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The Importance of Owning Your Distribution Media Platform

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In today’s digital age, content creators have more opportunities than ever to reach audiences around the world. Social media platforms have played a significant role in this, providing a platform for creators to share their content with millions of users. However, relying solely on social media platforms for distribution can have its drawbacks, especially when it comes to monetization. In this article, we’ll explore the importance of owning your distribution media platform and not relying solely on social media platforms for revenue.

1. Control Over Monetization

One of the primary reasons to own your distribution media platform is to have full control over monetization. Social media platforms make money by displaying ads alongside your content and keeping a significant portion of the revenue for themselves. When you own your platform, you can implement your monetization strategies, such as selling ad space, offering premium content, or selling products directly to your audience. This gives you the opportunity to maximize your revenue potential and build a sustainable business model.

2. Brand Building

Owning your distribution platform allows you to build your brand and establish a direct relationship with your audience. Social media platforms can be crowded and competitive, making it challenging to stand out and differentiate yourself. By owning your platform, you can create a unique brand identity, customize the user experience, and engage with your audience in a more meaningful way. This can help you build a loyal following and increase brand awareness over time.

3. Data Ownership

Another key benefit of owning your distribution media platform is data ownership. Social media platforms collect a vast amount of data about their users, including their demographics, interests, and online behavior. While this data can be valuable for targeting ads and optimizing content, it also means that you’re relying on third-party platforms to access this information. By owning your platform, you have full control over your data, allowing you to use it to inform your content strategy, improve user experience, and drive revenue.

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4. Freedom of Expression

Owning your distribution platform gives you the freedom to express yourself without fear of censorship or algorithm changes. Social media platforms have faced criticism in recent years for their handling of content moderation and algorithmic bias. By owning your platform, you can create and share content without worrying about being deplatformed or having your content buried in the feed. This can give you the confidence to explore new ideas and engage with your audience in a more authentic way.

5. Long-Term Sustainability

Finally, owning your distribution platform can lead to long-term sustainability. Social media platforms can be unpredictable, with algorithms changing frequently and new platforms emerging. By owning your platform, you can adapt to these changes more effectively and ensure that your content remains accessible to your audience. This can help you build a more stable and sustainable business that can withstand changes in the digital landscape.

In conclusion, owning your distribution media platform is essential for content creators looking to maximize their revenue potential, build their brand, and establish a direct relationship with their audience. By owning your platform, you can control monetization, build your brand, own your data, express yourself freely, and ensure long-term sustainability. While social media platforms can be valuable tools for reaching a broader audience, they should be seen as part of a broader distribution strategy rather than the sole source of distribution.

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At 360WiSE, we specialize in helping major brands, celebrities, public figures, and small businesses build and enhance their influence through strategic brand marketing and advertising. With our comprehensive suite of services, we empower our clients to reach their target audience, increase brand visibility, and drive impactful results.

Business and Finance

Billionaires lose $ 208 billion in wealth in connection with the Trump tariff program

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Billionaires Lose $208B In Wealth Following Trump’s Tariff Announcement


The combined wealth of 500 richest people in the world fell by $ 208 billion after the announcement by President Donald Trump with wide tariffs focused on dozens of nations.

Mark Zuckerberg and Jeff Bezos amongst As reported, the highest American billionaires reached the most difficult on April 3, and their fortune dropped by a median of three.3%. The decrease means the fourth largest one-day decline in the 13-year history of the Bloomberg billionaire indicator-the most vital from the top of the Covid-19 pandemic.

Zuckerberg accepted the biggest hit, losing $ 17.9 billion – or about 9% of its net value – a 9% decrease in meta. Bezos was not far behind, dropping $ 15.9 billion, because Amazon shares fell by 9%, which suggests their most rapid decline since April 2022.

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Elon Musk, who saw his net value by $ 110 billion this 12 months, lost one other $ 11 billion on April 4, when Tesla’s shares were still falling, powered by poor supply numbers and growing controversies regarding his role, leading the performance of Trump’s government (Doge).

