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Building Your Own Expert Network - How Expert Personas Help you Organize & Develop Your Talent Pool
As business continues to evolve at an unprecedented rate, companies need new ideas and strategies that help them rapidly transform to keep pace and grow. This explains the massive popularity that expert networks are having as companies look to connect with subject-matter experts with specialized sector and functional expertise who can accelerate their transformation efforts. Expert networks now represent a multi-billion dollar industry, helping companies in a variety of ways. From helping build primary research to assessing new market or acquisition opportunities to conducting due diligence for new technology purchases or competitive benchmarking, expert networks provide a valuable service. While many companies are increasing their use of traditional expert networks, there is also a trend toward organizing and developing internal talent by implementing a "knowledge management platform" or "employee skills marketplace." These can also be extended to engage broader audiences when experts are listed publicly as part of an Expert Center, Media Room, or Speakers Bureau. Depending on the scope and market visibility organizations wish to commit to in sharing their expertise, such programs can yield the following benefits: Improved access to shared knowledge throughout the organization Faster innovation through an improved discovery of key experts available for project opportunities Higher amount of cross-functional engagement between departments A more collaborative relationship with employees through better knowledge engagement and skills development Less reliance on outside consultants and traditional expert networks Improved brand reputation by engaging experts in thought leadership activities Increased media coverage and speaking engagements Improved business development opportunities by engaging experts earlier in the sales process Improved connection with the local community Additional ways to foster Diversity, Equity, and Inclusion throughout the organization What is an expert network? An expert network is a service that matches clients with experts who are willing to share their knowledge and advice via short conversations. These are usually in the form one hour long expert interviews conducted with the client. Expert networks such as GLG, AlphaSights, Guidepoint Global, Third Bridge, and Coleman Research help match the client's interest to specific experts in their private database of experts on call. They also look after logistics such as scheduling the expert interviews and have detailed processes for qualifying experts to ensure compliance with the exchange of information. And they handle time tracking and billing of interviews which are typically charged based on an hourly rate. They also handle the payment of fees to the experts following the interview. Building your own knowledge platform There is a growing trend towards organizing their expertise given the profound challenges organizations are facing. And these challenges didn’t just start when the pandemic hit. In a recent Deloitte survey, 63% of executives reported that work in their organizations is currently being performed in teams or projects outside of people’s core job descriptions, 81% say work is increasingly performed across functional boundaries, and 36% say work is increasingly being performed by workers outside of the organization who don’t have defined jobs in the organization at all. Yet fewer than half (42%) of respondents say their organization’s job descriptions do an “excellent job” of specifying the work that needs to be done in their positions. As work becomes far more fluid, packaging skills into rigid job descriptions leads to a lot of untapped human capital in organizations. It’s an issue that hasn’t gone unnoticed by leadership. Research shows that only 18% of executives strongly agree that their workforce is using their skills and capabilities to their fullest potential. 85% of HR and business executives say organizations should create more agile ways of organizing work to improve speed and swiftly adapt to market changes. These issues underscore the need to better organize and develop internal talent by implementing a "knowledge management platform" or "employee skills marketplace." This is for a variety of reasons. With vast amounts of acquired knowledge pooled across various departments and teams, it can be difficult for other employees to access this knowledge when it is outside their area of expertise - as the old saying goes, “people don't know what they don't know.” Organizing your expertise for external audiences also can provide huge benefits for building reputation, relationships, and revenues. How to position your experts as industry thought leaders More and more organizations are looking at employees who can advance their innovation efforts internally, often as part of a cross-functional team or special project. And there are also important revenue-generating activities, such as sharing research and perspectives through content generation (blogging, webinars, podcasting) or speaking (at internal events, industry conferences, or as an expert source for media interviews). Determining how to best identify and put experts to work isn't a simple process. That's because to do this right requires a more disciplined approach to assessing and developing the talent across your organization. One that goes beyond linear career paths and traditional job titles we assign to employees. It also requires a more progressive approach to diversity and experience. One that is not simply correlated to seniority or authority in an organization. Given the current state of the talent market, most organizations are also recognizing the importance of managing their talent, listening more to employees, and helping them achieve their goals - both professional and personal. And that extends to how best to tap into their skills that can benefit the organization both internally and externally. That's why we developed a talent framework that helps identify opportunities where subject-matter experts can best contribute as well as potential options for professional development. To make this process more intuitive, we have developed a model that outlines 4 "expert personas" that detail the various characteristics related to experts in an organization along with a potential development path. Level 1: Experts in the "Practitioner" persona group can offer their organizations a wide range of skills. Our research and in-field experience with companies focused on innovation reveals that organizations can realize significant gains by tapping into this broad pool of talent. To better engage practitioners, we have helped universities better engage their Ph.D. candidates who are approaching graduation to conduct research and writing content that promotes their work and institutional brand to prospective students or donors. This also extends to corporate innovation. A recent example of this was our collaboration with a Fortune 500 company in the CPG sector, where we completed the build of an internal expert network. One of the key challenges this organization faced was the inability to quickly engage with “practitioners” - subject-matter experts across the organization who could help with specific R&D and innovation projects. While this organization had legacy HR and intranet communication platforms, they had experienced a number of challenges engaging their researchers. To make things worse the pandemic forced many to work from home, creating the need for more opportunities to engage online. They needed the ability to conduct simple searches to find other researchers relevant to their work who could help them with projects. Our research/writing team started the process by taking an inventory of experts and then developed profiles for each researcher in collaboration with the company’s research/innovation team using the ExperFile SaaS software platform. With the unique data structure used to categorize this broader set of biographical information, we then enabled advanced search capabilities to build a private, SOC2 (security) compliant expert network which was easily integrated into their existing talent platforms. With thousands of researchers across the globe, they now have the ability to quickly search for experts on areas such as skills, topics, work experience, research publications, company/industry experience and IP/patents. It’s important to note that activating all this hidden expertise not only lays the groundwork for faster innovation. It also can reduce the fees associated with outside expert