[On weekends, we will be re-posting some pieces from the previous week that we wanted to call attention to again that some readers might have missed.]
After Disney named two longtime Internet execs–Playdom’s John Pleasants and Jimmy Pitaro of Yahoo–as co-presidents of its Internet unit, BoomTown did a longer interview with CEO Bob Iger about the entertainment giant’s next Web moves.
I always enjoy talking digital with Iger–who is pictured above in an interview I did with him in 2006 at the fourth D: All Things Digital conference–since he has been one of the old media moguls who seems unafraid of the challenges of new media.
While appropriately wary, Iger acted early and often in exploring digital initiatives at Disney (DIS) that others in Hollywood’s and New York’s media worlds were loath to consider.
“I have tried to keep two obvious philosophies,” Iger said in a phone interview yesterday. “First, that our current business not get in the way of adopting new technologies, and, second, that our business belongs on these new platforms.”
Easy to say, of course, but it’s still nice to hear, given the longtime, incessant and ultimately wearying push-and-pull between those who make bucks making content and those who make bucks making technology.
“My premise is that technology is about an opportunity for us,” said Iger. “And we cannot will it away and should not…because you can’t stop these things from happening.”
That’s presumably the impetus behind the hiring of Pleasants and Pitaro (picture here, left to right).
With an assist by recent Disney board member and Facebook COO Sheryl Sandberg, Pitaro came to his attention earlier this year, Iger said.
Pitaro left his job as SVP of Media at Yahoo (YHOO) last week.
And Pleasants was CEO of Playdom, the online social gaming company that Disney acquired for $763 million in late July.
The pair, who will report directly to Iger as co-chiefs of the Disney Interactive Media Group, replace outgoing head Steve Wadsworth.
The shift is a big move by the entertainment giant and yet another attempt to clarify and bolster its Web strategy, which has had a long and often rocky history.
Under the previous regime of former CEO Michael Eisner, for example, Disney bought search engine Infoseek and tried to create a portal called Go.com.
That failed, and was one of many efforts to define the media company’s Web goals.
More recently, in 2008, Disney gathered most of its Internet properties within DIMG under Wadsworth.
Still, money-making has not been part of the mix. In its most recent quarter, DIMG lost $65 million on revenue of $197 million.
In the interview about the new structure, Iger said: “I think we’ve built a framework of assets, and now is the time to create a structure in a more focused way. In splitting the divisions, we can focus more on them better and in a way they deserve.”
He outlined the new set-up, which will have Pleasants focus on the online gaming and mobile landscape and Pitaro on the Web arena.
Iger said he felt Pleasants and Pitaro brought different backgrounds to the task, as well as longtime experience in the Internet arena.
He said that upon considering a fresh approach, he felt that Wadsworth was “spread too thin,” given all the various online arenas for Disney.
In fact, today, Disney owns a number of big Internet properties, including Disney.com, Family.com and Club Penguin, although there does not seem to be a particularly cohesive strategy among them.
Of course, that’s no surprise, given it is all part of a multifaceted media company with a variety of businesses.
Due to its powerful content assets, said Iger, it might be a perfect time for a more cogent plan. With the explosion of devices, such as the Apple (AAPL) iPad and others, the importance of cooperation between content and technology is more critical than ever.
“I think a lot of technology companies are really finally ready to handle more premium content in a way that is beneficial to all of us,” said Iger.
And, he added, it was time for Disney to get more involved in technology, which was the reason for the purchase of Playdom. The move has made it more a publisher than a licensor.
“If we wanted to get significant in size, we need the investment to be greater,” Iger said about the big payout to get into the fast-growing social gaming arena.
And that has meant less emphasis on console games, on which he said Disney had focused too much in the past.
No longer–now Iger said he has planted Playdom, as well as its purchase of the Tapulous music app start-up, in a spanking new facility in Palo Alto, Calif., right in the heart of Silicon Valley.
