Mediaboss Marketing

The term marketing is no longer restricted to a particular person, place or thing, unlike traditional marketing. In today's era, marketing, anything under the sky is possible with the increase in social media browsing on the internet, an individual or a company can easily reach its target audience or consumers by online or digital marketing.

Promoting, advertising, marketing any product or service, online or by using digital strategies and technologies on the internet via digital tools, methodologies or mediums like mobile phone apps, emails, social media etc is called digital marketing.

There are different types of digital marketing such as:

Let's discuss the 3 important of these above marketing tools in detail:

In the world of digital marketing, content marketing is like an asset for any kind of business industry as it helps in increasing the sale of products or services, customer loyalty gets stronger and is cost-efficient.

A strategic approach should be adopted for content marketing depending on the goals and budget of your industry or business.

The content plays a major role in content marketing. By which, it means that the objective of content should be to provide the correct and precise information to your anticipated customers. Your content should be perfect, which not only gives the information about your brand or your objectives, but it should also try to satisfy and end your prospects further search of their products or services.

For example, a digital marketing company which holds expertise in rendering services like web development, SEO, web designing, internet marketing etc should have the perfect information about their services and pricing on their web pages which helps it's prospects to get a quote and help them in their buying decision.

A page containing pricing list is also a part of the content.

A lot of people have confused content marketing with blogging. But the fact is that the blogs are just a small part of content marketing.

SEO or Search Engine Optimization is the practice of making changes to your web page or website so that it can appear in the search engines. In order to attract more traffic in organic (unpaid) and attain top ranking in the search engine results, optimization of your web page or website plays a vital role.

By the process of crawling, search engines like Google, Yahoo, Bing, etc scan your website by which they can know how relevant and user-friendly it is. This helps the users to get valid, apt and useful search results. It becomes easier for search engines to recommend your website or can post to applicable search engine user when they search for keywords relevant to your products and services offered. This is only possible when you keep on improvising the SEO of your business.

Most of the businesses aim at getting the ranking on the first page of the search engines like Google, Yahoo, Bing, etc which use the keywords and phrases that are relevant and apt for their services and products. You can boost your ranking on the search engines by making some changes and improving your website.

SEM (Search Engine Marketing) is digital marketing where the promotion of websites is increased by their visibility through paid advertisements that show on the Search Engine Result Pages (SERPs).

These advertisements are also known as Pay-Per-Click ads come in different forms like text-based ads or shopping ads(product listing ads) which are mostly visual, help the customer to get the important information about the products at a glance by which they get a precise review and price of the product.

In short, SEM is a marketing system where the businesses pay to the search engines so that their ads are shown in the search results.

If you think your business is lagging behind owing to an inefficient marketing approach, then you probably need to consider digital marketing as part of your overall marketing strategy. To know how you can adopt digital marketing, get a quote.

To keep up with the fast pace of today's consumers, digital marketing provides the most prompt and immediate medium to reach your target prospects, as more and more consumers are using internet services. Traditional marketing techniques cannot help to reach a larger mass of people.

Link:
Everything You Wanted to Know About Digital Marketing - Cape Cod Today

A new national data privacy legislative framework proposed by Privacy For America, a lobbying coalition that counts the biggest names of both Silicon Valley and advertising companies among its ranks, reveals exactly which points the broader data collection industry is willing to concede on. The centerpiece of the groups vision for data privacy protection in the United States is a model that mostly limits notices and opt-ins to certain protected groups and circumstances, instead relying on increased regulatory power to the FTC and state governments to protect individuals.

In addition to documenting the points that member companies such as Facebook and Google appear to feel are inevitable, the new privacy legislative framework also shows which practices the industry is hoping to keep in place and avoid being regulated more tightly on.

Americas biggest data companies have heavily involved themselves in the national conversation about federal data privacy protections, even calling for regulation at times. This is not out of altruism or concern for the end user, however, so much as it is an attempt to establish an early outsized influence over the process and steer this seemingly inevitable federal law in a direction that is favorable to them.

