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For over a decade, Google rewarded rankings with visits, so SEO practitioners learned to justify success with rankings, clicks, and traffic. For a long time, that proxy worked. But in B2B, it was always fragile—and now it’s collapsing. Zero-click searches siphon visits, SERP features crowd out listings, and generative engines influence early discovery with answer-first experiences. What once looked like performance is now little more than hope-based marketing. The real challenge for practitioners has never been about proving activity—it’s been about translating our expertise into outcomes the business actually cares about. Aligning with business objectives is critical I saw this clearly when I was at Optus. Sales were falling short, and I used that moment to highlight critical technical SEO issues—a lack of canonicals, content rendered entirely client-side—that were holding back indexed pages and discoverability. But the point wasn’t the technical fixes themselves. It was that I aligned our SEO problems with the business problem leadership already cared about: revenue. Pages indexed, YoY traffic, and visibility are too far removed from revenue to make a CMO, Director, or MD care. The only way to cut through was to show how fixing those issues would unlock sales. And this is the advantage we have as SEO practitioners: We are recruited as subject matter experts. Our depth of knowledge gives us leverage—but only if we frame it in the language of the business. That’s the bar for every metric we keep: If it can’t predict resourcing and revenue with confidence, it doesn’t belong in our deck. And to be fair, there was one arena where the old traffic-based proxies held up better: ecommerce. If SEO drove 50,000 additional visits and 2% converted, the impact on revenue was visible in the cart. Rankings and traffic were imperfect, but they were close enough to the business outcome. SEO tools reinforced this thinking, serving up estimated keyword traffic and conversion potential that made it feel scientific. The math was simple: X searches, Y click-through, Z conversion rate. Dashboards turned it into certainty. But that certainty was always false—in B2B because the journey is never that linear, and arguably in B2C as well, where attribution was rarely as clean as the spreadsheet suggested. In B2B, the gaps were obvious. You could drive thousands of visits to solutions pages and see no movement in qualified pipeline. Enterprise sales cycles stretch across months, involve multiple stakeholders, and require consistent brand presence to shape demand. Traffic as a proxy for success was always weak—and today, even that weak proxy is fading. Google searches still matter, to an extent It’s important to be clear: Emerging data suggests traditional Google searches aren’t collapsing as quickly as many predicted. People still rely on Google, especially when they’re validating vendors, comparing options, or chasing specifics. In other words, Google still plays a role in last-touch discovery. But that doesn’t redeem rankings, traffic, or impressions. In B2B, those proxies were never reliable indicators of pipeline impact. They looked good in dashboards, but they told leaders nothing about whether the right accounts were moving closer to revenue. And now, with generative engines shaping the first touch, clinging to those proxies only widens the disconnect between what practitioners report and what leadership needs to see. Rightsizing AI visibility This is where the industry risks repeating old mistakes. Opportunistic vendors are already capitalizing on the hype, pitching “AI visibility” and “prompt volume” as the new KPIs for the generative era. On the surface, they look like clean, simple numbers—the same way keyword search volume once did. But prompt visibility is riddled with problems that make it even less reliable than the proxies we’re leaving behind. AI visibility does matter—but it isn’t the holy grail. Monitoring how your brand shows up in generative engines can be useful, particularly for sentiment. Pre-determined prompts, checked consistently, can reveal whether your messaging is being reinforced, ignored, or distorted. That makes AI visibility a slice of reality—a signal to react to—not a universal source of truth. The danger is when practitioners start treating those snapshots as KPIs. Visibility in an LLM output doesn’t equal demand, influence, or movement in a buying journey. It’s not proof of impact, it’s just one lens. Prompt volume, on the other hand, is even weaker. Most of the “activity” isn’t human at all. It’s inflated by bots and synthetic testing tools designed to manufacture data for dashboards. It’s an ouroboros—tools prompting other tools to generate numbers that justify their own existence. It also confuses activity with intent, offers no signal quality, varies across users, and is unstable by design. Worse, the methodology is opaque. Tools rarely disclose how prompts are gathered, which models are queried, or how results are normalized. And none of it is revenue-adjacent. Prompt volume doesn’t map to account engagement, buying committee coverage, or pipeline velocity. It’s traffic 2.0: easy to count, easy to report, and useless as proof of business impact. Find Your Site’s SEO Issues in 30 Seconds Find technical issues blocking search visibility. Get prioritized, actionable fixes in seconds. Check My Site Powered by data from Start tying SEO to revenue This is why enterprise SEO practitioners need to stop reporting vanity metrics and start reporting revenue-adjacent outcomes. Not “were we visible?” or “did traffic grow?” but “did we reach the right accounts, did we move buying committees closer to a decision, did we expand pipeline coverage?” These are the only metrics CMOs, Directors, and MDs will care about—and the only ones that make SEO strategic. I’m reminded of a conversation with an Adobe VP who, whenever we discussed declining organic visits, would cut through the noise with a simple question: “Did this traffic matter?” It was a blunt reminder that volume on its own doesn’t count for anything. If you can’t show that the traffic connected to revenue outcomes, you haven’t answered the question that leadership actually cares about. Track the full journey Better measurement starts with recognizing that clicks aren’t the unit of value in enterprise. Journeys are. The job isn’t to capture random visibility, but to show how SEO contributes to moving accounts from unaware, to engaged, to in-pipeline. That requires evolving beyond SEO dashboards and keyword reports, and collaborating with cross-functional teams to track signals across the full cycle. In B2B, success doesn’t come from SEO working in isolation—it requires owned, paid, and earned channels beating to the same tune instead of operating in silos. Because LLMs don’t care about your internal politics. They aggregate whatever’s available. And if your brand signals are inconsistent across channels, generative systems won’t smooth them over—they’ll amplify the disconnect. Reframe the role of content Content still matters—but not in the way most practitioners frame it. It’s not about publishing volume, chasing keywords, or building so-called topical authority and coverage. Those are heuristics at best—useful for ideation, not for reporting. What matters is brand mental availability: making sure your organization is the one buyers think of when they finally enter the 5% who are in-market. The measurement question isn’t “did this content get traffic?” but “did it help keep us top of mind with the right accounts until they were ready to buy?” Focus on the pipeline Most SEO reports today are still theater. They package traffic, rankings, and impressions into neat reports—metrics that CMOs, Directors, and MDs know don’t prove revenue impact. To stay relevant, SEO practitioners need to reframe measurement around pipeline language: demand creation, account coverage, and journey velocity. That doesn’t mean abandoning technical SEO or content. It means making the case that both are levers for shaping journeys, and backing that case up with metrics leadership actually cares about. Evolve forecasting models Forecasting has to change too. The age-old model—traffic multiplied by conversion rate—is dead. It was always a crude shortcut, even in ecommerce, where it ignored seasonality, merchandising, pricing, and competition. But in enterprise B2B, it was pure fantasy. Forecasting based on visits assumes people convert independently, instantly, and predictably. That was never how buying committees made decisions, and it certainly isn’t now. But forecasting still matters. Its purpose isn’t just to predict outcomes—it’s to secure resourcing and leadership support by providing certainty. VPs, SVPs, CMOs, and the CEO want to know that investments in SEO aren’t bets, but planned contributions to pipeline maturity. That’s why practitioners can’t abandon forecasting when the old model breaks. We need to evolve it. The new forecasting model has to be built around journeys, not sessions. That means shifting inputs from traffic volume to account signals: Reach: % of ICP accounts with qualified engagement across owned, paid, and earned channels. Coverage: # of priority roles engaged per account vs. role map. Velocity: Median days between journey stages. If Reach grows by 10%, Coverage adds a new role per account, and Velocity shortens by two weeks—what does that mean in qualified accounts and pipeline coverage? That’s the language VPs, SVPs, CMOs, and the CEO will respond to. And the tools exist today to make this shift: Adobe Real-Time CDP unifies known and unknown data into account-level profiles. Customer Journey Analytics connects engagement signals to revenue outcomes across channels. Enrichment layers from providers like Bombora or 6sense tie anonymous intent back to accounts. These platforms make it possible to model journeys in a way SEO dashboards never could. This is the future of SEO forecasting: not multiplying traffic by a conversion rate, but projecting how improvements in journey health drive account progression and pipeline growth. It’s harder. It’s messier. But it’s more strategic—and it’s the only way SEO earns credibility in the boardroom. Stop reporting traffic and activity. Start reporting reach, coverage, and velocity. Forecast pipeline maturity with enough certainty to secure budget. Tell them what you did mattered—because it progressed accounts and pipeline—and how what you plan to do next will do compound those results. That’s the only answer leadership will fund. View the full article

One thing is for sure: the opening act of the US president’s second term is overView the full article

Microsoft has released an upgrade to Copilot, bringing what it calls “the best of AI Search” to its AI engine – Copilot. Microsoft said its Copilot responses “will now include more prominent, clickable citations and the option to see aggregated sources.” Plus, Microsoft added a new dedicated search experiment within Copilot. Prominent citations. Microsoft said “Copilot’s responses will have more prominent citations to show you the publisher content that it was sourced from” in this new experience. The Copilot responses will not just give you a summary response but now also include “exactly where the information comes from, with relevant, clear, and clickable sources.” Here is a video overview: Consolidated lists of sources. Part of this is where Copilot now shows a consolidated list of the sources used to generate Copilot’s response in one place. To see this, click “Show all” to see the full list of references, including related results, in the right pane. Copilot will curate a response side-by-side with the sources themselves so you can find the information you’re looking for. Here is a screenshot of this: Dedicated search in Copilot. Also, Microsoft is rolling out a dedicated search experience directly in Copilot. To access this click the drop-down and select “Search”. “Responses are adaptive, delivering concise answers for simple queries or in-depth summaries for analytical, or more complex queries,” Microsoft added. Dedicated navigational links. Also, there are now dedicated navigation links at the top of responses. This should make clicks to publishers more likely in this AI search experience. Ecosystem. I love it how Microsoft specifically said they made these choices to drive a better and healthier ecosystem between the publisher and the AI engines. Microsoft wrote: “We’ve designed these changes to Copilot and the new Search experience within Copilot with publishers and content owners in mind to support a healthy web ecosystem. Cited sources are easily accessible in-line, highlighted prominently at the bottom of the response, and all references are available in the right pane. This allows you to be just a click away from the publisher and content owner sources that were used.” Why we care. This is a nice improvement for publishers within AI Search features. It is not only nice to hear Microsoft talk about how important publishers are to the success of search and AI engines, but also to see them implement user experience details that actually convey their messaging. What this means for Bing, Microsoft’s main search engine – is not clear. View the full article

