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In 2011, Patagonia faced the same pressure every retailer faces on Black Friday: maximize sales on the year’s biggest shopping day. Instead, they ran a full-page ad in the New York Times with a stark message: “Don’t Buy This Jacket.” The ad detailed the environmental cost of making their bestselling R2 fleece, such as 135 liters of water in the manufacturing process and 20 pounds of carbon dioxide for transporting it to the company’s warehouse. This wasn’t a clever marketing ploy. The ad directly urged customers to think twice before purchasing, to fix existing gear before replacing it, and to buy and sell second-hand. This was a real commitment to the values that had driven Patagonia since Yvon Chouinard founded the company in 1973: putting environmental protection above profit maximization, even when market logic demanded otherwise. As a result of staying true to their deepest values, Patagonia today has a fiercely loyal customer base and enjoys more than $1 billion in annual revenue. Patagonia is a striking example of a business that has thrived not by giving in to pressure to change, but rather by doubling down on their core ideas. Another such example is fast-food favorite In-N-Out Burger, which has spent 75 years refusing to franchise, expand quickly, or add more items to its menu. Unlike McDonald’s, which tried to reinvent itself as a purveyor of healthy foods a decade ago, In-N-Out has stuck to making burgers, fries, and milkshakes. The result? Cult-level customer devotion and some of the highest per-store revenues in the fast-food industry. Patagonia and In-N-Out Burger are not dinosaurs that have failed to adapt. They are billion-dollar businesses with the kind of customer devotion and employee loyalty that money can’t buy. And a large part of the reason for this success is that they have mastered a counterintuitive truth: the more things change, the more you need to stay the same. The virtue of staying steadfast In order to thrive in change, we need the ability to resist change. This ability, which I call steadfastness, is essential for two reasons. First, organizations liberate enormous energy by committing to their identity and purpose in times of change. This commitment gives people a reason to endure change and turmoil. As the German philosopher Nietzsche famously said, those who have a why can bear almost any how. This reason, and the energy and strength it liberates, becomes a crucial resource for organizations that are confronted with change—and in our current era, that is all organizations, all the time. Second, it gives you a fixed point by which to navigate, which is especially important in times of change. When an organization sticks to its core identity and purpose, it is better placed to understand how to respond to the changes it faces. In-N-Out’s core mission is to make great burgers, and by sticking to it, the company can navigate major changes in the business landscape by asking a simple question: how can this change help us make great burgers? Steadfastness should not be mistaken for the kind of dangerous rigidity that can run a company into the ground. Kodak didn’t fail because it stayed true to its purpose of helping people capture and share memories—it failed because its leaders became overcommitted to the business model of maximizing profits by selling film. The critical distinction is this: be steadfast about your why (your purpose), but be flexible about your how (your methods). Patagonia’s purpose is protecting nature, not selling as many fleece jackets as possible. In-N-Out’s purpose is making great burgers, not resisting technology. When you are clear about this distinction, steadfastness becomes a source of strength rather than a path to obsolescence. The dual demand of organizational resilience Understanding the difference between purpose and methods points to a deeper challenge: organizations must somehow find a way to be both immovable and infinitely adaptable at the same time. They need to be unshakeable about their why while being completely willing to reinvent their how. This is what makes building resilience so difficult. It requires holding two contrasting capabilities in perfect tension. Most organizations fail at one extreme or the other. Some chase every trend and lose their identity in the process while others cling to outdated methods and mistake their current business model for their reason for being. But there is a group of people who have mastered implementing both sets of capabilities simultaneously: entrepreneurs. The entrepreneurial journey demands both unwavering commitment to a vision and constant willingness to change tactics. This entrepreneurial mindset—this ability to be both stubborn and adaptable—is not just for startups. It is the key to building resilience in any organization. And it rests on four specific traits that enable leaders to navigate the tension between steadfastness and flexibility. Four entrepreneurial traits that build resilience 1. Love. Entrepreneurs don’t fall in love with their products—they fall in love with the problem they’re solving and the people they’re serving. This distinction is critical. When you love your product, you resist necessary changes. When you love your purpose, you’ll do whatever it takes to fulfill it. Love for purpose creates both the commitment to persist and the freedom to change. It’s what allows organizations to ask: “Does this method still serve what we love?” rather than protecting methods that have become comfortable but ineffective. 2. Embracing Suffering as Growth. Every entrepreneur knows the particular pain of watching a cherished strategy fail. But they learn to reframe suffering as a source of learning, a font of hard-won data about what doesn’t work. This reframing serves a dual purpose: it makes you quick to abandon failing tactics while simultaneously strengthening your commitment to the purpose that makes the suffering worthwhile. 3. Building Partnerships. Entrepreneurs know that the right partners don’t just share your current strategy—they share your purpose. This distinction is crucial for resilience. Partners who are only aligned on methods will abandon you when those methods fail. Partners who are aligned on purpose will help you find new methods when the old ones stop working. True partners act as both innovation catalysts (pushing you to try new approaches) and guardians of purpose (keeping you honest about your why). They give you permission to change everything except what matters most. 4. The Power of Saying No. The hardest entrepreneurial skill is saying no—both to opportunities that don’t serve your purpose and to methods that no longer work. This dual discipline is what creates resilience. Every time you say no to a profitable distraction, you strengthen your commitment to purpose. Every time you say no to a failing approach, you free resources for innovation. This discipline is what allows organizations to be both focused and agile. It’s the skill that prevents both mission drift and tactical stubbornness. Building the resilient organization At the company level, the challenge is to master the tension of being steadfast about purpose while flexible about methods. Here are three ways to build this capability: 1. Define your non-negotiables. Write down your organization’s core purpose—the why that will never change regardless of market pressure—and separate it explicitly from your current methods, products, and business models. Make this distinction visible throughout the organization so everyone understands what must be protected and what can be reimagined. 2. Distinguish purpose from method in every decision. When facing changes or challenges, explicitly ask: “Is this about our why (which we won’t compromise) or our how (which we can reimagine)?” Make this question a standard part of strategic discussions, and promote leaders who consistently make this distinction well. 3. Practice strategic steadfastness. The next time you face pressure to chase a trend or copy a competitor, pause and ask whether it serves your core purpose. If not, say no publicly and explain why. Each time you hold firm on purpose while adapting methods, you build organizational muscle memory for true resilience. Change is inevitable. The organizations that will thrive aren’t those that resist all change or embrace every trend, but those that know exactly what to preserve and what to transform. View the full article

Anti-corruption search included properties linked to justice minister and Zelenskyy’s former business partnerView the full article

Frida Kahlo’s “El sueño (La cama)” — in English, “The Dream (The Bed)” — is causing a stir among art historians as its estimated $40 million to $60 million price tag would make it the most expensive work by any female or Latin American artist when it goes to auction later this month. Sotheby’s auction house will put the painting up for sale on Nov. 20 in New York after exhibiting it in London, Abu Dhabi, Hong Kong and Paris. “This is a moment of a lot of speculation,” said Mexican art historian Helena Chávez Mac Gregor, a researcher at UNAM’s Institute of Aesthetic Research and author of “El listón y la bomba. El arte de Frida Kahlo.” (The ribbon and the bomb. The art of Frida Kahlo). In Mexico, Kahlo’s work is protected by a declaration of artistic monument, meaning pieces within the country cannot be sold or destroyed. However, works from private collections abroad — like the painting in question, whose owner remains unrevealed — are legally eligible for international sale. “The system of declaring Mexican modern artistic heritage is very anomalous,” said Mexican curator Cuauhtémoc Medina, an art historian and specialist in contemporary art. Judas in bed “El sueño (La cama)” was created in 1940 following Kahlo’s trip to Paris, where she came into contact with the surrealists. Contrary to contemporary belief, the skull on the bed’s canopy is not a Day of the Dead skeleton, but a Judas — a handmade cardboard figure. Traditionally lit with gunpowder during Easter, this effigy symbolizes purification and the triumph of good over evil, representing Judas Iscariot who betrayed Jesus. In the painting, the skeleton is detailed with firecrackers, flowers on its ribs and a smiling grimace — a detail inspired by a cardboard skeleton Kahlo actually kept in the canopy of her own bed. Kahlo “spent a lot of time in bed waiting for death,” said Chávez Mac Gregor. “She had a very complex life because of all the illnesses and physical challenges with which she lived.” Frida and surrealism Although Kahlo’s painting is being auctioned alongside works by surrealists like Salvador Dalí, René Magritte, Max Ernst and Dorothea Tanning, she did not consider herself a member of the movement, despite having met its founder, André Breton, in Mexico and had an exhibition organized by him in Paris in 1939. “Breton was fascinated by Frida’s work, because he saw that surrealist spirit there,” said Chávez Mac Gregor. Kahlo, a committed communist, considered surrealism — a movement proposing a revolution of consciousness — to be bourgeois. As Chávez Mac Gregor noted, “Frida always had a critical distance from that.” Despite this, specialists have found elements of surrealism in Kahlo’s work related to the dreamlike, to an inner world and to a revolutionary and sexual freedom — a concept visible in a bed suspended in the sky with Kahlo sleeping among a vine. ‘Crazy-priced purchases’ “El sueño (La cama)” was last exhibited in the 1990s, and after the auction, it could disappear from public view once again, a fate shared by many paintings acquired for large sums at auction. There are exceptions, including “Diego y yo” ( “Diego and I”), which set Kahlo’s record sale price when it sold for $34.9 million in 2021. The painting, depicting the artist and her husband muralist Diego Rivera, was acquired by Argentine business owner Eduardo Costantini and then lent to the Museum of Latin American Art of Buenos Aires (Malba) where it remains on exhibit. Medina, the art historian, regretted that the “crazy-priced” purchases have reduced art to a mere economic value. He lamented that when funds purchase art as mere investments — like buying shares in a public company — the works are often relegated to tax-free zones to avoid costs. Their fate, he said, “may be worse; they may end up in a refrigerator at Frankfurt airport for decades to come.” A female artist The current sale record for a work by a female artist is held by Georgia O’Keeffe’s “Jimson Weed/White Flower No. 1,” which fetched $44.4 million at Sotheby’s in 2014. However, the auction market still reflects a profound disparity as no female artist has yet exceeded the maximum sale price of a male artist. The current benchmark is “Salvator Mundi,” attributed to Leonardo da Vinci, which was auctioned by Christie’s for $450.3 million in 2017. —Berenice Bautista, Associated Press View the full article

