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Bing appears to be testing a significantly expanded sponsored products section in its shopping search results, featuring a double-rowed carousel that takes up considerably more real estate than its current format. What was spotted: The test was flagged by Digital Marketer Sachin Patel, who noticed the expanded layout while searching for cushions on Bing. The format pairs a large double-rowed sponsored carousel with organic cards from individual websites beneath it. Why we care. If this format rolls out broadly, it means significantly more screen space dedicated to sponsored products — which typically translates to higher visibility and more clicks for retailers running Microsoft Shopping campaigns. The double-rowed carousel format is also a more visually competitive layout, putting Bing’s shopping ads closer in prominence to what Google Shopping already offers. The catch: The test appears to be limited — not all users are seeing it. Search industry veteran Mordy Oberstein checked his own results and got a noticeably more compact layout, suggesting Bing is still in early experimentation mode. The bottom line: Bing quietly runs a lot of SERP experiments that never make it to full rollout, so this one is worth watching but not banking on. Retailers running Microsoft Shopping campaigns should keep an eye out for any uptick in impressions if the format expands. First spotted. This test was was spotted by Sachin Paten who shared a screenshot of the test on X. View the full article

A reader writes: A few years ago, I appeared in a series of videos about “how I got my job.” My job is pretty niche and there really isn’t a ton of institutional information about it yet, so it got a lot of attention. Since then, I’ve consistently gotten two to three LinkedIn messages per week from people looking to break into my field. About 20% are just saying that they found the videos inspiring (which I love to hear!), 30% are just asking to connect, and the remainder are asking for more career advice — but in a very general way. Think “I’d love to get your thoughts on how to break into the industry/get hired at your company.” I’m of two minds: I really want to help, but the volume of requests I get is much too high to respond to every single one. (I am working on a template email with generic info.) Also, maybe I’m being a bit of a Grinch here, but I bristle at how general the requests are. They make me feel like the person writing hasn’t actually done any of their own research (which, incidentally, is a huge part of this job). There even seems to be a trend now of people asking to grab 30 minutes for a phone call in their opening email! So, it’s probably not my place, but part of me wants to say, “Hey, this is not how to do it.” Any advice for how (if at all) to respond to the more labor-intensive requests? I answer this question over at Inc. today, where I’m revisiting letters that have been buried in the archives here from years ago (and sometimes updating/expanding my answers to them). You can read it here. The post how to respond to requests to “pick your brain” appeared first on Ask a Manager. View the full article

Does AI content rank on Google? We analyzed 42,000 blog posts to find out. The answer depends less on whether you used AI — and more on whether your content shows it. View the full article

How to continue providing value for clients. By Jackie Meyer The Balanced Millionaire: Advisor Edition Go PRO for members-only access to more Jackie Meyer. View the full article

How to continue providing value for clients. By Jackie Meyer The Balanced Millionaire: Advisor Edition Go PRO for members-only access to more Jackie Meyer. View the full article

We may earn a commission from links on this page. Google hasn’t launched a new Fitbit device since 2023, instead seeming to pour all its hardware efforts into Pixel watches. But all along the company refused to confirm that Fitbit hardware was truly dead, and a new promotional video appears to show why—it looks like there’s a Whoop-style smart band on the way. What was teasedThe video was posted to Steph Curry’s Instagram page on March 31, so it’s not an April Fool’s stunt. In a few short clips, we see a gray and orange fabric band around Curry’s left wrist. He says “I’m excited for what this is going to mean for health for the world and wellness. It’s a first of its kind, in a way. I don’t want to spoil it. You kind of have to see for yourself.” Text on the screen states: “A new relationship with your health. Coming soon. [Google logo].” What we actually knowGoogle has not publicly confirmed any details. News and rumor sites, and user forums, are converging on the explanation that this is a Whoop-style smart band with no screen, and that it will be Fitbit-branded. Visually, I agree with the smart-band theory—it certainly looks like one, and the only way it would be something else is if there’s a screen that has been turned to the inside of the wrist. The Fitbit branding isn’t confirmed—we only see a Google logo in the video, not a Fitbit one. A Bloomberg article cites “a person with knowledge of the matter” as saying that Google is working on a Fitbit-branded smart band. Right now, Fitbit's only real offerings are the Charge 6, released in 2023, and a few 2022-era models: the minimalist Inspire 3, and two smartwatches (Versa 4 and Sense 2) that Google still sells but does not seem excited about. Smart bands, meanwhile, seem to be a growing product area. Whoop was the undisputed leader in this area for years, but last year we got the Polar Loop, Amazfit Helio/Core, and a Garmin sleep band. This year, fertility-tracking app Natural Cycles began selling a temperature-tracking smart band, while Luna and Speediance announced new smart bands at the CES trade show. (Neither of those two has launched yet.) Fitbit Charge 6 $139.99 at Amazon Learn More Learn More $139.99 at Amazon Why I think they’re announcing it nowIronically, the fitness gadget internet has lately been abuzz with expectation for a new Whoop-style smart band. But not from Fitbit! The rumor (here, for example) was that Garmin was about to announce one. A listing for a “Cirqa smart band” appeared briefly on some Garmin websites earlier this year, but if it’s a real product, it doesn’t seem to be ready yet. This reminds me of something that happened last year in the smart band space: Amid rumors of a Garmin smart band, Polar announced it was working on its own smart band. Garmin’s Index Sleep Band dropped the next day. So this feels like round two. Garmin’s new band might be a proper Whoop competitor (which the Index sleep band wasn’t), and Fitbit might be trying to get ahead of an imminent Garmin product announcement. I don’t have any inside information on when or whether either of these two rumored products are launching, but I wouldn’t be surprised if Garmin’s arrives before Fitbit’s. Also this week, Google announced an expansion of the AI health coach in the Fitbit app. (Yes, this the the same AI coach that told me the Pixel Watch 4 didn’t exist, and that was comically bad at the actual coaching part. Maybe it’s gotten better.) The AI coach is now available to free users and not just subscribers, and has incorporated more features. Smart bands are having a moment, and I think it's because gadget makers have run out of new things they can stuff into a watch. Once you've got sensors for motion and heart rate, you have the main functions a fitness watch needs. Extra bells and whistles don't add enough excitement to justify higher prices or frequent upgrades, so companies are realizing they can pare down the hardware and pivot to software features and subscription services. The smart ring market is already a bit further down this path, as I've written before. Now it's time to see what happens with smart bands. View the full article

SEO tools were the most replaced martech application in 2025 — but not for the reason you might expect. According to the 2025 MarTech Replacement Survey, SEO platforms topped the list of replaced tools for the first time, overtaking categories like marketing automation platforms (MAPs), which had led for the past five years. At first glance, that might suggest instability in SEO. After all, the discipline is being reshaped by LLMs, AI-generated answers, and the rise of zero-click search experiences — all of which challenge traditional keyword tracking and ranking-based workflows. But the data tells a more nuanced story. SEO tools: most replaced, but stabilizing Even though SEO tools were the most replaced category in 2025, they were replaced at a slower rate than in prior years. In other words, they’re now the most commonly replaced — but also more stable than before. That shift suggests a maturing category. Rather than widespread churn, you appear to be consolidating, upgrading, or refining your SEO stack as search evolves. Meanwhile, several other major martech categories saw sharper year-over-year declines in replacements: CRM replacements fell more than 12% from 2024 to 2025, reaching their lowest level in the survey’s history. MAPs, email platforms, and CMS tools also declined compared to 2024. Why SEO tools are being replaced So if SEO tools aren’t being swapped out due to instability, what’s driving the changes? The survey points to three primary factors: 1. AI capabilities For the first time, the survey asked about AI’s role in replacement decisions — and the impact was significant. 37.1% cited AI capabilities as an important factor. 33.9% said they wanted AI capabilities when replacing a tool. This reflects a broader shift in SEO tooling, with platforms rapidly integrating AI for: Content generation and optimization. SERP analysis and intent modeling. Workflow automation. In many cases, replacing your SEO tool isn’t about abandoning SEO — it’s about upgrading to AI-native capabilities. 2. Cost pressures Cost has become a major driver of martech replacement decisions, including SEO tools: 43.8% of marketers cited cost reduction as a reason for replacing an application in 2025. That’s up sharply from 23% in 2024 and 22% in 2023. This suggests growing pressure to optimize and rationalize your SEO tech stack, especially as you evaluate overlapping functionality across tools. 3. Changing needs in a shifting search landscape As search behavior changes, so do expectations for SEO platforms. Traditional rank tracking and keyword monitoring are no longer sufficient on their own. Teams are increasingly looking for tools that can: Surface insights across AI-driven SERPs Track visibility beyond clicks Integrate with broader marketing and data systems That evolution is likely contributing to replacement activity — even as overall stability increases. AI is reviving custom-built SEO tools One of the more notable trends in the 2025 survey is the resurgence of homegrown solutions, including for SEO workflows. Replacing commercial martech tools with homegrown applications accounted for: 8.1% of replacements in 2025 Up from 3.4% in 2024 and 5% in 2023 This marks a meaningful shift after years of near-total reliance on commercial platforms. “AI-assisted coding is changing the calculus of build vs. buy,” said martech analyst Scott Brinker. “It’s easier and faster to build than ever before. Companies should still buy applications where they have no comparative advantage. But in cases where they can tailor capabilities to differentiate their operations or customer experience, custom-built software is an increasingly attractive option.” For SEO teams, this could mean more organizations building: Custom data pipelines. Proprietary SERP tracking systems. AI-driven analysis tools tailored to their specific needs. Other martech categories show even greater stability While SEO tools led in total replacements, the broader martech landscape is becoming more stable. Several major categories saw declining replacement rates in 2025, including: CRM platforms (down more than 12% year over year) Marketing automation platforms Email distribution tools Content management systems This suggests that many organizations are settling into core systems while selectively updating areas — like SEO — that are changing faster. Methodology Invitations to take the 2025 MarTech Replacement Survey were distributed via email, website, and social media in Q4 2025. A total of 207 marketers responded. Findings are based on the 154 respondents (60%) who said they had replaced a martech application in the previous 12 months. Download the 2025 MarTech Replacement Survey, no registration required. View the full article

