Selfie Nation

A few years ago, I would cringe when I saw a selfie posted on a social media website, immediately thinking of the selfie bathroom pictures that frequented Myspace. However, the selfie has surged in popularity, with self-taken photos and videos being utilized as a tool for self-promotion and expression. Even Oxford Dictionaries highlighted the trend when it proclaimed the selfie to be the 2013 word of the year.

President Obama's famous selfie at the Nelson Mandela memorial

President Obama’s famous selfie at the Nelson Mandela memorial

Companies have released a wave of selfie marketing campaigns, aiming to transform their customer relations by focusing on individual experiences with their products. Instead of producing professional and poised photos, brands have tapped into user-generated content. Raw and unedited evoke feelings of trust, as consumers rely upon each other to identify new deals, brands, and trends.

Coach has launched a particularly successful selfie marketing campaign with its #coachfromabove hashtag. Customers are encouraged to share pictures of their Coach shoes around the world on Twitter and Instagram, with the possibility of being featured on the official company website. Other companies, such as Applebee’s, are using self-taken videos as a promotional tool. Applebee’s is giving customers the chance to be featured in national TV commercials by posting their reactions to new menu items on Vine with the hashtag #BeeFamous. Even museums have caught onto the selfie trend by promoting this past January 22 as #MuseumSelfie Day, sparking fun and ridiculous selfies posted by museum enthusiasts across the globe.

A selfie of Eminem with the Mona Lisa

A selfie of Eminem with the Mona Lisa

However, some selfie campaigns have drawn mixed reviews, such as Dove’s selfie film for their Campaign for Real Beauty. In the film, women exhibited self-portraits and wrote complimentary notes to one another. Although the video promotes redefining standards of beauty, critics have scoffed that the video is contrived – and obviously so, as the video is ultimately designed to sell Dove’s beauty products. Many selfie videos are artificial and contrived, such as the Turkish Airlines YouTube video featuring Kobe Bryant and Lionel Messi. The two athletes have a staged selfie shootout, and the fun and successful video has over 130 million views.

Celebrities have also come under public scrutiny for posting too many selfies on social media. In reponse to critics, James Franco wrote a defense of the selfie for the New York Times, emphasizing that the selfie is a legitimate and powerful tool for self-promotion. He wrote, “selfies are avatars: Mini-me’s that we send out to give others a sense of who we are.” Over the past year, I’ve come to terms with the selfie. I’ll send selfies to friends on Snapchat, and even upload a selfie to Instagram or Facebook every once in a while.

One of James Franco's many sefies

One of James Franco’s many sefies

A selfie I took in Havana, Cuba by the Malecon

A selfie I took in Havana, Cuba by the Malecon

Do you use selfies on social media? Should businesses continue to use selfies in marketing campaigns, or do you think there will be a new trend that will redefine social media marketing in 2014?

– Kara

How the Internet and Advertising Technology Destroyed Newspapers.” dedicates itself to “chronicling the decline of newspapers and the rebirth of journalism,” and tracks an ever-growing list of newspapers that have gone bankrupt since 2007 when the site began. Dozens of revered daily newspapers have closed their doors in the wake of one of the most pronounced cases ever of technology disruption of an industry. All newspapers, especially those that focus on local news, have faced shutdown or drastically downsized operations.

The reason for this decline has less to do with the fact that readers consume news on their computers, tablets, and phones as most people suspect. Readership numbers are not down; if anything, total reader numbers have surged since the internet has made content more accessible for local newspapers. Rather, the decline has occurred due to fundamental issues of supply and demand of “advertising inventory,” which represents total, sellable available advertising space. The internet, as well as advertising technology, has created infinite advertising inventory in a world that previously had a finite amount inventory, all of which sat with newspapers and magazines.