We may earn a commission from links on this page. Creator/writer/star Mae Martin's Wayward is Netflix's biggest show right now. It's a sly mystery involving cult behavior and cycles of trauma at a school for troubled teens, given added relevance by its proximity to real-life stories of abuses at similar facilities. Wayward does a few different things well: It's a mystery box show, first of all—meaning that we're presented with not just one but several intriguing puzzles right off the bat, with resolutions handed out frugally. It's also a great example of the "small towns are weird" subgenre, one that likes to remind us that there are strange and ominous doings in even the quietest communities. The show shines a dramatic light on the troubled-teen industry, here represented by the Tall Pines Academy, run by Toni Collette's smirking, sinister head teacher. Last, but hardly least, Netflix's biggest, buzziest show tells a story with a trans character at its center, created by and starring non-binary comedian Mae Martin. In 2025, that ain't nothing. All that's to say that there are a few different roads to go down it we're looking for a show to watch next. Wayward Pines (2015 – 2016) These shows have a bit more in common than just their similar titles. Based on a trilogy of Blake Crouch novels, this one stars, initially, Matt Dillon as a Secret Service agent investigating the disappearances of two fellow agents in the Idaho town of Wayward Pines (not to be confused with the Tall Pines of Wayward). Things go awry pretty much immediately, and he wakes up from a car accident to find one of the agents (Carla Gugino), who's also his ex, having settled down in the seemingly idyllic community—and she's 12 years older than when he last saw her a few weeks ago. Even more dramatically, the local sheriff (Terrence Howard) enforces a strict "no one ever leaves" policy, on pain of having one's neck slit. The mysteries pile up from there. Stream Wayward Pines on Hulu. Wayward Pines (2015 – 2016) at Hulu Learn More Learn More at Hulu Hemlock Grove (2013 – 2015) One of the first of Netflix's original series, this supernatural thriller takes us to the title Pennsylvania town, where economic realities have shut down the town's steel mill and left residents with few options other than the two remaining employers are the Godfrey Institute for Biomedical Technologies and the Hemlock Acres Hospital. Take your pick, but do so knowing that Olivia Godfrey (Famke Janssen), head of the Godfrey Institute, is rumored to be conducting all sorts of weird experiments. When two teenage girls are murdered, a 17-year-old Romani kid, rumored to be a werewolf, is the prime suspect. The fact is, he is a werewolf, but that doesn't make him a murderer. Stream Hemlock Grove on Shudder and AMC+. Hemlock Grove (2013 – 2015) at AMC+ Learn More Learn More at AMC+ Twin Peaks (1990 – 1991, 2017) With all due respect to Wayward, I'm not sure there's ever been a better, more iconic series about a freak small town full of dark secrets. In the initial run of Twin Peaks, teens and adults faced human tragedy accompanied by supernatural threats from outside of normal space and time. Kyle MacLachlan plays FBI Special Agent Dale Cooper, who arrives in the title town to investigate the murder of teenager homecoming queen Laura Palmer (Sheryl Lee). His arrival in town precipitates a (very) long night of the soul as Cooper uncovers secrets and mysteries among the town's delightfully, and often disturbingly, weird residents. Stream Twin Peaks on Mubi and Paramount+. Twin Peaks (1990 – 1991, 2017) at Paramount+ Learn More Learn More at Paramount+ Yellowjackets (2021 – ) Purely in terms of plot, I'm not sure that Yellowjackets and Wayward have much in common. Tonally, though, they're a good match, with secrets and mysteries abounding among characters with complicated pasts (the shows both also include some significant queer rep). This time-jumping survival drama is about a group of teenage girls becoming stranded in the wilderness in 1996 and doing terrible things to survive—the extent of which we only learn about via flashbacks from the present, where the events of those 19 months continue to have an impact. There are teases of the supernatural here, much of it ambiguous, but there's plenty of horror in a past that we're still seeing fleshed out. Yellowjackets rather cynically posits that there's a huge difference between the version of the past we talk about and the one that really happened. Stream Yellowjackets on Paramount+; Netflix currently has the first two seasons. Yellowjackets (2021 – ) at Paramount+ Learn More Learn More at Paramount+ The Wilds (2020 – 2022) Situated between flashbacks and flash-forwards, mystery/thriller The Wilds sees an airplane full of teenage girls crash on the way to an empowerment program in Hawaii. It quickly becomes clear that the accident was engineered, and that the whole thing is some sort of social experiment, forcing the survivors to compete against each other for survival. The show understands the ways in which young women in the real world are exploited and expected to compete against each other, which grounds the elaborate plot twists. Like Wayward, the show turns on the power of manipulative authority figures to manipulate young women. Stream The Wilds on Prime Video. The Wilds (2020 – 2022) at Prime Video Learn More Learn More at Prime Video The Institute (2025 – ) This Stephen King adaptation takes us to a rather different school for wayward children, as the titular institute is a place for locking away and manipulating teens with unique abilities; the indifferent staff put the kids through grueling, torturous experiments on the daily. Meanwhile, former cop Tim Jamieson (Ben Barnes) is hoping to put his dodgy past behind him in favor of the quiet life in a nearby town—until, of course, he finds himself drawn into the mystery of the sinister school in the next town over. The show's been renewed for a second season. Stream The Institute on MGM+. The Institute (2025 – ) at MGM+ Learn More Learn More at MGM+ The Frog (2024) There's no sinister school here, but it's otherwise a decent match if the tone you're looking for is "sinister, twisty mystery in a seemingly quiet town." Following his wife's death, Yeong-ha (Kim Yoon-seok) just wants a quiet life in the secluded town where he lives, renting out the house next door as a vacation rental—though he's not even all that enthusiastic about that. It's all going fine until a young woman shows up with her son, the same woman abruptly leaving behind blood stains and, even more disturbingly, the kid. Stream The Frog. The Frog (2024) at Netflix Learn More Learn More at Netflix Pieces of Her (2022) Though the mystery/thriller vibes are on point here, we're mostly here for the Toni Collette of it all, at least in terms of its relationship to Wayward. Bella Heathcote plays Andy Oliver, a young woman who's moved back to her hometown to take care of her mom, Laura (Collette). Within the first 20 minutes of the show, a shooter attacks the diner where they're both eating. When the man targets Andy, her mom dispatches the killer with relative ease—which, in Andy's mind, raises some questions about mom's backstory. The twisty series takes us around the bend a few times as to whether Collette's character is a hero or a villain, but she's clearly someone you don't want to get on the wrong side of. Stream Pieces of Her on Netflix. Pieces of Her (2022) at Netflix Learn More Learn More at Netflix From (2022 – ) A bit more on the nose, perhaps, than Wayward, here we travel to The Town (we never get a name), from which no one can ever leave. The residents and visitors aren't metaphorically trapped, but literally so, and are beset by creatures come from the woods and kill anyone found outside after dark. The Matthews family learn all about this firsthand when they roll into town in their RV and find themselves trapped alongside the local sheriff (Harold Perrineau)—just as it's getting dark. The show's monsters aren't just mindlessly hungry, they're cunning and sadistic, and more than capable of killing residents in impressively gory ways. It's very much a supernatural spin on the "small towns ain't what they seem" vibe. Stream From on MGM+. From (2022 – ) at MGM+ Learn More Learn More at MGM+ The Program: Cons, Cults, and Kidnapping (2024) A true crime docuseries that dives into one of the primary thematic drives of Wayward: what's often referred to as the "troubled teen industry," representing a broad array of residential centers for struggling teenagers. Though scandal and documented abuses abound, it's nevertheless a multi-billion-dollar industry in the United States, offering behavioral correction and rehabilitation to parents and caregivers who feel that their kids have become problems. This series focuses on the rather horrific experiences of the "students" (inmates, more precisely) at the former Academy at Ivy Ridge in upstate New York. That facility has shut down, but others much like it carry on and, with the return of conversion therapy as a legal option, it's the industry is likely to enter a new boom. Stream The Program: Cons, Cults, and Kidnapping on Netflix. The Program: Cons, Cults, and Kidnapping (2024) at Netflix Learn More Learn More at Netflix View the full article

AI search is still moving. What’s cited today across Google (AI Mode + AI Overviews) and ChatGPT might look different in a month. But there’s no need to scramble. For example, a dip in Reddit citations isn’t a reason to abandon conversational marketing or rebuild your plan from scratch. (Plus, it’s likely things aren’t always what they seem, like this speculation from John-Henry Scherck about Reddit and ChatGPT.) Instead, stick to doing the basics — getting mentioned by the major players in your industry as well as hyper-relevant/niche ones — while keeping tabs on macro changes that should impact your go-forward strategy. LLM Sources Aren’t Set in Stone The “who gets cited” list keeps changing, especially in ChatGPT. Just comparing August 2025 to October 2025, ChatGPT increased the number of sources it uses by ~80%, signaling a push toward more diverse evidence in each answer. This is a dramatic shift in just a couple of months. But if you’re an SEO, semi-regular algorithm shifts should sound very familiar. Over the years, Google has made thousands upon thousands of changes to how it finds and ranks pages. AI will be no different. LLMs will want to continuously improve its output and user experience. In SEO, we say to stick to the basics in light of algorithm updates, so there’s no need to treat AI SEO differently. What This Means for Marketers When sources are in flux, you win by doubling down on durable authority and adding a light, recurring layer of measurement to stay apprised of changes. The goal should be to keep your foundation strong. Google’s own guidance for AI features emphasizes usefulness, experience, clear structure, and trust signals. Those are the same qualities humans respond to and the same signals LLMs can verify. But, while working on the fundamentals, it’s good to keep an eye on LLM trends. Below we’ll share four tips that will help you sustainably optimize for LLM answers and citations while simultaneously tracking significant, noteworthy shifts in LLM behavior. Tip #1: Check ChatGPT Sources Monthly for Target Prompts As we’ve seen, ChatGPT’s citations change. Sometimes quickly. Rather than seeing this as a race, consider it an opportunity. Every time an LLM adds new sources into the mix, they’re providing new ideas for where you can earn media and build brand visibility and authority. And you don’t need a complex dashboard to track the changes. You just need a simple spreadsheet that shows which domains it’s using for your money prompts. Start by choosing prompts that map to your funnel. For example: “What is ___?” “Best ___ for ” “ vs ___” “How to set up ___” “Pricing for ___” Run them in an LLM the same way a buyer would. Note the sources. Track in a shared living document month over month. You’re looking for two things: new entrants and rising domains. Both provide ideas on where to place your best evidence next. So, what does this look like in practice? Create a one-page tracker and update it every 30 days: Prompts: 25-100 that reflect real buyer questions Sources: Every domain cited, in order of appearance Changes: New, up, down, gone Action: One line per change (“Pitch reviewer X,” “Add methodology to pricing guide,” “Publish teardown with benchmarks”) Again, the goal is to identify broader trends and not worry about every little change. After a few months of this type of tracking, you may notice similarities in the types of sites or content being prioritized. Those are the ones worth adding to your strategy. Tip #2: Still Perform Backlink Competitive Analyses to Identify Where Else Competitors Are Being Cited LLMs lean on trusted third-party sites. Some of those sites already vouch for your competitors. Backlinks show where that trust lives. Use traditional backlink gap analyses to find new ideas as to where you can earn external authority signals. You can also gain insight about the type of content that’s worth citing. Start simple. Pick 5–10 competitors and pull their new referring domains from the last 3-6 months. For example, using Semrush’s Backlink Gap tool, we compared Backlinko’s backlinks to leading SEO tools and noticed they have links from VistaPrint while Backlinko doesn’t. So we checked out the content and the page they linked to, which in this example turned out to be an informational blog post about the marketing funnel. When we put this URL into Semrush’s Backlink Analytics tool, we found that this specific page has 344 referring domains pointing to it. Many of the linking pages are informational about marketing and are relying on Semrush’s expertise to support their own articles. This indicates the piece of content is strong and worth evaluating for insight into what makes it high quality. As it turns out, the page is very robust with a lot of visual appeal. It’s full of useful graphics, screenshots, and actionable takeaways that make what can be a convoluted topic into something straightforward. In this example, we’ve learned some sites that talk about marketing fundamentals and may be worth targeting (VistaPrint, GoDaddy, etc.), and we’ve gained inspiration as to what makes that content appealing to link to. When doing this kind of analysis yourself, look for patterns: Formats that win links: Research studies, graphics, benchmarks, calculators, templates, product docs, API guides, teardown posts, expert Q&As. Topics that attract citations: “How it works,” “costs and trade-offs,” “setup steps,” “common mistakes,” “comparison X vs Y.” Pro tip: Mid-tier niche outlets often outperform top-tier media for earning durable, evergreen citations. They publish faster, go deeper, and link more generously when you bring real substance. Tip #3: Refresh Audience Research to Learn Which Publications, Sites, and Podcasts Your Buyers Trust Models evolve. People move faster. If your buyers shifted from big media to niche reviewers or podcasts, your distribution plan has to follow. Ask recent customers one question: “What did you read, watch, or listen to before choosing a tool like ours?” Keep it lightweight. Add it to onboarding and to quarterly interviews. Log their responses and share with the PR and content teams to plan how to achieve earned media in those locations. There’s online research you can do, too. SparkToro, for example, reveals where your audience consumes content, giving you a great head-start on putting a pitch list together. For example, with the free account (which gives you five searches per month), we wanted to explore where else folks who visit Backlinko.com get their information. SparkToro then provides a list of websites, social networks, AI tools, YouTube channels, podcasts, and more that your audience tends to visit. No matter your preferred method for audience research, if the last time it was updated was over six months ago, it’s time for a refresh. Further reading: Audience Research: Stop Guessing What Your Buyers Care About Tip #4: Continue Focusing on Providing Net-New Value Via Content You know what’s always necessary for building third-party authority signals on a regular basis? Content. Search engines, LLMs, social sites, YouTube, etc. all need content to surface. But “better” content isn’t enough. You need something new to compete. Data no one else has. Tests no one else ran. Explanations that resolve the question completely. This kind of content gives LLM models something concrete to ground on and editors something worth linking to. What does this look like in practice? Try shipping one high-value asset per month: Original data with a simple method and limits Comparative testing with screenshots, timings, and results Expert explainers with named practitioners and sources Product docs or setup guides that others reference to get the job done Comprehensive guides can still perform, too. Take an example from our own site, Google RankBrain: The Definitive Guide, which is often a primary source for LLMs on relevant queries. When you create something better than anything else out there, that’s when it becomes a primary reference. It can even get mentioned on the MIT site in an article about the shift to generative AI. Ultimately, if you’re providing the best answer that satisfies a curiosity, you’re building a solid foundation for driving authority signals. Once you create the content, close the loop. Pitch those assets to the outlets from Tips 2 and 3. If they’re published on a third-party site, implement your typical distribution process to get as much traction as possible. Then track if they start showing up in your monthly ChatGPT check. Aim Where Trust Already Lives (And Models Look) AI search will keep shifting. Your fundamentals shouldn’t. Stay focused on building durable authority. Track what matters, earn trust where your audience already looks, and create work worth citing. You’ll stay adaptable no matter what comes next. Tracking your LLM visibility can be tedious, especially as it’s a relatively new addition to your monthly reporting. For high-level directional data about your industry as a first pass, bookmark and download Semrush’s AI Visibility Index. It’s updated monthly, saving you that first layer of research. The post LLM Sources Shifted 80% in 2 Months. Here’s Why You Shouldn’t Panic appeared first on Backlinko. View the full article

