, and line-of-business pages should also be centralized. These pages define what the brand offers and typically remain consistent across markets. While location pages can reference and support this foundational content, they often don’t need to be recreated at the local level unless they differ between locations. Brand-level content, such as company history, leadership, mission, and differentiators, should also sit at the corporate level. These elements reinforce credibility and should be standardized across the organization. Dig deeper: Local content playbook: From service pages to jobs-to-be-done pages Your customers search everywhere. Make sure your brand shows up. The SEO toolkit you know, plus the AI visibility data you need. Start Free Trial Get started with What type of content belongs at the local level When it comes to local content, focus on what’s relevant to that specific market. This includes geo-specific content such as: Location landing pages with unique, customized copy. Localized metadata. Location-specific FAQs, relevant structured data (e.g., reviews, LocalBusiness). In some cases, region-specific service variations. On location pages specifically, there are additional opportunities to highlight uniqueness: Location-specific testimonials and reviews. Team bios. Owner messages or stories. Events or awards. Community partnerships. Descriptive content about the location or service area. Location-specific imagery. These elements can live on a single, well-built location page or expand into a microsite structure (pages living under a subfolder) when it makes sense for the business. Remember, the goal of these pages is to strengthen relevance, target geo-modified and local intent queries, and ultimately drive conversions. One common concern with location pages is duplicate content. The question often becomes, how much duplicate content is acceptable? Instead of focusing on a percentage of unique versus shared content, teams should focus on what’s most useful for the user. Typically, content that doesn’t need to be unique across every location includes: Brand boilerplates. Core service lists. Service or product descriptions. Standard calls to action. Legal disclaimers. Navigation. Trust signals. Dig deeper: Local SEO sprints: A 90-day plan for service businesses in 2026 Get the newsletter search marketers rely on. See terms. Common SEO risks of a faulty content strategy When content production lacks clear governance, it can lead to a range of issues that affect organic visibility and crawl efficiency. Over time, this can cause inconsistent rankings, diluted authority, and missed opportunities to convert traffic into leads. Keyword cannibalization Keyword cannibalization occurs when multiple pages across a site target the same keywords and search intent. Instead of strengthening rankings, those pages end up competing against each other in search results, and, in some cases, may not get indexed at all. For multi-location brands, this often happens when individual locations publish similar blog content. For example, a plumbing brand might have multiple location pages with blogs, each posting a blog post titled “Tips to fix a leaky faucet,” creating several URLs targeting the same informational query. A more strategic approach is to consolidate that topic into a single, strong corporate-level post. This would allow the brand to serve as the authoritative source, build backlinks, answer users’ questions effectively, and strengthen the site’s overall credibility. Google choosing the ‘wrong page’ When multiple pages on a website are targeting the same or overlapping keywords, search engines have to determine which one to rank, and sometimes it’s not the page you intended. On a multi-location site, that may mean a local blog ranks nationally for a topic that would be better suited to live on the corporate site and build broader brand authority. While the page may be relevant to the query, it may not guide users clearly to the next step, leading to customer confusion or bounces. It may also cause users who aren’t in-market to leave the site after absorbing the information because there’s no clear next step for them, or because they only see information about services in Austin, Texas, while they’re located in Cleveland, Ohio. Instead, consolidating authority on a single, well-ranking page that clearly directs users to take action, whether that means finding their nearest location or submitting a form, would be more beneficial for the brand and users. Crawl inefficiencies Publishing multiple blog posts on the same topic, especially when the answer doesn’t vary by location, can result in duplicate or low-value content. While these pages may be regularly crawled due to internal linking, they often never make it into the index. At scale, this can become a bigger issue, especially for sites with many locations that publish similar informational topics. For a site with dozens or hundreds of locations, having similar blog posts across those locations can create crawl bloat, where search engines may spend time and resources crawling repetitive or low-impact URLs rather than more high-impact pages. Diluted link equity When similar content exists across multiple URLs, backlinks and internal links are split among pages instead of consolidating authority on a single strong page. Rather than building momentum around a single piece of content, link equity is distributed across competing versions. For multi-location brands, this can weaken overall ranking potential. Consolidating authoritative content at the corporate level allows links, authority, and trust signals to compound, strengthening the entire domain and supporting location pages more effectively. Dig deeper: The local SEO gatekeeper: How Google defines your entity Creating a plan: How corporate and local can work together After defining roles, move to governance. Multi-location brands need a shared plan for ownership, keyword targeting, and team collaboration. Before new content gets created, the right questions need to be asked, such as: Is this topic location- or region-specific, or is it broader for any consumer? Would publishing this for only one location add value to those specific customers? Would publishing it across multiple locations make sense? Who should own the keyword? The brand or a specific location? Who does it make sense for the information to come from? Clear keyword mapping and a centralized content calendar can prevent overlap before it starts. When teams understand their roles, content supports overall growth instead of competing internally. Content collaboration also creates opportunities to strengthen E-E-A-T signals for the site as a whole. Corporate can cover broader educational topics while drawing on real expertise and experience from local teams. For example, a roofing company might want to write a post about how often homeowners should replace their roofs. The topic is universal. However, the answer could vary by region due to factors such as the material used in that area or the weather. The blog could include quotes from franchise owners or team members across different regions to provide insights into regional factors, such as heat and humidity in the South versus harsh winter weather in the North. This would allow corporate to own the topic and give locations the opportunity to provide their unique expertise and experiences. Plus, linking to relevant location pages can reinforce