Uncategorized

The CW said it is tracking ahead of last year’s NASCAR ad sales, adding that brands are recognizing it has a special offering and creative challenger mindset in the sport’s fragmented media landscape. The flagship channel of Nexstar Media Group started airing NASCAR’s O’Reilly Auto Parts Series last year in full, with all 33 races broadcast on The CW in exchange for $115M in media rights fees. That comes at a time when the premier Cup Series is now being split across four separate media companies from broadcast TV to cable and digital streaming. On top of the consistency with The CW’s NASCAR coverage, the O’Reilly Series has also drawn hardcore NASCAR fans who feel that series now often produces the most exciting racing action of the sport’s three national circuits. Last year, the CW’s viewership also rose last year (up 10% from 2024) while Cup viewership declined (down 15% from 2024), though Cup remains the larger of the two. With those factors, a year of experience in the NASCAR world and The CW’s audacious mindset as a new network in sports, its ad sales team said it has been able to secure more lucrative deals this year. “We turned a lot of heads in Year 1 [and] — let’s be honest — we put out a great product … and a lot of race fans were complimentary of our production quality,” CW sports division VP/Sales Matt Beaton said. “… Coming out of Year 1, we always say, ‘Sell against your success,’ so we did great with a lot of brands that embraced what we were doing. Some came to us early, some came to us midseason, some came to us late in the year, but that set up for healthy conversations even before the end of the season to renew some of our larger big positions. So some incumbents and then new advertisers [are on board for 2026].” HAPPY BRANDS: Brands who have bought ad inventory for The CW’s coverage this year include O’Reilly Auto Parts (which is sponsoring the prerace show), Arby’s (pit box, stage breaks and in-car cameras), EchoPark (restart zone), Mobil 1 (victory lane), Powerball (biggest movers), Whelen Engineering (caution), SoundGear (“Full Throttle” feature), Freeway Insurance (choose rule) and Starkey (radio communications). Beaton and The CW SVP/Marketing Solutions & Brand Partnerships Laura Lamattina pointed to Mobil 1 and Universal Orlando Resort as two brands that started advertising with The CW last year and have come back in a bigger way this year. Mobil 1 will be the victory lane sponsor, while The CW took drivers Jesse Love and Connor Zilisch to Universal Orlando Resort during the offseason to film upcoming ad spots. Beaton said The CW has talked to advertisers about how they can be worked into the broadcast in a way that makes sense for them, before talking to them about the number of units they want to buy or the price. The CW is also keeping its commitment to only running full-screen ads when there is no racing action and running double-box ads when there is, something that it says its advertisers embraced last year. The move is popular with fans who often complain when they have to watch full-screen commercials while there is still green-flag racing taking place. Beaton said advertisers were pleased with the double-box concept. “They did like it and the way we introduced the double-box feature,” he said. “Perennial sports buyers are very versed and have a very solid comprehension of what they are, but for some that are new, we had to go through an exercise in education. … [With] the new brands coming in, there was a little bit of a learning curve, but they wholeheartedly embraced the fact that [we] stay with racing and give you some commercial time and not upset the fans but actually keep them engaged.” PACING AHEAD: The CW executives didn’t disclose their revenue figures for ad sales this year. However, Beaton said: “If we were to look at our forecasts, we’re pacing ahead of where we were last year with a lot of upside coming our way as well, so we’re very pleased.” O’Reilly will likely be one of the larger buyers this year as the new title sponsor, and Lamattina said the brand will have a presence on its race broadcasts from prerace through the end. O’Reilly has shared with The CW some of its best-selling products on a seasonal basis, and the network will hone in on those from a messaging perspective. O’Reilly will also sponsor a segment called “Pit Precision,” spotlighting little-known crew members to try to underscore the company’s do-it-yourself customer base. Nexstar President of National Advertising Sales Dan Lanzano added in an email to SBJ: “We’re relentless about pushing the boundaries when it comes to brand partnerships, creating nimble, custom-curated activations that authentically resonate with NASCAR fans. When done right, fans don’t view these partnerships as advertising, they see them as enhancements to the race experience. That’s where we believe we’ve set ourselves apart.” Source link

