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A New Jersey town is panicking because it's about to become Trump's summer getaway

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Bedmister

As the sun sets on Mar-a-Lago's season, another Trump property is poised to take over the spotlight. 

After Mar-a-Lago closes for the season in May, Trump is expected to make frequent trips to his typical summer destination of Trump National Golf Club in Bedminster, New Jersey, according to Politico.

This has residents and business owners in the area concerned about some of the chaos left over from Trump's frequent trips to Palm Beach: protesters, road closures, traffic, enhanced security, funding issues, and the general spectacle of the President of the United States coming to town.

"We're kind of apprehensive, I guess you could say," Nick Strakhov, a Bedminster land-use board member, told Politico. "It's nice to be recognized. But on the other hand, if it gets to be tedious, we might start to complain."

In recent Bedminster Town Hall meetings, concerned citizens have brought the issue to the forefront.

"West Palm Beach is a lot bigger than we are. Those people are a little more affluent than we are. Has there been any thought to that?" resident Jane Schumann told the all-Republican town board in March.

Bedminster already got a taste of what's to come when the then-president-elect spent a weekend at his golf club last November, which cost $3,683 in local police overtime. Bedminster Mayor Steve Parker estimated in a letter to New Jersey Representative Leonard Lance that seven 72-hour trips could balloon that cost to $300,000 over a year. He's hoping Washington will send a check to cover the extra expenses.

Parker admitted that his small town is in unfamiliar territory, but he downplayed the fears in an interview with Politico.

"We've got lots of folks who've got a little bit of notoriety in town, and it's just regular business for Bedminster," he said, referring to Bedminster residents Steve Forbes and former New Jersey Governor Tom Kean.

SEE ALSO: Trump's childhood home in New York City just sold for $2.1 million — take a look inside

Join the conversation about this story »

NOW WATCH: Russia jailed the man who may become Putin’s biggest challenger in the next election

What it's like to stay at a remote Icelandic resort where an all-inclusive, four-day stay can cost you up to $11,000

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Last year, a whopping 1.7 million people visited Iceland. In fact, the number of Americans alone who visited the country outnumbered Iceland's own population. Now, two million visitors are expected by the end of 2017.

With so many tourists Instagramming their Icelandic hot-spring soaks, professional travel writer Trevor Morrowwho runs the blog "Trevor Morrow Travel: Dude-Approved Travel, Food, and Gear," knew he needed to experience a different kind of Iceland once he finally made the journey there.

"I've been seeing more and more friends posting incredible photos from Iceland these days," he told Business Insider. "They've all inspired me to go, but I really wanted to get off the well-trodden path, away from the usual points of interest, and find the idealized version of Iceland I've pictured in my head for years: remote, quiet, untouched, devastatingly beautiful, and all mine."

While searching for that kind of experience, Morrow found Eleven Experience's Deplar Farm. Located in Iceland's remote, northern Troll Peninsula, he decided it was the perfect place to experience a different kind of trip. The hotel invited him to stay, and Morrow shared his experience with Business Insider.

SEE ALSO: We shadowed a bunch of Wall Streeters during an early-morning training session for the most intense competition out there — here's what it was like

After an eight-hour-and-forty-five-minute, non-stop flight from Los Angeles to Reykjavik, Morrow was picked up in a private car provided by Eleven Experience. Before making his way to Deplar Farm, Morrow spent an afternoon and night in Reykjavik.



During his brief stay, Morrow was taken around the city by an Eleven Experience tour guide. "I visited Hallgrímskirkja, Reykjavik’s most famous church, and toured Harpa, Reykjavik's concert hall designed by architect Olafur Eliasson," Morrow said.



He also got a taste of the local food, grabbing a bite at Bæjarins Beztu Pylsur, a hot dog stand that's been open since 1937.



See the rest of the story at Business Insider

How 2 roommates got shot down by hundreds of startup investors and racked up credit-card debt — but built a newsletter empire anyway

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The Skimm founders CEO Carly Zakin Danielle Weisberg

Carly Zakin and Danielle Weisberg cofounded theSkimm, an email newsletter sent to 5 million subscribers every day at 6 a.m.

TheSkimm picks the most important new stories of the day and tells readers what they need to know in a conversational tone that's full of millennial lingo. Loyal subscribers include Oprah and Hillary Clinton's former campaign manager, John Podesta.

The business was far from easy to build. Zakin and Weisberg quit jobs at NBC only to get turned down by "hundreds" of venture capitalists, who saw no value in creating an email company. Together, the pair went into credit-card debt, which they say they finally paid off just last year.

We sat down with Zakin and Weisberg to talk about their battle stories, how they eventually got investors on board, and how theSkimm took off, all on this episode of "Success! How I Did It," a Business Insider podcast hosted by US editor in chief Alyson Shontell that explores the career paths of today's most accomplished and inspiring people.

Subscribe to "Success! How I Did It" on Acast or iTunes. Check out previous episodes with:

The following transcript of the interview has been edited for clarity and length.

A post shared by theSkimm (@theskimm) on

Alyson Shontell: Carly Zakin and Danielle Weisberg launched theSkimm, a morning email newsletter, in July 2012. Business Insider wrote the first article about it back then, and today the newsletter has over 5 million subscribers, including Oprah and Hillary Clinton's campaign manager, John Podesta, as we learned last year after WikiLeaks' publication of Clinton's hacked emails.

To start, I wanted to go back to 2012 and even a little before that. You met as students studying abroad in Rome. You both worked at NBC and then quit to start a newsletter. Tell me about that process.

Danielle Weisberg: Thanks for having us — it's exciting to be back here. You wrote the first article about us, so it's a lot of déjà vu. Carly and I met studying abroad in Italy. We had a great time and didn't think about what we were going to do later on. We had really similar backgrounds. We're both storytellers, we love journalism, we love news. It was our passion.

We started interning for NBC news as soon as we could and we grew up in that world. NBC was our universe — we always wanted to work there. We worked our way up the ladder from intern to full time, and then we were producers, and between the two of us, we worked in pretty much every news division they had.

We were roommates in an apartment in New York, and we would come home to each other every day and talk about two things.

One, as clichéd as it sounds, we were very much having a quarter-life crisis. Being 25 and 26 and loving what we were doing but wanting to move up and not wanting to hear that you have to get in line and wait 10 years for a position that might open. That was really frustrating as two people who loved what they were doing and wanted to do more of it.

The second thing was our friends who were smart and had great jobs and knew everything about their industries would come home and ask us what was going on in the world. That was our job. That's what we did for a living. We read all day long, and we reported on the news and our friends didn't do that. They had other things to fill their time with. It wasn't a matter of intelligence, and it wasn't a matter of interest; that's not what they were being paid to do.