AI has been the tech buzzword over the last few years, but it's stolen attention from other technological advancements that are possibly more impactful in your everyday life. Take satellite connectivity for example: For most of the time cellphones and smartphones have existed, losing cell signal meant your mobile device was largely useless. With satellite connectivity, however, as long as you're within range of a satellite, you can continue to make calls and send texts. It's remarkable, for both the convenience of communication, as well as your safety. Right now, there are only a few companies leading the satellite connectivity charge, at least as far as consumer technology goes. T-Mobile is the only carrier pushing it, having partnered with Starlink to offer satellite communications to its customers. But you don't need T-Mobile for satellite connectivity if you have an iPhone: Since 2022, Apple has been building the iPhone's ability to connect to satellites, starting with Emergency SOS via Satellite (the ability to reach out to emergency services over satellite), before rolling out general satellite messaging with iOS 18. Whether you have T-Mobile, an iPhone, or both, it's possible to send your friend a text in the middle of nowhere, assuming you have a clear line of site to a satellite overhead. Amazing. And according to Bloomberg's Mark Gurman, Apple has some major plans to expand the iPhone's satellite connectivity capabilities. "Natural usage" improvementsPerhaps most importantly, Apple wants you to be able to connect to satellites without the need for an unobstructed view of the sky. Right now, that's arguably one of the technology's biggest hurdles: It's great when you have a clear path between your iPhone and a satellite, but if there's something in the way—say, a bunch of trees, or if you're inside a building—the signal might not reach. The company is working on what is called "natural usage" improvements, which would support satellite connectivity across a wider variety of situations. Maybe your iPhone is in your pocket, or you're in your car, but it's as if you're outside in a wide open clearing. Apple Maps via satelliteOnce you're able to connect to satellites in more places, the other new features become even more useful. That includes a new version of Apple Maps that supports satellites, which would let you use the app without needing wifi or cellular. This is probably the feature I'd be most be excited for: It can be so stressful trying to pull up directions in an area with low to no signal, so to know you almost always have a way to connect Maps—even if it's slower than usual—would be a relief. Sending photos via satelliteMessaging is another area that will reportedly see some improvement: While you can currently text over cellular, Gurman says Apple is working on supporting sending photos over satellite as well. Third-party supportIt won't just be Apple's own apps and services that are benefitting, either. Gurman says Apple is working on an API to let third-party developers add satellite support to their apps as well. Apple's own software may have the best experience, but it does open the door for expanded support. Other navigation apps, like Google Maps, could potentially connect to satellite this way. If you prefer it over Apple Maps, you wouldn't have to stick with your iPhone's built-in maps app when you don't have cell service. More coverage for future iPhonesWhile it wouldn't impact current iPhone owners, the iPhone 18 will likely support 5G NTN, which lets cell towers themselves connect to satellites to boost coverage. When these features will launchApple can't add all of these improvements on their own, unfortunately. According to Gurman, the company will need Globalstar, the company that builds this satellite infrastructure, to make hardware improvements on their end. Assuming that happens, the idea of "dead zones" may be a relic of the first quarter of the 21st century. View the full article

Vaishnavi Srinivasagopalan, a skilled Indian IT professional who has worked in both India and the U.S., has been looking for work in China. Beijing’s new K-visa program targeting science and technology workers could turn that dream into a reality. The K-visa rolled out by Beijing last month is part of China’s widening effort to catch up with the U.S. in the race for global talent and cutting edge technology. It coincides with uncertainties over the U.S.’s H-1B program under tightened immigrations policies implemented by President Donald The President. “(The) K-visa for China (is) an equivalent to the H-1B for the U.S.,” said Srinivasagopalan, who is intrigued by China’s working environment and culture after her father worked at a Chinese university a few years back. “It is a good option for people like me to work abroad.” The K-visa supplements China’s existing visa schemes, including the R-visa for foreign professionals, but with loosened requirements, such as not requiring an applicant to have a job offer before applying. Stricter U.S. policies toward foreign students and scholars under The President, including the raising of fees for the H-1B visa for foreign skilled workers to $100,000 for new applicants, are leading some non-American professionals and students to consider going elsewhere. “Students studying in the U.S. hoped for an (H-1B) visa, but currently this is an issue,” said Bikash Kali Das, an Indian masters student of international relations at Sichuan University in China. China wants more foreign tech professionals China is striking while the iron is hot. The ruling Communist Party has made global leadership in advanced technologies a top priority, paying massive government subsidies to support research and development of areas such as artificial intelligence, semiconductors and robotics. “Beijing perceives the tightening of immigration policies in the U.S. as an opportunity to position itself globally as welcoming foreign talent and investment more broadly,” said Barbara Kelemen, associate director and head of Asia at security intelligence firm Dragonfly. Unemployment among Chinese graduates remains high, and competition is intense for jobs in scientific and technical fields. But there is a skills gap China’s leadership is eager to fill. For decades, China has been losing top talent to developed countries as many stayed and worked in the U.S. and Europe after they finished studies there. The brain drain has not fully reversed. Many Chinese parents still see Western education as advanced and are eager to send their children abroad, said Alfred Wu, an associate professor at the National University of Singapore. Still, in recent years, a growing number of professionals including AI experts, scientists and engineers have moved to China from the U.S., including Chinese-Americans. Fei Su, a chip architect at Intel, and Ming Zhou, a leading engineer at U.S.-based software firm Altair, were among those who have taken teaching jobs in China this year. Many skilled workers in India and Southeast Asia have already expressed interest about the K-visa, said Edward Hu, a Shanghai-based immigration director at the consultancy Newland Chase. Questions about extra competition from foreign workers With the jobless rate for Chinese aged 16-24 excluding students at nearly 18%, the campaign to attract more foreign professionals is raising questions. “The current job market is already under fierce competition,” said Zhou Xinying, a 24-year-old postgraduate student in behavioral science at eastern China’s Zhejiang University. While foreign professionals could help “bring about new technologies” and different international perspectives, Zhou said, “some Chinese young job seekers may feel pressure due to the introduction of the K-visa policy.” Kyle Huang, a 26-year-old software engineer based in the southern city of Guangzhou, said his peers in the science and technology fields fear the new visa scheme “might threaten local job opportunities”. A recent commentary published by a state-backed news outlet, the Shanghai Observer, downplayed such concerns, saying that bringing in such foreign professionals will benefit the economy. As China advances in areas such as AI and cutting-edge semiconductors, there is a “gap and mismatch” between qualified jobseekers and the demand for skilled workers, it said. “The more complex the global environment, the more China will open its arms,” it said. “Beijing will need to emphasize how select foreign talent can create, not take, local jobs,” said Michael Feller, chief strategist at consultancy Geopolitical Strategy. “But even Washington has shown that this is politically a hard argument to make, despite decades of evidence.” China’s disadvantages even with the new visas Recruitment and immigration specialists say foreign workers face various hurdles in China. One is the language barrier. The ruling Communist Party’s internet censorship, known as the “Great Firewall,” is another drawback. A country of about 1.4 billion, China had only an estimated 711,000 foreign workers residing in the country as of 2023. The U.S. still leads in research and has the advantage of using English widely. There’s also still a relatively clearer pathway to residency for many, said David Stepat, country director for Singapore at the consultancy Dezan Shira & Associates. Nikhil Swaminathan, an Indian H1-B visa holder working for a U.S. non-profit organization after finishing graduate school there, is interested in China’s K-visa but skeptical. “I would’ve considered it. China’s a great place to work in tech, if not for the difficult relationship between India and China,” he said. Given a choice, many jobseekers still are likely to aim for jobs in leading global companies outside China. “The U.S. is probably more at risk of losing would-be H-1B applicants to other Western economies, including the UK and European Union, than to China,” said Feller at Geopolitical Strategy. “The U.S. may be sabotaging itself, but it’s doing so from a far more competitive position in terms of its attractiveness to talent,” Feller said. “China will need to do far more than offer convenient visa pathways to attract the best.” —Chan Ho-Him, AP business writer AP writer Fu Ting and researchers Yu Bing and Shihuan Chen contributed. View the full article

