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The following phone was rooted in order to perform the experiments: Acquiring root access of a device allows the user to gain elevated privileges thereby allowing the user to access permissions and rights that are by default not available to the user of unrooted mobile.
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The main purpose of rooting in our test scenario is to secure access to root folder i. The directories can then be directly copied using freely available tools namely Root Explorer for the device and Android Commander for desktop PC. Acquisition process through Android Commander is later described in this paper.
Scenario of un-rooted smart phones: Following Unrooted phones were taken in-order to perform tests and experiments: HTC Desire A version: To extract the data from those folders without rooting the phone, mobile data extraction device UFED from Cellebrite was used. However, FileSystem extractions were carried out here for manual analysis of data extracted from both phones.
The major difference of an unrooted Android phones compared to rooted phones is the unavailability of root access. This disallows accessibility to the root folder present on the internal memory of the device. Therefore such devices compulsorily require complete filesystem extractions in order to acquire folders that are otherwise unavailable without root access. The potential evidence related to yahoo can then be accessed by analyzing the output of filesystem extraction tool used via UFED Classic Ultimate.
Thereafter we can investigate the potential evidence left behind by the Yahoo Messenger and Yahoo Mail application. The following operations and activities were performed using both sets of mobiles phones i. File system acquisition This stage involves acquisition of filesystem located on the internal memory of each smartphone. The unrooted smartphones used in the testing procedure require acquisition [ 9 ] using hardware based devices such as UFED Classic Ultimate.
This acquisition is performed in a forensically approved manner to ensure that evidences discovered can be admitted in the court. There is a silent conversation.
That all requires conversation. They want people more than they want sales — how to engage them and make them to understand who they are and what they are buying. Glossier wants to have as many conversations as possible. Data is important, and good at providing feedback and improving your product. But, to innovate, you need to reach beyond data to intuitive reasoning. Glossier has only a single physical retail store in NYC, and this store has more sales per square foot than Apple.
Inthe life of the digital seller is filled with disruption. In a market as precarious as ours, inertia and incrementalism may be the riskiest options of all.
Weaver started by saying that to your sales teams the world looks like they are in the shadow of a death star. Sellers feel increasingly unconsidered, they are starting to feel invisible, and the natural reaction is to disengage, or to start to become desperate.
But, the answer to making the change as a sales leader is in the answers to two core questions: How will we live and thrive in a consolidated world of giants?
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Consolidation is a part of every industry and media channel. How do we succeed when the systems and practices we once relied on no longer serve us? The system seems rigged.
You can help them do it: Start to let go of things: They are the very things holding your sales people back. Start at a different place. At the agencies, we need to reach higher with a new set of motivations and incentives. Change the access point and get in to see the C-Suite and account owners within the agency.
Help them find new kinds of budgets, incremental client spending, opportunities for brand leadership, capability extenders and workforce multipliers. Hygiene is the new superpower. The issue matters, and we need to press it today. The idea that an advertiser should get what they paid for should not be in dispute. And the idea that fraud has no place in our business should be beyond question.
We have mistaken the idea of storytelling with telling our story better and more effectively — we have become a nation of describers, said Weaver. We need more betas: The incoming IAB Chairman shared insights about where the industry is headed in and then recognized IAB members who have demonstrated strong leadership and contributed exceptional service over the last year with the IAB Sales and Service Excellence Awards. The leaders shared some of their secrets to success and some stories about how diversity has increased productivity in their teams and for their bottom line.
The Rise of the 21st Century Brand Economy focused on growth and how to crack the code of the new consumer economy. Rothenberg started by claiming that new direct-to-consumer companies such as Warby Parker in eyewear, Glossier in cosmetics, Casper in mattresses, and Away Travel in luggage are not interesting curiosities. They represent an enduring shift in the way the consumer economy operates. Legacy brands in most consumer categories are now in crisis.
We have lived for almost years inside what we call the Indirect Brand Economy. Indirect brands created value through their high-barrier-to-entry, capital-intensive, owned-and-operated supply chains, and extracted that value through indirect, one-way relationships with their end consumers, mediated by a series of independent third parties, ending with fulfillment in a physical retail store. Now, we have entered the Direct Brand Economy.
We date its origin tothe year Warby Parker was founded. In this new economy, 21st Century Brands create value by tapping into a low-barrier-to-entry, capital-flexible, leased or rented supply chains. And they extract that value through a number of fulfillment models, all of which have a single thing in common: Non-store retailers grew from 4 percent in to According to Nielsen, dollar sales in brick-and-mortar stores increased just 0.
Rothenberg laid out a new framework for understanding the direct consumer economy and assured the audience that IAB is committing to this framework — and to helping you navigate this exciting, transcendental evolution in the way brands and consumers interrelate. IAB is going to bring the brands into the room. Our members have a lot to learn from them and their evolution. We also have a lot to teach them — about the best content marketing, risks to their data in the global public policy environment, best practices and technical developments in attribution modeling, and many other things.
This conference will become an annual fixture on the IAB calendar. Rothenberg left the audience with four main takeaways: The world is awash in capacity for producing, marketing, and delivering goods and services to consumers — and drawing first-party data from those interactions.
To succeed in this new economy, you must become a direct brand or serve the needs of direct brands — seeking to create more enduring two-way relationships with their consumers. Creating those data-enriched two-way relationships requires technology, but it also requires story, for there are three last mile gaps that must be closed: Maintaining and growing enduring two-way relationships between brands and consumers requires authenticity and trust. For trust equals data equals growth.
