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N.F.L. Draft Is Like Super Bowl for City of Detroit

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When the N.F.L. took its college draft on the road a decade ago, its first stops were Chicago, Philadelphia and Dallas, three of the league’s biggest markets.The concept was an instant hit, turning a show cloistered for a half century in hotels and theaters in Manhattan into a free, three-day football festival that drew hundreds of thousands of fans, many driving long distances to attend.Soon, more than a dozen cities were raising their hands to host the event. Unlike the N.F.L.’s marquee event, the Super Bowl, the draft does not require extensive public subsidies, hotels and security. It is also held in late April, when weather is less of a concern, even in cities with harsh winters. This allowed the N.F.L. in recent years to award the draft to Cleveland, Kansas City, Mo., and other cities that have never, and may never, host a Super Bowl.Detroit hosted the Super Bowl in 2006, as a reward to the Lions for moving into a new stadium. But city officials expect that being the site of this year’s draft, which begins on Thursday, will provide an economic jolt, though how much of one is unclear. They also hope the three days of exposure on television showcases the city to fans who might not otherwise visit. Detroit, they say, is not the Detroit of a decade ago, when the city was bankrupt, tens of thousands of homes had been abandoned and the automobile industry was pulling out of a long slump. Since then, new hotels, businesses and residents have flooded downtown; unemployment has fallen; and the city’s debt has returned to investment grade.“We have a chance to reintroduce ourselves to America,” Detroit’s mayor, Mike Duggan, said in an interview. “The last time this country paid any attention to us was 10 years ago when we were in bankruptcy. We haven’t had anything of this magnitude in a long time. We’re just looking to greet America and give our visitors a good experience.”City residents see signs of the draft everywhere, including on public transit.Nic Antaya for The New York TimesWe are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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    As Businesses Clamor for Workplace A.I., Tech Companies Rush to Provide It

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    Amazon, Box, Salesforce, Oracle and others have recently rolled out A.I.-related products to help workplaces become more efficient and productive.Earlier this year, Mark Austin, the vice president of data science at AT&T, noticed that some of the company’s developers had started using the ChatGPT chatbot at work. When the developers got stuck, they asked ChatGPT to explain, fix or hone their code.It seemed to be a game-changer, Mr. Austin said. But since ChatGPT is a publicly available tool, he wondered if it was secure for businesses to use.So in January, AT&T tried a product from Microsoft called Azure OpenAI Services that lets businesses build their own A.I.-powered chatbots. AT&T used it to create a proprietary A.I. assistant, Ask AT&T, which helps its developers automate their coding process. AT&T’s customer service representatives also began using the chatbot to help summarize their calls, among other tasks.“Once they realize what it can do, they love it,” Mr. Austin said. Forms that once took hours to complete needed only two minutes with Ask AT&T so employees could focus on more complicated tasks, he said, and developers who used the chatbot increased their productivity by 20 to 50 percent.AT&T is one of many businesses eager to find ways to tap the power of generative artificial intelligence, the technology that powers chatbots and that has gripped Silicon Valley with excitement in recent months. Generative A.I. can produce its own text, photos and video in response to prompts, capabilities that can help automate tasks such as taking meeting minutes and cut down on paperwork.To meet this new demand, tech companies are racing to introduce products for businesses that incorporate generative A.I. Over the past three months, Amazon, Box and Cisco have unveiled plans for generative A.I.-powered products that produce code, analyze documents and summarize meetings. Salesforce also recently rolled out generative A.I. products used in sales, marketing and its Slack messaging service, while Oracle announced a new A.I. feature for human resources teams.These companies are also investing more in A.I. development. In May, Oracle and Salesforce Ventures, the venture capital arm of Salesforce, invested in Cohere, a Toronto start-up focused on generative A.I. for business use. Oracle is also reselling Cohere’s technology.Salesforce recently rolled out generative A.I. products used in sales, marketing and its Slack messaging service.Jeenah Moon for The New York Times“I think this is a complete breakthrough in enterprise software,” Aaron Levie, chief executive of Box, said of generative A.I. He called it “this incredibly exciting opportunity where, for the first time ever, you can actually start to understand what’s inside of your data in a way that wasn’t possible before.”Many of these tech companies are following Microsoft, which has invested $13 billion in OpenAI, the maker of ChatGPT. In January, Microsoft made Azure OpenAI Service available to customers, who can then access OpenAI’s technology to build their own versions of ChatGPT. As of May, the service had 4,500 customers, said John Montgomery, a Microsoft corporate vice president.Aaron Levie, chief executive of Box, said generative A.I. creates “a complete breakthrough in enterprise software.”Michael Short/BloombergFor the most part, tech companies are now rolling out four kinds of generative A.I. products for businesses: features and services that generate code for software engineers, create new content such as sales emails and product descriptions for marketing teams, search company data to answer employee questions, and summarize meeting notes and lengthy documents.“It is going to be a tool that is used by people to accomplish what they are already doing,” said Bern Elliot, a vice president and analyst at the I.T. research and consulting firm Gartner.But using generative A.I. in workplaces has risks. Chatbots can produce inaccuracies and misinformation, provide inappropriate responses and leak data. A.I. remains largely unregulated.In response to these issues, tech companies have taken some steps. To prevent data leakage and to enhance security, some have engineered generative A.I. products so they do not keep a customer’s data.When Salesforce last month introduced AI Cloud, a service with nine generative A.I.-powered products for businesses, the company included a “trust layer” to help mask sensitive corporate information to stop leaks and promised that what users typed into these products would not be used to retrain the underlying A.I. model.Similarly, Oracle said that customer data would be kept in a secure environment while training its A.I. model and added that it would not be able to see the information.Salesforce offers AI Cloud starting at $360,000 annually, with the cost rising depending on the amount of usage. Microsoft charges for Azure OpenAI Service based on the version of OpenAI technology that a customer chooses, as well as the amount of usage.For now, generative A.I. is used mainly in workplace scenarios that carry low risks — instead of highly regulated industries — with a human in the loop, said Beena Ammanath, the executive director of the Deloitte A.I. Institute, a research center of the consulting firm. A recent Gartner survey of 43 companies found that over half the respondents have no internal policy on generative A.I.“It is not just about being able to use these new tools efficiently, but it is also about preparing your work force for the new kinds of work that might evolve,” Ms. Ammanath said. “There is going to be new skills needed.”Panasonic Connect began using Microsoft’s Azure OpenAI Service to make its own chatbot in February.Panasonic ConnectPanasonic Connect, part of the Japanese electronics company Panasonic, began using Microsoft’s Azure OpenAI Service to make its own chatbot in February. Today, its employees ask the chatbot 5,000 questions a day about everything from drafting emails to writing code.While Panasonic Connect had expected its engineers to be the main users of the chatbot, other departments — such as legal, accounting and quality assurance — also turned to it to help summarize legal documents, brainstorm solutions to improve product quality and other tasks, said Judah Reynolds, Panasonic Connect’s marketing and communications chief.“Everyone started using it in ways that we didn’t even foresee ourselves,” he said. “So people are really taking advantage of it.” More