A reader writes: I recently took over managing a team, and have some concerns about one of my employees, John, who was hired by my predecessor. He is pretty good at what he does, but he is super slow at producing finished work. He rarely meets deadlines and if I don’t micromanage him every step of the way on a project, it won’t get done. At first I assumed he just had too much on his plate, so I’ve taken over a decent chunk of his work and made sure that everyone else on staff keeps me in the loop when they need his help. So now I know exactly what’s on his plate and how long it should take to do it – and he takes much longer than he should on most tasks. I’ve been trying to figure out why he is so slow, and lately I’ve started wondering if he is working on his side gig during our office hours. We work remotely so I can’t see what he is doing, but I’ve noticed he will send me work first thing in the morning and then later in the evening. I won’t hear from him for hours on end during the 9-5, but the work he sends me in the evening is something that should take an hour or so to finish, not all day. He does have an agency that he founded and works for on the side, so my theory is that he is working on that and then scrambling to get some of his actual work done before the end of the day. How can I have this conversation with him without accusing him and how can I make sure he is actually doing his work without micromanaging him? 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 my employee might be working a second job during our workday appeared first on Ask a Manager. View the full article

Meta’s internal documents indicate the company projected $16 billion in revenue from ads for scams and banned goods, creating competition for legitimate advertisers. The post Meta Projected $16B From Scam Ads, Internal Docs Show appeared first on Search Engine Journal. View the full article

In a significant leap towards enhancing communication for small businesses, WhatsApp has launched a dedicated app for Apple Watch, allowing users to stay connected without the constant need to reach for their smartphones. This innovation serves as a handy tool for busy entrepreneurs looking to streamline their communication process. The newly introduced app supports several highly sought-after features that can enhance day-to-day operations for small business owners. With capabilities like call notifications, small business owners can view incoming calls directly on their wrist, allowing for quicker decision-making without interrupting meetings or conversations. This feature can prove invaluable in ensuring that you never miss a critical business call, even when your hands are full. Another practical application of the app is its ability to display full messages. No longer will users need to squint at their phones to read long WhatsApp texts. This accessibility can save time and enhances focus during business hours, especially for those who prefer to multitask. Furthermore, small business owners can compose and send messages directly from their watch, adding a layer of convenience that aligns with the fast-paced environment they often operate in. Voice messaging is another area where efficiency intersects with usability. By enabling the recording and sending of voice messages, business owners can quickly relay important information or feedback, making communication even more dynamic. Additionally, the ability to send emoji reactions can lighten the mood in communication with employees or clients, fostering a more personable business culture. A visually upgraded media experience sees clearer images and stickers displayed on the Apple Watch. This can be especially relevant for businesses that utilize visuals in their communications—think marketing messages or product updates—and want to ensure they maintain engagement with clients or team members. The app also features chat history visibility, allowing users to scroll through prior messages. This can be beneficial when referencing earlier conversations without needing to pull out a phone or navigate away from other tasks, ultimately enhancing productivity. Small business owners should note that security remains a top priority; all messages and calls retain the privacy of end-to-end encryption. This assurance fosters trust among clients and employees alike, important factors for businesses that deal with sensitive information. While the new WhatsApp for Apple Watch offers a host of advantages, small business owners may also want to consider some potential challenges. The app is available solely for Apple Watch Series 4 or later running watchOS 10, which could limit access for some users. Additionally, relying on a smaller screen for communications might not suit everyone’s preferences, especially when handling complex discussions or detailed messages. Feedback will drive future improvements of the app, indicating that user experience is a priority for WhatsApp. This responsiveness could lead to further feature enhancements based on the specific needs of small business owners. Therefore, making the most of this opportunity by providing feedback could shape the way WhatsApp evolves to better serve the small business community. As entrepreneurs seek more efficient ways to manage their communications, tools like the WhatsApp app for Apple Watch could represent a crucial step toward increased productivity and streamlined operations. With its myriad features designed for quick and effective interactions, staying connected with clients and team members could be as simple as a flick of the wrist. For those interested in learning more about the specific features and capabilities of WhatsApp for Apple Watch, additional details can be found in the official announcement here. This launch may not only keep you plugged into vital conversations but could also revolutionize how small businesses manage their communications in an increasingly digital landscape. This article, "WhatsApp Launches Apple Watch App for Seamless Chatting on the Go" was first published on Small Business Trends View the full article

In a significant leap towards enhancing communication for small businesses, WhatsApp has launched a dedicated app for Apple Watch, allowing users to stay connected without the constant need to reach for their smartphones. This innovation serves as a handy tool for busy entrepreneurs looking to streamline their communication process. The newly introduced app supports several highly sought-after features that can enhance day-to-day operations for small business owners. With capabilities like call notifications, small business owners can view incoming calls directly on their wrist, allowing for quicker decision-making without interrupting meetings or conversations. This feature can prove invaluable in ensuring that you never miss a critical business call, even when your hands are full. Another practical application of the app is its ability to display full messages. No longer will users need to squint at their phones to read long WhatsApp texts. This accessibility can save time and enhances focus during business hours, especially for those who prefer to multitask. Furthermore, small business owners can compose and send messages directly from their watch, adding a layer of convenience that aligns with the fast-paced environment they often operate in. Voice messaging is another area where efficiency intersects with usability. By enabling the recording and sending of voice messages, business owners can quickly relay important information or feedback, making communication even more dynamic. Additionally, the ability to send emoji reactions can lighten the mood in communication with employees or clients, fostering a more personable business culture. A visually upgraded media experience sees clearer images and stickers displayed on the Apple Watch. This can be especially relevant for businesses that utilize visuals in their communications—think marketing messages or product updates—and want to ensure they maintain engagement with clients or team members. The app also features chat history visibility, allowing users to scroll through prior messages. This can be beneficial when referencing earlier conversations without needing to pull out a phone or navigate away from other tasks, ultimately enhancing productivity. Small business owners should note that security remains a top priority; all messages and calls retain the privacy of end-to-end encryption. This assurance fosters trust among clients and employees alike, important factors for businesses that deal with sensitive information. While the new WhatsApp for Apple Watch offers a host of advantages, small business owners may also want to consider some potential challenges. The app is available solely for Apple Watch Series 4 or later running watchOS 10, which could limit access for some users. Additionally, relying on a smaller screen for communications might not suit everyone’s preferences, especially when handling complex discussions or detailed messages. Feedback will drive future improvements of the app, indicating that user experience is a priority for WhatsApp. This responsiveness could lead to further feature enhancements based on the specific needs of small business owners. Therefore, making the most of this opportunity by providing feedback could shape the way WhatsApp evolves to better serve the small business community. As entrepreneurs seek more efficient ways to manage their communications, tools like the WhatsApp app for Apple Watch could represent a crucial step toward increased productivity and streamlined operations. With its myriad features designed for quick and effective interactions, staying connected with clients and team members could be as simple as a flick of the wrist. For those interested in learning more about the specific features and capabilities of WhatsApp for Apple Watch, additional details can be found in the official announcement here. This launch may not only keep you plugged into vital conversations but could also revolutionize how small businesses manage their communications in an increasingly digital landscape. This article, "WhatsApp Launches Apple Watch App for Seamless Chatting on the Go" was first published on Small Business Trends View the full article

