#Marketing Services for Customer Acquisition

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Hessen Advertising Services Boost Your Business With BNF Advertising Agency in Hessen

Are you looking for a reliable and creative partner to help you grow your business in Hessen?

Look no further than BNF advertising agency in hessen!

Our team of experienced marketers, designers, and developers At BNF advertising agency in hessen can provide you with a wide range of service.

to enhance your brand, reach your target audience, and increase your ROI. Let’s explore some of the areas where we excel:

Digital Marketing Services: In today’s digital age, having a strong online presence is crucial for any business.

BNF advertising agency in hessen can help you with search engine optimization (SEO), pay-per-click (PPC) advertising.

social media marketing email marketing, and more.

We can develop a custom strategy that fits your goals, budget, and timeline.

Branding and Identity Design: Your brand is your identity in the marketplace.

BNF advertising agency in hessen can help you create a unique and memorable brand that reflects your values, vision, and personality.

We can assist you with brand strategy, logo design, tagline development, brand guidelines, and more.

Content Marketing: Content is king when it comes to engaging your audience, building trust, and driving conversions.

BNF advertising agency in hessen can help you with content creation, curation, distribution, promotion, and optimization.

We can develop a content calendar, create blog posts, videos, infographics, e-books, and more.

Web Design and Development: Your website is often the first point of contact with your customers.

BNF advertising agency in hessen can help you design and develop a responsive, user-friendly.

and visually appealing website that showcases your products or services.

We can also help you with e-commerce solutions, mobile optimization, website maintenance, and hosting.

Video Production Services: Video is a powerful medium to convey your message, demonstrate your product, and entertain your audience.

BNF advertising agency in hessen can help you with video production, including scriptwriting, storyboarding, filming, editing, and post-production.

We can create corporate videos, product demos, testimonials, social media videos, and more.

Graphic Design Services: Visuals are an integral part of your marketing collateral, from business cards to billboards.

BNF advertising agency in hessen can help you with graphic design, including brochure design.

flyer design, poster design, packaging design, and more.

We can create a consistent and professional look and feel for your brand.

Marketing Strategy and Analytics: To achieve your business goals, you need a clear and actionable marketing strategy.

BNF advertising agency in hessen can help you develop a marketing plan, set KPIs, track performance, and analyze data.

We can use tools such as Google Analytics, AdWords, Tag Manager, and Search Console to provide you with insights and recommendations.

At BNF advertising agency in hessen, we are committed to helping you succeed in your business.

We believe in building long-term relationships based on trust, transparency, and results.

Contact us today to schedule a free consultation and discover how we can help you boost your business in Hessen and beyond.

Why BNF advertising agency in hessen is the Right Choice for Your Business in Hessen

Are you struggling to reach your target audience, stand out from the competition, or generate leads and sales for your business in Hessen?

If so, you need a reliable and experienced partner that can help you navigate the complex and ever-changing landscape of marketing.

BNF advertising agency in hessen is here to help! Let’s explore some of the reasons why we are the right choice for your business.

Customized Marketing Solutions: At BNF, we don’t believe in a one-size-fits-all approach to marketing. Instead.

we take the time to understand your unique needs, goals, challenges, develop a customized strategy that fits your budget, timeline, and target audience.

Whether you need help with digital marketing, branding, content marketing, web design, video production.

or any other aspect of marketing, we’ve got you covered.

Experienced and Creative Team: Our team of marketers, designers, and developers has years of experience in the field and a passion for creativity and innovation.

We stay up-to-date with the latest trends, technologies, and best practices in marketing, apply them to your business with a fresh and unique perspective.

We pride ourselves on delivering high-quality work that exceeds your expectations and drives results.

Comprehensive Services: BNF advertising agency in hessen offers a comprehensive range of services that can help you tackle any marketing challenge.

From developing a brand strategy to creating a social media campaign, from designing a website to producing a video.

from analyzing data to optimizing performance.

we can provide you with a full-suite solution that covers all aspects of marketing.

This means that you don’t have to deal with multiple vendors or agencies, but can rely on us as your one-stop-shop for all your marketing needs.

Results-Oriented Approach: At BNF, we don’t just create pretty designs or catchy slogans.

we focus on delivering measurable results that impact your bottom line.

We set clear and realistic goals, track performance metrics, and provide you with regular reports.

and insights that show you how your marketing efforts are paying off.

We are not satisfied until you are satisfied and see a positive ROI on your marketing investment.

Local Expertise: As a Hessen-based agency, we have a deep understanding of the local market, culture, and trends.

We know what works and what doesn’t when it comes to marketing in Hessen, and we can help you tailor your message.

and approach to resonate with your local audience.

Whether you are targeting consumers or businesses in Frankfurt, Wiesbaden, Darmstadt.

or any other city in Hessen, we can provide you with the insights and strategies you need to succeed.

If you want to take your business to the next level and outshine your competitors in Hessen.

you need a partner that can help you navigate the complex and ever-changing landscape of marketing.

BNF advertising agency in hessen Creative advertising solutions

Finally we are One of the largest Advertising agency management and Build Brands in Hessen

Our Digital marketing services in Hessen :

advertising agency in hessen provide Social media marketing

BNF advertising agency in hessen provide Branding and identity design

BNF advertising agency in hessen provide Search engine optimization

BNF advertising agency in hessen provide Pay-per-click advertising

BNF advertising agency in hessen provide Video production services

BNF advertising agency in hessen provide Graphic design services

BNF advertising agency in hessen provide Web design and development

BNF advertising agency in hessen provide E-commerce solutions

BNF advertising agency in hessen provide Email marketing

BNF advertising agency in hessen provide Direct mail marketing

BNF advertising agency in hessen provide Event marketing

BNF advertising agency in hessen provide Outdoor advertising

BNF advertising agency in hessen provide Reputation management

BNF advertising agency in hessen provide Influencer marketing

BNF advertising agency in hessen provide Mobile marketing

BNF advertising agency in hessen provide Customer acquisition

BNF advertising agency in hessen provide Sales funnel optimization

BNF advertising agency in hessen provide Website analytics

BNF advertising agency in hessen provide Conversion rate optimization

BNF advertising agency in hessen provide Landing page optimization

BNF advertising agency in hessen provide User experience design

BNF advertising agency in hessen provide Brand management

BNF advertising agency in hessen provide Market research

BNF advertising agency in hessen provide Competitive analysis

BNF advertising agency in hessen provide Consumer behavior analysis

BNF advertising agency in hessen provide Data analysis

BNF advertising agency in hessen provide Data visualization

BNF advertising agency in hessen provide Multicultural marketing

BNF advertising agency in hessen provide International marketing

BNF advertising agency in hessen provide Twitter ads

BNF advertising agency in hessen provide LinkedIn ads

BNF advertising agency in hessen provide Pinterest ads

BNF advertising agency in hessen provide Snapchat ads

BNF advertising agency in hessen provide TikTok ads

BNF advertising agency in hessen provide Video ads

BNF advertising agency in hessen provide Affiliate marketing programs

BNF advertising agency in hessen provide Content marketing strategy

BNF advertising agency in hessen provide Content calendar

BNF advertising agency in hessen provide Content creation

BNF advertising agency in hessen provide Content management

BNF advertising agency in hessen provide Content analytics

BNF advertising agency in hessen provide Influencer marketing campaigns

BNF advertising agency in hessen provide Social media management

BNF advertising agency in hessen provide Social media strategy

BNF advertising agency in hessen provide Social media advertising

BNF advertising agency in hessen provide Google Ads

BNF advertising agency in hessen provide Google Analytics

BNF advertising agency in hessen provide National SEO

BNF advertising agency in hessen provide Off-page SEO

BNF advertising agency in hessen is here to help!