TD Bank is dropping the “Bank” from its brand name. The state’s fourth-largest retail bank by market share has undergone a subtle makeover, to coincide with a new marketing campaign in its home country of Canada as well as the US. It’s the biggest campaign for the bank since 2019, long before a money laundering scandal put TD in the news in 2024. Most notably, where the bank’s logo once said “TD Bank,” it will now simply be “TD.” Chief marketing officer Jennie Platt said simplicity, clarity, and consistency drove the idea behind the new brand, and the idea of uniting Canada and the US together for one campaign. (Presumably, there will be some financial savings as well.) “We’ve never had a North American unified campaign launch,” Platt says. “As a marketer, this is a once-in-a-career opportunity.” The “More Human” campaign, developed with marketing giant Publicis Groupe, launched on Super Bowl Sunday, with a TV ad showing a small delivery robot making its way through a city with some assistance from people along the way (while the Killers’ song “Human” plays in the background). The ad first aired during the Super Bowl in the Boston market, and before and after the game in several other US metro areas on the East Coast. TD, an abbreviated form of Toronto-Dominion Bank, first entered US retail banking when it acquired control of Banknorth in 2005. The CEO of Banknorth at the time, Bill Ryan, is a huge Boston sports fan, and jumped at the opportunity to bring back the “Garden” name to the arena that had been known as the FleetCenter, until Fleet, too, was acquired by a bigger bank (in Fleet’s case, Bank of America). Thanks to Ryan’s deal-making, the arena, owned by Delaware North, was known as TD Banknorth Garden from 2005 until 2009. Around that time, TD merged the Banknorth franchise with Commerce Bank in New Jersey, and the US arm became known as TD Bank (it still uses the TD Bank name for legal and other purposes). TD renewed its naming rights with Delaware North three years ago, extending the contract through mid-2045. Fortunately for everyone involved, the Garden was renamed the TD Garden back in 2009 — no more “bank” in the name — so there’s no need to change signage now. This is an installment of our weekly Bold Types column about the movers and shakers on Boston’s business scene. Jon Chesto can be reached at jon.chesto@globe.com. Follow him @jonchesto. Source link

NEW YORK (CNN) — Not everyone loves the gooey, heart-shaped version of Valentine’s Day. Even for those who celebrate, the pressure to deliver the picture-perfect night can — quite frankly — stink. This Valentine’s Day, some nonprofits and businesses are siding with the jaded lovers of the world. Those skipping romance this season can name an ex after a pile of animal feces, shred old photos for dining deals or smash their way through staged date nights in rage rooms. According to Google, the phrase “I hate Valentine’s Day” has seen an over 5,000% increase in searches in the past month, suggesting demand for cathartic campaigns like these is growing alongside the holiday itself. “Even for those who aren’t currently heartbroken, participating in ‘anti-Valentine’s Day’ events can serve as a small act of self-affirmation,” said Raluca Ursu, an associate professor of marketing at the NYU Stern School of Business. “(It’s) a way to acknowledge past challenges, celebrate resilience and perhaps even laugh at what once hurt.” For some, the anti-romance promotions might just be a way to make it through the mushy holiday. For others, like nonprofit organizations and businesses, they’re a way to capture every customer — lover or hater. Heartbreak meets the animal kingdom Zoos and shelters around the world are offering lighthearted ways to support their animals while letting go of heartbreak. At WildCat Ridge Sanctuary in Scotts Mills, Oregon, people can donate $100 to have an ex-partner’s name placed on a gelatin heart made with meat and nutrients. The heart is fed to one of the sanctuary’s big cats, and donors receive a video of the feeding. The “Be My Bloody Valentine” fundraiser has grown from about 10 participants in its first year in 2020 to more than 75 last year. “It’s definitely something we have no plans on discontinuing,” said Ian Ford, associate executive director at Wildcat Ridge Sanctuary. WildCat Ridge isn’t alone in turning heartbreak into donations. Ireland’s Galway SPCA, for example, is running its “Neuter Your Ex” fundraiser, where feral cats are named after former partners before being neutered and released as part of its population control program. The Maryland Zoo is offering a “Dollars for Dung” promotion that allows donors to name a pile of animal waste after someone from their past, starting at $5. Meanwhile, the Bronx Zoo in New