“We need to be part of the culture and world there in a significant way,” said Iger. “And I believe I have convinced the senior team within Disney that Playdom is a huge opportunity for them.”
That includes online gaming related to units such as sports at ESPN, as well as other Disney brands, such as the theme parks or Marvel, into Playdom games.
While Pleasants will run his part of the show from Silicon Valley, Iger said, Pitaro will work out of Los Angeles on Web initiatives and in upgrading the Disney online experience.
“We want to make Disney sites more of a community and entertainment center than a marketing hub,” said Iger. “Where is gets complicated is the levels of exclusivity and the other places we want to distribute our content.”
That includes being part of the premium Hulu online video site, as well as perhaps even creating a Disney-branded pay service, but also being open to working more with Netflix (NFLX).
And that means a multifaceted approach to all kinds of payment models for Disney online, from subscription to advertising-supported to pay-per-view.
“In certain areas, we will be very aggressive with our content and in others less aggressive, to the extent that each offers us revenues,” said Iger. “Obviously, where there is potential cannibalization, we will be a little more careful…but we are going to push forward.”
When asked about the most obvious management issue–the possibility of clashing with two heads of one division (MySpace, anyone?), Iger said that while there was overlap, he thought the jobs Pitaro and Pleasants had to do were also wide-ranging and different enough.
Plus, added Iger, “They both report directly to me and I am there to see to it that it works.”
In other words, as Disney continues to move forward into the digital future, the content and technology buck stops, as it should, at Iger.
I wrote about two startups today that raised angel-sized financing rounds of around $1 million each: Hipmunk and Alphonso Labs. What caught my eye about both deals is this – neither had involvement from the so called “super angels” (except Hipmunk, which took an investment from SV Angel).
Hipmunk raised from traditional individual investors. Alphonso Labs raised money from venture capitalists.
Super Angels are investors who previously invested only their own money but at some point raised small funds and started investing third party money. That makes them indistinguishable from traditional venture funds in most respects.
Unlike angel investors, super angels have limited partners to answer to. And if returns aren’t competitive, those limited partners go elsewhere. Which is why we’re seeing so much stress emerge in the sector. Competition is fierce, and valuations are rising.
In fact, valuations are rising so quickly that a crucial psychological milestone has been reached – the $4 million pre money valuaiton. That was the primary reason that led to the formation of the AngelGate group, say multiple sources who attended those meetings.
For the first time this year the valuation on early stage deals started to average more than $4 million, say our sources. And that is the threshold where super angels’ valuation models start to break.
In a typical super angel round a company will raise $1 million on, say, a $4 million pre-money valuation. That gives investors 20% of the company, which is worth $5 million after the transaction is closed (the $4 million valuation plus the $1 million they just received)
Unlike old school venture capitalists, super angels are only counting on small exits of $15 million – $30 million. They need 7/10 or more of their companies to have these small exits to make any money. Any less and they won’t be able to raise new funds. Traditional VCs only count on 3-4 deals even returning capital. The rest are losses. But at least one of those ten deals is a huge home run, returning 10x the initial investment. Or more.
But with valuations rising, say investors we’ve spoken with, even 7 or 8 “wins” out of 10 won’t be enough to sustain the funds, given how small the acquisitions are. So exit valuations must increase, which is unlikely given the small number of buyers competing for deals, or valuations need to decline.
Some investors are just paying the higher valuations – Dave McClure is a notable example. Others are sitting on the sidelines and not investing much.
But all are griping.
The rising popularity of convertible notes, which are actually debt rounds that convert to equity later on, is increasing stress on the system. In some cases there aren’t any price protections for investors in those deals at all.
What happens next? Some of the super angel funds need to disappear, say Silicon Valley insiders. And maybe that’s for the best. The ones that are left standing will have an easier time making money down the road.
eric seiger
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
eric seiger
[On weekends, we will be re-posting some pieces from the previous week that we wanted to call attention to again that some readers might have missed.]