context and create stronger internal linking throughout the site. Another option would be to create a local hub within the blog. See the complete picture of your search visibility. Track, optimize, and win in Google and AI search from one platform. Start Free Trial Get started with Volume isn’t always the right strategy Search may be changing, but many of the fundamentals remain the same. High-quality, well-structured content that genuinely helps users is what earns visibility. With Google’s AI Overviews and large language models pulling from authoritative sources, content that clearly answers questions and reflects real expertise is even more valuable. Pages created solely to scale across multiple locations — without adding unique value — are unlikely to perform consistently, and can even hurt a site in the long run. Content shouldn’t be treated as a volume game. More pages alone won’t drive growth. What matters is planning, ownership, and alignment. When corporate and local teams build a shared content strategy, it helps turn content into a growth driver rather than just more pages on a site. View the full article

Career disruption is accelerating across the economy—and few people have navigated it more boldly than Maryam Banikarim. The former CMO of Univision, Gannett, and Hyatt, and host of The Messy Parts podcast, Banikarim shares hard-won wisdom about C-suite politics, and what it means to ultimately bet on yourself. Growing up in Iran during the time of revolution, Banikarim offers a unique perspective on the current Middle East conflict—and her determined search for hope amid the chaos. This is an abridged transcript of an interview from Rapid Response, hosted by the former editor-in-chief of Fast Company Bob Safian. From the team behind the Masters of Scale podcast, Rapid Response features candid conversations with today’s top business leaders navigating real-time challenges. Subscribe to Rapid Response wherever you get your podcasts to ensure you never miss an episode. Let’s start with The Messy Parts, because first of all, I love that word, messy. I feel like creativity is messy, growth is messy. We have plans, but life is really what happens when your plan didn’t work out. Have you always been drawn to messy? I think I never knew anything but messy. I’m a kid who grew up in a revolution. My mom and dad went to college in Boston and left me behind with my grandmother in Iran when I was 3, which most people think is really traumatic, but what else did I know? I had a father who drowned windsurfing when I was a sophomore in college. I only know messy. But what I also learned as a result is how to pick myself back up pretty quickly. And I think the sooner you learn that, the easier it gets. Not that we want people to have complicated journeys, but I do think you develop this muscle memory that, while it may be hard, you learn that it’s going to be OK. And sometimes the mess is the opportunity, too. It’s finding the opportunity in the mess. A hundred percent. Bloomberg talks about having started Bloomberg as a result of being fired. When people step away or pause, whether by choice or by somebody else’s choice, what ends up happening is that you have to decompress and deal and find a pathway. I had a job that I took at Ammirati Puris Lintas. It’s not even on my résumé. I took that job, and a week in I knew, oh, things were not good here. And that was terrifying. But if I hadn’t walked away from that job, I wouldn’t have had a pivot in that moment that really became transformative for my career after that. It’s easy to see that in retrospect, but when it was happening and I was like, “Oh my effing God,” yeah, that didn’t feel so good. Yeah, but it’s hard to walk away from things, especially if you’re someone who’s like, “No, I’m a successful person. I get things done. I solve problems. Why can’t I solve this one?” I’m a professional problem solver. That’s generally what I say people in the world of business are. The hardest thing for me is sitting still. When that pause comes, it’s a real moment of identity shift, because I remember leaving Hyatt and taking a year and a half off, and literally, to a person, they would be like, “She’s the former global CMO of Hyatt,” as if somehow I had no value outside of that title. I had headhunters who called me who said, “Don’t wait too long because you’re not going to be able to go back in.” There’s so much anxiety that’s placed on you when you pause, again, whether it’s by choice or not. And I think for people who are successful enough to get to that level, yeah, your identity is completely intertwined because you had to make sacrifices in order to be able to get there. I know when I left Fast Company, where I had been for 11 years, it was a long time. And I did have this sense of, what is my relevance? Where do I go next? And you do feel a little lost. I’m still trying to figure out what I’m going to be when I grow up. I don’t know where this journey is going to take me, but each thing leads you to the next thing. And so I think that belief that it will work out, even though it seems easy to say, is actually pretty much true. I would say that is the throughline among all the people who’ve come on. Now, some of them will tell you, “Live your purpose.” Some of them tell you don’t live your purpose. There’s a lot of competing ideas. But the one thing I will say is grit, resilience—they work hard, and they learn over time that even though they have these bumps, which are inevitable, it somehow works itself out. You mentioned your upbringing in Iran. What do you make of it? Do you still have family there that you’re in touch with? Yes, I still have family there. My aunt and her husband are still there. I left when I was 11, in fifth grade, at the end of fifth grade. And for sure, that was, I think, the beginning of a feeling of non-belonging in a way, because you were extracted in the middle of your life from the world that you knew. I have felt numb pretty much since then in some ways. I remember when the Women, Life, Freedom movement broke out, there was this song called “Baraye,” which actually won a Grammy that year. When that song played for the first time, something in me broke and I cried. I don’t think I’d cried the entire time. For me, I was a kid as the revolution heated up. We had more and more kids who were being pulled out of school. We had teachers who left. We had martial law. My father was under house arrest, but as a kid, oddly, I found it exciting. And so I had an American teacher. She did current events, and I remember at the end of the year she said to my mom, “Your daughter is going to become a journalist.” And as they were killing all the journalists, my mom said to her, “That is a fate worse than death.” But I think it’s hard not to look on. Obviously, there are a lot of civilians being impacted, not just in Iran, but also in all the other places where bombs are being dropped. There’s no question that this has been a government that’s terrorized its own people. I think there’s a sense of, we’re going to burn it to the ground before we give up. So you worry about where the end is. I don’t think anybody who knows what’s happened in terms of the repression and really the aggression with which they’ve put down any kind of protest would be sad that things change, but I do think we’re going to experience a high cost in what you call unintended casualties. Out of all this, you have been a very