Newspaper Advertising Revenue
In 1994 if a brand wanted to reach a national audience that reads news, or on a specific day (rather than a weekly or monthly magazine), that brand could advertise on either The New York Times or The Wall Street Journal, and to an extent The Washington Post and USA Today. Advertising inventory to target newspaper readers was scarce, and limited to these newspapers with a broad reach. Newspapers contained a fixed amount of pages and square inches that could house advertisements, and with this limited supply came a high price for advertising space, and incredible power and influence for these newspapers. Rumors of the golden age for advertising salespeople include tales of newspaper ad salespeople being entertained, perversely, by brands that hoped to be moved up a “wait list” for advertising placements. Life was good for newspapers.

As the internet grew exponentially in the late 1990’s, so did the amount of advertising inventory. Any person with an internet connection and a blog was technically a “publisher,” and could procure content to a large audience similar to a newspaper. With more content came more advertising inventory, and suddenly major newspapers were no longer the sole purveyors of this finite source of advertising inventory. Advertising inventory could be found everywhere on the web. In 2003, Google opened the advertising floodgates by creating a network called “Adsense” that allowed publishers (even your roommate with a video game blog) to sell advertising space, and in a way that would be more “targeted” than newspapers. An advertiser that only wanted to advertise to video game buyers could do so a lot more efficiently by running on your roommate’s blog than he could on, say, the Wall Street Journal.

With these innovations, in an extremely simple “supply and demand” scenario, the supply of advertising inventory surged, so the price of advertising space dropped considerably. Much of this expanded inventory came at the hands of Google Adsense and a few other networks. Surprising to some, roughly 95% of Google’s revenue (which was $50 billion in 2012) comes from advertising. Google is, at its core, an advertising company.

Because the value of advertising units has plummeted, newspapers today simply drive less revenues, whether print or digital. And the unfortunate newspapers with operations that require higher prices for advertising sales than the market was paying, found themselves underwater and on possibly Hit especially hard were the local, smaller newspapers that could not attract advertisers the way that larger, farther reaching newspapers could.

In the next article I will explore how advertising technology, despite bringing an industry to its knees, is now rewarding and leading a resurrection for premium newspapers that have a strong brand and broad reach.

Tripp Weber graduated Johns Hopkins in 2009 with an International Relations major and Entrepreneurship and Management Minor. He currently works as an Advertising Manager for the New York Times.

– Tripp Weber

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?


Brands Should Do Their Market Segmentation Homework.

When we see a TV commercial, an advertisement in a magazine, or any other kind of marketing campaign, we never imagine the amount of work that goes into it. We only get to see the final product, and we imagine artists and creative directors working together to develop it. What we don’t realize is the research, the analysis, and other behind the scenes processes that take place before the creative process can begin.

One of these little known processes is market segmentation. Market segmentation is a process where a marketer places prospective buyers into different groups based on their needs and how they respond to a marketing action. The purpose of market segmentation is to determine segments and target markets in order to develop a marketing program. Identifying segments and a target market is crucial for marketing success because if marketing actions are too broad or try to encompass all potential customers, it can end up not influencing anybody. By breaking consumers into segments, marketers are able to target groups of people with similar behavior and buying patterns in order to try and maximize their profit. It becomes much easier to suggest effective and efficient marketing actions once a target market is identified.

A great example of a brand that learned the importance of marketing segmentation is Gatorade. Between 2008 and 2009, Gatorade sports drinks suffered a 10.2% decrease in revenue and a 12% drop in operating revenue. While there could be many reasons to explain this loss, a marketing blunder could be a major factor. In an attempt to broaden their target market, Gatorade launched their What is G campaign, which included many iconic professional athletes and a voiceover by rap artist Lil Wayne. This campaign ended up being too broad and did not focus on a target market. Gatorade tried to appeal to everybody, but ended up influencing less people than they would have if they had done their market segmentation homework.

On the upside, they seem to have learned their lesson. Currently, Gatorade targets two narrower markets: High school athletes, and professional athletes. Gatorade promotes its G series towards younger, high school aged athletes while promoting its Pro series to professional athletes. After segmenting the market, Gatorade was able to start recovering sales.

Gatorade has a website for Moms of athletes.

Gatorade has a website for Moms of high school athletes.

