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Observers note another challenge for Millennials is that while they are great at multitasking, it often results in turning clients away because of a lack of engagement. According to Belmont University, 40 or more of the freshmen that come into their entrepreneurship program have already started businesses. The workplace values business ownership and education on an applicant s resume.

Employers recognize the creative, innovative skills that bring an intrapreneurial spirit within a firm that keeps their organizations up to date. Author Donna Fenn s book on Gen Y Upstarts. suggests this generation approaches entrepreneurship as a way of life. She also believes that starting a business in today s digital age is cheaper and less risky. She predicts that in 20 years, Millennials will prove to be the most seasoned, experienced generation of entrepreneurial leaders yet.

That may be true, especially with the abundant support from parents, teachers, and older entrepreneurs. This generation is large and with their numbers come substantial buying power, both through their own increasing earnings as they age and through the financial support of their Baby boomer and Gen X parents. Not only do Millennials contribute to the market directly, but also as vocal consumers and early adopters they influence purchases of others.

Members of this generation are also regarded as serial entrepreneurs, who will likely sell their successful businesses or hone their skills on the less successful ones as they go along. They are also changing the means and speed by which marketplace information is exchanged. Millennials add content through constant connectedness and the popularity of social media, keeping marketers on their toes. This generation s connectedness also demands that brands ensure or influence that the user experience is positive.

Savvy marketers will broaden their reach across gender lines to take advantage of the larger, more diverse potential market for their products. Reports on Millennial annual purchasing power widely range between 125 billion and 890 billion. Additionally, this generation will continue to change the marketplace through the blurring of traditional gender roles. M1 With Millennials peak buying power still decades away, marketers would do well to establish relationships with this consumer force.

A more consistent estimate is 200 billion of direct purchasing power and 500 billion of indirect spending, largely due to the influence on the spending of their mostly baby boomer parents. GR8 WZ 2 rEch gnr8n Y. The biggest lesson when marketing to Millennials is that organizations must know and use social media. As referenced earlier, more than three-quarters of Millennials have created a profile on a social networking site.

M3 In an eight-hour workday, people spend approximately one hour on social media sites. This seems like a large percentage of the workday, but it is even larger for Millennials who spend about 1. 8 hours on social media sites. The majority of Gen Yers use social media to connect with brands, though most firms still allocate a disproportionate percentage of marketing budgets to nondigital channels.

M5 Gen Yers also connect to a brand through affiliation with a cause. This is more important to Gen Y than to previous generations. A brand that shows it cares is attractive to this generation. To be effective, advertising should be placed around engaging content. On average, engagement is higher among Millennials than other generations for television and websites; on a percentage basis, it is greater on the Web than on TV. It appears that Millennials are highly engaged with content they chose to view online and on TV, which amplifies the effectiveness of ads for Millennials.

A TWO-WAY STREET. Millennials relationship with technology has completely changed their relationships with most everything. With brands and services, what used to be a one-way conversation is now a multifaceted, 24-hour-a-day, seven-day-a-week dialogue between brands and their customers and among their customers. They have the confidence to stand up for what they believe and the confidence, technology, and network to voice their opinions. With Millennials, brands know where they stand, sometimes even minute to minute.

According to one survey, 86 of Millennials are willing to share information about their brand preferences online, making it a top personal identifier. 5 times more likely to be early adopters of technology than are older generations. They are more likely to use the Internet, broadcast thoughts, and contribute content. Millennials stand out when it comes to producing and uploading online content 60 compared with non-Millennials 20. Millennials are 2. M1 In 25 of searches for the top 20 brands, results are links to user-generated content.

M8 This has huge implications for brands to become aware of others experiences of their product or service and ensure that it is in harmony with their brand strategy. Tapping into the Millennial generation as they begin their adult lives, as with previous generations, is important for brands hoping to establish lifelong relationships with their customers.

This is also important with Millennials because they help set trends through social media. It all comes down to trust for brands. The trust is deeper and more intense with this group, but the greater availability of information can also destroy it faster. Once Millennials lose faith in a brand, it s nearly impossible to win them back. Keeping positive relationships are critical. Much of the research shows that Millennials are open to new experiences and new brands. They are eager to interact with brands and interested in building relationships with them.

It is critical to determine how to get hurried Millennial consumers to spend time developing a relationship with a brand. LIKE M9 This tells advertisers that they need to engage Millennials quickly before they lose their attention. Seventy percent of Millennials are more excited about a decision they ve made when their friends agree, compared with 48 of non-Millennials. All along, Gen Yers have been told that they can do anything they want to do and be anything they want to be.