creative person yourself, as a marketer and otherwise. I remember during the pandemic, you threw yourself into championing New York City at a time when the city seemed scary and at risk, and you rallied people in the arts and outdoor performances. And you put together The Longest Table, which was this sort of block-long dining table in Manhattan to fuel connection. Now you’ve started a community called The Interval for executives in transition. Is there something that you feel connects those things? The throughline is belonging. I think for me, as a kid who lost her sense of belonging, not only creating belonging for myself—which I really did by joining and doing, that’s how I found belonging. I was like, “I’m willing to help and get involved.” But also helping others find belonging for themselves. Nobody needs to repeat middle school, I say. I think we can all relate to that emotion. I think that matters. In the world of business, when you step away, again, by choice or not, there is this incredible moment of vulnerability. And I think what’s amazing about The Interval is that you find a group that is willing to support you without judgment. I remember when I left Hyatt, my son said to me, “Mom, you’re the busiest unemployed person I know.” And I think motion was my default. I think there are so many different ways to live your life. For me, The Longest Table, which is a nonprofit, has been a way to reinvent myself, to just give back in a different way. And honestly, I’m in a place to be able to do that now. View the full article

In many ways, the macOS is the ideal platform to support visual project management. Here, we've gathered the best project management software for Mac-based teams. The post 10 Best Project Software for Mac Users in 2026 appeared first on project-management.com. View the full article

Federal regulators issued proposals Thursday to implement the final elements of the Basel III accords, adjust the Global Systemically Important Bank surcharge and implement standardized approaches for risk-weighted assets. The changes would reduce capital requirements for banks of all sizes affected by the rules. View the full article

Retail loyalty cards are programs designed to encourage customer loyalty by rewarding repeat purchases. When you sign up, you provide personal information and receive a unique identifier that tracks your purchases. With each transaction, you earn points that can be redeemed for discounts or exclusive offers customized to your shopping habits. This system not only improves your shopping experience but additionally provides retailers with insights into your buying behavior, raising questions about the broader impact of these programs. Key Takeaways Retail loyalty cards are programs that reward customers with points for repeat purchases, enhancing customer loyalty and encouraging sales. Customers enroll by providing personal information and receive a unique identifier to track their points and rewards. Points earned can be redeemed for discounts, free items, or exclusive offers tailored to individual shopping habits. Effective loyalty programs utilize multi-channel promotion and simplified enrollment to increase participation and engagement among consumers. Success is measured through key performance indicators (KPIs), such as enrollment and redemption rates, to optimize program effectiveness. What Are Retail Loyalty Cards? Retail loyalty cards are strategic tools used by businesses to cultivate customer loyalty and encourage repeat purchases. These cards, which include store rewards cards and store membership cards, are issued by retailers to provide customers with incentives and rewards based on their purchasing behavior. By using retail loyalty cards, you can accumulate points with each purchase, which can later be redeemed for various rewards once you reach a specific threshold. Popular examples include Starbucks Rewards, Sephora Beauty Insider, and Walgreens Balance Rewards, each customized to meet the unique preferences of their customers. Retail loyalty cards not only benefit you by offering rewards but in addition help retailers track customer habits, allowing them to refine their offerings. Ultimately, these programs play an essential role in enhancing brand loyalty, contributing to increased customer retention and overall sales revenue for businesses. How Do Retail Loyalty Cards Work? When you participate in a retail loyalty program, you typically start by enrolling and providing some personal information. After that, you receive a unique identifier, like a card or app ID, which tracks your purchases and points. Here’s how it works: Points Accumulation: You earn points for every purchase, which can be redeemed for rewards or discounts once a threshold is met. Customized Promotions: Retailers analyze your shopping behavior to offer personalized recommendations, enhancing your shopping experience. Multi-Channel Earning: You can earn and redeem points in-store, online, or via mobile apps, providing greater flexibility. Data Insights: Retailers utilize loyalty card data to understand purchasing habits, enabling targeted marketing strategies. Through these mechanisms, retail loyalty cards encourage deeper engagement and aim to increase your overall shopping satisfaction as well as benefiting the retailer’s sales strategies. Benefits of Retail Loyalty Cards for Customers Retail loyalty cards provide you with exclusive rewards and discounts that improve your shopping experience. By accumulating points with each purchase, you can redeem them for valuable offers customized to your preferences. Moreover, these programs often personalize promotions based on your shopping habits, making your experience more relevant and enjoyable. Exclusive Rewards and Discounts As you shop, loyalty cards can greatly improve your experience by offering exclusive rewards and discounts personalized to your preferences. These programs provide various benefits that enrich your shopping experience, including: Points for every purchase that can be redeemed for discounts or free items. Personalized discounts customized to your shopping habits, making you feel valued. Early access to sales and exclusive products, ensuring you don’t miss out on deals. Additional perks like birthday gifts and tiered rewards, encouraging repeat purchases. Participating in loyalty programs not only boosts your savings but furthermore deepens your relationship with your favorite brands, leading to a more engaging shopping experience. Enjoy the advantages that come with your loyalty! Personalized Shopping Experience Enhancing your shopping experience goes beyond just discounts and rewards; it lies in the personalized service that loyalty cards provide. When you join a loyalty program, you receive customized offers and discounts based on your purchasing behavior. Research shows that 91% of consumers prefer brands that offer personalized recommendations, which makes shopping more enjoyable. Loyalty card members often gain exclusive promotions, early access to sales, and rewards that align with their preferences, encouraging repeat purchases. Retailers analyze your shopping habits to create targeted marketing strategies, enhancing relevance. Many programs feature tiered rewards systems, offering increasingly valuable perks as your spending grows. Examples of Popular Retail Loyalty Card Programs Loyalty card programs have become a staple in the retail environment, offering consumers