There are five steps and you can’t skip ahead. By August Aquila MAX: Maximize Productivity, Profitability and Client Retention Go PRO for members-only access to more August J. Aquila. View the full article

There are five steps and you can’t skip ahead. By August Aquila MAX: Maximize Productivity, Profitability and Client Retention Go PRO for members-only access to more August J. Aquila. View the full article

Considerations that might not have occurred to you. By Ed Mendlowitz Call Me Before You Do Anything: The Art of Accounting Go PRO for members-only access to more Edward Mendlowitz. View the full article

Considerations that might not have occurred to you. By Ed Mendlowitz Call Me Before You Do Anything: The Art of Accounting Go PRO for members-only access to more Edward Mendlowitz. View the full article

President attends proceedings as justices consider one of their most consequential cases View the full article

AI-powered ad bidding systems are highly sophisticated, but conversion tracking hasn’t kept pace. Ad platforms encourage advertisers to track more actions, while many experts argue for tracking only final outcomes. Both are partly true. Neither is universally correct. In practice, both over- and under-signaling can hurt PPC performance. Too many loosely defined micro-conversions introduce noise. Bidding shifts toward easy, low-value actions, inflating reported performance while eroding real results. Too few signals leave the system without enough data to learn. This dynamic is most visible in Performance Max and Search plus PMax setups, where the system optimizes toward whatever signals it’s given — regardless of whether they reflect real business value. Here’s what happens when micro-conversions outnumber real conversions, why bidding systems behave this way, and how to build a conversion framework that aligns signal volume with business impact. The myth of the ‘data-hungry’ PPC algorithm The idea that algorithms need as much data as possible has been repeated so often that it’s become an assumption. Platform documentation, automated recommendations, and many PPC blog posts reinforce the same message: more signals equal better learning. Bidding systems require a minimum level of signal density to function, but they don’t benefit from indiscriminate micro-conversion signals. More data isn’t always better data. Adding low-intent or loosely correlated actions often degrades performance by shifting optimization toward behaviors that don’t correlate with revenue. Machine learning systems don’t evaluate the strategic relevance of a signal. They evaluate frequency, consistency, and predictability. When an account includes a mix of high- and low-intent micro-conversions — purchases, add-to-carts, pageviews, video plays, and soft leads — the system doesn’t inherently understand which actions matter most to the business. Without a clear value hierarchy, the bidding algorithm treats all signals as valid optimization targets. This creates a structural bias toward high-frequency, low-value actions because they’re easier and cheaper to achieve. The result is a bidding pattern that maximizes conversion volume while minimizing business impact. 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 Why value-based bidding helps, but can’t fix everything Many practitioners advocate for value-based bidding, where each micro-conversion is assigned a relative financial or hierarchical value. In theory, this helps the system understand which signals matter most. You can also instruct the platform to maximize conversion value, which should push the algorithm toward higher-value purchases or sales-qualified leads (SQLs). But value-based bidding isn’t a complete solution. When too many micro-conversions are included — even with assigned values — the system can still become overwhelmed. A high volume of low-intent signals can dilute intent and distort the value hierarchy. The issue isn’t just a lack of context. Every signal becomes part of the optimization math. If the model weighs signals by volume rather than business importance, low-intent micro-conversions will dominate. Assigning values helps clarify priorities, but it can’t override signal imbalance. At a certain point, the math wins. Dig deeper: In Google Ads automation, everything is a signal in 2026 How PPC bidding follows the path of least resistance In practice, this shows up as a “path of least resistance” problem. Even with values assigned, bidding algorithms still optimize toward the signals they’re given. When low-intent micro-conversions are included as Primary actions, the system treats them as efficient ways to increase conversion volume. This isn’t an error. It’s expected behavior for a model designed to maximize conversions within a set budget. When those signals occur more frequently, the system gravitates toward them. A signal that fires hundreds of times a day will exert more influence than a high-value action that fires only a handful of times per week. This dynamic is especially visible in PMax. The system evaluates signals across channels, audiences, and placements, and pursues the cheapest, most abundant path to conversion. If a contact page visit or key pageview is treated as a Primary signal, PMax may prioritize it over a purchase or SQL because it’s easier to achieve at scale. That’s why PMax often reports strong conversion volume and low CPA while revenue remains flat or declines. The system is performing as instructed, but the inputs lack a disciplined signal hierarchy. Value-based bidding improves structure, but without restraint in the number and type of signals, it can’t fully prevent the problem. False performance signals inflate platform metrics When low-value actions are tracked as Primary conversions, platform-reported performance becomes disconnected from business outcomes. Metrics such as CPA, ROAS, and conversion rate may improve, but those gains are often illusory. For example: A campaign may show a 40% reduction in CPA because the system is optimizing toward pageviews rather than purchases. ROAS may increase because the system attributes inflated value to actions that don’t correlate with revenue. Conversion volume may spike due to high-frequency micro-conversions. These patterns create a false sense of success, leading advertisers to scale budgets prematurely and erode contribution margin. Diluted intent and double-counting When multiple micro-conversions are tracked as Primary, a single user journey can generate multiple wins for the algorithm. For example, a user who views a product page, signs up for a newsletter, and adds an item to cart may be counted as three conversions from a single click. If values are assigned to each step, conversion value and ROAS become inflated as well. This inflates conversion volume, inflates conversion value, and distorts bidding behavior. The system interprets this as a high-value user and begins overbidding on similar traffic, even if the user never completes a purchase. In many accounts, micro-conversions outnumber real conversions by a ratio of 500 to 1 or more. This imbalance has significant implications for bidding behavior. When frequency overwhelms value If an account records 500 pageviews, 200 add-to-carts, 50 lead form starts, 10 purchases, and all actions are treated as Primary, the system receives 760 signals for every 10 that actually matter. Without distinct values, the algorithm can’t differentiate between a $0.05 action and a $500 action. It optimizes toward the most frequent signals because they provide the clearest path to increasing conversion volume. Even when values are assigned, overvaluing micro-conversions teaches the algorithm to pursue easy wins. The result is a maximized conversion value metric that looks strong in the dashboard but isn’t reflected in actual sales. The consequences of signal imbalance When micro-conversions dominate the signal mix: Bidding shifts toward low-intent traffic because it produces more conversions. Budgets are allocated inefficiently as the system chases cheap signals. Real ROAS declines, even as platform-reported ROAS appears strong. Scaling becomes risky because the system is optimizing toward the wrong outcomes. That’s why accounts with high micro-conversion volume often show strong platform metrics but weak financial performance. When micro‑conversions stop helping Micro-conversions are useful when an account lacks enough real conversion volume to support stable bidding. However, once a campaign consistently reaches 30 to 60 real conversions per month, they no longer provide meaningful benefit. At that point, the system has enough high-quality data to optimize effectively. Continuing to rely on micro-conversions introduces unnecessary noise and increases the risk of misaligned bidding. This is the point to transition from tCPA to tROAS and let real revenue guide optimization. Dig deeper: Why better signals drive paid search performance Get the newsletter search marketers rely on. See terms. How to decide what should be a Primary conversion Primary actions influence bidding, while Secondary actions provide visibility without affecting optimization. This four-part litmus test helps determine which actions should be treated as Primary. 1. The volume threshold Micro-conversions should be used only when real conversion volume isn’t sufficient to support stable bidding. As a general guideline: Below 30 real conversions per month: A high-intent micro-conversion may be needed to give the system enough data. 30 to 60 real conversions per month: Begin reducing reliance on micro-conversions. 60 or more real conversions per month: Remove micro-conversions from Primary status and rely on revenue-based optimization. This threshold ensures micro-conversions serve as a temporary bridge, not a permanent crutch. 2. The necessary step test A Primary action should represent a required step in the conversion journey, such as: Add to cart. Begin checkout. Start lead form. Actions that aren’t required steps — such as contact page visits, whitepaper downloads, or time on site — shouldn’t be treated as Primary. These may indicate interest, but they don’t reliably predict revenue. 3. The valuation test If an action can’t be assigned a realistic financial value, it shouldn’t be used as a Primary conversion. Assigning arbitrary values introduces risk and can distort bidding behavior. Actions such as time on site or scroll depth fail this test because they don’t consistently correlate with revenue. However, if CRM data shows a reliable statistical correlation with revenue, that can justify including the action. 4. The simplicity test Even if multiple actions pass the first three tests, only the strongest one or two should be designated as Primary. Including too many Primary actions increases the risk of double-counting and overbidding. A streamlined Primary set ensures the system focuses on the most meaningful signals. Use Secondary conversions as a diagnostic tool Secondary conversions provide visibility into user behavior without influencing bidding. They’re a useful diagnostic tool for understanding funnel performance and evaluating new signals. Visibility without optimization risk Tracking actions such as newsletter signups, video views, or soft leads as Secondary lets you monitor engagement without shifting bidding toward low-value behaviors. This approach preserves data integrity while maintaining control over optimization. Funnel analysis and bottleneck identification Secondary conversions reveal where users drop off in the funnel. For example: High Add-to-Cart volume but low purchase volume indicates checkout friction. High MQL volume but low SQL volume suggests targeting or qualification issues. These insights support more informed optimization decisions. Safe testing environment New signals should be tracked as Secondary for several weeks before being considered for Primary status. This allows you to evaluate frequency, correlation with revenue, stability, and predictive value. Only signals that demonstrate consistent value should be promoted to Primary. Assign micro-conversion values using a safety discount When micro-conversions are used, they must be assigned values that reflect their true contribution to revenue. Overvaluing micro-conversions is a common cause of inflated platform performance and misaligned bidding. Calculating baseline value The baseline value of a micro-conversion is determined by: Baseline value = Conversion rate to sale x Average order value (AOV) or profit For example: Ecommerce: If 25% of add-to-carts convert and AOV is $1,600, the baseline value is $400. Lead generation: If 10% of demo requests convert to $5,000 profit, the baseline value is $500. Applying the 25% safety discount The baseline value shouldn’t be used directly. Instead, apply a 25% reduction: $400 becomes $300. $500 becomes $375. This discount helps prevent overbidding by ensuring the system doesn’t overvalue micro-conversions relative to actual revenue. Undervaluing is safer than overvaluing Undervaluing micro-conversions may slightly slow learning, but it doesn’t distort bidding. Overvaluing them can push the system toward low-intent traffic, leading to rapid budget misallocation. The safety discount provides a buffer that protects contribution margin while still supplying useful data. Dig deeper: How to make automation work for lead gen PPC Where PPC experts draw the line on micro-conversions Practitioners consistently point to the same principle: signal discipline matters more than signal volume. Julie Friedman Bacchini emphasizes that every conversion action becomes a signal the system optimizes toward. Using more than one Primary action introduces ambiguity — “it’s suddenly muddier” — and skipping values makes it easier for the system to latch onto lower-value signals. Values don’t need to be exact, but they must be relative. She also notes that micro-conversions can help low-volume campaigns reach data thresholds, but they aren’t a substitute for real Primary conversions. Removing them later can mean “starting over to a large extent on system learning.” Jordan Brunelle takes a similarly disciplined approach: “There can definitely be too many.” He recommends starting with one strong signal of intent and watching the ratio between micro-conversions and real outcomes. If volume is high but outcomes are low, it often signals a targeting or signal issue. Across both perspectives: You can have too many micro-conversions. Values help, but they aren’t a cure-all. The system favors the most frequent signals. Micro-conversions are a tool, not a strategy. 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 Signal discipline is the real competitive advantage The debate around micro-conversions often focuses on quantity. But the real differentiator isn’t volume, but discipline. Bidding systems optimize toward the signals they’re given. When the signal mix is cluttered, performance drifts. When it’s clear and intentional, the system aligns with real business outcomes. Micro-conversions should be selectively used and continuously evaluated. Start with a simple audit: Identify all Primary conversions. If more than two or three actions are Primary, the account is likely over-signaled. Apply the litmus test. Remove any Primary actions that fail the volume, necessary step, valuation, or simplicity tests. Move nonessential actions to Secondary. Assign conservative values to remaining micro-conversions. Use the safety discount to avoid overbidding. Monitor performance for 30 days, focusing on revenue, contribution margin, and signal distribution. Micro-conversions should be a temporary bridge. Once real conversion volume is sufficient, optimization should be guided by revenue. A disciplined signal architecture gives automation what it needs to perform as intended: efficient, predictable, and aligned with real business outcomes. View the full article

