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  1. Few commodities are as tricky to navigate as chicken wings. After all, there are only two wings available per chicken, so supply is limited. Our football-induced obsession with wings doesn’t help the supply/demand volatility. Though pricing instability is for restaurant operators to figure out, figure out they must since we consumers hanker for wings year after year after year. That’s especially true this year, with wings servings up 5% from the prior period, according to the NPD Group. As we transition into November, and into the throes of football season, chicken wings are yet again taking flight. Just take a look at Wingstop as an example. Earlier this week, the company reported a 12.3% increase in same-store sales for Q3, the highest comps in the industry thus far (and by far). David Portalatin, NPD’s vice president, food industry adviser, said Americans have consumed nearly 1 billion servings of wings this year (942.5 million servings). There are a few reasons for this growth. The wing category is changing and blurring and innovating in a way that it’s never quite done before. Namely, there are more wing concepts—Wing Zone, Wingstop and Buffalo Wild Wings among them. These players are relatively new compared to some of the legacy brands in the restaurant space, conceived in 1993, 1994 and 1982 respectively (for context, McDonald’s has been around since 1955). There are also smaller, yet growing, wing concepts, like East Coast-heavy Atomic Wings, Nashville-based The Wing Basket, emerging Epic Wings, college campus staple Wings Over and more. This doesn’t even count the pizza joints, including Domino’s, Pizza Hut and Papa John’s, that have leaned heavily into wings, and KFC, which just added wings to its permanent menu, a rarity in the QSR category. (Notably, McDonald’s Mighty Wings launch in 2013 was an abject failure). A growing category combined with innovation (both flavors and cuts) and more accessibility and you’ve got a perfect storm for increased consumption. “I’ve always believed that there are big, established behaviors in American eating patterns and one of those is that we love wings,” Portalatin said. “When companies in the marketplace do things that are new, innovative, exciting, or there are companies that are building new stores and growing, the consumer responds favorably to that.” Consumers clearly responded favorably to Wingstop this past quarter. The chain’s same-store sales growth came despite wing prices being up nearly 23% this year. To navigate the commodity headwind, Wingstop launched a national test on whole wings. “This test is key to our strategy of mitigating the volatility that we see in markets due to the price of bone-in chicken,” CEO Charlie Morrison said during the earnings call. “Overall, we were pleased with what we learned from the test and we'll use our learnings to continue to find ways that we can leverage purchasing whole birds as a way to mitigate the volatility of wing prices.” Wing Zone took a similar approach, introducing thigh wings in all of its domestic locations in early August. CEO Matt Friedman said the launch has been successful so far. “We had high expectations on guest feedback and we are seeing 70%-plus success with two key questions: ‘Would you order thigh wings again?’ and ‘Would you recommend thigh wings to someone you know?’ Each week, we are seeing more and more orders, showcasing continued success of the launch,” he said. Beyond that customer feedback, Friedman said the company is better able to control costs with the new product. “We started to explore additional chicken items that were unique and lower cost. Traditional wings continue to be in great demand and prices have been higher this year. Wing Zone locked in a fixed price on traditional wings, so that has had a great impact on reducing food cost,” he said. “Chicken thighs, consisting of dark meat, are approximately 50% less than wings. We have been able to reduce our food cost by 2.5% through innovation and increased buying power.” Friedman adds that Wing Zone’s research shows it is the only wing-themed restaurant to offer a thigh wing. “I believe this is the most innovative menu item we have launched in our 26-year history. I cannot recall a menu item being in research and development for this period of time,” he said. Portalatin does question use of the word “innovation” when it comes to these types of approaches, but admits the newness of products like thigh wings will turn on plenty of customers nonetheless. “It’s the same with boneless wings. Are they truly under the banner of innovation? Maybe it’s not the right word, but the American consumer loves to try new things especially if we’re already familiar with it,” he said. “We love wings. We always have. If you give us new flavors, forms and shapes, we’ll try it.” He adds that restaurant operators are forced to think beyond the traditional wing because of the supply chain squeeze. Still, wing innovation extends beyond cost cutting/supply chain opportunities. Chicken is certainly a versatile protein, and wing purveyors have not been shy in experimenting with new, bold flavors accordingly—something more consumers are demanding. Wing Zone currently has 17 flavors, rolling out one or two new flavors each year. The chain plans to launch its newest flavor, Nashville Hot BBQ, in March 2020 to coincide with the NCAA Basketball Tournament. KFC already has a Nashville Hot offering for its wings, alongside Buffalo and Honey BBQ. Wingstop recently launched limited-time Ancho Honey Glaze and Harissa Lemon Pepper flavors to add to its 11 original flavors. These aren’t flavors you’d find from a time machine trip back to 1993. Wings’ popularity can also be attributed to accessibility. Wingstop has generated a significant amount of investor confidence because of its digital prowess. For Q3, digital sales represented 36% of domestic systemwide sales, pushing toward the chain’s goal of “digitizing every transaction.” Most of Wingstop’s transactions (75%) are takeout orders, and the chain continues to ramp up its delivery capability, with 90% of the system expected to offer the channel by the end of the year. Meanwhile, 80% of Wing Zone’s thigh wing orders are coming from its online channel, Friedman said. Speaking of accessibility, KFC now delivers its wings and offers a subscription service for its most fervent fans. That subscription service sold out in about two hours, by the way, underscoring the demand for this product. Further, at just over 4,000 domestic units, KFC’s footprint is significantly deeper than any other wing concept (Wingstop has about 1,110), which means this permanent menu addition and the chain’s quick-service model could very well be a game changer for the wing category and its supply. “Wings have become popular across all restaurant formats, so it doesn’t surprise me that someone in QSR wants to make a play in this space,” Portalatin said. “The competition is already intense and is getting more intense. But it’s a big enough market for a lot of people to play in.” Of course, such intensity means there could be supply chain challenges down the road. Perhaps that’s why these new cuts and flavors and channels are, indeed, innovative. “When there are two wings on the bird, the demand for wings outstrips the ability of the supply chain to keep up. Restaurants are forced to innovate in a way that is outside of a straight commodity wing. We’re seeing that diversity now,” Portalatin said. “It will be important for this innovation to continue for the growth to continue.” Source