a way to earn rewards during shopping. Here are some popular programs that illustrate how they work: Starbucks Rewards: Earn stars for every purchase, redeemable for free items and personalized offers through their app, boosting engagement. Sephora’s Beauty Insider: A tiered points system allows members to earn rewards, including birthday gifts and exclusive access to products based on spending levels. Walgreens’ myWalgreens: This program offers cash rewards, personalized coupons, and health activity tracking, aiming to promote repeat business. Kroger Plus Card: Enjoy discounts on groceries, fuel points, and customized offers based on shopping history, making it valuable for grocery shoppers. These programs not only reward purchases but additionally encourage customer loyalty by providing customized benefits that improve the overall shopping experience. When Should Retailers Implement Loyalty Card Programs? Retailers should consider launching loyalty card programs during peak sales periods to capitalize on increased foot traffic and customer interest. Implementing these programs can likewise serve as a strategic response to market competition, helping you stand out in a crowded marketplace. Peak Sales Periods Implementing a loyalty card program during peak sales periods can greatly improve customer engagement and drive repeat purchases. Timing is essential, so consider these key moments: Holidays: Launch your program during festive seasons when shopping spikes. Major Shopping Events: Align your program with events like Black Friday or Cyber Monday to capture high traffic. New Product Releases: Use heightened interest in new offerings to encourage sign-ups and participation. Sales Promotions: Encourage customers to spend more by linking loyalty rewards to special promotions. Market Competition Response In today’s competitive environment, launching a loyalty card program can be a strategic move to set your business apart and retain customers. Retailers should consider implementing these programs when facing increasing competition or market saturation. Doing so helps differentiate your brand and keeps customers engaged. Timing is vital; launching during peak sales periods or major product launches can maximize customer interaction. Furthermore, loyalty programs allow you to build customer databases, important for effective customer relationship management (CRM). How Can Customers Sign up for a Retail Loyalty Card? Signing up for a retail loyalty card can be a straightforward process, whether you prefer to do it in-store, online, or through a mobile app. Here’s how you can typically get started: Choose Your Method: Decide if you want to sign up at the store, on the retailer’s website, or via their mobile app. Provide Basic Information: You’ll usually need to enter your name, email address, and phone number to create your account. Enroll at Checkout: Many retailers allow you to sign up during making a purchase, making it convenient to join on the spot. Enjoy Immediate Rewards: Some loyalty programs offer instant discounts, bonus points, or rewards for signing up, which can improve your shopping experience. Strategies for Retailers to Enhance Loyalty Card Effectiveness To improve the effectiveness of retail loyalty cards, retailers should focus on streamlining the enrollment process and promoting the program across various channels. Simplifying registration can boost participation, as 57% of consumers abandon loyalty programs because of complex sign-up procedures. Leveraging multiple platforms—like in-store displays, online ads, and social media—helps increase visibility and taps into the 92% of people who trust recommendations from friends. Additionally, personalizing offers using customer data can greatly improve satisfaction since 91% of consumers prefer customized experiences. Providing rewards that can be earned and redeemed across shopping channels, similar to Starbucks Rewards, encourages a seamless experience. Finally, measuring success through defined KPIs, like enrollment and redemption rates, can lead to a 25% revenue increase with data-driven strategies. Strategy Benefits Simplify enrollment process Increases participation Multi-channel promotion Improves visibility and trust Personalize offers Boosts customer satisfaction Track KPIs Enhances revenue and strategy Frequently Asked Questions How Does a Loyalty Card Work? A loyalty card works by allowing you to earn points for every purchase you make at participating retailers. When you shop, you present your card or app login, which tracks your purchases. As you accumulate points, you can redeem them for discounts or rewards once you reach a specific threshold. These programs often provide personalized offers and promotions based on your shopping habits, enhancing your overall shopping experience and encouraging repeat business. What Is the Main Purpose of a Store’s Loyalty Card? The main purpose of a store’s loyalty card is to encourage you to shop more frequently by offering rewards, discounts, or exclusive promotions. By using these cards, retailers can gather data on your buying habits, allowing them to tailor marketing efforts to your preferences. This strategy not only improves your shopping experience but likewise builds brand loyalty, making you more likely to return, thereby reducing customer churn and boosting sales for the business. What Are the Disadvantages of a Loyalty Card? Loyalty cards can have several disadvantages. You might find yourself overspending to reach rewards, which could negate any savings. Furthermore, many consumers abandon these programs because of their complexity. There are likewise concerns about data privacy, as sharing personal information can lead to distrust. Finally, if you don’t shop frequently, you may feel excluded from benefits, creating a perception of unfairness among occasional shoppers. Comprehending these downsides can influence your participation. What Is the Purpose of a Loyalty Program in Retail? A loyalty program in retail serves to improve customer retention by rewarding repeat purchases with incentives like discounts and special offers. You benefit by receiving rewards that encourage you to shop more frequently. These programs additionally help businesses gather valuable data on your preferences and spending habits, which they use to tailor marketing efforts. In the end, loyalty programs aim to increase your lifetime value as a customer as well as differentiating the brand from competitors. Conclusion In conclusion, retail loyalty cards are crucial tools for both customers and retailers. They encourage repeat business by allowing customers to earn points on purchases, which can be redeemed for rewards. Retailers gain valuable insights into shopping behaviors, enabling targeted marketing. By implementing effective loyalty programs, businesses can improve customer satisfaction at the same time driving sales. As a customer, signing up for a loyalty card can lead to significant savings and personalized offers customized to your shopping preferences. Image via Google Gemini This article, "What Are Retail Loyalty Cards and How Do They Work?" was first published on Small Business Trends View the full article

