Making a big move and pulling the plug
Realtor.com will be announcing later today that they plan to pull the plug on internet portals to focus on their own portfolio of online and offline channels, representing the first of the Big Three (Realtor.com, Zillow, and Trulia) to make such a move, effectively ending their agreements with all portals, including MSN, so you’ll no longer see Realtor.com-powered listings on various sites across the internets.
The strategy shift means that the company will be focusing on their own mobile and desktop products to drive traffic, which sheds light on their finally agreeing with our long-held assertion that the best proof in the pudding is if consumers actually visit your native website rather than counting traffic as people who saw your listings somewhere floating around the web, even without knowing the source.
A shift in tone and wording
Realtor.com operator, Move, Inc. is using phrases like “the most accurate U.S. residential listings,” which saves consumers from the “anguish wasting time with listings that are off the market or priced incorrectly,” and they assert that their marketing is the effectively attracting “transaction-ready consumers” to their services.
Sources inside Move tell us that they’ve been in research mode for some time, and Move, Inc. CMO, Barbara O’Connor tells us, “In my role as CMO, I’m responsible for driving brand, audience growth and engagement. This strategic shift in our marketing acquisition strategy has been taking place for well over the past 12 months. My recommendation to shift our strategy was based on key metrics, new channel performance testing, and optimization driven by the results.”
We take this to mean that this is not a knee-jerk reaction to any staff changes, and done regardless of former staff potentially knowing their shifting strategy. Also regarding timing, because of the confidentiality of agreements with portals like MSN, Move cannot comment as to who initiated the severing of ties, so this could either be a bold move by Realtor.com to focus internally, a reaction to a major portal initiating the end of the relationship, or it could always be mutual.
The world is going mobile and the race is on
The truth is that consumers are shifting to mobile search through apps, and as for Realtor.com, residential listings viewed on mobile devices overtook the number of views on the desktop site by January 2013, just three years after the launch of their first mobile app. In a statement, the company emphasizes the shift toward mobile, with nearly 60 percent of all Realtor.com residential listings being viewed on mobile apps, citing that mobile consumers spend more time reviewing listings and photos in a single session, “which is a strong indication they are more ready to buy or sell than desktop computer users.”
The world is going mobile. Guess who’s winning the mobile race by an insanely wide margin? Zillow. The race isn’t even close, and while there is a behind-the-scenes race between Trulia and Realtor.com for the number two spot, when it comes to mobile, it’s going to take big moves like this to narrow the gap between Zillow that the competitors they’re leaving in the mobile dust.
What Realtor.com plans to do
Instead of sitting on their hands, Realtor.com will be focused exclusively on their own apps and sites and will “regularly enhance native applications for Android, iPad and iPhone as well as create native mobile applications for new platforms.” They will also invest more time and resources into marketing, particularly with their co-branded venture with the National Association of Realtors.
“Integrated marketing across all devices coupled with brand awareness not only builds a larger audience, it also creates brand advocates,” said Barbara O’Connor, chief marketing officer of Move, Inc. “Creating an ongoing emotional connection with our brand’s unique ability to deliver accurate, real-time listings is key to growing and retaining our audience. Our advocates reward us with referrals and keep coming back to realtor.com® for services and information.”
Will others pull the plug?
If the focus is now on marketing and mobile and the value of internet portals is diminishing, will the others follow suit or will they slide into Realtor.com’s old spots in hopes of branding or driving traffic? Zillow wasn’t always number one in traffic, and as the ebb and flow of business goes, they may not always be in that spot, but unless Realtor.com and Trulia make more moves of this nature (instead of assuming the tide will change), the gap is going to widen, maybe even at an accelerated pace.
Big retailers are opting for refunds instead of returns
(BUSINESS NEWS) Due to increased shipping costs, big companies like Amazon and Walmart are opting to give out a refund rather than accepting small items returned.
The holidays are over, and now some people are ready to return an item that didn’t quite work out or wasn’t on their Christmas list. Whatever the reason, some retailers are giving customers a refund and letting them keep the product, too.
When Vancouver, Washington resident, Lorie Anderson, tried returning makeup from Target and batteries from Walmart she had purchased online, the retailers told her she could keep or donate the products. “They were inexpensive, and it wouldn’t make much financial sense to return them by mail,” said Ms. Anderson, 38. “It’s a hassle to pack up the box and drop it at the post office or UPS. This was one less thing I had to worry about.”
Amazon.com Inc., Walmart Inc., and other companies are changing the way they handle returns this year, according to a report by The Wall Street Journal (WSJ). The companies are using artificial intelligence (AI) to weigh the costs of processing physical returns versus just issuing a refund and having customers keep the item.
For instance, if it costs more to ship an inexpensive or larger item than it is to refund the purchase price, companies are giving customers a refund and telling them to keep the products also. Due to an increase in online shopping, it makes sense for companies to change how they manage returns.
Locus Robotics chief executive Rick Faulk told the Journal that the biggest expense when it comes to processing returns is shipping costs. “Returning to a store is significantly cheaper because the retailer can save the freight, which can run 15% to 20% of the cost,” Faulk said.
But, returning products to physical stores isn’t something a lot of people are wanting to do. According to the return processing firm Narvar, online returns increased by 70% in 2020. With people still hunkered down because of the pandemic, changing how to handle returns is a good thing for companies to consider to reduce shipping expenses.
