Does Buying Groceries Online Put SNAP Participants at Risk? How to Protect Health, Privacy, and Equity AUTHORS: Jeff Chester, MSW Katharina Kopp, Phd Kathryn C

Total Page:16

File Type:pdf, Size:1020Kb

Does Buying Groceries Online Put SNAP Participants at Risk? How to Protect Health, Privacy, and Equity AUTHORS: Jeff Chester, MSW Katharina Kopp, Phd Kathryn C Does buying groceries online put SNAP participants at risk? How to Protect Health, Privacy, and Equity AUTHORS: Jeff Chester, MSW Katharina Kopp, PhD Kathryn C. Montgomery, PhD JULY 2020 Does buying groceries online put SNAP participants at risk? How to Protect Health, Privacy, and Equity | 2 In April 2019, the United States Department are children.2 The economic impact of the continuing pandemic has already forced millions of Agriculture (USDA) Food and Nutrition of people into financial jeopardy, making the Service (FNS) announced the roll-out of a new program even more essential in the coming two-year online purchasing pilot, as part of its months and years, and intensifying longstanding policy battles over its future. Supplemental Nutrition Assistance Program (SNAP). The pilot, which was authorized in Because of widespread stay-at-home orders in response to the pandemic, many consumers the 2014 Farm Bill, is designed to enable SNAP have been turning to the internet in huge participants to take advantage of technological numbers for their basic food and other household needs, and to shield themselves from changes in shopping and e-commerce, allowing exposure.6 Even before the current health crisis, them to pay for their groceries online with shopping and paying for products exclusively their electronic benefit transfer (EBT) cards through the internet—known as e-commerce— were already becoming routine activities for a (the contemporary version of what used to be growing number of individuals and families. known as “food stamps”). SNAP at a Glance Though the USDA does not allow EBT cards to cover the costs of home delivery, some large For decades, SNAP has been the retailers are offering this service for free; others nation’s “first line of defense against enable consumers to buy online and pick up at hunger,” serving low-income families curbside without having to enter the store. The who need food assistance.3 In fiscal online pilot initially started in New York state, year 2018, over 81.4 percent of SNAP but quickly evolved to include several dozen households had gross incomes at or states and the District of Columbia. Expansion below the poverty line. Forty-one percent of the pilot has accelerated in the midst of the of SNAP benefits went to households Covid-19 pandemic, and it is now available, at with children, 21 percent to households last count, in 37 states. There is rising pressure at with disabled persons, and 26 percent to the state and national levels to extend the online households with senior citizens. Whites ordering program to all SNAP participants, and make up 35.7 percent of SNAP participants, to subsidize the cost of home delivery.1 while 25.1 percent are African American, 16.7 percent Hispanic, 3 percent Asian, For decades, the Supplemental Nutrition and 1.5 percent Native American (with 17.4 Assistance Program has been the nation’s “first percent of respondent’s race unknown).4 line of defense against hunger,” serving families Research shows that SNAP reduces poverty with low incomes who need food assistance. and food insecurity, and that over the long Prior to the start of the current health crisis, term, these impacts lead to improved health SNAP helped to feed approximately 40 million and economic outcomes, especially for Americans each month, 44 percent of whom those who receive SNAP as children.5 Does buying groceries online put SNAP participants at risk? How to Protect Health, Privacy, and Equity | 3 Today, people can buy nearly anything they People who need government food assistance want through their home computer or their should be given access to the same kinds of mobile phone and have it delivered directly to online services that others in our country are them, even the same day. 7 using to feed their families without having to increase their risks of becoming ill. The SNAP Online purchasing via the EBT card could be a online purchasing program could be a vital tool very positive development for SNAP participants. for achieving that goal. However, as this report In its initial announcement of plans for the new will show, it could also expose participants program, the USDA touted the public health to increased data collection and surveillance, benefits, explaining that it “could improve a flood of intrusive and manipulative online access to healthy food for those living in food marketing techniques, and pervasive promotion deserts—areas with sparse options to buy healthy of unhealthy foods. While all U.S. consumers groceries—or for those who are unable to who use online ordering services face many of physically shop on their own due to a disability these risks, SNAP participants are likely to be or transportation barrier,” and proclaiming that disproportionately harmed by them. with the new system, “Healthful Foods Could Be Just a Click