So we wanted to create a news source that actually brought this audience that was exemplified by our friends, female millennials, who are smart and leading in so many ways, but didn't have a news source that they loved, and we knew that we could create that.

So the newsletter was never the be-all and end-all. It was the beginning to a very big empire that we knew we could create in harnessing the power of female millennials, and being their go-to source for information that really matters and can drive the big decisions that they're making in their lives.

Shontell: When you did this in 2012, it felt like newsletters had been there, done that. Daily Candy had been acquired for a ton of money; Thrillist, a popular guy newsletter, had been around for a few years. What made you think that newsletters were where it's at?

oprah TheSkimmCarly Zakin: It wasn't newsletters that we thought about; it was email. There was a beauty in how naïve we were. We didn't have a tech background. We didn't have a business background. It helped us not overthink things. We just thought — what's the best way to get in front of our friends? We went back and forth. Should we text them?

We were like, "No, the very first thing you do in the morning is you turn off your alarm, it's on your phone, you grab your phone, and you literally open your email to be like, Did someone die? Am I getting fired? or Is my boss yelling at me? and What did my friends send me? And we knew we had to be in that moment. One of our friends worked in finance, and she left for the office at 5:50 in the morning every morning. So we were like, we gotta get it out to her on that commute. So we chose 6 a.m.

A lot of the hallmarks of what theSkimm is about, that one-eye-open routine, we call it. Being in that moment and being there at 6 a.m. happened because we were just thinking about our friends' daily experiences. We weren't overthinking it. We weren't like, let's A/B test this. We didn't even know what A/B testing was.

When we started theSkimm, we started meeting with investors, industry experts, and everyone was like, email is dead — this is a really bad idea. But they would email that to us.

And we would just laugh at it because we're like, you're saying email is dead, but you're emailing that to us. And we both still read email every single morning. Obviously, since then, we've seen a resurgence of email newsletters, and a lot of that, we've been told, is credited to what we've done.

But for us, I think we've talked so much about all the things we didn't know. We haven't spent a lot of time talking about what we did know. And what we did know is that we knew how to talk to this audience, who they were, and we also knew that we were not starting an email newsletter company. We knew email was a marketing tool.

'We made a list of all of the investors, angels, and seed funds, and we would turn anyone who said 'no' red — then the whole list was completely red'

Danielle Weisberg and Carly Zakin, The Skimm

Shontell: Talk about quitting your jobs at NBC. Because you did that and bootstrapped for a bit, right? You said just now there wasn't a ton of investor interest, you were first-time founders with no technical background. That's everything that makes a venture capitalist run away.

Zakin: Yeah, everything that would make you not think "This is a good idea."

Weisberg: It's funny when people ask that, because they're like, "Oh, you decided to bootstrap it." And we're like, "We didn't 'decide.'"

Zakin:“Bootstrap” is such a generous term because it makes it seem like we had money to bootstrap. We worked in media in mid-level jobs. We had just over $4,000 between the two of us. We lived in a rent-stabilized apartment downtown and agreed to go into credit card-debt together.

'Bootstrap' is a generous term. It seems like we had money to bootstrap. We worked in media in mid-level jobs. We had just over $4,000 between the two of us. We lived in a rent-stabilized apartment and together agreed to go into credit-card debt.

We just both paid off our credit-card debt in the last year or so, and it was a huge sacrifice, that even looking back now I'm like, "I can't believe I made those choices." Because it sounds so unlike myself, it sounds so unlike Danielle.

Weisberg: The other part, too, is people hear our story now and they think about it as two women decide to quit their jobs and start their own company. Quitting our jobs, it was the scariest day of our life. That was not easy. And those first months ... every point of this company has been hard. That's the case anytime you're building something. But those first months, we only got through it because we didn't have a backup plan. We didn't have a safety net financially or emotionally. This was everything.

That was our saving grace, because there was no plan B. There was only, "We're on our couch, we can't afford cable, we've maxed out our credit cards, our parents are giving us hugs." But that was the support. Carly's parents made us a lot of dinner. That was it. There was nowhere else to go.

So when everyone was saying no, and we made a list of all of the people — all of the investors, angels, seed funds — and we would turn anyone who said "no" red. And then the whole list, which was a lot of names, was completely red. I remember a day in our kitchen, we had just gotten off a pitch that again ended with "Thanks so much, not interested," and we just had to make a decision. Are we going to go for this or are we going to go try to get jobs freelancing for the 2012 election?

It wasn't really even a decision — it was just a half-second to reevaluate where we were, change our pitch a bit, and that was it. That was the closest we've ever come to a crisis of confidence in this company. If you let those things get to you early on, then you don't know what else is coming. There are going to be a lot more challenges.

Shontell: Had you launched the first newsletter at that point? Why quit your job if you're launching a newsletter to begin with? You can do that while keeping your 9-to-5.

Zakin: Well, two things. One is we had both weird schedules. I worked daytime and Danielle worked nights. So we couldn't do that. One of us would have had to change our schedule.

Second, we took a Skillshare class while we were employed, and it was ironic because the class we signed up for was "How to Find Your Business Partner" and that was the only thing we knew how to do. But the person who taught it, Alex Taub [an entrepreneur and investor], became a mentor to us, and he was one of the first people to tell us, "If you're going to start something, you need to be all in. How can you ask anyone to even think about giving you money if you have not made sacrifices to prioritize the effort yourself?'"

When people come to us and ask for advice on starting a business and are like, "I can't afford to quit," I still have mixed feelings about what to tell them. Who am I to tell someone what financial decisions they should make? But for us, we were asking people to believe in us, and we had to show that we believed in us so much that we were willing to take a huge risk ourselves, quit our jobs, have no financial security, and give it a shot.

So we took that approach. That's not for everybody. I don't know if it could have worked out differently. But there was actually a third reason.

A lot of people ask us, "Why didn't you just bring this to NBC? Why didn't you get this in front of Steve Burke?" There is no way that NBC would have allowed two associate producers to not only run the editorial but to run the business side of what we were doing. There was just no way. We knew that in our gut.

Weisberg: That would have ruined the company in a lot of ways in starting off, because the authenticity of having this idea came so much from our friends, and it was developed around routines of this target audience. It couldn't then have had a successful launch if it had then been led by people who had been doing this for 30 years and thought about the same strategy that had worked for all of these other companies and startups. That's not what we're building.

4 days after launch, theSkimm got a shout-out from Hoda Kotb on the 'Today' show, and it changed everything

Jeff Zucker Hoda Kotb Kathie Lee Natalie Morales

Shontell: Tell me about launching your first Skimm. Who did you get to subscribe?