  2. Alexa, play free music." Amazon has entered into discussions to launch a free, ad-supported music service, sources familiar with the plan tell Billboard -- intensifying its competitive threat to global streaming leader Spotify. The world’s biggest e-retailer would market the free music service through its voice-activated Echo speakers, sources say, and would offer a limited catalog. It could become available as early as next week. To obtain licenses for the free music, Amazon has offered to initially pay some record labels per stream, regardless of how much advertising Amazon sells. Amazon declined to comment. The move underscores Amazon’s growing power in the music market, as a distributor that can afford to discount music as a loss-leader to support its core retail business. That’s a luxury Spotify doesn’t have, as its shareholders pressure the music-focused public company to turn a profit. Until now, Amazon has offered its limited Prime Music service as a way to drive Prime subscriptions, which cost $119 a year for perks like free delivery. It also sells Amazon Music Unlimited subscriptions separately for $9.99 a month, reducing the fee to $7.99 for Prime members and $3.99 a month for people who only listen on an Echo device. Currently, Spotify is the only major subscription-dependent music streaming service with a free tier -- a generous offering that’s been key to it hooking and funneling in new paying subscribers. (While YouTube has also long been free around the world, the ad-driven Alphabet video platform is less interested in converting its free users into paid customers.) The free service offered by Spotify, which currently counts 96 million paying subscribers and 116 million free users, is attractive because it lets listeners hear particular albums or artists on demand, though free users can’t control the order of the songs. Apple Music, by comparison, has 56 million paying subscribers without a similar free funnel. (Apple’s Beats 1 radio is free, but doesn’t include on-demand listening). Amazon hasn’t disclosed how many paying music subscribers it has, but some reports last year estimated it counts over 20 million subscribers across its offerings and expect it to gain steadily thanks to integration with its market-leading smart speakers. Source
  3. A year ago, Susan Wojcicki was on stage to defend YouTube. Her company, hammered for months for fueling falsehoods online, was reeling from another flare-up involving a conspiracy theory video about the Parkland, Florida high school shooting that suggested the victims were “crisis actors.” Susan Wojcicki, You Tube CEO, addresses the crowd at the annual Google I/O developer conference in Mountain View, Calif., on Wednesday, May 17, 2017. Wojcicki, YouTube’s chief executive officer, is a reluctant public ambassador, but she was in Austin at the South by Southwest conference to unveil a solution that she hoped would help quell conspiracy theories: a tiny text box from websites like Wikipedia that would sit below videos that questioned well-established facts like the moon landing and link viewers to the truth. Wojcicki’s media behemoth, bent on overtaking television, is estimated to rake in sales of more than $16 billion a year. But on that day, Wojcicki compared her video site to a different kind of institution. “We’re really more like a library,” she said, staking out a familiar position as a defender of free speech. “There have always been controversies, if you look back at libraries.” Since Wojcicki took the stage, prominent conspiracy theories on the platform” including one on child vaccinations; another tying Hillary Clinton to a Satanic cult” have drawn the ire of lawmakers eager to regulate technology companies. And YouTube is, a year later, even more associated with the darker parts of the web. The conundrum isn’t just that videos questioning the moon landing or the efficacy of vaccines are on YouTube. The massive “library,” generated by users with little editorial oversight, is bound to have untrue nonsense. Instead, YouTube’s problem is that it allows the nonsense to flourish. And, in some cases, through its powerful artificial intelligence system, it even provides the fuel that lets it spread. Wojcicki and her deputies know this. In recent years, scores of people inside YouTube and Google, its owner, raised concerns about the mass of false, incendiary and toxic content that the world’s largest video site surfaced and spread. One employee wanted to flag troubling videos, which fell just short of the hate speech rules, and stop recommending them to viewers. Another wanted to track these videos in a spreadsheet to chart their popularity. A third, fretful of the spread of “alt-right” video bloggers, created an internal vertical that showed just how popular they were. Each time they got the same basic response: Don’t rock the boat. The company spent years chasing one business goal above others: “Engagement,” a measure of the views, time spent and interactions with online videos. Conversations with over twenty people who work at, or recently left, YouTube reveal a corporate leadership unable or unwilling to act on these internal alarms for fear of throttling engagement. Wojcicki would “never put her fingers on the scale,” said one person who worked for her. “Her view was, ‘My job is to run the company, not deal with this.’” This person, like others who spoke to Bloomberg News, asked not to be identified because of a worry of retaliation. YouTube turned down Bloomberg News’ requests to speak to Wojcicki, other executives, management at Google and the board of Alphabet Inc., its parent company. Last week, Neal Mohan, its chief product officer, told The New York Times that the company has “made great strides” in addressing its issues with recommendation and radical content. A YouTube spokeswoman contested the notion that Wojcicki is inattentive to these issues and that the company prioritizes engagement above all else. Instead, the spokeswoman said the company has spent the last two years focused squarely on finding solutions for its content problems. Since 2017, YouTube has recommended clips based a metric called “responsibility,” which includes input from satisfaction surveys it shows after videos. YouTube declined to describe it more fully, but said it receives “millions” of survey responses each week. “Our primary focus has been tackling some of the platform’s toughest content challenges,” a spokeswoman said in an emailed statement. “We’ve taken a number of significant steps, including updating our recommendations system to prevent the spread of harmful misinformation, improving the news experience on YouTube, bringing the number of people focused on content issues across Google to 10,000, investing in machine learning to be able to more quickly find and remove violative content, and reviewing and updating our policies — we made more than 30 policy updates in 2018 alone. And this is not the end: responsibility remains our number one priority.” In response to criticism about prioritizing growth over safety, Facebook Inc. has proposed a dramatic shift in its core product. YouTube still has struggled to explain any new corporate vision to the public and investors ” and sometimes, to its own staff. Five senior personnel who left YouTube and Google in the last two years