Away.”8 Limited availability of fresh In the following pages, we present the results food is a serious problem that primarily affects of our research on the eight retail companies low-income communities and communities chosen to participate in the SNAP online of color in inner-cities, rural areas, and some purchasing pilot as of May 2019.17 Our study older suburbs.9 And this lack of access is one reveals that the companies in the initial pilot of the factors that has led to the alarming rates program are deploying a broad spectrum of data- of overweight and obesity among many of driven targeting and e-commerce practices that these populations.10 (See Sidebar: The Obesity are at the center of today’s digital marketplace. Epidemic Threatens Communities of Color and The entire e-commerce system has evolved Low-Income Groups.) in a largely unregulated environment, where The Obesity Epidemic Threatens Communities of Color and Low-Income Groups The USDA’s online purchasing program is being launched 20.6 percent among 12- to 19-year-olds; for Hispanic and at a time when obesity rates in the U.S. continue to rise African-American youth, the rates are 25.8 percent and unabated. According to the Centers for Disease Control 22.0 percent respectively.13 One of the biggest contributors and Prevention (CDC), nearly 40 percent of adults are to this health crisis is the overconsumption of processed obese. Rates are even higher among low-income groups and foods, which have high levels of sugars, calories, and communities of color. These populations are at much greater fat, and which tend to be cheaper and heavily advertised. risk for serious illness, including Type 2 diabetes, high blood Research has repeatedly shown that marketing of these pressure, and heart disease, which are directly related to unhealthy products directly influences young peoples’ obesity.11 The CDC suggests a number of underlying factors food and beverage preferences, purchase requests, and that may explain these health disparities, including higher consumption.14 Even when controlling for weight, some rates of unemployment, lower high school graduation rates, studies have shown that people who consume processed greater levels of food insecurity, fewer opportunities for foods are at greater risk of developing Type 2 diabetes.15 physical activity, and targeted marketing of unhealthy foods.12 A recent report published in the New England Journal of There has also been a dramatic and disturbing rise in Medicine projected that by 2030, nearly half all adults in obesity among children and youth over the past several the U.S. will be obese, with substantially greater levels of decades. The prevalence of obesity is 13.9 percent among obesity and severe obesity among low-income populations 2- to 5-year-olds, 18.4 percent among 6- to 11-year-olds, and and communities of color.16 Does buying groceries online put SNAP participants at risk? How to Protect Health, Privacy, and Equity | 4 no federal or state policies provide adequate set of robust regulatory safeguards, industry protections for consumers. Neither the USDA, commitments, and ongoing accountability nor the companies in the pilot program, offer mechanisms to accompany the full sufficient protections to SNAP participants. implementation of the SNAP program across We explain how these practices may affect the the country. Finally, because shopping online is health of SNAP families. And we discuss the likely to become the “new normal” for everyone implications of our findings in the context of in the coming years, we argue for strong, the growing body of research on the impact of comprehensive government policies to ensure Big Data on discrimination, equity, and social privacy, security, fairness and equity for all U.S. justice. We offer our recommendations for a consumers in the Big Data era. SHOPPING FOR FOOD IN THE ONLINE RETAIL SURVEILLANCE SYSTEM The SNAP online purchasing pilot is being using the latest advances in data analytics, launched at a time of dramatic technological behavioral science, and communication changes in the grocery and retail industries. technologies, and combining them with new The phenomenal success of Amazon as a leader methods of persuasion to influence consumers’ in online shopping has triggered a growing purchasing decisions. They are also forging migration of major retailers into the e-commerce powerful partnerships among social media business. Walmart reported a 43 percent growth and other online platforms, publishers, food in its online retail operations in the 4th quarter manufacturers, retail companies, and others. of 2019, with grocery shopping at the heart of The leading food and beverage brands— this trend.18 Retailers and grocery brands are also including Mondelez, Pepsi, Coca-Cola and investing heavily in digitizing store operations, Unilever—have all established their own in- the supply chain, merchandising, and the back house Big Data operations.21 office. They are expanding their data operations, developing new data-driven applications, and The longstanding enterprise of multicultural turning to online and mobile marketing to marketing has also swiftly moved into the Big boost sales.