The markets were sent In disarray after Trump announced wide global tariffs, increasing the fears of a possible trade war and an upcoming recession. S&P 500 dropped by 4.84%to shut to five 396.52, pushing him back on the correction territory and marking its worst one-day decrease from June 2020. The industrial average Dow Jones dropped 1 679.39 points, i.e. 3.98%to finish at 40 545.93-get his most violent decline.

Meanwhile, the composite with the NASDAQ composite dropped by 5.97% to 16,550.61, affected by its largest one -day loss since March 2020. Sales were widespread, and over 400 S&P 500 corporations ended the day red.

Some achieved profit, including the richest man of Mexico, Carlos Slim, who was one in every of the few billionaires outside the US to avoid rainfall from tariffs. His fortune increased by about 4% to $ 85.5 billion after Mexico was omitted from the list of mutual tariff goals in the White House. The Middle East was the only region in which individuals in the Bloomberg wealth index managed to publish net profits on a given day.

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The latest content: Alleged Trump tariffs, a master class in stupidity and misleading politics

(Tagstotransate) Donald Trump

This article was originally published on : www.blackenterprise.com
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The culture of technological startups is not as innovative as the founders may think

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Eric Yuan was not satisfied with Cisco Systems, despite the incontrovertible fact that he made a salary in six numbers, working as a vp of engineering at the Cisco Webex video conference software.

“I didn’t even want to go to the office to work,” said Yuan CNBC Make It in 2019.

Yuan was dissatisfied with culture in Cisco, where latest ideas were often closed and the change was slow. When he suggested to construct a brand new, friendly mobile video platform from scratch, the idea was rejected by Cisco leadership. Frustrated with resistance to innovation, Yuan left the company in 2011 and founded a zoom, whose value increased astronomically in pandemic years in air-con, since it became an application for distant work.

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One might think that the founders, who, like Yuan, expressed the misfortune with the culture of previous employers, founded latest firms with very different values. However, we found that on average, whether or not they want or founders will probably recreate the culture of their previous employer of their latest undertaking.

The founders come from the place

Yuan’s story comprises an concept that many individuals have a couple of heavy technological giant in comparison with an agile startup. However, our studies have shown that this distinction is not so clear.

Over 50 percent of the founders of American technological startups have previous experience in other firms, often in giants such as Google or Meta. The work of the work of these huge organizations is not all the time really easy to walk when entrepreneurs arrange their very own firms.

IN Our researchWe identified 30 different cultural elements of firms. These include the culture of balance between skilled and personal life, teamwork, authority, innovation and culture -oriented culture in comparison with the customer -oriented culture.

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Previous studies have shown that the founders of startups transfer knowledge and technology from old jobs. We found empirical evidence that additionally they transfer work culture.

Comparison of the organizational cultures of “parents”, “Spawnów” and “twins”

In our research, we identified the founders of the startups and used their LinkedIn profiles to seek out firms wherein they worked earlier. Our team used natural language processing, namely Modeling the topic of the task of the latentTo send a SMS to Glassdoor, a site that permits current and former employees anonymously browse firms. We used processed reviews to characterize the culture of “home” firms and startup firms or “spawn”. We also identified the match or “twin” for a welding organization, which had an analogous size, product and number of years of activity.

Then we compared the culture of every startup with the culture of its parent organization and the culture of the “twin” of every spawn to the culture of the same parent in a given 12 months. If the spawn was more just like his parent than the twin to the parent, it confirmed our hypothesis that the founders often transfer their previous work cultures to latest projects.

We found that there are three conditions that favor such transfer.

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First of all, the longer the founders were in the organization, the more likely it is that they’ll take their culture to a brand new startup, because they got acquainted with this culture.

The second condition is the compatibility of culture, i.e. the degree to which culture consists of elements which might be consistent of their meanings, and due to this fact have internal compatibility.