When exploring the franchisor definition in business licensing, it’s essential to grasp their role in the franchise system. Franchisors are the entities that grant you the right to operate a business under their established brand and model. They provide critical support, such as training and operational guidelines, to guarantee uniformity across locations. Comprehending these dynamics can greatly impact your franchise experience, especially when considering the responsibilities and advantages that come with this business model. What else should you know to make an informed decision? Key Takeaways Franchisors license their brand and operational framework to franchisees, enabling them to operate under a recognized name. They establish franchise agreements that outline standards, rights, and responsibilities for franchisees. Franchisors provide essential training and ongoing support to ensure franchisee success and adherence to brand standards. They are responsible for updating operational manuals and marketing strategies to maintain brand consistency. Franchisors define specific territories to minimize competition and enhance market viability for their franchisees. What Is a Franchisor? A franchisor is the key player in the franchise business model, serving as the original entity that licenses its brand and operational framework to franchisees. To define franchisor, think of it as the source of the brand that franchisees can use, allowing them to operate under the franchisor’s trademark in exchange for fees and royalties. The franchisor maintains control over franchise operations through a franchise agreement, which details the standards franchisees must meet. By leveraging the local knowledge and investments of franchisees, franchisors can expand their market presence without heavy capital expenditures. Franchisees typically pay an initial start-up fee and ongoing royalties, which support the franchisor’s brand development. Furthermore, franchisors must provide a Franchise Disclosure Document (FDD) to potential franchisees, outlining crucial financial obligations. Key Takeaways Comprehending the role of a franchisor in the franchise business model helps clarify the key takeaways surrounding this relationship. Here are some crucial points to contemplate: A franchisor grants rights to franchisees to operate under its brand and business model through a franchise agreement. They typically earn an initial franchise fee and ongoing royalties, which can range from 4.6% to 12.5% of branch profits. Franchise agreements mandate franchisors to provide support and training, ensuring franchisees adhere to brand standards. Legal regulations require franchisors to furnish potential franchisees with a Franchise Disclosure Document (FDD), outlining vital business information. Understanding these aspects will help you appreciate the franchisor-franchisee dynamic and its impact on successful business operations. Understanding Franchisor Responsibilities When you think about franchisors, it’s vital to understand their key responsibilities, particularly in training and support, in addition to territory management. They provide franchisees with the necessary resources and guidance to guarantee brand consistency and success during defining specific territories to reduce competition among franchisees. Training and Support Franchisors play an essential role in ensuring the success of their franchisees by providing fundamental training and ongoing support. This support is important for helping you navigate the intricacies of running a franchise. Key components of this training and support include: Initial training, often lasting at least 20 days, at dedicated facilities like Dunkin’ Brands University. Updates to operational manuals, marketing strategies, and additional training to adapt to market changes. Clear communication channels to address your questions and concerns. A structured support system that assists with site selection, operational oversight, and brand standards compliance. Territory Management Establishing effective territory management is crucial for the success of a franchise, as it directly impacts both franchisees and the overall brand. Franchisors are responsible for defining specific territories to minimize competition, ensuring market viability. This strategic selection relies on analyzing potential profitability and consumer demand, which helps secure the franchise’s success. Franchise agreements typically grant exclusive territorial rights to franchisees, allowing them to operate without interference from nearby locations. Furthermore, franchisors must consistently monitor franchisee performance within these territories to uphold brand consistency and compliance with operational standards. Franchisor Advantages One of the key advantages of franchising is the ability to grow swiftly during minimizing financial risk. By leveraging the knowledge and capital of local franchisees, you can grow your brand considerably without incurring heavy costs. Here are some specific benefits: Franchisees typically pay an initial start-up fee and ongoing royalties, providing a continuous revenue stream. The franchise model helps maintain brand consistency and operational standards, enhancing your brand’s reputation. You can scale your business without considerable capital investments, as franchisees cover most initial costs. Lower overhead costs at franchisee-operated locations lead to higher profitability compared to company-owned establishments. These advantages make franchising an attractive option for growing your business effectively and efficiently. Franchisor Disadvantages Although franchising offers numerous benefits, it also comes with its share of disadvantages that potential franchisors should carefully consider. Establishing a franchise demands a significant investment of time and resources, which can deter many aspiring franchisors. Even after thorough vetting, franchisee failures can harm your brand’s reputation, leading to negative perceptions. Moreover, once the initial training and agreement are complete, you’ll have limited control over the franchisee’s operations, potentially resulting in inconsistencies in brand representation. If you declare bankruptcy, your franchisees could face severe disruptions, affecting their investments and business continuity. Finally, in spite of having a proven business model, some franchises can still be unprofitable, potentially leading to financial losses for you as the franchisor. Example: Dunkin Donuts Dunkin’ Donuts serves as a prime example of a successful franchisor in the food and beverage industry. Since starting franchising in 1955, Dunkin’ has expanded to over 11,300 restaurants globally. As a franchisee, you’ll need to meet specific requirements, which include: Completing at least 20 days of core initial training at Dunkin’ Brands University. Managing your restaurant with a minimum of two individuals, including yourself. Continuously developing your business as you adhere to Dunkin’s standards, including offering a full menu. Comprehending that the investment to open a franchise ranges from $95,700 to $1,597,200, excluding real estate costs. Dunkin‘s strict controls demonstrate how a franchisor can maintain brand consistency across its franchise network. Training Overview for Franchisees To succeed as a franchisee, you’ll need to undergo an extensive training program that equips you with the necessary skills and knowledge to operate your business effectively. At Dunkin’ Brands University, you’ll spend a minimum of 20 days in core initial training, covering crucial areas such as product preparation, customer service, and adherence to corporate policies. You’ll additionally receive guidance on effective employee management strategies since you’re responsible for hiring and managing your staff. Ongoing training and support materials are provided to keep you updated on best practices and new product offerings. This continuous development and compliance with franchisor standards are fundamental for your success, making the training you receive a critical component of your franchise expedition. Obligations and Restrictions of Franchisees As a franchisee, you have specific operational responsibilities that you must uphold to keep your business running smoothly. This includes adhering to brand standards set by the franchisor, ensuring you offer the full menu, and managing your location with required staff for effective oversight. Furthermore, if you’re considering any business activities outside of your franchise’s core offerings, you’ll need to seek prior written approval from the franchisor. Franchisee Operational Responsibilities Franchisees have several key operational responsibilities that are vital for the success of their business within the franchise system. You’ll need to manage your operational overhead effectively, ensuring compliance with the franchisor’s standards and maintaining product quality. Here are some of your main obligations: Complete a minimum of 20 days of core initial training at Dunkin’ Brands University. Offer a full menu as prescribed by the franchisor, obtaining prior written approval for any deviations. Engage in continuous business development to strengthen your local market presence. Avoid internet sales or distributing unapproved goods/services to maintain brand consistency. Compliance With Brand Standards Compliance with brand standards is vital for maintaining the integrity and consistency of the franchise system. As a franchisee, you’re required to follow the specific guidelines set by the franchisor, which include maintaining designated product offerings, operational procedures, and marketing strategies. This guarantees uniformity across all locations. Your franchise agreement mandates that you offer the full menu or product range without unauthorized deviations. To fully grasp these standards, you must complete at least 20 days of initial training at the franchisor’s facility. Ongoing adherence is critical; failing to comply could lead to penalties, loss of your franchise agreement, or damage to the brand’s reputation. Always consult your franchisor before engaging in any additional business activities to confirm alignment with brand standards. Approval for Additional Activities Before you consider engaging in any additional business activities outside your franchise operations, it’s vital to obtain prior written approval from your franchisor. This requirement helps maintain brand integrity and guarantees you adhere to the franchisor’s established business model and standards. Violating this rule can lead to penalties or even termination of your franchise agreement, making compliance important. Here are some key points to remember: Approval protects the franchise brand and reputation. Franchise agreements usually require you to offer a complete menu or product line as specified. Unapproved activities may incur serious consequences. You must manage operational costs within the franchisor’s framework, limiting your ability to diversify. Always consult your franchisor before exploring new business ventures. Financial Assistance for Franchisees Starting a franchise often requires a significant financial investment, which can be intimidating without the right support. Although franchises like Dunkin don’t provide direct financing, several third-party lending options may be available for qualified franchisees. You’ll need to manage your operational overhead costs, which can differ based on location and performance. Furthermore, ongoing royalty fees, typically between 4.6% and 12.5% of branch profits, will affect your financial planning. It’s vital to conduct thorough financial due diligence before committing. Cost Type Estimated Range Notes Initial Investment $95,700 – $1,597,200 Excludes real estate expenses Operational Overhead Varies Based on location and performance Royalty Fees 4.6% – 12.5% Percentage of branch profits Financing Options Third-party lenders Available for qualified franchisees Financial Planning Fundamental Analyze costs and potential revenues Estimated Initial Investment for Franchising When contemplating the estimated initial investment for franchising, potential franchisees should prepare for a financial commitment that can range considerably. For instance, opening a Dunkin franchise can cost anywhere from $95,700 to $1,597,200, not counting real estate expenses. Here are some key financial aspects to evaluate: Initial start-up fees and ongoing royalties, typically between 4.6% and 12.5% of profits. Additional expenses, including equipment, inventory, marketing, and operational overhead. Financing options are often limited; third-party lending may be available. A thorough evaluation of financial projections and break-even analysis is crucial for sustainable investment. Understanding these costs helps you make informed decisions as you explore franchising opportunities. The Importance of Franchise Agreements Franchise agreements play a vital role in defining the relationship between franchisors and franchisees, outlining specific terms that govern their interactions. These agreements detail the rights and obligations of both parties, ensuring clarity and comprehension. You’ll find important information regarding fees, such as initial startup costs and ongoing royalties, which typically range from 4.6% to 12.5% of sales. Furthermore, they require you, as a franchisee, to adhere to the franchisor’s operational standards to maintain brand consistency. Franchise agreements are regulated by federal and state laws, which mandate the franchisor to provide a Franchise Disclosure Document (FDD). Compliance is imperative; failure to follow the agreement can lead to penalties, termination, or damage to the brand’s reputation. Frequently Asked Questions What Is a Simple Definition of a Franchisor? A franchisor is a business that allows another party, called a franchisee, to operate under its brand and business model. You’ll typically pay an initial fee and ongoing royalties based on your profits. Franchisors provide support, including training and marketing, to help maintain consistency across all locations. This relationship is essential for expansion, as it combines the franchisor’s brand strength with the franchisee’s local market knowledge and investment. What Are the 4 P’s of Franchising? The 4 P’s of franchising are Product, Price, Place, and Promotion. Product refers to the goods or services you offer, ensuring they meet brand standards. Price involves setting competitive rates during consideration of royalty fees. Place focuses on selecting locations based on market demand and potential profitability. Finally, Promotion includes the marketing strategies and support provided to improve your franchise’s visibility and drive sales, ensuring you attract and retain customers effectively. What’s the Difference Between a Franchise and a Franchisor? A franchise is a business model where you, as the franchisee, pay for the right to operate under a brand’s name and business system. The franchisor, conversely, is the original brand owner who grants you this right and provides ongoing support, training, and guidelines. In contrast to the franchisee who runs the day-to-day operations, the franchisor retains control over brand consistency and operational standards, ensuring a cohesive customer experience across all franchise locations. What Is the Role of the Franchisor? The franchisor plays a vital role in the franchise system. They own the brand and business model, granting you the right to operate under their name. You’ll receive initial training, ongoing support, and operational guidelines to maintain brand standards. Franchisors likewise create marketing strategies that benefit all locations and establish territories to reduce competition. Furthermore, they provide important documents, like the Franchise Disclosure Document, outlining fees and obligations involved in the franchise agreement. Conclusion In summary, comprehending the role of a franchisor is vital for anyone considering entering the franchise world. Franchisors provide fundamental support and guidelines, ensuring franchisees can benefit from an established brand and business model. Nevertheless, it’s important to recognize the obligations and restrictions that come with this partnership. By carefully evaluating franchise agreements and investment requirements, you can make informed decisions that align with your entrepreneurial goals and minimize risks associated with starting a business independently. Image via Google Gemini and ArtSmart This article, "Understanding the Franchisor Definition in Business Licensing" was first published on Small Business Trends View the full article