Recommended publications
  • A Case Study of Nairobi Consumers by Wambua, Glori
    THE EFFECT OF REPETITIVE BEHAVIOURAL RE-TARGETING ON ONLINE CONVERSION RATES: A CASE STUDY OF NAIROBI CONSUMERS BY WAMBUA, GLORIA MWENDE UNITED STATES INTERNATIONAL UNIVERSITY - AFRICA SUMMER 2018 THE EFFECT OF REPETITIVE BEHAVIOURAL RE-TARGETING ON ONLINE CONVERSION RATES: A CASE STUDY OF NAIROBI CONSUMERS BY WAMBUA, GLORIA MWENDE A Project Report Submitted to the Chandaria School of Business in Partial Fulfilment of the Requirement for the Degree of Masters in Business Administration (MBA) UNITED STATES INTERNATIONAL UNIVERSITY-AFRICA SUMMER 2018 i STUDENT’S DECLARATION I, the undersigned, declare this my original work and has not been submitted to any other college, institution or university other than United States University in Nairobi for academic credit. Signed __________________________ Date: ________________ Wambua, Gloria Mwende ID #:620162 This project report has been presented for examination with my approval as the appointed supervisor. Signed __________________________ Date: _________________ Dr. Peter Kiriri Signed: __________________________ Date: _________________ Dean Chandaria School of Business ii DEDICATION This is for my wonderful mother, who has been the wind beneath my wings all throughout my life. Your never-ending love, support, encouragement and prayers are what have made me realize this milestone. To my husband Paul, and my daughter M̯ uuo, your patience with me as I worked on this dissertation has been tremendous, thank you. To all my family and friends who took the time to fill out my online survey, and all those who’ve prayed, encouraged, and supported me in the journey towards the completion of this paper, this work is dedicated to you. iii ACKNOWLEDGMENT To the almighty God, who formed me, all glory an honour is yours.
    [Show full text]
  • KDD 2019 Program
    // 25TH ACM SIGKDD CONFERENCE ON KNOWLEDGE DISCOVERY AND DATA MINING // KDD2019 TABLE OF CONTENTS 4 Agenda at a Glance 10 General Chairs’ Welcome Message 11 Program Chairs’ Welcome Message Program Highlights Lecture–Style Tutorial Program Workshop Program 12 Earth Day Program Deep Learning Day Program Health Day Program KDD Cup Day Program Project Showcase Program Keynotes Keynote Panel Women’s Lunch Social Impact Workshop Hands-On Tutorial Program Applied Data Science Invited Talks ADS and Research Track Oral Presentations Awards 36 KDD 2019 Organizing Committee 37 Sponsors & Supporters www.kdd.org/kdd2019/ Page - 2 // Page - 3 // // 25TH ACM SIGKDD CONFERENCE ON KNOWLEDGE DISCOVERY AND DATA MINING // KDD2019 1:00PM - 5:00PM T21. Interpretable Knowledge Discovery Reinforced by Visual Methods – Summit 11- AGENDA Ground Level, Egan 1:00PM - 5:00PM T22. Explainable AI in Industry – Summit 2- Ground Level, Egan AT A GLANCE 1:00PM - 5:00PM T23. Advances in Cost-sensitive Multiclass and Multilabel Classification – Summit 3- Ground Level, Egan 1:00PM - 5:00PM T24. Recent Progress in Zeroth Order Optimization and Its Applications to Adversarial KDD 2019: Sunday, August 4 (TUTORIAL DAY) Robustness in Data Mining and Machine Learning – Summit 4- Ground Level, Egan 7:00AM - 5:00PM KDD 2019 Registration – Tikahtnu Foyer- Level 3, Dena’ina 1:00PM - 5:00PM T25. Forecasting Big Time Series: Theory and Practice – Summit 5- Ground Level, Egan 8:00AM - 5:00PM T1: Learning From Networks: Algorithms, Theory, & Applications (FULL DAY) – Summit 1- Ground Level, Egan 1:00PM - 5:00PM T26. Deep Natural Language Processing for Search and Recommender Systems – Summit 6- Ground Level, Egan 8:00AM - 12:00PM T2: Data Integration and Machine Learning: A Natural Synergy – Kahtnu 2- Level 2, Dena’ina 1:00PM - 5:00PM T27.