This new data privacy legislative framework that Privacy For America has proposed has all of the hallmarks of that approach. It is centrally defined as being in opposition to the notice and choice model, the current general framework under which the end user is expected to be notified of how their data is being used and to tick a box indicating their consent.

Before you continue reading, how about a follow on LinkedIn?

While notice and choice has its issues, including confusing legal-ese end user agreements and lack of control over stored data after it has been given up, most privacy advocates would likely agree that the model is an important component of a data privacy protection strategy and needs to be strengthened and improved rather than disposed of. This proposal would replace notice and choice conventions with a set of norms governing data practices backed by a combination of federal and state enforcement.

The Privacy For America proposal focuses heavily on baked-in regulatory protections to prevent the use of data for the purposes of marginalization. For example, it calls for added prohibitions against the use of data for discriminatory evaluations (job applications and housing, for example) and for selective pricing based on stored demographic information. It also particularly focuses on the protection of tweens (age 12-16) who are heavy internet users but not always subject to parental oversight. The proposed privacy legislative framework also includes provisions for simplifying the language of privacy policies, and rights to greater control of stored data.

Some elements of the groups privacy legislative framework are conspicuous by their absence, however. Most notably, that data considered non-sensitive (which would include the web browsing data that is the bread-and-butter of the targeted advertising industry) would not be subject to opt-in requirements. Also, only the protected tween group would have clear access to a right to be forgotten eraser function allowing them to remove any information volunteered while they were a minor. The proposal only provides the right to request access to or request deletion of data for other groups, the only concrete offering being a once-per-year report of the companys data use similar to an annual free credit report.

The privacy legislative framework would also allow companies to collect sensitive information (financial, biometric, location and health information) on an opt-in basis, potentially circumventing existing state regulations on the collection and storage of these special data categories. It is also important to note that the proposal calls for the simplification of language of privacy policies, but not necessarily the actual opt-in or opt-out notification the end user would be clicking on to communicate their consent.

Other important points of note include:

A cursory examination reveals that these proposed data privacy protection rules appear to be an attempt to head off stronger state laws and future federal bills at the pass, particularly the new California Consumer Privacy Act. The proposals prohibitions mostly address things that are already illegal or enforceable at either the state or federal level, while codifying existing business as usual web-based data collection practices. It does not go nearly as far as European Unions GDPR, which a member letter to Congress dismisses on the basis of regulatory costs and uncertainty.

The proposal goes before Congress as several competing data privacy protection bills are either being drafted or considered; these mostly contain stronger protections for consumers that would put more of a burden on data collectors, up to criminal penalties for CEOs in the case of at least one bill.

Interestingly, a small section of the industrys online privacy protection act proactively addresses the issue of third-party data breaches and the need for improved vendor security.

The proposal would require any company that shares consumer data with vendors to develop a contract governing the data sharing terms and to conduct ongoing due diligence to ensure the data is being used appropriately and lawfully. This would require the originating company to play a greater role and take on greater obligations in policing the transfer, storage and use of customer data by vendors.

While the proposed privacy legislative framework contains useful terms, in some areas it is essentially an even weaker version of the more lax federal data security bills already being considered by Congress. While it may have some influence on the legislative process, as-is this framework seems unlikely to be adopted in a regulatory environment in which consumers are increasingly concerned about data privacy protection and how their personal information is being handled.

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Proposed Internet Privacy Legislative Framework, Backed by US Tech and Marketing Giants, Seeks to Head Off Unfavorable State and Federal Laws - CPO...

LOS ANGELES, CA / ACCESSWIRE / December 14, 2019 / Compare-autoinsurance.org (http://compare-autoinsurance.org) is a top auto insurance brokerage website, providing car insurance quotes online from trustworthy agencies all over the United States. Drivers can get quotes from multiple agencies and compare prices on a single results webpage.