As you have probably heard, most of human history, civility was not the default setting. Societies were rougher, hierarchies more brutal, and interpersonal interactions often governed by blunt displays of power and overt physical aggression rather than kind or cordial exchanges. In medieval societies, for instance, everyday interactions were far less restrained by norms of politeness. Status determined how you were treated, and those with power often exercised it quite openly. Rudeness, intimidation, and direct confrontation were not social faux pas so much as ordinary features of life in rigidly stratified societies. Fortunately, we have come a long way. Today, success in modern organizations often depends on the ability to at least appear or seem gentle, collaborative, and emotionally intelligent. Few people openly insult their colleagues or shout at meetings. Instead, most professionals understand that being likable, agreeable, and tactful helps them influence others, build alliances, and advance their careers. Even individuals who enjoy enough power to care less about how they impact others – say, senior leaders and executives – know that their reputation will take a hit if they don’t practice the art of seeming humble, empathetic, and kind. As I noted in my latest book, this civility requires a great deal of performance. Being “professional” often means managing one’s impulses, editing one’s reactions, and presenting a socially acceptable version of oneself. The result is that modern workplaces reward a kind of controlled or strategic authenticity: people must come across as sufficiently real while at the same time acting in sufficiently other-oriented and empathetic ways so that they can be trusted. Needless to say, this is mostly a good thing, especially compared with the alternative: open hostility, egocentrism, or rudeness. In other words, civility is by and large what makes collaboration and living in a well-functioning society possible. Too much of a good thing? Despite the wide-raging benefits of kind politeness and civility, like any trait that is rewarded, it can be taken too far. When politeness becomes excessive, it morphs into something else: political maneuvering, extreme conflict avoidance, and carefully managed insincerity. Instead of speaking candidly, people learn to say what sounds agreeable while thinking something entirely different. They nod in meetings but undermine decisions afterward. They compliment you publicly but criticize you privately. They avoid open disagreement yet quietly obstruct progress. As Kim Scott compellingly illustrated in her book about the benefits of workplace candor, at some point, civility stops being a lubricant for cooperation and starts becoming an inhibitor. In personality psychology, one of the traits associated with this behavior is called leisurely, a dark-side tendency closely related to passive aggression. People high on this trait appear cooperative on the surface but resist demands indirectly. Rather than confronting conflict directly, they express dissatisfaction through subtle obstruction, delays, sarcasm, or behind-the-scenes criticism. Passive-aggressive behavior thrives precisely because it is difficult to call out. Unlike openly hostile colleagues, passive-aggressive individuals maintain plausible deniability. They can always claim they were misunderstood or that they were “just trying to help.” They rarely say anything explicitly offensive, yet their actions consistently undermine others. If you think of colleagues or coworkers who never say anything during meetings, they just silently smile and nod and pretend to be interested and aligned, but then, when you think of it, you never really know what they think, who they are, and they rarely deliver anything or produce much at all. Once you start noticing it, you will probably realize how common it is. Telltale signs Consider a few familiar workplace scenarios or indicators: a) A colleague praises your proposal enthusiastically in the meeting. “Brilliant idea,” they say, nodding vigorously. Days later, they circulate a follow-up email to senior stakeholders listing six “small concerns” that were mysteriously absent while you were in the room. b) A team member repeatedly volunteers to “take ownership” of a task, only for the task to disappear into a bureaucratic Bermuda Triangle. Weeks later they resurface with an apology, three new complications, and a helpful reminder that they had “always worried the timeline might be ambitious.” c) Someone compliments your presentation with almost theatrical enthusiasm. “Fantastic analysis,” they say. Later you learn that they have spent the afternoon telling half the organization that the data was “interesting, but probably incomplete.” d) Then there is the meeting minimalist. They sit through ninety minutes of discussion smiling politely and contributing nothing except the occasional “fine by me.” Two days later they start to secretly sabotage the project. e) Or the colleague who agrees with every decision but implements none of them. Their calendar is immaculate, their tone supportive, but their productivity is basically non-existent. Their time and focus is devoted to avoid having to do any work, which is a full-time job in itself. f) And finally the true virtuoso of passive aggression: the person who ends every conversation with “happy to help,” while always ensuring that the help never actually arrives or crystallizes. Unlike openly difficult colleagues, these individuals rarely cross a line that can be clearly challenged. That is precisely why the behavior persists. They remain outwardly polite, professionally agreeable, and quietly useless. Leisurely non-compliance or resistance often emerges in environments where direct disagreement feels risky. In highly political organizations (or cultures that overemphasize harmony) people may feel safer expressing resistance indirectly rather than confronting issues openly. The problem, of course, is that in the long-term passive aggression erodes trust. When people say one thing and do another, collaboration becomes exhausting, as teams waste time deciphering signals rather than solving problems. So, how can you best deal with passive-aggressive colleagues? 1) The first step is to bring behavior into the open without escalating conflict. Passive aggression thrives in ambiguity. Calmly clarifying expectations and commitments, makes indirect resistance harder to sustain and work. For example, if a colleague expresses support in a meeting but later undermines the decision, you might say: “In the meeting you mentioned you were comfortable with this direction. Is there something we should discuss openly before moving forward?” Framed this way, the question invites transparency rather than accusation. 2) Second, document commitments clearly. Written follow-ups after meetings (summarizing decisions, responsibilities, and timelines with precision) create accountability. Passive-aggressive behavior often relies on vague agreements that can later be reinterpreted. 3) Third, reward candor when it appears. If someone finally expresses disagreement directly, treat it as constructive input rather than insubordination. One reason passive aggression flourishes is that people fear negative consequences for open dissent. 4) Fourth, focus on explicit behavior rather than implicit motives. It is tempting to label someone as manipulative or dishonest, but doing so rarely improves the situation. Instead, address specific actions. Saying “we agreed on X but the deliverable was Y, can we please clarify expectations?” is more productive than accusing someone of sabotage. 5) Finally, consider the possibility that passive aggression sometimes signals a deeper organizational issue. If people feel unable to speak openly, because of hierarchy, politics, or fear of consequences, they may resort to indirect resistance as a coping mechanism. In that sense, passive aggression is more likely a symptom of cultural dysfunction than merely an individual flaw. If this is the case, you may want to evaluate whether your own behavior meets the criteria for leisurely passive avoidance or aggression. In short, the best way to combat passive aggression is through skilled, strategic, and tactically astute passive aggression, rather than overt confrontation or active emotional aggression or reaction. To be sure, at the organizational level, the long-term solution is not to eliminate disagreement but to try to normalize it. Constructive dissent As Amy Edmondson has illustrated in her programmatic and comprehensive research on psychological safety, healthy teams allow people to challenge ideas without being seen as disloyal. They encourage constructive dissent and reward honest feedback. In such environments, there is little incentive for passive aggression because people can express concerns directly. Human civilization has come a long way from the days when power determined who spoke and who stayed silent. Modern workplaces aspire to something better: collaboration grounded in trust and professionalism. But professionalism should not mean politeness without honesty. In the end, the most effective teams are not those where everyone is endlessly agreeable. They are the ones where people mean what they say, and say what they mean, all in the interest of boosting team performance and organizational effectiveness, which is rarely incompatible with having a healthy culture. View the full article