Alibaba’s net income fell 66% year-over-year (YOY) for 2025’s fourth quarter while it invested heavily in AI. In total, net income dropped from 46.4 billion Chinese yuan ($6.8 billion) to 15.6 billion Chinese yuan ($2.27 billion). The downturn is one of multiple disappointments in the Chinese technology giant’s latest financial results, announced Thursday, March 19. Alibaba also reported a 71% decrease in diluted earnings per share YOY. Higher cloud revenue, but not high enough Even Alibaba’s revenue, which rose 2% YOY, failed to meet expectations. The company reached 284.8 billion Chinese yuan ($41.4 billion) in revenue for quarter four, falling short of Wall Street’s predicted 290.7 billion Chinese yuan ($42.3 billion), according to consensus estimates cited by CNBC. As of publication, U.S.-listed shares of Alibaba Group Holding Ltd (NYSE: BABA) were down more than 4% in premarket trading on Thursday. The stock is down more than 13% in 2026 so far. The small revenue increase was led by the company’s Cloud Intelligence Group, which rose 36% YOY. “Alibaba Cloud continues to lead the market, attracting more customers to onboard our comprehensive AI + cloud products and services, including high-performance networking, distributed storage, cloud operating system, and services for model training and inference,” the company stated in its release. Competing for global AI dominance Alibaba has worked to position itself as a competitor to U.S.-based AI companies. In October, Alibaba Cloud launched its second data center in Dubai as part of a pledge to invest 380 billion yuan ($55.3 billion) in AI and cloud infrastructure over three years. It has also developed its own chips in response to uncertainty around Nvidia’s chip sales to China. Despite today’s earnings miss, the company says it remains committed to funding AI growth. “This quarter, Alibaba maintained strong investments across our core pillars of AI and consumption. AI is and will continue to be one of our primary growth engines,” Alibaba Group CEO Eddie Wu stated in the company’s financial report. “Looking ahead, we are well-positioned to drive growth on both enterprise AI and consumer AI fronts, powered by our full-stack AI capabilities spanning foundation models, cloud infrastructure, and proprietary chips, alongside deep integration with our broader ecosystem.” View the full article

Retail loyalty cards are programs designed to encourage customer loyalty by rewarding repeat purchases. When you sign up, you provide personal information and receive a unique identifier that tracks your purchases. With each transaction, you earn points that can be redeemed for discounts or exclusive offers customized to your shopping habits. This system not only improves your shopping experience but additionally provides retailers with insights into your buying behavior, raising questions about the broader impact of these programs. Key Takeaways Retail loyalty cards are programs that reward customers with points for repeat purchases, enhancing customer loyalty and encouraging sales. Customers enroll by providing personal information and receive a unique identifier to track their points and rewards. Points earned can be redeemed for discounts, free items, or exclusive offers tailored to individual shopping habits. Effective loyalty programs utilize multi-channel promotion and simplified enrollment to increase participation and engagement among consumers. Success is measured through key performance indicators (KPIs), such as enrollment and redemption rates, to optimize program effectiveness. What Are Retail Loyalty Cards? Retail loyalty cards are strategic tools used by businesses to cultivate customer loyalty and encourage repeat purchases. These cards, which include store rewards cards and store membership cards, are issued by retailers to provide customers with incentives and rewards based on their purchasing behavior. By using retail loyalty cards, you can accumulate points with each purchase, which can later be redeemed for various rewards once you reach a specific threshold. Popular examples include Starbucks Rewards, Sephora Beauty Insider, and Walgreens Balance Rewards, each customized to meet the unique preferences of their customers. Retail loyalty cards not only benefit you by offering rewards but in addition help retailers track customer habits, allowing them to refine their offerings. Ultimately, these programs play an essential role in enhancing brand loyalty, contributing to increased customer retention and overall sales revenue for businesses. How Do Retail Loyalty Cards Work? When you participate in a retail loyalty program, you typically start by enrolling and providing some personal information. After that, you receive a unique identifier, like a card or app ID, which tracks your purchases and points. Here’s how it works: Points Accumulation: You earn points for every purchase, which can be redeemed for rewards or discounts once a threshold is met. Customized Promotions: Retailers analyze your shopping behavior to offer personalized recommendations, enhancing your shopping experience. Multi-Channel Earning: You can earn and redeem points in-store, online, or via mobile apps, providing greater flexibility. Data Insights: Retailers utilize loyalty card data to understand purchasing habits, enabling targeted marketing strategies. Through these mechanisms, retail loyalty cards encourage deeper engagement and aim to increase your overall shopping satisfaction as well as benefiting the retailer’s sales strategies. Benefits of Retail Loyalty Cards for Customers Retail loyalty cards provide you with exclusive rewards and discounts that improve your shopping experience. By accumulating points with each purchase, you can redeem them for valuable offers customized to your preferences. Moreover, these programs often personalize promotions based on your shopping habits, making your experience more relevant and enjoyable. Exclusive Rewards and Discounts As you shop, loyalty cards can greatly improve your experience by offering exclusive rewards and discounts personalized to your preferences. These programs provide various benefits that enrich your shopping experience, including: Points for every purchase that can be redeemed for discounts or free items. Personalized discounts customized to your shopping habits, making you feel valued. Early access to sales and exclusive products, ensuring you don’t miss out on deals. Additional perks like birthday gifts and tiered rewards, encouraging repeat purchases. Participating in loyalty programs not only boosts your savings but furthermore deepens your relationship with your favorite brands, leading to a more engaging shopping experience. Enjoy the advantages that come with your loyalty! Personalized Shopping Experience Enhancing your shopping experience goes beyond just discounts and rewards; it lies in the personalized service that loyalty cards provide. When you join a loyalty program, you receive customized offers and discounts based on your purchasing behavior. Research shows that 91% of consumers prefer brands that offer personalized recommendations, which makes shopping more enjoyable. Loyalty card members often gain exclusive promotions, early access to sales, and rewards that align with their preferences, encouraging repeat purchases. Retailers analyze your shopping habits to create targeted marketing strategies, enhancing relevance. Many programs feature tiered rewards systems, offering increasingly valuable perks as your spending grows. Examples of Popular Retail Loyalty Card Programs Loyalty card programs have become a staple in the retail environment, offering consumers a way to earn rewards during shopping. Here