Drivers should know that auto insurance costs can be lowered. Since some rating factors are under policyholder's control, that means that there are multiple strategies that can be applied. Also, it is recommended to shop online using free quotes provided by http://compare-autoinsurance.org.

The following strategies will help lower the costs:

Get higher deductibles. Deductibles represent the sum of money the client must pay before the insurance policy kicks in. By requesting higher deductibles, the insurance costs will lower substantially. For example, increasing the deductible from $200 to a $1,000 deductible can save 40 percent or more. Before choosing a higher deductible, be sure to have enough money set aside to pay it when making a claim.

Drop unnecessary policies. Consider dropping collision and/or comprehensive coverages on older cars. If the vehicle is worth less than 10 times the premium, purchasing the coverage may not be cost-effective. Auto dealers and banks can tell the worth of cars.

Enroll in a defensive driving course. Insurance companies will provide a discount for those that complete an approved defensive driving course. Also, sometimes a driver can reduce the number of points he or she has on his or her license by taking defensive driving, accident prevention or other courses. Ask the insurance company about this discount.

Ask for a low mileage discount. Some companies offer discounts to motorists who drive a lower than the average number of miles per year. Low mileage discounts can also apply to drivers who carpool to work.

Ask for all available discounts. Clients should ask the company for a list with discounts and then check for how many they qualify for.

Compare-autoinsurance.org an online provider of life, home, health, and auto insurance quotes. This website is unique because it does not simply stick to one kind of insurance provider, but brings the clients the best deals from many different online insurance carriers. In this way, clients have access to offers from multiple carriers all in one place: this website. On this site, customers have access to quotes for insurance plans from various agencies, such as local or nationwide agencies, brand names insurance companies, etc.

For more information, please visit http://compare-autoinsurance.org

"All drivers want to pay less on auto insurance. But in order to get cheaper coverage, they must use certain strategies. Check more tips on our website," said Russell Rabichev, Marketing Director of Internet Marketing Company.

CONTACT:

Company Name: Internet Marketing CompanyPerson for contact Name: Gurgu CPhone Number: (818) 359-3898Email: cgurgu@internetmarketingcompany.biz

Website: http://compare-autoinsurance.org/

SOURCE: Internet Marketing Company

View source version on accesswire.com: https://www.accesswire.com/570281/Online-Car-Insurance-Quotes-Will-Help-Drivers-Save-Money

Originally posted here:
Online Car Insurance Quotes Will Help Drivers Save Money - Yahoo Finance

As some labor advocates worry that the lowest-paid gig workers are being exploited by companies, freelance workers on the other end of the income spectrum are seeing booming demand for their services and even a boost to their earning power.

A list of the highest-paying freelance jobs, created for CNBC.com by the global freelancing platform Upwork, shows dozens of jobs in which freelancers can earn $90,000 per year or more.

"People should look at this list and think a little differently about the freelance economy," says Adam Ozimek, Upwork's chief economist. "There's too much focus on a narrow corner of the freelance economy and lower-skilled workers. This report shows how diverse this segment of the economy is and how much of it is high-skilled work."

Nearly 60 million Americans freelanced in 2019, either full-time or part-time, representing more than a third of the American workforce, according to a separate study by Upwork and Freelancers Union. Skilled services were the most common type of freelance work.

A study by MBO partners found that more than half of full-time independent workers say that they feel more financially secure in their current roles than in traditional jobs. That report found that there are more than 15 million full-time freelancers, with 1 in 5 earning more than $100,000 per year.

In the absence of a severe recession, experts say that 2020 holds plenty of opportunity for those freelance workers with professional skills.

"High-end professionals are going to have a great year next year, whether they're freelance or not" said Steve King, a partner at Emergent Research, a company in Lafayette, California, that studies the independent workforce. "The job market is just so tight, and those skills are really hard to find."

Here's a look at the highest-paying freelance jobs that should be in great demand in 2020, according to Upwork. The annual income is based on a 40-hour workweek, 50 weeks a year.