After Disney named two longtime Internet execs–Playdom’s John Pleasants and Jimmy Pitaro of Yahoo–as co-presidents of its Internet unit, BoomTown did a longer interview with CEO Bob Iger about the entertainment giant’s next Web moves.
I always enjoy talking digital with Iger–who is pictured above in an interview I did with him in 2006 at the fourth D: All Things Digital conference–since he has been one of the old media moguls who seems unafraid of the challenges of new media.
While appropriately wary, Iger acted early and often in exploring digital initiatives at Disney (DIS) that others in Hollywood’s and New York’s media worlds were loath to consider.
“I have tried to keep two obvious philosophies,” Iger said in a phone interview yesterday. “First, that our current business not get in the way of adopting new technologies, and, second, that our business belongs on these new platforms.”
Easy to say, of course, but it’s still nice to hear, given the longtime, incessant and ultimately wearying push-and-pull between those who make bucks making content and those who make bucks making technology.
“My premise is that technology is about an opportunity for us,” said Iger. “And we cannot will it away and should not…because you can’t stop these things from happening.”
That’s presumably the impetus behind the hiring of Pleasants and Pitaro (picture here, left to right).
With an assist by recent Disney board member and Facebook COO Sheryl Sandberg, Pitaro came to his attention earlier this year, Iger said.
Pitaro left his job as SVP of Media at Yahoo (YHOO) last week.
And Pleasants was CEO of Playdom, the online social gaming company that Disney acquired for $763 million in late July.
The pair, who will report directly to Iger as co-chiefs of the Disney Interactive Media Group, replace outgoing head Steve Wadsworth.
The shift is a big move by the entertainment giant and yet another attempt to clarify and bolster its Web strategy, which has had a long and often rocky history.
Under the previous regime of former CEO Michael Eisner, for example, Disney bought search engine Infoseek and tried to create a portal called Go.com.
That failed, and was one of many efforts to define the media company’s Web goals.
More recently, in 2008, Disney gathered most of its Internet properties within DIMG under Wadsworth.
Still, money-making has not been part of the mix. In its most recent quarter, DIMG lost $65 million on revenue of $197 million.
In the interview about the new structure, Iger said: “I think we’ve built a framework of assets, and now is the time to create a structure in a more focused way. In splitting the divisions, we can focus more on them better and in a way they deserve.”
He outlined the new set-up, which will have Pleasants focus on the online gaming and mobile landscape and Pitaro on the Web arena.
Iger said he felt Pleasants and Pitaro brought different backgrounds to the task, as well as longtime experience in the Internet arena.
He said that upon considering a fresh approach, he felt that Wadsworth was “spread too thin,” given all the various online arenas for Disney.
In fact, today, Disney owns a number of big Internet properties, including Disney.com, Family.com and Club Penguin, although there does not seem to be a particularly cohesive strategy among them.
Of course, that’s no surprise, given it is all part of a multifaceted media company with a variety of businesses.
Due to its powerful content assets, said Iger, it might be a perfect time for a more cogent plan. With the explosion of devices, such as the Apple (AAPL) iPad and others, the importance of cooperation between content and technology is more critical than ever.
“I think a lot of technology companies are really finally ready to handle more premium content in a way that is beneficial to all of us,” said Iger.
And, he added, it was time for Disney to get more involved in technology, which was the reason for the purchase of Playdom. The move has made it more a publisher than a licensor.
“If we wanted to get significant in size, we need the investment to be greater,” Iger said about the big payout to get into the fast-growing social gaming arena.
And that has meant less emphasis on console games, on which he said Disney had focused too much in the past.
No longer–now Iger said he has planted Playdom, as well as its purchase of the Tapulous music app start-up, in a spanking new facility in Palo Alto, Calif., right in the heart of Silicon Valley.
“We need to be part of the culture and world there in a significant way,” said Iger. “And I believe I have convinced the senior team within Disney that Playdom is a huge opportunity for them.”
