Who deserves that ticket to the upcoming Blueglass TPA? | Lakeshore Branding

On August 26, 2011, Chris Campbell wrote:

I recently entered a contest to win a free ticket to the BlueGlass conference and I got really excited with the opportunity. As part of the comment I made a photoshopped image which shows Google telling them that I should be selected was the winner.

So who deserves that ticket to the upcoming Blueglass TPA? I think I do and I want to tell you why and a little about myself.

I met the AL team just a few months ago at Gangplank in Chandler, while in town for Startup Weekend. Chase sat down with for at least an hour to explain all the cool stuff the AL team was working on, explain how they were able to get accurate rankings and the fact that I have been a customer for a year, will make me a great brand ambassador while I am down in Florida. I would love the rep the AL while I am down there.

I am an avid travler and really enjoy meeting new people, in fact I just moved out of Chicago to start a trip around the world for the next few years. One of my goals is to expand my network and expertise of online marketing, both of which I can achieve with a ticket to BlueGlass, it would give me an awesome head start on my trip.

As a SEO strategist, I’m keen on learning new ways to keep my clients happy. I would love the opportunity to learn from the best and the brightest in the industry to hone and improve my craft.

At the same time, I believe I have enough valuable experience from working with SMBs and Fortune 500 companies to be able to pass on and share what I know about SEO.

Google says so. I’m serious! Check out a screenshot of the search results for “Who deserves that ticket to the upcoming Blueglass TPA”: flickr image

I am a creative, resourceful, and driven digital marketing strategist. Communicator adept at directing innovative strategies in Internet marketing and SEO; leader with strong entrepreneurial experience, proven technical expertise, solid education, and sharp business development acumen essential in driving the growth of any business and I really want the Authority Labs ticket to BlueGlass TPA. I photoshopped the results earlier, but now I wanted to show that I could rank for the terms as well.

You can read my comment on the AL blog here. Thanks for your consideration.

Read the rest of this post »

Groupon gang: Learn more about the 4 behind the firm

Groupon gang: Learn more about the 4 behind the firm

By: Brigid Sweeney and Kate MacArthur and Lynne Marek December 15, 2010

Related Content

RELATED CONTENT
SPONSORED BY


(Crain's) — How did Groupon's founder, president and two early investors set the startup on the road toward explosive growth? Check out our profiles of Andrew Mason, Rob Solomon, Brad Keywell and Eric Lefkofsky.

Founder Mason's roots in political, collective-action sites

Many Chicagoans know that the 30-year-old Groupon Inc. founder dropped out of graduate studies at the University of Chicago to pursue his idea. But his full back story is more complicated—and more interesting.

Mr. Mason, born in the Pittsburgh suburb of Mount Lebanon, Pa., showed an early inclination toward entrepreneurship (and nonconformist thought). In high school he started a Saturday morning bagel delivery service and soon branched out to selling candy he purchased in bulk at a Costco warehouse store.

A pianist and erstwhile garage band member, he arrived in Evanston in 1999 to attend Northwestern University as a music major. A line in his professional biography says the degree's uselessness served as “a chief inspiration to not be useless” in life. Music also may have had a more direct impact on Groupon's success: “I think being in a band makes you learn how to disagree with people and hold onto a kind of uncompromising belief,” Mr. Mason told VentureBeat.com in May.

Post-graduation, Mr. Mason pursued his musical passion by working weekends at Electrical Audio, a local recording studio owned by Steve Albini, while holding a computer programming day job at Chicago-based InnerWorkings Inc., a printing and promotional company founded by prominent local entrepreneur Eric Lefkofsky.

While there, he developed PolicyTree.org, a site that sought to simplify political debate about the Iraq war by presenting various policy perspectives in flow-chart form. This earned him a scholarship to the University of Chicago's Harris School of Public Policy in 2006. A mere three months later, though, he dropped out when Mr. Lefkofsky offered him $1 million in angel capital to keep working on the site.

After struggling to cancel a cell phone contract later that year, Mr. Mason became interested in collective action. In an early interview with a tech blog, he attributes the basic Groupon concept to “an overactive sense of vengeance,” wondering, “What if we just got everyone on the web who had this problem to refuse to abide by (cell phone companies') terms and just basically stop paying their bill?”

Thus began ThePoint.com, a group-powered site whose goal was “solving all the world's unsolvable ideas.” In an oft-invoked story that demonstrates Mr. Mason's quirky personality, he initiated a campaign on the Point to raise $10 billion to enclose Chicago in a dome that would shield the city from cold weather. (The plan raised $250,000 in pledges, but because it fell short of it goal—or didn't “tip,” in Groupon parlance—no one actually ponied up.)