Zakin: We didn't add anyone to the list. We sent an email to everyone in our address book. When we say everyone in our address book, at that point you could download your Facebook friends' email addresses, so we literally took every email address that we had in our possession.

Meaning like, my grandma is on chain letters, chain mail that she forwards. We took those people. So we had, between the two of us, 5,500 names. We sent an email and were like, "Hey, we quit our jobs and we're starting this. Can you please sign up?"

That first day, almost 800 people signed up. But we didn't add anyone to the list. I think the first email had our closest friends and family on it, and it was not a lot of people on it.

Shontell: So 800 pity subscribers?

Zakin: Eight hundred people who were like, "I'll take a look."

Weisberg: The first went out to our family and friends. And then there were two press articles that came out on the first day, and Business Insider was the first to cover us. Thank you! And we got the traction from that.

It all happened very quickly, because we had also emailed every news anchor out there, truly. We didn't know most of them, but we were like, "We're former NBC-ers, thought you would love this, thought you would appreciate the need that we're solving." Most of them didn't respond. Hoda Kotb responded, and she said, "I'll check it out!" We did not know her. We followed up with her two more times, but got no response. Day four of us in business, she said we were one of her favorite things — on air — and it totally changed our life.

So we went from, at that point, let's say under 1,000 users to thousands. All of a sudden, we had geographic diversity. And all of a sudden, we had huge pockets of the country paying attention to what we were doing.

Shontell: Wow. What does a Hoda bump do to your newsletter subscribers?

Zakin: It crashed our site. It crashed our email inbox. We got a few thousand people from it. It was so funny, we were actually back visiting our old bosses at 30 Rock. We were in Starbucks and I tried to load my email and it wouldn't load. Then someone wrote on our Facebook wall: "Just saw you on the 'Today' show." And we thought we were caught walking on the plaza in the background, and we were like, "Oh, how embarrassing — what were we doing?" Then someone had posted what she had done. So it was life-changing.

Shontell: How did you create the voice for theSkimm? It's really something that resonates, and sometimes people will say, "Are they dumbing it down too much?" Or "Do women need their own news source?" But the voice did set you apart, so how did you create theSkimm's tone?

Weisberg: It was the easiest part of building this company. The voice comes from how people speak and how we talk to our friends. We spent a lot of time thinking about, "How do we launch this? What are we doing? What's the ultimate vision?"

We literally sat down in separate parts of our apartment and went to write what would become the Daily Skimm. We came back together, and we hadn't really talked about what the voice would sound like, aside from knowing that it would be how we actually speak to our friends. And we came up with the exact same voice. Since then, we have put a lot of time into explaining the voice to our team and putting a brand guidebook together, and talking about how well we know theSkimm girl, our character inside and out.

Anyone on our team can tell you what her favorite drink is, what she's going to order at Sunday brunch, and it's a living, breathing document — what she likes and where she is in life changes. That is something that everyone in our company knows because they're all telling the story of theSkimm and this character is who the brand is.

So when we put the voice together, it's not for everyone. I think that when we hear criticism like that, that the voice is condescending, we hear it all the time, it's nothing new. I don't think that there should be a one-size-fits-all approach to news. Just because someone doesn't like it, that doesn't mean it's for them.

Shontell: You have coined terms like Mitt Romney was "Mittens" and Hillary Clinton is "Hillz." Business Insider has found the same, that there's something to a conversational nature. That doesn't mean you're dumbing it down; it means you're explaining it so that everyone, the really smart people — because you've got incredibly smart people like John Podesta on your email list — and the people who aren't heavy in politics can understand it.

Weisberg: I think it also goes back to what we were creating, which is it's not something for experts. It's not something for just people who love politics or who love business. That was a huge thing that five years ago when we started the company, we saw such a trend toward personalization. That was the hot thing, and you should be able to just get information about what you're interested in.

That's great, but it left a huge void for people just to be well-rounded. So we want to arm our audience to be able to participate in all types of conversation with all types of different people, and not feel like, "Oh, I work in finance, and my hobby is baseball. So those are the things that I'm going to filter my news on."

That was a huge difference when we started, and that was something that people really latched on to, as well as we were describing business stories and not having words that you had to look up. When we started writing theSkimm, I remember we did this experiment where we were reading a story, and we would kind of highlight if there was a word that we couldn't explain. If that was a term or a sentence we had to go look up and read four times through, that's kind of broken.

Weisberg: We're smart, we worked in news, we were following these stories day in and day out, and if we couldn't understand it, then how can you expect that from people whose job isn't to be up on what's going on day in and day out?

Raising the first million, and hitting No. 1 in the App Store for news

The Skimm employees team jobs Carly Zakin Danielle Weisberg

Shontell: I'm interested in how you got out of your debt. A newsletter that racks up subscribers is great, but at the same time, it's also not immediately clear how you'll start making money. Certainly not enough to pay your salaries and employ people.

Zakin: One is that people still ask us, "How do you guys make money?" And I remember we were on a panel and Danielle just got pissed off and was like, "We make a lot of money!"

Weisberg: I was done.

Zakin: So we're proud to say that we do very well. And it goes back to what we knew, which is that email is a marketing tool. Our goal from day one was to place a long bet on loyalty.

What can you do with loyalty? How do you develop a community, get people engaged? And from there, you can activate them, and in many ways directly monetize that. From truly day one — maybe let's not be hyperbolic; let's just say day four — we had brands reaching out to us, like our wish-list brands. Saying, "Just got this, would love to advertise." We knew nothing about how to work with an advertiser. So instead, we said, "We're actually not working with brands right now."

By doing that, I think we created a little bit of mystery. Our list kept growing. There kept being more press about how big our list was and who the audience was. And we weren't letting brands in.

What happened over time was that we continued to gain a lot of traction. We were meeting with venture capitalists who said to us, "Email is dead. Why are you going after a niche market like women?" Which is ridiculous. And who were like, "My wife reads it."

As Danielle said, we literally had thousands of "nos" in a spreadsheet tracking all of it. So it had been a year and a half almost of the two of us on our couch, in coffee shops, just growing organically. We got to about 150,000 users, and we were able to take in a little bit of seed money.

Shontell: How long did it take to get to 150,000 subscribers?

Zakin: Less than 18 months. It took us one year to get to 100,000. Once we got that first big check — we raised just over $1 million — it was life-changing. We took a picture of it in our bank account. We were like, "We've never seen this many zeroes." It was so exciting. We treated ourselves to nice haircuts, and then we went to go hire a team.

