Native? Social? Both?

This summer, I interned at SocialToaster, a social media marketing agency that turns a company’s existing social media following into a team of organized brand ambassadors. Part of my job was to create blog posts and other marketing materials that reinforced SocialToaster’s core business concept, and I’d like to share some of what I’ve learned regarding native advertising and social media marketing.

Native Advertising: You’ve probably heard this term if you’ve kept up to date on the latest digital marketing trends. In short, native advertising is a form of communication that smoothly integrates with a user’s experience on a website or application. For instance, if you see a sponsored Facebook post that tells a story about a company’s new product, this is a native advertisement because it is part of the user’s core experience (i.e., not a banner ad). Online brand ambassador programs are also forms of native advertising: for instance, Maker’s Mark offers incentives for its ambassadors to share content about its brand.

Social Media Marketing, though, is the use of social media platforms to market a company to consumers or businesses. Examples of social media marketing are banner ads on Facebook, a company’s Twitter posts, or Instagram pictures with links directed towards purchasing or other landing pages. Social media marketing encompasses the development of marketing programs targeted at a company’s existing and intended social media audience.

Can Native and Social Intersect? Yes. For example, SocialToaster’s Super Fans (brand ambassadors) can earn prizes for posting a company’s message as a status update or sharing its content on Twitter. Native advertising can be seamlessly integrated into social media marketing because people use social media all the time. Therefore, native advertising and social media marketing are not mutually exclusive; rather, they are two effective forms of marketing that work incredibly well together.


The Numbers: Consider some facts from a recent Gallup poll:

  • 94% of social media users do so to connect with friends and family
  • 62% of social media users do not believe social media influences their purchasing decisions
  • 29% of social media users use these platforms to keep up on product reviews and trends

That 94% is important, because it means that over 9/10 people who use social media connect with people they (hopefully) trust. Now, if you’re part of the nearly 30% who use, say, Facebook for product recommendations, what are you more likely to look to as a source: a friend’s recommendation, or a banner advertisement? If your friend is a Maker’s Mark brand ambassador and posts a picture of delicious bourbon on Facebook, you’re statistically more likely to click on this post than you are to entertain a traditional advertisement.

But do you even realize your friend’s recommendation for Maker’s Mark is an advertisement? According to the study, 62% of the time, you will not.

And that’s why native advertisements on social media work. Companies can employ people you trust to recommend their products, meaning you might not even realize when you’re being advertised to. But you might find some great products in the process!


My Movie Internship: Hollywood Is Just As Business-Orientated As Wall Street.

Many people overlook the fact that Hollywood is just as business-orientated as Wall Street. From a strictly business perspective, a movie is a staggering—and very risky—investment: producers and studios can pour hundreds of millions of dollars into a single production in hopes that the revenue generated from ticket sales, home-video sales, merchandise, etc. will turn a profit. Investing in a movie is precarious because of the underlying notion that no one can predict whether or not a movie will be good, and if it is good, if audiences will want to see it and purchase tickets. In order to dilute the risk factors, then, studios rely on securing high-profile celebrities and creative teams, reverting to known blockbuster genres, remaking classic hits, and making sequel after sequel (Saw 7, anyone?).

Unsurprisingly, box office sales are the primary way a movie earns money, and most movies earn close to 50% of their domestic gross in their opening weekends. The rare exceptions are the movies with strong legs, like Gravity or Avatar, which hold well in the marketplace for continuous weeks. Thus, luring audiences into the theater that opening weekend is especially critical, and consequently studios carefully deliberate release dates and spend huge amount of money marketing a film. In fact, most tent-pole movies (a movie, usually a blockbuster, that ‘holds up’ or balances out a studio’s financial performance, e.g. Despicable Me 2 or Harry Potter; they’re often expected to turn a profit in a relatively short amount of time) can have advertising budgets comparable to their production budgets. That is to say, if a movie’s cost is $80 million, it could have close to that in marketing efforts behind it. Additionally, if a studio knows a movie is going to be a flop, and they generally do, they might increase or decrease the marketing budget, either to make one last push to persuade audiences to see the film or to cut their losses. Securing a strong opening weekend turnout is also the reason why movies with widespread critical acclaim publicize their reviews early, while studios with flops on their hands tend to keep poor reviews under wraps until the last possible moment in order to prevent them from discouraging audiences.

