A deep dive into value, its layers, and how understanding can empower design and productteams.Have you ever encountered a conversation where terms like Whats the value it provides? or It doesnt align with the value we wish to offer our customers? are casually tossed around? If so, you are not alone. Many of usespecially within the professional worldare constantly grappling with the concept of value. Having traversed both sides of this question more times than I can count, I am inevitably led to the exact existential reflection: What is value, and how does one defineit?In the realm of business, value appears as both a ubiquitous and elusive force, as protean as it is pivotal. It is not a singular, fixed entity but rather a fluid and subjective notion that shifts depending on the lens through which it is viewed. For instance, the value of a product can differ vastly based on who is assessing itwhether its a senior executive, a product manager, or a designer all contributing to the same project. Each will interpret that value through a different prism, shaped by their roles, experiences, and priorities.In my experience, value operates on two distinct planes: personal and professional (ref. links below). Take, for example, the phone, the jacket, the car, or the streaming service you subscribe to. The value of these items differs depending on whether we examine them through the lens of our personal lives or our professional responsibilities. At a personal level, a products value might be driven by emotional satisfaction or utility, whereas at a professional level, it is often measured by strategic alignment, market appeal, and customer need. Value, in this sense, becomes a profoundly contextual and multifaceted construct.As a designer, hearing the term value spoken in a meeting or conversation piques my curiosity. I often ask for clarification, wondering how you define value in this context. What exactly do you mean when you say the design doesnt provide the value we seek? This seemingly simple question often remains unanswered, revealing a more profound uncertainty: Value is not always a straightforward or universally shared concept. It can be frustrating, especially when you are told after presenting a design solution: It still doesnt deliver the value we need for our customers/business. What, precisely, does that mean? The term value proposition is often invoked but leaves much unsaid. Ultimately, the definition of value remains elusivea moving target that shifts with the perspectives and priorities of the individuals involved.So, I find myself returning to this fundamental question: What is value? How do we define it so that it can be truly understood by all parties involved? The more I reflect on it, the more I realize that value is not merely a metric or a deliverable but a shared understandinga negotiation of perspectives, desires, and expectations. Perhaps the real challenge lies not in seeking a singular definition but in navigating the ever-shifting terrain of meaning that value occupies.Digging downThe Oxford Advanced Learners Dictionary offers four distinct dimensions for contemplating values complex and multifaceted nature, each of which illuminates the concepts intricate character. For instance, a painting by a renowned artist may have a high price tag (worth), but its cultural significance and aesthetic appeal make it invaluable to art enthusiasts. This understanding is rooted in a more transactional view, where value is often reduced to an exchange, a measurement of economic worth. However, while practical, this perspective reveals only part of the story, for the true nature of value cannot be captured solely by monetarymetrics.The second point of value pertains to its usefulness or importance. This view shifts our focus from the quantitative to the qualitativehow something serves a purpose, contributes to a greater good, or fulfils a particular need. It invites us to ask how much something costs, how it enhances life, becomes essential, and what role it plays in the larger tapestry of human experience. Here, value is less a number and more a function, an intrinsic utility that extends beyond the surface to the more profound realm of meaning andimpact.The third aspect presented by the dictionary introduces us to beliefsspecifically, the values that guide our sense of right and wrong, what is essential, and what ought to be upheld in life. In this light, value becomes a moral compass, shaping decisions and actions through the lens of our ethical convictions. These beliefs, deeply ingrained yet constantly evolving, influence how we assign meaning to our world, relationships, and the things we create. In the realm of belief, the true essence of value finds its moral and philosophical grounding, suggesting that value is not merely a reflection of subjective tastes but our collective sense of justice, responsibility, andpurpose.Finally, the dictionary touches on mathematics and measurement, acknowledging that value can indeed be quantified in some contexts. Whether through statistics, metrics, or precise calculations, this view seeks to translate value into something measurable, finite, and objective. Yet, even in this realm of measurement, there lingers an awareness that the quantification process is never without its own philosophical considerations. What do we choose to measure, and why? What is excluded from this calculus, and what does that omission say about our priorities?Value, in its fullest sense, is a complex and multifaceted concept that resists any single definition. It is not confined to the narrow bounds of monetary exchange nor to utility alone. It is an amalgamation of worth, usefulness, belief, and measurementeach dimension adding its own layer to the rich and complex nature of what we consider valuable. And it is in the