Contact us today to schedule a free consultation and discover how we can help you achieve your marketing goals and grow your business.

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Phone Lead Generation Services

As a top lead generation agency, Strategic Connection offers the perfect solution to drive your business forward. Our tailored strategies, local expertise, and commitment to results make us the ideal partner for your lead generation needs.

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Why Do B2B Companies Struggle With Client Acquisition?

B2B companies often struggle to attract new clients due to several key challenges. Firstly, decision-making processes are complex, involving many stakeholders with different needs, making sales cycles long and unpredictable. Secondly, intense competition makes it hard to stand out, but focusing on niche markets or offering unique services can help. Lastly, changing market dynamics require constant adaptation. To overcome these hurdles, B2B companies can use strategies like account-based marketing, emphasize their unique value, and stay agile in response to market shifts. By addressing these challenges strategically, they can drive sustainable growth in the competitive B2B landscape.

Read the complete article- A Solution-Oriented Approach to B2B Customer Acquisition

[reportprime01]

Empowering Growth: The Impact of Growth Marketing Services

Empowering Growth

Introduction

In the ever-evolving landscape of digital marketing, achieving sustainable growth is the holy grail for businesses. Growth Marketing Services, offered by Growth Marketing Consultants, Agencies, and Companies, have emerged as the catalysts of this growth. In this blog, we'll delve into the world of Growth Marketing Services, exploring the pivotal roles of Growth Marketing Consultants and Agencies, their services, and the diverse channels they utilize to drive success.

The Essence of Growth Marketing Services

Growth Marketing Services represent a strategic approach to marketing that prioritizes achieving rapid and sustainable growth for businesses. Unlike traditional marketing, which often focuses on individual campaigns, Growth Marketing takes a holistic view of the customer journey, encompassing acquisition, activation, retention, and referral. Here's why Growth Marketing Services have become indispensable:

Data-Driven: Growth Marketing relies on data and analytics to make informed decisions and continuously optimize strategies.

Customer-Centric: Understanding customer behaviors, preferences, and pain points is at the core of Growth Marketing.

Experimentation: Growth Marketers are relentless experimenters, always seeking ways to improve conversion rates and user engagement.

Visit Our Website: https://www.reportprime.com/

Growth Marketing Consultants: The Architects of Success

Growth Marketing Consultants are the visionaries who lead businesses toward growth. They play pivotal roles in:

Data Analysis: Consultants dive into data to identify trends and insights that guide strategic decisions.

Customer Research: Understanding the customer's journey and needs is fundamental. Consultants conduct in-depth research to gain valuable insights.

Experimentation: Consultants design and execute experiments to optimize conversion rates, user engagement, and other critical metrics.

Contact us: https://www.reportprime.com/contact

Growth Marketing Services Offered

Growth Marketing Consultants, Agencies, and Companies provide an array of services aimed at achieving accelerated growth:

Customer Acquisition: Crafting strategies for attracting new customers through various channels, including social media advertising and search engine optimization (SEO).

Conversion Rate Optimization (CRO): Enhancing the user experience to improve conversion rates on websites and landing pages.

Retention Strategies: Developing tactics to retain existing customers and transform them into loyal advocates.

Email Marketing: Leveraging email campaigns to nurture leads and drive conversions.

Analytics and Reporting: Regularly analyzing data and providing insights that drive decision-making.

The Role of Growth Marketing Agencies and Companies

Growth Marketing Agencies and Companies serve as the driving force behind the successful implementation of Growth Marketing strategies. They bring:

Expertise: Specialized knowledge and experience in Growth Marketing strategies and tactics.

Resources: Access to tools, technologies, and talent necessary for effective execution.

Strategic Planning: Development and execution of comprehensive Growth Marketing plans tailored to the unique needs and goals of businesses.

Learn more about us:https://www.reportprime.com/about

Diverse Growth Marketing Channels

Growth Marketers employ a diverse set of channels to reach and engage target audiences:

Social Media: Utilizing platforms like Facebook, Instagram, and LinkedIn to connect with and engage target audiences.

Search Engine Marketing (SEM): Leveraging paid search advertising to achieve prominent visibility in search engine results.

Content Marketing: Creating valuable, relevant content to attract and retain customers.

Email Marketing: Nurturing leads and customers through targeted and personalized email campaigns.

Conclusion

Growth Marketing Services, led by Growth Marketing Consultants and fueled by Growth Marketing Agencies and Companies, are the linchpin of sustainable business growth in the digital age. These services harness data, prioritize customer-centricity, and embrace experimentation to empower businesses.

In conclusion, Growth Marketing Services are not just a trend; they are the driving force behind business success in the modern world. By partnering with Growth Marketing Consultants, Agencies, or Companies, businesses can tap into a wealth of expertise and resources to achieve accelerated and sustainable growth. In an era where data and customer-centricity are paramount, Growth Marketing Services are the catalysts that transform businesses into growth stories.

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How to Dominate the Dach Market with a German Business Consultant

The DACH region, comprising Germany, Austria, and Switzerland, is one of Europe's most lucrative and influential markets. It presents significant business opportunities to expand its operations and gain a competitive edge. However, penetrating this market requires in-depth knowledge of its unique business culture, regulations, and consumer preferences. Partnering with a German-speaking business consultant can be instrumental to succeeding in the DACH region.

This blog will explore the steps to dominating the DACH market with expert guidance from a German business consultant.

Understanding the DACH Market

Before diving into strategies, it's crucial to understand the DACH market's uniqueness. With a combined population of over 100 million people and a thriving economy, this region offers immense opportunities for businesses seeking growth. However, the DACH market has challenges, such as strict regulations, cultural nuances, and a preference for high-quality products and services.

Localize Your Website and Content

Localizing your website and content is essential to establish a strong online presence in the DACH market. It means translating your website and marketing materials into German, the primary language spoken in the region. Hiring native speakers or collaborating with a Professional Key Account Management service is crucial to maintaining accuracy and cultural sensitivity.

Keyword Research for DACH Market

Keyword research is the cornerstone of successful SEO and holds for the DACH market. Conduct thorough keyword research to identify your target audience's terms and phrases when searching for products or services. Tools like Google Keyword Planner, Ahrefs, or SEMrush can provide valuable insights into search volumes and competition for relevant keywords.

High-Quality Content Creation

In SEO, content is king, and this principle is amplified in the DACH market. Create high-quality content that addresses your target audience's needs and pain points. Invest in well-researched, comprehensive articles, blog posts, and guides that showcase your expertise and provide value to readers.

Utilize Long-Form Content

Long-form content, such as in-depth guides and comprehensive articles, performs well in the DACH market. Utilize long-form content to showcase your authority on specific topics and increase your chances of ranking higher on search engines. Remember to naturally incorporate relevant keywords into the content for better SEO performance; a German-speaking business consultant can help you.