networks and consultants, maintains tighter internal control of proprietary research information and forges stronger collaborations between experts across the globe. Level 2: The "Ambassador" category represents experts with a more developed set of skills and a reputation both inside their organization and within their community of practice. Working with them to generate more exposure through internal speaking engagements and within their local community is a great way to create market visibility. For example, we have worked with a number of professional services firms to make experts at this level more visible in their local markets. Building reputation and generating new client opportunities with thought leadership activities such as blogging, webinars and speaking at local business events or on podcasts is a proven way to tap into this talent. These activities have allowed organizations we have worked with to bring in new clients and increase revenues across various practice areas. Ambassadors are also perfect for involvement in on-campus recruitment events where competition for talent is high. Particularly in fields such as engineering, law and accounting. One way to make these experts more approachable to a wider audience is by creating a speaker’s bureau. Remember that not all your experts will be comfortable speaking to the media, however, they can still meaningfully contribute as a keynote speaker or panelist at an event. Organizing your experts on key topics enables local event and conference organizers to find you more easily in Google search results and on your website. In addition to getting your experts on the podium, it’s a proven way to get your expert's guest appearances on webinars and podcasts. Given the growing importance of these channels, we recently formed partnerships with the leading marketplaces for webinars and podcasts - BrightTalk and Podchaser to help our clients promote their experts for speaking opportunities. Level 3: Experts in the "Authority" category have developed a strong reputation as an expert in their field, often speaking at academic or industry conferences. At this level, they have also developed a degree of proficiency in speaking as an expert source with the local or national media. They can be found speaking as a guest on podcasts to share their knowledge and are often active on social media. In higher education, these people are critical to helping media relations and other departments generate media coverage that is essential to building a reputation. We have worked with many organizations that effectively engage their Authorities by staying connected to their research and publications and collaboratively creating regular content with them to reach a broader audience. You will find regular opportunities to boost coverage with local and national media by utilizing this group of experts. We work with media teams to conduct Google Search (SEO) analysis to identify what topics their target audiences are searching for. This allows them to more strategically focus on key experts to promote. They are also focused on delivering more engaging content formats such as video interviews and Q&A to boost Google PageRank and audience engagement across their website. And they are working collaboratively with their faculty to post media advisories and a regular stream of content that contributes to higher rates of discovery by journalists looking for expert sources. Level 4: Experts in the "Evangelist" category are those go-to experts that you often see in the media as key spokespeople representing a certain topic. They are seen as notable authorities with deep domain expertise within their community of practice which has often been earned through heavy research and publications. Chances are they have also authored books that provide a path to speaking engagements at conferences and media interviews. These are also the people who have developed a regular audience through blogging or by hosting a podcast and have a well-established social media following. Ultimately, what separates this group from the others is the significantly broader market profile they have earned as a thought leader. These individuals have an intuitive sense of how to communicate complex topics in a relatable way that both educates and engages. That makes them particularly valuable to the organizations whose brands they represent. Given the degree of qualifications required to operate at this level, it’s to be expected that you will find far fewer “evangelist” category experts in any organization. Many are naturally found within the ranks of the executive team. These are the people who are comfortable in interviews, and most have extensive public speaking experience appearing on a large stage and on radio and television. At this level, organizations need to be far more strategic about how they utilize this talent pool to build a reputation and reach a wider audience. We have seen first-hand how strategic thought leadership programs can build a platform for these experts that can pay huge dividends. One healthcare system we have worked with recently forged a relationship with ABC News to feature one of their medical experts (a medical doctor) on a weekly segment related to important Covid-related health topics. Given the frequent appearances this expert has made on television, this was an earned media home run and a great way for this healthcare system to build visibility and trust within the community by providing accurate medical information. Their commitment to making their medical experts more discoverable and approachable online has also helped them promote their strengths in areas such as cardiology, neonatal, cancer, and genetic research. And the results are impressive. Over the past year, they have doubled their national media coverage and are currently outperforming much larger healthcare systems in their area. How to organize your experts Personas by their very nature are designed to provide a more standardized approach for planning using "clusters" of talent that are grouped against common characteristics. However, we're very aware that they cannot possibly capture all the nuances you will find within your organization when it comes to talent. But our experience helping leading organizations in knowledge-based industries to better manage thousands of experts shows that having a more methodical approach pays off. It optimizes the internal/external contributions and the development paths of experts to create win-win opportunities. but it also helps forge a stronger connection with employees who feel their organization is taking the development of their professional skills more seriously and more actively creating avenues for them to engage and contribute. With an understanding of these personas, we can then focus on another important consideration - where can we best engage our experts to more effectively tap into their skills inside and outside the organization? To help answer that question, we developed a "Talent Assessment Grid" (TAG) that helps you identify key areas where each of these personas can contribute. As a planning tool, it's meant to provide a more organized approach that helps you assess your bench strength and create a more tangible system for measuring progress over time in areas such as skills development or contributions to cross-functional innovation projects or outside industry consulting. Playing to the individual strengths these experts have while moving them out of their comfort zone to develop additional skills also yields additional marketing benefits. Contributing content; speaking at conferences or community events or to the media are proven ways to build market visibility, establish trust and generate revenues - and experts play a vital role in this process. A thriving network where knowledge is easily discoverable inside an organization and strategically shared outside in the community and beyond can make a huge difference in boosting innovation and culture. When properly promoted, these experts will also help you grow your reputation, relationships, and revenues. Although this process requires commitment, it positions you to be more agile and outperform your competition by ensuring you are optimizing every employee’s true potential and making them more discoverable both inside and outside the organization. How are you putting your expert talent to work? Do you have a process you use today for identifying and engaging your experts? We would like to hear from you. For more insights on how you can organize your experts online to support your internal knowledge management or promote them to a wider audience, visit us at https://expertfile.com/resources to learn more.