While it might be nice to keep the makeup or batteries for free, don’t expect to return that new PS5 and get to keep it for free, too. According to WSJ, a Walmart spokesperson said the company lets someone keep a refunded item only if the company doesn’t plan on reselling it. And, besides taking the economic costs into consideration, the companies look at the customer’s purchase history as well.
Google workers have formed company’s first labor union
(BUSINESS NEWS) A number of Google employees have agreed to commit 1% of their salary to labor union dues to support employee activism and fight workplace discrimination.
On Monday morning, Google workers announced that they have formed a union with the support of the Communications Workers of America (CWA), the largest communications and media labor union in the U.S.
The new union, Alphabet Workers Union (AWU) was organized in secret for about a year and formed to support employee activism, and fight discrimination and unfairness in the workplace.
“From fighting the ‘real names’ policy, to opposing Project Maven, to protesting the egregious, multi-million dollar payouts that have been given to executives who’ve committed sexual harassment, we’ve seen first-hand that Alphabet responds when we act collectively. Our new union provides a sustainable structure to ensure that our shared values as Alphabet employees are respected even after the headlines fade,” stated Program Manager Nicki Anselmo in a press release.
AWU is the first union in the company’s history, and it is open to all employees and contractors at any Alphabet company in the United States and Canada. The cost of membership is 1% of an employee’s total compensation, and the money collected will be used to fund the union organization.
In a response to the announcement, Google’s Director of People Operations, Kara Silverstein, said, “We’ve always worked hard to create a supportive and rewarding workplace for our workforce. Of course, our employees have protected labor rights that we support. But as we’ve always done, we’ll continue engaging directly with all our employees.”
Unlike other labor unions, the AWU is considered a “Minority Union”. This means it doesn’t need formal recognition from the National Labor Relations Board. However, it also means Alphabet can’t be forced to meet the union’s demands until a majority of employees support it.
So far, the number of members in the union represents a very small portion of Google’s workforce, but it’s growing every day. When the news of the union was first announced on Monday, roughly 230 employees made up the union. Less than 24 hours later, there were 400 employees in the union, and now that number jumped to over 500 employees.
Unions among Silicon Valley’s tech giants are rare, but labor activism is slowly picking up speed, especially with more workers speaking out and organizing.
“The Alphabet Workers Union will be the structure that ensures Google workers can actively push for real changes at the company, from the kinds of contracts Google accepts to employee classification to wage and compensation issues. All issues relevant to Google as a workplace will be the purview of the union and its members,” stated the AWU in a press release.
Ticketmaster caught red-handed hacking, hit with major fines
(BUSINESS NEWS) Ticketmaster has agreed to pay $10 million to resolve criminal charges after hacking into a competitor’s network specifically to sabotage.
Live Nation’s Ticketmaster agreed to pay $10 million to resolve criminal charges after admitting to hacking into a competitor’s network and scheming to “choke off” the ticket seller company and “cut [victim company] off at the knees”.
Ticketmaster admitted hiring former employee, Stephen Mead, from startup rival CrowdSurge (which merged with Songkick) in 2013. In 2012, Mead signed a separation agreement to keep his previous company’s information confidential. When he joined Live Nation, Mead provided that confidential information to the former head of the Artist Services division, Zeeshan Zaidi, and other Ticketmaster employees. The hacking information shared with the company included usernames, passwords, data analytics, and other insider secrets.
“When employees walk out of one company and into another, it’s illegal for them to take proprietary information with them. Ticketmaster used stolen information to gain an advantage over its competition, and then promoted the employees who broke the law. This investigation is a perfect example of why these laws exist – to protect consumers from being cheated in what should be a fair market place,” said FBI Assistant Director-in-Charge Sweeney.
In January 2014, Mead gave a Ticketmaster executive multiple sets of login information to Toolboxes, the competitor’s password-protected app that provides real-time data about tickets sold through the company. Later, at an Artists Services Summit, Mead logged into a Toolbox and demonstrated the product to Live Nation and Ticketmaster employees. Information collected from the Toolboxes were used to “benchmark” Ticketmaster’s offerings against the competitor.
“Ticketmaster employees repeatedly – and illegally – accessed a competitor’s computers without authorization using stolen passwords to unlawfully collect business intelligence,” said Acting U.S. Attorney DuCharme in a statement. “Further, Ticketmaster’s employees brazenly held a division-wide ‘summit’ at which the stolen passwords were used to access the victim company’s computers, as if that were an appropriate business tactic.”
The hacking violations were first reported in 2017 when CrowdSurge sued Live Nation for antitrust violations. A spokesperson told The Verge, “Ticketmaster terminated both Zaidi and Mead in 2017, after their conduct came to light. Their actions violated our corporate policies and were inconsistent with our values. We are pleased that this matter is now resolved.”
To resolve the case, Ticketmaster will pay a $10 million criminal penalty, create a compliance and ethics program, and report to the United States Attorney’s Office annually during a three-year term. If the agreement is breached, Ticketmaster will be charged with: “One count of conspiracy to commit computer intrusions, one count of computer intrusion for commercial advantage, one count of computer intrusion in furtherance of fraud, one count of wire fraud conspiracy and one count of wire fraud.”
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