Selling in today’s landscape presents unique challenges, particularly for small business owners who must juggle multiple roles while engaging with customers. But LinkedIn is stepping in to make this process more straightforward and effective with its recent push to humanize sales through storytelling and humor. Catherine Flynn, Vice President of LinkedIn Sales Solutions, emphasized the complexity of modern selling, stating, “Selling today is complex, but it’s also deeply human. Sellers spend their days navigating real conversations, real relationships, and plenty of moments that don’t go perfectly.” This acknowledgment of the emotional nuances in sales is crucial for small business owners who often rely on personal connections to drive their sales. With LinkedIn’s latest initiatives, the platform aims to support sellers by showcasing how its Sales Navigator tool can help them focus on the right accounts and foster meaningful relationships. This innovative approach not only simplifies the sales process but also aligns with the needs of small business owners who often wear multiple hats. The multi-channel marketing campaign will run in the US and UK, appearing across various mediums, including television, digital video, and social platforms. This diverse approach ensures that small business owners can engage with potential customers through channels they frequent. There are several key benefits small businesses can reap from leveraging LinkedIn’s Sales Navigator and the contextual marketing approach they are promoting. Firstly, Sales Navigator offers powerful tools for lead tracking and account management that allow business owners to identify and prioritize promising prospects. This focus on the right accounts is vital for small businesses, where resources can be scarce and every connection counts. Moreover, integrating humor and storytelling into sales conversations can make interactions more relatable and memorable. Small business owners often find that genuine human connections can distinguish them from larger competitors. By utilizing LinkedIn’s resources, they can craft narratives that resonate with their target audiences, helping to build trust and loyalty—elements that are crucial for long-term sustainability. However, there are challenges associated with implementing these strategies. Small business owners might find it daunting to adapt their existing sales methodologies to incorporate storytelling and humor actively. Transitioning from a transactional approach to one that emphasizes relationship-building requires a shift in mindset and practice. Additionally, with various channels to navigate, there is a potential learning curve involved in effectively engaging across all platforms outlined in LinkedIn’s campaign. It’s also important for smaller operations to consider the financial aspects of investing in these tools. While LinkedIn provides valuable resources, it’s essential for business owners to assess whether they can allocate a budget for Sales Navigator and the associated marketing efforts without straining their overall finances. The potential of LinkedIn’s updates offers a refreshing perspective on how small business owners can elevate their sales strategies. By focusing on the human aspect of selling, the platform encourages sellers to engage more deeply with their clients, fostering relationships that can lead to increased sales and customer loyalty. As small business owners look to adapt to these changing sales dynamics, they can gain insights from Flynn’s remarks and the underlying goals of LinkedIn’s campaigns. By doing so, they may find innovative ways to connect with customers, ultimately enhancing their business and establishing lasting partnerships. For more details on the campaign, you can read the original announcement on LinkedIn here. Image via Google Gemini This article, "LinkedIn Launches New Campaign to Humanize Modern Selling Experience" was first published on Small Business Trends View the full article