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    Meta, Facebook’s Parent, to Lay Off Another 10,000 Workers

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    It would be the tech company’s second round of cuts since November. Mark Zuckerberg, its chief executive, has declared 2023 the “year of efficiency.”Meta, the owner of Facebook and Instagram, said on Tuesday that it planned to lay off about 10,000 employees, or roughly 13 percent of its work force, the latest move to hew to what the company’s founder, Mark Zuckerberg, has called a “year of efficiency.”The layoffs will affect Meta’s recruiting team this week, with a restructuring of its tech and business groups to come in April and May, Mr. Zuckerberg said in a memo posted on the company’s website. The announcement is the company’s second round of cuts within the past half year. In November, Meta laid off more than 11,000 people, or about 13 percent of its work force at the time.Meta also plans to close about 5,000 job postings that have yet to be filled, Mr. Zuckerberg said in the memo. Other restructuring efforts include a plan to wrap up this summer an analysis of Meta’s hybrid return-to-office model, which it began testing last March.“This will be tough and there’s no way around that,” he wrote.Meta’s stock rose more than 7 percent by the close of trading on Tuesday.Mr. Zuckerberg is culling employees after years of hiring at a breakneck pace. His company gobbled up workers as its family of apps, which also includes WhatsApp, became popular worldwide. The coronavirus pandemic also supercharged the use of mobile apps, leading to more growth. At its peak last year, Meta had 87,000 full-time employees.But as the global economy soured, and digital advertising markets contracted last year, Mr. Zuckerberg began putting an end to unchecked growth. Meta trimmed employee perks. And after the layoffs in November, which largely affected the business divisions and recruiting teams, Mr. Zuckerberg hinted at further cuts.On an earnings call in February, the chief executive said he did not want the company to be overstuffed with a layer of middle management, or “managers managing managers.” He said he took responsibility for last year’s layoffs, blaming his zeal for staffing up on the surge of use early in the pandemic.Meta’s layoffs are part of a wave of job cuts from the biggest tech companies. In recent months, Amazon, Google, Microsoft, Salesforce and others have also said they are trimming their ranks, and some of the companies have increased the number of people they are letting go after initial announcements. Many of the companies have cited a challenging global economic environment for their actions.But even beyond the macroeconomic conditions, Meta is dealing with many challenges. It is grappling not only with a digital advertising slowdown but also with Apple’s privacy changes to its mobile operating system, which have restricted Meta’s ability to collect data on iPhone users to help target ads. It also faces steep competition from TikTok, which has soared in popularity over the past few years. And regulators have stepped up efforts to rein in the company by pushing for new laws that would limit Meta’s data collection abilities.Meta is also in the midst of a tricky transition to become a “metaverse” company, connecting people to an immersive digital world through virtual-reality headsets and applications. Mr. Zuckerberg sees the metaverse as the next-generation computing platform, so Meta has been spending billions of dollars on the effort and reallocating workers to its Reality Labs division, which is focused on products for the metaverse.Yet it’s unclear if people will want to use metaverse products. In recent months, the public has instead gravitated to chatbots, which are built on artificial intelligence. Meta has invested in A.I. for years but lately has not been at the center of the conversation about the technology.Employees have been bracing for more layoffs for months, watching with anxiety as Mr. Zuckerberg embarked on a quest to dial back what he felt was no longer necessary to run the company, according to current and former employees. But the expectation was that he would take a light touch to his favored project of the metaverse.Some Meta employees who were affected by Tuesday’s announcement of layoffs — especially in the recruiting division — felt “gut-punched,” according to current and former employees who have spoken with those in the organization.“People are entering a job market that is the worst I’ve ever seen,” said Erin Sumner, a global director of human resources at DeleteMe, who was laid off from Facebook in November. She said the staggered nature of Meta’s cuts over the next two months was adding to employee anxiety.“There’s a lot of uncertainty,” Ms. Sumner said. “There’s a lot of anger, and there’s the question many folks are asking: ‘How do you expect me to do work for the next two months while wondering if I will still have a job?’”In his announcement on Tuesday, Mr. Zuckerberg laid out a vision for streamlining the company by removing layers of management, ending lower-priority projects and rebalancing product teams with a focus on engineering.To that end, Mr. Zuckerberg wound down efforts on building NFTs, or nonfungible tokens, a cryptocurrency-based initiative that has dropped out of favor in recent months. Many of Mr. Zuckerberg’s crypto initiatives in general have fallen by the wayside over the past nine months as the public has grown more skeptical of the market after the implosion of FTX, the cryptocurrency exchange.In his note, Mr. Zuckerberg added that the moves were a response to global conditions, including increased regulation, geopolitical instability, higher interest rates and a cooling economy.“The world economy changed, competitive pressures grew and our growth slowed considerably,” he said. “We should prepare ourselves for the possibility that this new economic reality will continue for many years.”Gregory Schmidt More