are some popular programs that illustrate how they work: Starbucks Rewards: Earn stars for every purchase, redeemable for free items and personalized offers through their app, boosting engagement. Sephora’s Beauty Insider: A tiered points system allows members to earn rewards, including birthday gifts and exclusive access to products based on spending levels. Walgreens’ myWalgreens: This program offers cash rewards, personalized coupons, and health activity tracking, aiming to promote repeat business. Kroger Plus Card: Enjoy discounts on groceries, fuel points, and customized offers based on shopping history, making it valuable for grocery shoppers. These programs not only reward purchases but additionally encourage customer loyalty by providing customized benefits that improve the overall shopping experience. When Should Retailers Implement Loyalty Card Programs? Retailers should consider launching loyalty card programs during peak sales periods to capitalize on increased foot traffic and customer interest. Implementing these programs can likewise serve as a strategic response to market competition, helping you stand out in a crowded marketplace. Peak Sales Periods Implementing a loyalty card program during peak sales periods can greatly improve customer engagement and drive repeat purchases. Timing is essential, so consider these key moments: Holidays: Launch your program during festive seasons when shopping spikes. Major Shopping Events: Align your program with events like Black Friday or Cyber Monday to capture high traffic. New Product Releases: Use heightened interest in new offerings to encourage sign-ups and participation. Sales Promotions: Encourage customers to spend more by linking loyalty rewards to special promotions. Market Competition Response In today’s competitive environment, launching a loyalty card program can be a strategic move to set your business apart and retain customers. Retailers should consider implementing these programs when facing increasing competition or market saturation. Doing so helps differentiate your brand and keeps customers engaged. Timing is vital; launching during peak sales periods or major product launches can maximize customer interaction. Furthermore, loyalty programs allow you to build customer databases, important for effective customer relationship management (CRM). How Can Customers Sign up for a Retail Loyalty Card? Signing up for a retail loyalty card can be a straightforward process, whether you prefer to do it in-store, online, or through a mobile app. Here’s how you can typically get started: Choose Your Method: Decide if you want to sign up at the store, on the retailer’s website, or via their mobile app. Provide Basic Information: You’ll usually need to enter your name, email address, and phone number to create your account. Enroll at Checkout: Many retailers allow you to sign up during making a purchase, making it convenient to join on the spot. Enjoy Immediate Rewards: Some loyalty programs offer instant discounts, bonus points, or rewards for signing up, which can improve your shopping experience. Strategies for Retailers to Enhance Loyalty Card Effectiveness To improve the effectiveness of retail loyalty cards, retailers should focus on streamlining the enrollment process and promoting the program across various channels. Simplifying registration can boost participation, as 57% of consumers abandon loyalty programs because of complex sign-up procedures. Leveraging multiple platforms—like in-store displays, online ads, and social media—helps increase visibility and taps into the 92% of people who trust recommendations from friends. Additionally, personalizing offers using customer data can greatly improve satisfaction since 91% of consumers prefer customized experiences. Providing rewards that can be earned and redeemed across shopping channels, similar to Starbucks Rewards, encourages a seamless experience. Finally, measuring success through defined KPIs, like enrollment and redemption rates, can lead to a 25% revenue increase with data-driven strategies. Strategy Benefits Simplify enrollment process Increases participation Multi-channel promotion Improves visibility and trust Personalize offers Boosts customer satisfaction Track KPIs Enhances revenue and strategy Frequently Asked Questions How Does a Loyalty Card Work? A loyalty card works by allowing you to earn points for every purchase you make at participating retailers. When you shop, you present your card or app login, which tracks your purchases. As you accumulate points, you can redeem them for discounts or rewards once you reach a specific threshold. These programs often provide personalized offers and promotions based on your shopping habits, enhancing your overall shopping experience and encouraging repeat business. What Is the Main Purpose of a Store’s Loyalty Card? The main purpose of a store’s loyalty card is to encourage you to shop more frequently by offering rewards, discounts, or exclusive promotions. By using these cards, retailers can gather data on your buying habits, allowing them to tailor marketing efforts to your preferences. This strategy not only improves your shopping experience but likewise builds brand loyalty, making you more likely to return, thereby reducing customer churn and boosting sales for the business. What Are the Disadvantages of a Loyalty Card? Loyalty cards can have several disadvantages. You might find yourself overspending to reach rewards, which could negate any savings. Furthermore, many consumers abandon these programs because of their complexity. There are likewise concerns about data privacy, as sharing personal information can lead to distrust. Finally, if you don’t shop frequently, you may feel excluded from benefits, creating a perception of unfairness among occasional shoppers. Comprehending these downsides can influence your participation. What Is the Purpose of a Loyalty Program in Retail? A loyalty program in retail serves to improve customer retention by rewarding repeat purchases with incentives like discounts and special offers. You benefit by receiving rewards that encourage you to shop more frequently. These programs additionally help businesses gather valuable data on your preferences and spending habits, which they use to tailor marketing efforts. In the end, loyalty programs aim to increase your lifetime value as a customer as well as differentiating the brand from competitors. Conclusion In conclusion, retail loyalty cards are crucial tools for both customers and retailers. They encourage repeat business by allowing customers to earn points on purchases, which can be redeemed for rewards. Retailers gain valuable insights into shopping behaviors, enabling targeted marketing. By implementing effective loyalty programs, businesses can improve customer satisfaction at the same time driving sales. As a customer, signing up for a loyalty card can lead to significant savings and personalized offers customized to your shopping preferences. Image via Google Gemini This article, "What Are Retail Loyalty Cards and How Do They Work?" was first published on Small Business Trends View the full article

Well-written guides are no longer enough. This analysis shows why AI visibility now depends on publishing irreplaceable context. The post The Content Moat Is Dead. The Context Moat Is What Survives appeared first on Search Engine Journal. View the full article