That includes online gaming related to units such as sports at ESPN, as well as other Disney brands, such as the theme parks or Marvel, into Playdom games.
While Pleasants will run his part of the show from Silicon Valley, Iger said, Pitaro will work out of Los Angeles on Web initiatives and in upgrading the Disney online experience.
“We want to make Disney sites more of a community and entertainment center than a marketing hub,” said Iger. “Where is gets complicated is the levels of exclusivity and the other places we want to distribute our content.”
That includes being part of the premium Hulu online video site, as well as perhaps even creating a Disney-branded pay service, but also being open to working more with Netflix (NFLX).
And that means a multifaceted approach to all kinds of payment models for Disney online, from subscription to advertising-supported to pay-per-view.
“In certain areas, we will be very aggressive with our content and in others less aggressive, to the extent that each offers us revenues,” said Iger. “Obviously, where there is potential cannibalization, we will be a little more careful…but we are going to push forward.”
When asked about the most obvious management issue–the possibility of clashing with two heads of one division (MySpace, anyone?), Iger said that while there was overlap, he thought the jobs Pitaro and Pleasants had to do were also wide-ranging and different enough.
Plus, added Iger, “They both report directly to me and I am there to see to it that it works.”
In other words, as Disney continues to move forward into the digital future, the content and technology buck stops, as it should, at Iger.
I wrote about two startups today that raised angel-sized financing rounds of around $1 million each: Hipmunk and Alphonso Labs. What caught my eye about both deals is this – neither had involvement from the so called “super angels” (except Hipmunk, which took an investment from SV Angel).
Hipmunk raised from traditional individual investors. Alphonso Labs raised money from venture capitalists.
Super Angels are investors who previously invested only their own money but at some point raised small funds and started investing third party money. That makes them indistinguishable from traditional venture funds in most respects.
Unlike angel investors, super angels have limited partners to answer to. And if returns aren’t competitive, those limited partners go elsewhere. Which is why we’re seeing so much stress emerge in the sector. Competition is fierce, and valuations are rising.
In fact, valuations are rising so quickly that a crucial psychological milestone has been reached – the $4 million pre money valuaiton. That was the primary reason that led to the formation of the AngelGate group, say multiple sources who attended those meetings.
For the first time this year the valuation on early stage deals started to average more than $4 million, say our sources. And that is the threshold where super angels’ valuation models start to break.
In a typical super angel round a company will raise $1 million on, say, a $4 million pre-money valuation. That gives investors 20% of the company, which is worth $5 million after the transaction is closed (the $4 million valuation plus the $1 million they just received)
Unlike old school venture capitalists, super angels are only counting on small exits of $15 million – $30 million. They need 7/10 or more of their companies to have these small exits to make any money. Any less and they won’t be able to raise new funds. Traditional VCs only count on 3-4 deals even returning capital. The rest are losses. But at least one of those ten deals is a huge home run, returning 10x the initial investment. Or more.
But with valuations rising, say investors we’ve spoken with, even 7 or 8 “wins” out of 10 won’t be enough to sustain the funds, given how small the acquisitions are. So exit valuations must increase, which is unlikely given the small number of buyers competing for deals, or valuations need to decline.
Some investors are just paying the higher valuations – Dave McClure is a notable example. Others are sitting on the sidelines and not investing much.
But all are griping.
The rising popularity of convertible notes, which are actually debt rounds that convert to equity later on, is increasing stress on the system. In some cases there aren’t any price protections for investors in those deals at all.
What happens next? Some of the super angel funds need to disappear, say Silicon Valley insiders. And maybe that’s for the best. The ones that are left standing will have an easier time making money down the road.
eric seiger
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
eric seiger
eric seiger
eric seiger
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
eric seiger
[On weekends, we will be re-posting some pieces from the previous week that we wanted to call attention to again that some readers might have missed.]