Hello again, and thank you for reading Fast Company’s Plugged In. In 2013, David Min came to Disney CEO Bob Iger with a big idea. Min, a founding partner at Disney’s investment arm, Steamboat Ventures, was now head of innovation for the entire company. He had concluded that something fundamental needed to be done about Disney’s relationship with the tech industry. “We—meaning The Walt Disney Company—didn’t really have a very good reputation at the time for working with startups,” he remembers. Tech accelerators such as Y Combinator, 500 Startups, and Techstars were changing how high-potential concepts got their shot at becoming thriving businesses. Min thought Disney might learn something by investing in such an accelerator. Iger’s take: That idea wasn’t big enough. “His response to me was like, ‘Why would we do that?—we should just do it ourselves,’” remembers Min. So Disney did. The entertainment and media behemoth launched its own accelerator, partnered with Techstars to get it rolling, and gave it the most logical possible name: Disney Accelerator. In 2014, it unveiled its first cohort of 11 startups. Eleven years later, corporate accelerators within large companies are no longer such a daring notion. Actually, they’re quite common. But Disney’s take on the idea has had time to grow well beyond its origin as an exercise in reputational repair. On Wednesday, Disney Accelerator held its 2025 demo day on the Disney studio lot. The event served to introduce this year’s cohort of four startups: animation studio Animaj, microdrama producer DramaBox, 3D printer Haddy, and 3D projection company Liminal Space. Bonnie RosenDavid Min The Disney employees who gathered at the studio’s Main Theater to watch a video presentation about this year’s cohort and then mingle with this year’s startups and alumni companies in person came from across the company’s myriad enterprises, including movies, broadcasting, theme parks, cruise ships, consumer products, and beyond. They represented a fraction of the almost 600 staffers who now engage with the accelerator program year-round. “We had people all the way from facilities and maintenance to the chairman of that division coming in for this one particular company,” says Disney Accelerator general manager Bonnie Rosen, whose résumé includes time at Techstars as well as a startup that was part of Disney’s 2015 cohort. “Those types of vertical conversations happen within each division.” More than any other long-lived Hollywood titan, Disney prides itself on being innovative to its core. It’s an understandable badge of honor given that Walt Disney himself embraced advances such as the talkies, Technicolor, and TV as they came along, making each fundamental to the way his namesake company entertained the world. Today, it’s usually no mystery why Disney was intrigued by any given company among the 60-plus that have been through its accelerator program. At demo day, for example, Liminal Space showed off its technology in the studio’s Stage One building, where the original Mouseketeers filmed The Mickey Mouse Club in the 1950s. It projects particularly crisp, vivid 3D video that can be viewed using simple polarized glasses. It can also be interactive: One of the demos involved The Guardians of the Galaxy’s Rocket Raccoon bantering with attendees. Liminal’s system isn’t currently in use at Disney’s parks, but it seems like a natural. As for Animaj, it’s what Disney itself was in the beginning: a small but ambitious animation studio. Like Toonstar, which I recently profiled, the Paris-based company has built its own software platform that uses AI to help creators figure out which stories will resonate with audiences and then expedite the process of turning them into animation. In this case, they’re stories for little kids. “The vision that we have with all of our properties is to turn them into global franchises with all the different layers,” Antoine Lhermitte, the company’s CTO, told me. “So we start on YouTube. Then we create a premium production [version] to sell to linear platforms, digital platforms like Netflix, Amazon Prime, Disney+, etc. Then we layer in consumer products, and then, if the traction continues, the idea is to go to theaters.“ Lhermitte says he’s hopeful the accelerator might lead to Animaj and Disney creating content together; the startup doesn’t want to be a service provider that just licenses its software to other studios. Then there’s Haddy. At first blush, it might seem a bit of an outlier in the Disney Accelerator portfolio. The Florida-based company counts military, maritime, and furniture among the verticals it’s pursuing for its 3D printing technology, which tariffs have made newly enticing as a way to bring manufacturing back to the U.S. But the same factory that can crank out a 3D printed boat can also produce a full-size, real-world replica of King Louie’s throne from The Jungle Book—and has, as an experiment for Disney’s Imagineering theme-park designers. (It took about 20 hours to print.) Haddy was already working with Disney when it was invited to join this year’s accelerator program. The company has networked with around 200 Disney executives as a result of this association, and has found that the experience redounds to the benefit of its other businesses, and vice versa. “You’re always learning,” says head of sales Erin Smith. “A boat that we print for Brunswick boats, for example, makes us more experienced and smarter when we print a boat for the Disney Jungle Cruise.” The fact that Haddy is well down the path of applying its technology to fields not at all tied to its Disney association reflects the accelerator’s investment strategy, which has evolved over time. At first, it focused on early-stage startups and offered each one a standard $120,000 investment (the same figure once offered by Y Combinator). Eventually, however, Disney concluded that it was better off striking bespoke deals with growth-stage startups—ones whose future wouldn’t be overly skewed by Disney’s stake and the potential to sign up the company as a customer. These further-along businesses “aren’t reliant on Disney for the health of their business development pipelines,” says Min. “Disney is a pillar of what they’re trying to accomplish, but it’s one of many things, and we encourage that.” Which is not to say that even startups that are already booming can’t benefit from being well-connected at Disney. ElevenLabs is best known for its ability to turn real people’s voices into uncannily accurate synthesized speech. When it joined the accelerator’s 2024 program, it had fewer than 100 employees but was already a unicorn. Now it’s at 350 people and is still hiring, and the contacts it’s made within Disney remain valuable. “Sports, film, TV—we’re talking to all of them, because each of those divisions could use our product in so many different ways,” says head of partnerships Dustin Blank. “The conversations are always super interesting.” In one case, the accelerator welcomed a company was already a venerated institution, an unorthodox arrangement that seemed to have worked out well for all involved. When Epic Games—the creator of Unreal and the game development platform based on it—joined the 2017 Disney Accelerator program, it was more than 25 years old and on the cusp of releasing something called Fortnite. The massive multiplayer game went on to truly epic success. In 2024, the two companies announced a partnership involving Disney taking a $1.5 billion stake in Epic and collaborating with it on new games based on Disney franchises. Like anyone investing in startups, Disney aims to see a financial return from its accelerator’s portfolio. It also clearly sees the potential to apply some of the technologies it learns about to keep its many businesses growing. (CFO Hugh Johnston spoke as part of the demo day’s video, during a presentation that name-checked the company’s cofounder and original bean counter, Roy O. Disney, almost as often as his younger brother.) Min’s original goal of bolstering the company’s perception among techies remains crucial as well. Yet another goal is allowing Disney to help shape the future of technology. Consider robotics, a hot topic at the moment that Rosen mentions when I ask her about emerging technologies that Disney Accelerator cares about (besides AI, of course). She notes the challenges a free-range Disney bot faces, such as safely weaving its way around theme-park visitors and food carts. But she also says the company might make a contribution to figuring out how to make robots more personable. “It’s that personality part where Disney creatives are uniquely positioned to [initiate] a real momentum shift in how robotics are thought about,” she says. “Those are areas that are very exciting, and we wouldn’t look at them in the same way that the broader market is.” Given that the company happens to have more than 60 years of experience in getting humans to bond with robots—dating to when Disneyland got its Enchanted Tiki Room and Mr. Lincoln first read the Gettysburg Address at the 1964 New York World’s Fair—it’s not an idle claim. And it’s one no mere stripling of a startup can match. You’ve been reading Plugged In, Fast Company’s weekly tech newsletter from me, global technology editor Harry McCracken. If a friend or colleague forwarded this edition to you—or if you’re reading it on FastCompany.com—you can check out previous issues and sign up to get it yourself every Friday morning. I love hearing from you: Ping me at hmccracken@fastcompany.com with your feedback and ideas for future newsletters. I’m also on Bluesky, Mastodon, and Threads, and you can follow Plugged In on Flipboard. More top tech stories from Fast Company Forget AI companions. This $249 AI ring lets you talk to yourself Stream believes the future of AI might live on your finger. Read More → New court docs put Sam Altman’s honesty in spotlight again A lot is riding on the AI industry’s ability to apply AI productively and safely in business and personal life in the next decade. Trust is a major factor. Read More → Nintendo wins suit against streamer who flaunted pirated games Crossing the gaming giant can be an expensive proposition. Read More → Paul Allen’s AI nonprofit unveils satellite data platform Ai2 wants OlmoEarth to help nonprofits and governments without the resources for state-of-the-art geospatial AI work. Read More → Oops, I got emotionally attached to this $429 AI pet Casio’s Moflin is perhaps the first AI ‘companion’ to deliver on its promise. Read More → Here are the best mobile AI apps Prompt, research, design, prototype, and more—all from your phone. Read More → View the full article