Georgia Southern student recognized for registering 300 bone marrow donors
Brianne Dollar (pictured center-right) receives the Steve Bochco Award at the Gift of Life gala in Los Angeles. She received the honor thanks to her being responsible for more than 30 fundraising drives and registering over 300 bone marrow donors. A Georgia Southern University student is saving lives, and is now receiving national recognition for her work. In May 2022, Dollar attended a gala in Los Angeles for Gift of Life, an organization supporting bone marrow transplants. Dollar has been an ambassador for the organization for years and is responsible for organizing events in the group’s name. While there, she was surprised with the Steve Bochco Award, named after the late television writer and producer, who had leukemia. The accomplishment is the culmination of hard work and passion for the cause. For Dollar, the journey was far from an easy one. Brianne Dollar's story is attached below - it's a great story and a must read: If you're a reporter looking to know more about Brianne or if you're looking to speak with her directly - then let us help. Simply reach out to Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
An Opening Day Predicament—Will Baseball Fans Side with Billionaire Owners or Millionaire Players?
A percolating labor showdown between well-heeled Major League Baseball team owners and well-paid baseball players threatens spring training and Opening Day. For the time being, it is an amicable negotiation to carve a new Collective Bargaining Agreement in time for the 2022 season, but it could turn sour, as these things tend to do. As usual, the fans are in that empty, helpless space between billionaire owners and millionaire players. “There’s still a little bit of time here before panic and pressure set in,” said Mike Lewis, Goizueta professor of marketing and a national expert on fandom who also serves as the faculty director of the Emory Marketing Analytics Center (EmoryMAC). “If we get to Opening Day and there is no baseball that is going to be a major shock to the system, and it is going to have major ramifications.” Lewis explains, “Fandom is built by the epic moment, the walk-off home run and the spectacular catch, but fandom is also hurt by the epic failure, such as canceling Opening Day. You might not see it in the data for this season, but it is going to be a hit on the fans’ long-term appreciation for their team.” So, whose side should fandom be on? The billionaire owners or the many millionaire players? The Baseball Collective Bargaining Agreement, Explained Lewis spells out the current baseball dilemma. Players want to reduce the time they have to wait to enter full free agency, which is currently six seasons. The players also want teams to be able to spend at least $245 million a season, per team, on salaries before MLB hits the clubs with a luxury tax, which is a way to keep rich teams from buying all the talent. The luxury tax ceiling is currently $210 million. Players are not happy with the luxury tax because it resembles a “soft” salary cap, or a limit on their pay. “A lot of what the players are looking for is the freedom for the owners to spend,” Lewis says. “And more freedom for the owners to spend is going to make the competitive balance issues in Major League Baseball worse.” Do the fans really want that the players to win this labor fight? Major League Baseball instituted a luxury tax system in 2002 with a new Collective Bargaining Agreement that charged a fee to teams whose payrolls passed a certain threshold. It was done to keep clubs like the Yankees, Red Sox, Dodgers, and Cubs with their massive local television revenues from stockpiling all the stars, Lewis explains. He goes on to say that the luxury tax penalty has slowly lost its effectiveness because revenues have grown in MLB. The rich teams shrug at the tax and the results have been awful for competitive balance in the game. Fans of less wealthy teams despair in this state of oligopoly in baseball. There have been as many 100-loss teams in the past three full seasons (2018, 2019, 2021) as there were from 2007-2017 combined (11). Good players flee the less wealthy teams, losses pile up, and fans are put off. If we move back to the wild west with the market it is going to be harder to keep the franchise superstar in town. “We know what the system’s going to look like with a more open market. It’s going to look like the New York Yankees dominating, as they did in the late 90s and early 2000s. It’s going to look like Alabama in college football.” If the players have their way in this latest bargaining, they will be “stuck” for just three or four years with the team that drafts them, not six, before they hit free agency. Morgan Ward, Goizueta assistant professor of marketing with a research focus on consumer behavior, said the labor tussle between wealthy owners and wealthy players is a “rich people problem” that threatens the “folklore” of the game. “I think it could have a really alienating effect overall on the general public just because it changes the focus of the game, it takes something very communal and familial and makes it very transactional,” Ward says. “It can be very distancing for the fans and, if anything, illustrates the schism between the fans and these players. These are not your friends or neighbors. They are in a very different place in life.” So, Will Fans Side with the Owners? It’s more complicated than that. “The fans have an emotional attachment with the players and no real emotional attachment with the owners,” Ward says. What the Major League Baseball Players Association, or the union, better not count on, Ward notes, is the fandom rallying to the players just because we have seen a national shift toward worker’s rights that arrived with the COVID-19 pandemic. One of those shifts was college athletes, at last, being able to make money off their name, image, and likeness. Labor has been humanized on a certain level, but even though the baseball players are “labor” and in a “union,” Ward says there is no comparison between the fight for college athletes against the majordomo NCAA, the governing body of college athletics, and baseball players against baseball owners. “The public is sympathetic with people in low-wage, high-service industries that finally have the ability to negotiate,” Ward says. “But it’s hard for me to see the same victimization of baseball players that happened with college athletes.” The last time there was a prolonged labor dispute between the owners and players, which was in 1994, it was disastrous for baseball. The players went on strike in August that season, which canceled the World Series. Average attendance per game that season was a then-record of 31,256. It took 10 years for baseball to average more than 30,000 fans to a game because fans became disgusted with the owners and players. “How much should we expect fans to endure this time?” Lewis asks. “They just came off Covid when there were restrictions on attendance and a shortened season,” Lewis said. “This stuff adds up. The fan is going to say, ‘Why am I loyal to these guys?’” If you're a reporter looking to know more - then let us help. Professor Mike Lewis is an Associate Professor of Marketing at Emory University’s Goizueta Business School and is an expert in sports analytics and marketing. Morgan Ward is an Assistant Professor of Marketing at Emory University’s Goizueta Business School and is an expert in consumer behavior. Both experts are available to speak with media - simply click on an icon to arrange a discussion today.