Partner with Local Influencers

Influencer marketing has gained immense popularity recently and is equally effective in the DACH market. Partner with local influencers with a significant regional following to promote your products or services. Their endorsement can increase brand visibility and attract a relevant audience to your business.

Optimize for Mobile

Mobile optimization is no longer optional—it's a necessity, especially in the DACH market, where smartphone usage is prevalent. For New Customer Acquisition for German Speaking Market, ensure your website is fully optimized for mobile devices to provide a seamless user experience. Google considers mobile-friendliness a ranking factor, so optimizing for mobile can significantly impact your search rankings.

Build Local Backlinks

Backlinks from reputable, authoritative websites are vital to SEO success. Building local backlinks from relevant German-language websites and directories is essential in the DACH market. Contact local business partners, industry associations, and influential blogs to secure valuable backlinks that boost your search rankings.

Final Words

Conquering the DACH market is a challenging endeavor, but with the support of a knowledgeable German-speaking business consultant, it becomes achievable. NEW-PM-SALES has expertise in market research, cultural understanding, regulatory compliance, and business networking. They will empower your company to make informed decisions by localizing your website, conducting thorough keyword research, creating high-quality content, leveraging social proof, and staying compliant with data protection laws. You can position your business for success in this thriving market. By leveraging their guidance, you can navigate the complexities of this thriving market and dominate the competition. It will set the stage for long-term success.

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Dropshipping: A Beginner's Guide to Making Money Online

Dropshipping: A Beginner’s Adviser to Authoritative Money Online Introduction:Dropshipping has emerged as a accepted business archetypal for ambitious entrepreneurs adorable to accomplish money online. With its low startup costs and flexibility, dropshipping offers an attainable way to alpha an e-commerce business after the charge for account or upfront artefact investments. In this beginner’s…

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Improve Customer Retention Get Customers To Pay on Time

Building relationships with customers and closing deals is critical for sales success. In business, customer acquisition and customer retention are crucial to generating revenue. It is cheaper to keep existing customers than to acquire new ones.

Once a sale is made, it is tempting for sales reps to move on to the next customer.

However, the sale is not complete when the customer signs the contract. Customers should pay their invoices on time to ensure the business has enough cash to operate and potentially turn a profit.

What on time means is dependent on a company payment policy. Customers can have payment terms raining from C.O.D, net 30, net 60, net 90, net 120, or longer. Some cycles can run for a year or longer. Certain companies offer financing options. Payment structures are structured based on the length of the sales cycle.

How can we make sure customers pay their invoices on time?

Here are six ways to keep customers and get them to pay their invoices on time.

Build and nurture customer relationships.

When the sale is complete, put all details in writing.

Follow through with the implementation product or service post-sale.

Check-in with your customer to make sure they are happy with their purchase. This can present an opportunity for upselling, cross-selling, repeat business, referrals, and testimonials.

If the customer voices concerns or has an issue with a product or service, address it immediately.

Make sure to honor any promises and warranties extended during the sales cycle.

If you follow these steps, you will get most customers to pay their invoices on time.

What do I do if a customer will not pay their invoice?

In large organizations, the accounts receivable manager will handle the customer by sending past-due notices and charging penalties. However, if Sales Reps work for a small company as I did, this will be the Sales Rep's responsibility. Ideally, the Sales Rep should be able to handle customer issues because they have a relationship with the customer.

Sales Reps should call and  visit the customer. During the visit, Sales Reps need to try to solve the issue. Be polite. Never raise your voice or swear at a customer. The goal is to get paid while keeping the customer whenever.

As a result of implementing the strategies above, my receivables (open invoices) were the lowest in the company! This allowed me to earn more commissions, make more sales and develop great relationships with my customers.

It is important to note that Sales and Service across acquisition and retention are subdivided in larger organizations.

How have you improved customer retention and gotten your customers to pay on time?

Please share your thoughts with me.

Additional places to find my content and blog

WordPress: https://dangalante.me/

Tumblr: http://www.askdangalante.com/

LinkedIn: https://www.linkedin.com/today/author/DanGalante

Medium https://medium.com/@DanGalante

YouTube https://www.youtube.com/trendsettingsm

Anchor https://anchor.fm/dangalante

About Me

I’m a Strategic Marketer with Field Sales, Sales Enablement, Content Creation, and, Classroom Teacher/Trainer skill sets using Marketing to drive Sales/Growth.

As a Marketer, I’ve worked with Start-Ups, a Political Campaign, and a Digital Marketing Conference.

I’m certified in Inbound Marketing with classes in Marketing, Product Management, Product Marketing, SEO, and SEM.

Before teaching, I was an Outside Sales and Marketing Rep. selling and marketing dental products to Dentists using consultative selling, trade show marketing, field marketing, and market research.

I publish Sales, Marketing & Social Media Today; a blog that covers industry events and trends.

I’m seeking a full-time role in

Inbound Marketing, Digital Marketing, Content Marketing, Product Marketing, Competitive Intelligence, Demand Generation, Social Media Marketing,

Sales Enablement, Enablement, Sales, Account Management, Customer Success, Sales Strategy, Marketing Strategy, Employer Branding, and Recruitment Marketing.

Open on the title, industry, company, location, and level. Reach out on LinkedIn or at dan@dangalante.com to start a conversation.

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The reason you can’t buy a car is the same reason that your health insurer let hackers dox you

On July 14, I'm giving the closing keynote for the fifteenth HACKERS ON PLANET EARTH, in QUEENS, NY. Happy Bastille Day! On July 20, I'm appearing in CHICAGO at Exile in Bookville.

In 2017, Equifax suffered the worst data-breach in world history, leaking the deep, nonconsensual dossiers it had compiled on 148m Americans and 15m Britons, (and 19k Canadians) into the world, to form an immortal, undeletable reservoir of kompromat and premade identity-theft kits:

https://en.wikipedia.org/wiki/2017_Equifax_data_breach

Equifax knew the breach was coming. It wasn't just that their top execs liquidated their stock in Equifax before the announcement of the breach – it was also that they ignored years of increasingly urgent warnings from IT staff about the problems with their server security.

Things didn't improve after the breach. Indeed, the 2017 Equifax breach was the starting gun for a string of more breaches, because Equifax's servers didn't just have one fubared system – it was composed of pure, refined fubar. After one group of hackers breached the main Equifax system, other groups breached other Equifax systems, over and over, and over:

https://finance.yahoo.com/news/equifax-password-username-admin-lawsuit-201118316.html

Doesn't this remind you of Boeing? It reminds me of Boeing. The spectacular 737 Max failures in 2018 weren't the end of the scandal. They weren't even the scandal's start – they were the tipping point, the moment in which a long history of lethally defective planes "breached" from the world of aviation wonks and into the wider public consciousness:

https://en.wikipedia.org/wiki/List_of_accidents_and_incidents_involving_the_Boeing_737

Just like with Equifax, the 737 Max disasters tipped Boeing into a string of increasingly grim catastrophes. Each fresh disaster landed with the grim inevitability of your general contractor texting you that he's just opened up your ceiling and discovered that all your joists had rotted out – and that he won't be able to deal with that until he deals with the termites he found last week, and that they'll have to wait until he gets to the cracks in the foundation slab from the week before, and that those will have to wait until he gets to the asbestos he just discovered in the walls.