In hiring a team, we really chose to double down on growth. We had one goal, which was to get to 1 million users in a year. We ended up doing it in six months. Then over the course of that year, we started to let brands in, but really selectively. What we've been doing over the last four and a half years is building out two businesses.

We have a media business. We work with sponsors in a really needed capacity, and we're really great storytellers with that. If you asked us, "Do you think it's a really innovative that we created an email newsletter and work with brands to email a newsletter?" No. That is not why we raised venture-capital funding, and that is not why we're building a huge business. What we're doing is we have turned that loyalty into a community. And a community that we can activate.

The other business that we have is a subscription business. We launched our first subscription product just under a year ago, which has been a huge success, called Skimm Ahead. And for us, these two businesses and subsequent capital raises we've taken in have helped really create what Danielle said. We're building an empire. That is how we feel.

A post shared by theSkimm (@theskimm) on

Shontell: Talk about Skimm Ahead. That's your new product. What is it?

Zakin: TheSkimm, as a company, makes it easier to be smarter. We looked at the Daily Skimm. We were like, "Here's an email that makes it easier to be smarter about everything that happened yesterday, and everything you need to know about today." And then we thought, "What's the routine that we all share? And outside of email, what happens next?"

For us and our friends, we look at our phone, and I immediately look at my calendar, and I'm sure you are like us, and you live on your calendar as well. So we thought that was a really interesting way to deliver information. When we thought about what information could we solve next, it was that moment that we all have of, Wait, when is that happening? When's that show back on Netflix? What time is March Madness on? When is the State of the Union? What night? It was about the idea of making it easier to be smarter about the things coming up.

So we created a subscription product that costs $2.99 a month. It can integrate directly into your calendar. For us, it really pushed the door open toward subscription. We had a hunch — we obviously made more than an educated guess — that our audience would be willing to pay for something. I don't think we had any idea what we were stepping into. We're so excited about how well subscription has gone over with our audience.

Shontell: Are there any metrics you can share to show it is an early success?

Weisberg: We can tell you we were No. 1 for news in the App Store in our first month. We continually beat The New York Times and The Wall Street Journal in highest-grossing news apps every month. Apple actually asked if we had figured out how to hack their rating system because they had never seen so many five-star reviews.

Building a marketing empire on loyalty, not scale

Carly Zakin Danielle Weisberg TheSkimm The Skimm

Shontell: The venture capitalists did finally come around, and you've now raised $15 million. But it is hard in the media environment right now. There's a lot changing. Fifteen million dollars is a lot, but it's not the $200 million Vox and BuzzFeed and others have raised. How do you look at the media climate, and how do you plan to survive?

Weisberg: A blessing for this company is that we've never fit in. People have been constantly surprised by our audience, even when we've gone out for raises and the traction has been there. We've never been what venture capitalists have been looking for. So I think us trying to guess or trying to figure out what the trends are in media has never been helpful to us, because we've always been carving our own path.

It took a long time for people to understand what we were building. The criticism that we got was always like, "Oh, it's just that newsletter." And I think that it really came through strongly with the election.

We launched our "No Excuses" campaign, which started with, How can we rally our entire company and our audience around getting people to vote? And at a time when a lot of other media companies were facing this crisis of confidence from their audience, and they were endorsing candidates and hearing a lot of backlash for it.

the skimm

We've always been nonpartisan. Our stance in the last election, just like the other elections that we've covered, has been to get people out to vote. So we interviewed the candidates, we launched a big destination site, and what we are most proud of is that we got over 120,000 people to register to vote, making us pretty much Rock the Vote's biggest partner ever. That's over 90,000 women. That's unprecedented.

The biggest part of our company is our Skimmbassadors. We have the media business, we have the subscription business, and then we have the community element. They are why Apple called us to say, "How did you get so many five-star reviews in such a short period?" Our Skimmbassadors. We have over 20,000 of them. They've started off as just people writing in saying "I love your product." We would ask them to get 10 friends to sign up. And they became pen pals.

Zakin: We call it "intimacy at scale." We genuinely know subscribers' names. We really know who they are. Of course you can't do that for 5 million people, but we have a community. We know how to activate them.

Shontell: Facebook has 2 billion monthly active users. That is tremendous scale, but there seems to be this movement in media and tech happening where maybe you don't need that many people, as long as they're loyal.

Weisberg: We talked about it with our investors very early on. We've heard various founders of some of those companies speak, and we're such fans of them. But we look at them and we're like, "It's so funny to us that VCs ever put us in the same sentence as them because we couldn't be more different. We would much rather say we have 5 million people we activate and get to pay for a subscription product. Or we can get them to turn out in the hundreds of thousands to vote, than say "We've got 20 million of them, but only 2 million of them open us every day." That's not interesting to us.

Zakin: That's why we've always been our own category. As these media trends — and what's hot and what's not come up — we always knew who we were. We always knew what we were building as a company, and we've been lucky to be surrounded by a board and investors and advisors who respected that and respected our vision and helped us along.

At times we got, "Well, you're not BuzzFeed, you're not at BuzzFeed's scale." And we're like, "That's because we're not trying to be BuzzFeed." BuzzFeed's great, we think they have great stuff, but that's not what we're trying to build as a company.

It has always been about staying true to our vision and staying true to our audience in that whatever we create has to be additive. It has to be a voice that they trust, and it has to be part of what they actually need to get through their day. That's what they find whenever they interact with our products.

There's a new New York Times best-seller list for millennials

Shontell: One thing that's interesting that you've built loyalty-wise, and we've seen it being on the receiving end when you put a Business Insider link in a Skimm newsletter, we see a flood of traffic. Are we allowed to talk about this? How when theSkimm recommends a wine, and when it recommends a book, it's often better performing sometimes than even The New York Times?

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Zakin: We've been told by publishers that we are the No. 1 way to sell books for this audience.

Shontell: Above being in the New York Times best-seller list?

Zakin: Above the "Today" show and above the New York Times best-seller list. Multiple publishers have told us that.

Weisberg: You can see that by walking into our office. Publishers are sending us cartloads of books. And we're like, "We just need one or two."

Shontell: You put one in a newsletter every day, right?

Zakin: One every Friday, and a bottle of wine that we like every Friday. We happily taste-test the wine and happily read the books.

Shontell: Do you get affiliate fees?

Zakin: Yes, and we are open about that in the newsletter. But we choose what we think is the best for this audience. It's not about, "Oh we're going into the book business." That's not what we're saying. It's about being in the engagement business.