President Donald The President is facing perhaps the most daunting question of the war with Iran, one that could define his time in office: Will he put U.S. troops on the ground in Iran to secure some 970 pounds of enriched uranium that Tehran could potentially use to build nuclear weapons? The President has offered shifting reasons for launching the war, but he has been consistent in articulating that a primary objective in joining Israel in the military action is ensuring that Iran will “never have a nuclear weapon.” The president has been more circumspect about how far he’s willing to go to follow through on his pledge to destroy Iran’s weapons program once and for all, including seizing or destroying the near-bomb-grade nuclear material that Iran possesses. Much of it is believed to be buried under the rubble of a mountain facility pummeled in U.S. bombings The President ordered last June that he had claimed “obliterated” Tehran’s nuclear program. It’s a risky, complicated project that many nuclear experts say cannot be done without a sizable deployment of U.S. troops into Iran, a dangerous and politically fraught operation for the Republican president, who has vowed not to entangle the U.S. in the sort of extended and bloody Middle East conflicts that still loom large on America’s psyche. At the same time, lawmakers and experts remain concerned that if Iran hard-liners emerge from the fighting, they’ll be more motivated than ever to build nuclear weapons as they look to deter the U.S. and Israel from future military action, a dynamic that makes taking control of Iran’s enriched uranium even more critical. That stockpile could allow Iran to build as many as 10 nuclear bombs, should it decide to weaponize its program. Some lawmakers, like Sen. Richard Blumenthal, D-Conn., say they remain deeply fearful that the president has put the nation on a path that will require putting troops inside Iran for what he called The President’s confused and chaotic objectives. “Some of the objectives that he continues to espouse simply cannot be achieved without a physical presence there — securing the uranium cannot be done without a physical presence,” said Blumenthal, a member of the Senate Armed Services Committee. Meanwhile, Republican allies of The President stress that there are plans in place to deal with the enriched uranium. Senate Foreign Relations Committee chairman James Risch, R-Idaho, on Wednesday cited “a number of plans that have been put on the table.” He declined to elaborate. Others acknowledged the complications of deploying troops into Iran. “No one has given me a briefing on how you would do it without boots on the ground,” said Sen. Rick Scott, R-Fla., a member of the Senate Armed Services Committee. “It doesn’t mean you can’t. But no one’s ever briefed me about it.” Scott added it’s not tenable to allow the stockpile to remain: “I think it would be helpful to get rid of it.” The President and his advisers are rigidly obtuse Nearly three weeks into a conflict that’s left hundreds of people dead, tested longtime alliances and brought pain to the global economy, The President and his top advisers have been rigidly obtuse about their deliberations over Iran’s uranium stockpile. “I’m not going to talk about that,” The President said last week when asked about the enriched uranium. “But we have hit them harder than virtually any country in history has been hit, and we’re not finished yet.” Later that day, during an appearance in Kentucky, The President appeared to claim the strikes had already neutralized the threat. “They don’t have nuclear potential,” he said. Meanwhile, Defense Secretary Pete Hegseth told reporters earlier this week that the administration sees no point in telegraphing “what we’re willing to do or how far we’re willing to go” while asserting “we have options, for sure.” Experts say it’s doable but won’t be easy Richard Goldberg, who served as director for countering Iranian weapons of mass destruction for the National Security Council during The President’s first term, said that seizing or destroying the enriched uranium is certainly doable, if the president decides to go that route. The U.S. and Israeli forces have been making strides toward creating the conditions — namely, establishing total air superiority — that would allow for special operations forces operators, who are trained in blowing up centrifuges and dealing with nuclear material, to conduct such an operation if the president decides to go that route. To be certain, a troops-on-the-ground effort is expected to be far more complicated than other recent high-profile, lightning-strike insertion operations, such as the January capture of Venezuela’s Nicolás Maduro or the May 2011 killing of Osama bin Laden, Goldberg said. And the likely need to remove rubble to get to the canisters of enriched uranium adds another layer of complexity, because it would require heavy construction equipment. “But if you actually own the airspace and you can have close air support and drones and everything else up in the sky for pretty wide perimeter, presumably you could do a lot,” said Goldberg, who is now a senior adviser at the Foundation for Defense of Democracies, a hawkish Washington think tank. International Atomic Energy Agency chief Rafael Grossi told reporters in Washington this week that the assumption is much of the enriched uranium remains in the trio of Iranian nuclear sites bombarded last year by the U.S. “The impression we have … is that it hasn’t been moved,” said Grossi, adding that a bulk of the material is beneath the rubble at Iran’s Isfahan facility while lesser amounts are at the Natanz and Fordow facilities that were destroyed in last year’s American strikes. Testifying before a Senate committee on Wednesday, Director of National Intelligence Tulsi Gabbard in her prepared remarks said that the U.S. attacks on Iran had “obliterated” Iran’s nuclear enrichment program and buried underground facilities. Gabbard said the U.S. has been monitoring whether Iran’s leaders will try to restart its nuclear program but said that they have not tried to rebuild their nuclear enrichment capability. She added that the clerical authority overseeing Iranian government has been degraded in Israel’s strikes on its leadership but remains intact. Brandan Buck, a senior foreign policy fellow at the Cato Institute, said that an effort to extract or dilute the enriched material would likely take more than 1,000 troops at each Iranian site and would take time to complete. On the other hand, not acting to secure the enriched uranium also comes with risk. Should Iran’s hard-liners remain in power, and with enriched material, they will now have greater motivation to build a nuclear weapon. “The President has put himself between a rock and a hard place,” Buck said. “Throughout this, he has had maximalist aims, but he’s wanted to maintain minimal effort in order to keep the costs low.” Associated Press writers Stephen Groves, Matthew Lee and Lisa Mascaro contributed to this report. —Aamer Madhani and Seung Min Kim, Associated Press View the full article