There is a lot of work that goes into creating an effective marketing campaign that is typically not seen. Marketing researchers and analysts work hard to maximize the probability that marketing actions are successful before such actions are taken. As seen with the Gatorade example, the effects of missing a step can be disastrous to the company.

– Candice

Bitcoins Are All The Rage, But Can It Last?

This past week, the media and investors alike have become enraptured with decentralized virtual currencies, and the star of the show is Bitcoin, the world’s first virtual currency. In 2009, Bitcoin presented data mining as an alternative mechanism for introducing currency into circulation, awarding miners with bitcoins for solving complex math puzzles. Bitcoin operates by a peer-to-peer structure, with computers working together to process transactions, and the currency is capped at a fixed supply of 21 million Bitcoins.


Proponents of Bitcoin advocate its potential to spark a legendary wave of financial innovation and improve international payments. With its low exchange fees, Bitcoin provides an opportunity for developing countries, with little access to financial services, to easily send and receive digital payments. Last Thursday, the LA Times reported that the University of Nicosia in Cyprus will accept Bitcoins as tuition payment and offer a master’s degree in digital currency, with hopes that the government will make Cyprus a Bitcoin hub. A plethora of other virtual currencies have emerged, such as litecoin, alphacoin, fastcoin, peercoin, bbqcoin, and fireflycoin, sharing the same underlying principles as Bitcoin with different algorithms. Bitcoin is the most widely accepted currency, with an implied value of $6 billion.

Virtual currencies have also ignited distrust and fear due to associations with money laundering, drug trafficking, and other illicit activities, sparking Senate hearings about potential regulation. Bitcoin was the digital currency utilized in Silk Road, an online market that funneled illegal drugs and services. Concerning virtual currencies, Ben Bernanke wrote that the Federal Reserve “does not necessarily have the authority to directly supervise or regulate these innovations or the entities that provide them to the market.” However, the Federal Election Commission denied Bitcoins as legitimate funding for political action committees last Thursday. Although each Bitcoin contains a digital record of where it has been since creation, PACs have to publicly identify their donors, and Bitcoins do not provide private names.

bitcoin price graph

A graph of Bitcoin’s price since November 2012.

With irrational exuberance, investors optimistically bid up Bitcoin’s price to a high of $900The recent speculative activity has amplified uncertainty around the currency’s actual value. This made me think of a discussion I had this Wednesday in my ‘Mapping Victorian England’ literature class, in which we examined Haggard’s King Solomon’s Mines, an adventure novel about Englishmen journeying through Africa in search of diamonds. A witch named Gagool mocks the Englishmen, “there are the bright stones that ye love, take as many as ye will; take them, run them through your fingers, eat them, drink them!” In class, we discussed that diamonds have no intrinsic value; instead, a diamond’s value is derived from society’s determination of worth. Just as diamond miners cannot eat or drink a diamond, the data miners cannot directly consume a virtual coin – but this does not make them worthless. The value of a Bitcoin is determined by the products and services that it can purchase. Bitcoin has been ridiculed as a worthless currency, but there is clear demand, with agents willing to accept Bitcoins as payment, and so they have real economic and societal value. Although the recent price rally was driven by speculation, the markets are attempting to price Bitcoins, and only time will reveal what this price will be.

Do you think Bitcoin and other virtual currencies will revolutionize the financial system? Should the government pass regulation, or should virtual currencies remain decentralized and open?


Successful Media Monitoring at maslansky + partners.

In expanding on my internship with maslansky + partners (m+p) from this past summer, I can definitively say that the firm understands the importance of monitoring both social media and the greater media in general.  Founded on the principle—“It’s not what you say, it’s what they hear. ®”—maslansky + partners practices what they preach by making sure they are constantly in tune with the media.  As m+p takes on a project, they make it their responsibility to help a client share their story with their audience.  And part of this responsibility involves knowing what has been said in the past and what is being said in the present, so they can properly help the client tell their story for the future.  This is extremely important, since m+p will only be able to appropriately recommend a strategy if they approach the situation with a complete understanding of the client’s identity, both perceived and defined.