York has revived its annual tradition of naming one of the zoo’s thousands of Madagascar hissing cockroaches for $15. Love stinks — and it’s on the menu Restaurants are also leaning into the anti-romance trend, with something on the menu for everyone — whether they’re in love, opting out of the tradition or just hungry for some revenge. National restaurant chains and local eateries have adopted unconventional promotions to disrupt the usual “for two” dining packages. Hart’s, an upscale Mediterranean restaurant in Brooklyn, New York, is marking its ninth annual “Love Stinks” event — the longest-running promotion in the restaurant’s history. Compared to traditional date-night cuisine, Hart’s limited menu leans into pungent ingredients like anchovies, garlic and blue cheese. Dishes like an onion tart with anchovies emphasize that the best parts of love don’t always smell so sweet. “It’s really turned into a tradition, not only for us, but for some of our regulars,” said Nick Perkins, co-founder of Hart’s. “It’s become so popular that starting last year, we started doing it two days in a row,” he said. With Valentine’s Day spending expected to reach a record $29.1 billion this year, according to the National Retail Federation, these anti-romance promotions can offer some relief from the pressures that often come with the holiday’s price tag. Other restaurants are also experimenting with breakup-themed promotions as alternatives to steak dinners and love potions. Hooters is once again offering its “Shred Your Ex” promotion, which gives 10 free wings to customers who shred a photo of an ex online or in person. And Wendy’s is promoting its $1 Dave’s single cheeseburger deal on mobile orders the day after Valentine’s Day, also known as Singles Awareness Day. Rage over roses Experiential businesses and live events are letting customers find camaraderie by hating in-person. In New York City, bar and event space Two Doors Down sold out its “Singles Only, Anti Valentine’s Day” event, marketed as a pressure-free night for 150 single participants with “No roses. No Pressure. No forced Romance.” Valentine’s Day cynics can also release their fury at Smash Sacramento, a rage-room where customers pay to destroy objects in a controlled environment, during their second annual “Anti-Valentine’s Club” promotion. David Messier, owner and operator of Smash Sacramento Inc., recounted stories of groups who come to recreate Hollywood scenes of flipping romantic tables over and smashing plates. The reenactments were so popular that Messier extended the event to span the whole Valentine’s Day week this year, with most of the extra 75 time slots reserved by parties that host up to 10 people. “You can sit there, talk benign conversation — and then flip the table over, throw the glasses, throw the chairs to the wall,” Messier said, adding that customers often describe it as the highlight of their night. “You can live out your wildest fantasies.” =htmlentities(get_the_title())?>%0D%0A%0D%0A=get_permalink()?>%0D%0A%0D%0A=htmlentities(‘For more stories like this one, be sure to visit https://www.eastidahonews.com/ for all of the latest news, community events and more.’)?>&subject=Check%20out%20this%20story%20from%20EastIdahoNews” class=”fa-stack jDialog”> Source link

Listen to the article 2 min This audio is auto-generated. Please let us know if you have feedback. LinkedIn’s looking to get more small businesses to sign-up to its Premium program, with a new All-in-One professional dashboard offering that aims to make it easier for SMBs to manage their LinkedIn presence. LinkedIn’s All-in-One platform incorporates client prospecting, marketing, and hiring tools, within a single streamlined system, along with recommended actions on what SMB owners should do next to help grow their business via the app. The program includes artificial intelligence guidance on each element, and provides monthly credits for boosting both posts and job ads, as well as profile suggestions, product spotlight tools, and more. Which, according to LinkedIn, aligns with the key needs of SMB managers. As per LinkedIn: “We know that small businesses don’t have the luxury of onboarding to and stitching together multiple tools or navigating complex enterprise products. They wear many hats, and need an offering that brings together the essentials – visibility, credibility, customer reach, and hiring – in one place. And with a 60% growth of global members on LinkedIn adding ‘founder’ to their profile, this need has never been stronger.” And given the ad credit deals, it seems like it could be a bargain, depending on your LinkedIn usage and the value of the platform to your business. LinkedIn’s All-in-One package is priced at $99 per month, with $100 in ad credits, and $50 boost credit. So, all-up, it seems like an enticing package, though again, it