But Mr. Lefkofsky eventually began pressuring the Point to make money, and Mr. Mason noted that people were using the site to organize discounted group purchases. Groupon launched in November 2008, became the fastest-growing web company in history, according to Forbes magazine, rising from seven employees to 1,000 in Chicago and more than 3,000 worldwide.

Mr. Mason lives in Ukrainian Village with his fiancée, singer/songwriter Jenny Gillespie—but not with the 20 cats his bio claims. He told CNBC he added the line because “most CEOs will make up stuff about themselves to sound way smarter and cooler . . . (so) I decided to set the bar very low and make up lies about myself that make me sound lame.”

— Brigid Sweeney

President Solomon combines e-commerce, social-media savvy

When Groupon Inc. snared Rob Solomon last March as president and chief operating officer, it was the kind of hookup only the social shopping site could pull off.

After all, it had to convince the Silicon Valley insider “to do a crazy thing,” in Groupon CEO Andrew Mason's words, like move from the Left Coast to the Third Coast.

Much of the Chicago-based mass coupon publisher's growth rests on its ability to scale up its platform of highly personalized deals quickly without flaming out the way so many dot-coms have. In Mr. Solomon, a former Yahoo Inc. executive who came aboard as the business grew beyond the day-to-day control of Mr. Mason, Groupon got the killer combination of big-time e-commerce experience and social and venture capital sensibilities.

Since hiring on, Mr. Solomon, who is in his 40s, has launched Groupon's first national deal with San Francisco-based Gap Inc., which sold 445,000 coupons valued at $11 million, and struck a global distribution deal across 300 markets with Yahoo. Mr. Solomon told Crain's sister publication Advertising Age to expect global promotions with “major multinational brands.”

He's also overseen hiring that's lifted the company's headcount to 1,000 in Chicago and more than 3,000 worldwide. The site started with seven two years ago.

Before coming to Chicago, Mr. Solomon was a venture partner at Technology Crossover Ventures, a Palo Alto, Calif., fund with $8 billion in investments. Among those are 45 public offerings and 30 sales or mergers, such as the $200 million all-cash combination of travel websites Kayak and SideStep, where Mr. Solomon had been CEO.

He has had plenty of experience with startups. Most of his earlier positions were for stints of a year or two, including product management and marketing jobs at Electronic Arts Inc., Cendant Corp. and Zaplet Inc.

Later, he spent six years with Sunnyvale, Calif.-based Yahoo, where his last positions were senior vice-president of commerce and vice-president and general manager of Yahoo Shopping Group. He left in early 2006.

He also sits on the boards of several VC-funded startups, including vacation rental site HomeAway.com of Austin, Texas, and online automotive publisher High Gear Media of Palo Alto. He also sits on the advisory board of social travel network Where I've Been, which recently received funding from Lightbank, the Chicago investment fund owned by Groupon's other co-founders, Eric Lefkofsky and Brad Keywell.

At the University of California-Berkeley, he earned a bachelor's degree in history in 1988 and was an All-American water polo player.

— Kate MacArthur

Initial investor Keywell set startup on growth path

Brad Keywell has followed an almost identical path as his Groupon Inc. investment partner, Eric Lefkofsky. They're both 41 years old, grew up in Michigan, attended the University of Michigan as undergraduates and earned law degrees from its law school at the same time (1993) before going on to found a slew of technology-based consumer companies together.

While Mr. Keywell, who resides in Glencoe, now leads his own investment and advisory firm, Meadow Lake Management LLC, he still collaborates with Mr. Lefkofsky on most business moves, including the decision this year to create a new fund called Lightbank, which the partners said would funnel $10 million annually to Midwest technology entrepreneurs, especially in Chicago.

“Our formula for high-growth, high-return firms in business services has translated very well to the consumer market, and we believe there are many opportunities to further build on our skills and resources,” Mr. Keywell said in a statement announcing Lightbank.

Chicago companies they have founded together include Mediabank LLC, Echo Global Logistics Inc., InnerWorkings Inc. and Groupon. Mr. Keywell had a more prominent role as CEO in one of their only companies that flopped, software company Starbelly, which was sold to Ha-Lo Industries Inc. in 2000. Within a year, Ha-Lo wrote off the purchase and filed for bankruptcy. Like Mr. Lefkofsky, he still serves on the boards of many of the companies they founded.

Mr. Keywell did step out on his own for a while. In the early 2000s, he worked at Equity Group Investments LLC, the investment firm led by real estate mogul Sam Zell, who also received his undergraduate and law degrees from Michigan. At Equity Group, Mr. Keywell picked out investment opportunities across various industries and acted as a liaison to companies in which the Chicago firm invested.