Cleveland Guardians pitchers Emmanuel Clase and Luis Ortiz have been indicted on charges they took bribes from sports bettors to throw certain types of pitches, including tossing balls in the dirt instead of strikes, to ensure successful bets. According to the indictment unsealed Sunday in federal court in Brooklyn, the highly paid hurlers took several thousand dollars in payoffs to help two unnamed gamblers from their native Dominican Republic win at least $460,000 on in-game prop bets on the speed and outcome of certain pitches. Clase, the Guardians’ former closer, and Ortiz, a starter, have been on non-disciplinary paid leave since July, when MLB started investigating what it said was unusually high in-game betting activity when they pitched. Some of the games in question were in April, May and June. Ortiz, 26, was arrested Sunday by the FBI at Boston Logan International Airport. He is expected to appear in federal court in Boston on Monday. Clase, 27, was not in custody, officials said. Ortiz and Clase “betrayed America’s pastime,” U.S. Attorney Joseph Nocella Jr. said. “Integrity, honesty and fair play are part of the DNA of professional sports. When corruption infiltrates the sport, it brings disgrace not only to the participants but damages the public trust in an institution that is vital and dear to all of us.” Ortiz’s lawyer, Chris Georgalis, said in a statement that his client was innocent and “has never, and would never, improperly influence a game — not for anyone and not for anything.” Georgalis said Ortiz’s defense team had previously documented for prosecutors that the payments and money transfers between him and individuals in the Dominican Republic were for lawful activities. “There is no credible evidence Luis knowingly did anything other than try to win games, with every pitch and in every inning. Luis looks forward to fighting these charges in court,” Georgalis said. A lawyer for Clase, Michael J. Ferrara, said his client “has devoted his life to baseball and doing everything in his power to help his team win. Emmanuel is innocent of all charges and looks forward to clearing his name in court.” The Major League Baseball Players Association had no comment. Unusual betting activity prompted investigation MLB said it contacted federal law enforcement when it began investigating unusual betting activity and has fully cooperated with authorities. “We are aware of the indictment and today’s arrest, and our investigation is ongoing,” a league statement said. In a statement, the Guardians said: “We are aware of the recent law enforcement action. We will continue to fully cooperate with both law enforcement and Major League Baseball as their investigations continue.” Clase and Ortiz are both charged with wire fraud conspiracy, honest services wire fraud conspiracy, money laundering conspiracy and conspiracy to influence sporting contests by bribery. The top charges carry a potential punishment of up to 20 years in prison. In one example cited in the indictment, Clase allegedly invited a bettor to a game against the Boston Red Sox in April and spoke with him by phone just before taking the mound. Four minutes later, the indictment said, the bettor and his associates won $11,000 on a wager that Clase would toss a certain pitch slower than 97.95 mph (157.63 kph). In May, the indictment said, Clase agreed to throw a ball at a certain point in a game against the Los Angeles Dodgers, but the batter swung, resulting in a strike, costing the bettors $4,000 in wagers. After the game, which the Guardians won, Clase sent text messages to one of the bettors with images of a man hanging himself with toilet paper and a sad puppy dog face, the indictment said. Clase, a three-time All-Star and two-time American League Reliever of the Year, had a $4.5 million salary in 2025, the fourth season of a $20 million, five-year contract. The three-time AL save leader began providing the bettors with information about his pitches in 2023 but didn’t ask for payoffs until this year, prosecutors said. The indictment cited specific pitches Clase allegedly rigged — all of them first pitches when he entered to start an inning: a 98.5 mph (158.5 kph) cutter low and inside to the New York Mets’ Starling Marte on May 19, 2023; an 89.4 mph (143.8 kph) slider to Minnesota’s Ryan Jeffers that bounced well short of home plate on June 3, 2023; an 89.4 mph (143.8 kph) slider to Kansas City’s Bobby Witt Jr. that bounced on April 12; a 99.1 mph (159.5 kph) cutter in the dirt to Philadelphia’s Max Kepler on May 11; a bounced 89.1 mph (143.4) slider to Milwaukee’s Jake Bauers on May 13; and a bounced 87.5 mph (140.8 kph) slider to Cincinnati’s Santiago Espinal on May 17. Prosecutors said Ortiz, who had a $782,600 salary this year, got in on the scheme in June and is accused of rigging pitches in games against the Seattle Mariners and the St. Louis Cardinals. Ortiz was cited for bouncing a first-pitch 86.7 mph (139.5 kph) slider to Seattle’s Randy Arozarena starting the second inning on June 15 and bouncing a first-pitch 86.7 mph (139.5 kph) slider to St. Louis’ Pedro Pagés that went to the backstop opening the third inning on June 27. Dozens of pro athletes have been charged in gambling sweeps The charges are the latest bombshell developments in a federal crackdown on betting in professional sports. Last month, more than 30 people, including prominent basketball figures such as Portland Trail Blazers head coach and Basketball Hall of Famer Chauncey Billups and Miami Heat guard Terry Rozier, were arrested in a gambling sweep that rocked the NBA. Sports betting scandals have long been a concern, but a May 2018 U.S. Supreme Court ruling led to a wave of gambling incidents involving athletes and officials. The ruling struck down a federal ban on sports betting in most states and opened the doors for online sportsbooks to take a prominent space in the sports ecosystem. Major League Baseball suspended five players in June 2024, including a lifetime ban for San Diego infielder Tucupita Marcano for allegedly placing 387 baseball bets with a legal sportsbook totaling more than $150,000. Associated Press reporters Eric Tucker in Washington and Ron Blum in New York contributed to this report. —Michael R. Sisak, Associated Press View the full article

How to drive consistent results. By Domenick J. Esposito 8 Steps to Great Go PRO for members-only access to more Dom Esposito. View the full article

How to drive consistent results. By Domenick J. Esposito 8 Steps to Great Go PRO for members-only access to more Dom Esposito. View the full article

A recent Google blog post announced the expansion of Opal, a Google tool that uses AI to get people create mini apps, and touted that the tool can be used to create “optimized” content in a “scalable way.” Many SEOs are asking if this is against Google search guidelines, specifically the scaled content abuse policy. What Google wrote. Google wrote on the Google blog about reasons one should use Opal: “Creators and marketers have also quickly adopted Opal to help them create custom content in a consistent, scalable way.” “Marketing asset generators: Tools that take a single product concept and instantly generate optimized blog posts, social media captions and video ad scripts.” Scaled content abuse policy. Meanwhile, the scaled content abuse policy states: “Scaled content abuse is when many pages are generated for the primary purpose of manipulating search rankings and not helping users. This abusive practice is typically focused on creating large amounts of unoriginal content that provides little to no value to users, no matter how it’s created.” The examples Google provided include: “Using generative AI tools or other similar tools to generate many pages without adding value for users.” Is this against Google’s policies. So the big question is, what Google promoted on its blog as a reason to use Opal is actually against Google’s policies. Google can argue that as long as your “primary purpose” is not “of manipulating search rankings” and it is to help users, than it is fine to use Opal or any other AI tool. In fact, Reddit talked about how it was using AI tools to translate its pages at scale and it turned out, Google was okay with it. SEOs not happy. Many SEOs feel these are double-standards and think Google should take a strong stance on using AI to generate content. Here are some of the complaints I posted from the community: Google is now selling a *literal* AI spam machine Google advertises "Opal" as ideal for "creating" scaled AI content like: -"optimized" AI blog posts -fake imagery -AI travel planning content https://t.co/REr1c8AsUM pic.twitter.com/Rsq6dvy8iw — Nate Hake (@natejhake) November 7, 2025 Google has historically opposed to any kind of content creation "at scale". So, I'm a bit sad to see this language in their official communication channels — Pedro Dias (@pedrodias) November 10, 2025 Yes. This violates Google Search's own guidance in so many ways. The hypocrisy is incredible even by their standards. — Nate Hake (@natejhake) November 8, 2025 Google has employees who have been trying to get rid of spam for decades, and now it's offering AI spam creation services. I wonder how those employees feel about this. — Eric Novinson (@enovinson) November 8, 2025 Optimized AI blog posts that will later get your site tanked by our own algorithms, got it https://t.co/9YvaASlAue — Lily Ray (@lilyraynyc) November 9, 2025 Well, they are not always opposed to it. I wrote a two-part article covering Reddit's AI translations. That's massive scaling but Google is OK with it. They provided this statement to me at the time: “While we don’t comment on the status of specific sites or pages, nor do we… pic.twitter.com/WNKjklzzq7 — Glenn Gabe (@glenngabe) November 10, 2025 Why we care. Everyone is talking about “AI slop” and how it can ruin the web. When it comes to Google Search, Google has said it has algorithms to reward content that is helpful to users and that AI is not necessarily a bad thing. Ultimately, if you are going to be using an AI tool, like Opal, to help you create content, you should use it as a tool and let it help you but don’t let it do it for you, fully automated, without oversight and at incredible scale. Be careful with these tools. I should note, we reached out to Google for a statement but we have not heard back yet. If we do, we will update the story with that statement. View the full article

Contactless payment, also known as tap-to-pay, has become a fast, easy, and relatively common way to complete a transaction using your smartphone or credit card. It relies on Near Field Communication (NFC) to transmit data between your device and a payment terminal when the two are in close proximity, up to an inch or two away. While NFC technology does provide some additional security—transmitting a virtual account number instead of your actual card details, for example—scammers have found a way to capitalize on tap-to-pay to steal money from unsuspecting targets. These "ghost tapping" schemes may exploit both cards and mobile wallets. How tap-to-pay scams workAccording to the Better Business Bureau, ghost tapping takes advantage of a potential victim's proximity and lack of attention to detail. They suggest it is possible for a scammer to bump into you in a crowded public space, getting close enough to trigger a contactless transaction without your knowledge. (It's not clear how common a close brush with a tap-to-pay machine actually is.) But other versions of ghost tapping rely on you to actively engage while missing the warning signs of fraud. For example, scammers might appear to be selling goods or collecting small donations for charity using tap-to-pay, but they are actually charging your card for a much larger amount to a fraudulent business. They count on you not to look closely at the transaction details before tapping, or they rush you through the process and fail to offer a receipt. In one instance reported to the BBB's Scam Tracker, individuals were targeted by a door-to-door salesman who claimed to be selling chocolate for a charitable cause. The transactions were for hundreds of dollars, which the victims didn't see before tapping. How to avoid contactless payment scamsAs with any scam, vigilance is key. Tap-to-pay is easy enough to feel automatic, and you may be less likely to pause and check the details than you would when swiping or entering your credit card. Always slow down and confirm the merchant name and transaction and tip amount before pulling out your phone or card (again, close proximity is enough to trigger tap-to-pay). Beware of any vendor who tries to rush you, hide the screen, or avoid giving you a receipt. You may also want to set up transaction alerts with your bank or credit card company so you can catch any suspicious charges immediately. If you get a notification about a "test" charge, that is also a scam red flag. Finally, while scammers probably aren't going around secretly scanning tap-to-pay en masse, you could protect your cards using a radio frequency identification (RFID)-blocking wallet or sleeve. You can disable NFC on your Android in Settings (type "NFC" into the search bar). On iPhone, you have to turn on Airplane Mode to block NFC. View the full article