    [Show full text]
  • How Ceos and Boards Drive Sustained Value Creation by Kevin Sneader, Sarah Keohane Williamson, Tim Koller, Victoria Potter, and Ariel Babcock
    Corporate long-term behaviors: How CEOs and boards drive sustained value creation by Kevin Sneader, Sarah Keohane Williamson, Tim Koller, Victoria Potter, and Ariel Babcock McKinsey & Company is a global management consulting firm committed to helping organizations create Change that Matters. In more than 130 cities and 65 countries, our teams help clients across the private, public, and social sectors shape bold strategies and transform the way they work, embed technology where it unlocks value, and build capabilities to sustain the change. Not just any change, but Change that Matters—for their organizations, their people, and in turn society at large. FCLTGlobal is a non-profit organization that develops research and tools that encourage long-term investing. Our Members are leading global asset owners, asset managers, and companies that demonstrate a clear priority on long-term investment strategies in their own work. FCLTGlobal conducts research through a collaborative process that brings together the entire global investment value chain, emphasizing the initiatives that market participants can take to make a sustainable financial future a reality for all. Foreword Time and again, research has shown that companies create the most value when executives and directors concentrate on achieving superior long-term results rather than meeting short-term targets. Yet executives can find it difficult to resist focusing on the here and now when they face pressure from investors and boards to deliver strong near-term results. Our analysis of companies’ performance also shows that behavior focused exclusively on the short term has grown more prevalent during the past several years. The COVID-19 pandemic has only placed further short-term demands on executives.
    [Show full text]
  • Walmart Inc. Takes on Amazon.Com
    For the exclusive use of Q. Mays, 2020. 9-718-481 REV: JANUARY 21, 2020 DAVID COLLIS ANDY WU REMBRAND KONING HUAIYI CICI SUN Walmart Inc. Takes on Amazon.com At the start of 2018, Walmart faced critical decisions about its future as e-commerce continued to explode. Walmart just lost its long-held crown as the most valuable retailer in the world to online leader Amazon. With Amazon’s recent acquisition of Whole Foods for $13 billion, Amazon moved aggressively into the offline world to challenge Walmart in its biggest business, grocery. Walmart was not standing still, making moves like buying Jet.com for $3 billion in 2016. While Walmart’s U.S. e- commerce revenues grew to $11.5 billion in 2017, there was no debate in Bentonville, AR: Walmart remained far behind. The question for Walmart CEO Doug McMillon and Walmart.com head Marc Lore was how to respond to its most aggressive competitor ever (Exhibits 1a and 1b).1 Amazon The Early Years (1994–2001) Jeff Bezos founded Amazon in 1994 to exploit the Internet, still a relatively nascent technology. He determined that selling books online was most promising, because the number of titles available was greater than even the largest brick-and-mortar store could stock. Bezos and his wife drove west to start “Earth’s Biggest Bookstore” in Seattle, WA. Amazon offered 1 million titles for sale on its opening day in July 1995. Next year, the company had over 2.5 million book titles for sale, with revenue doubling every quarter (Exhibit 2).