Poshmark has been implementing a lot of changes lately, like lower shipping fees (that come with a downgrade from USPS Priority mail to standard ground mailing) and Smart Sell features. It's most recent change, though—the removal of the bulk-share option—has many users (including myself) frustrated. The removal of bulk sharingPoshmark has long functioned in a more social way than other resale platforms like Depop or Mercari. You can follow sellers the same way you can on Instagram or X, for instance. Notably, users have always been encouraged to "share" their own listings and others' listings, which would then appear in the homepage feeds of anyone who followed them. A few weeks ago, Poshmark got rid of that feed and replaced it with a more algorithmic "For You" section. The developers claim this has "significantly" increased shopper engagement, and I can attest my "For You" section is pretty accurate and my sales did not decline after the Following feed was removed, though I saw dozens of posts from sellers who said their sales plummeted. Beyond appearing in that Following tab, there were always other reasons to share: First, sharing a certain amount of times could help qualify you for Posh Ambassador I or II status, which earns you a badge on your page that signals you are a quality seller. (You also have to meet other requirements, like have a low average shipping time and a high feedback rating. I earned Posh Ambassador II a few weeks ago after months of work.) Second, sharing a listing pops it up to the top of your storefront page, known as your "closet." You want to do this often so sold listings move to the bottom and available items are immediately visible to interested shoppers. It also categorizes a listing as "recently shared," so when a shopper searches for an item and sorts by Just In or Just Shared, it appears high in the results. So, no, there's no value in sharing to hit the Following feed anymore since that was nuked, but there's still plenty of value in sharing for all those other reasons. Sellers have always had and continue to have the option to manually share listings one by one, but for anyone with more than a handful of things available to buy, that's exhausting, and bulk-sharing, which was easy to do through the Seller Tools tab, was the way to go. I currently have about 260 available listings. When I lost my bulk-share ability yesterday, I gave it a good try and, begrudgingly, manually shared all my listings. It took ages. Worst of all, the bulk-share tool also enabled sellers to share all relevant listings to Posh Parties, or specialty landing pages that run for an hour or two throughout the day. If there's a "Best of Swim" Posh Party going on, you can share all your swimsuits to it, for example, and people seeking out bathing suits will be able to browse them. With bulk-sharing gone, that's something that just became a lot more tedious. People are pretty annoyed, as it is unclear what the new direction of Poshmark's whole plan is. For years, it has functioned socially, differentiating it from other competitors, and the lack of bulk-sharing will take a lot of adjustment. What I'm doing insteadI reached out to a Poshmark rep about what this means, why it happened, and what associated changes might be on the way. I will update if I hear back. Loads of sellers have reached out to customer service already, though, and are sharing the responses they've received on social media. It seems this is just the new normal, despite the fact it's hampering us all. I had resigned myself last night to the facts that I may be stuck manually sharing over 200 listings per day or moving all my listings over to a different platform (which I do not want to do because Poshmark still remains my favorite for a variety of reasons), but then I remembered something: Before I started using the bulk-sharing options in Seller Tools, I subscribed to a third-party automation app called PrimeLister. It's $25 a month (and more if you manage multiple closets with it), but it automatically shares your available listings, shares to Posh Parties, sends discount offers to people who like a listing, and more. This morning, I resubscribed, just to see what would happen. It started sharing my available listings right away. I am annoyed to have to pay for this, as I already subscribe to Poshmark's paid "Promoted Closet," which pushes my listings to possible buyers in the form of ads that appear in search results, but you do have to spend money to make money, I suppose. (Never mind that Posh also gets a 20% cut of all sales.) For now, it's worth it, as this will keep my sold listings low on my page and keep my available listings more visible in my closet and in search results, plus keep my goods in Posh Parties. If you have a lot of listings on Posh and are mourning the loss of bulk-sharing, you may have to pony up the $25 for PrimeLister until the new system starts to make sense or yields any demonstrable results. I had fewer likes on my listings yesterday, my first day of not bulk-sharing every few hours, and I don't think that's a coincidence. If PrimeLister is too steep, you can always manually share each listing by pressing the arrow icon underneath it. But be advised that in another inexplicable change, Poshmark recently made that button a lot smaller and harder to tap on mobile, so it's going to take you awhile. View the full article

Clients will feel seen, heard and helped. By Hitendra Patil Client Accounting Services: The Definitive Success Guide Go PRO for members-only access to more Hitendra Patil. View the full article

Clients will feel seen, heard and helped. By Hitendra Patil Client Accounting Services: The Definitive Success Guide Go PRO for members-only access to more Hitendra Patil. View the full article

It’s OK if some people don’t work out. By Jody Grunden Building the Virtual CFO Firm in the Cloud Go PRO for members-only access to more Jody Grunden. View the full article

It’s OK if some people don’t work out. By Jody Grunden Building the Virtual CFO Firm in the Cloud Go PRO for members-only access to more Jody Grunden. View the full article

When fewer people belong to unions and unions have less power, the impact goes beyond wages and job security. Those changes can hurt public health and make people more unhappy. We’re economists who research labor and health issues. Those are two of the main findings of studies that we have conducted. More unionization, more happiness In the first study on this topic that we published in 2023, we found that increasing levels of union membership tends to make working-class people happier. We zeroed in on a question in the General Social Survey, which the University of Chicago makes available. It asks respondents to choose whether they are “very happy,” “somewhat happy” or “not at all happy” with their life. We found that, from 1993 to 2018, when the share of workers in counties along the borders of states with and without right-to-work laws who belong to unions rose by 1 percentage point, the average level of happiness for low-income residents moved 15% closer toward being “very happy”—a seemingly modest but noticeable change. Right-to-work laws let workers skip paying union dues when they’re employed by a company that has negotiated a contract with a labor union. In states without right-to-work laws, those dues are mandatory. As a result, right-to-work laws weaken unions’ ability to negotiate better working conditions and reduce the share of workers who belong to unions. But a higher rate of union membership didn’t significantly affect the happiness of higher-income people. Right-to-work laws The first right-to-work laws were adopted by states in the 1940s. After a long lull, the pace picked up around 2000. These laws were in force in 26 states as of late 2025. Four of those states made the switch between 2001 and 2015: Oklahoma in 2001, Indiana in 2012, Michigan in 2012 and Wisconsin in 2015. We used data collected in these four states to conduct what is known in economics as an “event study”—a research method that provides before-and-after pictures of a significant change that affects large numbers of people. Michigan repealed its right-to-work law in 2024, but our data is from 2001-2015, and Michigan became a right-to-work state during that period and remained one for the rest of that time. Less unionization, more opioid overdoses In a related working paper that we plan to publish in an upcoming edition of an academic journal, we looked into other effects of right-to-work laws. Specifically, we investigated whether, as more states adopted those laws, the gradual decline in union strength those statutes produce was contributing to an increase in opioid overdoses. We used a research technique called the synthetic control method to assess whether declining union power has affected the number of opioid overdoses. We drew our data from a variety of sources, including the Treatment Episode Data Set, the Centers for Disease Control and Prevention’s Multiple Cause of Death database, the Census Bureau’s Current Population Survey, the union membership and coverage database, and the Bureau of Labor Statistics’ Survey of Occupational Injuries and Illness and Census of Fatal Occupational Injuries. We found that both fatal and nonfatal opioid overdoses increased within six years of the enactment of right-to-work laws in all four of the states we studied. We primarily found a connection between opioid overdoses and right-to-work laws among men and male teens between ages 16 and 64—making them of working age—with dangerous jobs, such as roofing or freight moving, and little job security. They were people who tend to feel more job stress because they don’t have control over their work tasks and schedules. We didn’t observe those same results for women or deaths from non-opioid drugs, such as cocaine. Lower levels of unionization are linked to weaker job security and reduced workplace protections, previous research has shown. Our work suggests these factors may play a role in increasing demand for opioids. Declining union membership The share of U.S. workers who belong to unions has fallen by half in the past four decades, declining from just over 20% in 1983 to a little under 10% in 2024. Because unions advocate for better and safer working conditions, they can raise wages and living standards for their members. Interestingly, some of these benefits can also extend to people who don’t belong to unions. An opioid use disorder crisis has devastated communities across the U.S. for more than 25 years. The death toll from drug overdoses soared from 17,500 in 2000 to 105,000 in 2023. The number of overdose deaths did fall in 2024, to about 81,000, but it remains historically high. Most fatal drug overdoses since the crisis began have been caused by opioids. Throughout this crisis, government policies have focused largely on reducing the supply of prescription opioids, such as OxyContin, and illegal opioids, especially fentanyl, distributed outside the health care system. Causes of despair Despite successful interventions to shut down pill mills – clinics that prescribe opioids without a valid medical reason – and expand access to prevention and treatment, drug overdoses remain a leading cause of death. And we believe that our findings support results from earlier studies that determined despair is not just an emotional or biological reaction – it can also be a response to social and economic conditions. We are continuing to research the connections between union membership and public health. The next question we are working on is whether a decline in union membership can have a multigenerational impact, going beyond the workers employed today and affecting the lives of their children and grandchildren. Samia Islam is a professor of economics at Boise State University and Kelly Chen is an associate professor of economics at Boise State University. This article is republished from The Conversation under a Creative Commons license. Read the original article. View the full article

Outdated project management approaches won't cut it anymore. AI offers efficiency and precision, securing your competitive edge. Discover insights and strategies to transform your management practices. The post AI in Project Management: Practical Applications, Real-World Examples & Adoption Guide appeared first on The Digital Project Manager. View the full article