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    in Economy

    Meta Is Said to Plan Significant Job Cuts This Week

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    Mark Zuckerberg, Meta’s chief executive, said last month that many “teams will stay flat or shrink over the next year” as his company faces economic challenges.SAN FRANCISCO — Meta plans to lay off employees this week, three people with knowledge of the situation said, adding that the job cuts were set to be the most significant at the company since it was founded in 2004.It was unclear how many people would be cut and in which departments, said the people, who declined to be identified because they were not authorized to speak publicly. The layoffs were expected by the end of the week. Meta had 87,314 employees at the end of September, up 28 percent from a year ago.Meta has been struggling financially for months and has been increasingly clamping down on costs. The Silicon Valley company, which owns Facebook, Instagram, WhatsApp and Messenger, has spent billions of dollars on the emerging technology of the metaverse, an immersive online world, just as the global economy has slowed and inflation has soared.At the same time, digital advertising — which forms the bulk of Meta’s revenue — has weakened as advertisers have pulled back, affecting many social media companies. Meta’s business has also been hurt by privacy changes that Apple enacted, which have hampered the ability of many apps to target mobile ads to users.Last month, Meta posted a 50 percent slide in quarterly profits and its second straight sales decline. The company said at the time that it would be “making significant changes across the board to operate more efficiently,” including by shrinking some teams and by hiring only in its areas of highest priority.More on Big TechMusk’s Twitter Takeover: Elon Musk has moved quickly to overhaul Twitter since he completed his $44 billion buyout of the company. But can he make the math work?Big Tech’s Slowdown: Amid stubborn inflation and rising interest rates, Google, Meta, Microsoft and other tech companies are signaling that tough days may be ahead. Some have already announced hiring freezes and job cuts.App Store Battle: Spotify wants to get into the audiobooks business, but Apple has rejected its new app three times. The standoff is the latest in a series of confrontations between the companies.Inside Meta’s Struggles: After a rocky year, employees at Meta are expressing skepticism, confusion and frustration over Mark Zuckerberg’s vision for the metaverse.Mark Zuckerberg, Meta’s chief executive, had added that most “teams will stay flat or shrink over the next year.” He said the company would “end 2023 as either roughly the same size, or even a slightly smaller organization than we are today.”The Wall Street Journal earlier reported Meta’s plans for layoffs this week.Mr. Zuckerberg has been signaling tougher times ahead for months. In July, he told employees that the company was facing one of the “worst downturns that we’ve seen in recent history” and that workers should prepare to do more work with fewer resources. Their performances would also be graded more intensely than previously, he said.“I think some of you might decide that this place isn’t for you, and that self-selection is OK with me,” Mr. Zuckerberg told employees in a call at the time. “Realistically, there are probably a bunch of people at the company who shouldn’t be here.”Meta joins other tech companies that have been laying off employees as economic conditions have grown more challenging. Tech companies boomed during the coronavirus pandemic but many of the largest firms reported financial results in recent weeks that showed they were feeling the impact of global economic jitters.On Friday, Elon Musk, the world’s richest man and the new owner of Twitter, laid off half of the company’s staff. Last week, Lyft also said it would cut 13 percent of its employees, or about 650 of its 5,000 workers. Stripe, a payment processing platform, said it would cut 14 percent of its employees, roughly 1,100 jobs. Snap, Robinhood and Coinbase are among other companies that have announced job cuts this year.Other tech companies are freezing their hiring. Last week, Amazon said it had decided to pause incremental corporate hiring because the economy was “in an uncertain place.” The move added to a freeze from last month, when the e-commerce giant halted corporate and technology hiring in its retail business for the rest of the year. More