Millennials also seek peer affirmation. This is proving to be true across genders. For example, the number of stay-at-home fathers in the United States has tripled in the past 10 years up to 154,000, M10 according to the most recent Census although not all by choice with the recession. Some experts argue that the real figure could actually be in the millions, if the definition is broadened to include dads who work part time while remaining the primary caregivers.

Women can control their reproductive health as they advance in their careers, providing more work and family options with or without a male partner. Meanwhile, the working Millennial male does not have the same experience of having a woman at home to support his career as did the husband of previous eras. What this means for marketers is that gender distinctions are no longer set in stone. The NFL is targeting women, and ESPN has launched a new website, espnW, targeted toward a female audience.

The number of men who are the primary household grocery shopper increased to 31 in 2011, up from 14 in 1985. M11 Some estimates are even higher. A nationwide survey of 1,000 fathers said that 51 were the primary grocery shoppers in their household. M11 Marketers should take advantage of a broader market across genders with Millennials and create appropriate content. A study shows that the biggest objective for young adults today, both male and female, is happiness.

M12 This is an important shift It appears men and women are moving away from what used to be the be-all and end-all money and power in favor of love and friendship. It will be noteworthy to see how this evolution affects this and future generations. PROFESSIONAL ASSOCIATIONS SUMMARY. There has been a recent uptick in professional association membership, reversing an overall downward trend.

Associations have been exploring ways to become more relevant, particularly to the Millennial generation that considers traditional association services not as necessary with the advent of the Internet and social media. Economic reasons due to the recession also influence their membership decisions. As in other areas of their lives, Millennials expect timely, meaningful, and relevant communications and programs from the organizations they chose to join.

DOWN AND MAYBE BACK UP. Many professional membership organizations and associations had been experiencing overall declining membership, but recently have seen an uptick in membership. Research shows an upward trend with 36 of responding organizations showing an increase in membership in 2010; 49in 2011; and 52in 2012. Many member-based organizations showed an unchanged level or decline in membership over this time frame, with 62 unchanged or declined in membership in 2010, 50 unchanged or declined in membership in 2011, and 45 unchanged or declined in membership in 2012.

Key to maintaining and increasing membership in associations is to both renew existing members and attract new members. The percentage of organizations with declining renewal rates has also recently trended down In 2009, 31 of associations reported that renewal rates for their organization had declined; in 2010, 44 ; in 2011, 24 ; and in 2012, 22.

Specifically, two of the largest associations in the United States have shown overall declining memberships and are considering ways to reverse this trend. The American Bar Association ABA has seen a decline in membership between 2,000 and 4,000 members per year since 2008, when membership stood at 408,000. ABA membership isn t growing at the same rate as the profession, according to former ABA President Carolyn Lamm.

P2 While the ABA expects membership to increase as the economy improves, Patricia Refo, chairwoman of the ABA s standing committee on membership, says that it also realizes that it must appeal more to younger lawyers and is working on an aggressive social media component to promote membership and is constantly looking for new channels.

The American Medical Association s 2011 annual report indicates that except for 1 of the last 11 years of decreasing membership, they have experienced an increase of 1,000 new members to bring total to 217,000. This is still lower than the 2007 membership of 241,000, which includes 8,577 free memberships given to first-year residents who had been student iqoption for mac the previous year.

They have the self-assurance to stand up for what they believe. The primary responsibilities of associations and the services they provide have historically included industry research 71ongoing education opportunities, and accreditation 95publishing of periodicals 62 iqoption for mac, legislative lobbying 40and political action committees 35. Percentages are based on the number of associations that provide this service. REDEFINE VALUE PROPOSITION. In a 2012 study, the primary reason association executives gave as to why members join associations continues to be networking 22access to specialized and current information 12and advocacy 12.

With the advent of the Internet and social media, people and organizations have the means for doing their own research and sharing information and have vehicles for organizing around social and political issues. Millennials and increasingly other generations use Facebook, Twitter, and other tools to self-organize and participate in causes they care about. They simply are not as interested in joining established member-based organizations.

This is evidenced by the continued downward trend since 2009 in networking and access to specialized and current information regarding the reasons people join associations. Associations with more than 5,000 members report what their greatest challenges are attracting and keeping young members. This contrasts with the upward trend in advocacy and continuing education as the reasons individuals join associations.

P1 Going forward, associations may need to retool their offerings to attract members. One example is a program created by the Minneapolis Regional Chamber called Emerging Leaders. It hosts six events per year and monthly round tables for younger members with content of interest to this group and leadership opportunities. It has also enhanced its online presence in response to what this generation knows best.