Bitmoji is going back to 2D. Snapchat announced Monday that a new Bitmoji style inspired by the classic 2D look will be an option for Snapchat+ subscribers in the coming days. The revamped style for the app’s popular avatars is called Comic Bitmoji. Bitmoji’s 3D redesign in 2023 allowed Snapchat to launch new body types and deliver faster on top fashion requests, from low-rise jeans to saris, says Swetha Dhamodharan, a senior product director at Snapchat. But there’s been growing calls to bring back the old 2D comic style. One online petition to bring back the style has racked up nearly 100,000 signatures. “I think that there’s just a little bit of nostalgia, and the avatar is cute,” Dhamodharan tells Fast Company. “We’ve done a lot of work to make it cuter over time.” Also key are the wide variability of customizable traits, from hair styles to clothes, which make a friend’s or family member’s Bitmoji, though cartoonish and exaggerated, so easy to clock. That same volume of variability, though, also makes the redesign projects from 2D to 3D and back again technically complex. The design process included iteration across a range of body shapes and sizes and fashion items. “The scale of our traits is enormous,” Dhamodharan says. Bitmoji are central to the Snapchat experience and show up across the app in different ways, like as the avatar of the person you’re talking to instead of just initials, or on the app’s Snap Map, which reached 400 million users this year. That means animations had to look right as both a profile picture and full body. The team made tweaks to get the proportions, shading, and the thickness of outlines just right. The option for a classic-inspired 2D Bitmoji style comes one week after Snapchat’s parent company Snap announced a partnership with Perplexity AI and said its revenue was up 10% year-over-year. “Bitmoji is so important to Snapchat and what makes it so different,” Dhamodharan says. “It’s not this avatar that you create once and then you kind of forget about. It’s truly how you see yourself, it’s how you see your friends and family. And I think it just makes communicating on Snapchat feel complete different anymore connected than other places.” View the full article

Go PRO for members-only access to more CPA Trendlines Research. View the full article

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All five publicly traded title insurance companies reported a year-over-year increase in earnings during the third quarter, but only two had higher orders. View the full article

When you think about products, it’s crucial to differentiate between a product and a product line. A product is a single item, like a smartphone, whereas a product line includes a range of related items, such as different models of that smartphone. Comprehending these distinctions can help you grasp how companies organize their offerings and tailor their marketing strategies. This sets the stage for more profound insights into how brands manage their diverse portfolios effectively. Key Takeaways A product is a singular offering, while a product line consists of a group of related products under one brand. Products can include physical goods, services, or digital items, whereas product lines target similar customer demographics. Product lines offer varying specifications and prices to cater to different market segments within the same brand. A product mix encompasses all product lines and individual products, highlighting the breadth and depth of a company’s offerings. Understanding the distinction aids in strategic planning and effective inventory management for meeting customer preferences. Definition of Product and Product Line Grasping the distinction between a product and a product line is vital for anyone involved in marketing or product management. A product is a singular offering, such as a smartphone, that delivers specific features and benefits to customers. Conversely, a product line refers to a group of related products sold under a single brand name, like a series of smartphones that vary in specifications and price. Products can include physical goods, services, or digital items, whereas product lines consist of multiple products targeting similar customer demographics. Comprehending this distinction is fundamental for strategic planning, as companies that innovate across entire product lines often outperform those focusing solely on individual products. This knowledge helps in effective marketing and managing customer preferences. Understanding Product Lines and Product Mixes Grasping the differences between product lines and product mixes plays a significant role in effective marketing strategies. A product line consists of related products, categorized by shared attributes like functionality, price range, and target audience. Conversely, a product mix definition encompasses all product lines and individual products offered by a company, showcasing the overall diversity of its offerings. The width of a product mix indicates the total number of product lines, whereas the length refers to the total number of products within those lines. Comprehending these concepts is vital for effective inventory management, as it helps you identify top sellers and optimize your product offerings. Leveraging product line strategies can additionally create cross-selling opportunities and improve brand loyalty. Factors Influencing Product Lines Several factors influence the formation and structure of product lines, shaping how companies develop their offerings to meet consumer needs. Comprehending these factors is vital for creating effective product line depth. Price Range: Companies often group similar-priced products together to cater to cost-conscious consumers. Functionality: Different purposes lead to distinct product lines, allowing you to meet diverse customer needs effectively. Target Audience Segmentation: Tailoring offerings for various demographics improves market reach, ensuring you address specific consumer preferences. Moreover, brand identity impacts product line decisions, as established brands expand their offerings to strengthen market position and loyalty. Financial standing as well plays a role, with larger companies typically able to diversify their product lines more than smaller ones. Dimensions of Product Mix A well-structured product mix plays a crucial role in how companies position themselves in the market and cater to consumer demands. The dimensions of product mix include width, length, depth, and consistency. Width refers to the total number of different product lines offered, enhancing market presence. Length reflects the total number of individual products across all lines, allowing you to cater to various preferences. Depth focuses on the number of variations within a specific line, such as colors or features, which meet specific customer needs. Consistency guarantees that products align with your target market, maintaining brand identity. Conducting a product mix analysis helps you understand these dimensions, enabling effective marketing and cross-selling opportunities for your business. Importance of Differentiating Product Lines and Mixes Differentiating between product lines and product mixes is essential for strategic planning, especially as businesses seek to align their offerings with consumer preferences and market dynamics. Comprehending product lines helps you identify synergies among related products, boosting cross-selling opportunities and maximizing sales potential. A well-defined product mix improves brand identity and recognition, maintaining consistency in your marketing strategies. Improved inventory management allows you to focus on top-selling items. Customized marketing efforts increase customer loyalty and drive market share. Clear distinctions between product width and product line help optimize offerings based on current market trends. Growth and Expansion of Product Lines As companies endeavor to stay competitive in swiftly changing markets, broadening product lines has become a vital strategy for growth. You’ll notice that businesses often widen their product line breadth by introducing new items that cater to emerging trends and consumer preferences. For example, the auto industry showcases growth by offering various models to appeal to different demographics. In addition, companies may launch product line extensions, such as a lower-priced cosmetic line from a premium brand, to attract new customers and tap into diverse market segments. Analyzing market trends is significant, ensuring that your new offerings align with consumer demand. Product Line Filling and Stretching When you think about product line filling, consider how brands add new items to their existing lines to better meet customer needs and fend off competition. For instance, a Nike might introduce larger sizes to cater to a wider audience, enhancing customer loyalty. Conversely, product line stretching allows companies to expand their offerings, whether by introducing budget-friendly options like Tesla‘s Model 3 or premium products like Godiva‘s gold collection, to tap into different market segments. Concepts of Line Filling Grasping the concepts of product line filling and stretching is crucial for businesses aiming to improve their market presence and meet consumer needs effectively. Product line filling involves adding more items within an existing product line to address market gaps, such as introducing additional sizes or flavors. This strategy can elevate customer satisfaction by offering a wider selection that caters to varying preferences. Consider these points about product line filling: It helps prevent competitors from entering your market. It allows you to diversify your offerings without straying from your brand identity. It can boost sales by attracting existing customers looking for more choices. Strategies for Line Stretching Comprehending strategies for line stretching is essential for businesses looking to expand their market reach and better serve diverse customer segments. Product line filling involves adding products to an existing line, such as introducing larger clothing sizes to meet inclusivity demands. This guarantees competitiveness and addresses various customer needs. Conversely, product line stretching allows you to target different market segments by adding new lines, either upward or downward. For instance, a luxury car manufacturer may launch a more affordable model to attract a broader audience while maintaining their premium image. Successful product line strategies require thorough market analysis to identify gaps, ensuring that both filling and stretching initiatives align with consumer preferences and company objectives. Examples of Product Lines and Product Mixes Comprehending the distinctions between product lines and product mixes is essential for businesses aiming to optimize their offerings. For example, Rizzos Cafe showcases its product lines, including hot & cold coffees, teas, smoothies, and snacks. Altogether, these lines form a product mix example that consists of 18 distinct products. A product line’s depth refers to variations within the line, like Rizzos’ three types of tea and three types of smoothies. The width of a product mix is the number of product lines offered; Rizzos boasts four. Consistency in a product mix indicates how closely related the products are, with Rizzos targeting a similar market across its beverage and snack offerings. Strategic Implications of Product Line Management Managing a product line effectively allows you to innovate across multiple products, enhancing your overall market performance. By leveraging the synergy created through a cohesive strategy, you can often achieve better sales outcomes than if you focused on individual products. Nevertheless, without strategic planning, you risk costly mistakes like cannibalization and missed opportunities, which can undermine your efforts and market position. Innovation Across Product Lines When companies prioritize innovation across their product lines, they often reveal significant strategic advantages that improve overall performance. By focusing on their product mix, businesses can streamline development processes, resulting in faster launches and reduced costs. This approach allows firms to leverage synergies across multiple offerings, enhancing their ability to meet diverse customer needs. Effective product line management encourages cross-selling opportunities, increasing brand loyalty. Customized offerings cater to various customer segments, broadening market reach. Poorly managed product lines risk costly mistakes, like market cannibalization. Ultimately, a coherent strategy for innovation across product lines not only boosts performance but likewise aligns products with consumer preferences, ensuring a sustainable competitive edge. Synergy and Leverage Benefits Effective product line management not just streamlines operations but also creates significant synergies that can improve a company’s overall market performance. By leveraging synergies across your product mix depth, you can boost efficiency and reduce costs. For example, when you introduce a new product in a related category, you can utilize shared resources, leading to faster development cycles and optimized marketing efforts. A cohesive product line strategy allows you to address diverse customer needs, enabling effective cross-selling opportunities that can increase sales. Conversely, neglecting a unified approach can result in lost growth opportunities and costly mistakes. Thus, treating your product line as an integrated unit can maximize market reach and loyalty, finally driving higher profitability. Strategic Planning Considerations Strategic planning for product line management is crucial, as it can greatly impact a company’s ability to innovate and compete in the marketplace. A well-defined product mix enables businesses to respond effectively to market trends and consumer preferences. When you focus on the strategic implications of your product line, consider the following: Effective management encourages simultaneous innovation, enhancing overall performance. Comprehending product line depth and breadth can optimize cross-selling opportunities. Leveraging platform strategies can accelerate development and reduce costs. Neglecting these factors can lead to costly errors, especially if synergies among related products are overlooked. Frequently Asked Questions What Is an Example of a Product Line? An example of a product line is Coca-Cola, which includes various beverages like regular, diet, and flavored sodas. Each variant targets different consumer preferences, ensuring that there’s something for everyone. By maintaining a cohesive brand identity, Coca-Cola attracts loyal customers who appreciate the variety within the product line. This strategy not only improves customer satisfaction but additionally boosts overall sales, as consumers often try multiple options from the same brand. What Is an Example of a Product Line Vs Product Mix? A product line includes a specific category of related items, like Nike’s range of running shoes, which may come in various styles and sizes. Conversely, a product mix encompasses all product lines, including apparel, accessories, and other footwear. For instance, Coca-Cola’s product line consists of soft drinks, whereas its product mix includes juices, teas, and waters. Comprehending these distinctions helps you better manage inventory and tailor marketing strategies effectively. What Is the Difference Between Product Line and Product Assortment? The difference between product line and product assortment lies in their definitions and scopes. A product line includes related products under a single brand, focusing on specific characteristics or target audiences. Conversely, product assortment encompasses the total collection of all product lines and individual products offered by a company. This means product assortment showcases a broader variety, maximizing market presence, whereas product lines target particular customer segments with complementary items. What Is the Difference Between Product Line and Product Width? The difference between product line and product width lies in their focus. A product line consists of related products offered under a single brand, like various flavors of a snack. Conversely, product width refers to the total number of distinct product lines a company has, such as snacks, beverages, and frozen foods. Comprehending this distinction helps you grasp how businesses manage inventory, target different markets, and develop marketing strategies effectively. Conclusion In conclusion, grasping the difference between a product and a product line is crucial for effective marketing and product management. A product represents an individual offering, whereas a product line consists of related products targeting similar audiences. By recognizing this distinction, businesses can make informed decisions about their product mixes, expand their offerings strategically, and meet diverse customer needs. Effective product line management eventually leads to better customer satisfaction and drives growth in competitive markets. Image via Google Gemini This article, "What Is the Difference Between Product and Product Line?" was first published on Small Business Trends View the full article