privately cited the platform’s inability to tame extreme, disturbing videos as the reason for their departure. Within Google, YouTube’s inability to fix its problems has remained a major gripe. YouTube’s inertia was illuminated again after a deadly measles outbreak drew public attention to vaccinations conspiracies on social media several weeks ago. New data from Moonshot CVE, a London-based firm that studies extremism, found that fewer than twenty YouTube channels that have spread these lies reached over 170 million viewers, many who where then recommended other videos laden with conspiracy theories. The company’s lackluster response to explicit videos aimed at kids has drawn criticism from the tech industry itself. Patrick Copeland, a former Google director who left in 2016, recently posted a damning indictment of his old company on LinkedIn. While watching YouTube, Copeland’s daughter was recommended a clip that featured both a Snow White character drawn with exaggerated sexual features and a horse engaged in a sexual act. “Most companies would fire someone for watching this video at work,” he wrote. “Unbelievable!!” Copeland, who spent a decade at Google, decided to block the YouTube.com domain. Google-owned YouTube said on February 21, 2019, it was taking action to close a loophole that enabled users to share comments and links on child pornography over the video-sharing service. The response came after a YouTube creator this week revealed what he called a “wormhole” that allowed comments and connections on child porn alongside innocuous videos. Micah Schaffer joined YouTube in 2006, nine months before it was acquired by Google and well before it had become part of the cultural firmament. He was assigned the task of writing policies for the freewheeling site. Back then, YouTube was focused on convincing people why they should watch videos from amateurs and upload their own. A few years later, when he left YouTube, the site was still unprofitable and largely known for frivolity (A clip of David, a rambling seven-year old drugged up after a trip to a dentist, was the second most-watched video that year.) But even then there were problems with malicious content. Around that time YouTube noticed an uptick in videos praising anorexia. In response, staff moderators began furiously combing the clips to place age restrictions, cut them from recommendations or pull them down entirely. They “threatened the health of our users,” Schaffer recalled. He was reminded of that episode recently, when videos sermonizing about the so-called perils of vaccinations began spreading on YouTube. That, he thought, would have been a no-brainer back in the earlier days. “We would have severely restricted them or banned them entirely,” Schaffer said. “YouTube should never have allowed dangerous conspiracy theories to become such a dominant part of the platform’s culture.” Somewhere along the last decade, he added, YouTube prioritized chasing profits over the safety of its users. “We may have been hemorrhaging money,” he said. “But at least dogs riding skateboards never killed anyone.” Beginning around 2009, Google took tighter control of YouTube. It ushered in executives, such as sales chief Robert Kyncl, formerly of Netflix, for a technical strategy and business plan to sustain its exploding growth. In 2012, YouTube concluded that the more people watched, the more ads it could run” and that recommending videos, alongside a clip or after one was finished, was the best way to keep eyes on the site. So YouTube, then run by Google veteran Salar Kamangar, set a company-wide objective to reach one billion hours of viewing a day, and rewrote its recommendation engine to maximize for that goal. When Wojcicki took over, in 2014, YouTube was a third of the way to the goal, she recalled in investor John Doerr’s 2018 book Measure What Matters. “They thought it would break the internet! But it seemed to me that such a clear and measurable ob©2019 Bloomberg L.P.jective would energize people, and I cheered them on,” Wojcicki told Doerr. “The billion hours of daily watch time gave our tech people a North Star.” By October, 2016, YouTube hit its goal. That same fall, three Google coders published a paper on the ways YouTube’s recommendation system worked with its mountain of freshly uploaded footage. They outlined how YouTube’s neural network, an AI system that mimics the human brain, could better predict what a viewer would watch next. The research notes how the AI can try to suppress “clickbait,” videos that lied about their subject and lost viewer’s attention. Yet it makes no mention of the landmines” misinformation, political extremism and repellent kid’s content” that have garnered millions and millions of views and rattled the company since. Those topics rarely came up before the 2016 U.S. election. “We were so in the weeds trying to hit our goals and drive usage of the site,” said one former senior manager. “I don’t know if we really picked up our heads.” YouTube doesn’t give an exact recipe for virality. But in the race to one billion hours, a formula emerged: Outrage equals attention. It’s one that people on the political fringes have easily exploited, said Brittan Heller, a fellow at Harvard University’s Carr Center. “They don’t know how the algorithm works,” she said. “But they do know that the more outrageous the content is, the more views.” People inside YouTube knew about this dynamic. Over the years, there were many tortured debates about what to do with troublesome videos” those that don’t violate its content policies and so remain on the site. Some software engineers have nicknamed the problem “bad virality.” Yonatan Zunger, a privacy engineer at Google, recalled a suggestion he made to YouTube staff before he left the company in 2016. He proposed a third tier: Videos that were allowed to stay on YouTube, but, because they were “close to the line” of the takedown policy, would be removed from recommendations. “Bad actors quickly get very good at understanding where the bright lines are and skating as close to those lines as possible,” Zunger said. His proposal, which went to the head of YouTube policy, was turned down. “I can say with a lot of confidence that they were deeply wrong,” he said. Rather than revamp its recommendation engine, YouTube doubled down. The neural network described in the 2016 research went into effect in YouTube recommendations starting in 2015. By the measures available, it has achieved its goal of keeping people on YouTube. “It’s an addiction engine,” said Francis Irving, a computer scientist who has written critically about YouTube’s AI system. Irving said he has raised these concerns with YouTube staff. They responded with incredulity, or an indication that they had no incentives to change how its software worked, he said. “It’s not a disastrous failed algorithm,” Irving added. “It works well for a lot of people, and it makes a lot of money.” Paul Covington, a senior Google engineer who coauthored the 2016 recommendation engine research, presented the findings at a conference the following March. He was asked how the engineers decide what outcome to aim for with their algorithms. “It’s kind of a product decision,” Covington said at the conference, referring to a separate YouTube division. “Product tells us that we want to increase this metric, and then we go and increase it. So it’s not really left up to us.” Covington did not respond to an email requesting