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    Why Coupons Are Harder to Find Than Ever

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    Jill Cataldo is a master of coupons.She began cutting them out to save a dollar here and 50 cents there in the Great Recession, when she had two children in diapers and money was tight. Starting with a training session at the library in her Chicago suburb, she shared what she learned with others, and now has a syndicated column and a website where she writes about coupon deals and other ways to spend less.The pandemic, however, upended Ms. Cataldo’s world. Paper coupon inserts in the Sunday newspaper seemed flimsier. Even increasingly popular digital coupons were hard to come by.“There are brands that I’ve followed for over a decade that are just not issuing a lot of coupons right now,” Ms. Cataldo said. “It’s kind of frustrating, because it’s something we came to count on for a long time.”Now the steepest rise in the cost of living in four decades is making bargains even more coveted. “With inflation, this is what should go up tremendously as a tool to help customers,” said Sanjay Dhar, a marketing professor at the University of Chicago’s Booth School of Business.But that tool is getting ever harder to come by. In 2021, Kantar Media estimates, 168 billion circulated, across both print and digital formats. That was down from about 294 billion in 2015.The shrinking coupon market includes not just the number of coupons distributed but also the share turned in at checkout. Redemption rates declined to 0.5 percent of all print and digital coupons in 2020 from about 3.5 percent in the early 1980s, according to a paper by economists at Harvard University, Georgetown University and Heinrich Heine University Düsseldorf.The economists see a larger phenomenon: Increasingly time-strapped consumers don’t want to deal with even small hassles to save a few dollars on toothpaste.“The declining use of coupons and the declining redemption rates indicate a fundamental shift in consumer shopping behavior,” the authors wrote. They added, “We view this as additional evidence that declining price sensitivity reflects a longer-run secular trend.”At the same time, mobile phones have made all kinds of other incentives possible, including cash-back rewards, points that can be redeemed for store credit and contest prizes.“Practitioners often want to get discounts to consumers in a seamless manner,” said Eric Anderson, a professor of marketing at Northwestern University’s Kellogg School of Management. “It’s not clear that traditional coupons do this.”That explanation offers little consolation to people who’ve come to depend on coupons to keep their grocery costs down, like Ms. Cataldo’s readers.“I don’t think from the consumer perspective that they’re like, ‘Oh, we don’t care.’ We do care,” Ms. Cataldo said. “It’s just that we have fewer tools right now to play the game.”A Venerable IncentiveThe couponing industry as we know it started in the early 1970s when a Michigan printing company, Valassis Communications, began distributing booklets of discounts on particular products that could be redeemed at any store.Valassis would total up the slips of paper, and the manufacturer reimbursed the retailer for the discount. Soon, grocers saw the value of coupons in driving traffic to their own stores, and began newspaper inserts of their own. The number of print coupons distributed peaked in 1999 at 340 billion, as newspaper circulation also crested, according to Inmar Intelligence, the other large coupon settlement company, alongside Valassis.But a slide in redemption rates had already begun. It’s difficult to pin down why, but people close to the industry believe it’s related to the rise of the two-income household, as more women entered the work force. Ms. Cataldo remembers growing up in the 1980s, when, she said, her mother used coupons enthusiastically.“Back then it was a little bit of a different culture because we had so many stay-at-home parents who had time to do this,” she said. “It’s time that pays well, but you have to have that time, and if you are working eight hours a day, you probably don’t.”Coupon use enjoyed a resurgence during the recession of 2007-9, which left millions of people out of work much longer and with much less financial assistance than they would receive during the pandemic recession a decade later. “Couponing” became a widely used verb courtesy of the reality show “Extreme Couponing,” which brought people into the practice with promises of stackable discounts that could bring the cost of a shopping cart’s worth of purchases close to zero.But what delighted serious couponers dismayed manufacturers, which are focused on getting people to buy things they wouldn’t otherwise, not giving discounts to people who’d buy the product anyway. That’s why brands started pulling back on promotions and limiting the number of coupons that could be used in a given trip.At the same time, grocers and big-box stores were coming under pressure from e-commerce platforms like Amazon. They responded by beefing up their store brand offerings as well as asking companies like Procter & Gamble to lower prices on name-brand items.