After Disney named two longtime Internet execs–Playdom’s John Pleasants and Jimmy Pitaro of Yahoo–as co-presidents of its Internet unit, BoomTown did a longer interview with CEO Bob Iger about the entertainment giant’s next Web moves.
I always enjoy talking digital with Iger–who is pictured above in an interview I did with him in 2006 at the fourth D: All Things Digital conference–since he has been one of the old media moguls who seems unafraid of the challenges of new media.
While appropriately wary, Iger acted early and often in exploring digital initiatives at Disney (DIS) that others in Hollywood’s and New York’s media worlds were loath to consider.
“I have tried to keep two obvious philosophies,” Iger said in a phone interview yesterday. “First, that our current business not get in the way of adopting new technologies, and, second, that our business belongs on these new platforms.”
Easy to say, of course, but it’s still nice to hear, given the longtime, incessant and ultimately wearying push-and-pull between those who make bucks making content and those who make bucks making technology.
“My premise is that technology is about an opportunity for us,” said Iger. “And we cannot will it away and should not…because you can’t stop these things from happening.”
That’s presumably the impetus behind the hiring of Pleasants and Pitaro (picture here, left to right).
With an assist by recent Disney board member and Facebook COO Sheryl Sandberg, Pitaro came to his attention earlier this year, Iger said.
Pitaro left his job as SVP of Media at Yahoo (YHOO) last week.
And Pleasants was CEO of Playdom, the online social gaming company that Disney acquired for $763 million in late July.
The pair, who will report directly to Iger as co-chiefs of the Disney Interactive Media Group, replace outgoing head Steve Wadsworth.
The shift is a big move by the entertainment giant and yet another attempt to clarify and bolster its Web strategy, which has had a long and often rocky history.
Under the previous regime of former CEO Michael Eisner, for example, Disney bought search engine Infoseek and tried to create a portal called Go.com.
That failed, and was one of many efforts to define the media company’s Web goals.
More recently, in 2008, Disney gathered most of its Internet properties within DIMG under Wadsworth.
Still, money-making has not been part of the mix. In its most recent quarter, DIMG lost $65 million on revenue of $197 million.
In the interview about the new structure, Iger said: “I think we’ve built a framework of assets, and now is the time to create a structure in a more focused way. In splitting the divisions, we can focus more on them better and in a way they deserve.”
He outlined the new set-up, which will have Pleasants focus on the online gaming and mobile landscape and Pitaro on the Web arena.
Iger said he felt Pleasants and Pitaro brought different backgrounds to the task, as well as longtime experience in the Internet arena.
He said that upon considering a fresh approach, he felt that Wadsworth was “spread too thin,” given all the various online arenas for Disney.
In fact, today, Disney owns a number of big Internet properties, including Disney.com, Family.com and Club Penguin, although there does not seem to be a particularly cohesive strategy among them.
Of course, that’s no surprise, given it is all part of a multifaceted media company with a variety of businesses.
Due to its powerful content assets, said Iger, it might be a perfect time for a more cogent plan. With the explosion of devices, such as the Apple (AAPL) iPad and others, the importance of cooperation between content and technology is more critical than ever.
“I think a lot of technology companies are really finally ready to handle more premium content in a way that is beneficial to all of us,” said Iger.
And, he added, it was time for Disney to get more involved in technology, which was the reason for the purchase of Playdom. The move has made it more a publisher than a licensor.
“If we wanted to get significant in size, we need the investment to be greater,” Iger said about the big payout to get into the fast-growing social gaming arena.
And that has meant less emphasis on console games, on which he said Disney had focused too much in the past.
No longer–now Iger said he has planted Playdom, as well as its purchase of the Tapulous music app start-up, in a spanking new facility in Palo Alto, Calif., right in the heart of Silicon Valley.
“We need to be part of the culture and world there in a significant way,” said Iger. “And I believe I have convinced the senior team within Disney that Playdom is a huge opportunity for them.”