For member-based organizations as well as for companies and other organizationsthe complexity of managing communications and the speed in which information is available are increasing. With the addition of social media e.social networks, blogs, video sharing, and online ads to mainstream media communications methods e.websites, email, and direct mailintegrating messaging and content is a challenge.

P6 Millennials have little patience for the speed to which things get done and may not see the value in becoming a member of what they see as inefficient organizations. A NOTE ON THE MILLENNIAL DONOR. In the area of fundraising, Millennial donors seem to blend their preference for technology with a desire for personal, traditional giving requests.

They use online tools to make their donations, but they need to trust the organizations to which they re donating and feel that they have a compelling mission or cause. Millennials tend to give smaller donations to a number of organizations versus fewer larger donations and tend to give one time for a specific cause or event versus annually. This generation experiences a paradoxical world that is both expanded and shrunk. P9 One study found that 20-somethings donated on average to 3.

Technology has blurred borders all within an accessible connected generation. The workday is no longer 9 to 5. The lines between work and life are ill-defined in a literal 24 7 world further motivating Millenials toward work-life balance. Intergenerational conflicts can be most noticeable in the workplace. Ideologies and cultures clash, making other people harder to understand. It is helpful to know that Millennials work best with clear guidelines, frequent and immediate feedback, context, clarity and independence.

They prefer to work in teams and make group decisions. They do not deal well with ambiguity and slow processes. 6 different groups. They value trust and transparency. The corporate ladder has become more of a career lattice, with Millennials often preferring job rotation to a more time-demanding job promotion. The most creative programs use the best talents of each generation, with an end benefit of improved understanding and communication. Welcoming this generation into the workforce will take effort from managers.

The benefits will be plentiful, as the delivered needs of this generation will bring out the best talents in each employee. Improved working relationships also increase productivity and allow mutual knowledge transfer. ROOM FOR MILLENNIALS. With positivity and optimism, 80 million Millennials have begun entering the world of work, and other generations are taking notice. The recession and globalization influence this workplace as do changes in the composition and size of the population, mostly due to slower population growth, an aging workforce, and immigration.

The United States is also experiencing an increase in minorities, particularly Asian and Hispanic populations. In weak job markets, the young adult workforce is usually the last to be hired and first to be fired. Cyclical factors are also affecting youth labor force participation. The recent trend of companies to outsource some of traditional entry-level jobs may also be shifting the types of jobs offered, affecting employment rates for younger, less experienced candidates. W2 As well, there is more competition from more experienced workers for those companies that are hiring.

More than half of baby boomers nearing retirement have delayed doing so, making it harder to find space for new workers. W3 Once Millennials understand and experience firsthand the severely restricted job market, they are forced to compromise their anticipation of landing that perfect job. A weakened job market can lead to entrants taking jobs that are not a good match, usually ones offering lower average wages, especially at smaller firms.

In down markets, when jobs are harder to find, many Millennials make the choice to stay in school, lowering the participation rate. Wage losses can amount to about 9 of annual earning at first. All agree it s much harder to be a young adult today than it was even just a generation ago. The defining moment of the recession hit during a vulnerable life stage.

W4 Research suggests that even after recovery, college graduates who enter the workforce during a weak economy will continue to experience a relative wage loss for at least 15 more years. More than a third of young adults admit to being distracted on the job or having taken time off because of personal financial issues. As noted earlier, for 25 29 year olds, 34 have boomeranged back to living with their parentsand perhaps have taken an unpaid job to gain work experience. They are postponing marriage and family.

W6 Many are taking any job to pay their bills. Total Civilian labor force 2012 and 2020 projected Unemployment Rate. Total level 162,269,000 distribution distribution. 16 24 24,377,000 15 11. 25 34 35,406,000 21. 35 44 34,434,000 21. 45 54 37,026,000 22. 55 31,026,000 19. Total projected for 2020. Bureau of Labor Statistics, 2010, 2012. VALUE OF A COLLEGE DEGREE.

Higher education is appearing essential for economic security, as more and more jobs are requiring postsecondary education. W11 Only workers with a bachelor s degree experienced an increase in earnings over the last generation. The median earnings for young women with at least a bachelor s degree rose 20 over the last 30 years, evidence of the advancement of women in the workplace.