    [Show full text]
  • Software Engineer, Products If You Were Given the Opportunity to Paint
    Title: Software Engineer, Products If you were given the opportunity to paint the future of ecommerce on a canvas of over 1 billion consumers and had the strength of the Fortune 1Company behind you, what would it look like? Walmart Labs, Silicon Valley- newest development lab, we're working on this exact challenge. Only bound by our imaginations, we are a team of 60+ relevance/platform/application engineers, scientists and product visionaries all working together to design, prototype and build technology- driven products and experiences that will change the future landscape of ecommerce. We believe this to include social, mobile, community, integrated in-store products and experiences and much, much more. According to Anand Rajaraman; Stanford PhD & Technology Executive At WalmartLabs: Social media and the mobile phone will have as profound an effect on the trajectory of retail in the early years of the 21st century as did the development of highways in the early part of the 20th century. We are at an inflection point in the development of ecommerce. The first generation of ecommerce was about bringing the store to the web. The next generation will be about building integrated experiences that leverage the store, the web, and mobile, with social identity being the glue that binds the experience. It is every technologist dream that the products they build will impact billions and will continue on to the next generation. The social commerce opportunity is huge, and today is day zero. We have liftoff! Come join an organization where you'll get to work as part of a world-class team, spend 100% of your time innovating, and get to build products that are only bound by the scope of your imagination.
    [Show full text]
  • Online Retargeting Based on Consumer Behavior: a Comparison Between Models
    Online retargeting based on consumer behavior: a comparison between models Master thesis Menno Nelis Student no: 5929040 Supervisor: Prof. Dr. Dick Heinhuis University of Amsterdam Amsterdam, The Netherlands Faculty of Science Information Studies Track: Business Information Systems August 2017 Abstract Behavioral retargeting is a widely used technique within the field of online marketing to generate sales out of customers that already visited your website. These campaigns are based on the online behavior and interests of the customer. Although there is a huge growing market for behavioral retargeting, current online campaigns do not yet use models of consumer behavior or decision making as input for their campaign design. Behavioral retargeting is seen as a trick by marketers and their campaigns are optimized empirically. This research selected three models of consumer behavior or decision making; the Howard-Sheth model, the EBM model and the Bettman model. The phases of these models were translated from offline to online behavior and used to create three different retargeting campaigns. The fourth campaign is the control group, which is not based on a model. A Dutch travel company, Corendon, provided a platform to run the different experiments. Their visiting customers on the website were used in the experiment to sub divide customers among the different experimental campaigns, based on the selected models. The results obtained from these experiments were measured in six online metrics: the bounce rate, click through rate, conversion rate, cost per action, cost per click and the return on investment. After the campaigns ran for a week, results showed that the campaigns based on a consumer behavior or decision making model all scored better than the control group.
    [Show full text]
  • M&A in Disruption: 2018 in Review
    M&A in Disruption: 2018 in Review Using M&A to ride the tide of disruption. Acknowledgments This report was prepared by Les Baird, who leads Bain & Company’s Global Mergers & Acquisitions practice; David Harding, an advisory partner with Bain based in the Boston offi ce; Peter Horsley, a Bain partner in the London offi ce; and a team led by Shikha Dhar, a practice manager with Bain’s Mergers & Acquisitions practice. The authors thank Dale Stafford, Arnaud Leroi, Phil Leung and Suzanne Kumar for their contributions. They are also grateful to Karen Harris for her insights as managing director of Bain’s Macro Trends Group; Hugh MacArthur, Dan Haas, Mike McKay and Brenda Rainey for their perspectives on the M&A activity of fi nancial sponsors; Nicolas Bloch for his perspectives on M&A strategy; Martin Holzapfel and Richard Lichtenstein for their perspectives on due diligence; Allison Snider, Matthew Meacham, Jean-Charles van den Branden and Charlotte Apps for their perspectives on M&A in consumer products; Eric Garton, Sarah Elk, Marc Berman and Ludovica Mottura for their perspectives on operating model and culture; Adam Borchert and Joost Spits for their perspectives on M&A in retail; Jim Wininger for his reviews and perspectives on divestitures; Sachin Shah, Laurent Hermoye and Rajesh Narayan for their perspectives on business process and systems integration; Andrew Schwedel, Julien Faye and Tom De Waele for their perspectives on M&A in fi nancial services; Tina Strasse and a team led by Vinayak Jain at the Bain Capability Network for their analytic support; Mateusz Kaminski, Emily Lane and John Peverley for their research assistance; and David Diamond for his editorial support.