interplay of these dimensions, the true depth of value is revealed, calling us to reflect on what we hold dear, what we seek to create, and what we deem worthy of our time, attention, andcare.In the world of product development, three conceptsbelief, value, and alignmentoperate at distinct yet interconnected levels. Belief is the philosophical foundation of any organisation or team; it is the set of guiding principles, the deeply held convictions about what is right and worthy. These beliefs, while abstract, inform everything that follows. Value, the second concept, represents the promise we make to our customers and the worth we aim to deliver through our products. It is the currency with which we engage the world, but like belief, its nature is not always easily captured or defined. Yet, it is in the alignment of these twobelief and valuethat true clarity emerges, for only when a companys core beliefs are in harmony with the value it seeks to offer can a product truly take form. This alignment is not just important; it is essential, for it shapes the development process, giving direction and purpose to every decision, every iteration.In my quest to understand value, I have immersed myself in countless books and articles, attempting to decipher its meaning and implications for product design. Traditionally, value has been defined in monetary terms as a useful, though narrow, lens through which to view the world. Though relevant in many contexts, this financial perspective falls short when applied to the digital landscape; in a world where intangible experiences, connectivity, and innovation reign supreme, value must be understood in broader, more nuanced terms. This expanded view of value pushes us to think not just about the immediate and the quantifiable but also about the longer-term impact and the deeper resonance our products can have with users. Such a perspective challenges us to adopt a more forward-thinking approach that is as much about possibilities as it is aboutprofits.In this broader sense, the concept of value has always existed, though we may only now be awakening to its full complexity. In my research, I repeatedly encountered references to FMCG (Fast-Moving Consumer Goods) and automobile industries, which have long championed defining and differentiating value. Take, for instance, the world of automobilesFerrari, Mercedes-Benz, VW, and Toyota. Though all producing cars, these companies cultivate a unique set of values. While the vehicles may share common platforms or underlying technologies, their value is distinctly different, shaped by the brands ethos, customer desires, and market positioning. Consider, for example, the Bentley Continental and the VW Phaeton: though they share the same platform, the experience they offer is worlds apart. This demonstrates the importance of understanding how a companys product values align with its customers expectations, for this alignment serves as the essential differentiator in a crowded marketplace. It allows a product to stand out and connect with its intended audience.In the digital product world, however, we encounter a unique challenge. While many frameworks and methodologies are availableframeworks that serve to organise and direct our effortsfew speak to the heart of what truly matters in this context: value. Years ago, I set out to explore how the concept of value could be applied to the digital domain. I sought inspiration from established industries, particularly the FMCG and automotive sectors, whose frameworks for defining value have evolved over decades. Yet, I quickly realised that these frameworks, though insightful, could not be directly transplanted into the world of digital products. The dynamics of digital product development, characterized by the rapid pace of change in technology and user behavior, and the often fluid nature of user engagement, demand a different approach, one more attuned to the digital ages complexities.During this exploration, I stumbled upon Peter Doyles Value-Based Marketing, a framework that resonated deeply with the needs of digital product teams. Doyles approach focuses not on the features and benefits of a product but on the values of the customerthe ethical, emotional, and psychological drivers that shape their decisions. It is a significant shift from a business-centric approach, which often gets mired in the minutiae of features, to a customer-centric one, which places the customers values at the centre of the product development process. In Doyles vision, marketing and product strategy are inseparable; a companys message, brand identity, and how it builds and markets its products must be infused with the values that resonate with its audience.For product and design teams, understanding what customers value is not merely necessary but foundational. It is the key to crafting a genuinely customer-centric product that resonates more deeply than any sales pitch or market analysis could capture. This understanding is not confined to quantitative data alone, though such metrics are invaluable. For instance, quantitative data might reveal that a certain feature is used frequently, while qualitative data might uncover the emotional reasons behind its popularity. By integrating both types of data in this way, a company can develop a values-based strategyone rooted in its mission and vision yet responsive to the ever-evolving needs of its users. It allows for creating products that meet customer needs and speak to their values, creating a lasting and meaningful connection.Ultimately, this approach calls us to go beyond the surface, beyond mere features and benefits, and to engage with the core of what our customers truly care about. In doing so, we are not merely creating products; we are crafting experiences, shaping relationships, and building a