Quantum computing insiders, investors, and skeptics have been waiting on an announcement from the Defense Advanced Research Projects Agency (DARPA) that has enormous implications for the future of the industry: the list of companies that have survived Stage A of the agency’s Quantum Benchmarking Initiative (QBI) and are advancing to Stage B. The QBI was launched in July 2024 to “rigorously verify and validate whether any quantum computing approach can achieve utility-scale operation” by 2033, according to DARPA. In essence, the QBI seeks to determine if a quantum computer technology is worth pursuing—if its benefits will be greater than the effort and resources it takes to pursue them. For a technology that could produce world-changing feats but remains far from maturity—and into which billions of investment dollars have been flowing in recent months—the QBI validation is profound. The QBI’s first judgments, announced yesterday, reconfigure the competitive landscape, bolstering some powerful incumbents and boosting lesser-known players and outlier approaches. They also delivered a formidable gut punch to a couple of industry pioneers. “QBI is not a competition to narrow the field to a few ‘winners.’ Rather, the aim is to evaluate each company’s approach on its own merits” DARPA said in a press release. The agency makes clear that multiple participants could “demonstrate a path to an industrially useful quantum computer,” or perhaps none of them. The new quantum computing playing field During Stage A of QBI, companies had six months to provide detailed technical concepts that showed feasibility for creating utility-scale quantum systems. The initial stage included 18 companies—IBM, Quantinuum, Atom Computing, Alice & Bob, IonQ, Rigetti, and Xanadu, among them. These companies, which were eligible for up to $1 million in funding, represent a variety of approaches to building a quantum computer, down to their technology for constructing qubits, the fundamental building blocks of a quantum computation. The 11 companies that were selected to move onto Stage B are pursuing different systems. Two companies, Atom Computing and QuEra Computing, use “neutral atom” qubits. IonQ and Quantinuum both use so-called trapped ions. Several companies use silicon spin qubits. IBM is pursuing superconducting qubits. And Xanadu uses a photonics-based qubit. Now, moving into Stage B, they will be asked for a comprehensive research and development plan capable of realizing their quantum computer, with an assessment of the risks associated with the plan, and their mitigation approaches. In Stage C, companies will work with the government to verify and validate that their utility-scale quantum computer concept can be constructed as designed and operated as intended. DARPA anticipates that additional teams will advance through stages A, B, and C. And companies have entered the evaluation process on varying timelines—Google Quantum AI, for example, joined late—resulting in staggered advancement across stages. Two companies, Microsoft and PsiQuantum, have already advanced to Stage C in a separate but related DARPA initiative called Underexplored Systems for Utility-Scale Quantum Computing (US2QC). “IBM’s progression to Stage B of DARPA’s Quantum Benchmarking Initiative is a firm validation of IBM’s approach to delivering a large-scale, fault-tolerant quantum computer,” said IBM’s director of research Jay Gambetta in a company press release. “As the industry advances, we look forward to working with DARPA as they continue an unbiased review of potential viable strategies across the field.” “It’s not that we got in that matters as much as making sure we didn’t not get in,” says Christian Weedbrook, CEO and founder of Toronto-based Xanadu Quantum Technologies. “A lot of late nights the team was pushing themselves, and I said, we don’t want a black mark across us now for getting the stage B. One of the great things about [the process] is that it really forced us in different teams to work harder together.” Earlier this week, Xanadu announced plans to go public via SPAC, which Weedbrook expects to happen in the first or second quarter of 2026. “This would be the only way, currently at least, that investors can invest in a photonics-based approach,” he says. Soul searching, and new funding “Even if you are able to do months of diligence, nothing really beats the team of scientists and researchers from across the [Department of Defense] labs, the national labs, and the intelligence and universities ecosystem that DARPA has assembled to do this diligence,” says Prineha Narang, a professor of physical sciences and electrical and computer engineering at UCLA and a partner at deep-tech venture firm DCVC. “This is far more than any VC or anyone on the private capital side could do.” Narang says that companies that didn’t make it to Stage B should take it “very seriously.” “It doesn’t mean that they don’t have an approach that could eventually work, but just that today they couldn’t articulate and present [that plan] to DARPA,” she adds. The Stage A contenders that didn’t make the cut include Alice & Bob, which uses innovative “cat qubits,” Atlantic Quantum, Hewlett Packard Enterprise, Oxford Ionics, and Rigetti Computing, which was founded in 2013 and is the first full-stack, universal pure-play quantum computing company. On the other hand, Narang notes that a few companies that made it to Stage B have term sheets that call out the QBI outcome as a condition for the next round of funding. “Several investments and deals are now in flight,” she says. “[They are] happening, and happening faster than the usual pace of these.” View the full article

A product line refers to a collection of related items offered by a company under a single brand, such as Apple‘s range of iPhones. Comprehending how product lines function is essential for effective marketing and brand strategy. They help streamline offerings, cater to diverse customer preferences, and improve brand loyalty. As you explore the significance and examples of successful product lines, you’ll uncover strategies that can greatly impact a company’s market position. Key Takeaways A product line is a collection of related products marketed under a single brand, enhancing customer recognition and loyalty. An example of a product line is Coca-Cola, which includes variations like Coca-Cola Classic and Diet Coke. Product lines allow brands to diversify offerings, attracting different customer segments and preferences. Understanding product lines aids in targeted marketing strategies and performance analysis, improving operational efficiency. Effective management of product lines nurtures customer loyalty and encourages trials of new products within the brand. Definition of a Product Line A product line refers to a collection of related products marketed under a single brand, which share similar characteristics and target the same customer demographic. For instance, consider a popular beverage brand that offers a product line of flavored sparkling waters. This product line example showcases different flavors, sizes, and packaging options, meeting various consumer preferences while maintaining brand consistency. Companies create these product lines to diversify their offerings, improve customer loyalty, and streamline inventory management. By organizing products within a clear line, businesses can effectively analyze performance and tailor marketing strategies to address diverse consumer needs. Effective management of product lines is essential for maximizing sales potential and adapting to ever-changing market trends. How Product Lines Function Comprehension of how product lines function is key to grasping their role in a company’s overall strategy. Product lines group related products under a single brand, allowing you to diversify offerings while maintaining brand consistency. Each product shares common characteristics, enhancing customer recognition and streamlining marketing strategies. A well-coordinated product line mix enables you to introduce variations of existing products, attracting new customers and broadening market reach. Moreover, pricing strategies across the product line create different price points, appealing to consumers with varying budgets. Effective management of product lines nurtures customer loyalty, as consumers are more inclined to try new products from brands they trust. Types of Product Lines When exploring types of product lines, it’s crucial to recognize the role of new product innovations and market positioning strategies. New-to-world products can transform an industry, whereas adding new variations to existing lines often improves customer loyalty. Furthermore, effective repositioning can help refresh a brand’s image and attract different customer segments, ensuring your product line stays pertinent in a competitive market. New Product Innovations New product innovations represent a critical aspect of business strategy, encompassing four main types of product lines that companies can explore. Comprehending the distinction between product line vs product mix is vital as you consider these innovations: New-to-world products require significant research and development, offering groundbreaking solutions like Tesla electric vehicles. New additions expand existing offerings, such as flavored snacks or organic options, leveraging brand recognition to improve customer choice. Product revisions enhance current items based on consumer feedback, ensuring relevance and maintaining satisfaction. Additionally, repositioning efforts refresh a brand’s image, attracting new customer segments by adjusting marketing strategies. Market Positioning Strategies Market positioning strategies play a vital role in defining how a product line is perceived in the marketplace. Comprehending the various types of product lines, such as “New-to-World” products and “New Additions,” helps you tailor your product mix in marketing. Utilizing “Product Revision” allows you to improve existing products based on consumer feedback, ensuring they meet evolving needs. Furthermore, “Repositioning” refreshes your product line’s image, attracting new market segments. Through effective product line extensions, you can leverage brand recognition by adding new offerings that align with your existing range. These strategies are fundamental for targeting specific demographics, maximizing revenue opportunities, and differentiating your brand in competitive markets, eventually leading to increased market share. Product Line Extensions Explained Product line extensions play a crucial role in a company’s strategy to grow its customer base and improve brand loyalty. When a business understands product line extensions explained, it can effectively introduce new items that resonate with customers. Here are three key aspects of product line extensions: Attract New Customers: By adding new products, you can appeal to different consumer preferences, broadening your market reach. Enhance Customer Loyalty: Existing customers are more likely to try new products from a brand they trust, boosting overall sales. Leverage Consumer Insights: Analyzing market trends and feedback helps ascertain new offerings align with customer needs, creating opportunities for cross-selling and increasing satisfaction. These strategies guarantee that your brand remains relevant and competitive in the marketplace. Product Line vs. Product Mix Grasping the difference between a product line and a product mix is crucial for effective marketing strategies. A product line includes a group of related products under one brand, whereas the product mix encompasses all the product lines a company offers. Definitions and Key Differences When you explore the domain of marketing, you’ll find that distinguishing between a product line and a product mix is essential for effective strategy development. A product line consists of a group of related products marketed under one brand, allowing for targeted marketing efforts. A product mix defines the total collection of all product lines and individual products a company offers, giving a broader view of the company’s offerings. The width of a product mix refers to the number of distinct product lines, whereas the length indicates the total products within those lines. Understanding these differences improves inventory management and guides your decisions on product development and customer targeting, ensuring a more coherent brand strategy. Analyzing Product Mix Dimensions Analyzing the dimensions of a product mix is crucial for businesses looking to improve their market presence and meet consumer needs effectively. A product mix includes all product lines and individual items offered by your company, whereas a product line consists of related products marketed under a single brand. The width of your product mix refers to the number of distinct product lines you offer, whereas the length indicates the total number of products within those lines. Furthermore, depth showcases the variety available for each product, such as sizes or colors. Consistency measures how closely related your product lines are, impacting brand identity. Importance of Product Line Pricing Product line pricing plays a crucial role in how companies optimize their revenue and market positioning. By implementing this strategy, businesses can effectively manage their product mix meaning. Here are three key benefits: Appealing to Diverse Customers: Different price points attract various customer segments based on budget sensitivity. Encouraging Upgrades: Customers often perceive higher-priced options as offering better value, prompting them to trade up for premium products. Streamlining Inventory Management: Balancing sales between lower and higher-priced items helps optimize stock levels and reduces excess inventory. Through careful analysis of sales data related to pricing strategies, companies can identify market trends, adjust their offerings, and finally improve overall profitability during enhancing brand positioning in the market. Examples of Successful Product Lines Successful product lines illustrate how companies can effectively cater to various consumer needs during enhancing their market presence. For instance, Apple’s iPhone series features multiple models like the iPhone 14 and iPhone 14 Pro, targeting different price points and preferences, thereby solidifying its dominance in the smartphone market. Nike’s product line includes performance footwear and apparel, with sub-lines like Air Jordan, catering to specific athletic demographics, nurturing brand loyalty. Coca-Cola offers a diverse product line with options like Coca-Cola Classic and Diet Coke to appeal to various tastes. Procter & Gamble dominates categories with brands like Tide and Gillette, whereas Starbucks creates a premium experience through its extensive product line of coffee and food items, driving repeat purchases. Benefits of a Well-Defined Product Line A well-defined product line can greatly improve a company’s market position and operational efficiency. By creating a cohesive range of related products, you’ll elevate brand recognition, leading to increased customer loyalty and repeat purchases. Here are three key benefits of a well-defined product line: Target Market Segmentation: You can better segment your target market, allowing for customized marketing campaigns that address specific customer needs and preferences. Diverse Offerings: A diverse product line improves market coverage, attracting new customer segments, much like how Starbucks appeals to various tastes with its coffee and snacks. Efficient Inventory Management: Streamlined offerings facilitate efficient inventory management, reducing operational costs and improving overall business efficiency. These advantages can greatly boost your company’s success in a competitive environment. Strategies for Developing a Product Line Developing a product line requires a strategic approach that begins with thorough market research to identify consumer needs and preferences. You should confirm new products align with your existing offerings and brand identity. Consider product line filling to address market gaps, like introducing larger sizes in your clothing line. Furthermore, product line extensions leverage brand recognition, boosting loyalty and market share. Implement pricing strategies with various price points to attract diverse customer segments, encouraging trade-ups. Regularly analyze product performance through sales data and consumer feedback to make informed decisions about your product mix sample. Strategy Description Example Market Research Identify consumer needs Surveys and focus groups Product Line Filling Add new items to fill gaps Larger clothing sizes Line Extensions Introduce variations of existing products Flavored snack options Pricing Strategies Offer different price points Basic vs. premium items Performance Analysis Regularly assess and optimize products Sales data reviews Frequently Asked Questions What Is a Product Line and Example? A product line is a group of related products offered by a company under a single brand. For instance, Nike’s product line includes various athletic shoes designed for different sports, such as running, basketball, and soccer. This strategy allows you to choose products that meet specific needs as you continue within the same trusted brand. Product lines help companies target diverse customer demographics and improve brand loyalty through consistent quality and variety. Why Is a Product Line Important? A product line is important since it helps you meet diverse customer needs and preferences. By offering a variety of related products, you can attract different demographics and improve brand loyalty. This cohesion allows for streamlined marketing efforts, leveraging brand recognition to promote new items effectively. Moreover, managing a focused product line simplifies inventory control, reduces costs, and boosts profitability, enabling you to make informed decisions about future developments based on performance analysis. What Is an Example of a Product Line of Goods? A clear example of a product line is Coca-Cola, which offers various beverages like Coca-Cola Classic, Diet Coke, and flavored options such as Cherry and Vanilla. Each product targets different consumer preferences while maintaining the same brand identity. Other examples include Apple’s range of devices like iPhones and MacBooks, Nike’s athletic footwear and apparel, and Starbucks’ selection of coffee drinks and pastries. Each serves specific market needs within their respective categories. What Is an Example of a Product Line Structure? A product line structure organizes related products under a single brand, showcasing common traits like functionality or market targeting. For instance, consider Samsung‘s smartphone lineup, which includes various models ranging from budget to high-end devices. This structure allows you to cater to diverse consumer needs as you maintain brand identity. Furthermore, product lines can expand with new features or variations, ensuring you address gaps in the market and improve customer satisfaction effectively. Conclusion In conclusion, a well-defined product line plays an essential role in enhancing brand recognition and meeting diverse consumer needs. By comprehending how product lines function and employing effective strategies, businesses can optimize their offerings and pricing. Successful examples, like Coca-Cola’s various beverages, illustrate the importance of coherence in marketing. In the end, a strategic approach to product lines not only encourages customer loyalty but likewise drives growth and profitability in a competitive marketplace. Image via Google Gemini This article, "What Is a Product Line Example and Its Importance?" was first published on Small Business Trends View the full article