From trailers and posters to TV spots and other publicity efforts such as Comic-Con parties and online presences, creative advertising attempts to both raise awareness about the movie as well as highlight it as worthy of the ten-dollar ticket price to see it on the big screen. A film’s trailer is without question its strongest advocate, and as such, most studios begin creating a trailer months in advance of its release. Studio executives work with the filmmakers as well as with external production companies (known as trailer houses) that specialize in either print (the poster) or audio-visual (the trailer) media to design a campaign that positions the movie in a particular, meticulously crafted light. Everything from the music and dialogue to the font of the copy (text) to the emotion the trailer evokes is highly scrutinized and debated because the trailer is not only the first glimpse audiences will have of the movie, but also, if constructed successfully, the most influential marketing tool.

Executives begin researching the campaign by reading the film’s script and watching trailers for similar movies. They study those trailers to understand what worked well and what did not, but to see how other marketing departments have approached a related topic: what angle on the story did they take? Was the focus more on the visuals or on the story? How much of the plot was revealed and in what ways? While they are researching, executives meet with filmmakers to decide how they want to advertise the film, read the script, and look at dailies. Dailies are visuals (both photo and video) of everything that has been filmed, uncut, on a single day; as filming progresses, the quantity of dailies increases and the executives have more footage to work with. The creative process really begins here, when executives work with trailer houses to select and edit the footage, piecing together the trailer that aligns with their vision about how they want the film to appear. The trailer houses send a number of versions of each cut of the trailer to the executive, each with varying music, copy, visuals, etc. The executive then considers what works well and what needs to be changed, and the trailer houses then make the edits. This editing and re-editing usually lasts several weeks. Once the trailer is ready, and the filmmakers have given their approval, the trailer is usually screened before several test audiences of various demographics. These test audiences comment on not only whether or not they like the trailer, but if the trailer is effective at accomplishing what the studio intended, e.g. was the film’s plot clear? did the jokes work?  When the trailer is finally ready, it ships, or is released.

Timing the shipping of trailers is crucial, as there are often specific movies to which the executives want them to be attached or accompany. Attaching a trailer to a movie means that the trailer will always play before a certain movie in the theater; the term comes from when the actual 35mm film of trailer would have to be physically attached to the film of the movie. Perhaps the most well-known recent instance of this was Warner Bros. attachment of Man of Steel’s teaser to The Dark Knight Rises. Studios can also vary attachment based on theater type, i.e. if you go and see the newest Thor in 3D, you would have been treated to a five-minute sneak peak of the upcoming Captain America. This strategy is more commonly exhibited with IMAX screens, as an added incentive to pay the higher ticket price. If a trailer accompanies a feature, it will often play before that film, but it doesn’t have to. Studios work with theaters to have their trailer shown before a movie, but the theaters have the final say and usually make their decision based on the expected audience of the film playing and the release date of the advertised film. In other words, the theater might not choose to screen a horror trailer before the latest Pixar film. This is why if you see a movie in theaters more than once, there may be different trailers before it each time, or if you see a movie at a different theater, there will also be different trailers.

While premiering a trailer in theaters remains the most common approach, in recent years studios have begun exploring other avenues by which to do so, such as on late night talk show’s (Marvel’s Guardians of the Galaxy trailer premiered on Jimmy Kimmel), during major television events (Universal’s Neighbors, the new Seth Rogen comedy, first aired its trailer during the Roast of James Franco), or at events such as Comic Con. This strategy is becoming increasingly popular, as with certain events or television programs, studios can target a more specific demographic. With the ability to watch trailers anytime online, the timing of shipping the trailer might appear to have lost some of its importance, but the opposite is true. The Internet can create immense hype for a film when a trailer is released and shared across various social media platforms, and studios need to time this hype to prevent it from coming and going too soon.

– Andrew Townson ’14 atownson@jhu.ed

Ron Daniels and Phil Spector on the Johns Hopkins 10 by 20 Initiative

This semester, I took my first leadership class in the Entrepreneurship and Management department– Leading Change with Doctor Smedick. Throughout the course, we evaluated various theories of leadership, assessing individual leadership traits and institutional systems that affect change, and our in-class discussions often gravitated toward the challenges facing Johns Hopkins. Throughout the semester, we interviewed various leaders and reported our findings to the class, and for one such assignment, I teamed up with Simon Osipov and Chris Alvarez to interview President Daniels and Phil Spector, Vice President of Strategic Initiatives. In the interview, we focused on the Ten by Twenty vision for Johns Hopkins through 2020. The document synthesizes the aspirations of stakeholders from across the university into ten succinct goals to be accomplished by 2020, serving as a guiding post for the university’s initiatives and providing a benchmark to measure success over the rest of the decade. The ten goals are classified under four major themes: one university, individual excellence, commitment to our communities, and institution building.