Like Mr. Lefkofsky, he is an adjunct professor at the University of Chicago Booth School of Business, teaching two subjects he knows well, entrepreneurship and technology-based businesses. His own schooling also included a year of study at the London School of Economics.

While Mr. Lefkofsky has gravitated to writing, producing a business book on entrepreneurial innovation and regularly posting to a blog, Mr. Keywell seems to be more of a reader. On his personal website, he lists a “bookshelf” full of favorites ranging from Victor Frankl's “Man's Search for Meaning” to “Fast Food Nation” by Eric Schlosser. He also says he routinely tries to read a host of business publications. Meanwhile, his blog isn't functioning.

Bald, with a big smile and the hint of a goatee in a photo on his website, Mr. Keywell has focused his charitable contributions on health care and education causes. He's a trustee for the Foundation of Northshore University HealthSystem and the Imerman Angels, a network that connects cancer survivors with patients.

He also founded the Connect to the Future program in the Chicago Public Schools. The program invites professionals into sixth- through ninth-grade classrooms, where they can share their experiences with students and take questions about their education and careers.

— Lynne Marek

Founding backer Lefkofsky an entrepreneurial multitasker

Eric Lefkofsky hasn't taken life lightly in his first 41 years. While he's now spinning into the spotlight as an early backer of Groupon Inc., he's also a long-time Chicago entrepreneur and venture capitalist who's founded several companies, an author, a part-time business school instructor, a blogger and a major arts benefactor.

Mr. Lefkofsky, like his business partner Brad Keywell, grew up in Michigan and earned an undergrad degree from the University of Michigan and a law degree from the University of Michigan Law School. After graduating, the duo headed to Chicago, where they founded Mediabank LLC, Echo Global Logistics Inc., InnerWorkings Inc. and Groupon, among others.

In addition to guiding Groupon through two years of explosive growth, Mr. Lefkofsky serves as a director at the other Chicago companies he started, including two publicly traded ones: InnerWorkings and Echo Global.

One startup Mr. Lefkofsky doesn't spotlight on his website is Starbelly.com Inc. He and Mr. Keywell founded the software company and sold it to Ha-Lo Industries Inc. in 2000. Within a year, Ha-Lo wrote off the purchase and filed for bankruptcy, a business demise that spawned lawsuits over the acquisition.

In March, Mr. Lefkofsky and Mr. Keywell created a new fund called Lightbank that they said in a statement would channel $10 million annually to “Midwest technology entrepreneurs who are short on capital but flush with innovative ideas.”

“Chicago is full of untapped entrepreneurial talent that just needs a little support,” Mr. Lefkofsky said at the time.

He also is president of Blue Media LLC, a Chicago-based private-equity and consulting firm focused on applied technology.

As of March, the pair had raised more than $150 million and generated more than $1.5 billion in investor returns through their ventures.

He shares his business experience with students as an adjunct professor at the University of Chicago's Booth School of Business and has been a guest professor at Northwestern University's Kellogg School of Management.

For others, there's his blog at Lefkofsky.com. In a recent posting, he tutored entrepreneurs on how to raise money for their ventures, suggesting that they seek more modest sums at first.

“When you're looking for investors early on,” Mr. Lefkofksy wrote, “don't just seek the highest valuation from people who have thrown tons of money at tons of ideas (a few of which have been homeruns). Look for partners that understand the inner workings of your business and can help you iterate your way to the right model.”

Mr. Lefkofsky laid out his view of the 21st-century entrepreneurial environment in “Accelerated Disruption: Understanding the Speed of Innovation,” published in 2007. In the book, he explained how the speed of technological advances are increasingly allowing new businesses to disrupt staid industries by offering innovation on price, service or some other function.

Aside from business, Mr. Lefkofsky has taken a serious interest in Chicago's arts and civic scene. He serves on the board of trustees for the Steppenwolf Theater Company, the Art Institute of Chicago and the Museum of Contemporary Art and was a member of the committee that devised Chicago's bid for the 2016 Olympics. In addition, he is a director at Children's Memorial Hospital.

Mr. Lefkofsky and his wife, Liz, who reside in Glencoe, also started their own Lefkofsky Foundation to focus on pediatric medical research. The organization is in memory of Ms. Lefkofsky's sister who died at age 7 of a brain tumor.

— Lynne Marek

 

What do you think?