There are several ways in which m+p filers through the media—through Google alerts, a collected ad database, in depth focus groups, and through an analysis process called WireTap™.  Google alerts are one of the most underutilized services available to the public for free.  Provided by the search engine Google, users are able to receive email alerts customizable by their interests, which can range from general news to specific keywords.  The firm also maintains a collection of advertisements, which not only offer an in house resource for m+p staff, but also for the general public (

Social media monitoring

The advertisements are entered with key information (context, industry, publication, etc.) that allows users to filter through them.  Another way that m+p listens to the general public is through in depth focus group sessions.  These focus group sessions are designed to understand how a particular client is perceived by its audience, which is done through exercises, question and answer sessions, and individual interviews.  Depending on the client, these can be the most lucrative for comprehending an organization’s presence within society, due to the unfiltered nature of the sessions.  The final aspect in which m+p works to understand a client’s target audience, specifically through social media, is through their WireTap™ Analysis.  This is a social media report that helps identify and analyze target language sourced from social media interactions.  In addition, this report allows m+p to understand and hear the specific opinions and conversations being communicated on the World Wide Web.

In a society full of distrust, it is valuable to understand the power of language.  Monitoring and being aware of what is being said through public opinion allows one to harness this power.  Lucky for us, we are fortunate to have many resources today that help aid us in this process.  All that’s left is for us to take advantage of it.

– Kathrin

Rebranding a Fallen Hero: The Orioles’ New Marketing Strategy

Any baseball fans out there?

Wednesday, November 6th, the Baltimore Orioles Vice President of Marketing Greg Bader spoke at the Hopkins campus to an audience of 35 Hopkins affiliates and the Loyola AMA president. The Johns Hopkins chapter of the American Marketing Association hosted the event in Hackerman B17. Bader, who has been with the Orioles for 20 seasons, started his presentation by engaging the audience with a simple question.

“How many of you are Orioles fans?”

JHU AMA Vice President Liz Bagdorf (left) and the Baltimore Orioles VP of Marketing Greg Bader

JHU AMA Vice President Liz Bagdorf (left) and the Baltimore Orioles VP of Marketing Greg Bader

Bader candidly spoke about the Orioles’ historically successful record by noting that the home team enjoyed great success from 1960-1997, holding either the best or second best records in the league for a nearly 40-year period. This set the stage for Bader’s grim account of the Orioles’ not too distant past:

  • From 1998-2011, the Orioles lost 1276 games while only winning 990.
  • That’s 14 consecutive losing seasons.
  • In this period, annual attendance dropped by 2 million fans to just over 1.5 million per year.

The Orioles marketing department had its work cut out for it. Bader noted that “any team in a downward spiral needs to think about what it stands for,” and explained the five principles of his latest marketing campaign for the team:

  1. Fun. The ballpark is an escape from reality, and, at the end of the day, baseball is just a game.
  2. Partnership. “We’re all in this together,” said Bader, referring to the fans and surrounding community.
  3. Family. Stories of the ballpark should be passed down from generation to generation, and an Orioles game is a family-oriented event.
  4. Tradition. “This is a historically great team. We want to remind people that summers in Baltimore wouldn’t be the same without the Orioles.”
  5. Community. Camden Yards and the Orioles have been defining features of Baltimore for nearly 60 years.

Primary Tactics:

  • Re-instate the cartoon bird logo
  • Celebrate the 20th anniversary of Oriole Park
  • Improve the ballpark
  • Introduce the Orioles Legends celebration series


The 2012 Season (following the campaign’s implementation):

  1. The team had a 93W-69L record, a winning record for the first time in 15 seasons
  2. The Orioles were in the top 5 in the MLB for social media followers growth
  3. In September 2012, the Orioles sold the third most merchandise in the league (largely thanks to the cartoon bird logo!)
  4. Attendance grew past the 2 million annual attendees mark.