Drip, drip, drip, as you realize that the most expensive thing you own – which is also the thing you had hoped to shelter for the rest of your life – isn't even a teardown, it's just a pure liability. Even if you razed the structure, you couldn't start over, because the soil is full of PCBs. It's not a toxic asset, because it's not an asset. It's just toxic.

Equifax isn't just a company: it's infrastructure. It started out as an engine for racial, political and sexual discrimination, paying snoops to collect gossip from nosy neighbors, which was assembled into vast warehouses full of binders that told bank officers which loan applicants should be denied for being queer, or leftists, or, you know, Black:

https://jacobin.com/2017/09/equifax-retail-credit-company-discrimination-loans

This witch-hunts-as-a-service morphed into an official part of the economy, the backbone of the credit industry, with a license to secretly destroy your life with haphazardly assembled "facts" about your life that you had the most minimal, grudging right to appeal (or even see). Turns out there are a lot of customers for this kind of service, and the capital markets showered Equifax with the cash needed to buy almost all of its rivals, in mergers that were waved through by a generation of Reaganomics-sedated antitrust regulators.

There's a direct line from that acquisition spree to the Equifax breach(es). First of all, companies like Equifax were early adopters of technology. They're a database company, so they were the crash-test dummies for ever generation of database. These bug-riddled, heavily patched systems were overlaid with subsequent layers of new tech, with new defects to be patched and then overlaid with the next generation.

These systems are intrinsically fragile, because things fall apart at the seams, and these systems are all seams. They are tech-debt personified. Now, every kind of enterprise will eventually reach this state if it keeps going long enough, but the early digitizers are the bow-wave of that coming infopocalypse, both because they got there first and because the bottom tiers of their systems are composed of layers of punchcards and COBOL, crumbling under the geological stresses of seventy years of subsequent technology.

The single best account of this phenomenon is the British Library's postmortem of their ransomware attack, which is also in the running for "best hard-eyed assessment of how fucked things are":

https://www.bl.uk/home/british-library-cyber-incident-review-8-march-2024.pdf

There's a reason libraries, cities, insurance companies, and other giant institutions keep getting breached: they started accumulating tech debt before anyone else, so they've got more asbestos in the walls, more sagging joists, more foundation cracks and more termites.

That was the starting point for Equifax – a company with a massive tech debt that it would struggle to pay down under the most ideal circumstances.

Then, Equifax deliberately made this situation infinitely worse through a series of mergers in which it bought dozens of other companies that all had their own version of this problem, and duct-taped their failing, fucked up IT systems to its own. The more seams an IT system has, the more brittle and insecure it is. Equifax deliberately added so many seams that you need to be able to visualized additional spatial dimensions to grasp them – they had fractal seams.

But wait, there's more! The reason to merge with your competitors is to create a monopoly position, and the value of a monopoly position is that it makes a company too big to fail, which makes it too big to jail, which makes it too big to care. Each Equifax acquisition took a piece off the game board, making it that much harder to replace Equifax if it fucked up. That, in turn, made it harder to punish Equifax if it fucked up. And that meant that Equifax didn't have to care if it fucked up.

Which is why the increasingly desperate pleas for more resources to shore up Equifax's crumbling IT and security infrastructure went unheeded. Top management could see that they were steaming directly into an iceberg, but they also knew that they had a guaranteed spot on the lifeboats, and that someone else would be responsible for fishing the dead passengers out of the sea. Why turn the wheel?

That's what happened to Boeing, too: the company acquired new layers of technical complexity by merging with rivals (principally McDonnell-Douglas), and then starved the departments that would have to deal with that complexity because it was being managed by execs whose driving passion was to run a company that was too big to care. Those execs then added more complexity by chasing lower costs by firing unionized, competent, senior staff and replacing them with untrained scabs in jurisdictions chosen for their lax labor and environmental enforcement regimes.

(The biggest difference was that Boeing once had a useful, high-quality product, whereas Equifax started off as an irredeemably terrible, if efficient, discrimination machine, and grew to become an equally terrible, but also ferociously incompetent, enterprise.)

This is the American story of the past four decades: accumulate tech debt, merge to monopoly, exponentially compound your tech debt by combining barely functional IT systems. Every corporate behemoth is locked in a race between the eventual discovery of its irreparable structural defects and its ability to become so enmeshed in our lives that we have to assume the costs of fixing those defects. It's a contest between "too rotten to stand" and "too big to care."

Remember last February, when we all discovered that there was a company called Change Healthcare, and that they were key to processing virtually every prescription filled in America? Remember how we discovered this? Change was hacked, went down, ransomed, and no one could fill a scrip in America for more than a week, until they paid the hackers $22m in Bitcoin?

https://en.wikipedia.org/wiki/2024_Change_Healthcare_ransomware_attack

How did we end up with Change Healthcare as the linchpin of the entire American prescription system? Well, first Unitedhealthcare became the largest health insurer in America by buying all its competitors in a series of mergers that comatose antitrust regulators failed to block. Then it combined all those other companies' IT systems into a cosmic-scale dog's breakfast that barely ran. Then it bought Change and used its monopoly power to ensure that every Rx ran through Change's servers, which were part of that asbestos-filled, termite-infested, crack-foundationed, sag-joisted teardown. Then, it got hacked.

United's execs are the kind of execs on a relentless quest to be too big to care, and so they don't care. Which is why their they had to subsequently announce that they had suffered a breach that turned the complete medical histories of one third of Americans into immortal Darknet kompromat that is – even now – being combined with breach data from Equifax and force-fed to the slaves in Cambodia and Laos's pig-butchering factories:

https://www.cnn.com/2024/05/01/politics/data-stolen-healthcare-hack/index.html

Those slaves are beaten, tortured, and punitively raped in compounds to force them to drain the life's savings of everyone in Canada, Australia, Singapore, the UK and Europe. Remember that they are downstream of the forseeable, inevitable IT failures of companies that set out to be too big to care that this was going to happen.

Failures like Ticketmaster's, which flushed 500 million users' personal information into the identity-theft mills just last month. Ticketmaster, you'll recall, grew to its current scale through (you guessed it), a series of mergers en route to "too big to care" status, that resulted in its IT systems being combined with those of Ticketron, Live Nation, and dozens of others:

https://www.nytimes.com/2024/05/31/business/ticketmaster-hack-data-breach.html

But enough about that. Let's go car-shopping!

Good luck with that. There's a company you've never heard. It's called CDK Global. They provide "dealer management software." They are a monopolist. They got that way after being bought by a private equity fund called Brookfield. You can't complete a car purchase without their systems, and their systems have been hacked. No one can buy a car:

https://www.cnn.com/2024/06/27/business/cdk-global-cyber-attack-update/index.html

Writing for his BIG newsletter, Matt Stoller tells the all-too-familiar story of how CDK Global filled the walls of the nation's auto-dealers with the IT equivalent of termites and asbestos, and lays the blame where it belongs: with a legal and economics establishment that wanted it this way:

https://www.thebignewsletter.com/p/a-supreme-court-justice-is-why-you

The CDK story follows the Equifax/Boeing/Change Healthcare/Ticketmaster pattern, but with an important difference. As CDK was amassing its monopoly power, one of its execs, Dan McCray, told a competitor, Authenticom founder Steve Cottrell that if he didn't sell to CDK that he would "fucking destroy" Authenticom by illegally colluding with the number two dealer management company Reynolds.