Most in-demand jobs in British Columbia (B.C.) for newcomers
British Columbia is Canada’s third most populous province after Ontario and Quebec, with a large portion of its residents living in the Lower Mainland, which includes the coastal city of Vancouver and surrounding municipalities. The province attracts newcomers from all over the world with its cultural diversity, career opportunities, and enjoyable temperate climate. The government of British Columbia periodically invites newcomers with the skills and experience to meet the province’s growing labour requirements to work and settle in B.C. as Permanent Residents (PR) through the British Columbia Provincial Nominee Program (BC PNP). This article provides information on British Columbia’s job market, including key industries and in-demand occupations for newcomers in B.C., along with NOC codes and median wage estimates, so you can arrive prepared to kick-start your career in Canada. What are the top industries in British Columbia? Services industry: The services sector is the largest contributor to the province’s GDP and the biggest employer in British Columbia. Some key service industries include real estate, construction, banking and financial services, health care, entertainment, retail, education, and professional, scientific, and technical services. Manufacturing industry: Top manufacturing industries include aerospace, clean technology, life sciences, information and communication technology, and paper. Mining and natural gas industry: B.C. has more than 700 mining and mineral companies, and employs over 25,000 people in mining and natural gas extraction and processing. The province is rich in precious metals and non-metallic minerals. Agriculture, aquaculture, and food processing industry: A wide range of agricultural and seafood products support a varied food processing industry in the province. Forestry: B.C. is one of the world’s largest exporters of wood products and the industry employs over 55,000 people. Which cities have the most job opportunities in BC? Lower Mainland, including Vancouver, Surrey, Burnaby, and Richmond: The most populous area in all of B.C., the Lower Mainland region offers ample job opportunities in services, trade, technology, film and television, tourism, natural resources, and construction. Victoria: The capital city of Victoria has large industries centred around advanced technology, tourism, education, health, retail, construction, and agriculture. Abbotsford: Abbotsford is known for its large agribusiness industry. It also offers employment opportunities in technology and aerospace industries. Kelowna: Kelowna has a diverse economy with opportunities in agriculture, health care, manufacturing, tourism, and service industries. What jobs are in demand in British Columbia? Construction and engineering jobs in B.C. Construction managers (NOC 0711): To get a job as a construction manager, you may require a management degree and can expect to earn a median income of $41 CAD per hour. Civil, electrical, electronic, and mechanical engineers (NOC 2131, 2133, 2132): These in-demand jobs in B.C. pay between $36 CAD and $43 CAD per hour. However, you’ll need an engineering degree and a provincial licence to work as an engineer. Technology jobs in B.C. Information systems analysts and consultants (NOC 2171): IT analysts and consultants earn a median income of $36 CAD per hour. Computer programmers and interactive media developers (NOC 2174): As a programmer or developer, you can expect to make around $43 CAD per hour. Computer network technicians (NOC 2281): Technicians make a median income of $28.85 CAD per hour in B.C. Software engineers and designers (NOC 2173): Software engineering jobs in B.C. are highly paid, with a median hourly pay of $52 CAD. You’ll need an engineering degree to qualify. Business and administration jobs in B.C. Administrative officers and assistants (NOC 1221 and 1241): These roles typically pay between $23 CAD and $26 CAD per hour. Financial auditors and accountants (NOC 1111): For finance and accounting roles, you’ll need a graduate degree or diploma in relevant courses. Auditors earn an average salary of $28 CAD per hour in B.C. Accounting technicians and bookkeepers (NOC 1311): Bookkeepers are paid a median hourly wage of $24 CAD. Health care jobs in B.C. Specialist physicians, general practitioners and family physicians (NOC 3111, 3112): Most of the in-demand occupations in health care require a provincial licence. To practise as a physician in B.C., newcomers also need to take a qualifying examination. Physicians, depending on their specialization, make a median annual income between $164,237 CAD and $256,202 CAD in British Columbia. Registered nurses and psychiatric nurses (NOC 3012): Registered nurses earn a median income of $41 CAD per hour and require a provincial nursing licence. Licensed practical nurses (NOC 3233): This in-demand occupation pays a median wage of $29 CAD per hour. Medical sonographers (NOC 3216): Sonographers make between $35 CAD and $39 CAD per hour in B.C. Nurse aides, orderlies, and patient service associates (NOC 3413): Nurse aides and orderlies earn between $18 CAD and $25 CAD per hour, depending on their experience and seniority. Education and social services jobs in B.C. Social and community service workers (NOC 4212): These jobs pay around $21 CAD per hour in B.C. Educators for universities, colleges, vocational institutes, and early childhood education (NOC 4011, 4021, and 4214): University and college professors and lecturers require a provincial teaching credential to work in BC. The median hourly pay for these occupations is $43 CAD. Early childhood educators earn a median income of $19 CAD per hour. Sales and services jobs in B.C. Retail and wholesale trade managers (NOC 0621): Managers in trade earn a median hourly wage of $30 CAD in BC. Restaurant and food service managers (NOC 0631): The median hourly wage for these positions is $26 CAD. Corporate sales managers (NOC 0601): Managerial jobs in sales make an average of $31.25 CAD per hour. What is the minimum wage in British Columbia? As of June 1, 2021, the minimum wage in British Columbia is $15.20 CAD per hour. What is the unemployment rate in B.C.? In November 2021, the unemployment rate in British Columbia was 5.4 per cent. How do I move to British Columbia? In addition to the federal Express Entry program, the province also invites skilled immigrants to come to B.C. as permanent residents through the British Columbia Provincial Nominee Program (BC PNP). To work in B.C. temporarily, you’ll require a work permit. You’ll also have a better chance of finding a job if your skills match the province’s in-demand occupations. British Columbia is also home to some of the best universities in Canada, which welcome thousands of students each year. After graduating from your study program, you may be eligible for a Post-Graduation Work Permit and can gain valuable work experience that will make it easier for you to settle permanently in Canada. About Arrive Arrive is powered by RBC Ventures Inc, a subsidiary of Royal Bank of Canada. In collaboration with RBC, Arrive is dedicated to helping newcomers achieve their life, career, and financial goals in Canada. An important part of establishing your financial life in Canada is finding the right partner to invest in your financial success. RBC is the largest bank in Canada* and here to be your partner in all of your financial needs. RBC supports Arrive, and with a 150-year commitment to newcomer success in Canada, RBC goes the extra mile in support and funding to ensure that the Arrive newcomer platform is FREE to all. Working with RBC, Arrive can help you get your financial life in Canada started – right now. * Based on market capitalization
Declining viewership for live events, including the Super Bowl, presents concerns for advertisers