With the conflict in Iran pushing gas prices higher, Costco’s fuel program has quietly become one of the most effective ways for consumers to cut expenses. Even as national averages climb, Costco’s gas is typically $0.05 to $0.40 per gallon cheaper than local competitors’, savings that can be crucially efficient during a price surge. Costco’s edge comes from its membership model. A $65 Gold Star or Business membership, or the $130 Executive membership, unlocks access not only to the warehouse’s discounted goods but also to its lower fuel prices. “I got gas at Costco for $2.99 and it’s $3.60 everywhere else. Wild it’s so much cheaper at Costco,” one user wrote on X. Costco operates roughly 550 gas stations across the U.S., giving members plenty of opportunities to take advantage. Gas isn’t a small line item for the retailer, either. Costco reports that fuel accounts for about 10 percent of total net sales, a steady revenue stream that helps the company keep prices lower. When gas prices soar, Costco often drops its margins and lowers pump prices by $0.30 to $0.40 per gallon. When the market settles, Costco still undercuts competitors, typically by $0.05–$0.15 per gallon. Gas prices are surging As of March 16, the national average sits around $3.70 per gallon, according to AAA, a price that’s been inching upward for weeks. Across the U.S., gas costs are significantly higher than in previous years, driven in part by Israeli attacks on Iran and broader instability in oil markets. President The President has offered limited commentary on the issue. Earlier this month, he told Reuters he has no concern about rising oil prices and expects costs to fall once geopolitical tensions ease. “If they rise, they rise,” he said. With prices pushing toward $4 per gallon, the U.S. is nearing the highs last seen in late 2023. AAA warns costs may continue to climb as winter turns to spring and more drivers return to the road. Costco’s fuel program during past surges Costco has seen similar demand patterns during previous gas price increases. In 2025, the company extended gas station operating hours during a period of elevated prices, leading to record fuel sales. The retailer has offered gasoline since the mid‑1980s and expanded the program significantly during the 1990s. Because Costco operates as a members‑only warehouse club, customers must present a membership card to access fuel — a requirement that drives additional store traffic and ties fuel demand directly to membership growth. —Moses Jeanfrancois This article originally appeared on Fast Company’s sister website, Inc.com. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy. View the full article

So you've bought yourself a brand new Samsung Galaxy S26. How do you make the most of it? The latest flagship phones from Samsung come with One UI 8.5 installed on board, and there's plenty you can do with both the software and some of the hardware upgrades that Samsung has put in place. Here are 10 ways you can make your Galaxy S26 more useful than it is out of the box: Use DeX to turn your Galaxy phone into a computerI've covered Samsung DeX in the past: It's a desktop interface for your phone that activates when you plug your handset into a monitor, and it means you can more or less use your Galaxy device like a PC if you hook up a mouse and keyboard. DeX isn't new, but with One UI 8.5 models it features up to four separate desktop spaces, which can each hold five apps—so there's more room to work with. There are also additional options for positioning the extended display in DeX mode. To get started, head to Connected devices > Samsung DeX from Settings. Use your Galaxy S26 as a high-quality webcamPixel phones have been able to double up as webcams since Android 14, and with the Galaxy S26 series, Samsung finally joins in as well. This should work on Windows and macOS: Just connect your phone to your computer via a USB-C cable, open the notification that shows on the Galaxy screen, and pick Webcam as the mode. The next time you load up an app that can utilize a webcam, the Galaxy S26 Ultra should appear as an option in the camera picker. If you have a laptop with a built-in webcam, you may wonder why you need to use your phone as a webcam, but it's a good option if you're using a desktop setup which doesn't have a webcam, or if your integrated webcam isn't very good. A phone also gives you a lot more flexibility when it comes to the position and angle of the camera too, so this really can come in handy. Use "Privacy Shield" to hide your Galaxy's display from onlookers The Galaxy S26 feature that seems to have attracted the most attention so far is the Privacy Display, though sadly it's only available on the Ultra model. It makes it virtually impossible for anyone who's near you to see what's on screen, with some clever display trickery. You'll find the Privacy Display option under Display in Settings (it's also available on the Quick Settings panel), and you can choose to enable it manually or have it turn on automatically (when you're entering a PIN or password, for example). There's also the option to only enable the Privacy Display feature for notifications on screen, as well as a Maximum privacy protection setting. This dials up the obfuscation as far as possible, but "may affect normal viewing" as well, Samsung says. The Privacy Display setting on the S26 Ultra. Credit: Lifehacker Use "Inactivity restart" to automatically protect your Galaxy from hackersDelve into the One UI 8.5 Settings page on the Galaxy S26, and you'll find a new option under Security and privacy > More security settings. It's called Inactivity restart, and it means your phone will automatically reboot if you don't use it for 72 hours straight. When it restarts, it'll be in a more secure mode than it was before. Incoming notifications and calls won't be shown on the screen, and an unlock (via PIN, password, or pattern) will be required for the device to become usable again. This might not sound too different to your phone simply being locked as normal, but a reboot activates what's known as a Before First Unlock (BFU) state. This BFU state adds a few more protections to a standard lock, including the blocking of notifications, full data encryption, and the temporary disabling of biometrics. Customize the Quick Panel to find your most-used features fastOne UI 8.5 on the Galaxy S26 series gives you more control over the Quick Panel that appears when you swipe down from the top-right corner of the screen: You can edit buttons individually as well as in groups now, and staples like the brightness and volume sliders can be resized and repositioned. You can customize the Quick Panel with the exact layout that works best for you, and include all the settings and functions you use most. To get started, swipe down from the top right to find the panel, then tap the pen icon at the top. Use Edit on the main panel to change the shortcut buttons, and Add a control to drop in something new. You can reposition elements by tapping and holding on them, resize them using the handles around the sides, and remove them by tapping the - (minus) icons. Use this setting to automatically switch between wifi and cellular when neededOne of Samsung's more subtle implementations of AI can be found in Connections > Wi-Fi from the Settings page on your Galaxy S26. If you then choose Switch to mobile data with AI, you get options for intelligently switching over to a cellular network if your wifi coverage has become unstable or non-existent. It should mean fewer interruptions if you're on the move and switching between multiple networks as you go. Use "Audio Eraser" to reduce background noise in any videoWith the Galaxy S25, Samsung introduced a feature called Audio Eraser: It meant you could isolate different sounds from the videos you recorded (such as background crowd noise, music, or someone speaking), and boost certain sounds while lowering others. That way, your videos don't have to be ruined by background wind noise or other distractions. With One UI 8.5 and the Galaxy S26 series, Audio Eraser gets an upgrade. It can now work in real time with any video and app you want. This implementation is simpler than it is with your own videos, but it's effective: You get two sliders for reducing background noise and boosting voice dialog or music vocals. With a video playing on screen, swipe down from the top right corner to access Quick Settings, then choose Audio Eraser to find the sliders. Audio eraser now works across a broader range of videos. Credit: Lifehacker Detect scams in real timeAs I previously reported, the Pixel's real-time scam detection technology is now available on the Galaxy S26 series. In fact, it's built right into the Samsung Phone app. To enable the feature from the Phone app, tap the three dots (top right), then choose Settings and Scam Detection. All of the incoming audio is processed locally by Gemini, and nothing is recorded or sent back to the cloud. Scam Detection isn't 100% accurate, but if the on-board AI thinks that the words you're hearing match the patterns often used by fraudsters, you'll see an on-screen message and get haptic feedback to that effect. You can then choose to end the call or stay on the line. Use "Private album" to hide your sensitive photosFor your most sensitive photos and videos, there's now a private album built right into the Samsung Gallery app in One UI 8.5. You can hide images and clips away without creating a separate folder for them, and you don't even need to sign up for a Samsung account. With a photo or video open on screen, tap the three dots (top right), then choose Move to private album. A link to the album is shown if you tap the Menu button in the Gallery app, but you need your screen unlock method (such as a fingerprint) to access it. Use "Horizon Lock" to automatically stabilize all your videosIf you've gone for the most expensive Samsung Galaxy S26 Ultra model, you also get access to a rather clever camera trick called Horizon Lock. It means when you're shooting video, you can lock it to the original orientation—portrait or landscape—no matter how much you subsequently twist and turn your phone. You need to select Super Steady Video as your shooting mode to access Horizon Lock, from the Camera app. While some video stabilization was available on previous Samsung phones, this really does take it to the next level. View the full article