future that reflects the values we hold dear and the values that our customers seek to embody. In this delicate alignment of belief, value, and purpose, a products true potential is realised.Peter Doyles Value-Based Marketing framework posits that value is not a singular, static entity but a multifaceted concept unfolding across four distinct yet interconnected dimensions. It suggests that value, much like truth or beauty, cannot be fully grasped through a singular perspective; instead, it reveals itself through layers shaped by context, perception, and purpose. Each level serves as a lens to better understand how value is created, perceived, and ultimately exchanged in the marketplace.In contemplating the nature of value, we are faced with several dimensions that offer distinct yet interconnected lenses through which to assess a products worth. Each dimension serves as a different pathway toward understanding the more profound significance of what we create and offer to the world. (ref. linksbelow)Functional value invites us to consider the question: What does this product do? At its core, this dimension asks whether the product fulfils a specific need or solves a particular problem. It is the most tangible of values, grounded in utility and pragmatism. To understand its functional value is to understand its purposethe concrete, actionable result it provides its users. Yet, even in this utilitarian realm, we must remember that the true depth of value lies not simply in function but in how well the product addresses the needs it was/is designed tomeet.Financial value extends this inquiry into the realm of exchange. Is the product offered at a fair price? Here, we move beyond mere function and enter the domain of economics and fairness. Financial value questions the balance between cost and worth, reminding us that the price we ask of the user should reflect not only the material resources invested but also the intrinsic worth the product holds. It is a measure of equity, of how much we ask in return for what is provided and whether that exchange feels just and reasonable. Yet, it is also a measure of the invisible forces at play in our worldthe socioeconomic conditions, market dynamics, and human perceptions that govern how we assign financial value.Social value, in turn, shifts the focus toward connection and belonging. Does this product enable its users to connect with others? It speaks to our inherently relational nature, to the ways in which products serve as bridges between individuals and communities. Whether it facilitates communication, fosters collaboration, or expands the reach of social networks, social value is defined by how much a product allows us to scale our presence, influence, and connectivity in the world. It is a measure of how the product influences the social fabric, how it mediates our relationships with others, and how it enhances our sense of shared experience and collective meaning.Lastly, psychological value invites a more introspective reflection: Does this product enable the user to feel fulfilled? This dimension of value taps into the emotional and existential layers of human experience, asking whether the product addresses our inner needs for purpose, self-actualisation, and emotional well-being. It is concerned with the internal, subjective realm of satisfaction and meaning. Products that offer psychological value go beyond functionality, price, or social utility; they speak to our deeper desires for fulfilment, joy, and a sense of personal growth. They help us feel more complete, more aligned with our values, and more attuned to the sense of self we strive to cultivate.In essence, these four dimensions of valuefunctional, financial, social, and psychologicalare not merely distinct categories but interwoven threads in the fabric of the human experience. Each dimension reflects a different aspect of our lives, from the tangible to the intangible, from our material needs to our deeper yearnings. Together, they form a complex web of value, asking us to consider not just what a product does but also how it affects our relationships with others, how it situates us in the world, and how it resonates with our internal sense of purpose and fulfilment. This interconnectedness enlightens us about the multifaceted nature of value, making us realize that value, in its truest form, is not a singular, static thing but a dynamic interplay of purpose, exchange, connection, and meaningeach contributing to thewhole.If you wonder how to apply these models within the realm of B2B, it is important to remember that the question is not simply one of B2B or B2B. The commerce landscape is more nuanced and varied, with numerous frameworks that transcend the binary distinctions. These include models like B2B2C (Business-to-Business-to-Consumer), C2B (Consumer-to-Business), C2C (Consumer-to-Consumer), B2G (Business-to-Government), G2B (Government-to-Business), G2C (Government-to-Consumer), and P2P (Peer-to-Peer). Each model reflects a different way value is exchanged, shaped by the intricate relationships between various actorsbe they businesses, consumers, governments, or peers. Yet, amidst this complexity, one truth remains: no matter the model or the product, humans are always at the centre of the experience. Every product, whether conceived for a business or a consumer, will ultimately touch human lives, embodying and transferring value in ways that resonate with human needs, aspirations, and behaviours.In this context, as a designer or product creator, you must recognise that certain aspects of value may lie beyond your direct influence. For instance, financial value might be determined by the business team, whose decisions on pricing, cost, and profit margins will shape how the product fits within a larger economic framework. It becomes