Millennial women fare better than their mothers did at the beginning of their careers, though their salaries still lag behind those of their male counterparts. Also, the erosion of the union movement makes it is more difficult for those with blue collar jobs to rise to middle class. Males with high school diplomas in 2010 actually made less money than their counterparts in 1980 30,000 versus 39,750 in annual salary adjusted for inflation. W8 Since 2010, just 54 of young adults ages 18 to 24 have been employed, the lowest level since 1948, when the government began keeping track.

UNDEREMPLOYED OR UNEMPLOYED. As one might expect, underemployment people who are either unemployed, inadequately employed or dropped out of the labor market altogether shows a bleaker picture for Millennials as well as for minorities compared with the total population. 2011 Underemployment RatesBy Age, Race, and Ethnicity W20. White only, non-Hispanic. Black only, non-Hispanic. Asian only, non-Hispanic.

Hispanic, any race. Despite the underemployment statistics, minority Millennials feel more optimistic than whites. Only 12 of whites believe that their generation would be better off than their parents, versus 31 of African-Americans and 36 of Latinos. FLEXIBILITY AND SECURITY. More than half of Millennials 56 agreed that a quality benefits package influences their choice of employers, and 63 say that benefits are an important reason in staying with an employer.

W6 While managers believe Millennials put the highest priority on salary, W17 research indicates salary has become a threshold issue for this generation of workers. More than four out of five indicate a preference for financial guarantees over greater risks. This makes income protection benefits more important, not traditionally valued by the young worker.

Economic conditions have shifted young workers attitudes toward employee benefits. They look for stable, even if it means lower, returns more than older workers. More than half of Millennials 56 prefer benefits they can choose, and 62 are willing to bear most of the cost, rather than lose a benefit. In addition to health, other benefits of interest are auto and home insurance as well as dental, vision, life, and disability insurance.

W6 Other benefits preferred by Millennials are paid vacation time, retirement savings plans, and a flexible work schedule. They also look for interesting and challenging work, personal development, a custom career plan, and an organization that reflects their values. Gen Xers tried to achieve work-life balance; Millennials demand it. FOR WORK-LIFE BALANCE. At almost twice the size of Gen X, Millennials may just get it with three out of four saying that work-life balance drives their career choices.

Most notable is Google, the consistent top mention of places Millennials would like to work, W10 which offers many perks and balance enhancers. Millennials expect close relationships and frequent feedback from their managers. W10 Many organizations have shifted their benefits and environments accordingly. W12 They view their managers as coaches or mentors. These bosses not the corporation can earn the loyalty of Millennial employees by keeping commitments.

Positive relationship with a boss manages Millennial retention risk. 1 reason that this age group leaves a job is directly related to their boss. A Millennial wants an employer that offers a democratized nontenured workplace, where authority is earned in a collaborative, casual office. Ideas matter more than experience, and work output is valued more that the time put in.

W14 Creative engagements provide value to both Millennials and other generations. For example, initiatives like mentoring programs have had success in both shared learning and employee retention. Still, more than half of Gen Y workers agree that given the choice, they hope to be working for another employer in 2012, W6 perhaps reflecting their short-term focus and different idea of job and career. In a Sun Microsystems mentoring program, participants had a retention rate 23 higher than nonparticipants, and the mentors had a retention rate 20 higher than nonparticipants, saving Sun an estimated 6.

W15 Sun also found that mentoring programs increased the level of trust in organizational leadership. ALTRUISM, VOLUNTEERISM, AND OPTIMISM. Millennial employees who frequently participate in workplace volunteer activities are more likely to feel positive, loyal, and satisfied than those Millennials who rarely or never volunteer, and they are more likely to recommend their company to a friend.

W16 More than half of Millennials volunteer, proportional to that of Gen X. They are an optimistic group. Millennials with fulltime jobs may just be the happiest workers in America. Among Millennials aged 25 to 29 who work full time, 42 say they are very happy with their lives. While most say they don t earn enough money to lead the kind of life they want, they believe they will earn enough in the future. Those not working are also confident they will have enough income in the future.

SKILL SET SUPPLY AND DEMAND. Qualities employers want to see in candidates are those considered tried and true. Managers are seeing the desired teamwork, analytical, and computer skills demonstrated by Millennials. Key skills that managers would like to see developed are those around communications, work ethic, initiative, interpersonal, and adaptability.

Millennials and their bosses both see necessary growth in areas such as communications skills, as well as the ability to give and receive criticism. W19 Another area for improvement mentioned by managers is enhancing professional workplace etiquette. A summary of Millennials, told in short story form. Titled About Jessica as it is one of the most popular names given to girls born in the 1980s and 1990s 1. Volunteering shows more ambition than altruism, with 51 saying that volunteerism needs to benefit them professionally.