When you think about products, it’s crucial to differentiate between a product and a product line. A product is a single item, like a smartphone, whereas a product line includes a range of related items, such as different models of that smartphone. Comprehending these distinctions can help you grasp how companies organize their offerings and tailor their marketing strategies. This sets the stage for more profound insights into how brands manage their diverse portfolios effectively. Key Takeaways A product is a singular offering, while a product line consists of a group of related products under one brand. Products can include physical goods, services, or digital items, whereas product lines target similar customer demographics. Product lines offer varying specifications and prices to cater to different market segments within the same brand. A product mix encompasses all product lines and individual products, highlighting the breadth and depth of a company’s offerings. Understanding the distinction aids in strategic planning and effective inventory management for meeting customer preferences. Definition of Product and Product Line Grasping the distinction between a product and a product line is vital for anyone involved in marketing or product management. A product is a singular offering, such as a smartphone, that delivers specific features and benefits to customers. Conversely, a product line refers to a group of related products sold under a single brand name, like a series of smartphones that vary in specifications and price. Products can include physical goods, services, or digital items, whereas product lines consist of multiple products targeting similar customer demographics. Comprehending this distinction is fundamental for strategic planning, as companies that innovate across entire product lines often outperform those focusing solely on individual products. This knowledge helps in effective marketing and managing customer preferences. Understanding Product Lines and Product Mixes Grasping the differences between product lines and product mixes plays a significant role in effective marketing strategies. A product line consists of related products, categorized by shared attributes like functionality, price range, and target audience. Conversely, a product mix definition encompasses all product lines and individual products offered by a company, showcasing the overall diversity of its offerings. The width of a product mix indicates the total number of product lines, whereas the length refers to the total number of products within those lines. Comprehending these concepts is vital for effective inventory management, as it helps you identify top sellers and optimize your product offerings. Leveraging product line strategies can additionally create cross-selling opportunities and improve brand loyalty. Factors Influencing Product Lines Several factors influence the formation and structure of product lines, shaping how companies develop their offerings to meet consumer needs. Comprehending these factors is vital for creating effective product line depth. Price Range: Companies often group similar-priced products together to cater to cost-conscious consumers. Functionality: Different purposes lead to distinct product lines, allowing you to meet diverse customer needs effectively. Target Audience Segmentation: Tailoring offerings for various demographics improves market reach, ensuring you address specific consumer preferences. Moreover, brand identity impacts product line decisions, as established brands expand their offerings to strengthen market position and loyalty. Financial standing as well plays a role, with larger companies typically able to diversify their product lines more than smaller ones. Dimensions of Product Mix A well-structured product mix plays a crucial role in how companies position themselves in the market and cater to consumer demands. The dimensions of product mix include width, length, depth, and consistency. Width refers to the total number of different product lines offered, enhancing market presence. Length reflects the total number of individual products across all lines, allowing you to cater to various preferences. Depth focuses on the number of variations within a specific line, such as colors or features, which meet specific customer needs. Consistency guarantees that products align with your target market, maintaining brand identity. Conducting a product mix analysis helps you understand these dimensions, enabling effective marketing and cross-selling opportunities for your business. Importance of Differentiating Product Lines and Mixes Differentiating between product lines and product mixes is essential for strategic planning, especially as businesses seek to align their offerings with consumer preferences and market dynamics. Comprehending product lines helps you identify synergies among related products, boosting cross-selling opportunities and maximizing sales potential. A well-defined product mix improves brand identity and recognition, maintaining consistency in your marketing strategies. Improved inventory management allows you to focus on top-selling items. Customized marketing efforts increase customer loyalty and drive market share. Clear distinctions between product width and product line help optimize offerings based on current market trends. Growth and Expansion of Product Lines As companies endeavor to stay competitive in swiftly changing markets, broadening product lines has become a vital strategy for growth. You’ll notice that businesses often widen their product line breadth by introducing new items that cater to emerging trends and consumer preferences. For example, the auto industry showcases growth by offering various models to appeal to different demographics. In addition, companies may launch product line extensions, such as a lower-priced cosmetic line from a premium brand, to attract new customers and tap into diverse market segments. Analyzing market trends is significant, ensuring that your new offerings align with consumer demand. Product Line Filling and Stretching When you think about product line filling, consider how brands add new items to their existing lines to better meet customer needs and fend off competition. For instance, a Nike might introduce larger sizes to cater to a wider audience, enhancing customer loyalty. Conversely, product line stretching allows companies to expand their offerings, whether by introducing budget-friendly options like Tesla‘s Model 3 or premium products like Godiva‘s gold collection, to tap into different market segments. Concepts of Line Filling Grasping the concepts of product line filling and stretching is crucial for businesses aiming to improve their market presence and meet consumer needs effectively. Product line filling involves adding more items within an existing product line to address market gaps, such as introducing additional sizes or flavors. This strategy can elevate customer satisfaction by offering a wider selection that caters to varying preferences. Consider these points about product line filling: It helps prevent competitors from entering your market. It allows you to diversify your offerings without straying from your brand identity. It can boost sales by attracting existing customers looking for more choices. Strategies for Line Stretching Comprehending strategies for line stretching is essential for businesses looking to expand their market reach and better serve diverse customer segments. Product line filling involves adding products to an existing line, such as introducing larger clothing sizes to meet inclusivity demands. This guarantees competitiveness and addresses various customer needs. Conversely, product line stretching allows you to target different market segments by adding new lines, either upward or downward. For instance, a luxury car manufacturer may launch a more affordable model to attract a broader audience while maintaining their premium image. Successful product line strategies require thorough market analysis to identify gaps, ensuring that both filling and stretching initiatives align with consumer preferences and company objectives. Examples of Product Lines and Product Mixes Comprehending the distinctions between product lines and product mixes is essential for businesses aiming to optimize their offerings. For example, Rizzos Cafe showcases its product lines, including hot & cold coffees, teas, smoothies, and snacks. Altogether, these lines form a product mix example that consists of 18 distinct products. A product line’s depth refers to variations within the line, like Rizzos’ three types of tea and three types of smoothies. The width of a product mix is the number of product lines offered; Rizzos boasts four. Consistency in a product mix indicates how closely related the products are, with Rizzos targeting a similar market across its beverage and snack offerings. Strategic Implications of Product Line Management Managing a product line effectively allows you to innovate across multiple products, enhancing your overall market performance. By leveraging the synergy created through a cohesive strategy, you can often achieve better sales outcomes than if you focused on individual products. Nevertheless, without strategic planning, you risk costly mistakes like cannibalization and missed opportunities, which can undermine your efforts and market position. Innovation Across Product Lines When companies prioritize innovation across their product lines, they often reveal significant strategic advantages that improve overall performance. By focusing on their product mix, businesses can streamline development processes, resulting in faster launches and reduced costs. This approach allows firms to leverage synergies across multiple offerings, enhancing their ability to meet diverse customer needs. Effective product line management encourages cross-selling opportunities, increasing brand loyalty. Customized offerings cater to various customer segments, broadening market reach. Poorly managed product lines risk costly mistakes, like market cannibalization. Ultimately, a coherent strategy for innovation across product lines not only boosts performance but likewise aligns products with consumer preferences, ensuring a sustainable competitive edge. Synergy and Leverage Benefits Effective product line management not just streamlines operations but also creates significant synergies that can improve a company’s overall market performance. By leveraging synergies across your product mix depth, you can boost efficiency and reduce costs. For example, when you introduce a new product in a related category, you can utilize shared resources, leading to faster development cycles and optimized marketing efforts. A cohesive product line strategy allows you to address diverse customer needs, enabling effective cross-selling opportunities that can increase sales. Conversely, neglecting a unified approach can result in lost growth opportunities and costly mistakes. Thus, treating your product line as an integrated unit can maximize market reach and loyalty, finally driving higher profitability. Strategic Planning Considerations Strategic planning for product line management is crucial, as it can greatly impact a company’s ability to innovate and compete in the marketplace. A well-defined product mix enables businesses to respond effectively to market trends and consumer preferences. When you focus on the strategic implications of your product line, consider the following: Effective management encourages simultaneous innovation, enhancing overall performance. Comprehending product line depth and breadth can optimize cross-selling opportunities. Leveraging platform strategies can accelerate development and reduce costs. Neglecting these factors can lead to costly errors, especially if synergies among related products are overlooked. Frequently Asked Questions What Is an Example of a Product Line? An example of a product line is Coca-Cola, which includes various beverages like regular, diet, and flavored sodas. Each variant targets different consumer preferences, ensuring that there’s something for everyone. By maintaining a cohesive brand identity, Coca-Cola attracts loyal customers who appreciate the variety within the product line. This strategy not only improves customer satisfaction but additionally boosts overall sales, as consumers often try multiple options from the same brand. What Is an Example of a Product Line Vs Product Mix? A product line includes a specific category of related items, like Nike’s range of running shoes, which may come in various styles and sizes. Conversely, a product mix encompasses all product lines, including apparel, accessories, and other footwear. For instance, Coca-Cola’s product line consists of soft drinks, whereas its product mix includes juices, teas, and waters. Comprehending these distinctions helps you better manage inventory and tailor marketing strategies effectively. What Is the Difference Between Product Line and Product Assortment? The difference between product line and product assortment lies in their definitions and scopes. A product line includes related products under a single brand, focusing on specific characteristics or target audiences. Conversely, product assortment encompasses the total collection of all product lines and individual products offered by a company. This means product assortment showcases a broader variety, maximizing market presence, whereas product lines target particular customer segments with complementary items. What Is the Difference Between Product Line and Product Width? The difference between product line and product width lies in their focus. A product line consists of related products offered under a single brand, like various flavors of a snack. Conversely, product width refers to the total number of distinct product lines a company has, such as snacks, beverages, and frozen foods. Comprehending this distinction helps you grasp how businesses manage inventory, target different markets, and develop marketing strategies effectively. Conclusion In conclusion, grasping the difference between a product and a product line is crucial for effective marketing and product management. A product represents an individual offering, whereas a product line consists of related products targeting similar audiences. By recognizing this distinction, businesses can make informed decisions about their product mixes, expand their offerings strategically, and meet diverse customer needs. Effective product line management eventually leads to better customer satisfaction and drives growth in competitive markets. Image via Google Gemini This article, "What Is the Difference Between Product and Product Line?" was first published on Small Business Trends View the full article