This year’s NFL Championship, best known as the Super Bowl, will again be one of the most watched events. But public interest in live events appears to be declining, even for the “Big Game,” say two marketing professors at the Indiana University Kelley School of Business. “Live sports events are the last stand for live TV, with the Super Bowl being the biggest spectacle to unite the American audience. Live events like this are languishing. Need proof? Look at record low ratings for award shows,” said Ann Bastianelli, teaching professor of marketing at Kelley, who added that the Super Bowl remains “a rare opportunity to gauge the U.S. cultural consciousness.” “The early reports and teasers suggest that Super Bowl viewers are in for a smorgasbord of memorable and even humorous commercials, providing some much-needed laughs during the ongoing pandemic. Even so, the Super Bowl isn’t enjoying the same viewership it once had which should prompt changes in marketing decisions,” added Demetra Andrews, clinical associate professor of marketing. With a television audience of more than 90 million last year, the Super Bowl continues to provide the biggest platform for advertisers. But, according to Andrews, television viewership of the Super Bowl has declined fairly steadily for years and the increase in livestreaming of the game does not account for the decline. Of note, she said, is a persistent decline in watchers aged 18-49 since 2008, a key component of the Super Bowl audience. According to Morning Consult, 40% of Generation Z-aged American aren’t sports fans, compared to only 24% of Millennials opting out of sports. Gen Z may be more likely to watch and share ads online than during the sporting event. “Despite this, the price for advertising during the Super Bowl has remained high for a 30-second ad. This is likely to prompt marketing organizations to reexamine the value of the Super Bowl as a promotional platform,” Andrews said. The cost of a 30-second commercial in the 2022 game is $6.5 million, up significantly from the $5.5 million price tag of just a year ago. “Clearly, the network is not bashful about asking that, even with the misgivings that advertisers have had in the past few years,” Bastianelli said. Super Bowl parties traditionally have been a big part of the game day experience and something most attractive to advertisers. But with larger gatherings discouraged and even restricted last year, this aspect was greatly diminished for the 55th Super Bowl. More people may gather to watch the game, while others will be hesitant to do so. “Without Super Bowl parties, brands might not get the same return on investment, because people couldn’t discuss ads in real-time with others, so brands shifted to digital/online advertising to avoid the $5.5 million price tag,” Bastianelli said. They also do this “because spending money online builds reach and frequency and gives brands valuable data to maximize customer engagement much more cost-efficiently. “The downside is that, while culture spreads at the speed of social, it’s much harder to stand out with sustained hype,” she added. Reevaluation of the Super Bowl as a promotional platform should include a determination of whether an organizations’ target customer groups are likely to watch or attend a Super Bowl event, Andrews said. Both professors are available for interviews. Contact George Vlahakis at vlahakis@iu.edu for assistance.
Ask an Expert: Should Gaming Companies Release Their Latest, Greatest Platform Updates Early?
Late last year, Emory Business published an excellent article featuring research by Emory’s Ramnath K. Chellappa. An excerpt is included below and an attachment to the full article is attached as well. In June 2016, Xbox executive Phil Spencer told technology blog The Verge that it might be “crazy to announce something this early” as he unveiled the release of Xbox One X. It was a full year before the gaming console was set to hit the market. But Spencer, executive vice president of gaming at Microsoft, did so to arm customers with “as much information as possible.” He also wanted to communicate to developers what tools they’d have at their disposal. However, new research by Ramnath K. Chellappa, professor of Information Systems & Operations Management; associate dean and academic director for the MS in Business Analytics at Goizueta Business School, and Rajiv Mukherjee, assistant professor of information and operations management, Texas A&M University Mays Business School, shows that these types of preannouncements, no matter how informative, may not always be in a company’s best interests. According to Chellappa and Mukherjee, the value of preannouncing the latest and greatest features of a gaming console isn’t nearly as straightforward as the value gained by alerting customers to a new version of a Ford F150. While it may sound counterintuitive, as Chellappa and Mukherjee explain in their recent paper, “Platform Preannouncement Strategies: The Strategic Role of Information in Two-Sided Markets Competition,” sometimes the best way to announce new features in a platform-based world is by saying nothing at all. “We’re dealing with an ecosystem when we buy platforms,” Chellappa explains. “There’s a big difference between how products provide utility to an end-user versus how platforms provide utility to two sides of a market, one of which might be end-users.” When a company unveils a new version of a bicycle or television, there isn’t an ecosystem associated with those products. “But when you buy a gaming console, the value of you owning that console goes up as more of your friends play the same console,” Chellappa says. In their paper, the authors refer to this type of value as “same-side network effects.” In the platform world, Chellappa adds, there are also “cross-side network effects” in play—that the value of the gaming console goes up as more games are developed for that console. While many studies in marketing have focused on product preannouncements, the pair’s paper, published in Management Science earlier this year, is the first to study the use of preannouncements as a strategic lever for platforms rather than products. To conduct their research, the authors used game theoretic analysis to study three specific preannouncement strategies: formal (advertising, participating in tradeshows, developer training programs); informal (releasing information on a user or developer forum); and no announcement at all. The authors use Microsoft’s Xbox and Sony’s PlayStation gaming consoles as the primary setup in their paper (although their findings are generalizable to similar platforms). What Chellappa and Mukherjee found was that there were scenarios where it made sense to preannounce, but other scenarios where companies would be better off making either a lackluster preannouncement or none at all. “You would think that if I’m going to put out a new platform that has a lot of new features, I should inform the market about all those things,” explains Chellappa. “But what we find is that sometimes the competitive effects can force you not to announce much about the products you’re releasing because it might create a kind of a price competition.” For instance, a headline in an August 2020 blog in tomsguide.com comparing Xbox One X to Sony’s PlayStation 4 Pro, stated: “The Xbox One has more power than the PlayStation 4 Pro, but Sony fights back with an incredible game lineup and a lower price.” The article also includes insight including: Agents and Developers Create Business Model for Two-Sided Markets and Strategic Preannouncements Push Prices and Licensing Fees Higher The article is attached here – it’s well worth reading the entire piece. Gaming is a billion-dollar business – and if you are looking to know more about this subject – then let our experts help. Dr. Ramnath K. Chellappa is Associate Dean and Academic Director of the Master of Science in Business Analytics program. He is also the Goizueta Foundation Term Professor of Information Systems & Operations Management at the Goizueta Business School, Emory University. Ramnath is available to speak with media regarding this topic – simply click on his icon now to arrange an interview today.