“They want to get the best deals so they are competitive at the shelf,” said Aimee Englert, who directs client strategy for consumer packaged goods companies at Valassis, now part of a company called Vericast. “What that ends up doing is constricting the budgets that manufacturers have to pull levers, like to provide a coupon.”As their wiggle room on discounts shrank, brands wanted to make sure they were squeezing as many extra purchases as possible out of their promotion dollars. The average value of coupons shrank, as did the time over which they could be used. And the rise of smartphones provided an opportunity that seemed far superior to blanketing neighborhoods with newsprint: Offers could be personalized and aimed at specific demographic profiles. Coupons could be linked to a supermarket loyalty card, which gave retailers data on whether the coupons prompted a shopper to switch brands.Greg Parks is another coupon blogger who got started in the wake of the Great Recession, looking to stretch his income to feed three children. Although he began with newspaper clippings all over his floor, he now does instructional videos exclusively using digital coupons, which can be used nationwide rather than in a single distribution area.Greg Parks is on the high end of coupon user sophistication.Luke Sharrett for The New York TimesMr. Parks at a CVS store where he often films videos on couponing.Luke Sharrett for The New York Times“I like to say that I’m a lazy couponer now,” Mr. Parks said. Plus, he has noticed that digital coupons cut down on dirty looks from cashiers when they have to process a stack of paper.“Some of them act like we’re stealing, or taking something from them,” Mr. Parks said. “They don’t want to deal with all those paper coupons, they’re such a headache. With digital, everything just automatically comes off.” (While only 5 percent of coupons distributed are digital, they represent about a third of all coupons redeemed, according to Inmar.)Mr. Parks, however, is on the high end of coupon user sophistication. Many people who depended most on print coupons — older shoppers on fixed incomes — may not have the computer or smartphone literacy to adopt the digital version. Dr. Dhar, the University of Chicago professor, said the switch to digital hit the wrong demographic.“That’s not the coupon-using population — they don’t use digital media very much,” said Dr. Dhar, who remembers surviving on coupons 30 years ago as a graduate student in Los Angeles. “A lot of this isn’t driven by the response to coupons. It’s driven by coupons not reaching the right people.”To be sure, manufacturers have not abandoned the pure reach of physical coupons. The free-standing insert still works as an advertising vehicle: In fact, the ideal outcome for a manufacturer is that a shopper sees a coupon and then goes to the store to buy the item without redeeming it.A Sudden Shake-UpIf coupons had been slowly dying for years, the pandemic delivered a sharp blow.Seemingly overnight, roiling supply chains and the lurch from office to home left consumers desperate to buy anything they could get their hands on; brand preferences went out the window. When inflation started to spike last year, not only did retailers have trouble keeping shelves stocked, they weren’t even sure they could maintain stable prices until the coupons expired.“The last thing those manufacturers want to do is put more incentives on those because it’s going to spike demand up even more,” said Spencer Baird, Inmar’s interim chief executive. “This is what we very consistently hear: ‘We’ve got a budget, we’re ready to go, but until we get my fill rate where it needs to be, I don’t want to mess up my supply chain.’”Use of even digital coupons sank in 2020, for the first time, before rebounding. While most of those are tethered to a specific retailer, the coupon industry is working on a universal standard that will allow shoppers to redeem digital coupons at any retailer that signs up.But there’s no guarantee that retailers will stick with coupons, when other incentives are gaining in popularity.Lisa Thompson works for Quotient, a company formerly known as Coupons.com, which started in 1998 as a website where you could print coupons rather than clipping them. The company is phasing out printable coupons, and the Coupons.com app already mostly offers cash-back promotions instead.“Honestly, it’s a dying form of savings, and we know that,” Ms. Thompson said. “A lot of my work has been working with the marketing team to make ‘coupon’ sound sexy.”Plenty of dedicated couponers still prefer the old-fashioned way.“I agree, it’s going down, and at some point it will die,” Ms. Cataldo said. “I’m not looking forward to that. But it’s not happening nearly as quickly as they thought it would.” More