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Small businesses that need a steady stream of marketing images, product visuals, and short-form video may be getting a more practical set of AI tools to work with. Adobe said it is expanding Firefly with new custom models, broader access to third-party AI models, stronger editing tools, and a new conversational interface designed to help users move from idea to finished asset faster. The update matters for small business owners because it targets one of the biggest day-to-day bottlenecks in marketing: producing consistent creative content without hiring a full in-house team. Adobe framed the announcement as part of a broader shift in how generative AI fits into creative work. In the company’s words, “The creative process is now evolving into more fluid AI-powered workflows where creators generate, refine and shape ideas into work that is uniquely theirs.” Adobe added, “Increasingly, they want to guide that process more naturally: using conversational AI controls to explore, iterate and develop ideas in real time.” For small businesses, that pitch lands at a time when owners and lean marketing teams are under pressure to publish more content across more channels. A restaurant may need seasonal social graphics, menu photos, and local video ads. An online retailer may need product shots in multiple formats. A service company may need branded illustrations, campaign visuals, and updated web images. Adobe is betting that Firefly can help those businesses create more assets with less manual rework. The biggest practical change is the public beta launch of Firefly custom models. Adobe said the feature lets users train a model on their own images so it can generate content in a specific house style. The company said the models are optimized for three areas: illustration styles, recurring characters, and photographic looks. That could make the feature especially useful for small brands that already have a recognizable visual identity but struggle to maintain it as they scale content production. Adobe described the appeal this way: “Custom Models are especially powerful for three types of creative work: • Illustration styles, where stroke weight, fills and color consistency matter • Characters, where the same character needs to appear consistently across scenes • Photographic styles, where a specific visual look needs to repeat across many images.” The company also said the tools “help preserve details like stroke weight, color palettes, lighting and character features across generations, so you can explore new creative directions without losing visual consistency.” That consistency could solve a common small business problem. Many owners use AI tools to save time, then find the output looks different from post to post, campaign to campaign, or platform to platform. A custom model trained on a company’s own assets could help a local brand keep its product photography style, mascot, or illustration approach more uniform across Facebook ads, email campaigns, web banners, and printed materials. Adobe also said those models are private by default. For small businesses that care about protecting brand assets, unpublished product images, or proprietary campaign concepts, that may be one of the more important details in the announcement. A business owner deciding whether to use generative AI often wants more than speed; they want to know whether the system will keep internal creative materials separate from public-facing outputs. Adobe is also widening the range of models available inside Firefly. The company said the platform now includes more than 30 models, including systems from Adobe, Google, OpenAI, Runway, and Kling. Adobe’s position is that users should be able to generate with one model, refine with another, compare results, and continue editing in one place rather than jumping between separate tools. For a small business audience, that matters less as a technical milestone and more as a workflow issue. Owners rarely have time to test a half-dozen AI platforms independently. A single workspace that offers multiple model options may reduce switching costs, shorten the trial-and-error process, and help teams choose the right output for a specific task, whether that means a photorealistic product image, a stylized ad graphic, or a short promotional video. Adobe said, “Firefly brings these models together in a single creative environment. It’s the only place where you can generate with one model, refine with another, compare outputs and continue editing using Adobe’s professional creative tools.” The company also said it is “currently offering unlimited video and image generations using a vast range of models available in Adobe Firefly,” and pointed users to its Firefly promotions and plans for more details. Adobe’s new editing features may be the most immediately useful part of the release for businesses that care more about finished output than AI experimentation. The company said Quick Cut can turn raw footage into a structured first cut in minutes. It also said Firefly now makes it easier to add or remove objects, extend scenes, and fine-tune generated visuals. That kind of integration could help smaller teams create workable first drafts without outsourcing every revision. A retailer could turn a rough product demo into a cleaner social clip. A contractor could remove distractions from a job-site image before posting it online. A boutique agency serving small business clients could create more variations for pitches and ads without rebuilding every asset from scratch. Adobe said, “Generation and editing are fully integrated, so you can move from idea to draft, and from draft to refinement, without breaking your flow.” That emphasis on reducing friction is likely to resonate with smaller firms that often handle content creation between other tasks rather than as a standalone department. The release also points to a longer-term shift: conversational AI inside creative software. Adobe said it is introducing agentic AI assistants across products including Photoshop, Express, and Acrobat, and expanding access to Project Moonlight, a private beta interface that works across Adobe apps. Adobe described Moonlight as a system that can understand a user’s style and help turn chat-based instructions into creative work. For small business owners, the promise is straightforward. Instead of learning every tool in detail, a user may be able to describe the result they want and then adjust from there. That could lower the skill barrier for founders and staff members who need usable content but are not trained designers or video editors. Still, small businesses may want to weigh a few issues before treating this as a plug-and-play solution. Training a custom model requires a solid set of owned images and a clear visual identity, which some younger businesses may not have yet. More AI-generated output also creates a review burden: someone still needs to check brand accuracy, factual accuracy, and overall quality. And while Adobe is promising more control, businesses may need time to learn which model works best for which job, especially if they want consistent results under tight deadlines. Even with those caveats, Adobe’s update suggests generative AI is moving beyond novelty and closer to the daily realities of running a business. Owners do not just need images from prompts. They need repeatable workflows, brand consistency, faster revisions, and tools that fit into real marketing calendars. Adobe’s latest Firefly push appears aimed squarely at that need, giving small businesses another sign that AI creative tools are maturing from experiments into operational software. This article, "Adobe Expands Firefly AI Tools With Small Businesses in Mind" was first published on Small Business Trends View the full article