A reader writes: My manager, Athena, has pretty poor soft skills and often comes across as aggressive, interrogating, micromanaging, and dismissive. This happens both in person and over email and instant message. In writing, her spelling and grammar are also inconsistent and her phrasing is often curt or abrupt. Lately, my coworkers and I have noticed a huge improvement in some of her emails and chat messages. Emails and messages that previously would have been curt and aggressive are now warmer and softer, with perfect spelling and grammar. It’s theoretically the exact change her direct reports have all been desperately wishing for, except that her in-person communication has not changed. Her tone is still angry, her approach is still aggressive, and feedback discussions still feel like an interrogation. We’re pretty sure she’s using AI to rephrase her written communication, because she’s talked openly about using Claude to help with writing emails and project reports. It’s also not consistent — most of her text communication is the same as before, with maybe 30-40% being the new and improved version. Even though it’s technically better to be getting at least some non-aggressive emails from our boss, it feels weird and disingenuous. On one hand, it’s good that she recognizes a need for improvement, and it’s a relief that some of her emails sound like they come from the pleasant, patient manager we wish we had. On the other hand, the contrast is so obvious that it feels like putting a false veneer over the deeper problem of what she’s really like. As one coworker said, “I get email from Athena or I get email from Claude.” I know there’s not much we can do either way, but are my coworkers and I justified in feeling creeped out and vaguely insulted by the clearly AI-generated emails and texts we’ve been getting? Would love to hear your take on the ethics and optics of this sort of AI use. I don’t know, this feels like at least a partial win to me. You used to get emails from negative, dismissive Athena but now you (at least sometimes) get emails from kinder, more socially appropriate Claude. The problem is that negative, dismissive Athena is still manages you the rest of the time. I’m actually really interested to know if people like Athena who use AI this way will over time start to learn how to adopt a warmer tone themselves. I have long been convinced that people who default to Athena-like communication genuinely don’t know how to envision what different language or a different tone would sound like. They think being warmer means making lots of disingenuous chit-chat (when that’s not at all what it needs to mean) or that they’d have to sugarcoat everything to the point of it becoming meaningless (also not what it means). And so over time, there might be significant learning advantages to her seeing what Claude does to her communications. Or not, who knows. But I’d be really interested to watch how that plays out. You see the opposite of this, too: people who are very passive and indirect in their communications can’t picture a healthy, assertive version of their communications; instead, what they picture in their heads feels confrontational (often because the models they had for conflict growing up were very bad ones). It’s one reason why I try so much to give sample language here, because I think there’s real value in saying, no, it could just sound like this. I have many, many ethical issues with generative AI, but since it’s here, I am very interested to see if using it in this way over time can help people envision better language on their own at some point. Anyway … is it disingenuous of Athena to be using AI to revise her emails? I don’t know that it is! I’d call it that if she were rolling her eyes while sending them and thinking, “These delicate flowers require such careful handling.” But if she’s running her language through AI and thinking, “Okay, that sounds good, I’ll send that,” I don’t think it is disingenuous. But I can also understand why it feels that way to you, especially since the rest of her communications have remained the same old dismissive Athena. Ultimately, your problem is that you have a manager who’s angry, interrogating, micromanaging, and dismissive, not that she sometimes uses a tool to improve her tone. Is there anything you can do about that, like having a discreet word with someone above her? If not, I’d try to embrace the times where she’s at least letting Claude help her — or, if that’s not possible, at least see the humor in the extreme contrast between her and her robot assistant. The post my angry boss uses AI to write kinder emails … and it feels weird appeared first on Ask a Manager. View the full article

Beijing will seek to replicate Tehran’s playbook in the Taiwan Strait — and the global economic impact could be even worseView the full article

Advocacy groups and experts condemned YouTube for serving up low-quality artificial intelligence-generated videos to its most vulnerable audience: children. In a letter to YouTube CEO Neal Mohan and Sundar Pichai, the CEO of YouTube’s parent company Google, children’s advocacy group Fairplay expresses “serious concern” about the spread of AI-generated videos on both YouTube and YouTube Kids. The letter, which was sent on Wednesday morning, was signed by more than 200 organizations and individual experts such as child psychiatrists and educators. “This ‘AI slop’ harms children’s development by distorting their sense of reality, overwhelming their learning processes and hijacking their attention, thereby extending time online and displacing offline activities necessary for their healthy development,” the letter reads. “These harms are particularly acute for young children.” The letter calls on YouTube to clearly label all AI-generated content and ban any AI-generated content on YouTube Kids. They also propose barring AI-generated videos from being recommended to users under 18 and implementing an option for parents to turn off AI-generated content even if their child searches for it. The letter is signed by 135 organizations including the American Federation of Teachers and the American Counseling Association, and around 100 individual experts like “The Anxious Generation” author Jonathan Haidt. The letter is part of a larger campaign from Fairplay that also includes a petition. Much of this AI-generated content is fast-paced with bright colors, lively music and clickbait titles that work to grab the attention of young viewers, the letter outlines. There has been a growing movement online against AI-generated content, particularly when it looks or feels low quality or leans into the meaninglessness of ” brainrot.” Spokesperson Boot Bullwinkle said in a statement that YouTube has “high standards for the content in YouTube Kids, including limiting AI-generated content in the app to a small set of high-quality channels.” “We also provide parents the option to block channels. Across YouTube, we prioritize transparency when it comes to AI content, labeling content from our own AI tools, and requiring creators to disclose realistic AI content,” Bullwinkle said. “We’re always evolving our approach to stay current as the ecosystem evolves.” YouTube’s current policy regarding AI-generated content requires creators to disclose when content that’s “realistic” is made with altered or synthetic media, including generative AI. Creators are not required to disclose when generative AI is used to create content that is clearly unrealistic, including animated videos and those with special effects. YouTube said it is actively working on developing labels for YouTube Kids. In its letter, Fairplay argues that voluntary disclosure policy and what it sees as an “extremely limited” definition of altered and synthetic content mean kids still see a flood of AI-generated videos that are not labeled as such. They also argue that many children who watch YouTube videos are not yet able to read or to comprehend something like an AI disclosure. That leaves children “to fend for themselves or their parents to play whack-a-mole,” the letter reads. Fairplay’s campaign comes shortly after Google’s AI Futures Fund invested $1 million into Animaj, an AI animation studio that makes videos for kids and draws in staggeringly high viewership numbers, according to Bloomberg. The campaign follows a landmark verdict in a social media addiction trial in which a California jury found that YouTube designed its platform to hook young users without concern for their well-being. Meta was also found liable on the same counts as YouTube in the same case. “Pushing AI slop onto young children is just another testament to how YouTube and YouTube Kids are designed to maximize children’s time online — including babies. AI slop hypnotizes young children, making it hard for them to get off their screens and move onto essential activities like play, sleep and social interaction,” said Rachel Franz, the director of Fairplay’s Young Children Thrive Offline program, in a statement. “What’s more, YouTube’s algorithm makes it impossible for kids to avoid AI slop.” Earlier this year, YouTube head Mohan listed out “managing AI slop” as one of the company’s priorities for 2026. In a January blog post, he wrote that the company was “actively building on our established systems that have been very successful in combatting spam and clickbait, and reducing the spread of low quality, repetitive content.” —Kaitlyn Huamani, AP Technology Writer View the full article