 

NEW STUDY SHOWS THAT FOR MILLENNIALS, TAKING ACTION ON BEHALF OF BRANDS IS A CORE VALUE

NEW STUDY SHOWS THAT FOR MILLENNIALS, TAKING ACTION ON BEHALF OF BRANDS IS A CORE VALUE

Eight in 10 Millennials take action for brands they trust, according to Edelman’s 8095 Global Study

October 14, 2010, -- Edelman, the world’s largest independent public relations firm, today released 8095 (“eighty-ninety-five”) – a new global benchmark study on how Millennials connect with brands, make purchasing decisions and share their opinions on products and companies with family, friends and extended networks. The study, focusing on people born between 1980 and 1995, finds that globally, at least eight in 10 Millennials have taken action on behalf of a brand they trust – including sharing brand experiences with others, joining online communities and posting reviews online.

Encompassing interviews with 3,100 respondents in eight countries, Edelman’s 8095 global research indicates that 82 percent of 8095ers have joined a brand-sponsored online community, and nearly half have joined more than three. Forty-seven percent share positive brand experiences online, with respondents from China (61%) and Brazil (57%) most likely to do so. Poor experiences also spark this kind of action, with nearly 40 percent reporting they have criticized a brand on a blog or social network. Further, each action reverberates through extensive networks of sources and peers – online, offline and mobile. More than half of the global respondents say they consult at least four sources of information before making a purchase decision.

“Our Edelman 8095 research reflects a diverse generation whose defining life events thus far include being the first group to grow up with computers as part of their everyday lives, 9/11, the Facebook phenomenon and the Great Recession,” said Christina Smedley, global chair, Consumer Marketing practice, Edelman. “With 1.7 billion global citizens who spend more than $200 billion a year and use online and mobile technologies to amplify their voices, the 8095ers are actively defining today’s global and emerging brands.”

Key insights from Edelman’s 8095 global findings include:
Brand relationships are a form of self expression: Brand preference ranks with religion and ethnicity as top personal identifiers that 8095ers are willing to share about themselves online.
Information is a key to influence: In addition to 8095ers that use four or more sources of information to help them make brand purchase decisions, thirty-one percent use seven or more sources of information.
Taking action on behalf of brands is a core value: Fifty-seven percent of 8095ers would volunteer to try new products from a preferred brand and most would post an online review of the experience.
Reverberation is online, offline and increasingly mobile: For those brands that Millennials love, 68 percent have recommended their products to friends and family and 44 percent have friended/followed that brand on their social network.

“This generation has amorphous communities that are changing our social environment,” said Smedley. “Millennials are not a monolithic bloc; we believe the approach for brands and marketers is to engage in an ongoing dialogue focused on participation with these communities.”

As part of the Edelman 8095 offering, Edelman is advancing the study of Millennials with 8095 Live in the United States, a market research online community that will allow brands to tap into a focus group of 500 8095ers. The community will provide real-time insights and opinions and track perception shifts in the midst of breaking news, competitive environments and life stage advancements.

About the Edelman 8095 Global Study and 8095 Live
This survey was conducted by StrategyOne among 3,100 members of the Millennial generation born between 1980 and 1995. The survey was conducted in the following countries: Brazil (n=300), Canada (n=300), China (n=300), Germany (n=300), India (n=300), Italy (n=300), the United Kingdom (n=300) and the United States (n=1,000) with weighting to ensure equal representation from all countries. The survey was conducted online between February 24th and March 8th, 2010, and has an overall margin of error of ±1.8% at the 95% level of confidence. 8095 Live is an online insights community (living focus group) of 500 U.S. Millennials born between 1980 and 1995, built and actively managed by StrategyOne, in partnership with PluggedIN, a full-service provider of online communities for market research and consumer insights. Members engage in survey questions, discussion forums, and more, on a wide range of topics. Not all respondents participate in all engagements.

About Edelman 8095
Edelman 8095 is a global initiative created to help brands engage and win over the most influential generation to-date by sparking meaningful conversations that get to the heart of how 8095ers take action and influence others on a brand’s behalf. With leaders and Millennials in almost every office across the global Edelman network, our thinking is informed to breakthrough to the generation no matter what location, age or subset of Millennials a brand is trying to reach. Find us at Edelman8095.Tumblr.com; Follow us on Twitter: @Edelman8095 and Sina Weibo: T.Sina.com.cn/Edelman8095.

About StrategyOne
StrategyOne is an insights-driven strategic consulting firm owned by DJ Edelman, the world’s largest independent PR company. StrategyOne provides evidence based stakeholder insights, analysis and media measurement, and specializes in reputation, branding and communications research, with international capabilities. StrategyOne is a Honomichl top 50 market research firm with offices located in New York, Washington, Paris, London, Chicago, Abu Dhabi, Atlanta, and Silicon Valley. Visit www.strategyone.net for more information.