‘The Murder Book: Understanding Homicide Today’
Augusta professor’s latest book is out now The grisly details of murder and true crime fascinate Americans. Whether it’s the current news about the horrific homicide of 22-year-old Gabby Petito, who disappeared while traveling in Wyoming with her boyfriend, Brian Laundrie, or the unsolved killing of child beauty queen JonBenét Ramsey in her home in Boulder, Colorado, almost 25 years ago, people are intrigued by murder. People’s obsession with true crime has also taken the entertainment industry by storm, leading to numerous popular documentaries, movies about murders, television series on cold case investigations and podcasts dedicated to homicide. The genre is so prolific that Hulu’s latest hit — Only Murders In the Building, starring Steve Martin, Martin Short, and Selena Gomez — centers on Upper West Side neighbors and true crime podcast fans who sleuth out a murder podcast on their own. “Murder captures our attention,” said Dr. Kim Davies, dean of Pamplin College of Arts, Humanities, and Social Sciences, who is also a sociologically trained criminologist with an academic focus on homicide and violence. “For a lot of people, I think it’s the idea of solving a mystery. And many people who find murder so fascinating, haven’t ever seen an autopsy and they haven’t seen a death. “When I taught my Sociology of Murder class here at Augusta University, I used to take students to autopsies and it’s gruesome. It’s not like what you see on television or in the movies.” Just last month, Oxford University Press published Davies’ new book, The Murder Book: Understanding Homicide Today. Back in 2007, Prentice Hall published The Murder Book: Examining Homicide by Davies, which was the only comprehensive textbook to focus on homicide. Her new textbook explores additional topics such as the increase in mass murders, the change in Stand Your Ground laws across the country and police shootings as it relates to the Black Lives Matter movement. “Probably the biggest difference in the two books is the chapter on mass murder,” Davies said. “Unfortunately, there have been a number of huge mass murders since the last book such as Sandy Hook, Virginia Tech and the Las Vegas shooting that killed 58 people. In fact, our society and our news media has focused on mass murders much more. “When I wrote the last book, students were fascinated by serial murder, and a lot of students still are, but now it seems like we are more focused on mass murder.” The full release about Davies’ book release is attached, and well worth the read. If you’re a journalist covering true crime or any other aspect of this fascinating topic – then let us help with your stories. Dr. Kim Davies is a sociologically trained criminologist with academic focus is on homicide and violence. Kim is available to speak with media about this subject – simply click on her icon now to arrange an interview today.
Baylor Expert: 9/11 Reshaped Every Aspect of American Life – Not Necessarily for the Better
English professor, culture expert says terror attacks damaged America, but it’s not too late to recover sense of purpose and generosity The Sept. 11, 2001, terrorist attacks on the World Trade Center and the Pentagon continue – 20 years later – to have profound effects on everything from America’s political, religious and cultural polarization to American entertainment choices, said Baylor University faith and culture expert Greg Garrett, Ph.D., professor of English. “It shouldn’t surprise anyone that an event that shook our sense of security and our identity would be reflected in every aspect of American life,” Garrett said. “But what does surprise and alarm me is the degree to which 9/11 continues to shape our attitudes about race, religion, immigration and the Other, whether that Other is in Afghanistan or just across town. The United States initiated a perpetual war against terror in response to the 9/11 attacks, and the fear that took root in the American psyche has proven difficult to shake.” Garrett, author of more than two dozen books, is internationally recognized as an expert on faith, culture, race and story, and he argues that the reaction to 9/11 can be measured just as much through literature and culture as through accounts of executive orders and covert military operations. Country music, procedurals and reality TV after 9/11 “Initially, Americans supported the War on Terror across political, religious and cultural lines,” Garrett said. “Country musicians like Toby Keith leaned into militant songs about American greatness and righteous revenge. The top-selling act the Chicks (then the Dixie Chicks) was drummed out of country music for their public stand against going to war. The TV show 24 reflected the growing darkness of America’s extra-legal approach to that war—the willingness to use torture, rendition and the opening of a dark site in Guantanamo Bay to house suspected terrorists—and it actually shaped opinion and policy as it grew in popularity and influence.” Two other types of television shows became extremely popular as a result of 9/11, Garrett said. Procedurals (shows such as CSI, Law and Order and House, M.D.) gained a new popularity because they offered viewers something the ongoing War on Terror never could or will: closure. “A serious problem was introduced in every episode, grappled with and solved by the end of an hour,” he said. Another type of show that leapt in popularity in the months and years following the attacks – reality shows – offered “train-wreck escapism,” Garrett said. “The contestants on Survivor and The Bachelor, and the wayward souls on Jersey Shore and Keeping Up with the Kardashians, presented exaggerated versions of our present moment that allowed viewers to forget about the dark actuality of the times,” he said. Springsteen, Harry Potter and critiquing ‘moral failures of the War on Terror’ Not all popular culture offered reinforcement or escapism, Garrett said, adding that some of the most powerful pop culture from 2001 onward critiqued the “moral failures of the War on Terror and critiqued the American people for so readily accepting them.” “Punk rock, always a prime medium for protest, was one of the earliest forms of dissent,” Garrett said. Green Day’s 2004 album American Idiot reached the top of the charts in the United States and 18 other countries, ultimately selling 16 million albums. But mainstream acts like Bruce Springsteen also asked complicating questions about the attacks and their aftermath. “After primarily offering empathy and comfort in The Rising (2002), Springsteen realized that America had betrayed many of its most important ideals, as revealed by songs like ‘Your Own Worst Enemy’ on the No. 1 2007 album Magic,” Garrett said. “Later novels in J. K. Rowling’s Harry Potter series, the most popular fictional narrative of all time, introduce questions of torture and terror, and powerful TV dramas like Battlestar Galactica and the British import Doctor Who also criticize the choices made by the