The ten goals are:

1: Selectively invest in those programs and activities that will advance significantly our core academic mission

2: Strengthen our capacity for faculty-led interdisciplinary collaboration and launch a set of innovative cross-cutting initiatives that will contribute substantially to the world of ideas and action

3: Enhance the impact of Johns Hopkins Medicine, the Bloomberg School of Public Health and the School of Nursing, as the world’s preeminent academic health sciences enterprise by deepening collaboration among these entities and with disciplines in other parts of the university and across the globe.

4: Build Johns Hopkins’ undergraduate experience so it stands among the top ten in the nation.

5: Build on our legacy as America’s first research university by ensuring that at least two-thirds of our Ph.D. programs stand among the top twenty in their fields.

6: Attract the very best faculty and staff in the world through a welcoming and inclusive environment that values performance and celebrates professional achievement.

7: Enhance and enrich our ties to Baltimore, the nation and the world, so that Johns Hopkins becomes the exemplar of a globally engaged, urban university.

8: Strengthen the institutional, budgetary, technological and policy frameworks necessary to set priorities, allocate resources, and realize the highest standards of academic excellence.

9: Reinforce our position as the leading university recipient of competitively funded federal research support, while increasing the amount of annual research investment from other sources with appropriate cost recovery.

10: Develop the resource base necessary to support investments in key academic priorities.

In creating the Ten by Twenty document, President Daniels drew upon the university’s rich history to inform his vision for the future, as he emphasized, “The Ten by Twenty document brings together conversations we have been having about the university’s future for the past 137 years.” Three of the four major themes – one university, individual excellence, and commitment to our communities – were drawn from President Daniels’ inaugural address in 2009, as he has used these principles as the pillars of his leadership. Drafting the document itself was an enormous undertaking, as Phil Spector stressed, “Creating the document itself was just as complex as implementing strategies to realize those goals.” After writing an initial draft of the document, President Daniels and Phil Spector held over 35 consultative meetings, incorporating feedback into revisions of the document.

To successfully enact change, President Daniels engaged various stakeholders, ensuring that multiple views were reflected in the final document. Demonstrating the principles of systemic leadership, President Daniels’ effectiveness as a leader is largely derived from his ability to tap into and mobilize networks across Johns Hopkins. Before joining Johns Hopkins in 2012, Phil Spector worked in Washington DC for Senators Corzine and Clinton. In this position, Phil Spector gained invaluable experience in addressing multiple and often competing interests, as he related, “Issues often cut across the government, and to work effectively in this multi-dimensional environment, I had to harness power across the institution.”  As the Vice President of Strategic Initiatives, Phil Spector has applied this knowledge to Johns Hopkins, recognizing the importance of pulling levers across the institution to tease out new ideas and create sustainable change.

Each year, President Daniels will publish a public annual report, which will use both qualitative and quantitative metrics to assess the university’s progress in achieving the ten goals. Not only will the reports increase the transparency of the university’s efforts to realize the vision by 2020, but it will also serve as a method to hold leadership at Johns Hopkins accountable to the university’s stakeholders, as President Daniels stressed, “I have staked my leadership upon it.”  The annual report can also serve as a method of praising the accomplishments of Johns Hopkins.

In John Kotter’s eight step process for leading change, the sixth step was generating and celebrating short-term wins. Although the annual report will serve as a method of identifying improvements, the President often seizes other opportunities to interact with the community and celebrate the university’s endeavors. In October, President Daniels ran in my sorority’s Halloween themed 5K, which raised funds for the Read, Lead, Achieve’ initiative. Dressing as superman and achieving the best time in his bracket, President Daniels brought enthusiasm and spirit to the event, supporting Pi Beta Phi’s contribution to the seventh goal of enhancing the university’s commitment to communities. This past week, President Daniels spoke at Lighting of the Quads, an incredible Hopkins tradition that brings together students, faculty, and staff together outside of Gilman Hall. Before the start of finals season, the stunning fireworks serve as a reminder of the success of the university, as our collective efforts for excellence will enable us to achieve the ten goals.