comment. A YouTube spokeswoman said that, starting in late 2016, the company added a measure of “social responsibility” to its recommendation algorithm. Those inputs include how many times people share and click the “like” and “dislike” buttons on a video. But YouTube declined to share any more detail on the metric or its impacts. Three days after Donald Trump was elected, Wojcicki convened her entire staff for their weekly meeting. One employee fretted aloud about the site’s election-related videos that were watched the most. They were dominated by publishers like Breitbart News and Infowars, which were known for their outrage and provocation. Breitbart had a popular section called “black crime.” The episode, according to a person in attendance, prompted widespread conversation but no immediate policy edicts. A spokeswoman declined to comment on the particular case, but said that “generally extreme content does not perform well on the platform.” At that time, YouTube’s management was focused on a very different crisis. Its “creators,” the droves that upload videos to the site, were upset. Some grumped about pay, others threatened openly to defect to rival sites. Wojcicki and her lieutenants drew up a plan. YouTube called it Project Bean or, at times, “Boil The Ocean,” to indicate the enormity of the task. (Sometimes they called it BTO3 ” a third dramatic overhaul for YouTube, after initiatives to boost mobile viewing and subscriptions.) The plan was to rewrite YouTube’s entire business model, according to three former senior staffers who worked on it. It centered on a way to pay creators that isn’t based on the ads their videos hosted. Instead, YouTube would pay on engagement” how many viewers watched a video and how long they watched. A special algorithm would pool incoming cash, then divvy it out to creators, even if no ads ran on their videos. The idea was to reward video stars shorted by the system, such as those making sex education and music videos, which marquee advertisers found too risqué to endorse. Coders at YouTube labored for at least a year to make the project workable. But company managers failed to appreciate how the project could backfire: paying based on engagement risked making its “bad virality” problem worse since it could have rewarded videos that achieved popularity achieved by outrage. One person involved said that the algorithms for doling out payments were tightly guarded. If it went into effect then, this person said, it’s likely that someone like Alex Jones” the Infowars creator and conspiracy theorist with a huge following on the site, before YouTube booted him last August” would have suddenly become one of the highest paid YouTube stars. Wojcicki pitched Project Bean to Google’s leadership team in October of 2017. By then, YouTube and other social media sites faced the first wave of censure for making “filter bubbles” directing people to preexisting beliefs, then feeding them more of the same. Wojcicki’s boss, Sundar Pichai, turned down YouTube’s proposal because, in part, he felt it could make the filter bubble problem worse, according to two people familiar with the exchange. Another person familiar with the situation said the effort was shelved because of concerns that it would overly complicate the way creators were paid. YouTube declined to comment on the project. In November of 2017, YouTube finally took decisive action against channels pushing pernicious videos, cutting thousands off from receiving advertisements or from the site altogether virtually overnight. Creators dubbed it “The Purge.” The company was facing an ongoing advertiser boycott, but the real catalyst was an explosion of media coverage over disturbing videos aimed at children. The worst was “Toy Freaks,” a channel where a father posted videos with his two daughters, sometimes showing them vomiting or in extreme pain. YouTube removed Toy Freaks, and quickly distanced itself from it. But the channel hadn’t been in the shadows. With over eight million subscribers, it had been reportedly among the top 100 most watched on the site. These types of disturbing videos were an “open secret” inside the company, which justified their existence often with arguments about free speech, said one former staffer. YouTube had also wrestled with another debate around its programming for kids. Before the launch of a dedicated app for minors, YouTube Kids, several people advocated that the company only offer hand-picked videos in the service to avoid any content kerfuffles. Those arguments lost, and the app has since picked videos algorithmically. YouTube did plow money into combating its content problems. It hired thousands more people to sift through videos to find those that violated the site’s rules. But to some inside, those fixes took too long to arrive or paled next to the scale of the problem. As of 2017, YouTube’s policy for how content moderators handle conspiracy theories didn’t exist, according to a former moderator who specialized in foreign-language content. At the end of the year, fewer than twenty people were on the staff for “trust and safety,” the unit overseeing content policies, according to a former staffer. The team had to “fight tooth and nail” for more resources from the tech giant, this person said. A YouTube spokeswoman said that the division has grown “significantly” since but declined to share exact numbers. In February of 2018, the video calling the Parkland shooting victims “crisis actors” went viral on YouTube’s trending page. Policy staff suggested soon after limiting recommendations on the page to vetted news sources. YouTube management rejected the proposal, according to a person with knowledge of the event. The person didn’t know the reasoning behind the rejection, but noted that YouTube was then intent on accelerating its viewing time for videos related to news. However, YouTube did soon address its issues around news-related content. Last July, YouTube announced it would add links to Google News results inside of YouTube search, and began to feature “authoritative” sources, from established media outlets, in its news sections. YouTube also gave $25 million in grants to news organizations making videos. In the last quarter of 2018, YouTube said it removed over 8.8 million channels for violating its guidelines. Those measures are meant to help bury troubling videos on its site, and the company now points to the efforts as a sign of its attention to its content problems. Yet, in the past, YouTube actively dissuaded staff from being proactive. Lawyers verbally advised employees not assigned to handle moderation to avoid searching on their own for questionable videos, like viral lies about Chief Justice Ginsburg, according to one former executive upset by the practice. The person said the directive was never put in writing, but the message was clear: If YouTube knew these videos existed, its legal grounding grew thinner. Federal law shields YouTube, and other tech giants, from liability for the content on their sites, yet the companies risk losing the protections of this law if they take too active an editorial role. Some employees still sought out these videos anyway. One telling moment happened around early 2018, according to two people familiar with it. An employee decided to create a new YouTube “vertical,” a category that the company uses to group its mountain of video footage. This person gathered together videos under an imagined vertical for the “alt-right,” the political ensemble loosely tied to Trump. Based on engagement, the hypothetical alt-right category sat with music, sports and gaming as the most popular channels at YouTube, an attempt to show how critical these videos were to YouTube’s business. A person familiar with the executive team said they do not recall seeing this experiment. Still, as the company’s algorithms continued to cause headaches, knives have come out. Some former staff fault Wojcicki, who inherited a business oriented toward netting more views and failed to shift its direction meaningfully. Others blame Kyncl, YouTube’s business chief, who oversees creator relations and the content moderation decisions. While Wojcicki and Neal Mohan, YouTube’s product head, have given several public addresses on content-related issues, Kyncl has been less vocal on the matter. Even so, the executive has made other public moves that are viewed by some inside Google as self-promotional. Last August, a week after a damning report on the prevalence of extremist videos on YouTube, he modeled a suit in an ad by luxury brand Brioni. That ad, released amid YouTube’s troubles, raised concerns about Kyncl’s priorities among several employees at Google, according to one person there. Representatives for the company and Kyncl declined to comment. This past January, YouTube followed former Google employee Zunger’s advice and created a new tier for problematic videos. So-called “borderline content,” which doesn’t violate the terms of service, can stay on the site, but will no longer be recommended to viewers. A month later, after a spate of press about vaccination conspiracies, YouTube said it was placing some of these videos in the category. In February, Google also released a lengthy document detailing how it addresses misinformation on its services, including YouTube. “The primary goal of our recommendation systems today is to create a trusted and positive experience for our users,” the document reads. “The YouTube company-wide goal is framed not just as ‘Growth’, but as ‘Responsible Growth.’” The company has been applying the fix Wojcicki proposed a year ago. YouTube said the information panels from Wikipedia and other sources, which Wojcicki debuted in Austin, are now shown “tens of millions of times a week.” A 2015 clip about vaccination from iHealthTube.com, a “natural health” YouTube channel, is one of the videos that now sports a small gray box. The text links to a Wikipedia entry for the MMR vaccine. Moonshot CVE, the London-based anti-extremism firm, identified the channel as one of the most consistent generators of anti-vaccination theories on YouTube. But YouTube appears to be applying the fix only sporadically. One of iHealthTube.com’s most popular videos isn’t about vaccines. It’s a seven-minute clip titled: “Every cancer can be cured in weeks.” While YouTube said it is no longer recommends the video to viewers, there is no Wikipedia entry on the page. It has been viewed over 7 million times. Source
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  5. The report also recognises India as one of the top 10 improvers in this year’s assessment, for the second successive time. India is the only large country this year to have achieved such a significant shift. India leapfrogged to the 77th rank in the World Bank's latest Ease of Doing Business rankings, jumping 23 notches from last year, a news that is likely to bring cheer for the Narendra Modi-government that is caught in an apparent turf battle with the Reserve Bank of India (RBI). The report also recognises India as one of the top 10 improvers in this year’s assessment, for the second successive time. India is the only large country this year to have achieved such a significant shift. The jump is significant, as it comes after last year’s 30-rung climb when India moved into the top 100 rankings among 190 countries. India has improved its rank by 53 positions in the last two years, and 65 positions in the last four years (2014-18). On the “distance to frontier metric”, a measure to gauge how far an economy’s policies are from global best practices, India’s score improved to 67.23 from 60.76 last year. This means last year India improved its business regulations in absolute terms – indicating that the country is continuing its steady shift towards global standards. The annual report, which ranks countries on business-friendliness, procedural ease, regulatory architecture and absence of bureaucratic red tape, could not have come at a more opportune time for the government that is caught in a perception battle with the RBI's autonomy. India is in the top 10 of Protecting Minority Investors (Rank 7). “India continued its reform agenda, implementing six reforms in the past year. India is now the region’s top-ranked economy,” the World Bank said, ahead of Bhutan (81) and Sri Lanka (100), Nepal (110), the Maldives (139), Pakistan (136) and Afghanistan (167) and Bangladesh (176). India has improved its rank in six out of the 10 indicators and has moved closer to international best practices on seven out of 10 indicators. The most dramatic improvements have been registered in the indicators related to 'Construction Permits' and 'Trading Across Borders'. In the 'Grant of Construction Permits' indicator, India’s ranking improved from 181 last year to 52 in this year’s report—a jump of 129 ranks in a single year. In the 'Trading Among Borders' indicator, India’s rank improved by 66 positions, moving from 146 in 2017 to 80 in 2018. India reduced the time and cost to export and import through various initiatives, including the implementation of electronic sealing of containers, the upgrading of port infrastructure and allowing electronic submission of supporting documents with digital signatures, the World Bank said. In the World Bank Group’s annual ease of doing business rankings, the top 10 economies are New Zealand, Singapore and Denmark, which retain their first, second and third spots, respectively, for a second consecutive year, followed by Hong Kong SAR, China; Republic of Korea; Georgia; Norway; United States; United Kingdom and FYR Macedonia. Many took to Twitter to celebrate the development. "Today, India’s stands at 77 in WB Doing Business 2019. In 3 years, we have improved our ranking by 65 points - no country of India’s size and complexity has achieved this. Demonstrates that in India, transformative changes are possible if we put our minds to it," says Amitabh Kant, CEO of NITI Aayog. "India has done it again! Under the able leadership of Hon'ble PM Shri @narendramodi ji, India jumped the #EaseofDoingBusinessRankings by 23 this year to be ranked at 77. #IndiaMeansBusiness #EoDB," tweeted Suresh Prabhu. "We have made notable improvements in 6 important #EoDB indicators and are steadily moving towards implementation of international best practices. India is now ranked 1st among South Asian countries compared to 6th rank in 2014," he tweeted. The Commerce Minister gave out a list of tweets with graphics that say how India improved on many fronts including the ease of securing construction permits, getting an electricity connection, paying taxes and zero-fee for reducing under the shops and establishments act. Source