Sample career: Intellectual property attorney; corporate legal counselHourly rate: $85Potential annual income: $170,000*

Sample career: Contract drafter; litigator; general counselHourly rate: $75Annual rate: $150,000

Sample career: Financial modeling expert; CPA; financial estate-planning attorneyHourly rate: $62.50Annual rate: $125,000

Sample career: Business consultantHourly rate: $60Annual rate: $120,000

Sample career: Solution architect; consultant; developerHourly rate: $60Annual rate: $120,000

Sample career: Network architect; ITHourly rate: $60Annual rate: $120,000

Sample career: Developer; programmer; data visualization analyst; survey and research design consultantHourly rate: $50Annual rate: $100,000

Sample career: Deep learning analytics consultant; predictive analytics consultantHourly rate: $50Annual rate: $100,000

Sample career: Professor of economics; statistical analystHourly rate: $50Annual rate: $100,000

Sample career: Presentation designer and writerHourly rate: $50Annual rate: $100,000

Sample career: Data engineer; systems engineerHourly rate: $50Annual rate: $100,000

Sample career: Graphic designer; internet marketerHourly rate: $50Annual rate: $100,000

Sample career: Marketing expert; developer; senior marketing strategist; consultantHourly rate: $50Annual rate: $100,00

Sample career: Digital marketing consultant; copywriter; B2B marketing specialistHourly rate: $50Annual rate: $100,000

Sample career: Google Adword ExpertHourly rate: $50Annual rate: $100,000

Sample career: Full-stack senior web developer; customer software developerHourly rate: $50Annual rate: $100,000

Sample career: Developer; online marketing and e-commerce solutions expert; e-commerce integration and automation consultingHourly rate: $50Annual rate: $100,000

Sample career: iOS developer; Android Developer; mobile app developerHourly rate: $50Annual rate: $100,000

Sample career: Google Sheets Experts; Apps Scripts expert; Excel automation specialistHourly rate: $49Annual rate: $98,000

Sample career:Industrial design engineer; product developer; global visual merchandising managerHourly rate: $45Annual rate: $90,000

Sample career: Mechanical engineer; structural engineer and designerHourly rate: $45Annual rate: $90,000

Sample career: User-experience consultant; product designerHourly rate: $45Annual rate: $90,000

Sample career: Web and mobile app development; user-experience designerHourly rate: $45Annual rate: $90,000

Sample career: Full-stack web development; business systems expert; user-experience designer; front-end developerHourly rate: $45Annual rate: $90,000

Sample career: Professional development writer; career coach; cover letter and LinkedIn supportHourly rate: $45Annual rate: $90,000

*Upwork's methodology: In order to create a list of the top-paying freelance jobs, we used data sourced from the Upwork.com database. We first pulled data of freelance jobs on the site starting Jan. 1, 2018, to Dec. 1, 2019. We then limited the analysis to categories of work that had more than 1,000 completed jobs and total freelancer earnings of over $1 million. Within that we ranked the top 25 jobs based on the highest median hourly earnings.

For more on tech, transformation and the future of work, join CNBC at the @Work Summit in New York on April 12, 2020.

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The highest-paying freelance jobs of 2020 where you can earn $90,000 or more - CNBC

Digital payments innovation happens in 10-year cycles, and the next big wave is already here.

It all started in the late 1990s when PayPal brought online payments to the masses. A decade later, in the late 2000s, Square and Stripe transformed the landscape by building professional payments tools for merchants. Now, with 2020 on the horizon, it's clear that we are in the early stages of the next cycle of payments innovation. Venture capital (VC) investment in financial technology is at an all-time high. Unexpected players are entering the market, and perhaps most telling, merchants now have access to a growing number of new tools for delivering better customer experiences faster and cheaper.

So what does the next decade of payments innovation have in store? To prepare for what's coming, it helps to understand how we got here in the first place:

The Rise Of Online Payments: 1999-2009

Think back to 1998. No one thought of going online to order something except, of course, for savvy shoppers searching eBay, which launched three years prior. Nevertheless, asking consumers to enter a credit card into an online form was like pulling teeth. Rumors of fraud and identity theft were everywhere, and consumer trust in the internet was virtually nonexistent.