Ron Daniels and his wife, Joanne Rosen, at the Pi Beta Phi 5K

Ron Daniels and his wife, Joanne Rosen, at the Pi Beta Phi 5K

Gilman at the 6th annual Lighting of the Quads

Gilman at the 6th annual Lighting of the Quads

The ten by twenty goals are ambitious yet realistic, setting high expectations that can be achieved by 2020. Rather than aiming to be ranked the number one university by 2020, the fourth goal is to be a top ten undergraduate university, and the fifth goal is to have two-thirds of Ph.D. programs be ranked in the top twenty in their fields. Progress has already been made on accomplishing the ten goals. Michael Bloomberg’s gift this past January will fund new professorships that link at least two schools together, with the aim of integrating multiple perspectives.

After reflecting on the interview with President Daniels and Phil Spector, Chris, Simon and I realized that the Center for Leadership Education acts as a bridge within the university, linking students from multiple departments and backgrounds. The students of our Leading Change class represent multiple majors, from English to Neuroscience, as well as a variety of student organizations and interests. In our time at Johns Hopkins and our pursuits after graduation, we all share a common goal to be effective leaders. Phil Spector emphasized that during the consultative meetings, the word “entrepreneurial” was often brought up to describe the spirit of Johns Hopkins, and I agree that this spirit pervades all aspects of the university’s culture. With our entrepreneurial and innovative spirit, I’m confident that we can accomplish the ten ambitious goals by 2020, and I am excited to see the progress that Johns Hopkins makes over the next seven years.

Which of the ten goals affects you the most as a stakeholder of Johns Hopkins? Would you add any goals or make any revisions to the document?


Leading Change in the Parking Industry – Baltimore’s Very Own Parking Panda

Unbeknownst to many students trapped in the Hopkins bubble, Baltimore is home to a vibrant start-up community, and Parking Panda, an online parking provider in over 40 cities, is a prime example of the innovative start-ups that call Baltimore their home. With the concept of renting out driveways to alleviate city parking problems, co-founders Nick Miller and Adam Zilberbaum won Baltimore’s Startup Weekend in 2011 and used the momentum to attract investors’ interest, such as the Baltimore Angels. I recently interviewed Mark McTamney, the Marketing Director, about the company’s stunning expansion and the organizational changes that have come with such rapid growth. The company’s vision has stayed constant, as Mark explained, “our goal is to disrupt the industry and become a household name. We want to revolutionize parking and become a national leader.” Through technological innovation, Parking Panda creates a user-friendly experience and eliminates stress from parking, providing an invaluable service to consumers in densely populated areas.

parking panda

Parking Panda’s strategy in alleviating parking issues has fundamentally changed since the start-up’s inception in what Mark called the “pivot.” Initially, Parking Panda planned to make money off of driveway rentals, but today, the start-up focuses on the commercial platform through garage operators. For Mark, this constituted a drastic change in his duties as Marketing Director. The original grassroots approach was advertising door-to-door and flyering driveways, but this has all shifted to online marketing through search engines, Google ads, and social media. Parking Panda also retains key partners, such as the Verizon Center in Washington DC and the Urban Pirates in Baltimore, to drive customers.

Mark has also experienced a personal pivot of his own. After graduating from UNC Chapel Hill and University of Baltimore School of Law, Mark worked as an attorney for 2 years before joining the start-up scene. Although his background in law continues to be relevant in his current work, the collegiate and enthusiastic culture at Parking Panda bears little resemblance to his law firm experiences. Simply put by Mark, “we focus on productivity and actually look forward to going to work every day.” With comfy couches, a ping pong table, and an open working space, Parking Panda embodies the creative and relaxed start-up vibe. To celebrate success, the Head of Sales blows a horn whenever a new garage is closed, and as Mark laughingly explained, “even though the horn gets annoying after a while, it’s a great problem to have.”