does depend on what kind of value your business derives from LinkedIn, and whether your target audience is active in the app. Which, for many SMBs, it won’t be, but if you do your research, and glean more understanding into where your buyers engage, it could be a valuable consideration. And with LinkedIn now also being one of the most cited sourced in AI chatbot responses, putting more focus on the app could also help to boost brand awareness and activity. It’s the latest in LinkedIn’s broader push to boost its Premium subscription take-up, with the company now generating $2 billion per year from subscriptions. Indeed, LinkedIn’s subscriber growth has increased nearly 50% over the past two years, and it’s now looking to build on this, through additional artificial intelligence features, and new packages like this, to expand interest. And this is an interesting package, with a range of benefits. You can learn more about LinkedIn’s All-in-One offering here. Source link

Japan’s Dentsu, enigmatic as ever, nonetheless seems to have got itself into a right muddle: losing key execs, notably International boss Wendy Clark and then deciding to sell the international business – and then not (maybe.) Now president and global CEO Hiroshi Igarashi (left) is on his way to be replaced by Japan head Takeshi Sano as the company reports a decline in 2025 organic growth and a whopping great loss ($2bn mostly writedowns) on its international operations. Hardly likely to entice a buyer among the limited number of possible purchasers who, themselves, may be fearful of the depredations of AI. Dentsu is still highly profitable and growing in Japan but seems entirely unable to make its operations outside the homeland work despite employing a fair number of talented individuals over the years and buying what seemed like good businesses in Carat (via Aegis) and performance agency Merkle. There could be some bargains there for a brave bidder. Source link

Hiring a digital marketer is no longer about finding someone who knows a few platforms well. Most candidates can talk through Google Ads, social media, or analytics tools at a surface level. That is table stakes now. What separates a strong hire from a risky one is how they think when performance shifts, privacy rules change, or the data does not point to an obvious answer. Marketing leaders today need people who can connect tactics to business outcomes, explain tradeoffs clearly, and adapt without panicking when the playbook changes. That is hard to uncover with generic interview questions. The goal of this list is simple. These questions are designed to help you understand how a candidate approaches real-world problems, not just how well they have memorized terminology. In many cases, the “why” behind their answers matters more than the answers themselves. Here are 15 crucial interview questions to help you hire your next digital marketing teammate. Tactical Knowledge Questions The first set of questions focuses on an individual’s tactical knowledge of digital marketing. 1. How Do You Use AI And Automation To Improve Your Campaigns? AI and automation aren’t just buzzwords anymore. They’re tools shaping how marketers work. This question uncovers whether the candidate is using these tools for better performance or simply riding the hype wave. What to listen for: Candidates should provide specific examples, such as using AI for bid adjustments in PPC or helping analyze campaign data for better optimizations. Red flags include vague responses or over-reliance on automation without understanding its impact. 2. What’s Your Approach To Building And Refining Audience Segments For Targeted Campaigns? Audience targeting has become more nuanced, and it’s a skill you can’t skip. This question dives into their strategy for reaching the right people at the right time. What to listen for: Specific techniques like combining customer relationship management (CRM) data with platform insights or testing lookalike audiences. Be wary of candidates who rely solely on pre-set audience templates without customization. 3. How Do You Decide Which Channels Deserve Budget When Resources Are Limited? This reveals prioritization, business thinking, and restraint. It also exposes whether the candidate understands incrementality, testing, and opportunity cost. What to listen for: Thoughtful discussion around goals, marginal returns, test budgets, and tradeoffs. A red flag is defaulting to “we should be everywhere” without a rationale. 