Rather than selling out, Cottrell blew the whistle, using Cottrell's own words to convince a district court that CDK had violated antitrust law. The court agreed, and ordered CDK and Reynolds – who controlled 90% of the market – to continue to allow Authenticom to participate in the DMS market.

Dealers cheered this on: CDK/Reynolds had been steadily hiking prices, while ingesting dealer data and using it to gouge the dealers on additional services, while denying dealers access to their own data. The services that Authenticom provided for $35/month cost $735/month from CDK/Reynolds (they justified this price hike by saying they needed the additional funds to cover the costs of increased information security!).

CDK/Reynolds appealed the judgment to the 7th Circuit, where a panel of economists weighed in. As Stoller writes, this panel included monopoly's most notorious (and well-compensated) cheerleader, Frank Easterbrook, and the "legendary" Democrat Diane Wood. They argued for CDK/Reynolds, demanding that the court release them from their obligations to share the market with Authenticom:

https://caselaw.findlaw.com/court/us-7th-circuit/1879150.html

The 7th Circuit bought the argument, overturning the lower court and paving the way for the CDK/Reynolds monopoly, which is how we ended up with one company's objectively shitty IT systems interwoven into the sale of every car, which meant that when Russian hackers looked at that crosseyed, it split wide open, allowing them to halt auto sales nationwide. What happens next is a near-certainty: CDK will pay a multimillion dollar ransom, and the hackers will reward them by breaching the personal details of everyone who's ever bought a car, and the slaves in Cambodian pig-butchering compounds will get a fresh supply of kompromat.

But on the plus side, the need to pay these huge ransoms is key to ensuring liquidity in the cryptocurrency markets, because ransoms are now the only nondiscretionary liability that can only be settled in crypto:

https://locusmag.com/2022/09/cory-doctorow-moneylike/

When the 7th Circuit set up every American car owner to be pig-butchered, they cited one of the most important cases in antitrust history: the 2004 unanimous Supreme Court decision in Verizon v Trinko:

https://www.oyez.org/cases/2003/02-682

Trinko was a case about whether antitrust law could force Verizon, a telcoms monopolist, to share its lines with competitors, something it had been ordered to do and then cheated on. The decision was written by Antonin Scalia, and without it, Big Tech would never have been able to form. Scalia and Trinko gave us the modern, too-big-to-care versions of Google, Meta, Apple, Microsoft and the other tech baronies.

In his Trinko opinion, Scalia said that "possessing monopoly power" and "charging monopoly prices" was "not unlawful" – rather, it was "an important element of the free-market system." Scalia – writing on behalf of a unanimous court! – said that fighting monopolists "may lessen the incentive for the monopolist…to invest in those economically beneficial facilities."

In other words, in order to prevent monopolists from being too big to care, we have to let them have monopolies. No wonder Trinko is the Zelig of shitty antitrust rulings, from the decision to dismiss the antitrust case against Facebook and Apple's defense in its own ongoing case:

https://www.ftc.gov/system/files/documents/cases/073_2021.06.28_mtd_order_memo.pdf

Trinko is the origin node of too big to care. It's the reason that our whole economy is now composed of "infrastructure" that is made of splitting seams, asbestos, termites and dry rot. It's the reason that the entire automotive sector became dependent on companies like Reynolds, whose billionaire owner intentionally and illegally destroyed evidence of his company's crimes, before going on to commit the largest tax fraud in American history:

https://www.wsj.com/articles/billionaire-robert-brockman-accused-of-biggest-tax-fraud-in-u-s-history-dies-at-81-11660226505

Trinko begs companies to become too big to care. It ensures that they will exponentially increase their IT debt while becoming structurally important to whole swathes of the US economy. It guarantees that they will underinvest in IT security. It is the soil in which pig butchering grew.

It's why you can't buy a car.

Now, I am fond of quoting Stein's Law at moments like this: "anything that can't go on forever will eventually stop." As Stoller writes, after two decades of unchallenged rule, Trinko is looking awfully shaky. It was substantially narrowed in 2023 by the 10th Circuit, which had been briefed by Biden's antitrust division:

https://law.justia.com/cases/federal/appellate-courts/ca10/22-1164/22-1164-2023-08-21.html

And the cases of 2024 have something going for them that Trinko lacked in 2004: evidence of what a fucking disaster Trinko is. The wrongness of Trinko is so increasingly undeniable that there's a chance it will be overturned.

But it won't go down easy. As Stoller writes, Trinko didn't emerge from a vacuum: the economic theories that underpinned it come from some of the heroes of orthodox economics, like Joseph Schumpeter, who is positively worshipped. Schumpeter was antitrust's OG hater, who wrote extensively that antitrust law didn't need to exist because any harmful monopoly would be overturned by an inevitable market process dictated by iron laws of economics.

Schumpeter wrote that monopolies could only be sustained by "alertness and energy" – that there would never be a monopoly so secure that its owner became too big to care. But he went further, insisting that the promise of attaining a monopoly was key to investment in great new things, because monopolists had the economic power that let them plan and execute great feats of innovation.

The idea that monopolies are benevolent dictators has pervaded our economic tale for decades. Even today, critics who deplore Facebook and Google do so on the basis that they do not wield their power wisely (say, to stamp out harassment or disinformation). When confronted with the possibility of breaking up these companies or replacing them with smaller platforms, those critics recoil, insisting that without Big Tech's scale, no one will ever have the power to accomplish their goals:

https://pluralistic.net/2023/07/18/urban-wildlife-interface/#combustible-walled-gardens

But they misunderstand the relationship between corporate power and corporate conduct. The reason corporations accumulate power is so that they can be insulated from the consequences of the harms they wreak upon the rest of us. They don't inflict those harms out of sadism: rather, they do so in order to externalize the costs of running a good system, reaping the profits of scale while we pay its costs.

The only reason to accumulate corporate power is to grow too big to care. Any corporation that amasses enough power that it need not care about us will not care about it. You can't fix Facebook by replacing Zuck with a good unelected social media czar with total power over billions of peoples' lives. We need to abolish Zuck, not fix Zuck.

Zuck is not exceptional: there were a million sociopaths whom investors would have funded to monopolistic dominance if he had balked. A monopoly like Facebook has a Zuck-shaped hole at the top of its org chart, and only someone Zuck-shaped will ever fit through that hole.

Our whole economy is now composed of companies with sociopath-shaped holes at the tops of their org chart. The reason these companies can only be run by sociopaths is the same reason that they have become infrastructure that is crumbling due to sociopathic neglect. The reckless disregard for the risk of combining companies is the source of the market power these companies accumulated, and the market power let them neglect their systems to the point of collapse.

