Broder, two years ahead of the Facebook founders at Harvard, went on to NYU Law School and a job at the law firm Simpson Thacher. She’s now an associate at Troutman Sanders, and in 2012, was named by Law & Politics as a “rising star” in tax law.
McMahon lives in New Orleans, where she works as a media fellow for Bridge the Gulf, a group of citizen journalists collecting stories from the Gulf Coast in the aftermath of Hurricane Katrina. McMahon also blogs for The Huffington Post.
Olson, the fourth roommate in Zuckerberg, Hughes, and Moskovitz’s suite, was “an amateur thespian with an impish streak,” according to David Kirkpatrick, author of The Facebook Effect. In The Social Network, Olson has the bright idea of comparing students to farm animals. While his friends all went on to become billionaires, Olson took time off from Harvard and never graduated, said a Harvard official. Still, he ended up making friends with a tight-knit group of younger students, with whom he is still close, according to a former classmate. Friends said Olson had become a firefighter in his hometown of Briarcliff Manor, New York.
Previously with the Bleacher Report, Cocalis is now the marketing manager for MiresBall, a branding agency in San Diego.
A trader at investment firm D.E. Shaw, Friedman met his future wife at Harvard, where they were chemistry lab partners.
After Green helped out on an early Zuckerberg production called Facemash, his professor father forbade him from working with Mark again. It was “a very expensive prohibition,” writes Kirkpatrick: Invited to run Facebook’s business operations, Green demurred, turning down a stake that would be worth billions today. Still, he landed on his feet, founding Causes and NationBuilder, a community organizing tool.
Saverin, having fallen out with Zuckerberg, saw his stake in Facebook dip from one-third to under 10%. Still making billions in the IPO, he provoked outrage from American lawmakers by expatriating to Singapore. “The decision was strictly based on my interest of living and working in Singapore,” Saverin said, adding that he had paid hundreds of millions in taxes to the U.S. government.
Hazle attended Columbia Law after Harvard and then worked for several years at Manhattan law firm Gibson Dunn. She recently took a job at the Lincoln Center for the Performing Arts.
Davis earned an M.B.A. from Harvard and presently works for the Walt Disney Company.
Hammer chose Google over Facebook upon graduation, writing a prescient essay about building a Facebook platform to secure his Google gig. After six years as a product manager, he left to found SpotCouncil, a site for expert networks.
“We did problem sets together our sophomore spring, as Facebook was taking off,” Hammer said. “I have vivid memories of hanging out with Mark and Kang-Xing in a dorm basement, looking at Facebook’s usage stats as they went through the roof and being pretty excited about it.”
Like Mark Zuckerberg, Jakus was a skilled fencer, going All-American in 2003. Having spent six years at a private equity firm called Aquiline Investors, Jakus recently went back to school.
A fraternity brother of Zuckerberg’s, Jackson always wanted to study biology. But a few years after graduation, he realized he wanted to work directly with patients. He applied to medical schools and is now studying at Tufts.
Jin took computer science courses in his freshman year with Zuckerberg. While his classmates decamped to Palo Alto, Jin stayed at Harvard, graduating summa cum laude and Phi Beta Kappa in 2006. He joined Facebook after graduation, working on News Feed and eventually becoming the director of Facebook Ads.
The social network’s first woman, Goodin initially saw Facebook “as just a fun thing that my friends made,” but over time, “it morphed into the zeitgeist while I watched,” she said. She’s currently earning an M.F.A. in design from the California College of the Arts and hopes to launch her own consultancy to craft sustainable products that improve people’s lives. “I’m not there yet,” she said, “but a gal can dream.”
These days, Laine stays in touch with his freshman roommate Mark Zuckerberg mostly through Facebook messages. An accomplished triple jumper who competed for Haiti in the 2012 Olympics, Laine is also a lawyer and a memoirist. “I like to keep it fresh and unique,” he said. “A whole bunch of my peers from law school are practicing law, and I’m jumping in sandpits.”
“The past eight years have been extraordinary,” Bercu said. A graduate of Emory’s medical school, Bercu spent a year in Israel, where he became fluent in Hebrew. He completed his residency in New York, part of the last intern class at St. Vincent’s, whose “hospital infrastructure crumbled around me,” he remembered of the facility, which closed in 2010. Now a resident at Mount Sinai in radiology, Bercu plans to complete a fellowship in interventional radiology, a form of “micro-surgery.”
From his undergraduate years, “whether through Facebook or in person,” Bercu says he “took with me some of the greatest friendships one could have.”
Aguilar calls himself a social entrepreneur “focused on the base of the pyramid.” His latest venture, called Quetsol, is a renewable energy company based out of Guatemala. Back at Harvard, Aguilar remembers, “I met some of the best friends I’ve ever had and many of the most talented people in the world.”
Boros has pursued a career in trading, first with J.P. Morgan, and most recently with Trafalgar, a firm in London.
Kaganovich has been interested in technology start-ups since high school, and now that he’s finishing up his Ph.D. — at Stanford, in computational biology — he’s working on his own. “We want to change bioinformatics,” he said of his company, SolveBio. That means building computers to answer “biologically relevant questions” and to make medicine “more precise, more effective, and less expensive.”
When he was at Harvard, Kaganovich said few people were aware of start-ups as a career path. “I think all the attention Facebook got helped change that a little,” he said, “at least for now.”
Kelly finished at Columbia Law in 2008, and took a job at Paul Weiss, a firm in New York. By 2010, he had purchased an apartment, and he invited a reporter from The New York Times to chronicle his interior redecoration on the cheap. He’s currently an associate working on tax law.