And growth is the goal. View the highlight video of this session, download the full studyand share it with your colleagues and business partners. He showed how Unilever found new ways for a sustainable business.
For Weed, was the year of voice and mobile video for consumers, and for the industry, it was clearly the year of the digital supply chain. We need to make sure that is a very different year where we rebuild trust in our system and our society collectively. Less than a third of people trust social media vs. This is important because if you undermine confidence you undermine trust. Business is expected to lead. Weed talked about hygiene factors, in particular the three Vs—Viewability, Verification and Value.
Significant progress has been made, as a result we are delivering good value. Table stakes have changed and they are impacting society. There is an underlying issue of trust and truth going on. This is about people, society, and the people we serve. Fake news, sexism, racism, terrorism, spreading hate, we are a million miles away from the internet we thought we were inventing. It is time to act before viewers stop viewing, advertisers stop advertising and publishers stop publishing.
This is an issue of trust — this is undermining the relationship between consumers and brands. Brands cannot ignore this. We cannot have people not believing what they see online. No trust equals no data, no brand, and no company. We all need to be part of the solution. Brand safety is paramount as well as brand suitability.
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Brands have a social responsibility and should have a positive impact on society. Weed made three commitments to change the conversation from social media to social responsibility: A brand without trust is just a product. It is time for brands to step forward and take action, speak up about things that need fixing in the digital supply chain.
Consumers are increasingly looking at brands and businesses to improve the society and environment. Unilever has been working on brands with purpose — such as Dove, which promotes beauty and building self-esteem to understand body and lives in different ways.
For Weed, you can build a brand that is good for people, for the planet, and for businesses. This is no longer a moral case, we also have a business case. Accept that we have a society issue, we need to own this collectively. An industry issue has moved into a societal issue. We are starting to impact society with the quality of the supply chain. Today, Hulu is leading TV forward into its next exciting era. Balis and Freer discussed what it takes to succeed as a 21st century brand in the constantly changing world of media.
Freer agrees that it all starts with trust — you have an opportunity to build trust with one consumer at a time. In the live space, quality stream is harder than it looks.
We all need to move faster. If you put legacy and tradition in front of everything, then you slow yourself down. Gillette could have done what Dollar Shave Club has done, if they chose to. Companies need to move beyond what their legacy business has forced them to hold onto.
They need to find ways to balance the expectations of shareholders and others and evolve much quicker because consumers are moving fast. To make advertising relevant, you need to think from the consumer side first — how is that message going to be consumed, how will they dive into it. We have overloaded the media experience with advertising. We need to create an ad experience focused on the customer experience.
Getting back to a quality, premium environment; lower ad load; more relevance to those ads and creative technology. Hulu subscribers, 31 years old on average, are vocal, active, and have great expectations. First, they want a robust quality stream and content in an easily discoverable way. And they want a complete experience, bringing all the content they want together, on any devices, wherever they want it.
In an on-demand, always-on world; to compete for attention, ultimately you need to have what they want to watch, when they want to watch it.The most beautiful conference call you've never seen - GlobalMeet by PGi review
You need originals and a wide variety of content and material difference with content they are passionate about. To provide the right content at the right moment with serendipity. You get to know someone. You have to be careful and protect their data. To be a successful D2C brand, it takes a cultural shift inside a company. There is a shift in how the company needs to think. Brands want to reach customers around content and communities.
You need to appreciate customers and value their time. We need to get back to the beginning when brands told stories then we need to integrate branded entertainment and product placement. We need the greatest creators, the best storytellers to tell stories about brands that resonate and elevate consumers through content, communities, or virally. Transforming the world lies in our hands. We need to shake off the power-point imprisonment, put the consumer at the epicenter of what we do, and draw the future from there.
With Connected Solutions, Mars Petcare is at the forefront of adapting a legacy business to the changed environment of direct, 21st century brand connectivity. In the last decade, Mars Petcare has lived the transformation of genetics, consumer technology, IoT, and health diagnostics. They are in the service business as much as the product business.
It forced them to redefine what they want to stand for as a company. This transformation has been all about finding our dream. No one has a monopoly on the heart and on the dream.
This dream allows them to prioritize. They fight for better cities, for pets to be more welcomed in offices and playground as well as nutrition and health for pet and pet parents alike. Everything else is a commodity. They gave up of the culture of self-preservation because people who are afraid are not taking risks.
They have to fight the bureaucracy and inertia every day — nothing kills the signal between you and your consumer more than the layers of bureaucracy. Every startup acquired was used as a cultural champion for change in Mars Petcare. They want to be a partner of choice for every disruptor in their industry. Scale creates a real differentiator. The next step is how to translate their existing advantage of scale into an advantage of speed.
Mars Petcare created a completely new open platform for their business to commission and create digital communication in real-time. The whole journey matters. Mars Petcare sees scale as an opportunity, not as a dead weight that drags them down. Find the dreamers who will create the transformation of your business and think how to organize to make them successful.
Impatience and tenacity are important components of making this transformation possible. Because no one holds the opportunity on dreams. They have focused on how to make sure their people have a direct relationship with the consumer.
Magazine, on stage to share how the company has created content and experiences that set it apart, Building a Lifestyle Brand in the 21st Century. Away, the direct-to-consumer travel company, has redefined what it means to connect with customers, having quickly developed a loyal following of hundreds of thousands of people around the world. Rubio said that the idea to build luggage came out of a pain point, however the two co-founders were not interested in building a company that just sells suitcases.
The old luggage industry was missing the emotional connection with customers, just talking about wheels and zippers. They wanted to make travel easier and more enjoyable — luggage was just their first stop.