When Mark joined Parking Panda in January 2012, he was 1 of only 3 employees, but since that time, the start-up has expanded to 18 employees and is still growing. When asked what the company looks for in hiring new employees, Mark replied, “we hire people who buy into the concept, who aren’t looking for a typical 9-5 job, who will work on the weekends and are fanatical about the company.” Hiring sharp and motivated people is essential given the company’s rapid expansion, as job descriptions constantly change. Mark emphasized, “you never know what you’ll be doing in 3 or 6 months. There is a variety of work and new problems to solve, and we all pool our creativity as we continue to grow.”

panda car

If you’re interested in entrepreneurship, you can connect with Hopkins Student Enterprises or the JHU Kairos Society, but there are also numerous opportunities to connect with Baltimore’s start-up community. Mark recommends stopping by the Betamore incubator, attending a free Baltimore Tech Breakfast, or interning with a start-up. Challenge yourself to leave Charles Village and explore the opportunities available to you in Baltimore, and when you drive downtown or to Federal Hill, remember to use Parking Panda at this link to make your parking experience easy and carefree!

– Kara

How I Got Into Venture Capital With A Dual Degree In Biomedical Engineering and Applied Math & Statistics, And A Minor In Entrepreneurship & Management.

I began thinking about what I wanted to do with my life and what type of career I wanted back in high school. Thanks to some pretty stellar and unique engineering internships, I decided I wanted to be an engineer, but wasn’t sure which kind. I was also interested in being a doctor so Biomedical Engineering seemed like a solid compromise.

Boom!  In the blink of an eye I am picking out my classes for my first semester at The Johns Hopkins University.  I selected Introduction to Business since the topic was of interest to me and the course would help me satisfy several graduation requirements. While at the time I thought this course would just be an interesting elective, it turned out to be a pivotal course for shaping my future career path.


Over the next two years, I would spend the summers and winter breaks working at a DOD lab back home as an engineer. However, through those internships and my BME coursework I learned I did not enjoy being an engineer. What should you do if this happens you?

1. Don’t freak out.

Biomedical engineering is by far the most interesting technological field right now.  To date, I pride myself on keeping up to date with advances in both the “science” and the “techniques.”  Yet, I had decided that I did not want to be an engineer and I had decided that being a doctor was also not in the cards.  So I asked myself, “What have you done on this campus that you truly have enjoyed? Not just intellectually, but the actual process of completion?”

2. Go to “first meetings of the year.”

Go to as many first meetings as possible for any organization you might be interested in.  While there is no way you can (or should) do them all, it’s a great way to find some niches of which you had been previously unaware.  I had the great privilege of being a part of many groups on campus including (but not limited to) SGA, AKPsi, The Pre-Law Society, the Politik, Senior Leadership Consultants, and the club Ice-Hockey team.

3. Listen to yourself. 

When I self-evaluated I realized my true day-to-day passion revolved around business. Mind you, this is not the most reassuring realization. Fortunately, there was some precedence for this type of thought. The solution for most Hopkins engineers is to go into some sort of consulting. Which makes sense; you can use a lot of the same equations and all of the same analytical skills. Instead of optimizing a cell pathway, you’re optimizing logistics for some big corporation.

4. Don’t rush a decision.

If you are already pivoting from what you are studying, make sure you pick the right pivot. A lot of my peers went on into consulting. Yet, personally, something didn’t “feel” right. Basically, I would be engineering for businesses, not actually doing business. “And what about the science?” I asked myself. Shouldn’t I stay involved somehow?

The semester before I was having this conversation with myself, I was taking an E&M course called “Managing Social Enterprises” which was all about how management styles differ between social and for-profit companies as well as startups vs established companies. It was from this class that I finally found my answer. I would love to join the Venture Capital/Startup world. This would allow me to practice business plus stay connected to the biomedical world. The question was–how?

5. Talk to everyone.

It is not so easy to be a BME/AMS double major and decide you want to go into VC.  Most VCs have been to business school and/or worked for a successful startup.  I had not.  Fortunately, one night I happened to be in DC visiting some friends.  While hanging at a local bar, I started talking to someone who knew a local VC and he put us in contact.

6.  Internships!

You may or may not be paid, but such is the nature of internships in 2013. The most important thing is the experience the internships provide, not the paycheck, so be sure to take advantage of internships even if they are unpaid.  During my senior spring I interned for Fortify Ventures, an early-stage tech VC firm located in DC. While I was what you would call a gopher, I learned quite a few valuable lessons. I was able to turn this internship into another internship, joining the investment team at the Center for Innovative Technology, an early-stage VC firm located in Herndon, VA. Fortunately for me, CIT invested in not only technology firms, but also green energy and biotech companies. So it was at CIT that I finally began evaluating companies, thus gaining some true VC experience while still only being an intern.