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    We’ll Give You a Week Off. Please Don’t Quit.

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    “Operation Chillax”: Companies are trying to combat burnout from working remotely by offering more time off and other perks.Amy Michelle Smith loved working in advertising. But as she did her job from her one-bedroom apartment in Toronto during the remote-work months of the pandemic — months that stretched into a year and beyond — the line separating her personal life from her professional life started to fade, and she realized she was so, so tired.Her immediate bosses seemed stressed out, probably because their bosses were also stressed out, and Ms. Smith, 32, said she experienced “trickle-down stress” as her managers tried to please the equally stressed out clients by giving in to their every whim. It was always “churn, churn, churn, churn,” she said, which made her feel worn out. And she felt guilty about feeling worn out.Last month, like many of her overtaxed peers, she quit. After three weeks off, Ms. Smith started a new job at an e-commerce business. A key draw, she said, was the company’s focus on the mental well-being of its employees.“No matter what industry you’re in, Covid is making you re-evaluate some of your values, some of the things that you want out of your life, your career,” Ms. Smith said. “I was seeking out a company that put wellness first.”Not that she felt great about leaving behind her high-stress job.“To be honest,” she said, “it made me feel a little bit like a failure — like someone who just couldn’t take it, who wasn’t strong enough for the hustle, to be seeking out something that put my well-being first.”A break may be exactly the thing some people need now. Workers in advertising, for example, were already putting up with late nights before the pandemic.“You’re at the beck and call of what clients need and, even pre-Covid, there were constant demands. It’s stressful,” said Marla Kaplowitz, the chief executive of the 4A’s, an ad industry trade group. “Then you add Covid to it, and what needs to get done just increased. And the expectations are so great, and at the same time you don’t have as many people to get the work done.”Faced with an employee exodus, some ad agencies are now offering a breather. Among the companies that are closing down for a full week around Labor Day: Martin, the agency known for the Geico gecko commercials; The Many, which has created ads for Coca-Cola, Spindrift, Hot Wheels and eBay; Mediabrands, a media buying and marketing network; and Kinesso, a marketing tech company.“Covid is making you re-evaluate some of your values, some of the things that you want out of your life, your career,” said Amy Michelle Smith, who left a high-pressure job in advertising.Brett Gundlock for The New York TimesExtended breaks have also been put in place at Hearst Magazines, LinkedIn, Twitch, the dating app Bumble, the financial software firm Intuit and many other big companies.The social media management platform Hootsuite announced in May that it would stop work for a week because it had noticed “a rise in depression, anxiety, immersion in loneliness, and uncertainty” resulting from the shift to remote work.Similarly, The Daily Gamecock, the student newspaper of the University of South Carolina, went dark for a week after publishing an editorial that told readers, “We’re not OK.”Last month, Catalyst Software said it was offering its employees something called “P.T.O.-palooza” — an initiative that includes a week off and an outdoor party in New York. Getaway, a hospitality company, is replacing Labor Day with Labor Week. The Deutsch Los Angeles ad agency banned meetings during certain hours and plans to set aside a week off around Thanksgiving. Similar reprieves from other companies include “Self Care Week,” “Global Week of Rest,” “Recharge Week” and “Operation Chillax.”The breaks have even come to the finance industry — sort of. JPMorgan Chase said it wants junior bankers to work less on weekends. To lighten the load on current employees, the company said it would hire more people to share the burden.Wellness weeks have not been restorative for all workers, however — notably, the skeleton crews keeping the lights on while everyone else is out. And then there are the employees who struggle to relax on command, spending their downtime stress-scrolling through social media accounts related to their jobs and overriding the “away” setting on their email accounts to deliver fast replies.Even those who do manage to shut down entirely must face the dreaded moment of return.“People come right back after a week off, and then they have twice as many emails, and then the burnout will be quicker because they can’t recover,” said Nancy Reyes, the chief executive of the ad agency TBWAChiatDay New York, which gave workers six extra summer days off this year.As long as underlying problems remain, such as ad agencies accepting lower pay, then cutting or underpaying qualified workers, extra time off will remain an appreciated but inadequate stopgap, Ms. Reyes said.The pandemic exacerbated many of the issues that fuel burnout, such as excess workload, lack of autonomy, absence of positive feedback, a weak sense of community and worries about unfairness, experts said.“People keep framing burnout as an individual problem,” said Christina Maslach, an emerita professor of psychology at the University of California, Berkeley, who has spent much of her career studying occupational burnout. “If you’re really going to try and make a dent in the problem and get to a better place, you’re going to have to not just focus on the people and fix them, you have to focus on the job conditions and fix those as well.”In retail, hospitality, restaurants and other understaffed and lower paid industries, companywide weeks off are hard to pull off. Instead, to try to cajole workers back as the economy reopens, some service-centered companies are offering free tuition and free hotel rooms — though not necessarily more pay.Other businesses are experimenting with options like “Zoom-free Fridays” (Citigroup) and blocked emails on weekends (GroupM, a media investment company). Hewlett Packard Enterprise gave employees free accounts on the Headspace meditation app and the option for new parents to work part-time for up to three years.Massachusetts General Hospital in Boston, where staff-wide breaks for decompression are unrealistic, is just trying to listen to its staff. Surveys of employees have found that one of the top demands from workers is to feel valued for their efforts during the pandemic.In the advertising world, some executives are pushing for a coordinated summer hiatus, much like the winter holidays. An industrywide week off could ease the pressure on employees to continue catering to clients or work-related tasks during their time away, said Neal Arthur, the chief operating officer at Wieden and Kennedy.“Every other time that we’ve had summer Fridays or winter Fridays or any sort of day off or vacation, we felt like we were letting other people down. There’s a real guilt that people feel that we’ve tried our best to alleviate,” Mr. Arthur said.This summer, Wieden and Kennedy offices around the world took staggered weeks off. The agency also worked with Nike, which also took a weeklong break, on an Olympics ad that urged “respect for mental health” and alluded to the tennis star Naomi Osaka’s public statements about the issue.“Burnout is a very real thing at the agency right now,” Mr. Arthur said. “It’s becoming part and parcel for basically any workplace, and you almost need to put full-time rigor toward that issue.” More