4. How Do You Leverage First-Party Data To Inform Your Campaigns? First-party data is becoming increasingly valuable as the reliance on third-party cookies still remains questionable. This question uncovers how a candidate adapts to this shift of having a privacy-first mindset. What to listen for: A candidate may talk about strategies like email segmentation, loyalty programs, or even how they’ve approached capturing first-party data to ensure they’re able to properly use them in campaigns. A potential red flag is relying on outdated cookie-based methods without a backup plan. 5. Can You Share An Example Of Using Cross-Platform Advertising That Has Driven Results? As digital marketers, we know most campaigns aren’t “one and done” on a single platform. Candidates need to show how they think holistically about digital ecosystems. What to listen for: Strong examples include integrating Google Ads with Meta campaigns or leveraging TikTok for awareness and retargeting on a different platform. A red flag is a candidate focusing only on one platform without considering how they interconnect and inform each other. 6. How Do You Decide What Metrics Matter Most When Reporting Performance? Explaining results is just as important as achieving them. This question gets into their communication skills and ability to tell a story with data. What to listen for: Clear alignment between business goals and metrics, plus examples of simplifying reports. Red flags include metric dumping or platform-first reporting. Examples of preferred reporting platforms and formats are a plus. Strategic Knowledge Questions It’s not only important to know how to do the job, but also to know why you’re doing what you’re doing. The next set of questions allows you to dive deeper into the candidate’s mindset and see if they can put the strategic pieces together for clients. 7. How Do You Stay On Top Of Industry Changes, And What’s Something You’ve Learned Recently That Impacted Your Work? The digital landscape changes every single day. If someone isn’t staying current with best practices and platform changes, it can be detrimental to client success. You need to have someone on the team who is fully aware of any changes in the industry that could impact performance. What to listen for: Understanding what methods a candidate uses to stay “in the know” is important. If a candidate says they’re too busy to set aside time to read up on trends, I’d consider that a red flag. 8. Have You Had To Pivot A Campaign Due To Changing Data Privacy Regulations? Data privacy laws have changed the name of the game, especially in PPC. This question tests how the candidate navigates regulations while keeping campaigns effective and compliant. What to listen for: Look for examples like shifting to first-party data or adjusting targeting strategies in light of GDPR or CCPA. Red flags include ignoring compliance issues or struggling to adapt when audience data becomes restricted. 9. How Do You Measure Success Across Different Types Of Campaigns? Success isn’t one-size-fits-all. The answer should show how they align goals, metrics, and performance analysis for various strategies. What to listen for: Candidates should mention setting specific KPI goals based on the channel and objective of a campaign. Be wary of those who rely on vanity metrics like impressions without tying them to business outcomes. 10. How Do You Explain Complex Answers To A Client Or Someone In A C-Suite Role? This will inevitably happen in any digital marketing role. It’s easy when you’re working as a team, and everyone knows the ins and outs of acronyms, in the weeds content. Sometimes, you need to explain something like you’re talking to a third grader. Less is more. Green flags to listen for: Candidates who know

Wendy’s fourth quarter wasn’t expected to be a home run. The chain struggled throughout 2025 as it navigated a bevy of leadership changes. In October, interim chief executive officer Kenneth Cook implemented a Project Fresh turnaround plan that included the targeted closure of about 5% to 6% of its U.S. system, or about 300 U.S. restaurants.  The company was also lapping a strong Q4 2024 from its successful SpongeBob collaboration.  However, probably nobody expected -11.3% in same-store sales to close out 2025. That is a steeper decline, by the way, than during the COVID quarter of Q2 2020, which was -4.4%.  During the company’s earnings call Friday before market, Cook outlined the details and progress of that Project Fresh plan, noting that the company is working with urgency to turn recent trends around.  The comprehensive plan checks all the boxes of running a restaurant — operational improvements, menu enhancements, relevant marketing, system optimization, digital growth, and franchisee profitability, and Cook said he is encouraged by the progress made so far. Wendy’s trough was in October, when the plan was first introduced, and the company’s performance has sequentially improved since with the exception of January’s weather disruption from Winter Storm Fern.  