    [Show full text]
  • Big Data-Location
    How Big Data is Changing Industries How Big Data is Changing Industries, 2017 Table of Welcome …………………………….…………………………….…………………………….…………………………….…………………………….………… 1 Contents Insurance …………………………….…………………………….…………………………….…………………………….…………………………….……… 2 In Insurance, Location is Everything …………………………….…………………………….…………………………….…. 3 Real Estate …………………………….…………………………….…………………………….…………………………….…………………………………. 4 E-commerce …………………………….…………………………….…………………………….…………………………….…………………………….… 5 E-commerce: Location, Location, Location …………………………….…………………………….………………… 6 Retail …………………………….…………………………….…………………………….…………………………….…………………………….………………… 7 Case Studies: Big Data Transforming Retail …………………………….…………………………….…………… 8 How Location Analytics Will Transform Retail …………………………….………………………………………. 9 Direct Marketing …………………………….…………………………….…………………………….…………………………….…………………. 10 Legal, Policy, and Beyond …………………………….…………………………….…………………………….……………………………. 11 References …………………………….…………………………….…………………………….…………………………….…………………………….…… 12 Disclaimer …………………………….…………………………….…………………………….…………………………….…………………………….……… 13 locationinc.com How Big Data is Changing Industries, 2017 Big data is not just some marketing buzzword. It is an ongoing technological Welcome revolution, which will impact everyone, from brick and mortar shops to Silicon Valley startups. It is quickly becoming a race for businesses, and sometimes entire industries, to either keep up or shut down. What is this eBook About? In this eBook, we are looking at how big data will impact the future of the following industries:
    [Show full text]
  • Transforming Retail. Together
    Transforming Retail. Together. February 17 - 20, 2015 JW Marriott Desert Springs Resort & Spa, Palm Springs, CA www.etailwest.com 1911 Attendees Already Confirmed Last Updated 2/9/15 For an updated attendee list please email [email protected] Account Account [24]7 Lenscrafters.com/Luxottica 1-800 Contacts Inc. (4 attendees) Liberty Hardware 1WorldSync Inc Lids 2 Modern LIDS Sports Group (2 attendees) 2(X)IST Lifepics 24/7 Customer Inc Lifetouch Inc 2XU North America LLC. (2 attendees) Light Van 360pi (2 attendees) Lillian Vernon 4inkjets.com | ldproducts.com (3 attendees) Lindi Skin 4RSystems Linea Directa (3 attendees) Abt Electronics Inc. (2 attendees) Linea Pelle (2 attendees) AC Lens Linen Chest (3 attendees) AccessoryGeeks.com (2 attendees) Listrak (4 attendees) Acquia (5 attendees) Live Nation ActionX (5 attendees) Liveclicker (3 attendees) Acumen Brands (2 attendees) LiveRamp AdGooroo (3 attendees) Living Direct (2 attendees) Adlift/SweetMemory LivingSocial (3 attendees) Adlucent (3 attendees) Lowes (6 attendees) Adobe Lucy Activewear/ VFC Adroit Digital (8 attendees) Luxottica Retail (2 attendees) Adroll (5 attendees) Luxury Daily (2 attendees) Advance Auto Parts (3 attendees) Macewan University Adyen (6 attendees) Macy`s (9 attendees) Aeropost Intl Magento (4 attendees) Affirm (2 attendees) Magnet (2 attendees) Affliction Magnetic (5 attendees) AgilOne MailPix.com (2 attendees) Air N Water (3 attendees) Maps.com Akamai Technologies Inc MarketLive Alaska Airlines (2 attendees) MarketLive Inc Alex and Ani Master & Dynamic (2 attendees) AltRider MasterCard (5 attendees) Amazon (2 attendees) Matt Storms Inc. Ancestry.com Mattel Anne Taylor Loft Mattel, Inc. Answers (3 attendees) Maxymiser (5 attendees) Anthropologie MediaMath (5 attendees) Applause Mediashark Inc.