Following posts on social media last week where some YouTube TV subscribers noticed a $60 credit waiting for them in their account settings, Variety is reporting that YouTube is now sending subscribers an additional $20 credit. The company has not yet made an official statement on the matter, although a YouTube spokesperson confirmed the timetable for the credit's rollout to TechCrunch. The news follows promises from YouTube to give YouTube TV customers a $20 credit if the blackout of Disney content on the Live TV service continued. According to the report, emails with instructions on how to claim the credit began sending out yesterday, and "all credits will be issued by Wednesday, Nov. 12." That would mark a little over ten days since Disney content disappeared from YouTube TV at the end of October. Variety's report also iterates that the credit is a one-time offer, answering one of the larger lingering questions about the deal. The prior $60 credit, for instance, was actually made up of six $10 credits spread over half a year. Subscribers could theoretically use the saved money to purchase a month of the Disney+, Hulu, and ESPN bundle (with ads), although there's no obligation to do so. YouTube had previously promised a similar compensation credit matching the cost for a month of Paramount+ when it seemed like Paramount channels might leave the YouTube TV service, although a deal was struck before it became necessary. The most important thing to know about this credit is that it will not apply automatically, nor is it just free money. It's instead a discount on your next billing cycle, which means you'll need to stay subscribed to at least another month of YouTube TV to benefit from it, and you shouldn't expect a gift card or payout. Currently, YouTube TV costs $73 a month for the first three months, and $83 a month afterwards. With the credit applied, that'll take the cost down to either $53 or $63, depending on how long you've been subscribed. To apply the credit to your account, keep an eye out on an email, and if you don't get one by Wednesday, follow up with YouTube TV support. Alternatively, try checking your account settings page in the meantime, specifically under Settings > Membership > Manage. If the new credit is anything like the old one, you'll be able to apply it here. Just make sure you're on a desktop computer—the previous credit wasn't showing up for users on mobile. (Note that if you don't see a "Manage" button next to the Base Plan under Membership, you're likely not logged in under the "Family Manager" account; only that account—not other users in the family—can claim the credit.) View the full article

Disney has been in the cruise business for 27 years now, but over the past few years, the company has doubled down in an unprecedented manner. On November 20, the entertainment giant will see the inaugural sailing of the Disney Destiny, a 144,000 gross ton ship capable of carrying 4,000 passengers that is the latest in a growing fleet. It’s the fourth addition in the past four years. And five more ships are coming by 2031, which will bring the total to 13. An expansion like that isn’t cheap, but Disney is making a lot of sizable wagers these days. The new ships are part of a $60 billion capital investment between now and 2033, which includes a variety of planned updates and changes at its park, updating legacy attractions and unveiling what it called “the largest ever” expansion plans for the Magic Kingdom. Josh D’Amaro, chairman of Disney Parks, Experiences and Products, is overseeing the expansion of it all—and when it comes to cruises, he’s particularly bullish. “We believe in what we’re doing in this space,” he tells Fast Company. “Our fans believe in what we’re doing in this space and we’re being incredibly ambitious.” There’s good reason for that optimism. AAA projects that 21.7 million Americans will hit the high seas next year, setting a record. That’s the fourth straight year of record-breaking cruise passenger volume. And according to Bank of America credit and debit card data from May 2024, spending on cruises was up 12% year-over-year. Disney cruises have been especially popular. The existing fleet, including Destiny, is already nearly 50% booked for 2026 – with newer ships showing higher booking percentages. Prices for a journey on the Destiny run from $1,994 to just shy of $10,000. Disney does not break out financial metrics for its cruise ships, but those are part of the company’s Disney Experiences division, which saw operating income of $2.5 billion in the company’s fiscal third quarter, a $294 million increase over the year prior. That figure included a roughly $30 million impact from pre-opening expenses at Disney Cruise Line, the company said. Cruises are more than just a contributor to the company’s bottom line, says D’Amaro. They’re a chance to offer Disney experiences beyond the theme parks, including some areas where those parks may be difficult for families to get to. “These ships are tremendous ambassadors for our brand,” he says. “We have an opportunity to take these experiences anywhere we want.” After the christening of the 6,700-passenger Adventure in Singapore next year, Disney will introduce Disney cruise vacations to Japan in 2029, the result of an agreement with Oriental Land Co., Ltd. And D’Amaro says the company is not tying its ships to a specific ports forever. In the years to come, they could rotate to new ports of call, giving passengers a fresh experience without a new capital outlay. “We can move them anywhere in the world we like and you’re seeing us do that with the Adventure,” says D’Amaro. “That will be an opportunity to bring the Disney brand to a brand-new market and bring Disney to fans that may not have had an opportunity to experience one of our parks.” The bet is: If someone experiences the Disney bubble on a cruise, it will whet their appetite to visit one of the parks. Analysts like that. In June, Jefferies upgraded Disney from a hold to a buy, citing, in part, the positive performance in the cruise business. A different kind of storytelling Entertaining 4,000 guests on a cruise is a bit different than hosting 40,000 at a theme park. While some of the experiences are roughly the same (character meet and greets, pin trading), a cruise ship can’t (and arguably shouldn’t) support all the rides of a theme park. It’s a slower pace. On the Destiny, that means Imagineers focus on things like effects and details in gathering spots, like the Pirates of the Caribbean-themed Cast & Cannon bar or The Haunted Mansion Parlor. Younger passengers have dedicated spaces that incorporate the Disney, Pixar, Marvel and Star Wars universes. And teens have two areas to hang out with people their age. The onboard shows, meanwhile, are Broadway-caliber and feature Imagineer-influenced effects. And familiar stories, like The Lion King, can be rethought as part of a dining experience. Part of the secret to storytelling on a smaller basis, says D’Amaro lays in how the company steers guests through their stay onboard. “[It gives] us a great opportunity to fully choreograph a show,” he says. “So if you think about a Disney cruise experience, you’re moving in a sequence from dining hall to dining hall. You are able to take in a show on specific nights. We’re basically trying to create a three-, four-, five-, or seven-day experience that we can completely choreograph and make sure you’re seeing everything on the ship, make sure you’re getting exposed to all the stories we have.” Another difference between cruises and theme parks: Families also get to know each other on cruises, instead of bobbing and weaving around each other in a mad dash to get to the next attraction. And guests interact with the same cast members, forming a relationship. The rides that are offered are generally water attractions, such as Aqua Mouse on the Destiny, Wish, and Treasure ships. And each ship focuses on a different theme (the Wish centers around enchantment, Treasure tells a story of adventure and Destiny tackles heroes versus villains). That, says D’Amaro, has made the cruise experiences among the most highly rated in the company. Disney has plenty of intellectual properties it hasn’t tapped for Experiences yet. Villains are getting their own land in the Magic Kingdom—and Zootopia and Encanto will be featured heavily in a new area in Disney’s Animal Kingdom. But the Disney catalog is deep. That gives the company plenty of opportunities to expand its experiences at sea, as well. (The focus on 1997’s Hercules film on the Destiny is a shining example.) D’Amaro says the company plans to continue exploring new destinations and push itself from a story-telling perspective. Disney’s cruise efforts may still be tiny compared to industry giants like Carnival and Royal Caribbean, but its ambitions are sizable. “We’re still relatively small in this space,” says D’Amaro. “I think there’s a tremendous opportunity for the Walt Disney Company here.” View the full article