A product line refers to a collection of related items offered by a company under a single brand, such as Apple‘s range of iPhones. Comprehending how product lines function is essential for effective marketing and brand strategy. They help streamline offerings, cater to diverse customer preferences, and improve brand loyalty. As you explore the significance and examples of successful product lines, you’ll uncover strategies that can greatly impact a company’s market position. Key Takeaways A product line is a collection of related products marketed under a single brand, enhancing customer recognition and loyalty. An example of a product line is Coca-Cola, which includes variations like Coca-Cola Classic and Diet Coke. Product lines allow brands to diversify offerings, attracting different customer segments and preferences. Understanding product lines aids in targeted marketing strategies and performance analysis, improving operational efficiency. Effective management of product lines nurtures customer loyalty and encourages trials of new products within the brand. Definition of a Product Line A product line refers to a collection of related products marketed under a single brand, which share similar characteristics and target the same customer demographic. For instance, consider a popular beverage brand that offers a product line of flavored sparkling waters. This product line example showcases different flavors, sizes, and packaging options, meeting various consumer preferences while maintaining brand consistency. Companies create these product lines to diversify their offerings, improve customer loyalty, and streamline inventory management. By organizing products within a clear line, businesses can effectively analyze performance and tailor marketing strategies to address diverse consumer needs. Effective management of product lines is essential for maximizing sales potential and adapting to ever-changing market trends. How Product Lines Function Comprehension of how product lines function is key to grasping their role in a company’s overall strategy. Product lines group related products under a single brand, allowing you to diversify offerings while maintaining brand consistency. Each product shares common characteristics, enhancing customer recognition and streamlining marketing strategies. A well-coordinated product line mix enables you to introduce variations of existing products, attracting new customers and broadening market reach. Moreover, pricing strategies across the product line create different price points, appealing to consumers with varying budgets. Effective management of product lines nurtures customer loyalty, as consumers are more inclined to try new products from brands they trust. Types of Product Lines When exploring types of product lines, it’s crucial to recognize the role of new product innovations and market positioning strategies. New-to-world products can transform an industry, whereas adding new variations to existing lines often improves customer loyalty. Furthermore, effective repositioning can help refresh a brand’s image and attract different customer segments, ensuring your product line stays pertinent in a competitive market. New Product Innovations New product innovations represent a critical aspect of business strategy, encompassing four main types of product lines that companies can explore. Comprehending the distinction between product line vs product mix is vital as you consider these innovations: New-to-world products require significant research and development, offering groundbreaking solutions like Tesla electric vehicles. New additions expand existing offerings, such as flavored snacks or organic options, leveraging brand recognition to improve customer choice. Product revisions enhance current items based on consumer feedback, ensuring relevance and maintaining satisfaction. Additionally, repositioning efforts refresh a brand’s image, attracting new customer segments by adjusting marketing strategies. Market Positioning Strategies Market positioning strategies play a vital role in defining how a product line is perceived in the marketplace. Comprehending the various types of product lines, such as “New-to-World” products and “New Additions,” helps you tailor your product mix in marketing. Utilizing “Product Revision” allows you to improve existing products based on consumer feedback, ensuring they meet evolving needs. Furthermore, “Repositioning” refreshes your product line’s image, attracting new market segments. Through effective product line extensions, you can leverage brand recognition by adding new offerings that align with your existing range. These strategies are fundamental for targeting specific demographics, maximizing revenue opportunities, and differentiating your brand in competitive markets, eventually leading to increased market share. Product Line Extensions Explained Product line extensions play a crucial role in a company’s strategy to grow its customer base and improve brand loyalty. When a business understands product line extensions explained, it can effectively introduce new items that resonate with customers. Here are three key aspects of product line extensions: Attract New Customers: By adding new products, you can appeal to different consumer preferences, broadening your market reach. Enhance Customer Loyalty: Existing customers are more likely to try new products from a brand they trust, boosting overall sales. Leverage Consumer Insights: Analyzing market trends and feedback helps ascertain new offerings align with customer needs, creating opportunities for cross-selling and increasing satisfaction. These strategies guarantee that your brand remains relevant and competitive in the marketplace. Product Line vs. Product Mix Grasping the difference between a product line and a product mix is crucial for effective marketing strategies. A product line includes a group of related products under one brand, whereas the product mix encompasses all the product lines a company offers. Definitions and Key Differences When you explore the domain of marketing, you’ll find that distinguishing between a product line and a product mix is essential for effective strategy development. A product line consists of a group of related products marketed under one brand, allowing for targeted marketing efforts. A product mix defines the total collection of all product lines and individual products a company offers, giving a broader view of the company’s offerings. The width of a product mix refers to the number of distinct product lines, whereas the length indicates the total products within those lines. Understanding these differences improves inventory management and guides your decisions on product development and customer targeting, ensuring a more coherent brand strategy. Analyzing Product Mix Dimensions Analyzing the dimensions of a product mix is crucial for businesses looking to improve their market presence and meet consumer needs effectively. A product mix includes all product lines and individual items offered by your company, whereas a product line consists of related products marketed under a single brand. The width of your product mix refers to the number of distinct product lines you offer, whereas the length indicates the total number of products within those lines. Furthermore, depth showcases the variety available for each product, such as sizes or colors. Consistency measures how closely related your product lines are, impacting brand identity. Importance of Product Line Pricing Product line pricing plays a crucial role in how companies optimize their revenue and market positioning. By implementing this strategy, businesses can effectively manage their product mix meaning. Here are three key benefits: Appealing to Diverse Customers: Different price points attract various customer segments based on budget sensitivity. Encouraging Upgrades: Customers often perceive higher-priced options as offering better value, prompting them to trade up for premium products. Streamlining Inventory Management: Balancing sales between lower and higher-priced items helps optimize stock levels and reduces excess inventory. Through careful analysis of sales data related to pricing strategies, companies can identify market trends, adjust their offerings, and finally improve overall profitability during enhancing brand positioning in the market. Examples of Successful Product Lines Successful product lines illustrate how companies can effectively cater to various consumer needs during enhancing their market presence. For instance, Apple’s iPhone series features multiple models like the iPhone 14 and iPhone 14 Pro, targeting different price points and preferences, thereby solidifying its dominance in the smartphone market. Nike’s product line includes performance footwear and apparel, with sub-lines like Air Jordan, catering to specific athletic demographics, nurturing brand loyalty. Coca-Cola offers a diverse product line with options like Coca-Cola Classic and Diet Coke to appeal to various tastes. Procter & Gamble dominates categories with brands like Tide and Gillette, whereas Starbucks creates a premium experience through its extensive product line of coffee and food items, driving repeat purchases. Benefits of a Well-Defined Product Line A well-defined product line can greatly improve a company’s market position and operational efficiency. By creating a cohesive range of related products, you’ll elevate brand recognition, leading to increased customer loyalty and repeat purchases. Here are three key benefits of a well-defined product line: Target Market Segmentation: You can better segment your target market, allowing for customized marketing campaigns that address specific customer needs and preferences. Diverse Offerings: A diverse product line improves market coverage, attracting new customer segments, much like how Starbucks appeals to various tastes with its coffee and snacks. Efficient Inventory Management: Streamlined offerings facilitate efficient inventory management, reducing operational costs and improving overall business efficiency. These advantages can greatly boost your company’s success in a competitive environment. Strategies for Developing a Product Line Developing a product line requires a strategic approach that begins with thorough market research to identify consumer needs and preferences. You should confirm new products align with your existing offerings and brand identity. Consider product line filling to address market gaps, like introducing larger sizes in your clothing line. Furthermore, product line extensions leverage brand recognition, boosting loyalty and market share. Implement pricing strategies with various price points to attract diverse customer segments, encouraging trade-ups. Regularly analyze product performance through sales data and consumer feedback to make informed decisions about your product mix sample. Strategy Description Example Market Research Identify consumer needs Surveys and focus groups Product Line Filling Add new items to fill gaps Larger clothing sizes Line Extensions Introduce variations of existing products Flavored snack options Pricing Strategies Offer different price points Basic vs. premium items Performance Analysis Regularly assess and optimize products Sales data reviews Frequently Asked Questions What Is a Product Line and Example? A product line is a group of related products offered by a company under a single brand. For instance, Nike’s product line includes various athletic shoes designed for different sports, such as running, basketball, and soccer. This strategy allows you to choose products that meet specific needs as you continue within the same trusted brand. Product lines help companies target diverse customer demographics and improve brand loyalty through consistent quality and variety. Why Is a Product Line Important? A product line is important since it helps you meet diverse customer needs and preferences. By offering a variety of related products, you can attract different demographics and improve brand loyalty. This cohesion allows for streamlined marketing efforts, leveraging brand recognition to promote new items effectively. Moreover, managing a focused product line simplifies inventory control, reduces costs, and boosts profitability, enabling you to make informed decisions about future developments based on performance analysis. What Is an Example of a Product Line of Goods? A clear example of a product line is Coca-Cola, which offers various beverages like Coca-Cola Classic, Diet Coke, and flavored options such as Cherry and Vanilla. Each product targets different consumer preferences while maintaining the same brand identity. Other examples include Apple’s range of devices like iPhones and MacBooks, Nike’s athletic footwear and apparel, and Starbucks’ selection of coffee drinks and pastries. Each serves specific market needs within their respective categories. What Is an Example of a Product Line Structure? A product line structure organizes related products under a single brand, showcasing common traits like functionality or market targeting. For instance, consider Samsung‘s smartphone lineup, which includes various models ranging from budget to high-end devices. This structure allows you to cater to diverse consumer needs as you maintain brand identity. Furthermore, product lines can expand with new features or variations, ensuring you address gaps in the market and improve customer satisfaction effectively. Conclusion In conclusion, a well-defined product line plays an essential role in enhancing brand recognition and meeting diverse consumer needs. By comprehending how product lines function and employing effective strategies, businesses can optimize their offerings and pricing. Successful examples, like Coca-Cola’s various beverages, illustrate the importance of coherence in marketing. In the end, a strategic approach to product lines not only encourages customer loyalty but likewise drives growth and profitability in a competitive marketplace. Image via Google Gemini This article, "What Is a Product Line Example and Its Importance?" was first published on Small Business Trends View the full article