    [Show full text]
  • In Part Three of This Deep Dive, We Provide an Overview of the Warehouse-Club Sector
    June 12, 2017 In Part Three of this Deep Dive, we provide an overview of the warehouse-club sector. • The 40-year-old global warehouse club sector is • Yet the sector’s growth rate slowed over the same estimated to generate approximately $191 billion in period, actually hitting zero in 2015. And revenues in 2017. researchers are forecasting that the US segment will grow at a 2.4% CAGR, more than 1.5 points • The clubs’ business model seeks to limit gross lower than overall retail, from 2016 through 2020. profits so as to offer low prices to members while generating profits for shareholders through • The spoiler behind the sector’s decelerating growth reasonable membership fees. rate has likely been e-commerce, which the clubs have been slow to embrace. Warehouse clubs • The majority of the clubs are located in the US, currently generate 4% or less of their revenues which accounted for nearly three-quarters of sector from e-commerce. revenues in 2016. The market is dominated by three companies: BJ’s Wholesale Club, Costco • As is the case with many other retailers, warehouse Wholesale and Sam’s Club (a division of Walmart). clubs need to develop a strategy to compete with e- commerce players, as well as leverage their unique • The US warehouse club sector grew at a 7.2% CAGR strengths to adapt to other demographic and from 2001 through 2016. Its growth rate outpaced technological changes. that of the total US retail industry by 3.3 percentage points over the period. The international market grew at an even brisker 10.8% CAGR.
    [Show full text]
  • Digital Marketing Hub V2.0
    DIGITAL MARKETING HUB v2.0 Guaranteed/Upfront Media Campaigns AP Networks/Exchange/DSP/ATD 1st and 3rd Party DMP Social Network Metrics MAM/MRM/MMO Social Sharing Metrics SEM Site/Apps Content Mgmt/SEO Loyalty/Deals Programs June 2012 Daniel Salmon Advertising and Marketing Services (212) 885-4029 [email protected] Please refer to pages 118±119 for Disclosures Statements, including Analyst's Certi®cation. For important disclosures on the stocks discussed in this report, please go to http://researchglobal.bmocapitalmarkets.com/Public/Company_Disclosure_Public.aspx. Electric Utilities BMO Capital Markets A member of BMO Financial Group 2 January 4, 2012 Digital Marketing Hub v2.0 BMO Capital Markets Table of Contents Coverage List .............................................................................................................................5 Introduction and Op-Ed ..............................................................................................................7 Marketing Industry Forecasts ...................................................................................................21 Drivers and Catalysts ...............................................................................................................32 Constraints and Risks ..............................................................................................................46 Business Model Descriptions ...................................................................................................49 Public Company Profiles ..........................................................................................................67
    [Show full text]
  • WAL-MART STORES, INC. (NYSE: WMT) Third Quarter Fiscal Year 2014 Earnings Call November 14, 2013 Management Call As Recorded
    1 WAL-MART STORES, INC. (NYSE: WMT) Third Quarter Fiscal Year 2014 Earnings Call November 14, 2013 Management Call as recorded Welcome to the Walmart earnings call for the third quarter of fiscal year 2014. The date of this call is November 14, 2013. This call is the property of Wal-Mart Stores, Inc. and is intended for the use of Walmart shareholders and the investment community. It should not be reproduced in any way. You may navigate through this call as follows: • Press 4 and the # key to rewind playback 20 seconds. • Press 5 and the # key to pause and resume playback. • Press 6 and the # key to fast-forward playback 20 seconds. This call will contain statements that Walmart believes are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, as amended, and that are intended to enjoy the protection of the safe harbor for forward-looking statements provided by that Act. Please note that a cautionary statement regarding the forward-looking statements will be made following Charles Holley’s remarks in this call. Carol Schumacher Introduction Hi, this is Carol Schumacher, vice president of investor relations for Wal-Mart Stores, Inc. Thanks for joining us today for our third quarter earnings call of fiscal year 2014. Our press release and transcript of this call are available on our website; and again, that’s stock.walmart.com. 2 Here’s today’s agenda. • Mike Duke, president and CEO of Wal-Mart Stores, Inc., will kick us off with an overview on the quarter’s results and our company’s strategies for this important fourth quarter.
    [Show full text]