American government and its allies.” Zombies and the Apocalypse Perhaps the most significant byproduct of 9/11 in our culture is the resurgence in apocalyptic stories such as 28 Days Later, Sean of the Dead, The Walking Dead, Game of Thrones, World War Z and The Road, Garrett said. Stories about the Zombie Apocalypse – whether in games, books, comics, TV or movies – asked serious questions about what it means to be human, and about what moral compromises a person might be willing to take to stay alive, Garrett explained. They also reflected the new 24/7 sense of encroaching menace that “seeped into our culture and lit up our phones at all hours of the day and night.” “You could fight all day every day against this menace, these creatures who look like humans but seek your destruction. And then the next morning, you still have to rise and confront it again,” Garrett said. ‘Not too late’ “People 20 years ago said that 9/11 changed everything, and so it did.” Garrett said. “But 20 years later it is not too late to recognize that the fears those attacks brought to the surface don’t have to be the way we continue to live. In my faith tradition, Jesus constantly admonishes his followers not to be so afraid. We make bad and selfish decisions out of fear. We abridge hospitality, compassion and liberty when we believe we are endangered. That’s not the America I grew up in, and it’s not the America in which I hope to die. That America, the light of the world, the city on a hill, Lady Liberty lifting her torch to welcome all, is the America that our founders dreamed, and that we can dream once again.” ABOUT GREG GARRETT, PH.D Greg Garrett, Ph.D., is a professor of English at Baylor University and Theologian-in-Residence at the American Cathedral of the Holy Trinity in Paris. An award-winning professor, Garrett has written about 9/11 and its aftermath in a number of books, including One Fine Potion: The Literary Magic of Harry Potter (Baylor University Press), Living with the Living Dead: The Wisdom of the Zombie Apocalypse, and A Long, Long Way: Hollywood’s Unfinished Journey from Racism to Reconciliation (both Oxford University Press). ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 19,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 90 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT THE COLLEGE OF ARTS & SCIENCES AT BAYLOR UNIVERSITY The College of Arts & Sciences is Baylor University’s largest academic division, consisting of 25 academic departments and eight academic centers and institutes. The more than 5,000 courses taught in the College span topics from art and theatre to religion, philosophy, sociology and the natural sciences. Faculty conduct research around the world, and research on the undergraduate and graduate level is prevalent throughout all disciplines. Visit baylor.edu/artsandsciences.
UCI scholars discuss how 9/11 changed America
In recognition of the 20th anniversary of the Sept. 11, 2001, terrorist attacks in the U.S., we asked UCI scholars a single question: How did 9/11 change America? They responded according to their expertise – which ranges from collective trauma, media, air travel, foreign relations, false narratives, political divisiveness, and the war on terror. Contact Tom Vasich at 949-285-6455, tmvasich@uci.edu, to arrange interviews. Roxane Cohen Silver, Distinguished Professor of psychological science, public health and medicine E. Alison Holman, professor of nursing Topic: Media and collective trauma Quote: “The Sept. 11 terrorist attacks – which hijacked our television screens that Tuesday morning as people who sought to do us harm hijacked four airplanes – captured people’s attention throughout the days and weeks that followed. It also ushered in 24/7 media attention to what has become known as a “collective trauma,” transmitting the horrible events of that day throughout the country and, indeed, throughout the world in a matter of seconds. …The 9/11 attacks were tragic for American residents, but they also taught us that the media can broadcast distress alongside the news it’s covering.” Jan K. Brueckner, Distinguished Professor of economics Topic: Air travel Quote: “In response to the revenue shock of 9/11 and to new competition from low-cost carriers, the major airlines behaved conservatively in adding back capacity as traffic returned, so that the carriers eventually offered fewer seats to an ultimately larger number of passengers, leading to fuller flights and today’s less comfortable flying experience. Even though 9/11 is long past, the airline industry continues to operate in a climate of fear of terrorism from the air.” Erin Lockwood, assistant professor of political science Topic: U.S. foreign policy Quote: “The attacks – and the U.S. response – set in motion decades of war, anti-Arab and anti-Islamic bias and violence, and a willingness to sacrifice military and civilian lives and civil liberties for the perception of security. As we mark the withdrawal of U.S. forces from Afghanistan this month, it’s all too apparent that many of those trends continue to reverberate today.” David Kaye, clinical professor of law Topic: National security Quote: “Despite my hopes for something better that might emerge, the attacks reinforced a cult of national security that the United States transformed into the torture of terrorism suspects, drone warfare, the invasion of Iraq, Guantanamo Bay’s indefinite detentions, anti-Muslim discrimination at home and the emergence of the contemporary surveillance state. … The predominance of national security as an ideology and apologia remains among the most significant legacies of that day, a feature of American political life that continues to constrain creativity and a return to normalcy in American law and policy.” Matthew Beckmann, associate professor of political science Topic: War on terror Quote: “To understand the legacy of 9/11 is to define the legacy of George W. Bush. For after the deadliest terrorist attacks on U.S. soil in our nation’s history, American citizens and lawmakers gave President Bush broad support and broader authority to wage the “war on terror” as he saw fit. … Twenty years after the attacks, having seen those lofty aspirations dashed in Afghanistan and Iraq, disregarded in Guantanamo Bay and black site prisons, and discounted even by our staunchest allies, the biggest legacy of Sept. 11 for the United States is that the “shining city on a hill” has less luster and a shorter reach.” David Theo Goldberg, professor of comparative literature Topic: Rise of false narratives Quote: “The events of 9/11 lent themselves to make-believe. The smoke hadn’t yet cleared when conspiracies began to abound, from “weapons of mass destruction” to “the deep state.” That the Trump administration adopted this as its own playbook while insisting on “draining the swamp” required cooking the rules. … Fabrication had become the rule book of the game. Invention and inventedness, disruption and innovation fueled the movement. The “truth” was, well, oh so yesterday.”