On Tuesday, Apple dropped the first developer betas for iOS 26.2 and macOS 26.2. While these updates aren't as massive as iOS 26 or macOS 26 were, 26.2 includes a number of new features and changes, including the ability to add alarms to reminders, and changes to how Apple calculates the Apple Watch's new Sleep Score. Despite these fun adjustments, I couldn't recommend that users install the new updates on their personal devices. Three days later, I still don't recommend it, but I won't necessarily dissuade you from it either, as the public betas for both updates are now available. Developer vs. public betasBefore Apple releases any major software update to the general public, it first tests that software with smaller pools of users. This is known as beta testing. The company will first release a beta specifically designed for developers, which these devs can install on their devices to see how their apps perform with the upcoming update. They can then report any and all issues they encounter to Apple, who will fix those bugs with future beta updates. After a short period of developer-only testing, Apple then releases the public beta. This beta is meant for any Apple user who feels a bit daring and wants to try new features early. The trade-off is that the software is not yet finished, so those users may still run into problems, which they can then report to Apple. Based on that feedback, Apple continues to fine-tune the update, and once it appears to be stable, it releases it to the general public. In the past, Apple locked the developer beta behind its paid developer program, which costs $99. If you didn't pay, you couldn't access the developer beta, so you were either stuck waiting for the slightly more stable public beta, or finding the dev beta file somewhere on the internet. That latter option opens users up to malware, which could be why Apple dropped the paid requirement for the dev beta. Now, anyone who registers their Apple Account as a developer—regardless of whether or not they've paid to be in the developer program—can download and install the developer beta. You've technically been able to run the 26.2 betas since Tuesday, if you wanted to go down that route. However, due to the nature of beta testing, the developer beta (and the first one at that) is the riskiest beta to install. It's Apple's first attempt at the beta, which means it's largely untested. You might run into device-breaking problems, and without a proper backup, you could lose valuable information. While all betas carry risk, the public beta is at least tested enough to root out any of those critical flaws. While I don't recommend you run any betas on your personal devices, most of us don't have spare iPhones and Mac lying around to run tests on. As such, if you're going to install a beta, now's the time to do it. How to install iOS and macOS 26.2Before you install a beta on your iPhone or Mac, make sure you've first properly backed up your important information. That means making a full backup of your iPhone on your Mac or PC, or a backup of your Mac information on a separate hard drive. If something goes wrong during beta testing, you'll need to downgrade back to iOS 26.1 or macOS 26.1—and if you don't have a proper backup, you'll need to restore your device to factory settings to do it. Again, there are real risks here. If you're okay with those risks, and you made the proper backups, enroll your Apple Account in the public beta program. Once you do, you should be able to access the betas from any connected Apple Accounts. From here, head to Settings > General > Software Update (iOS) or System Settings > General > Software Update (macOS) and choose "Beta Updates." Choose "iOS 26 Public Beta" or "macOS Tahoe 26 Public Beta," then go back one page. Allow the page to load, then download and install the beta like any other update. View the full article

THE groundwork for the modern cult of authenticity was laid in our era by philosophers like Rousseau and others of his mindset who followed him. Their idea that any constraints laid on us or attempts to conform us by society make us inauthentic. But the fact is, we find out who we are in relation to other people and the communities in which we interact. Our uninhibited self is rarely our best self. In Don’t Be Yourself: Why Authenticity Is Overrated (and What to Do Instead) published by Harvard Business Review Press, author Tomas Chamorro-Premuzic asks, “What if chasing authenticity was an actual trap—one that oversimplifies human complexity, disregards the necessity of compromise, and leaves us ill-equipped to navigate the nuanced realities of modern life, which include focusing not just on ourselves and how we feel, but also on others?”` Our uninhibited, authentic self can hold us back from the potential we have. Contrary to what the authenticity cult predicates, success is rarely attained through radical honesty or by always showing every single side of ourselves. Instead, it’s a function of carefully managing your self-presentation—adapting to situations and showcasing the qualities that are best appreciated by others—while making an effort to conceal negative, undesirable, and irrelevant aspects of your personality. Chamorro-Premuzic presents us with four authenticity traps that encourage us to be our unfiltered selves regardless of the situation and refuse to compromise. The Four Authenticity Traps Always Be Honest with Yourself and Others Truth at all costs is not always preferable. There are “many practical advantages of not telling others what you think or feel all the time, and to prioritizing their thoughts and feelings (rather than yours) when you interact with them.” Follow Your Heart and Be True to Your Values Our society often prioritizes our feelings and emotions over logic and common sense. It is important to remember that our “intuitions are feelings about facts, rather than actual facts.” Stop Worrying About What Others Think of You Others’ opinions of us should not rule our lives, but there is value in good feedback. “Feedback from others is not a curse, but the essential ingredient for self-awareness, not to mention critical for our growth and self-improvement, particularly when it highlights an uncomfortable gap between the person we want to be and how others see us. It is only by paying attention to others that we can get a sense of what others think of us, which is critical information if we want to avoid an unrealistic sense of self or utter delusion.” Bring Our Whole Self to Work It is difficult not to bring your whole self to work, but as a career move, it may not be wise. There are parts of your life that would best be kept private. “While organizations may encourage us to behave at work in ways that are congruent with these non-professional roles. We are not evaluated, rewarded, hired, or promoted for bringing our whole selves to work. If we were, then we would rightly expect our personal and extraprofessional activities to compensate for our poor work performance.” Instead… You will be more successful if you keep these thoughts in mind: Edit yourself in order to please rather than upset others, which includes the ability to be strategically untruthful with others in the interest of getting along and eliciting long-term trust. Try to see things from the perspective of others, especially when they don’t adhere to your values. Learn to accept or at minimum tolerate other people’s values, at least entertain the possibility that your values may actually be wrong. Keep a watchful eye on what others think of you. Sculpt or mold your work self so that it shows up as a sanitized, professional, and bright-side version of you, as often as possible. The common thread here is humility and an other-focus. As leaders, the more you focus on yourself, the less you will care about the needs of those you lead. Your leadership becomes narcissistic. Focusing on being nice, ethical, and competent, and being perceived as trustworthy by others, especially followers, leaders often view authenticity as an end goal, as if it was a critical enabler of their success. However, focusing too much on authenticity—in this case, adhering too closely to the “just be yourself” mantra—will foster a narcissistic mindset that is not conducive to leadership effectiveness. Instead, leaders would be better off if they focused on being other-oriented, so as to understand how other people think and feel in order to enable them to work together. The question is, how can we best display our character and humanity in a way that is most beneficial to our goals and objectives? By shifting our perspective, beyond the assumption that others value our unfiltered or genuine self per se, we can unlock more effective strategies for navigating the complexities and cultural nuances of work and life. This approach, while less self-serving, comforting, or self-obsessed, empowers us to be more intentional about how we present ourselves, communicate, and connect with others. It allows us to balance sincerity with adaptability, personal values with professional demands, and emotional truth with strategic thinking. In doing so, we can become more effective, better performers who rise to challenges with an awareness of our limitations, better leaders who inspire trust and collaboration, and better coworkers who contribute meaningfully to shared goals. * * * Follow us on Instagram and X for additional leadership and personal development ideas. * * * View the full article

A lack of political will has turned the problem of too many out of work into a system that fails everyoneView the full article

President Donald The President is adjusting his messaging strategy to win over voters who are worried about the cost of living with plans to emphasize new tax breaks and show progress on fighting inflation. The messaging is centered around affordability, and the push comes after inflation emerged as a major vulnerability for The President and Republicans in Tuesday’s elections, in which voters overwhelmingly said the economy was their biggest concern. Democrats took advantage of concerns about affordability to run up huge margins in the New Jersey and Virginia governor races, flipping what had been a strength for The President in the 2024 presidential election into a vulnerability going into next year’s midterm elections. White House officials and others familiar with their thinking requested anonymity to speak for this article in order to not get ahead of the president’s actions. They stressed that affordability has always been a priority for The President, but the president plans to talk about it more, as he did Thursday when he announced that Eli Lilly and Novo Nordisk would reduce the price of their anti-obesity drugs. “We are the ones that have done a great job on affordability, not the Democrats,” The President said at an event in the Oval Office to announce the deal. “We just lost an election, they said, based on affordability. It’s a con job by the Democrats.” The White House is keeping up a steady drumbeat of posts on social media about prices and deals for Thanksgiving dinner staples at retailers such as Walmart, Lidl, Aldi and Target. “I don’t want to hear about the affordability, because right now, we’re much less,” The President told reporters Thursday, arguing that things are much better for Americans with his party in charge. “The only problem is the Republicans don’t talk about it,” he said. The outlook for inflation is unclear As of now, the inflation outlook has worsened under The President. Consumer prices in September increased at an annual rate of 3%, up from 2.3% in April, when the president first began to roll out substantial tariff hikes that suddenly burdened the economy with uncertainty. The AP Voter Poll showed the economy was the leading issue in Tuesday’s elections in New Jersey, Virginia, New York City and California. Grocery prices continue to climb, and recently, electricity bills have emerged as a new worry. At the same time, the pace of job gains has slowed, plunging 23% from the pace a year ago. The White House maintains a list of talking points about the economy, noting that the stock market has hit record highs multiple times and that the president is attracting foreign investment. The President has emphasized that gasoline prices are coming down, and maintained that gasoline is averaging $2 a gallon, but AAA reported Thursday that the national average was $3.08, about two cents lower than a year ago. “Americans are paying less for essentials like gas and eggs, and today the Administration inked yet another drug pricing deal to deliver unprecedented health care savings for everyday Americans,” said White House spokesman Kush Desai. The President gets briefed about the economy by Treasury Secretary Scott Bessent and other officials at least once a week and there are often daily discussions on tariffs, a senior White House official said, noting The President is expected to do more domestic travel next year to make his case that he’s fixing affordability. But critics say it will be hard for The President to turn around public perceptions on affordability. “He’s in real trouble and I think it’s bigger than just cost of living,” said Lindsay Owens, executive director of Groundwork Collaborative, a liberal economic advocacy group. Owens noted that The President has “lost his strength” as voters are increasingly doubtful about The President’s economic leadership compared to Democrats, adding that the president doesn’t have the time to turn around public perceptions of him as he continues to pursue broad tariffs. New hype about income tax cuts ahead of April There will be new policies rolled out on affordability, a person familiar with the White House thinking said, declining to comment on what those would be. The President on Thursday indicated there will be more deals coming on drug prices. Two other White House officials said messaging would change — but not policy. A big part of the administration’s response on affordability will be educating people ahead of tax season about the role of The President’s income tax cuts in any refunds they receive in April, the person familiar with planning said. Those cuts were part of the sprawling bill Republicans muscled through Congress in July. This individual stressed that the key challenge is bringing prices down while simultaneously having wages increase, so that people can feel and see any progress. There’s also a bet that the economy will be in a healthier place in six months. With Federal Reserve Chair Jerome Powell’s term ending in May, the White House anticipates the start of consistent cuts to the Fed’s benchmark interest rate. They expect inflation rates to cool and declines in the federal budget deficit to boost sentiment in the financial markets. But the U.S. economy seldom cooperates with a president’s intentions, a lesson learned most recently by The President’s predecessor, Democrat Joe Biden, who saw his popularity slump after inflation spiked to a four-decade high in June 2022. The The President administration maintains it’s simply working through an inflation challenge inherited from Biden, but new economic research indicates The President has created his own inflation challenge through tariffs. Since April, Harvard University economist Alberto Cavallo and his colleagues, Northwestern University’s Paola Llama and Universidad de San Andres’ Franco Vazquez, have been tracking the impact of the import taxes on consumer prices. In an October paper, the economists found that the inflation rate would have been drastically lower at 2.2%, had it not been for The President’s tariffs. The administration maintains that tariffs have not contributed to inflation. They plan to make the case that the import taxes are helping the economy and dismiss criticisms of the import taxes as contributing to inflation as Democratic talking points. The fate of The President’s country-by-country tariffs is currently being decided by the Supreme Court, where justices at a Wednesday hearing seemed dubious over the administration’s claims that tariffs were essentially regulations and could be levied by a president without congressional approval. The President has maintained at times that foreign countries pay the tariffs and not U.S. citizens, a claim he backed away from slightly Thursday. “They might be paying something,” he said. “But when you take the overall impact, the Americans are gaining tremendously.” Associated Press writers Will Weissert and Michelle L. Price contributed to this report. —Josh Boak, Associated Press View the full article