Jessica earned her first soccer trophy while she was still in nursery school. The soccer trophies and medals kept on coming, as did the ones for swimming, karate, basketball, Girl Scouts, and debate. She has been encouraged to be anything she wants to be. Because of the almost constant support she receives and her full schedule, she craves lots of attention in the form of praise and feedback.

Her baby boomer parents shower her with attention and consult her about what restaurants the family visits and where they will go on vacation. Jessica has a full collection of Beanie Babies. Then, her parents would surprise her with these collectibles after purchasing them online, some at hefty prices. She and her parents would discuss which were the most coveted ones when they would drive her to school in the morning. Upon college, she expects a return on the investment in her tuition to be a minimum of a 3.

Her Gen X professors want her to earn it. They are now neatly stored in her parents attic for the time she has a child or house of her own. The transactional perspective on education typical of her generation is a harsh disconnect with her instructors. Her college s family engagement center enlightens instructors of this new student philosophy and encourages instructors to provide students more leeway than past cohorts.

Professors endeavor to relate to and educate this new student and are humored by the continuing reminders of not using Wikipedia as an annotation source. Jessica thinks that she will be in the top 20 of graduates in her class. The problem is that 66 of her peers think so too. That expectation later leads to some anxiety and a bit of depression, which concern her parents.

They continue to support her and with the school find her a therapist to build up her usual hopefulness. Jessica has a hard time finding a paying professional job upon graduation and wonders how she will afford her shared apartment and pay her remaining student loan debt. Once her unpaid internship does not result in a job, she moves back in with her parents.

Jessica acts quickly to a text from her friend Michael the name given to more babies born in the 1980s and 1990s than any other 1 that his organization is hiring. Happily, she interviews and receives an offer with a fine starting salary. She verifies with her potential employer that she can still make her Wednesday late afternoon volleyball games and consults with her mom about the offer before accepting. Her manager, who is 49, appreciates her enthusiasm and energy. Jessica clearly wants to be competent and successful.

And while she can manage multiple tasks at once, her manager sees her missing some important information in meetings and wants her to improve her client relationship skills. Lucky for Jessica, her manager has received training on how to coach his employees, particularly Gen Yers. Jessica told her parents the company is OK, but her manager is great, so she plans to stay a while.

Jessica has appreciated her manager s support, and their relationship is positive. She is enjoying the feeling of stability. Her manager invests extra time in providing more context, interim goals, and plenty of feedback. The payoff is that Jessica is receptive and very open to developing her skills and is looking forward to her mentoring relationship with a director in another department.

The director is also looking forward to a fruitful and informative alliance. Many of Jessica s friends are still looking for jobs, so she feels lucky. A few are going back for their master s degrees. She d like to increase her education one day as well. She texts her friends about her volleyball win and tweets that her company just launched a great new product and suggests they try it out. March 2011 Technology Myth of MultitaskingPsychology Today. April 1, 2009 Cognitive control in media multitaskersPNAS Proceeding for the National Academy of Sciences.

September 2010 Generational Differences in Work Values Leisure and Extrinsic Values Increasing, Social and Intrinsic Values Decreasing, Journal of Management.Sadaghiani, K. March 2010 Millennials in the Workplace A Communication Perspective on Millennials Organizational Relationships and Performance, Journal of Business and Psychology.

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September 2011 Education and Synthetic Work- Life Earnings EstimatesAmerican Community Survey ReportsACS-14. Census Bureau. ED5 Demos, Young Invincibles December 2011 The State of Young Americans Economic Barriers to the American Dream. ED7 Twenge, J. 2011 Trends in College Pricing. The College Board. 2009Generational changes and their impact in the classroom teaching Generation Me.

Medical Education, 43 398 405. ED8 Neilson, L. 2010 Teaching at Its Best A Research-Based Resource for College InstructorsJossey-Bass. ED9 Alexander, C. April 2011 A study of the cognitive determinants of generation Y s entitlement mentalityAcademy of Educational Leadership. Iqoption for mac Price, C. 2009 Why Don t My Students Think I m Groovy. ED11 Rickes, P.

March 2009 Make Way for Millennials. How Today s Students are Shaping Higher Education Space. Planning for Higher Education. Society for College and University Planning. ED12 Pryor, J.Palucki Blake, L. The American freshman National norms fall 2011. Los Angeles Higher Education Research Institute, UCLA. ED13 Wendover, R. 2010 From Textbook to Facebook How the Millennial Generation is Impacting Today s Community CollegesCenter for Generational Studies.