This is the system that Schumpeter, and Easterbrook, and Wood, and Scalia – and the entire Supreme Court of 2004 – set out to make. The fact that you can't buy a car is a feature, not a bug. The pig-butcherers, wallowing in an ocean of breach data, are a feature, not a bug. The point of the system was what it did: create unimaginable wealth for a tiny cohort of the worst people on Earth without regard to the collapse this would provoke, or the plight of those of us trapped and suffocating in the rubble.

Support me this summer on the Clarion Write-A-Thon and help raise money for the Clarion Science Fiction and Fantasy Writers' Workshop!

If you'd like an essay-formatted version of this post to read or share, here's a link to it on pluralistic.net, my surveillance-free, ad-free, tracker-free blog:

https://pluralistic.net/2024/06/28/dealer-management-software/#antonin-scalia-stole-your-car

Image: Cryteria (modified) https://commons.wikimedia.org/wiki/File:HAL9000.svg

CC BY 3.0 https://creativecommons.org/licenses/by/3.0/deed.en

[robertreich]

Why Does Flying Suck so Much? 

You might not believe this, but I’m old enough to remember when flying was fun.

Now I'm sure you've got your own airline horror stories, which I hope you’ll share. But what happened to make flying such a nightmare?

The answer is simple: the same things happening across most industries. In fact, a close look at airlines reveals five of the biggest problems with our economy.

Number 1: Consolidation means fewer choices.

While there were once many more airlines, a series of mergers and acquisitions over the last three decades has left only four in control of about 80% of the market.

This kind of consolidation has been happening all over the economy. For example, four companies now control 80% of all beef production, and two control over 60% of all paper products. This lack of competition has led to:

Number 2: Companies Charging More for Less

Even before recent airfare spikes, air travel was getting more expensive because of new fees for things that used to be free, like in-flight meals, checked bags, or even carry-ons.

Spirit Airlines even charges $25 to print your boarding pass at a ticket counter! It’s just a piece of paper!

One of the ugliest ad-ons is the fee some airlines charge for families to sit together. That doesn’t even cost them anything!

Airlines are leading an economy-wide trend of adding often unexpected new charges to goods and services without adding value.

And you’re getting less in return. Airlines have cut an estimated 8 inches of legroom and two inches of seat width in the last two decades. Doesn’t bother me (I’m short), but many of you may feel the squeeze.

This parallels other industries where you’re paying more for less — just look at how cereal boxes, rolls of toilet paper, and candy bars are all shrinking.

Number 3: Exploiting Workers

While their jobs have become more difficult, many flight attendants haven’t had a raise in years.

And a lot of their hardest work is totally unpaid, because most flight attendants don’t get paid during the boarding process. They’re off the clock until the plane’s doors close.

And if the flight is delayed, those are often extra hours for no extra money.

Again, this mirrors trends in the overall economy, where too many workers are pushed into unpaid overtime or made to do work or be on call during their off hours.

Number 4: The Illusion of Scarcity

Airlines pretend they have no choice but to raise prices, cut services, and limit payroll. But their profits are in the stratosphere. In the five years before the pandemic, the top 5 airlines were flush enough to pay shareholders $45 billion, largely through stock buybacks.

During the pandemic, they got a $54 billion bailout from taxpayers (you’re welcome).

In the years since, they’ve resumed flying high, with nearly $10 billion in net profit expected across the industry in 2023. They can afford to take care of workers and customers.

Whether it’s multi-millionaire movie moguls pretending they can’t afford to pay writers or a grocery chain blaming “inflation” for high prices while raking in record profits, this illusion of scarcity is a sham.

Number 5: Misdirected Rage

Instead of being mad at the people at the top, we’ve been tricked into being mad at each other. Fights have broken out over whether it’s ok to recline a seat or who gets overhead bin space. But reclining’s only an issue because airlines intentionally put the seats too close together. And bin space is only running out because they’ve made it expensive to check bags — and also risky, with the rate of lost bags doubling over the last year.

Airlines are pitting us against each other the same way billionaires and their political lackeys pit groups against each other in society, hoping we’ll blame unions or immigrants or people of other races or religions or gender identities for why it’s so hard to get ahead, and that we won’t notice how much wealth and power is in the hands of so few.

So what do we do?

A lot of these problems could be solved with tougher antitrust enforcement — which we are starting to see. The Justice Dept is suing to block JetBlue from buying Spirit Airlines. We need that kind of anti-monopoly protection across the board.

Another part of the solution is unions. Airline workers are among the wave of American workers organizing to demand better pay and working conditions.

And then there’s your power as an informed consumer. Companies get away with bad behavior when we accept their excuses that there’s just no other way to run a business. They’re counting on us not knowing what’s really going on. So share this video, and share your airline stories in the comments.

Finally, try to be a little nicer to service workers and your fellow passengers — on planes and in life. After all, we’re all on this journey together.

[mariacallous]

In March 2007, Google’s then senior executive in charge of acquisitions, David Drummond, emailed the company’s board of directors a case for buying DoubleClick. It was an obscure software developer that helped websites sell ads. But it had about 60 percent market share and could accelerate Google’s growth while keeping rivals at bay. A “Microsoft-owned DoubleClick represents a major competitive threat,” court papers show Drummond writing.

Three weeks later, on Friday the 13th, Google announced the acquisition of DoubleClick for $3.1 billion. The US Department of Justice and 17 states including California and Colorado now allege that the day marked the beginning of Google’s unchecked dominance in online ads—and all the trouble that comes with it.

The government contends that controlling DoubleClick enabled Google to corner websites into doing business with its other services. That has resulted in Google allegedly monopolizing three big links of a vital digital advertising supply chain, which funnels over $12 billion in annual revenue to websites and apps in the US alone.

It’s a big amount. But a government expert estimates in court filings that if Google were not allegedly destroying its competition illegally, those publishers would be receiving up to an additional hundreds of millions of dollars each year. Starved of that potential funding, “publishers are pushed to put more ads on their websites, to put more content behind costly paywalls, or to cease business altogether,” the government alleges. It all adds up to a subpar experience on the web for consumers, Colorado attorney general Phil Weiser says.

“Google is able to extract hiked-up costs, and those are passed on to consumers,” he alleges. “The overall outcome we want is for consumers to have more access to content supported by advertising revenue and for people who are seeking advertising not to have to pay inflated costs.”

Google disputes the accusations.

Starting today, both sides’ arguments will be put to the test in what’s expected to be a weekslong trial before US district judge Leonie Brinkema in Alexandria, Virginia. The government wants her to find that Google has violated federal antitrust law and then issue orders that restore competition. In a best-case scenario, according to several Google critics and experts in online ads who spoke with WIRED, internet users could find themselves more pleasantly informed and entertained.

It could take years for the ad market to shake out, says Adam Heimlich, a longtime digital ad executive who’s extensively researched Google. But over time, fresh competition could lower supply chain fees and increase innovation. That would drive “better monetization of websites and better quality of websites,” says Heimlich, who now runs AI software developer Chalice Custom Algorithms.

Tim Vanderhook, CEO of ad-buying software developer Viant Technology, which both competes and partners with Google, believes that consumers would encounter a greater variety of ads, fewer creepy ads, and pages less cluttered with ads. “A substantially improved browsing experience,” he says.

Of course, all depends on the outcome of the case. Over the past year, Google lost its two other antitrust trials—concerning illegal search and mobile app store monopolies. Though the verdicts are under appeal, they’ve made the company’s critics optimistic about the ad tech trial.