Yesterday, Tesla, Inc. (Nasdaq: TSLA) shareholders overwhelmingly approved the controversial and historic pay package deal for the electric vehicle maker’s CEO, Elon Musk. That package is worth up to nearly $1 trillion in compensation for Musk—provided the company reaches certain milestones. But if those milestones are met, it would make Musk, already the world’s richest man, the world’s first trillionaire. Here’s what you need to know about the historic pay package and how investors and Tesla’s shares are reacting to the news. What’s in Musk’s historic Tesla pay deal? At Tesla’s investor meeting yesterday, over three-quarters of shareholders voted to approve Musk’s nearly $1 trillion compensation package. However, the package isn’t a blank check filled with thirteen digits before the decimal place. Instead, it is an agreement that includes a series of milestones Tesla needs to reach under Musk’s leadership. With each milestone reached, Musk receives some of the pay package’s agreed-upon sum, mostly in the form of Tesla shares. As Fast Company previously reported, those milestones won’t be easy. They include the following: 20 million Tesla vehicles delivered 10 million active Full Self-Driving subscriptions 1 million robots delivered 1 million Robotaxis in commercial operation A series of adjusted EBITDA benchmarks A market cap for Tesla of at least $8.5 trillion All of these are a tall order, particularly the last one. No company in history has ever come close to an $8.5 trillion market capitalization. Last month, NVIDIA Corporation (Nasdaq: NVDA) briefly became the world’s first $5 trillion company. Today, it retains its number one spot, with a market cap of around $4.4 trillion. Apple Inc. (Nasdaq: AAPL) and Microsoft Corporation (Nasdaq: MSFT) currently come in at numbers two and three, with market caps of $4 trillion and $3.6 trillion, respectively. As for Tesla, the company currently ranks as having the 10th largest market cap in the world, at $1.4 trillion. That means Tesla’s stock price would have to increase by more than six times today’s valuation if Musk is to get the full compensation deal payout. And that’s not even to mention the other lofty milestones Tesla needs to achieve under Musk, including delivery of one million robots into the wild. Still, the majority of voting shareholders seem to believe that the historic pay deal is not only appropriate to retain Musk as the company’s leader, but that he, of all people, could take Tesla to a place it—and no other company—has ever been before. How has Wall Street reacted? As you would expect from such a controversial pay package, opinions on Tesla shareholders approving the $1 trillion compensation are mixed. Reuters spoke to a number of Wall Street insiders. Among them was Mike O’Rourke, chief market strategist at Jones Trading, who said that given Musk could easily abandon the struggling Tesla to run his other private companies, it was worth it for shareholders to lock his leadership in. “Nonetheless,” O’Rourke added, “it is highly unlikely this works out well when a $1.5 trillion company needs to award a $1 trillion pay package to the richest man in the world.” Russ Mould, investment director at AJ Bell, told the outlet that given the demanding milestones required by the compensation package, Tesla investors had little to lose: “If Musk does get the $1 trillion, shareholders will have done very nicely indeed.” As could be expected, many everyday retail investors on social media who are Musk fans and Tesla bulls cheered the passage of the compensation package. How have TSLA shares reacted? While Tesla shareholders have now approved the historic package, nothing much actually changes for Tesla today. Still, shares in Tesla have fallen since the markets opened this morning, their first day of trading after shareholders approved the pay package. As of the time of this writing, TSLA shares are currently down about 2.5% to $434.40. They had fallen by over 4.5% at one point right after the markets opened. Yet it’s hard to take any meaning from TSLA’s price drop this morning. A low single-digit drop could just be due to everyday profit taking, and not a signal that investors think the approval of the compensation package was bad news for the company (indeed, the majority of voting investors clearly thought the deal was a good thing). Year to date, TSLA shares are now up around 6% as of the time of this writing. Over the past 12 months, TSLA shares have risen more than 44%. View the full article

We may earn a commission from links on this page. Deal pricing and availability subject to change after time of publication. A Costco membership usually pays for itself, but this deal makes it even easier to justify: You can get a one-year Costco Gold Star Membership, plus a $40 Digital Costco Shop Card, on sale for just $65 on StackSocial right now. That effectively drops the cost of membership to just $25 for the year, and it's sent straight to your inbox within two weeks of redemption. If you were planning to shop there anyway, it’s a no-brainer, but this offer is only available to new members or those whose membership has expired for at least 18 months. The Gold Star Membership offers access to all Costco warehouses (over 600 locations in the U.S. and more than 800 worldwide), as well as online shopping, plus one free household card, allowing another person in your home to use the membership as well. You can also shop at Costco’s gas stations, pharmacy, optical, and hearing aid centers, which are known for better-than-average pricing. If you’re the type who likes stocking up on bulk items or prefers doing all your shopping in one stop, Costco can easily justify the annual fee. Add in Costco Travel, its lesser-known perk for discounted vacation packages, and the membership stretches beyond groceries. There are a few key details to be aware of. You’ll need to redeem your membership by January 21, 2026, though it’s better to do it within 30 days. The $40 shop card can’t be exchanged for cash but can be used online or in-store, just not at the food court (so the $1.50 hot dog combo isn’t part of the deal). Still, for most people, this offer is a simple, practical way to save on everyday essentials. If you’ve been on the fence about joining, this StackSocial deal is one of the easiest ways to test the Costco life without paying full price. Our Best Editor-Vetted Tech Deals Right Now Apple iPad 11" 128GB A16 WiFi Tablet (Blue, 2025) — $299.00 (List Price $349.00) Shark AI Ultra Matrix Clean Mapping Voice Control Robot Vacuum with XL Self-Empty Base — $299.99 (List Price $599.00) Bose QuietComfort Noise Cancelling Wireless Headphones — $199.00 (List Price $349.00) Amazon Fire TV Stick 4K Plus — $24.99 (List Price $49.99) Google Pixel 10 Pro 128GB Unlocked Phone (Obsidian) — $749.00 (List Price $999.00) Amazon Fire HD 10 (2023) — $69.99 (List Price $139.99) Introducing Amazon Fire TV 55" Omni Mini-LED Series, QLED 4K UHD smart TV, Dolby Vision IQ, 144hz gaming mode, Ambient Experience, hands-free with Alexa, 2024 release — $819.99 (List Price $819.99) Google Nest Cam Indoor (Wired, 3rd Gen) - Security Camera with 2K Video and Gemini, Night Vision, 2-Way Audio, Works with Google Home - 2025 Model - Snow — $74.99 (List Price $99.99) Sony WH-1000XM5 — $328.00 (List Price $399.99) Deals are selected by our commerce team View the full article

More than 800 journeys axed after government shutdown exacerbates air traffic controllers’ workloadView the full article

As the longest government shutdown in U.S. history continues, the Federal Aviation Administration (FAA) has ordered flight reductions at 40 major airports, including Atlanta, New York, Boston, and Los Angeles. The move begins with affecting 4% of flights, with plans to ramp up to impact 1 in 10 flights at those airports, disrupting travel plans for thousands of Americans every day. But Patriotic Millionaires, a group of high-net-worth individuals who advocate for more progressive taxes in order to close the wealth gap, is suggesting an alternative that it says would spare commercial airline passengers and still offer relief for air traffic controllers: Just cancel all private flights. Private jets specifically—which are more expensive and hold more passengers than small private planes—make up one out of every six flights handled by the FAA, according to the Institute for Policy Studies. Private jet use has also been soaring in recent years, and the U.S. is responsible for the most private flights. “If you need a 10% reduction [in flights], you can get 100% of your reduction from the private planes. You do not need to affect commercial flights, period,” says Erica Payne, president and founder of Patriotic Millionaires. To Payne, the FAA is “choosing to have everyone suffer rather than grounding planes that are destroying the planet and flying one or two people at a time in the lap of luxury.” Some private flights may well end up being part of those 4% to 10% reductions happening at major hubs. But Patriotic Millionaires is suggesting that the FAA target private flights specifically, sparing commercial passengers. Private jets and public resources Everyone who flies pays toward the taxes that help fund the FAA, which then pays the salaries of its employees, including air traffic controllers. During the government shutdown, air traffic controllers are considered essential workers, and required to keep doing their jobs without pay. That reality is now straining air traffic controllers, many of whom work mandatory overtime six days a week, and so aren’t able to take on other jobs. They’ve been increasingly taking six days. Already, at least 3.4 million travelers have been affected by staffing shortages, according to the industry group Airlines for America. For the average airline passenger, a 7.5% tax on their ticket price, plus a charge that can go up to $4.50, goes toward the FAA’s Airport and Airway Trust Fund. Private jet flyers contribute just 2% of the taxes that make up that fund. While some private flights take off from major airport hubs, there are also airports that only serve private air travel, like Van Nuys Airport in Los Angeles, one of the country’s busiest aviation hubs. That airport is not on the FAA’s list of affected high traffic airports. In some cases, airports that mainly serve private jets have also collected taxpayer dollars, like the Napa Valley Airport in California, which collected $6.3 million over two years. “Private jet travelers have already gotten away with having the American taxpayers pick up their jet setting,” Payne says. “We are funding the jet-setting pollution-causing air travel of the richest people in the country.” “Now we’re being asked to suffer cancellations and delays, when we’ve already been picking up their transportation costs for decades,” she continues. “And there’s an easy way out of this. Patriotic Millionaires are saying: shut down private air travel during the government shutdown, and use that extra capacity.” Fast Company reached out to the FAA for comment. An automatic reply said the agency is not responding to routine press requests during the shutdown. A highlight on wealth inequality To Payne, this move to affect commercial flights while seemingly ignoring private jet travel is another example of the way issues around wealth inequality are being highlighted across the country. “The transportation secretary stands up there and says 1 out of every 10 people in America flying somewhere are going to suffer a delay or cancellation, while wealthy people are not even asked to park their planes and fly first class for a few days,” Payne says. President The President’s recently passed One Big Beautiful Bill Act also gives more than $1 trillion in tax cuts to the country’s top 1%. Patriotic Millionaires’s suggestion to the FAA also comes the same week that Democratic Socialist Zohran Mamdani won the New York City mayoral race. Mamdani ran on taxing the wealthy in order to fund programs like free childcare and buses. Billionaires spent millions of dollars opposing his campaign. Patriotic Millionaires says it is reaching out to all members of the House and Senate committees to suggest they ground private planes rather than affect commercial flights. The group is also creating a series of social media posts to highlight the idea, including ones that feature Patriotic Millionaires member Abigail Disney. “This needs to become an issue,” Payne says. “We plan to do everything in our power to make it an issue.” View the full article

It’s the Friday open thread! The comment section on this post is open for discussion with other readers on any work-related questions that you want to talk about (that includes school). If you want an answer from me, emailing me is still your best bet*, but this is a chance to take your questions to other readers. * If you submitted a question to me recently, please do not repost it here, as it may be in my queue to answer. The post open thread – November 7, 2025 appeared first on Ask a Manager. View the full article