Facebook’s original logo, featuring a young Al Pacino, was a creation of McCollum’s. He joined Zuckerberg and Moskovitz in Palo Alto in the summer after their sophomore year, working primarily on Wirehog, Zuckerberg’s pet project for file sharing. He was married last year in Rhode Island, in what one reporter called “the geekiest wedding ever” — the wedding programs were written in XML. McCollum is currently an entrepreneur-in-residence at the venture capital firm NEA.
Hasit moved to Israel right after graduation, where he is now studying to be a rabbi. He works for a Jewish youth movement called NOAM. “I definitely use Facebook to promote my nonprofit work,” he said. “I started using it literally at the beginning, and I’ve been singing its praises ever since.”
“Having genius and ambition alone isn’t going to get you there. It’s really important to be lucky,” Moskovitz told Kirkpatrick. “But Mark had all three in spades, including luck.” What Moskovitz had was a Herculean work ethic and a willingness to learn. “He was just a workaholic and a machine,” Zuckerberg said of his cofounder. Moskovitz left Facebook in 2008 to build Asana, a project management app that he hopes will one day replace email.
Originally the spokesman for Facebook, Hughes left to run Barack Obama’s online campaign in 2008. “Working with Mark is very challenging,” Hughes told Kirkpatrick. “You’re never sure if what you’re doing is something he likes or he doesn’t like. It’s so much better to be friends with Mark than to work with him.” Jumo, Hughes’ charity index, merged with Good magazine in 2011. In 2012, he purchased The New Republic, and just announced a major redesign.
Facebook’s first user actually holds the user ID number four, the first three accounts having been blocked off for testing. With its public offering last May, Zuckerberg only solidified his control over the company he founded. One indicator of his continuing rule is Graph Search, a name for Facebook’s latest product that Kirkpatrick speculated was pooh-poohed by marketers. “It’s a terrible name,” Kirkpatrick said. “It’s sort of a little piece of evidence right there that he’s still in the driver’s seat.”
It’s common for consumers to receive promotions from retailers after they’ve made a purchase. But wouldn’t people find that promotion more valuable in real time, when they’re actually in the store?
Fifty-eight percent of consumers think so, according to Eagle Eye Research. This highlights the evolution of real-time marketing, which is particularly important when reaching millennials. Having grown up with technology, they’re savvy (67% of consumers from 16 to 24 are more likely to redeem promotions digitally) and expect the same from brands.
Modern marketers have the technology to serve personalized, relevant communications. To reach the consumers of tomorrow, it’s imperative they master those tools with real-time and predictive offers.
Content produced in association with Eagle Eye.
They may sound interchangeable, but relevance and loyalty aren’t necessarily the same. If a brand uses beacon technology to send a promotion to someone nearby, they’re likely to take the brand up on its offer, even if they generally prefer a competitor.
Relevance is a hallmark of Netflix’s success. The company’s sophisticated algorithm analyzes subscribers’ viewing patterns to serve up personalized content, including marketing. Netflix took personal preferences into consideration when they created “preview” ads, which show different trailers based on what people watch.
Netflix’s ability to personalize is well-regarded, but also necessary. The recommendation engine keeps subscribers from feeling so overwhelmed with options that they ultimately don’t choose to watch anything. As a result, the company serves relevant content to users, boosting engagement and saving $1 billion per year.
Loyalty differs from relevance, but it’s still relevant. Data gives marketers the ability to build both loyalty and relevance in a symbiotic way. Retailers and restaurants have access to countless data sources, including email, apps and POS systems. The more someone shops with your brand, the more information you have about them.
That data paints a complete picture of who they are, providing insights about what’s relevant to them. Partnered with today’s technology, this should result in the real-time offers that benefit both the buyer and the brand.
For example, Eagle Eye found that 63% of restaurant consumers would appreciate offers while they’re sitting at the table.
Promotions that take right now into consideration add value; offers that factor in tomorrow are one level higher. Forrester even found that 77% of marketers intend to implement predictive marketing capabilities in the next year.
With predictive marketing, brands use data to determine consumers’ needs before they even realize themselves. Shop Direct, a “digital department store” based in the U.K., has achieved its fifth consecutive year of record sales and profits, thanks in large part to the company’s investment in predictive personalization. Using IBM’s machine learning capability, the retailer predicts when consumers will run out of beauty products they’ve purchased in the past, automatically sending reminders to stock up.
Nearly three-quarters (73%) of consumers would appreciate retailers anticipating their regular purchases and sending targeted offers accordingly. With regard to restaurants, 65% said the same.
Dining establishments can use beacon technology to upsell those consumers who are present, rather than sending offers after-the-fact. Additionally, they can use predictive offers around established dining patterns, such as birthdays.
To engage this tech-savvy generation, it’s imperative to master personalization. All the data in the world is useless if brands don’t make the most of it, and today’s marketers have the tools to serve them personalized offers for right now and tomorrow.
To learn more about putting real-time and predictive offers into practice, read Eagle Eye’s ebook, “Personalization: Beyond A Name.”
Reblogged 2 days ago from www.clickz.com
Mais ce n’est ni subtil ni gracieux.
Lorsque vous vous en rendez compte, vous vous demandez : « Est-ce que je peux vivre sans (objet personnel en question) ? » La réponse est toujours « OUI ».
Tous ses colocataires vous jugent du regard.
Pas moyen de l’éviter. Il n’y a qu’à accepter le malaise.
« Vous doutiez autant que ça de mon charme ? »
Jusqu’au moindre petit détail. À quoi ressemblait son lit ? Où pensez-vous avoir perdu vos chaussettes ?
Le plus tôt sera le mieux.
Votre corps est ÉPUISÉ.
Et puis vous vous ravisez. Ou bien vous vous rendormez. Ou les deux.
La réalité s’installe.
Ça vous va très bien comme ça (pour le moment).