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Jonathan Groves

Jonathan Groves's Public Library

  • We’re much more interested in increasing engagement than getting big. So we’ve really focused on a few markets that are really important to us, and right now we’re working on really increasing engagements, making sure the people that are on our service just love it. And that’s really what we watch. I think over time we’ll think about expanding the product, but right now it’s really just a maniacal focus on making great products and deepening the engagement with our service.
  • We’re much more interested in increasing engagement than getting big. So we’ve really focused on a few markets that are really important to us, and right now we’re working on really increasing engagements, making sure the people that are on our service just love it. And that’s really what we watch. I think over time we’ll think about expanding the product, but right now it’s really just a maniacal focus on making great products and deepening the engagement with our service.
  • We’re much more interested in increasing engagement than getting big. So we’ve really focused on a few markets that are really important to us, and right now we’re working on really increasing engagements, making sure the people that are on our service just love it. And that’s really what we watch. I think over time we’ll think about expanding the product, but right now it’s really just a maniacal focus on making great products and deepening the engagement with our service.

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  • you will have built up an in-depth knowledge of how to go about things, so this 70% will be your bread and butter campaigns. He suggested that 20% of your marketing should also be 'programmatic', which is more rules-driven and automated in response to various stimuli; so it is not planned, but it is responsive, and, typically, machine-driven and executed. Finally, 10% of your marketing should be purely responsive - this is Oreo-style Real-time marketing.

  • In the next era of The New Republic, we will aggressively adapt to the newest information technologies without sacrificing our commitment to serious journalism. We will look to tell the most important stories in politics and the arts and provide the type of rigorous analysis that The New Republic has been known for. We will ask pressing questions of our leaders, share groundbreaking new ideas, and shed new light on the state of politics and culture.

  • Gigaom has been VC-financed from the beginning. Other media startups were not. And when you take venture capital money they’re golden handcuffs, in a way. It’s a Faustian bargain. You make certain promises about your growth, and if that growth doesn’t materialize then VCs lose interest and your company fails.
  • Gigaom has been VC-financed from the beginning. Other media startups were not. And when you take venture capital money they’re golden handcuffs, in a way. It’s a Faustian bargain. You make certain promises about your growth, and if that growth doesn’t materialize then VCs lose interest and your company fails.
  • Gigaom has been VC-financed from the beginning. Other media startups were not. And when you take venture capital money they’re golden handcuffs, in a way. It’s a Faustian bargain. You make certain promises about your growth, and if that growth doesn’t materialize then VCs lose interest and your company fails.

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  • we sell the antidote to information overload — we sell a finite, finishable, very tightly curated bundle of content.
  • there’s lots of interesting stuff being tried that venture money is funding — so there’s a lot of innovation going on. And that’s kind of interesting, because we can say” “Oh, that’s quite interesting what they’re doing — why don’t we try it?” It’s bad because we have to compete with those organizations — which basically have infinite money and aren’t required to make profits — for talent. Relatively speaking, we were able to steal talent from other news organizations for the past decade because we were profitable and they weren’t. With a few exceptions obviously — Bloomberg and such. Our relative health was good. Now we face these big very deep pocketed venture-backed rivals, so that makes it a bit harder for us.
  • So we’re switching toward what we call thought leadership, which is we sell sponsorship of conferences, with white papers, with online advertising as well. But essentially it’s not straightforward display advertising. It allows advertisers to associate themselves with particular topic areas, or raise their profiles in particular areas.

  • Communications

     

    Co-Chairs

  • It might seem, and it often feels, as though stuff on the Web lasts forever, for better and frequently for worse: the embarrassing photograph, the regretted blog (more usually regrettable not in the way the slaughter of civilians is regrettable but in the way that bad hair is regrettable). No one believes any longer, if anyone ever did, that “if it’s on the Web it must be true,” but a lot of people do believe that if it’s on the Web it will stay on the Web. Chances are, though, that it actually won’t.
  • Web pages don’t have to be deliberately deleted to disappear. Sites hosted by corporations tend to die with their hosts.
  • The Web dwells in a never-ending present. It is—elementally—ethereal, ephemeral, unstable, and unreliable.

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  • I am frightened by the imbalance, the constant striving to reach the largest possible audience for everything; by the absence of a sustained study of the state of the nation.

  • Over my years in France, I never took much interest in Charlie Hebdo. Its founders said they intended their publication to be “bête et mechant,” or “stupid and vicious,” a very different concept of journalism from the one espoused by my newspaper home: “to injure no man, but to bless all mankind.”

  • “Our business is so volatile that you can’t take an historian’s view about where this will be in five years. We work in the moment in our business.”

  • I don’t want to tell you what to tweet. But I do want you to think about how your tweets can be perceived without context. I’m as guilty as anyone about using Twitter as a place for absurdity and trolling among friends, but the last couple of days have made it clear how people are willing to conflate personal tweets as official company statements. If it’s willful conflation, then there’s nothing to be done. But try to keep in mind when a tweet could be innocently misinterpreted—and then don’t tweet.

  • These variable rewards come in three forms. The reward of the tribe: people who use Twitter or Pinterest are rewarded with social validation when their tweets are retweeted or their pictures are pinned. The reward of the hunt: users quickly scroll through their feeds in search of the latest gossip or funny cat pictures. And the reward of self-fulfilment: people are driven to achieve the next level on a video game, or an empty e-mail inbox.

  • “This was purely a miscalculation about what would be the smoothest way for people to navigate the site,” he said. “To see it live is just different than to see it flat. And when it went live, with the help of the community, we realized this was an inferior way to navigate our bloggers.”

  • The Chartbeat and Omniture dashboards
  • Analyzes audience needs and procures complementary community content for all platforms, such as stories, photos, videos, news briefs and blogs. Seeks partners, services and contributors to deepen products’ reach and impact
  • Researches, reports and writes compelling journalism
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