Usually, when Washington, D.C., commuters are inundated with mint green-tinted ads in March, it means the Shamrock Shake is back at McDonald’s. This year, the eye-catching color instead appears in a full-court-press ad campaign for prediction market platform, Kalshi, which uses that shade in all its branding. Unlike seasonal milkshake ads, though, the targeted barrage of billboards, bus stop signs and metro station posters isn’t meant to reach all residents within the nation’s capital; just lawmakers and their staffers. It’s all part of a big bet by Kalshi to avoid regulation—one that seems destined to not pay out. Kalshi has launched an advertising blitz in DC as Congress focuses more on prediction market regulation pic.twitter.com/1XUS9zxxPv — Spencer Allan Brooks (@SpencerSays) March 26, 2026 Each variation of these ads touts a different “Kalshi Rule” meant to reassure observers that absolutely nothing shady is going on in this market, despite whatever they may have heard. Worried about recent reports of anonymous traders making a mint from suspiciously timed, ghoulish bets related to the war in Iran? Well, you must be thinking of unenlightened competitor Polymarket, because Kalshi bans insider trading and doesn’t “do” death bets. (In a bit of moral housekeeping, after the initial strikes on Iran, Kalshi froze all its traders’ wagers on when Ayatollah Khamenei would be killed, while Polymarket did not.) In fact, you might even say, as one of the ads rather defensively does, that Kalshi “operate[s] under U.S. law”—a claim generally just assumed of most publicly operated businesses. Our “we operate under US law” ad is raising a lot of questions already answered by the ad pic.twitter.com/dJxosEjuhD — shreya (@shreyabasu003) March 30, 2026 Given all the bad publicity around prediction market trades involving the Iran War, Kalshi is currently hoping to decouple itself from Polymarket (despite the two sharing strategic advisor Donald The President Jr.) in the public imagination. Or at least the public imagination in Washington D.C., where people who might regulate these markets live and work. From bets to “event contracts” Ever since its 2018 founding, Kalshi has attempted to help shape the regulations around U.S. prediction markets. The company’s executives were careful early on to present Kalshi not as a betting site, but rather a financial exchange offering “event contracts.” In 2020, Kalshi secured approval from the Commodity Futures Trading Commission (CFTC) as a Designated Contract Market, giving it a sheen of federal regulation before officially launching in 2021. By getting licensed right out of the gate, Kalshi could argue its trades amounted to derivatives on the national stage—rather than bets whose legality might be challenged from state to state. Then, just in time for the 2024 election cycle, the company triumphed over the CFTC’s eventual efforts to block traders from making political event contracts, opening up a Donald The President-shaped can of worms. All hot streaks come to an end, though, and some chilly weather may be headed for Kalshi. The company is now staring down a blizzard of bills aiming to further regulate it. A trio of U.S. states—Washington, Nevada, and Arizona—are currently suing Kalshi, alleging the company breaches state gambling laws by running prediction markets. On the national stage, Sen. Jeff Merkley and Rep. Jamie Rask recently introduced a bicameral bill that would ban betting on prediction markets for elections, government and military acts, and sports. Meanwhile Sens. Adam Schiff and John Curtis are pushing bipartisan legislation to amend the Commodity Exchange Act, redefining platforms like Kalshi as a mode of gambling. (Someone unfamiliar with the byzantine nuances of prediction markets might note that placing a wager on how long a government shutdown will last sure looks an awful lot like gambling.) Given all this recent legislation, Kalshi’s poster bonanza in D.C. seems more akin to lobbying than marketing. Either way, it will probably backfire. Beating the odds Assuming the average politician who sees the ads isn’t one of the 40 Democratic lawmakers who just sent a letter to the Office of Government Ethics about insider trading, what will they think about the platform’s claim of having banned insider trading? Perhaps they will think to take a look at Kalshi’s website for an explanation of its approach to the matter. If they did, they would find a glaring loophole or two. While Kalshi does prevent certain “high-risk individuals,” including politicians and staffers, from trading in specific markets, it says nothing about how Kalshi might prevent friends and family of high-risk individuals placing bets on their behalf. No wonder Reps. Adrian Smith and Nikki Budzinski just introduced a bipartisan House bill that would bar the president, members of Congress, senior federal officials—and all of their families—from making trades in prediction markets. If Kalshi had intentionally designed an ad campaign meant for inviting further scrutiny into its practices, it scarcely could have made one more effective than what’s currently on display. The list of Rules invites observers to think deeply about the shockingly few guardrails already placed on Kalshi, which of them could be easily circumvented, and how hard the company is working to avoid any further guardrails—all in the guise of being proudly compliant. It’s certainly possible that lawmakers will be moved by these ads’ claims and decide to help guide Kalshi to its least regulated potential future. But I wouldn’t bet on it. View the full article

The lender claims an originator ambushed executives in a negotiation with the confidential company financials and claimed to have shared them with competitors. View the full article

Losses by football club owned by Todd Boehly and Clearlake come despite revenues increasing to £491mnView the full article

With a portion of the White House demolished and site preparation underway, President Donald The President’s planned ballroom extension on the White House grounds has been ordered to halt construction. Ruling on a lawsuit filed by the National Trust for Historic Preservation, U.S. District Court Judge Richard J. Leon granted a request for a preliminary injunction against the White House ballroom, finding that The President exceeded his authority in pursuing the project without congressional approval. Leon gave the White House—along with lead defendants the National Park Service and six other parties—14 days to appeal. The The President administration has already appealed the ruling, and the case is almost certainly headed to the Supreme Court. The ruling is significant, affecting one of the most controversial and high-profile construction projects in the nation. The ruling is also notable for its expressive and sometimes sassy prose. While most court rulings naturally contain a lot of legalese and case references, Leon’s 35-page ruling on the White House ballroom leans into bombast, using an exclamation point 17 times, plus one more time in a footnote. (This tally does not include a 19th exclamation point, in a quote from The President.) The first usage comes in just the second sentence of the ruling, which notes that The President is the steward of the White House, “not, however, the owner!” Four times in the ruling, Leon responds with exasperation and astonishment to the assertions of the defense in arguing The President did not violate the law, using the sarcastic and memorable phrase, “Please!” One of the defense’s assertions is that a certain section of the law shouldn’t be read as to limit this type of construction without a clear statement or prohibition from Congress. To that, Leon writes: “Please! A clear statement rule makes sense when Congress is legislating in an area where the President exercises overlapping constitutional authority.” Another of the defense’s assertions is that delaying the already-started construction project could make the construction site a safety hazard that undermines national security. Leon strenuously counters. “Please! While I take seriously the Government’s concerns regarding the safety and security of the White House grounds and the President himself, the existence of a ‘large hole’ beside the White House is, of course, a problem of the President’s own making!” he writes. Other instances of his sarcastic “Please!” are in sections perhaps only lawyers could truly appreciate. One focuses on what does and does not belong as a precedent reference in a review known as ultra vires, or a test of whether an action is “beyond the powers” of an official. The other attempts to make the point that other donor-funded construction projects have gone ahead without formal congressional approval. As Leon writes: “Please!” The tone here is uncommon in federal court rulings, and hard to separate from that frequently used in written communications and social media posts by The President himself. Leon, who was appointed to his role in 2002 by then-President George W. Bush, was previously in private practice and served as counsel to Congress in the investigations of three sitting presidents. The White House ballroom project was set to face a vote for official approval at the April 2 meeting of the National Capital Planning Commission. Its short-term future has been complicated by this ruling. “Where does this leave us? Unfortunately for Defendants, unless and until Congress blesses this project through statutory authorization, construction has to stop!” Leon writes in his ruling. Leon notes that it is not too late for the project to move ahead in compliance with the law. “The President may at any time go to Congress to obtain express authority to construct a ballroom and to do so with private funds. Indeed, Congress may even choose to appropriate funds for the ballroom,” he writes. That, his ruling notes, is the heart of the White House ballroom’s legal question. By rushing ahead with the demolition of the East Wing of the White House and launching into construction of the ballroom without congressional approval, The President and his administration violated the law. Should this ruling survive its likely appeal from the defendants, the ballroom would be required to follow the formal process such a project requires. The plaintiff’s “interests in a constitutional and lawful process will be vindicated,” Leon writes. “And the American people will benefit from the branches of Government exercising their constitutionally prescribed roles. Not a bad outcome, that!” View the full article