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  9. The biggest brands continue to leave More companies are pulling advertising from YouTube over Google’s inability to ensure ads won’t appear next to hateful and offensive content. The Wall Street Journal reports that YouTube videos centered around racist, homophobic, and anti-Semitic views are still scooping up ads from brands like Coca-Cola, Amazon.com, and Microsoft. This is even after reports last week exposed the issue and led to mass advertising boycotts in the UK and now the US, prompting Google to promise companies it would solve the issue and implement better tools and moderation practices. Following The Wall Street Journal’s findings, Pepsi, Walmart, Dish, Starbucks, and GM all pulled their advertising, joining a growing list of dozens of companies in Europe and the US since The Times of London first shined a spotlight on the problem. A majority of these companies are pulling advertising from YouTube and sites that use Google’s ad exchange technology. That means not only is Google’s video arm taking a hit, but it’s broader network of web advertising is suffering, too, as companies are under the assumption that Google is incapable of policing neither YouTube videos nor third-party websites with its current blend of user flagging, human moderation, and algorithmic detection. That leaves only targeted search advertising intact, which is when a company pays money to bid for placement of an ad on Google’s search results page when a user types in a certain combination of keywords. Even still, some companies like FX Networks have begun pulling all advertising from Google, including search ads, until it resolves the issues at hand, The Wall Street Journal reports. This has become a rather precarious problem for YouTube and Google’s larger advertising operation, both of which rely on what’s called programmatic advertising that uses algorithms and not humans to dictate placement. For years, YouTube has championed itself as the destination for any and all video on the internet, with loose restrictions around graphic and offensive content and creators espousing views many traditional broadcasters would classify as hate speech. This has allowed YouTube to balloon in popularity. Even when it does veer into hosting illegal content, like copyrighted material or terrorist propaganda, the site is shielded by federal law from being legally held responsible. The end result is that YouTube enjoys 400 hours of video uploaded every minute and 1 billion hours of video consumed every day, with around $11 billion in revenue last year. Yet a growing chunk of that video is the type of content advertisers want nothing to do with. And due to the current political climate, it’s become increasingly popular for content creators to make a living off hateful content that panders to bigots and fringe political groups like the alt-right. YouTube is now in the position of being structurally incapable of policing its platform and perhaps culturally hesitant even to do so with more heavy-handed moderation methods. Even more pressing is the possibility that YouTube’s business simply cannot operate at its current scale with the human moderation required to ensure no ad is placed on an objectionable video. Google is willing to try, if only to stem the exodus of advertisers. “We’ve begun an extensive review of our advertising policies and have made a public commitment to put in place changes that give brands more control over where their ads appear,” Google said in a statement given to The Verge on Wednesday. “We're also raising the bar for our ads policies to further safeguard our advertisers’ brands.” That statement followed a more direct plea to advertisers earlier this week in which Google promised it would be giving brands more direct control over and insight into where ads were placed on YouTube and Google-partnered third-party sites. The company also promised new tools like artificial intelligence-powered filtering that would detect offensive language and other contents within a video and flag it. Bloomberg reports that Google plans on implementing these new tools and changes as soon as this Sunday, according to an internal company memo. Yet it’s unclear just how effective Google’s new tools will be, and what it might take to bring advertisers back. Source
  10. Version New Features in Foxit PhantomPDF 8.1 Integrates with Box, iManage WorkSite, and Alfresco Integration with iManage Worksite and Alfresco allows users to open/check out PDF files from and save/check them in to a Worksite/Alfresco instance directly from PhantomPDF. Integration with Box enables users to open PDFs files stored in Box directly from the Open menu, and save files to Box from the Save As menu. Create PDFs from Firefox Quickly convert webpages to PDFs in Firefox with the new PhantomPDF plugin. Foxit Archive integration Integrates with Foxit Archive, which is a secure, cloud-based, document management solution. Users can check in and out PDFs in Foxit Archive for easier document collaboration through Foxit PhantomPDF. Allows ConnectedPDF document owners to set and edit a message that will be shown to anyone who opens that document. (Business only) Improvements in Foxit PhantomPDF 8.1 Annotation enhancements Improved the workflow of all annotation tools, and allow users to change statuses of the annotations made by others in a shared review. Enhanced editing and form features. Allow users to run actions on multiple PDFs when using Action Wizard. (Business only) Converts specified headings/bookmarks in Microsoft Word to bookmarks in a created PDF document. Supports sub-levels when creating table of contents from bookmarks. Supports JavaScript form submission actions. Allow ConnectedPDF document owners to allow or disallow other users to start Connected Reviews or create new versions. Homepage http://www.foxitsoftware.com/products/phantomPDF/ Download :: http://cdn01.foxitsoftware.com/pub/foxit/phantomPDF/desktop/win/8.x/8.1/en_us/FoxitPhantomPDF811_Business_enu_Setup.msi
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  13. Code Spaces, a code-hosting and software collaboration platform, has been put out of business by an attacker who deleted the company’s data and backups. Officials wrote a lengthy explanation and apology on the company’s website, promising to spend its current resources helping customers recover whatever data may be left. “Code Spaces will not be able to operate beyond this point, the cost of resolving this issue to date and the expected cost of refunding customers who have been left without the service they paid for will put Code Spaces in an irreversible position both financially and in terms of ongoing credibility,” read the note. “As such at this point in time we have no alternative but to cease trading and concentrate on supporting our affected customers in exporting any remaining data they have left with us.” The beginning of the end was a DDoS attack initiated yesterday that was accompanied by an intrusion into Code Spaces’ Amazon EC2 control panel. Extortion demands were left for Code Spaces officials, along with a Hotmail address they were supposed to use to contact the attackers. “Upon realization that somebody had access to our control panel, we started to investigate how access had been gained and what access that person had to the data in our systems,” Code Spaces said. “It became clear that so far no machine access had been achieved due to the intruder not having our private keys.” Code Spaces said it changed its EC2 passwords, but quickly discovered the attacker had created backup logins, and once recovery attempts were noticed, the attacker began deleting artifacts from