About Edelman
Edelman is the world’s largest independent public relations firm, with wholly-owned offices in 53 cities and 3,600 employees worldwide. Edelman was named Advertising Age’s top-ranked PR firm of the decade and one of its 2010 Best Places to Work; Adweek’s “2009 Agency of the Year”; PRWeek’s “2009 Agency of the Year” and “UK Consultancy of the Year”; and Holmes Report’s “Agency of the Decade,” “2009 Best Large Agency to Work For” and “2009 Asia Pacific Consultancy of the Year.” Edelman owns specialty firms Blue (advertising), StrategyOne (research), RUTH (creative expression), DJE Science (medical education/publishing and science communications), and MATTER (sports, sponsorship, and entertainment). Visit www.edelman.com for more information.

For further information contact:

 

Latraviette Smith
212-704-4530
latraviette.smith@edelman.com

How Businesses Are Unleashing Their Employees' Social Media Potential

Young Businessperson with LaptopJosh Bernoff is Senior Vice President, Idea Development at Forrester Research and the co-author of Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business (Harvard Business Review Press, 2010).

We know it’s a brave new world for consumers and brands. If United breaks your guitar, or your Maytag doesn’t work properly, you can take on the company that messed with you via social media — and you may well win.

But technology empowerment works both ways. Consumers can take a stand against poor business practices, and brands can empower their customers like never before.

Mobile is a hotbed of innovation in this department. Point your phone at a restaurant and see if it’s worth an evening out. With the addition of cloud services, you get stuff like the iPhone app from UK car dealer Auto Trader, which can tell you the make, model and the price of used cars just from snapping a license plate photo.

To take it one step further, companies that invest in technology and innovation can not only sell more products with digital tools, but empower their own employees. Below, we’ve highlighted some examples of businesses that are using technology creatively to solve customer issues and spur innovation.

Workers Already Use Third-Party Tech for Business

Based on a survey we did late last year at Forrester Research, 27% of information workers regularly use login-required web sites that the company doesn’t sanction, like LinkedInLinkedInLinkedIn

or GoogleGoogleGoogle

Docs, for work purposes. Around 12% download and use their own applications not provided by the company, like video editors, and 8% are using smartphones they pay for themselves for work purposes. Unlike in Dilbert’s office, IT doesn’t control technology within corporations any more — workers do.

I argue that this lack of control inside and outside companies isn’t a sign of the apocalypse; it’s the beginning of a new way of working — one in which employees know their job is to use technology to solve customer problems.

Don’t be surprised if this proposition elicits echoes of The Cluetrain Manifesto. Ten years ago, this idea was radical, and people who espoused it were screaming in the wilderness. Now it’s actually working, even at large companies.

Principles at Work

At Best Buy, CMO Barry Judge encourages staff to come up with “half-baked ideas,” which the company works on and then rolls out. For example, Remix is a project which opened up the company’s website API so others could build sites or apps on top of it. Using Best Buy’s wealth of product, pricing and image data, developers could implement useful third-party applications to track rapidly dropping retail prices, for example.

Twelpforce, a shared TwitterTwitterTwitter

support service, was programmed by Ben Hedrington, a Best Buy website staffer, in his spare time. It was rolled out by John Bernier, who solved problems like how 2,500 hourly staffers (Blue Shirts, Geek Squad, and the like) could share a Twitter service without violating labor laws. These are empowered employees.

At Vail Resorts, CEO Rob Katz radically shifted the company’s media policy, embracing short-lead advertising and social media. He hired social media staffers instead of buying magazine ads, and trained the staff on how to turn pictures, videos and tweets into fast-spreading, word-of-mouth ads.

At Dell, there are so many social initiatives going on that Manish Mehta, who reports directly to the CMO, runs a council of high level execs who share best practices weekly.

The Rise of Empowerment “Heroes”

The companies that work like this act quickly. They blunt customer complaints and turn detractors into promoters. They innovate as a matter of course. The reason is that all the employees feel empowered to create and contribute, rather than leave it to their research and developments departments.

I call these people “HEROes:” Highly Empowered and Resourceful Operatives. They typically know more about customers than they do about technology, and companies need more of them.

HEROes need tools to understand the challenges they face. They need managers who support them rather than squelch their initiative. They need IT people who give them technology advice, resources, and help them to see pitfalls and risks, and identify when their projects are ready to scale up.

This isn’t a pipe dream. I’ve seen HERO-powered companies innovating, and there are more every day. This mentality is the future of daily work, and it’s an inversion in the power structure of companies. The companies that have figured this out have a head start on the rest. Does yours?