ED14 Allen, E. ED16 National Center for Education Statistics 2011 Table 286. Bachelor s degrees conferred by degree-granting institutions, by field of study. Small Business Administration 2012 FY 2012 Congressional Budget Justification. E2 Buzz Marketing Group and the Young Entrepreneur Council 2011 2011 Youth Entrepreneurship Survey. E5 Haltiwanger, J. May 2012 Business Dynamics Statistics Briefing Where Have All the Young Firms Gone. The Business Dynamics Statistics BDS is a product of the U.

E6 Donna Fenn 2009 Upstarts. How GenY Entrepreneurs are Rocking the World of Business. McGraw Hill. M1 Barkley, SMG, Boston Consulting Group September 2011 American Millennials Deciphering the Enigma Generation. M2 Met Life Mature Market Institute 2009 Demographic Profile American Baby boomers. M4 Ott, Adrian November 2010 How Social Media Has Changed the Workplace StudyFast Company.

M5 Galloway, Scott December 2010 Gen Y Affluents Media Survey, L2 Think Tank. M7 Edelman StrategyOne, March, 2010, The 8095 Exchange. M8 socialmediatoday April 2010 Brand Managers Think You re in Control. Census Bureau September 2011 Source U. Census Bureau, Families and Living Arrangements, Table SHP-1. Parents and Children in Stay-At-Home Parent Family Groups.DB5 and Hunter 2011 Digital Dads I m Not a Subsegment.

Sources Professional Associations section. P1 Marketing General Incorporated 2012 2012 Membership Marketing Benchmark Report. P4 Robeznieks, Andis, March 2012 AMA Membership nudges up after three years of declineModern Physician. P5 Highbeam Business 2012 Professional Membership Organizations Industry Report. P6 Monitor Institute April 2011 Disruption Evolving Models of Engagement and Support - A National Study of Member-based Advocacy Organizations.

P7 Proctor, Kristina, September 2009 Gen Y is changing professional associations and companiesMinneapolis Generation Y Examiner. Department of Labor U. Bureau of Labor August 2011 Statistics Labor Force Characteristics by Race and Ethnicity. W2 Levenson A. W3 APQC, 2010 Work Force Age Matters. November 2009 M illennials And The W orld Of W ork A n E conomist s P erspective, Center For Effective Organizations Marshall School Of Business, University Of Southern California. W4 Matt Nesvisky July 16, 2012 The Career Effects Of Graduating In A RecessionNational Bureau of Economic Research.

13, 2009 The Long-Term Labor Market Consequences of Graduating from College in a Bad Economyworking paper, Yale School of Management. W6 MetLife 2010 The 10 th MetLife Annual Study of Employee Benefits Trends. Coming of age, slowly, in a tough economy. Pew Social Demographic Trends. et al February 9, 2012 Young, underemployed and optimistic. Washington DC. W8 Demos, Young Invincibles December 2011 The State of Young Americans Economic Barriers to the American Dream.

W9 Censky, Annalyn December 2011 Are you better off than mom and dad. W10 Twenge, J. 2010 Generational differences in work values A review of the empirical evidence. Journal of Management. W11 Center on Education and the Workforce, Georgetown University 2010 Help Wanted Projections of Jobs and Education Requirements Through 2018. Carnevale, A. Millennials in the workplace A communication perspective on Millennials organizational relationships and performance. Journal of Business Psychology, 25, 225-238.

W13 Pew Research Center Pew Social Demographic Trends February 2012 Underemployed and Optimistic Coming of Age Slowly in a Tough Economy. W14 Millennial Inc.Mr Youth, Intrepid, 2010 What your company will look like when Millennials call the shots. W15 Nekuda, J. W18 NACE February 2012 Federal leaders Face challenges attracting top college graduates to government servicePartnership For Public Service And The National Association Of Colleges And Employers Issue Brief.

August 11, 2011 What Millennials WantBellevue University, Human Capital Lab. Amanda Lotz ne travaille pas, ne conseille pas, ne possède pas de parts, ne reçoit pas de fonds d une organisation qui pourrait tirer profit de cet article, et n a déclaré aucune autre affiliation que son poste universitaire. Fellow, Peabody Media Center; Professor of Media Studies, University of Michigan. The unique strategy Netflix deployed to reach 90 million worldwide subscribers.