Related:Popeyes shifts focus to operations to turn around negative trends “We’ve learned a great deal. We’ve invested in deeper data and insights on our customers, and we’ve improved our restaurant-level performance,” Cook said. “We now have a clear picture of what needs to improve in our marketing and operations, and how to optimize the store footprint within our system. Project Fresh is our strategy to clearly address these issues, and we are implementing it with urgency.”  Wendy’s considers 2026 to be a “rebuilding year,” with global comparable sales expected to be flat.  The chain’s “urgency” will be focused on restoring relevance by improving messaging that “connects with customers in socially and culturally relevant ways.” This includes more targeted communication with customers and more investments in social media and streaming platforms. Cook said Wendy’s has also strayed a bit from its quality and value positioning and is bolstering its marketing calendar this year to include eight windows. “We’ve established a more disciplined programming structure to ensure a steady stream of new news that keeps the brand top of mind and supports higher customer frequency,” he said.  The calendar will be focused on everyday value as opposed to short-term promotions. In January, for instance, Wendy’s expanded its Biggie deals to include $4, $6, and $8 price points. The permanent platform was designed to give customers more choices and generate incremental occasions, such as snacking.  Related:Dutch Bros drives Q4 momentum with 7.7% same-store sales growth and rising brand penetration “One learning from 2025 is we swung the pendulum too far toward limited-time promotions instead of everyday value,” Cook said. “We expect the consumer to remain challenged throughout 2026, which means it ends up being a share game. So, launching the Biggie deals platform was important for us. It provides customers value they can rely on every single day.” Wendy’s will also push the gas on its core equities, including burgers. Cook noted that the chain didn’t have a single burger innovation in 2025, which will change this year. A new Cheesy Bacon Cheeseburger hits restaurants next week. The chain is also upgrading its chicken sandwiches later this year, including classic and spicy versions. It’s also introducing a chicken snack wrap, an increasingly popular item at quick-service chains. Cook said the company will be making “quality upgrades” across the menu.  “A very small portion of our customers are considered adventurous eaters. These people want unique flavor profiles, kind of extreme innovation. They represent a very, very small percentage of our total (so) we shouldn’t focus on them,” he added. “Some of the collaborations we did were focused on this segment and weren’t broadly appealing enough to move the needle. We’re going to move away from that.” Related:The Grinch, Spongebob, Popeyes On the operations side, Wendy’s is pulling pages from its company-owned restaurants, which outperformed the rest of the system by 310 basis points in Q4. The company has enhanced its training programs, implemented a new learning management system, and is partnering with franchisees to extend the performance management strategy across their restaurants. Wendy’s is also expanding its field operations team in 2026.  In addition to the 5% to 6% expected closures, Wendy’s is also optimizing its system by allowing franchisees to opt out of breakfast if their market doesn’t fit well with the daypart. Cook said a large majority of the system will remain in breakfast, however. “While many restaurants perform well at breakfast, we recognize it may not work in every restaurant,” Cook said. “To strengthen franchisee profitability, we’re providing more flexibility around operating hours for the morning daypart, which allows them to reallocate resources toward their greatest potential for growth across dayparts.” Along these lines, Cook said Wendy’s has ramped up its communication in general with franchisees as the company executes Project Fresh. “We have significantly increased how frequently we’re communicating with franchisees,” he said. “That’s critically important. Franchisees are appreciating the flexibility we’re giving and us working hand-in-hand with them to improve overall franchisee economics.” Contact Alicia Kelso at [email protected] Follow her on TikTok: @aliciakelso  Source link