Google argues that it faces fierce competition from Meta, Amazon, Microsoft, and others. It further contends that customers benefited from each of the acquisitions, contracts, and features that the government is challenging. “Google has designed a set of products that work efficiently with each other and attract a valuable customer base,” the company’s attorneys wrote in a 359-page rebuttal.

For years, Google publicly has maintained that its ad tech projects wouldn’t harm clients or competition. “We will be able to help publishers and advertisers generate more revenue, which will fuel the creation of even more rich and diverse content on the internet,” Drummond testified in 2007 to US senators concerned about the DoubleClick deal’s impact on competition and privacy. US antitrust regulators at the time cleared the purchase. But at least one of them, in hindsight, has said he should have blocked it.

Deep Control

The Justice Department alleges that acquiring DoubleClick gave Google “a pool of captive publishers that now had fewer alternatives and faced substantial switching costs associated with changing to another publisher ad server.” The global market share of Google’s tool for publishers is now 91 percent, according to court papers. The company holds similar control over ad exchanges that broker deals (around 70 percent) and tools used by advertisers (85 percent), the court filings say.

Google’s dominance, the government argues, has “impaired the ability of publishers and advertisers to choose the ad tech tools they would prefer to use and diminished the number and quality of viable options available to them.”

The government alleges that Google staff spoke internally about how they have been earning an unfair portion of what advertisers spend on advertising, to the tune of over a third of every $1 spent in some cases.

Some of Google’s competitors want the tech giant to be broken up into multiple independent companies, so each of its advertising services competes on its own merits without the benefit of one pumping up another. The rivals also support rules that would bar Google from preferencing its own services. “What all in the industry are looking for is fair competition,” Viant’s Vanderhook says.

If Google ad tech alternatives win more business, not everyone is so sure that the users will notice a difference. “We’re talking about moving from the NYSE to Nasdaq,” Ari Paparo, a former DoubleClick and Google executive who now runs the media company Marketecture, tells WIRED. The technology behind the scenes may shift, but the experience for investors—or in this case, internet surfers—doesn’t.

Some advertising experts predict that if Google is broken up, users’ experiences would get even worse. Andrey Meshkov, chief technology officer of ad-block developer AdGuard, expects increasingly invasive tracking as competition intensifies. Products also may cost more because companies need to not only hire additional help to run ads but also buy more ads to achieve the same goals. “So the ad clutter is going to get worse,” Beth Egan, an ad executive turned Syracuse University associate professor, told reporters in a recent call arranged by a Google-funded advocacy group.

But Dina Srinivasan, a former ad executive who as an antitrust scholar wrote a Stanford Technology Law Review paper on Google’s dominance, says advertisers would end up paying lower fees, and the savings would be passed on to their customers. That future would mark an end to the spell Google allegedly cast with its DoubleClick deal. And it could happen even if Google wins in Virginia. A trial in a similar lawsuit filed by Texas, 15 other states, and Puerto Rico is scheduled for March.

[salesmarkglobal]

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[rideboomindia]

How could Malhi's, the founder of RideBoom experience, help EV manufacturers address their operational challenges?

Malhi's experience scaling RideBoom could provide valuable insights to help EV manufacturers address several key operational challenges:

Supply Chain Management:

As RideBoom grew, Malhi likely had to navigate the complexities of securing reliable suppliers, managing inventory, and optimizing logistics.

This experience could help EV manufacturers improve their own supply chain resilience and efficiency.

Manufacturing Scaling:

Ramping up production to meet growing demand is a major operational hurdle for EV makers.

Malhi's firsthand knowledge of the challenges and best practices around scaling manufacturing operations could be beneficial.

Quality Control and Continuous Improvement:

Maintaining quality and driving ongoing process improvements are critical for EV manufacturers.

Malhi may have developed effective strategies and processes for quality management that could be applied.

Talent Acquisition and Team Building:

Recruiting, training, and retaining the right talent is essential for scaling an EV business.

Malhi's experience building and leading the RideBoom team could provide insights on effective talent management.

Technology Integration and Innovation:

Leveraging the latest technologies is key for EV manufacturers to stay competitive.

Malhi may have valuable knowledge on evaluating, adopting, and optimizing new technologies based on RideBoom's experience.

Customer Service and Satisfaction:

Ensuring a positive customer experience is crucial for EV manufacturers.

Malhi's direct customer-facing experience could inform strategies to enhance customer service and support.

By drawing on Malhi's practical scaling expertise, EV manufacturers may be able to more effectively address their own operational challenges, improve efficiency, and enhance their overall competitiveness in the market.

[newpmsales]

German Speaking Business Consultant for more information Visit : https://newpmsales.de/

Tel - USA: +1 307-460-6308

Tel - Germany: +49 32 221091678

[cortosis-ct]

The Bad Batch and their jobs (Modern AU)

In my headcanon they all started out as soldiers. After getting out and accidentally acquisiting Omega, they desperately need money and take any jobs they can get. Eventually, everyone finds something they actually like.

Hunter:

Retail sales associate aka Walmart slave and getting yelled at by Karens all day. He's also doing freelance cleaning jobs, the grosser the better the payment. Think hoarder apartments with fifty cats or scat orgy hotel room cleanup.

He works hard on getting his record cleaned up and eventually secures a job at the fire station. He becomes a firefighter and will eventually be a lieutenant and later captain.

Tech:

Fast food worker which means lots of being yelled at by hangry people who are unhappy with the way their BigMac was stacked. He takes any extra shift he can get.

After several failed rounds of applications, he hacks into a big company's system and puts his name on top of the candidate list. He ends up supervisor for some bank insurance IT stuff with lots of numbers.

Wrecker: Miner. It's hard work and long hours in the dark. He actually earns the most of all of them but that's because it's fucking dangerous and depressing.

The leading instructor for the demolition expert trainees blows up. Wrecker, having had professional training in the military and lots of experience at not getting blown up (again), is their best take so he becomes their new instructor for the new hires.

Crosshair: Nobody is really willing to hire him so he's an unlicensed taxi driver most nights. (He hates everything about it.) He also signed up as a freelance roadkill collector job in Hunter's name and takes the calls when he doesn't have passengers.

He meets railroaders when cleaning up railkill one night. When smoking he mentions how much he hates being a taxi driver and the railroaders recruit him for their company. He becomes a traindriver and finally doesn't have to interact with his passengers.

Echo: They call it online sales associate marketer and customer service advisor. He calls it tele-scam-marketer. Many people yelling at him but at least he can work from home.

At a parent-teacher conference of Omega's school he helps another parent with a technology problem. He's like: "I tried to get rid of that problem for hours and you did it within five minutes. You gotta be a master software engineer." and Echo's like "I get payed to get yelled at as a telemarketer". Turns out the guy is an HR associate at an IT company and gets Echo a proper job.