University of Michigan apporte des fonds en tant que membre fondateur de The Conversation US. In just a decade, Netflix has grown from a video service with seven million U. subscribers to one that reaches 93 million people worldwide. Its growth and ability to break into well-established industries first video rental, now television and film is a rare accomplishment.

In my book Portals A Treatise on Internet-Distributed Television, I explore how Netflix and other internet-distributed video services forced the existing television industry to radically change its practices. At the same time, many have struggled to understand Netflix s strategy. With other services entering the video on-demand market, how has Netflix continued to evolve and build its subscriber base.

The seeds of niche TV. When Netflix first launched in the late 1990s, it distributed DVDs mainly films by mail. The convenience of the service disrupted the existing film rental industry and eventually led to its demise. Television, meanwhile, was experiencing a renaissance. Cable channels began running series with complex storylines such as The Sopranos and The Shield that were targeted at niche audiences.

An outline where a sign used to hang for a Blockbuster movie rental store in Superior, Colorado. Because many of these channels earned revenue from both subscribers and advertisers, they could be successful even if these programs didn t reach a mass audience. Rick Wilking Reuters. Then, during the early 2000s, advances in compression technology coupled with more homes gaining access to high-speed internet services allowed large video files to be easily streamed over the internet.

These developments set the technological stage for Netflix to evolve its business from DVDs by mail to a national video streaming service, which it launched in 2007. Soon, television series became an integral part of its business model. By the summer of 2016, television accounted for 70 percent of the service s streaming. Different model, different strategy. For years, television was distributed by broadcast wave a revolutionary technology that sends a wireless signal over huge swaths of the country.

But broadcasting technology can send only one message at a time to everyone in its range. Because video streaming services such as Netflix what I call portals deliver programming on demand via the internet, viewers can choose what and when to watch instead of watching what s on. So where a traditional channel s task is to develop a schedule, the key task of a portal is cultivating a library of programs. This leads to different business strategies that, in turn, lead to different programs.

Broadcast networks and cable channels make money by selling audiences to advertisers. Netflix and many other portals, including Amazon Video and SeeSo are subscriber-funded Viewers pay a monthly fee for access to the library of content. Of course, HBO has also long relied on subscribers, which explains the distinctiveness of many HBO programs, despite its distribution by cable. HBO launched the portal HBO Now in 2015 to better match its subscriber-funded revenue model with a technology that makes its library of programs available on demand.

Each show doesn t need a mass audience which is the measure of success for advertiser-funded television but the service does need to provide enough value that subscribers continue to pay. Many portals provide this value by offering a very specific type of programming. For example, to justify its monthly fee, WWE Network offers subscribers more access to wrestling matches and wrestling-related content than fans can watch anywhere else.

Netflix s nooks and crannies. Similarly, Noggin, a portal with programs for preschoolers, makes ad-free programming available for young children. Yet Netflix doesn t try to offer content geared to a single audience with a specific interest. Nor does it aim for a mass audience. So how does Netflix with its 93 million subscribers pull it off. Netflix has adopted what I call a conglomerated niche strategy It develops programs for a handful of maybe a dozen different audience interests.

This is possible only because internet distribution allows Netflix to serve those different audiences simultaneously and separately. Most Netflix subscribers might not even realize how many programs Netflix offers, since its subscribers usually aren t exposed to programs that they probably won t be interested in. Netflix can also do this because internet distribution enables it to gather extensive data about its subscribers behavior, which it then uses to cultivate its library and provide users with likely desired content.

Netflix is notoriously tight-lipped about what data it collects, but its ability to gather viewing data from a global audience has enabled the service to recognize micro-genres and then patterns of viewer interest. If you were to ask different Netflix subscribers about the service s brand, you d likely get different responses. There is no one Netflix; rather, think of it as an expansive library with many small nooks and rooms.

Most subscribers never wander floor to floor. Instead, they stay in the corner that matches their tastes. Some other portals, such as Amazon Video, follow a similar strategy. But television and film streaming are a small part of the company s overall enterprise. Hulu is both similar and different. Since Hulu is a joint venture of the companies that own Disney, NBC and Fox, its library is mostly filled with shows owned by these companies.

A quest for global domination. These include complicated serial dramas House of Cardsaction series Daredevilhorror series Hemlock Grove and exclusive films starring a popular actor Adam Sandler. Some in the U. have doubted whether Netflix can maintain its market dominance based on a seeming lack of innovation and erosion of its U. library in recent years. But Netflix hasn t grown complacent. With 49 million American subscribers which makes it available in 43 percent of U.

households the U. market has less opportunity for growth. For this reason, Netflix has aggressively pivoted to stake claim as the first global television network. This doesn t mean Netflix is the same everywhere. Right now its library varies considerably because the norms of international television trade built before internet distribution required that distributors license shows to individual countries or regions.

