Aaron Bell of AdRoll, describes his company’s culture in a New York Times interview: “I have this overall philosophy that a company is like a human body, which builds up toxins over time. Every company has problems and issues that build up, and you need to find outlets for those things. I think a lot about how you come up with different practices in the company that are a kind of cleanse. So we do a weekly all-hands meeting, and it’s a weekly flush to get the toxins out.
“Before our all-hands meetings, I send out an email with a question-and-answer board and I encourage people to post their questions. You can vote up your favorite questions, and they’re anonymous. If you give someone a mask, they’ll tell you the truth. I also encourage people to post their fears, their uncertainties and doubts. And there’s a guarantee that any question that is asked will get answered or addressed by me, unless they are personal in nature about someone in particular.
“The alternative, if you don’t do that, is that you have people behind closed doors chatting about the company, gossiping, saying negative things. If you address everything, people feel much more trust. They feel like they know what’s happening. And they’re going to make better decisions because they know what’s going on.”
Quartz: “No, you haven’t gone crazy. Netflix’s catalog of movies and TV shows really is shrinking. The streaming service’s library for American subscribers has shrunk by a third since 2014, according to a report by AllFlicks, a website that lists and categorizes Netflix content by country … In total, US Netflix has lost 32% of its titles in a little over two years.”
“Netflix may be getting rid of a lot of the older (most of it obscure) content that subscribers weren’t watching in the first place. That doesn’t explain why lots of great movies have left Netflix in the last few years, but it might explain, in sheer, raw numbers, why the US Netflix catalog has dropped a third of its weight since 2014.”
“While US Netflix might be shrinking, it still has a lot more content than the rest of the world … The reason is that securing international streaming rights to shows and movies is exceedingly difficult—laws and regulations differ by country, as does the type of content that people around the world consume.”
The Wall Street Journal: “Netflix, a leading proponent of open-Internet rules, has been lowering the quality of its video for customers watching its service on AT&T or Verizon Communications wireless networks” Netflix says the throttling is in the best interests of its customers because it protects them “from exceeding mobile data caps … Watching two hours of HD video on Netflix would consume up to 6 gigabytes of data, Netflix says. That is an entire month’s allowance under an $80 a month Verizon plan.”
“Netflix said it doesn’t limit its video quality at two carriers: T-Mobile and Sprint Corp., because ‘historically those two companies have had more consumer-friendly policies.’ When customers exceed their data plans on Sprint or T-Mobile, the carriers usually slow their network connections, rather than charge overage fees.” Jim Cicconi of AT&T says the carrier is ‘outraged to learn that Netflix is apparently throttling video for their AT&T customers without their knowledge or consent.’ Jan Ozer, a consultant … said Netflix’s strategy is a smart one,” but suggests they should be more “upfront” about it.
“The issue came to light after T-Mobile US Inc.’s chief executive last week said Verizon and AT&T customers were receiving lower-quality Netflix streams. The carriers denied throttling Netflix videos. The fact that Netflix, not the carriers, is responsible for the lower quality illustrates the dilemma mobile-app makers face with data caps.”
“Investors saw Uber’s success as a template for Ubers for everything … But Uber’s success was in many ways unique,” writes Farhad Manjoo in The New York Times. “For one thing, it was attacking a vulnerable market. In many cities, the taxi business was a customer-unfriendly protectionist racket that artificially inflated prices and cared little about customer service.”
“The opportunity for Uber to become a regular part of people’s lives was huge. Many people take cars every day, so hook them once and you have repeat customers. Finally, cars are the second-most-expensive things people buy, and the most frequent thing we do with them is park. That monumental inefficiency left Uber ample room to extract a profit even after undercutting what we now pay for cars.”
“But how many other markets are there like that? Not many. Some services were used frequently by consumers, but weren’t that valuable — things related to food, for instance, offered low margins … Another problem was that funding distorted on-demand businesses. So many start-ups raised so much cash in 2014 and 2015 that they were freed from the pressure of having to make money on each of their orders … The lesson so far in the on-demand world is that Uber is the exception, not the norm. Uber, but for Uber — and not much else.”
“Tory Burch’s new Tory Sport store shows how selling fashion today isn’t really about advertising. It’s about making a store into the marketing vehicle,” The Wall Street Journal reports. “People are still tactile. They want to feel the product,” Ms. Burch says. “Stores are changing, Ms. Burch says. Their purpose is to engage customers and to build a community. They also can be a place where the online and offline worlds merge.”
“With just one or two sizes of most styles on display, the Tory Sport store isn’t meant to be shopped the way mass-market flagship stores are … Instead, a designer store is a place to immerse and entertain shoppers in the fictitious, tightly controlled world the brand creates. It’s a chance to show and explain all that a brand stands for—and to seduce a shopper into buying something … Both Ms. Burch and Roger Farah, Ms. Burch’s co-chief executive, insist the Tory Sport store remains very much about sales, though.”
“We definitely want it to be profitable but we also want the experience to be one that people really like and get to know,” Ms. Burch says.
Fast Company: “The exam room is part of Kaiser Permanente’s championing of a new human-centered, design-driven approach to medicine—and its vision for the future of health care delivery … The experience starts with the waiting rooms, which take their cues from retail and hospitality. At the Manhattan Beach outpost, the vibe is warm, West Coast modernism: There’s lots of wood, natural light, and inviting touches, such as a living wall of green plants. A pair of ATM–like kiosks near the front door allow members to check themselves in if they prefer not to wait for the tablet-wielding receptionist.”
Kaiser CEO Bernard Tyson: “The culture of health care has been to get you in and out. We’re inviting you to linger. This is more than a physician visit; this is about your total health.”
“In larger facilities, the reception area will be reimagined as a kind of public square, where patients can wander while they wait, getting free information on nutrition and exercise from staff at a counter called the Thrive Bar. They can also take part in yoga classes, cooking demos, and the other programming that Kaiser is incorporating into ‘community rooms,’ which span both indoor and outdoor space … Kaiser’s new spaces are also about keeping costs low: They are designed to be more efficient at serving patients … Just as important for Kaiser, the hubs will serve as physical anchors for a model of care that aims to move health services, as much as possible, out of hospitals and medical offices and into members’ communities and homes.”
“Since opening six months ago,” The Broad Museum in Los Angeles “has attracted a decidedly youthful crowd,” reports the Los Angeles Times. “The Broad’s appeal to young people starts with colorful edgy art, such as Jeff Koons’ glaring, gold-hued sculpture of Michael Jackson and his chimp, Bubbles, and Takashi Murakami’s psychedelic-looking, dancing mushrooms. The museum is also located downtown, increasingly an entertainment and nightlife hub. And it’s free.”
Younger people “seem to be more willing to wait hours in line than their elders … Indeed, the standby line — typically a 45-minute wait on weekdays, twice that on weekends — is a bustling social scene, with spirited attendees exchanging snacks, gossip and cellphone numbers with new friends … Many of the young people in line say they found out about the Broad from social media. Seeing the fun that friends were having from afar, in pictures and videos, they didn’t want to fall prey to FOMO (fear of missing out).”
Visitors “can make reservations on iPads for timed entry to special exhibits, and the museum will text people back when they may enter … Instead of security guards, the Broad has ‘visitor service associates’ who roam the galleries and are happy to chat about the art as well as to point people to the nearest restroom … Of the more than 400,000 people who have streamed through the Broad’s doors so far, 6 out of 10 said their ethnicity was other than Caucasian and 70% were younger than 34.”