[mostlysignssomeportents]

The long bezzle

Going to Defcon this weekend? I’m giving a keynote, “An Audacious Plan to Halt the Internet’s Enshittification and Throw it Into Reverse,” on Saturday at 12:30pm, followed by a book signing at the No Starch Press booth at 2:30pm!

https://info.defcon.org/event/?id=50826

When it comes to the modern world of enshittified, terrible businesses, no addition to your vocabulary is more essential than "bezzle," JK Galbraith's term for "the magic interval when a confidence trickster knows he has the money he has appropriated but the victim does not yet understand that he has lost it"

https://pluralistic.net/2023/08/09/accounting-gimmicks/#unter

The bezzle is contained by two forces.

First, Stein's Law: "Anything that can't go on forever will eventually stop."

Second, Keynes's: "Markets can remain irrational longer than you can remain solvent."

On the one hand, extremely badly run businesses that strip all the value out of the firm, making things progressively worse for its suppliers, workers and customers will eventually fail (Stein's Law).

On the other hand, as the private equity sector has repeatedly demonstrated, there are all kinds of accounting tricks, subsidies and frauds that can animate a decaying, zombie firm long after its best-before date (Keynes's irrational markets):

https://pluralistic.net/2023/06/02/plunderers/#farben

One company that has done an admirable job of balancing on a knife edge between Stein and Keynes is Verizon, a monopoly telecoms firm that has proven that a business can remain large, its products relied upon by millions, its stock actively traded and its market cap buoyant, despite manifest, repeated incompetence and waste on an unimaginable scale.

This week, Verizon shut down Bluejeans, an also-ran videoconferencing service the company bought for $400 million in 2020 as a panic-buy to keep up with Zoom. As they lit that $400 mil on fire, Verizon praised its own vision, calling Bluejeans "an award-winning product that connects our customers around the world, but we have made this decision due to the changing market landscape":

https://9to5google.com/2023/08/08/verizon-bluejeans-shutting-down/

Writing for Techdirt, Karl Bode runs down a partial list of all the unbelievably terrible business decisions Verizon has made without losing investor confidence or going under, in a kind of tribute to Keynes's maxim:

https://www.techdirt.com/2023/08/10/verizon-fails-again-shutters-attempted-zoom-alternative-bluejeans-after-paying-400-million-for-it/

Remember Go90, the "dud" streaming service launched in 2015 and shuttered in 2018? You probably don't, and neither (apparently) do Verizon's shareholders, who lost $1.2 billion on this folly:

https://www.techdirt.com/2018/07/02/verizons-sad-attempt-to-woo-millennials-falls-flat-face/

Then there was Verizon's bid to rescue Redbox with a new joint-venture streaming service, Redbox Instant, launched 2012, killed in 2014, $450,000,000 later:

https://variety.com/2014/digital/news/verizon-redbox-to-pull-plug-on-video-streaming-service-1201321484/

Then there was Sugarstring, a tech "news" website where journalists were prohibited from saying nice things about Net Neutrality or surveillance – born 2014, died 2014:

https://www.theverge.com/2014/12/2/7324063/verizon-kills-off-sugarstring

An app store, started in 2010, killed in 2012:

https://www.theverge.com/2012/11/5/3605618/verizon-apps-store-closing-january-2013

Vcast, 2005-2012, yet another failed streaming service (pray that someday you find someone who loves you as much as Verizon's C-suite loves doomed streaming services):

https://venturebeat.com/media/verizon-vcast-shutting-down/

And the granddaddy of them all, Oath, Verizon's 2017, $4.8 billion acquisition of Yahoo/AOL, whose name refers to the fact that the company's mismanagement provoked involuntary, protracted swearing from all who witnessed the $4.6 billion write-down the company took a year later:

https://www.techdirt.com/2018/12/12/if-youre-surprised-verizons-aol-yahoo-face-plant-you-dont-know-verizon/

Verizon isn't just bad at being a phone company that does non-phone-company things – it's incredibly bad at being a phone company, too. As Bode points out, Verizon's only real competency is in capturing its regulators at the FCC:

https://www.techdirt.com/2017/05/02/new-verizon-video-blatantly-lies-about-whats-happening-to-net-neutrality/

And sucking up massive public subsidies from rubes in the state houses of New York:

https://www.techdirt.com/2017/03/14/new-york-city-sues-verizon-fiber-optic-bait-switch/

New Jersey:

https://www.techdirt.com/2014/04/25/verizon-knows-youre-sucker-takes-taxpayer-subsidies-broadband-doesnt-deliver-lobbies-to-drop-requirements/

and Pennsylvania:

https://www.techdirt.com/2017/06/15/verizon-gets-wrist-slap-years-neglecting-broadband-networks-new-jersey-pennsylvania/

Despite all this, and vast unfunded liabilities – like remediating the population-destroying lead in their cables – they remain solvent:

https://www.reuters.com/legal/government/verizon-sued-by-investors-over-lead-cables-environmental-statements-2023-08-02/

Verizon has remained irrational longer than any short seller could remain solvent.

Short-sellers – who bet against companies and get paid when their stock prices go down – get a bad rap: billionaire shorts were the villains of the Gamestop squeeze, accused of running negative PR campaigns against beloved businesses to drive them under and pay their bets off:

https://pluralistic.net/2021/01/30/meme-stocks/#stockstonks

But shorts can do the lord's work. Writing for Bloomberg, Kathy Burton tells the story of Nate Anderson, whose Hindenburg Research has cost some of the world's wealthiest people over $99 billion by publishing investigative reports on their balance-sheet shell-games just this year:

https://www.bloomberg.com/news/features/2023-08-06/how-much-did-hindenburg-make-from-shorting-adani-dorsey-icahn

Anderson started off trying to earn a living as a SEC whistleblower, identifying financial shenanigans and collecting the bounties on offer, but that didn't pan out. So he turned his forensic research skills to preparing mediagenic, viral reports on the scams underpinning the financial boasts of giant companies…after taking a short position in them.

This year, Anderson's targets have included Carl Icahn, whose company lost $17b in market cap after Anderson accused it of overvaluing its assets. He went after the world's fourth-richest man, Gautam Adani, accusing him of "accounting fraud and stock manipulation," wiping out 34% of his net worth. He took on Jack Dorsey, whose payment processor Square renamed itself Block and went all in on the cryptocurrency bezzle, lopping 16% off its share price.

Burton points out that Anderson's upside for these massive bloodletting was comparatively modest. A perfectly timed exit from the $17b Icahn report would have netted $56m. What's more, Anderson faces legal threats and worse – one short seller was attacked by a man wearing brass-knuckles, an attack attributed to her short activism.

Shorts are lauded as one of capitalism's self-correcting mechanisms, and Hindenberg certainly has taken some big, successful swings at some of the great bezzles of our time. But as Verizon shows, shorts alone can't discipline a market where profits and investor confidence are totally decoupled from competence or providing a decent product or service.

I’m kickstarting the audiobook for “The Internet Con: How To Seize the Means of Computation,” a Big Tech disassembly manual to disenshittify the web and bring back the old, good internet. It’s a DRM-free book, which means Audible won’t carry it, so this crowdfunder is essential. Back now to get the audio, Verso hardcover and ebook:

http://seizethemeansofcomputation.org

If you’d like an essay-formatted version of this post to read or share, here’s a link to it on pluralistic.net, my surveillance-free, ad-free, tracker-free blog:

https://pluralistic.net/2023/08/10/smartest-guys-in-the-room/#can-you-hear-me-now