Bader said that the team’s winning season was definitely helpful to the club, but winning is not everything. “Winning is a huge part of a team’s identity, and winning definitely helped us meet our campaign’s goals. But if we had just relied on winning, we would not have been able to reach two million fans again.”


Bader mentioned that anyone interested in working for the Orioles should “spend as much time there” and get to know people in the organization. Job opportunities with the Orioles are available here, and Bader maintains that the experience has been “an exciting opportunity.” As a lifelong baseball fan myself, the idea of working for a ball club seems more tantalizing than a 4.0 GPA.

– David

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

A LinkedIn Specialist’s Tips for Young Job Seekers

On Wednesday evening, the Hopkins American Marketing Association hosted Colleen McKenna, owner of Intero Advisory, a company which assists professionals in optimizing their LinkedIn profiles. The engagement was our AMA’s most crowded event this season, and the filled seats did not go unsatisfied after Ms. McKenna’s hour-long session.


A LinkedIn Specialist’s Tips for Young Job Seekers.

Ms. McKenna, who believes that LinkedIn is a “business tool, not social media,” has advised 3,400 professionals with her Intero services. She stressed the important of keeping a tidy, filled-out, and clean LinkedIn profile because “everything on LinkedIn is ranked.”

If you couldn’t be at the event last week or didn’t take notes, there’s good news: we have some notes right here!

Takeaways from a LinkedIn Specialist: 

  1. Job seekers want to talk to young people. Check out the LinkedIn Student Portal for assistance finding an internship or post-graduation job.
  2. Join a variety of groups on LinkedIn. These can be sorted by past jobs, societies, clubs, and schools.
  3. Develop a four-part strategy to better use LinkedIn. Tweak your profile, Connect to appropriate people to build your network, Engage the best people from your existing connections, and Measure your success by monitoring your activity.
  4. Personalize every message you send on LinkedIn. With over 240 million active users, employers on the site are mired in messages. Don’t add another generic “Hi, I’d like to connect to your professional network on LinkedIn” to their trash piles.
  5. Sometimes you have to be the first one to reach out before making a connection. Don’t be afraid to extend your hand.
  6. Put all of your experience on LinkedIn. That part-time job you had slinging frozen yogurt last summer? Yes. That month you volunteered at an animal shelter? Yes.
  7. Find the keywords that are most relevant to your desired job, then include these in your profile. Job seekers want to make sure you are interested in the specific job you’re applying for, and having the right keywords in your profile will help your case tremendously.

Ms. McKenna hopes that interested students will optimize their profiles by using her strategy. Feel free to follow her on Twitter and ask her questions if you are having trouble using LinkedIn!


JHU AMA Website

Welcome to Marketing Week!


Need help with your resume? How about social media marketing?

From Monday, October 7th to Friday the 11th, the JHU chapter of the American Marketing Association will be hosting Marketing week events on campus. The AMA hosts marketing week each year to promote its organization and garner interest in the marketing field overall. The calendar of events is as follows:

October 7th: Alumni Panel in Marketing

  • Meet JHU alumni working in the professional world
  • 6:00 PM in Gilman 132

October 8th: Resume & Internship Workshop

  • Members and newly-applied members only
  • Help format and develop content for your resume
  • 5:00 PM in Gilman 55

October 9th: How to Market Yourself Using Social Media

  • Meet a LinkedIn recruiting specialist
  • Learn how to effectively present yourself online
  • 6:00 PM in Gilman 132

October 10th: Cafe Hon Fundraiser

  • Enjoy karaoke and meet current AMA members
  • Eat great food while benefiting the AMA
  • 8-11:00 PM at Cafe Hon (1002 W 36th St, Baltimore, MD 21211)

October 11th: AMA on the Breezeway

  • Enjoy free coffee and donuts from AMA members
  • Get your Friday morning off to a good start!
  • 10:00 AM – 12:00 PM on the Breezeway

If you would like to join the American Marketing Association’s JHU chapter, please click here. Also feel free to email the JHU AMA with any questions about the upcoming Marketing Week or membership benefits. Enjoy your week!


JHU AMA Website