the panel. “We finally managed to get our panel access back, but not before he had removed all EBS snapshots, S3 buckets, all AMI’s, some EBS instances and several machine instances,” Code Spaces said. “In summary, most of our data, backups, machine configurations and offsite backups were either partially or completely deleted.” Amazon Web Services customers are responsible for credential management. Amazon, however, has built-in support for two-factor authentication that can be used with AWS accounts and accounts managed by the AWS Identity and Access Management tool. AWS IAM enables control over user access, including individual credentials, role separation and least privilege. Within 12 hours, Code Spaces went from a viable business to devastation. The company reported that all of its svn repositories—backups and snapshots—were deleted. All EBS volumes containing database files were also deleted. A few old svn nodes and one git node were left untouched, the company said. A cache of Code Spaces services includes promises of full redundancy and that code is duplicated and distributed among data centers on three continents. “Backing up data is one thing, but it is meaningless without a recovery plan, not only that a recovery plan – and one that is well-practiced and proven to work time and time again,” Code Spaces said. “Code Spaces has a full recovery plan that has been proven to work and is, in fact, practiced.” Source
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  17. Business Card Maker 8.0 + Portable Business Card Maker solves all of your needs when it comes to business cards and badges. Over 150 professional templates can help you make a business card in 5 minutes, without having to hire a designer. Simply select a template you like, add your name and contact information and print it out on paper. If you are a creative type, the program can help you design your own business card from scratch. Save moneyUsed to be that you had to go to a professional designer and pay for creating a business card. Now things have become easier. With Business Card Maker in place, you can save money you used to spend on a designer and create a business card that makes you look professional in the eyes of partners and clients. For this, this $29 app comes packed with more than 150 business card designs created by a skilled designer. All you have to do is pick a template, add your photo and contact information, and then print your finished project on printer. Make your ownBusiness card designs that come with the app are easy to customize. After selecting a template in the business card creation wizard, you can begin editing the design to make it your own. You can, for example, add or replace a photo, change the fonts and colors, move design elements to make your own layout. With Business Card Maker, there is no limit to your creativity, so go ahead and make as many changes as you want! In case the result of your efforts looks messy and amateurish, you can select the template and try editing again. Save timeBusiness Card Maker saves time with its business card templates, step-by-step design wizard that guides you through all the steps of creating a business card and database that stores information about companies and employees. The database is very convenient for re-using personal data in projects. You can, for example, enter information about the personnel of a company once, and then quickly create business cards in new styles as many times as possible, without having to type in personal information again and again. Print easily When you finished the project, you can print it on your own color printer or send the files for professional, high-quality color printing. Business Card Maker allows you to print business cards on paper of various formats. The program automatically fits the maximum number of pictures onto one page. For example, it can fit up to 12 copies on an A4 sheet and up to 24 copies on A3. You can print at 300 dpi and 600 dpi and save layouts for printing at 1200 dpi on a professional printer. Business cards can also be saved as images in JPEG, TIFF, BMP and PDF. Website: http://business-card-maker.com/ OS: Windows XP / Vista / 7 / 8 Language: Eng Medicine: Crack Size: 35,23 / 39,29 Mb.
  18. Foxit PhantomPDF Business RePack by KpoJluk - Multilingual registered version! Many businesses need more than just PDF creation and editing. They need security that ensures regulatory compliance and corporate governance of their important documents and archives and to ensure documents don't change after they are approved. It is essential to have a robust PDF solution that stands up to the demands of large enterprises but lightweight enough to easily deploy to thousands of users without exhausting resources. These businesses require Foxit PhantomPDF Business; it supports the right features at the right price with the quality and support you expect from an enterprise solution. Highlighted features of PhantomPDF Business include: XFA Form Filling – XFA (XML Form Architecture) form allows you to leverage existing XFA forms.High Performance – Up to 3 times faster PDF creation from over 200 of the most common office file types and convert multiple files to PDF in a single operation.One Click PDF Creation – Create PDF document with a single mouse click from Microsoft Office applications like Word, PowerPoint, and Excel.Advanced PDF Editor – Allows you to modify any page contents in any PDF documents, select, insert, change, remove, rotate, copy and paste text, images, graphics and shadings.Robust Document Security – Using password protection, certificate encryption, and digital signature tools.Redaction – Lets you permanently remove (redact) visible text and images from PDF documents.Document Certification – Indicates you approve of its content and allows you to specify the types of changes that are permitted for the PDF to remain certified.Microsoft Active Directory RMS Protector and Policy Manager – Extends the usage control benefits of Microsoft Windows Server Active Directory Rights Management Service to all your PDF documents and allows the author the control of document features within each PDF.Form Design – Easy to use electronic forms design tools to make your office forms work harder. Enables you to create or convert static PDF files into professional looking forms. Form data import tools allow data to be automatically imported into a form reducing manual key entering and input errors.Form Action Creation – Tools allow you to custom javascript actions to gain increased customization options, you can connect to a database for the purpose of inserting new data, updating information, and deleting database entries.Optical Character Recognition – OCR support to make scanned or image-based PDFs selectable and searchable.PDF/A Validation – Verify that the document is compliant with PDF/A-1a or PDF/A-1b for long term archiving.PDF Optimizer – Optimize PDF document to reduce the file size.High Compression of scanned documents.Email and Phone Support – help when you need itVersion Features: Type: InstallationLanguages: multiTreatment: done [patch-REPT]Command line options: Silent Installation: / S / QSiting: / D = PATHKey / D = path should be the latestFor example: Foxit PhantomPDF.exe / S / Q / D = C: \ MyProgram Operating Systems Microsoft Windows® XP Home, Professional, or Tablet PC Edition with Service Pack 2 or 3 (32-bit & 64-bit)Windows Vista Home Basic, Home Premium, Business, Ultimate, or Enterprise with or without Service Pack 1(32-bit & 64-bit)Windows 7 (32-bit & 64-bit)Microsoft Office® 2003 or later version (required for some PDF creation features)For users utilizing the Active Directory Rights Management Service and SharePoint integration capability, Windows 7 or Windows Vista with Service Pack2 (SP2) is requiredWindows 8 Full VersionHomepage: http://www.foxitsoftware.com/ Size: 177,19 MB