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    Cryptocurrency Seeks the Spotlight, With Spike Lee’s Help

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    The filmmaker’s commercial for a crypto company is one of many recent marketing efforts to make digital cash palatable for newbies.Before Spike Lee accepted cryptocurrency, he turned down Crocs.Years ago, the filmmaker rejected an offer to buy into the Colorado company that makes perforated foam clogs, a decision that caused him to miss out when its stock soared on the strength of the footwear fad.“I wish I would’ve given some money back then,” Mr. Lee said in a recent interview. “Anytime something is new, you’re going to have people who are going to be skeptical. With some of the best ideas, people thought the inventors were crazy.”Now he has taken a leap into another cultural craze, having agreed to direct and star in a television commercial for Coin Cloud, a company that makes kiosks for buying and selling Bitcoin and other virtual currencies. Although cryptocurrency is not widely used for transactions, an increasing number of merchants now accept it as payment.The commercial, which he shot last month, is one of several recent marketing efforts meant to broaden the audience for a form of currency that can intimidate people accustomed to cash and credit cards.Mr. Lee, outfitted nattily in a straw hat and gold-tipped cane while filming part of the commercial on Wall Street, led a diverse cast that included his daughter Satchel, the “Pose” actress Mj Rodriguez and the drag queen Shangela. Other shoot locations included Fort Greene Park and the Chillin’ Bar and Grill in Washington Heights, where breakfast patrons craned to catch a glimpse of the director as he filmed a Coin Cloud machine on the sidewalk.“Old money is not going to pick us up; it pushes us down,” Mr. Lee says in the commercial, which portrays the cryptocurrency system as a more accessible and equitable alternative to traditional, discriminatory financial institutions.“The digital rebellion is here,” he says.Cryptocurrency has also been known to intimidate investors, with its extreme volatility and the overwhelming number of virtual alternatives, known as coins. The marketing of this relatively new money has so far been limited mostly to ads on trade websites and targeted pushes on social media, where aficionados swap meme-fueled in-jokes about coin values rocketing to the moon.The industry is increasingly betting that celebrities can help demystify cryptocurrency for the uninitiated.The actor Alec Baldwin offered crisp definitions of cryptocurrency in a series of online ads for the crypto trading platform eToro, and the National Football League star Tom Brady signed on as a brand ambassador for FTX, a crypto exchange that also has a deal to sponsor Major League Baseball.Alec Baldwin is advertising for the cryptocurrency trading platform eToro.eToroThe actor Neil Patrick Harris recently appeared in a TV commercial for the digital currency kiosk operator CoinFlip. “Now anyone, anywhere, can turn cash into crypto!” he declares.EToro and Coinbase, another exchange, collectively spent $22.8 million on advertising last year, nearly double the $12.4 million they shelled out in 2019, according to the research firm Kantar. In recent months, Coinbase hired the Martin Agency, the advertising company behind GEICO and DoorDash.As Madison Avenue fields more inquiries from cryptocurrency clients, agency executives are feeling pressure to better communicate the investment risks, rather than romanticize the industry.“I get very nervous because I start looking at the way that some of the platforms are specifically targeting younger investors,” said Alex Hesz, the chief strategy officer of the advertising giant DDB Worldwide. In the face of frenzied cryptocurrency trading, ad agencies should push for moderation and diversification, he said. “Maximizing is what’s being encouraged here — the idea that this is an amazing asset, and as much as you want to put in, come on and jump on in, the Bitcoin’s lovely,” Mr. Hesz said. “We would never feel comfortable for an alcohol client, or a high-salt or high-sugar or high-fat client, to encourage that level of unequivocal behavior.”Some celebrity endorsements of cryptocurrencies have run into trouble. In 2017, the Securities and Exchange Commission cautioned that some famous people were hyping the virtual currency sales known as initial coin offerings without disclosing that they had been paid to promote them. The commission has since settled charges against the boxer Floyd Mayweather Jr., the music producer DJ Khaled and the actor Steven Seagal.Social media influencers and e-sports stars have also been linked to shady cryptocurrency schemes, accused of pumping up coins just before their value crashes.Coin Cloud’s chief marketing officer, Amondo Redmond, said he hoped Mr. Lee’s stature would help elevate the industry by delivering something “more than just cool creative, but that is really at the forefront of digital currency becoming mainstream.”“It’s more than just adding a celebrity face,” he said.Mr. Lee, who won an Oscar in 2019 in the best adapted screenplay category for “BlacKkKlansman,” has worked on ads for Capital One, Uber and, most famously, Nike. In the 1980s and 1990s, he directed and starred in commercials for Air Jordans, playing his cinematic alter ego Mars Blackmon opposite Michael Jordan.“That was lightning in a bottle,” Mr. Lee said from a flight bound for the Cannes Film Festival, where he is the first Black person to lead the festival jury.He declined to say how much he had been paid for the Coin Cloud commercial, but noted that “if anyone’s known my body of work over the last four decades, you kind of know about the way I see the world, and when they approached me, it fit in line.”As the coronavirus pandemic continues to highlight financial disadvantages for people of color, Mr. Lee hopes to promote cryptocurrency as neutral to race, gender, age and other identifying characteristics.But he was no expert before filming began, and had to take “a crash course” on crypto. He insisted that the commercial include a line urging viewers to do their own research on virtual money.Mr. Lee said he now planned to invest in virtual coins. He said he would not, however, go anywhere near the digital ownership certificates known as nonfungible tokens.“NFTs, I don’t understand that,” he said, laughing. “I’m old school, so sometimes my children have to turn on the TV — all those remotes and stuff.” More