We can drive as much traffic to a Business Insider article as we can to driving book sales and as we can to driving sales toward our new products with Skimm Ahead. It just goes into the powerful relationship that we have with our audience. We feature products and brands we like all the time, and I can't even tell you how many brands have said we've changed their business trajectory because they were featured in theSkimm. That's a wonderful feeling, and we've been told we have the Oprah effect. We would never say that about ourselves, but we're happy to repeat the quote.

Shontell: Definitely. And Oprah is a fan right?

Zakin: Oprah is a fan, which is a very surreal sentence to say.

Shontell: You've grown tremendously, but I'm sure it's still early in the company's history. What do you think is next? Are you going to do video? Are you going to do an audio version of theSkimm?

Weisberg: I think it's all coming. It's just about how you prioritize it and when you release it. We started the company with two guiding principles. The first is that we have a voice — the voice is very clear — and it's in all products we create.

The second is that we really have a strong belief in looking at the routines of this target audience and fitting that in with what we release and when. That's the same thing, you wake up, you get an email telling you what you need to know for your day, and then you step out your door and you get your calendar. So those two things are very much in our product roadmap.

We did video. You can check out our Instagram and Facebook site for some of the video that we've been producing. We just did one on equal pay and we did one on Syria and immigration and it's gone over really well. That's just the beginning of what we're doing and what we're testing. As former video producers, it's exciting that we're going into that, and we clearly see a lot of interesting ways to work with brands.

So that's up next. It's also thinking about other products and services that fit into the routines of this audience that we've always wanted to create and haven't had the time or the ability to focus on other things. That's the benefit of being where we are now with the amazing team that we have, that we can really start thinking about what was in our head five years ago and three years ago, and now it's actually the perfect time for us to create those things.

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Shontell: How does theSkimm newsletter come to be every day? How do you pick the stories? Who writes it?

Zakin: I think we developed our secret sauce. Of our team of 41, only five are on the editorial team. We still touch every word and see every word.

Shontell: What is everyone else doing?

Zakin: It's tech, analytics, sales product, really. For us, it's about every day, it's the best part of our day to pick the stories. It's the same principle that we started with, which is: What will our friends need to talk about? What's becoming a story? What already is a story? And what will feel old by tomorrow?

We want you to be able to go to any work or social event and talk to anyone about anything. We love doing that, we love picking the stories every day — it's the easiest and best part of our day. The last edit is made every morning at 5:58.

Shontell: Ready for that 6 a.m. deadline.

Zakin: Yep.

Shontell: Congrats to you both.

Join the conversation about this story »

NOW WATCH: Congress just voted to allow your internet provider to sell your online history and data — here's how to protect your privacy

5 ways to make your next flight less stressful

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Passengers board their flight at Hartsfield–Jackson Atlanta International Airport in Atlanta, Georgia, November 23, 2015. REUTERS/Lucas Jackson

I'm on record saying that air travel is an awful experience for the most part and has been for my entire life. I came to this conclusion long before United Airlines' recent dismaying experience with a passenger who was dragged off a plane by police, sustaining injuries in the process.

As negative as I can be about the miseries of flight, over the years I've come up with some hacks that make it bearable.

Here are my top five:

SEE ALSO: I've been flying for 40 years — and it's always been a terrible experience

1. Make a day of it.

Modern air travel is so much faster relative to what most people used to endure — long train, boat, or car rides — that we've come to believe that we'll be whisked from point A to point B with no deleterious effects.

This is foolish. Just because your flight is two hours doesn't mean that's all the time you'll be committing to the journey. You could get stuck in traffic on the way to the airport. You could be delayed at check-in or security. The flight itself could leave late. You could get bumped! You could miss a connection. And on and on.

Add to that the stress you'll endure if you fly coach, with a cramped seat, and you're confronting an ordeal. 

My practice is to write off the travel day. Even if my flight is just a couple of hours, I plan to spend the day on the move and unless there's a business commitment mixed in, I devote myself to the journey.

I get to the airport with hours to spare, have a bite to eat and something to drink, do a bit of reading, board the plane, take my flight, and then I don't rush at the other end. In effect, I impose leisure on something that for most people isn't leisurely.

All bets are off, of course, if I'm flying with my family. But when I'm, solo, I make it all about me.



2. Use the lounges.

Some travelers have airport lounge access thanks to their ticket or relationship with the airline or lounge through a credit card. But if you don't, I think it's worth it to pay for daily access. In fact, I routinely now do this.

I usually spend around $50, and if you figure that I'm already saving a fair amount of money by flying coach and would have to feed myself in any case, I think it evens out and actually can be a money saving expenditure.

Even if it isn't, it's much more relaxing to hang out in the lounge than it is in the terminal or by the gate. I'll often spend a few hours doing this, becoming a sort of temporary citizen of the airport.



3. Stay overnight at an airport hotel.

This often isn't as expensive as you might think. On a recent layover in Lisbon, I decided to spend the night at a nice boutique hotel across the street from the airport, and I spend around $100. 

Again, you're taking care of yourself with this move, reducing the stress of getting the airport on time. For early flights, I think this a total no-brainer. You wake up, maybe enjoy a free breakfast, and you either stroll over to the airport or jump on a shuttle.

This works our best if the hotel is in the airport itself.



See the rest of the story at Business Insider

Scott Galloway: The big 4 have created enormous wealth by tapping into our most basic instincts

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Scott Galloway is a marketing professor at the NYU Stern School of Business and the founder of business intelligence firm L2. Galloway stopped by this week's episode of The Bottom Line with Henry Blodget to explain how the big four became successful. Following is a transcript of the video:

So let’s talk about the big four, Amazon, Apple, Facebook, and Google. Effectively, what you have here is companies that have grown their value in the last eight years to the equivalent of the GDP of South Korea. We’ve never seen this kind of wealth creation so the question is how have they been able to do this?

And I would argue that they tap into these very basic instincts. I think Google is God — we used to pray to say “will my kid be better?” Now, we type in symptoms and treatment of croup and we get a more credible answer back. I think Facebook is love — love is empathy , a function of empathy is your interactions and your contact and your intimacy and I think Facebook is creating that. It’s an instinct to want to love and be involved in other people’s lives. Amazon is consumption — the more stuff you have, the more likely you are to survive through the winter and attract mates. And Apple is sex — Apple has become specifically — this item has become the ultimate badge of wealth, success. Apple is sex.

We’ve taken God, we’ve taken love, we’ve taken consumption, we’ve taken sex, we disarticulated those four things and reassembled them in the form of the enterprise with shareholder value and have created more economic value across the small number of people than ever before. These four companies are who we are, disarticulated and then reassembled to benefit 800,000 people who are making a ton of money. 