  19. Creating Slipstream Tools & Instruction: 1) Extract your ISO to a folder with 7-Zip or similar. 2) Download the appropriate 32-bit or 64-bit Service Pack 1.exe from MS links below. x86: http://www.microsoft.com/en-us/download/details.aspx?id=42017x64: http://www.microsoft.com/en-us/download/details.aspx?id=420063) Extract the SP1 installer to a folder and copy all SP1 files to your 'Updates' folder.4) Rebuild your ISO [i have used Deployment Tools run Deployment and Image Tools Environment you can also used any software similar as PowerISO creation new ISO File ]4a) Download Windows Assessment and Deployment Kit (Windows ADK) for Windows 8.1 RTM from address below:http://www.microsoft.com/en-us/download/details.aspx?id=399824b) During download and installation progress you only need to tick Deployment Tools nothing else,! 4c) After installation Deployment Tools run Deployment and Image Tools Environment (admin) oscdimg -u1 -lOffice2013-ProPlusVL-SP1 C:\o2013x64\ D:\Office2013-ProPlusVL-SP1-x64-en-US.isooscdimg -u1 -lOffice2013-ProPlusVL-SP1 C:\o2013x86\ D:\Office2013-ProPlusVL-SP1-x86-en-US.isoActivation: 1. Via KMS Activator 2. Via Phone Activation Through MAK Keys. >>> Disable Internet Connection 2a. Open Office Word >> Open Other Documents >> Account >> Change Product Key Enter Product Key inside the box above. 2b. Wait till Office Configuration Progress and Reboot PC 2c. After Reboot open Word again and enter the same product key once again. 2d. Close and reopen Word again and tick I want to activate the software by telephone.. When you get Installation Screen >>> Enable Internet Connection Again if you wish. Carry on rest of the progress as usual. More Info & Daily Update Phone Activation MAK Keys see Office 2013 topic there >>> november_ra1n, 28 Feb 2014
  20. Thanks in part to a lawsuit by BSkyB that forced a renaming of SkyDrive to OneDrive, Microsoft suddenly finds itself with a coherent set of services, all well named, and just in time for a new year full of new features and new promise. Today, at the SharePoint 2014 conference in Las Vegas, Microsoft unveiled new plans for SharePoint, including the availability of Service Pack 1, but also for the newly renamed OneDrive for Business (formerly SkyDrive Pro). The previous and somewhat unfortunate name didn’t do justice to what OneDrive for Business is becoming: a simple but professional solution for small and medium business users to manage their storage in the cloud, and have it work seamlessly with SharePoint and/or Office, with Office 365, or with the also newly renamed Office Online suite of free online tools. Starting on April 1, 2014, Microsoft will make “OneDrive for Business with Office Online” available for users as a standalone service, with no need for a SharePoint or an Office 365 subscription. Microsoft is making the standalone version of OneDrive for Business, including 25GB of storage per user, for an introductory price of $2.50 per month per user (a 50% discount, available until September 2014): The standalone offer gives businesses 25 GB of storage per employee with the option to purchase additional storage, offline sync and access from multiple devices and platforms, and a strong set of enterprise-ready administrative controls. And when you’re ready for more Office 365 services, like business-class email or online meetings, it’s easy to add them. It has taken Microsoft some time, including a number of false starts on product naming, to get to where it’s at today with Office 365, Office Online, OneDrive for Business, and SharePoint, but this new suite of productivity services seems to be really coming into its own. Complete with a robust cross platform play (featuring apps for iOS and Android, as well as Windows Phone), a coherent upgrade path leading from entry level to professional grade services, and the momentum that comes from a maturing set of services, OneDrive for Business looks to be at the center of a new push for Microsoft to take back what it’s always held title to: the leader in office productivity. Source
  21. Topic Updated On 25 July 2013 KMSpico v8 Page #1 >>>
  22. hitminion

    Customers File Creator Needed

    Hello Nsane, So it's like this, a friend of mine is opening a gym soon and he is in need of a software that can create a file for each customer. The software must have these categories to be filled according to every customer. - A picture - First & last name - Age - Mobile Phone - Email - Gym membership starting and ending date - Instrcutor's name So what software do you suggest ?
  23. CCleaner Professional / Business 4.05.4250 ML + Activator + Portable + Repack by D!akov CCleaner - a utility for cleaning the debris in the operating system. In the course of their work CCleaner (Crap Cleaner) is looking for and removes unused files. These include: cookies, history, visiting sites in IE, temporary Internet files, search strings, files, Recycle Bin, etc. Also search for temporary files of third-party applications: Firefox, Opera, Media Player, eMule, Kazaa, Google Toolbar, Netscape, Office XP, Nero, Alcohol 120, Adobe Acrobat, WinRAR, WinAce, WinZip, GetRight, Morpheus, Download Accelerator Plus, VirtualDub , ZoneAlarm and many others. Can be subjected to cleaning and registry Windows, ridding it of its unnecessary extensions of the old library dll and wrong ways, which accumulate in considerable quantities, especially after the installation and removal of a variety of programs. Doing all of these operations on your system, you not only free up disk space, but also increase overall system performance. CCleaner cleans the following components: Advanced options allow you to clean: Cleaning of other programs: Cleaning the registry: Safety: From the outset, CCleaner developed a safe and secure program. It has several powerful levels of inspection, to be sure that no sensitive information or document would not be removed. We also guarantee that CCleaner does not have spyware or adware. Privacy Policy: For superostorozhnyh users, we also provide the function of permanently erasing files with multiple rewrites, which does not allow to restore them in any way. v4.05.4250 (26 Aug 2013) Website: http://www.piriform.com OS: Windows XP / Vista / 7 / 8 Language: Multi Medicine: Activator Size: 8,69 Mb. CCleaner 4.05.4250 Business | Professional Repack by D!akov Russian / English / Ukrainian registered and portable version of one installer! Integrated add-CCEnhancer 3.8 Features RePack: Type: Plant | unpacking portable version.Languages: Russian | English | Ukrainian.Cut all languages ​​except the above.Optional: add CCEnhancer 3.8 extends the functionality, auto-bit OS x64 | x86 option adds the ability to create additional labels "Start" menu to work with CCleaner, with additional command-line switches.List of shortcuts: Cleaning your computer in the background.Cleaning your computer, followed by the completion of the OS.Settings cleaning system registry.Additional features CCleaner.Settings CCleaner.
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