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    The Fate and Fortunes of the Fashion-Adjacent Economy

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    #masthead-section-label, #masthead-bar-one { display: none }The Coronavirus OutbreakliveLatest UpdatesMaps and CasesThe Stimulus DealThe Latest Vaccine InformationF.A.Q.AdvertisementContinue reading the main storySupported byContinue reading the main storyThe Fate and Fortunes of the Fashion-Adjacent EconomyInfluencers and street-style photographers changed the fashion ecosystem, creating an entirely new way of selling fantasy. Then came a pandemic.Paris Fashion Week 2018, when scrums of street-style photographers were part of the everyday scene.Credit…Acielle Tanbetova for The New York TimesElizabeth Paton and Dec. 21, 2020Tamu McPherson, one of the original street-style stars and a former editor of Grazia Italia, has 319,000 followers on Instagram. For years, many have watched her pose in immaculately styled outfits at runway shows, glittery parties and on vacation. During the fashion weeks in September 2019, Ms. McPherson, who was born in Jamaica and lives now in Milan, flew to New York and back four times to produce content for her Rolodex of clients, which include the jewelry brand Bulgari, the fashion label Etro and the fast-fashion retailer Mango.In 2020, the jet-setting stopped.“I haven’t been on a plane since March,” Ms. McPherson said this month. During the pandemic’s first lockdown, all of her brand partnerships were put on hold. For months she waited, uncertain of what might happen next. But in May, the phone started to ring again. Since then, it hasn’t stopped.“There is so much work coming in, and I know it is the same for many of my peers,” Ms. McPherson said. “The key difference is we don’t travel the world for our jobs anymore. Most of what we do is now being done from our living rooms.”In the last decade, a booming economy adjacent to the fashion industry has emerged. Largely powered by social media, it is made up of careers such as high-end fashion influencing and street-style photography. As companies increasingly look for new ways to reach customers, a growing coterie of these professionals has come to stand toe-to-toe with the traditional fashion elite, like magazine editors and photographers and stylists. Like so many, their livelihoods were derailed when the pandemic hit. But unlike other corners of the fashion industry still struggling to recover, some operators within the fashion-adjacent ecosystem say that, for them, business has never been better.The podcaster, consultant and writer Camille Charriere during Paris Fashion Week in September.Credit…Christian Vierig/Getty Images“It’s been my best year yet in terms of income and projects,” said Camille Charriere, a Parisienne in London with one million Instagram followers who is also a podcaster, consultant and writer. One reason for the influencers’ resilience is their relatively low overheads and production requirements — often as simple as a smartphone and ring light — which have allowed many to pivot nimbly to working from home. Lavish international photo shoots and red carpet events are still not feasible for most brands.Instead of continuing to channel those dollars into more traditional advertising mediums, like print magazines or billboard campaigns, many companies are focusing their spending on partnerships with influencers, who offer faster turnaround times, versatile messaging options and real-time product demonstrations.“We are very used to working alone and turning the camera onto ourselves to share personal experiences,” Ms. Charriere said. “The pandemic didn’t change that.” Still, she conceded that creating digital content with partner brands had become more “stage-managed” in recent years. There is a need for heightened sensitivity from both parties.Selling a slice of fantasy, particularly at a time when people are re-evaluating their moral relationship with consumption, has its dangers. Her focus is now on creating uplifting or relatable posts with a more homespun D.I.Y. feel — even if her content still hinges on outfits from Prada, Dior and Chanel. But this hasn’t been a very difficult transition; her more successful posts have always been her more personal posts.“What we provide is an intimatized sense of interaction with our way of living, whether that is at fashion weeks, eating toast or going to the grocery store,” Ms. Charriere said. “I didn’t cover fashion weeks, I covered myself going to fashion week, and that’s what I think my followers find interesting to see.”The Sidewalk EconomyBefore the pandemic, fashion weeks in February and September represented the most lucrative time of the year for both these high-fashion influencers and the photographers devoted to capturing them on the street — hired by publications and brands to capture the fashionable people filling seats at the fashion shows.But September was a different story. This fall, there were smaller shows and fewer heaving crowds of showgoers hovering on the sidewalks of Paris, Milan, London and New York “looking for their cars.”“In Paris, which is normally the busiest — you’re running to shows from the morning until the evening — some days there was literally just one physical show,” said the photographer Darrel Hunter, who is based in London and has been shooting fashion weeks since 2008.The Coronavirus Outbreak More