Bengaluru witnessed an unusual phenomenon on Valentine’s Day morning. Youngsters swarmed before Nothing’s flagship retail store in the city. Usually, such huge crowds are witnessed during the launch of new iPhones but this morning, Nothing Technology Limited replicated the happening when it opened its first flagship retail store in India, second only to the outlet launched at Soho, London. Nothing made the announcement of the store launch in Bengaluru on social media and it attracted the interest of thousands of youngsters, interested in tech gadgets. London-based Nothing sells consumer electronics like smartphones, wireless earbus and related accessories, like chargers, cases and  apparel too. The company focuses on bringing a minimalist, and transparent aesthetic to technology. It also has a budget-friendly sub-brand, CMF. When Nothing’s launch was marked by huge crowd, some said that GenZs are too obsessive with mobiles and other electronic gadgets while a few others felt that the company’s marketing tactics on social media could have pulled big crowds, to boost the sales. Some netizens said that the launch could be stage-managed by offering some freebies while others laughed it off saying a majority of them only queued up at the store to pass their free time but could have bought nothing. The Bengaluru store has been opened as part of Nothing’s international growth campaign after being successful in Series C funding round, when the company was valued at $1.3 billion. Nothing asserted that its retail store in Bengaluru is more than a sales outlet, providing a full brand experience to the customers. Related Tags Nothing launch Source link

(TNND) — A popular babycare brand is facing backlash after photos shared on social media appeared to show the company using phrases for a marketing campaign that were deemed inappropriate. Images on what appear to be a now-deleted Instagram post read “This is the closest your husband’s gonna get to a threesome,” and packaging showed words such as “I get turned on quickly” and “How about a quickie.” Current team members were also identified as criticism intensified, including director of packaging Brian Byrd, vice president of marketing strategy Adam Gagliardo and package design production manager Aaron Camello. The team page on the website appeared to be disabled when The National News Desk tried to access it. Users also reported the company hiding negative comments from the brand’s accounts. Lila Rose, president and founder of the anti-abortion nonprofit Live Action, shared a resurfaced post, calling it “Unbelievably sick @fridababy sexualizing babies. Boycott!” Most recently, Fridababy shared a post on Instagram reading, “Boobs, everyone loves to see them.” Users criticized the brand in comments, with one writing, “Hey so why do you sexualize your products???” Fridababy was founded in 2014 by CEO Chelsea Hirschhorn, who said after discovering the Swedish nasal aspirator NoseFrida, she wanted to bring it to the U.S. market. Comment with Bubbles BE THE FIRST TO COMMENT The company has not issued a public response. Source link

LTK, a Softbank-backed startup and creator economy unicorn, let go of some staff on Thursday as part of a reorganization, a company spokesperson confirmed to Business Insider. The cuts were designed to refocus LTK’s business around its revamped brand platform and to account for structural changes to internal teams like marketing, according to the company. The job reductions, which hit a variety of roles including software engineers and staffers who worked with creators, affected a low single-digit percentage of LTK’s overall head count, which numbers over 550 employees, they said. “LTK recently completed a targeted organizational restructure to ensure we are aligned around the skills and priorities required for our next phase of growth,” the spokesperson said. “This was not a broad-based layoff, but a strategic realignment focused on strengthening performance and positioning the business for long-term success.” LTK, previously known as RewardStyle, was founded around 15 years ago by president Amber Venz Box. The company, which says it’s profitable and doubled its EBITDA in 2025, has raised a little over $300 million in its lifetime. Most of that capital came in a 2021 round from SoftBank’s Vision Fund 2, which valued the startup at $2 billion. Over the last decade, LTK has established itself as one of the leading players in affiliate marketing, building a network of influencers who promote products on social media in exchange for commissions. Recently, the company has made a series of moves to establish itself beyond social media affiliate marketing. The company relaunched its app for influencer-driven shopping, called LTK, in early 2025, to add more consumer-facing features as it sought to build its own brand identity with consumers. In late 2025, the company announced it was revamping its platform for brands, offering features such as creator discovery and performance tracking at no cost. LTK makes money by collecting a commission on sales. The company said that over 1,000 brands have been onboarded onto the platform. LTK is one of several creator economy startups that have focused their businesses on e-commerce. Other big players in the space include affiliate platform ShopMy and live-selling app Whatnot, which in October raised $225 million at an $11.5 billion valuation. Source link