Many of us think of ADHD (attention deficit hyperactivity disorder) as a childhood condition – which is typically when it’s diagnosed. But a growing number of people are sharing their experiences of being diagnosed with ADHD in adulthood. Social media has even played a role in this, with reports of people going to see their doctor after first learning about symptoms on TikTok. In fact, around 2.5% of adults are thought to live with ADHD – including us. Yet despite this growing awareness, many adults continue to struggle to get a diagnosis. ADHD is a genetic neurodevelopmental disorder, in which the brain grows differently, lacking action from specific chemicals involved in pleasure and reward. This means ADHD brains often search for ways to stimulate these chemicals, which is why people can experience inattentiveness, hyperactivity and impulsivity. Common traits of ADHD include: Not following through on longer tasks (or not starting them) Getting distracted by other tasks or thoughts Seeking out risk or activities that provide immediate reward Restlessness (either outwardly or internally) Interrupting other people (without wanting to) Symptoms are similar for both adults and children, although elements of them differ or change as we age. For example, inattention is the most persistent symptom in adults. ADHD can be debilitating and is associated with higher likelihood of lower quality of life, substance use issues, unemployment, accidental injuries, suicide and premature death. In addition, ADHD can cost adults around £18,000 per year because of things like medical care or paying for social support. It’s also commonly associated with a wide range of co-existing conditions in adults. For example, depression is almost three times more prevalent in adults with ADHD. And nearly half of all adults with ADHD also have bipolar spectrum disorder. Around 70% of adults with ADHD also experience emotional dysregulation, which can make it more difficult to control emotional responses. It’s also thought that almost all adults with ADHD have rejection sensitive dysphoria, a condition where perceived rejection or criticism can cause extreme emotional sensitivity or pain. On top of this, adults with ADHD may have poor working memory – such as being unable to remember a simple shopping list – and “time blindness” (the inability to perceive time). Some may also have oppositional defiant disorder, which means they often react poorly to perceived orders or rules. While none of these co-existing conditions are used to diagnose ADHD, they can make ADHD feel all the more difficult to live with. Being diagnosed Getting an ADHD diagnosis as an adult in the UK is notoriously difficult – with reports of some people waiting up to five years. Waiting for a diagnosis is common for adults with ADHD. Roman Kosolapov/ Shutterstock This is because you can only be diagnosed by a specialist psychiatrist. But even with a referral to a specialist, a person has to show clear evidence of almost all ADHD traits, having had these traits since childhood, and that they’re having a serious affect on their life – such as causing issues with work, education, or maintaining relationships. For us, our experiences of being diagnosed with ADHD aren’t all that different from what other adults have gone through. Like many people I (Alex) was only diagnosed with ADHD “by accident” after being referred to an NHS psychiatrist to get help with (what I now know to be) alcohol self-medication. Because of my ADHD, my brain demands quite extreme inputs most of the time. Ironically, I’ve published scientific papers on ADHD and – probably due to a classic ADHD lack of self-awareness – it didn’t cross my mind that I could have it. The “label” has since helped me move away from feeling broken toward an understanding of my behaviour. My main challenges remain prioritising tasks based on importance (instead of excitement) and quite extreme anti-authority behaviour (sometimes called oppositional defiance). I am also a terrible spectator, struggling to attend conference talks or sit still at the theatre – it can feel like physical pain. On the other hand, I (James) was diagnosed pretty quickly because I used a private clinic – though there was still a long wait for medication. Yet I’d known for five years before this that I probably had ADHD, but coped with it well until the pandemic. The added pressure of isolation and increased workload impacted my mental health, so I sought a diagnosis. Now diagnosed and medicated, life is getting easier to cope with – although there are still many challenges every day. I frequently get anxiety about the silliest things, like talking to a friend, but appearing on television is fine. On a daily basis I forget many simple things, such as where I left my keys, or that I am running a bath. I struggle immensely with controlling my emotions and with rejection especially. For example, when no one responded to a joke I made about my ADHD on a senior management messaging group I was tempted to quit my job. I am utterly unable to pay full attention in meetings or seminars and cannot control my impulse purchasing. While there’s a growing recognition of ADHD in adults, many people still live with it undiagnosed for any number of reasons – sometimes even because they’re unaware that what they experience is actually different from other people. Understanding the condition in adults, taking it more seriously as a disorder, raising awareness of it, and investing in services to improve diagnosis times are key. Diagnosis opens the door to treatment, which can have a marked impact on living with the disorder – such as improving self-esteem, productivity and quality of life. This article was co-written by Dr James Brown (Aston University) and Dr Alex Connor (University of Birmingham)