That includes online gaming related to units such as sports at ESPN, as well as other Disney brands, such as the theme parks or Marvel, into Playdom games.
While Pleasants will run his part of the show from Silicon Valley, Iger said, Pitaro will work out of Los Angeles on Web initiatives and in upgrading the Disney online experience.
“We want to make Disney sites more of a community and entertainment center than a marketing hub,” said Iger. “Where is gets complicated is the levels of exclusivity and the other places we want to distribute our content.”
That includes being part of the premium Hulu online video site, as well as perhaps even creating a Disney-branded pay service, but also being open to working more with Netflix (NFLX).
And that means a multifaceted approach to all kinds of payment models for Disney online, from subscription to advertising-supported to pay-per-view.
“In certain areas, we will be very aggressive with our content and in others less aggressive, to the extent that each offers us revenues,” said Iger. “Obviously, where there is potential cannibalization, we will be a little more careful…but we are going to push forward.”
When asked about the most obvious management issue–the possibility of clashing with two heads of one division (MySpace, anyone?), Iger said that while there was overlap, he thought the jobs Pitaro and Pleasants had to do were also wide-ranging and different enough.
Plus, added Iger, “They both report directly to me and I am there to see to it that it works.”
In other words, as Disney continues to move forward into the digital future, the content and technology buck stops, as it should, at Iger.
I wrote about two startups today that raised angel-sized financing rounds of around $1 million each: Hipmunk and Alphonso Labs. What caught my eye about both deals is this – neither had involvement from the so called “super angels” (except Hipmunk, which took an investment from SV Angel).
Hipmunk raised from traditional individual investors. Alphonso Labs raised money from venture capitalists.
Super Angels are investors who previously invested only their own money but at some point raised small funds and started investing third party money. That makes them indistinguishable from traditional venture funds in most respects.
Unlike angel investors, super angels have limited partners to answer to. And if returns aren’t competitive, those limited partners go elsewhere. Which is why we’re seeing so much stress emerge in the sector. Competition is fierce, and valuations are rising.
In fact, valuations are rising so quickly that a crucial psychological milestone has been reached – the $4 million pre money valuaiton. That was the primary reason that led to the formation of the AngelGate group, say multiple sources who attended those meetings.
For the first time this year the valuation on early stage deals started to average more than $4 million, say our sources. And that is the threshold where super angels’ valuation models start to break.
In a typical super angel round a company will raise $1 million on, say, a $4 million pre-money valuation. That gives investors 20% of the company, which is worth $5 million after the transaction is closed (the $4 million valuation plus the $1 million they just received)
Unlike old school venture capitalists, super angels are only counting on small exits of $15 million – $30 million. They need 7/10 or more of their companies to have these small exits to make any money. Any less and they won’t be able to raise new funds. Traditional VCs only count on 3-4 deals even returning capital. The rest are losses. But at least one of those ten deals is a huge home run, returning 10x the initial investment. Or more.
But with valuations rising, say investors we’ve spoken with, even 7 or 8 “wins” out of 10 won’t be enough to sustain the funds, given how small the acquisitions are. So exit valuations must increase, which is unlikely given the small number of buyers competing for deals, or valuations need to decline.
Some investors are just paying the higher valuations – Dave McClure is a notable example. Others are sitting on the sidelines and not investing much.
But all are griping.
The rising popularity of convertible notes, which are actually debt rounds that convert to equity later on, is increasing stress on the system. In some cases there aren’t any price protections for investors in those deals at all.