The economic titans of the 20th century, General Motors and Unilever loosely speaking, they created somewhere between $100K and $250K in shareholder value per employee. And that built a lot of middle class families. Hundreds of thousands of employees making a good living around the world. Facebook has created approximately $23 million per employee in shareholder value. So it’s great if you work for Facebook, it’s great if you own the Ferrari dealership in Portola Valley, it’s great if you own real estate in San Francisco but the question is, is it good for society when so few households are benefitting so much relative to the economic titans of yesteryear that used to spread not as much money but spread it across a much wider base.

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IKEA is making their furniture even easier to put together

These 10 maps will change the way you see the world

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Maps are all imperfect because they portray the globe in just two dimensions. Most maps, like the Mercator projection, distort the size or shape of landmasses, which skews our perceptions of how big continents and countries are compared to one another. When you consider square mileage though, a whole new world appears. Inspired by this map of Africa's true size from German graphic designer Kai Krause, we created 15 map overlays to open your eyes to some real geography.

Check out more overlay maps that will change the way you see the world.

 

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Adidas is getting serious about making sneakers from ocean waste

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Adidas ocean plastic sneakers

Adidas is getting serious about its sustainability initiatives and showing that going green doesn't have to make customers blue.

With new ocean-inspired coloring, Adidas is releasing "Parley" versions of its most popular Boost running shoes: the Ultraboost, Ultraboost X, and Ultraboost Uncaged. 

Parley is Adidas' partner in the Parley A.I.R Strategy, which turns ocean plastic waste into thread that is woven into running shoes. Each shoe uses an average of 11 plastic bottles per pair and incorporates recycled plastic into the shoe's laces, heel webbing, heel lining, and sock liner covers.

"The new additions to the adidas x Parley collection are another step in our journey to creating one million pairs of Ultraboost from up-cycled marine plastic," Mathias Amm, a product category director at Adidas, said in a statement.

Adidas previously released an ocean plastic waste sneaker, but it was a limited release and more of a proof of concept. These new Boost sneakers are a step forward as Adidas seeks to use more sustainable materials moving forward in its regular offerings.

Adidas reiterated its commitment to green materials in its recently released sustainability report, which highlighted that the company is on track to use 100% sustainable cotton by next year. It also said that it saved 70 million plastic shopping bags by switching to paper bags in its stores, and it detailed a commitment to make the new Adidas MLS uniforms with Parley recycled plastic.

The shoes will be available for sale online and in select Adidas stores May 10. 

Parley Ultraboost Uncaged

Adidas ocean plastic sneakers

Parley Ultraboost

Adidas ocean plastic sneakers

Parley Ultraboost X

Adidas ocean plastic sneakers

SEE ALSO: Adidas is finally bringing 3D-printed shoes into the mainstream

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NOW WATCH: Teens told us the brands they love and can't live without

See the hidden World Trade Center art gallery Spotify tapped for its headquarters

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Art Tour Street Art 9124

The art found on the 69th floor of 4 World Trade Center is not the kind you would expect to see in the financial district. 

Larry Silverstein, founder of Silverstein Properties, the developer of 4WTC and many of buildings in the area, is a fan and proprietor of the arts and has worked to bring art to all of the newly developed buildings in the area. But even Robert Marcucci, Silverstein Properties' art consultant and Silverstein Properties Chief Marketing Officer, Dara McQuillan were nervous about approaching Silverstein with the idea of a street art studio and gallery in the building. 

They recalled bringing Silverstein and his wife down from a party to show them their ideas, hoping that the celebration upstairs had put him in a good mood. 

Luckily for Marcucci and McQuillan, Silverstein was thrilled about the out-of-the-box approach to bringing more art to the area. 

"I think it is a positive change," said Silverstein. "We are living in a world that is so rapidly changing. [The art] is unusual and totally new and different but it's something that will soon be grasped by the commercial community. 

Spotify, who will move from the Flatiron District to 4WTC plans to keep the art and incorporate it into their office design. 

Take a look at the whimsical pieces from Art4WTC:

Art4WTC showcases the work of more than 50 artists from New York City and around the world.



The artists utilized the entire space on the 69th floor of 4WTC from the walls...



To the windows...



See the rest of the story at Business Insider

The best type of sunglasses for every face shape — and how to figure out which one you are

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BI Graphics_Best sunglasses for your face shape 4x3

Everyone wants a cool pair of sunglasses, but not everyone knows how to go about buying one.

There's lots of confusing information out there about face shapes and frames. We took the six most common face shapes and gave them our professional recommendation.

Most guys fit one of these shapes, so figuring out which one is most like yours should be easy with the help of this graphic.

SEE ALSO: 7 watches that are so classic, they'll never go out of style







See the rest of the story at Business Insider

The 4 weirdest product pitches we didn’t write about this week

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Pause Pod

Each week, innovative and exciting new tech gadgets hit the market. But for every practical invention, there is also a totally outlandish, off-the-wall gizmo. 

Here at Business Insider, our inboxes get inundated every day with emails from startups and companies "pitching" their new, game-changing products.  

We can't write about everything, of course. And not all these products fit neatly into our tech coverage. 

But some of these products are so odd, unusual or just plain fun that it feels wrong to let them languish, unheralded, in the depths of our inboxes.

So we've compiled some of our favorites. And who knows, they might just change the world.

See for yourself:

SEE ALSO: Here’s how to play Blackbox, the infuriating iPhone puzzle game that’s rising to the top of the App Store

Jul, a heated smart mug

The Jul smart mug wants to be the Goldilocks of coffee cups: not to hot and not too cold. 

The mug will let you control your preferred drinking temperature, keeping your coffee, tea, or other hot beverage at the ideal temp "from the first sip to the last drop." By spinning the base of the mug, you can make your drink warmer or colder and an indicator light will tell you when the drink is ready for you. Jul comes with a coaster that also serves as a wireless charger. 

Jul says a pledge of $49 or more to its Kickstarter campaign will get you a mug and coaster. The company has already raised more than $158,000, well above its $50,000 goal. Check out the company's Kickstarter page here, but as always, pledge at your own risk. 



AquaGenie, a smart water bottle

Once you have your smart mug, you'll need a smart water bottle to complete the set. AquaGenie isn't for regulating temperature, however: It's aimed at helping you drink enough water throughout the day. 

AquaGenie will track how much water you're drinking and send the information to your health tracking app of choice. It will also gently remind you that you haven't taken a sip in a while, and shaking it will show an indicator light that lets you know if you're on track to meet your water consumption goals.

The company says pledging $55 will get you a water bottle plus a wireless charger. Check out the company's Kickstarter page here. 