7. Leverage where you are to get one step closer.

Before I could be considered a viable candidate for full-time (non-intern) position at a VC firm, I needed to either go to business school, get my Ph.D., or join a successful startup. I chose the third option. While my true passion is biotech, I chose a tech company for a practical reason. Biotech startups take ten years to grow and tech startups take just two to three years.


Last October, a video-processing company called Veenome came and pitched CIT. Being on the investment team at CIT, I was able to get a clearer picture of Veenome than most of the other applicants and was thus able to land a job with Veenome. Here I am, six months later, truly enjoying work everyday and very well poised for the career I want. Yet, I often think about what would have happened if I had not listened to myself and had stayed an engineer.

– TJ Bozada

Jama Cocoa – A Chocolate Revolution


Jama Cocoa is much more than a chocolate company  – the Johns Hopkins startup aims to change the chocolate culture, with the goal of creating trendy and relaxed chocolate cafés across the country.  The company has been deemed ‘The Starbucks of Chocolate,” but founder Jamasen Rodriguez’s vision differentiates his chocolate brand from Starbucks. Whether you visit a Starbucks in Paris, Tokyo, or Baltimore, the overall experience is basically the same. In contrast, Jamasen plans to micro-brand each chocolate café by sourcing regional artists to design each shop. Although the same chocolate products will be offered, each Jama Cocoa location will offer a distinct brand experience and will be integrated into the local culture.

Jama Cocoa’s truffles are truly unique and all natural – the only ingredients are chocolate and cream, with no additives. Jamasen’s favorite is the Ecuador truffle, a deep and rich chocolate with hints of chili. Just as coffee derives its flavor from where the coffee bean was grown, each chocolate truffle has a distinct flavor based upon the cocoa bean’s country of origin.

The target audience of Jama Cocoa is young professionals aged 22-35. Jamasen said, “Zoey Deschanel is the epitome of the target market – trendy, hip, and urban.” Even if you don’t match this chic description, all chocolate lovers can join Jama Cocoa’s chocolate revolution and order their truffles online at their website . The company’s first storefront in Arbutus, Maryland is located next to the UMBC campus and is scheduled to open to consumers at the end of May 2013.

Jama Cocoa has recently been highlighted on Inc. Magazine’s list of Coolest College Startups and is currently competing against other startups to get the most votes. The competition ends May 1st, so make sure you check out Jama Cocoa’s video and give them a ‘Like’ at this link!

– Kara

Running a Side Business: Quick Tips for Fast Cash

While entrepreneurs are often thought of as being the Mark Zuckerbergs and Bill Gateses of the world, it’s highly unlikely that the average college student will develop the next Windows from the comfort of a dimly lit, poorly heated dorm room. Do you know what is likely? That college kids will want to make money. Thankfully, there are some simple ways to make fast cash that almost any college student can handle.

A homemade batch of chocolates can help pad your wallet!

A homemade batch of chocolates can help pad your wallet!

  • Proofread papers. For better or for worse, many students don’t think twice between writing the first draft of a paper and submitting it for a final grade. These students may not want to put the time into editing their work, but they also may just need a second pair of eyes to look at their pieces. If you’re a decent editor or proofreader, you should offer your services to your friends for a small fee.
  • Chauffeur. If you have a car on campus, consider ferrying people to and from the airport, train station, or bus station at the beginning and end of each semester. If you live in a city, such as Baltimore, then taxi rides from campus to the airport can be fairly pricey. If you can charge a smaller fee than most cabs and cover the money you spend on gasoline, you can turn a tidy profit while providing a useful, cheap service for other students.
  • Make tasty treats. If you have any rudimentary baking or cooking skill, you can make food for your friends and sell it for a hair above your cost. I’ve had particular success learning how to make chocolate truffles and sell them for a 15% profit. People love chocolate, and if you can make desserts or cook dinner for your friends, you have a very marketable skill on campus.

Students need cash, especially considering that tuition is rising much faster than the rate of inflation. Yet, simple skills such as cooking, driving, and helping others as a tutor can literally pay off during the semester. In fact, I can attest to each of these methods at Johns Hopkins University, as I have used them to raise money for the 4K for Cancer, a bike ride across the country to help young adults who are suffering from cancer.

What are your ways of making fast cash?

– David