What happens next? Some of the super angel funds need to disappear, say Silicon Valley insiders. And maybe that’s for the best. The ones that are left standing will have an easier time making money down the road.
eric seiger
eric seiger
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
eric seiger
eric seiger
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
eric seiger
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
eric seiger
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
how to lose weight fast big seminar 14
big seminar 14
big seminar 14
big seminar 14
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
big seminar 14
A month ago, I began a social experiment, to see if it's indeed possible to make money on the internet, without the use of a web-camera (if you know what I mean). I am a stay-at-home mom who loves surfing the internet, and I thought, wow, maybe I can make money off of it! Of course, I thought this was the most original idea known to man until I started researching it and realizing that everybody (and their mama) has a blog about making money on the internet. It's very overwhelming to know where to start, and to not fall into pitfalls along the way, so I intend to create a series on my social experiment in the months to come. This is the first in my series. I'm calling it "Making Money on the Internet". Original, huh?
The first place I started to look was on www.WAHM.com to find what other stay-at-home moms were doing. While I was pregnant, there was a huge buzz on medical transcription, but I didn't want to pay money in order to learn anything. I wanted to utilize my own talents (i.e. knowing how to Google), and waste time. Not saying that medical transcription is a time-waster, it's just not for me. I found out that a lot of people were also selling cosmetics and kitchen utensils. Once again, not for me because I'm not a good sales person. And I can't do that while chasing behind a baby. Not saying other people can't, just not my deal.
One thing that interested me on the WAHM forum was that moms were doing surveys and getting paid for it. I know it sounds weird, but I did not realize there were valid paid surveys on the internet. I am usually circumspect about all those "click here" banners, so I never did. However, I found that forums were a great place to learn about what surveys were scams and what surveys actually paid money. Another great resource is Annika's. I found out so much from her site. There's also a lot of free information on Survey Police.
I'm not planning on endorsing any survey or company here, but I will go into detail on my own blog.
After I stepped into the cold waters of paid surveys, I realized that only a few of them make any difference in my bank account. Since this experiment is a month old, I have only gotten paid once, but I can see the trend, and I soon understood that I needed to broaden the ways that I can earn income over the internet. So I decided to start Paid To Click services. Paid to Click (PTC) are companies that send you emails and you have to view the email for a certain amount of time (usually 30-60 seconds) and then your account gets credited. Usually you earn $.02 per email. Of course that doesn't seem like much, but the companies I've signed up for send 5-10 emails a day, so it adds up.
Now, I'm not trying to get rich here. What I'm looking for is making enough each month to purchase diapers, maybe wipes... maybe mascara.
In addition to Surveys and PTC, I decided to start blogging. I definitely did not know people were paid to blog. I did not realize that the advertisements on the blogs were put there intentionally to bring in revenue. I thought the ads were a by-product of the blog being a free service. Maybe, in certain cases, they are, but overwhelmingly, smart bloggers are getting paid to include advertisements on their sites. So, you get a free blog, and then get traffic, and then sign up with companies that pay you to write blog posts on their products or pay you to have their banner on your site. Once again, I'm not endorsing any company on this article, so if you'd like more information, please visit my blog.
Now, I've also just started blogging, and hoping to increase my viewership. It's best to get involved in different networks, and update your blog regularly (from what I've read) to increase page views and loyal readers. I suppose interesting posts would also help!
This is just the beginning of my experiment. I'm happy with the results so far (a $3 check in the mail! woohoo), but I know it will be hard work in order to make money on the internet. Stay tuned for more about my experiment.
big seminar 14
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
big seminar 14
Trent Reznor on Why Facebook "Sucks" / Music <b>News</b> // Drowned In Sound
The full interview will be up later this afternoon but for now here's a quick excerpt with his thoughts on Facebook...
Why MSNBC & FOX <b>news</b> want health care to fail
Well this is where I think we are all getting duped as the news corps left and right are paid by all areas of the medical fields with advertisements and are there news stations biggest cash cow. these clips being put together by both ...
Fox <b>News</b> - Fox Business | New Ad | Two Networks - Solve | Mediaite
Back in June, a Fox Business Network promo featured only Fox News stars, touting the new financial channel. Now there's a new marketing strategy out, in ads playing on News Corp. cable news networks but also across the dial, ...
big seminar 14
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