For example, in our data there is a platform for location services in the cloud, which has high compliance in its culture. The company has three highly essential cultural elements: it is adaptive, customer -oriented and demanding. These elements consistently indicate the culture of customer response. Our data also includes an e-commerce clothing platform with two cultural elements-growth and balance between skilled and personal life-who are poorly even of their meanings, reducing the compliance of its culture.

We have found that the more conditionally the matching culture of the parent organization – and due to this fact it is easier to know and learn it – the more likely it is that the founders will transfer their elements to latest firms.

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Thirdly, the more odd the organization is – the more it stands out from others in its field – the more likely it is that its culture shall be moved to the startup.

In an unusual culture, it is easy to discover cultural elements and remember and switch on them after finding a startup. Because unusual culture attracts a stronger border that distinguishes the organization from others, employees grow to be more aware that the organization has chosen them and that they decided to work in it. This creates cognitive attachment in employees towards the organization, and likewise increases how well its culture learn.

In our study, the cultural unusuality of each startup was measured by calculating cultural distances between all organizations inside the same product category for a given 12 months.

Founders often describe their culture as a characteristic or one of a form. However, we found that this is not necessarily the case. The founders are likely to repeat the culture of their previous employers because they’re used to this manner of working.

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False perception?

Many students tell me that they attract more creative and innovative work environments – something that they often associate with startups, not traditional, recognized firms.

But our research suggests that this perception may not be completely accurate.

Job seekers searching for unique or pondering cultures may be surprised when it was found that startup environments resemble the environments of larger technology firms more often than expected.

And for the founders-especially those that left the previous roles because of frustrating cultures in the workplace-it will be awakening to understand how easy it is unintentional to revive the environments themselves that they may avoid.

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This article was originally published on : theconversation.com
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Pinky Cole says she has lost her vegan whore – but she vacuum her

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Pinky Cole announced this week an excellent commercial, which initially apprehensive lots of her fans, simply to breathe relief with applause.

The 37-12 months-old entrepreneur published on Instagram after a protracted period of silence on the platform, which she went through a series of business challenges, which led to its reorganization and resignation from the control of her strange restaurant chain.

“Over the past few months it was probably the most difficult of my entrepreneurial life,” Cole told her 1,000,000 watching in a movie published on Instagram. “From February 13, the corporate underwent global restructuring. As a result, it meant that I used to be not the owner of the corporate … I went through every possible emotion – regret, sadness, fear, depression, uncertainty.

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“What of us Entrepreneurs Go, I went through. But I realized that as long as I continue to stick to my faith, God will always be on my side. And so difficult to change, it is necessary, but it is always for good. “

Then Cole told her fans to wave to see who was the brand new owner of Slutty Vegan, simply to make it a video wearing staff uniforms entering the restaurant.

The catchy implementation of selling was a part of Rebrand Cole under what Slutty Vegan 2.0 calls.

The head of the restaurant explained in an exclusive with people who although her company was valued at $ 100 million, he had $ 10 million alone at corporate costs.

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She decided to cut back the variety of strange vegan locations, closing in places comparable to Spelman College, and gave up the corporate’s ownership for the assignee.

This set her to purchase back the corporate for an undisclosed amount and commenced fresh.

Cole has also recently discussed the survival of a terrifying automobile accident, during which the thing on the road – a mattress, which is to be specific – crashed into its windshield. She recognized this as an indication to chill out and decelerate after an intense 12 months of grinding and failure.

Although she was initially afraid that public publication in her business and falls Cole claims that honesty would free future entrepreneurs, especially within the black community, don’t make the identical mistakes.

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In an interview with Grio “Masters of the sport“Series, Cole offered the next reflections:

Watch the above segment and catch a full interview with Pinky Cole to Thegrio.com.

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Pinky Cole Cole Slutty Vegan marries Big Dave's Cheesesteaks, Derrick Hayes, Derrick Hayes

(Tagstotransate) business

This article was originally published on : thegrio.com
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