Netflix increasingly seeks global rights to the series it develops, which will make future additions to its library available to subscribers around the world. Here, too, Netflix isn t simply distributing shows produced for U. It also develops original series for subscribers in non-U. markets that are also available to U. subscribers for example, Marseille, a French political drama; or Hibana, a Japanese drama about the country s competitive comedy scene.

As the number of subscribers from other countries has grown, so, too, has Netflix s library of original content. No television distributor has ever been able to reach a truly global audience. Netflix s experiment as a global, subscriber-funded television portal may be the next chapter of television history.

To succeed, subscriber-funded services must offer enough programming that viewers find the service worthy of their monthly fee. Directional market guidance using weekly options. Short-term trade alerts weekly options strategies. New alerts emailed each Friday morning. Our newsletter trade alerts offer real-time stock market updates and trading recommendations.

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NEW OPTIONS NEWSLETTER EACH FRIDAY. Smart Weekly Options Statistics Strategies. Ideas to Ponder. Trading articles, ideas opinions from the experts. We recently saw the rather unique Smart INSECT EV concept, and now the Japanese automaker has brought an electric version of its Scion IQ to the United States, though with a twist on how it will be available.

The twist for the 2013 Scion IQ EV is that it will only be available for car-sharing programs in campus and urban environments. Even though Toyota may be touting a green car strategy that leans heavily on hybrids, the auto manufacturer hasn t completely given up on electric cars. Toyota Scion IQ gets EV option in the US, with a twist. Why Toyota has chosen not to make it generally available to the public is a bit of a mystery, though the company has said it iqoption for mac battery-electric vehicles have the potential to play a role in future mobility strategies.

We ll have to wait and see if they choose to evolve the car into individual sales at some point down the line. The 2013 Scion IQ EV, as detailed by Toyota, is powered by what s described as a newly developed high-output lithium-ion battery with a power consumption rate of 104 Wh km. The 12 kWh battery provides an estimated range of up to 50 miles on a full charge, and can be fully charged in approximately three hours at 240V.

The vehicle s electric drivetrain has a maximum output of 47 kW 63 hp with a maximum torque of 120 lbs. The battery can also be recharged via regenerative braking. It offers three drive modes D,S,B that swap between performance and battery energy conservation. In S range, for example, the iQ EV accelerates from zero to 60 mph in 13. 4 seconds, and from 30 to 50 mph in seven seconds.

Its top speed is 78 mph. The vehicle s interior features a black and white color scheme with metallic and ice-blue accents and sports a leather wrapped steering wheel and what s described as a strongly contoured center console that symbolizes the battery mounted below the floor. The vehicle is equipped with a seven-inch screen display that hosts an HDD navigation system and also displays audio information or vehicle information such as power consumption and energy flow information in a split screen with the map on the main navigation screen.

An available range map displays an estimate of the distance the iQ EV can travel iqoption for mac its current state of charge. Production began this past September on the iQ EV at Toyota s Takaoka Plant in Toyota City, and it joins the recently released RAV4 EV as Toyota s only US electric cars. Toyota said 90 electric cars will be available for the car sharing programs, with details on individual iQ EV program partners being made available later.

One of the most common downside protection mechanisms is an exit strategy known as a stop-loss order, where if a share price dips to a certain level the position will be automatically sold at the current market price to stem further losses. With a stop-loss order, if a share price dips to a certain set level, the position will be automatically sold at the current market price, to stem further losses. Traders may enhance the efficacy of a stop-loss by pairing it with a trailing stop, a trade order where the stop-loss price isn t fixed at a single, absolute dollar amount, but is rather set at a certain percentage or a dollar amount below the market price.

Trailing Stops. Traders can enhance the efficacy of a stop-loss by pairing it with a trailing stop, which is a trade order where the stop-loss price isn t fixed at a single, absolute dollar amount, but is rather set at a certain percentage or dollar amount below the market price. When the price increases, it drags the trailing stop along with it. Online brokers are constantly on the lookout for ways to limit investor losses.

Then when the price finally stops rising, the new stop-loss price remains at the level it was dragged to, thus automatically protecting an investor s downside, while locking in profits as the price reaches new highs. Trailing stops may be used with stock, options, and futures exchanges that support traditional stop-loss orders.

Iq Option MACD \u0026 SMA - 100% Winning Strategy 2019, time: 10:00
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