OVi, a wood-brimmed baseball cap

If you love baseball caps but always wished for a stiffer brim, there's a new invention that can help: OVi, a wood-brimmed baseball cap. 

The cap is made of wool and acrylic with a bamboo brim and will be available if OVi meets its Kickstarter goal of $14,266. A pledge of $37 will get you a cap, which OVi says is $9 off the eventual retail price. The cap is available in red, green, and blue, and OVi will add more colors if it meets its stretch goals. 

Check out the company's Kickstarter page here.



See the rest of the story at Business Insider

11 exclusive events around the world where you're most likely to spot a billionaire this summer

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Cartier Queens Cup polo

The world's richest people spend much of their time working to earn their fortunes. But they also make time for fun, and that often includes making appearances at some of the world's most exclusive events.

Wealth-X, a company that conducts research on the ultra-wealthy, recently released its annual billionaire census, which includes the typical social calendar of a high-powered billionaire.

Here, we've highlighted the 11 events taking place from May to August this year where you're most likely to spot a billionaire.

We've also included info, provided by Wealth-X, about the billionaires who typically attend these events. From the Cannes Film Festival to Wimbledon to Burning Man, here's where the world's wealthiest spend their free time.

SEE ALSO: The 18 countries with the most millionaires

DON'T MISS: Thanks to a little-known airline hack, traveling around the world could be cheaper than you realize

MAY: Concorso D'Eleganza Villa D'Este

The Concorso D'Eleganza Villa D'Este is an annual showcase of 50 of the world's most beautiful cars built from the 1920s to the 1980s, held on the shores of Italy's Lake Como.

The event is sponsored by BMW, which presents one car owner with the Best in Show award every year. In 2013, that honor went to noted American clothing designer Ralph Lauren — who commands a $5.2 billion fortune — for his 1938 Bugatti 57SC Atlantic.



MAY: Cannes Film Festival

Entertainment's most talented actors, artists, directors, and producers head to Cannes, France, each May to attend the Cannes Film Festival. The 11-day fête is one of the most significant stages for European cinema, its massive red carpet a symbol of the festival's glamour and prestige.

Every year, Paul Allen, the Microsoft cofounder with a net worth of $19.6 billion, hosts an exclusive party teeming with celebrities aboard his $150 million, 414-foot yacht named Octopus.



MAY: Formula One Monaco Grand Prix

One-third of the Triple Crown of Motorsport, the Monaco Grand Prix is one of the most prestigious auto races in the world, held each May along the French Riviera in Monte Carlo.

Monaco's royal family is a mainstay at the Formula One world championship, as is Mansour Akram Ojjeh, the CEO of TAG Group, a huge player in luxury aviation and motorsports. Ojjeh, whose fortune stands at nearly $2 billion, invested millions in McLaren Technology and was instrumental in founding the McLaren Formula One team.



See the rest of the story at Business Insider

An elite university is offering a fast-track program for tech leaders that's more competitive than Stanford

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university of california berkeley

Some of the biggest names in tech are known for dropping out of the best colleges in the US.

Mark Zuckerberg, Bill Gates, and Steve Jobs all left school before graduation to launch companies. Peter Thiel has given millions to young entrepreneurs willing to pursue their startups dreams instead of a diploma. These successes helped popularize the belief that dropping out of college can be a shortcut to success in Silicon Valley (though that's often not the case.)

That hasn't stopped one university from broadening its offerings for budding entrepreneurs.

A new program at the University of California, Berkeley, wants to launch future tech leaders by teaching the wide variety of skills required of them in the real world. The Management, Entrepreneurship, & Technology (MET) Program will provide students with dual degrees in business and engineering in four years, in the hopes of giving graduates a command of leadership and technology skills and putting them on an accelerated path to CEO.

In the fall of 2017, Berkeley will enroll about 30 students in the inaugural class.

The program has already caught the attention of a top investment firm. Kleiner Perkins announced it will give an interview to every incoming MET student for its fellowship, which lets students join its portfolio companies in design and engineering roles for the summer.

Michael Grimes, managing director at Morgan Stanley and one of Silicon Valley's most influential dealmakers, has been pitching Berkeley (his alma mater) on a program like this for years. Sitting in his office, which is decorated with certificates and trophies commemorating the IPOs he led for Google, Facebook, LinkedIn, Twitter, and Snapchat, Grimes offers a vision of MET as a tech industry pipeline.

"It looks like it is going to be the most elite tech leader factory there is," says Grimes, who is also a founding advisory board member of MET.

university of california berkeley

Its integrated curriculum combines classes in Berkeley's top-ranked Haas School of Business and the College of Engineering, giving students an understanding of the business and technology mechanisms that run the tech industry. Students will be mentored by faculty of both schools, and have access to events, career fairs, and "field days" at major tech companies.

Berkeley students have always had the option to earn dual degrees in the two colleges, but the sheer number of academic credits required has deterred most. (Grimes knows of one student to do it in the last 20 years.) MET cuts back the electives requirements, so students won't be as overwhelmed, and gives them priority for getting into classes that count toward their majors.

Grimes worried that business and engineering students would come to resent MET students, because they receive special treatment. An analogy provided by a colleague calmed those fears.

"It's like the Navy Seals. They're going through a workload that nobody else is enduring," Grimes says. "Even though not every midshipman is doing the same thing, they respect the ones standing out in the cold water longer, up before the sun rises, to do extra reps."

university of california berkeley

The Haas School and the College of Engineering raised more than $10 million in endowments for the new program. Over 2,500 high school seniors applied for the 30 spots in MET, making it more selective than Harvard, MIT, and Stanford, with an acceptance rate of less than 2%.

Students have until May 1 to accept their invitations to join the inaugural class.

Part of the pitch for MET, which competes with the University of Pennsylvania's Jerome Fisher Program in Management and Technology (that program largely inspired MET), is that it offers a more direct route to C-suite roles in tech. Plenty of entrepreneurs study computer science and engineering in their undergraduate years, gain three to five years of work experience, and go on to earn their MBA. MET streamlines that path by teaching both disciplines at the same time.

Marjorie DeGraca, executive director of MET, says she saw a large number of engineers walk through her door during her time as the assistant dean of admissions at the Haas School.

"They're coming back because their career has been stopped or because they're not able to make that transition into more of a business function, because they've been labeled in a certain way," DeGraca says.

Andy Chen, a partner at Kleiner Perkins who heads up the firm's Fellows Program and recruits heavily from UPenn's M&T program, is promising interviews to every incoming freshman at MET.

"You tend to find that the engineer that just doesn't understand life beyond code is operating at 50% capacity. To have a broader understanding of the business is super important, especially when you're the founder of a company or you're an early employee at a company," Chen says.