Paul Tagliabue, who helped bring labor peace and riches to the NFL during his 17 years as commissioner but was criticized for not taking stronger action on concussions, died Sunday from heart failure. He was 84. NFL spokesman Brian McCarthy said Tagliabue’s family informed the league of his death in Chevy Chase, Maryland. Tagliabue, who had developed Parkinson’s disease, was commissioner after Pete Rozelle from 1989 to 2006. He was elected to the Pro Football Hall of Fame as part of a special centennial class in 2020. Current Commissioner Roger Goodell succeeded Tagliabue. “Paul was the ultimate steward of the game — tall in stature, humble in presence and decisive in his loyalty to the NFL,” Goodell said in a statement. “I am forever grateful and proud to have Paul as my friend and mentor. I cherished the innumerable hours we spent together where he helped shape me as an executive but also as a man, husband and father.” News of Tagliabue’s death came shortly before seven games kicked off Sunday at 1 p.m. EST. Several teams held moments of silence throughout the day for Tagliabue and Marshawn Kneeland, the Dallas Cowboys defensive tackle who died on Thursday. Tagliabue oversaw the construction of myriad new stadiums and negotiated television contracts that added billions of dollars to the league’s bank account. Under him, there were no labor stoppages. During his time, Los Angeles lost two teams and Cleveland another, migrating to Baltimore before being replaced by an expansion franchise. Los Angeles eventually regained two teams. Tagliabue implemented a policy on substance abuse that was considered the strongest in all major sports. He also established the “Rooney Rule,” in which all teams with coaching vacancies must interview minority candidates. It has since been expanded to include front-office and league executive positions. When he took office in 1989, the NFL had just hired its first Black head coach of the modern era. By the time Tagliabue stepped down in 2006, there were seven minority head coaches in the league. In one of his pivotal moments, Tagliabue called off NFL games the weekend after the terrorist attacks of Sept. 11, 2001. It was one of the few times the public compared him favorably to Rozelle, who proceeded with the games two days after President John Kennedy was assassinated on Nov. 22, 1963. A key presidential aide had advised Rozelle that the NFL should play, a decision that was one of the commissioner’s great regrets. Tagliabue certainly had his detractors, notably over concussions. The issue has plagued the NFL for decades, though team owners had a major role in the lack of progress in dealing with head trauma. In 2017, Tagliabue apologized for remarks he made decades ago about concussions in football, acknowledging he didn’t have the proper data at the time in 1994. He called concussions “one of those pack-journalism issues” and contended the number of concussions “is relatively small; the problem is the journalist issue.” “Obviously,” he said on Talk of Fame Network, “I do regret those remarks. Looking back, it was not sensible language to use to express my thoughts at the time. My language was intemperate, and it led to a serious misunderstanding. “My intention at the time was to make a point which could have been made fairly simply: that there was a need for better data. There was a need for more reliable information about concussions and uniformity in terms of how they were being defined in terms of severity.” While concussion recognition, research and treatment lagged for much of Tagliabue’s tenure, his work on the labor front was exemplary. As one of his first decisions, Tagliabue reached out to the players’ union, then run by Gene Upshaw, a Hall of Fame player and former star for Al Davis’ Raiders. Tagliabue had insisted he be directly involved in all labor negotiations, basically rendering useless the Management Council of club executives that had handled such duties for nearly two decades. It was a wise decision. “When Paul was named commissioner after that seven-month search in 1989, that’s when the league got back on track,” said Joe Browne, who spent 50 years as an NFL executive and was a confidant of Rozelle and Tagliabue. “Paul had insisted during his negotiations for the position that final control over matters such as labor and all commercial business dealings had to rest in the commissioner’s office. The owners agreed and that was a large step forward toward the tremendous rebound we had as a league — an expanded league — in the ’90s and beyond.” Tagliabue forged a solid relationship with Upshaw. In breaking with the contentious dealings between the league and the NFL Players Association, Tagliabue and Upshaw kept negotiations respectful and centered on what would benefit both sides. Compromise was key, Upshaw always said — although the union often was criticized for being too accommodating. Tagliabue had been the NFL’s Washington lawyer, a partner in the prestigious firm of Covington & Burling. He was chosen as commissioner in October 1989 over New Orleans general manager Jim Finks after a bitter fight highlighting the differences between the NFL’s old guard and newer owners. Yet during his reign as commissioner, which ended in the spring of 2006 after pushing through a highly contested labor agreement, he managed to unite those divided owners and, in fact, relied more on the old-timers who supported him than on Jerry Jones and many of the younger owners at the time. Tagliabue was born on Nov. 24, 1940, in Jersey City, New Jersey. He was the 6-foot-5 captain of the basketball team at Georgetown and graduated in 1962 as one of the school’s leading rebounders at the time — his career average later listed just below that of Patrick Ewing. He was president of his class and a Rhodes scholar finalist. Three years later, he graduated from NYU Law School and subsequently worked as a lawyer in the Defense Department before joining Covington & Burling. He eventually took over the NFL account, establishing a close relationship with Rozelle and other league officials during a series of legal actions in the 1970s and 1980s. Tagliabue was reserved by nature and it sometimes led to coolness with the media, which had embraced Rozelle, an affable former public relations man. Even after he left office, Tagliabue did not measure up in that regard with Goodell, who began his NFL career in the public relations department. But after 9/11, Tagliabue showed a different side, particularly toward league employees who had lost loved ones in the attacks. He accompanied Ed Tighe, an NFL Management Council lawyer whose wife died that day, to Mass at St. Patrick’s Cathedral, a few blocks from the NFL office. Art Shell, a Hall of Fame player, became the NFL’s first modern-day Black head coach with the Raiders. He got to see Tagliabue up close and thought him utterly suited for his job. “After my coaching career was over, I had the privilege of working directly with Paul in the league office,” Shell said. “His philosophy on almost every issue was, ‘If it’s broke, fix it. And if it’s not broke, fix it anyway.’ “He always challenged us to find better ways of doing things. Paul never lost sight of his responsibility to do what was right for the game. He was the perfect choice as NFL commissioner.” Tagliabue is survived by his wife, Chandler, son Drew and daughter Emily. AP NFL: https://apnews.com/hub/nfl —Barry Wilner and Rob Maaddi, AP Pro Football Writers View the full article

The Supreme Court on Monday rejected a call to overturn its landmark decision that legalized same-sex marriage nationwide. The justices, without comment, turned away an appeal from Kim Davis, the former Kentucky court clerk who refused to issue marriage licenses to same-sex couples after the high court’s 2015 ruling in Obergefell v. Hodges. Davis had been trying to get the court to overturn a lower-court order for her to pay $360,000 in damages and attorney’s fees to a couple denied a marriage license. Her lawyers repeatedly invoked the words of Justice Clarence Thomas, who alone among the nine justices has called for erasing the same-sex marriage ruling. Thomas was among four dissenting justices in 2015. Chief Justice John Roberts and Justice Samuel Alito are the other dissenters who are on the court today. Roberts has been silent on the subject since he wrote a dissenting opinion in the case. Alito has continued to criticize the decision, but he said recently he was not advocating that it be overturned. Justice Amy Coney Barrett, who was not on the court in 2015, has said that there are times when the court should correct mistakes and overturn decisions, as it did in the 2022 case that ended a constitutional right to abortion. But Barrett has suggested recently that same-sex marriage might be in a different category than abortion because people have relied on the decision when they married and had children. Human Rights Campaign president Kelley Robinson praised the justices’ decision not to intervene. “The Supreme Court made clear today that refusing to respect the constitutional rights of others does not come without consequences,” Robinson said in a statement. Davis drew national attention to eastern Kentucky’s Rowan County when she turned away same-sex couples, saying her faith prevented her from complying with the high court ruling. She defied court orders to issue the licenses until a federal judge jailed her for contempt of court in September 2015. She was released after her staff issued the licenses on her behalf but removed her name from the form. The Kentucky legislature later enacted a law removing the names of all county clerks from state marriage licenses. Davis lost a reelection bid in 2018. Follow the AP’s coverage of the U.S. Supreme Court at https://apnews.com/hub/us-supreme-court. —Mark Sherman, Associated Press View the full article

Chancellor hopes to win support from Labour MPs by lifting two-child benefit capView the full article