For merchants, things were even worse. First, you had to find a bank that would accept online payments, which was no small feat. If successful, you would then have to connect your merchant account with a payment gateway and processor, develop a user interface for customers to enter their credit card information, implement security measures and then monitor for fraud and abuse.

Then PayPal launched in December 1998, and everything changed. Suddenly, the world of online shopping became more accessible to merchants and consumers alike. For merchants, all you had to do was sign up, connect a bank account and add a few lines of code onto your website. For consumers, the company focused on making the online payment experience more secure and trustworthy with a herculean effort by early PayPal engineers to try to prevent fraud and manage risk.

In the years that followed, the market expanded dramatically. By lowering the barriers to online payments for merchants, PayPal kicked off a virtuous cycle. With more merchants coming onto the internet, consumers had more reasons to try out online shopping and a growing number did. This, in turn, attracted more merchants, which then attracted more shoppers, further accelerating the trend.

Digital Payments Go Pro: 2009-2019

Fast forward 10 years to 2010, and the world of online shopping now called e-commerce is booming. In fact, the first wave of online payments was so successful that PayPal couldn't keep up with all of the new possibilities it created while also serving its original purpose. This opened the door for Square and Stripe to bring about a second wave of payments innovation: professional payments tools for merchants.

Square's big innovation was bringing the connected online payment experience into the real world with an entirely new point-of-sale system. Like PayPal, it invested heavily in making the merchant onboarding experience headache-free. It also offered merchants something new: a simple, seamless back-end system for managing key aspects of their business, from accepting payments and closing the books to email marketing, customer loyalty programs and even payroll.

Stripe, meanwhile, focused on building a payments platform to support the growing ranks of internet-native companies and the new business models powering them. At the time, the rise of cloud computing, mobile devices and software delivered "as a service" was transforming the business landscape, with companies such as Airbnb, Instacart, Lyft, Uber and others taking the world by storm. Stripe helped make it all possible with payments services including recurring subscriptions and instant merchant underwriting.

Every Company Becomes A Payments Company: 2019-2029

Fast forward yet another decade, and here we are today. 2020 is on the horizon, and another wave of payments innovation is right on schedule: verticalization. In other words, companies are bringing payments in-house to become their own "vertical" Square or Stripe.

For companies of every shape and size across every industry, the next decade of payments innovation presents a major opportunity to own a piece of the growing payments industry by bringing payments in-house and becoming a payment facilitator. This not only translates to savings in terms of fees no longer paid to third-party service providers, but it can open up new opportunities for business and customer experience innovation.

How can you tell whether this model makes sense for your business? Here are two key considerations:

Processing volume: Once transaction volumes exceed $50 million annually, it may be cheaper to handle payments in-house. Lightspeed POS, for example, estimates it is able to take an additional 55bps per transaction via its own payments product rather than relying on its legacy merchant referral model.

Payments complexity: If you're just accepting card transactions from customers, it may make sense to outsource your payments. But if you're taking payments on behalf of others and making payouts to those submerchants as a platform, marketplace or aggregator, you might want to bring payments in-house so you can own your merchant portfolio, streamline disbursements to recipients and tune merchant underwriting rules to fit your specific use case.

As history shows, companies that keep up with payments innovation cycles and deliver the right customer experience are the ones that ultimately win. In the late 1990s and early 2000s, PayPal's innovative payments experience powered a new generation of e-commerce companies. During the next decade, it was companies like Airbnb, Instacart, Lyft, Uber and others leveraging Stripe and Square that won big.

Looking to the decade ahead, it's all about verticalization. What can you do to prepare your business for the shift to verticalization? In an upcoming article, I will outline a few key strategies to set you up for success.

Excerpt from:
Preparing For The Next Wave Of Payments Innovation - Forbes