Grimes is hopeful that the next Mark Zuckerberg and Evan Spiegel might graduate from Berkeley. And someday, he wants to make them billionaires. "I'll do their IPOs," he says.

SEE ALSO: These 9 entrepreneurs were paid $100,000 to drop out of college — here's what they're up to today

Join the conversation about this story »

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Why the CEO of a made-in-America clothing brand says he doesn't need Trump's help

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American Giant

When Trump went to Carrier's Indiana plant in December as president-elect and claimed to have worked a deal to save jobs in America, he hailed it as a win for his "buy American, hire American" mission.

Bayard Winthrop, CEO and founder of the clothing brand American Giant, which makes all of its clothing in the US, wasn't impressed.

"All the bluster around American-made, and all the s--- around Carrier to me is just like taking a Tylenol when you have a headache," he recently told Business Insider. "It'll make the pain go away for an hour, but it's not going to fix the problem."

The problem, according to Winthrop, isn't that it's hard to manufacture in America. American Giant was founded in 2011, and it has remained committed to selling made-in-USA garments for a price that most would consider reasonable for their touted quality. It makes most of its garments in a factory in Middlesex, North America. 

According to Winthrop, the brand has proven that selling American-made clothing can work as long as you make something people want to buy. American Giant found early success with a sweatshirt that was crowned "the greatest hoodie ever made" in 2013, and that success has moved into other categories like women's pants.

Instead, "the problem" Winthrop is referring to is the same as every other business in the US.

"The more interesting things ... as it relates to us and our competitiveness, have nothing to do with border taxes and trade in my mind, and much more to do with the ease that we have of running businesses in the US," Winthrop said.

Winthrop admits that small tweaks to trade deals like NAFTA could help American Giant, but he says what would really help his business is fixing the other things that every business has to deal with: simplifying taxes and health care.

He isn't optimistic that will happen, though.

"They're not talking about that in a meaningful way," Winthrop said. "If you took the time to go to North Carolina with me for six hours and meet some of these people and talk about the actual challenges, you're going to find in a hurry that a lot of things like immigration are important to this business."

Whether buoyed or buffeted by the Trump administration's policies, Winthrop says he will keep sailing on with American Giant.

"I want to stick to building American Giant and doing it without the aid of all the other bulls--- that's going around," Winthrop said. "Let the customers judge it. And at some point have someone in Washington say, 'Huh. So what's going on there?'"

SEE ALSO: Here's what 'Made in USA' actually means

Join the conversation about this story »

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Scott Galloway on the biggest thing in tech in 2017: Amazon could eliminate the existence of brands with voice technology

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Scott Galloway is a marketing professor at the NYU Stern School of Business and the founder of business intelligence firm L2.

Galloway appears on this week's episode of The Bottom Line with Henry Blodget and explains how Amazon could eliminate the existence of brands with voice technology. The following is a transcript of the video:

So I think the biggest thing in technology in 2017 is voice. I think Amazon has effectively conspired with voice and technology and half a billion consumers to kill brands.

When you go into a store, you see the packaging, you see the endcaps, you might see pricing go up and down. All of these things that big brands ranging from Unilever and Procter & Gamble to Kraft and Heinz have spent billions of dollars and generations building.

When you begin ordering groceries and things and CPG products via voice on Alexa, all of those things go away. And if you look at search terms on Google and voice commands on Amazon’s Alexa, the percentage of time that brand prefixes are used in a request is declining. So effectively, I think Amazon has declared war — with the backing of 500 million consumers and a lot of cheap capital — on brands. And we will, using our algorithm, find you as good a product for a lesser price. Amazon will figure out in a nanosecond the best deal and most likely trade you into the highest-margin product for them which will be Amazon toothpaste.

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Juice is the biggest con of your life, whether it's squeezed by hand or a $400 machine

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orange juice breakfast fruit strawberries eating meal

Growing up, I cherished the occasional lazy Saturday morning when I could sleep in, eat breakfast in my pajamas, and watch cartoons. Back then, it seemed every commercial was a cereal ad that included the phrase "Part of a complete breakfast!" — a meal made up of cereal, milk, and orange juice.

On our family breakfast table, the orange juice was always absent, and only recently did I learn why.

In terms of its nutritional profile, juice isn't too much better for you than a glass of soda or any other sweetened beverage.

That seems to have been forgotten by most of the customers who were outraged on Wednesday to learn that their pricey juice packs from the high-tech juicing-machine company Juicero could be squeezed by hand.

Sure, juice has some vitamins — some juices even have a small amount of protein — but research shows that the best way to get both of those nutrients is by eating a balanced diet full of vegetables, fruits, and whole grains.

More importantly, since juicing fruit tends to remove most of its fiber, which is the key ingredient that keeps you feeling full and satisfied until your next meal, drinking a tall glass of juice can leave you feeling pretty hungry rather quickly. This is one of the reasons calories from sweetened beverages are often referred to as "empty calories" — the mixture is mostly sugar and water and low in fiber, fats, and protein, and your body processes it relatively quickly. Consistently indulging in beverages or other foods with a profile like this can increase hunger pangs and mood swings and leave you with low energy levels.

Just look at what a Juicero juice packet looks like after it has been squeezed— all of that crunchy, fibrous, good-for-you stuff gets left behind.

juicero skitched

It's pretty easy to see what happens when you look at the nutritional profile for a 12-ounce glass of orange juice. (The amounts are similar to those of many of Juicero's juices.)

  • 153 calories
  • 34 grams of carbohydrates
  • 27 grams of sugar
  • 2.4 grams of protein
  • 0.7 grams of fiber

That's the same amount of carbs as a bag of M&Ms, with just three fewer grams of sugar.

So instead of adding a glass of juice to your next meal, swap it with a plain old glass of water and save an actual piece of fruit for your next snack.

SEE ALSO: We asked a nutritionist for his best advice on how to look and feel healthier if you only have a week

DON'T MISS: Juicero says you can mail your $700 juicers back for a refund if you were outraged to learn you can squeeze its juice packs by hand

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NOW WATCH: These popular drinks are loaded with sugar — here's how much

The world's best airport has more than 80 restaurants, a butterfly garden, and a rooftop pool

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Singapore Changi International Airport has been ranked the world's best airport by Skytrax for the last five years. The rankings are based on the impressions of nearly 14 million flyers from 105 countries and cover 39 service and performance parameters.

In addition to being an exemplary functioning airport, Changi Airport has a ton of attractions: restaurants, shopping options, art installations, themed gardens, playgrounds, and entertainment options. 

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