essential to understand the reasoning behind these financial choices. By aligning with the business teams perspective, you can better define and align the functional, social, and psychological values you, as the designer, have more direct controlover.The key is to realise that these values are not isolated but interdependent. The financial value set by the business team will influence how you approach the products functionality, its ability to create social connections, and the psychological resonance it carries with its users. Understanding the interplay between these dimensions allows you to craft a product that not only meets financial goals but also delivers on its deeper humanpurpose.Why havent I provided specific examples from my own experience? William Blake wisely noted, The true method of knowledge is an experiment. I encourage you to take this concept and experiment with it. Choose any digital productwhether it is the one youre working on or one you use dailyand attempt to identify the four types of value it provides. At first, you may struggle or feel blank in categorising these values, but dont be disheartened. Keep writing, refining, and reflecting. Over time, you will begin to see how these values take shape and gain clarity in your understanding of how value is created and communicated through the product. This experimentation will empower you and engage you in the learning process, enhancing your understanding of value assessment.Feel free to share your insights with me. If youd like to explore the concept of value further, I would be more than happy to engage in a deeper conversation. After all, the pursuit of understanding is not a solitary journey, but a shared one. We are all part of a community of learners, and your contributions to this shared journey are invaluable.ReferencesHere, I present a collection of references that guided my exploration of this subject. For those who seek a deeper understanding, I invite you to engage with these resources. Among them are links to books, though I must clarify that I do not stand to gain any monetary advantage should you choose to purchase them. Remember, the pursuit of knowledge is a journey meant to enrich the mind, not the wallet, and these resources are here to help you on that journey:)Value-based Marketing: Marketing Strategies for Corporate Growth and Shareholder Value, 2nd Edition by PeterDoyleValue-Based Marketing, Journal of Strategic Marketing by PeterDoyleValue First, Then Price: Building Value-Based Pricing Strategies by Andreas Hinterhuber), Todd C. SnelgrovePutting Soul Into Business by Mary Anne Harmer and TomHeringBuild a Culture of Good: Unleash Results by Letting Your Employees Bring Their Soul to Work by Scott Moorehead, Ryan McCarty, and Marshall GoldsmithBusiness Marketing: Understand What Customers Value by James C. Anderson and James A.NarusDefining value: the most ambiguous word in product development by JeffGothelfWhat is value, and how to define it for a product? was originally published in UX Collective on Medium, where people are continuing the conversation by highlighting and responding to this story.

We may earn a commission from links on this page. Deal pricing and availability subject to change after time of publication.This refurbished Ring Video Doorbell Pro is now $69.99, a significant drop from its original $139.99. Since its certified, you can expect it to look and work like new, having been thoroughly tested to meet quality standards. Certified Refurbished Ring Video Doorbell Pro $69.99 at Amazon $139.99 Save $70.00 Get Deal Get Deal $69.99 at Amazon $139.99 Save $70.00 As for the performance, the daytime footage of the Doorbell Pro comes through crisp and clean in HD (giving you a wide 160-degree view of your doorstep), while night vision holds up wellproviding sharp, well-lit video up to about 20 feet. There is some barrel distortion at the edges of the frame, but according to this PCMag review, people and objects in the center look normal.The Ring Pro also integrates with Amazon Alexa for voice commands and packs a built-in motion sensor, speaker, microphone, and chime, so youre fully covered for any doorstep activity. It connects to your home wifi on either 2.4GHz or 5GHz bands using 802.11n circuitry, ensuring a stable connection. That said, this is a wired device that requires a 16 to 24 volt power sourcethe same wiring used for traditional doorbells. This constant power supply means no batteries to charge, which is great for reliability, but the catch is installation. If your home already has doorbell wiring, youre good to go. If not, setting it up could involve some extra work and cost.The camera starts recording when someone presses the doorbell or if motion is detected, and a push alert is sent to your phone. However, accessing recorded footage and unlocking the device's full functionality requires a Ring Home subscription, with the Basic Plan costing $4.99 per month for a single camera. The Ring Pro works with the Ring app, where you can manage all its features including adjusting motion sensitivity, setting up customized motion zones, toggling motion alerts on or off, and viewing live video with options for two-way audio, speaker mute, and more (though this requires a Standard ($10 per month) or Premium ($20 per month) subscription).

Telegram has introduced a new third-party account verification system as part of its latest app update, the company announced in a blog post. The idea is to let public figures or companies that are already verified by Telegram in turn verify others, for instance employees in the organization. "This decentralized platform for additional verification will help prevent scams and reduce misinformation with a unique proactive solution that sets a new safety standard for social platforms," Telegram wrote.Individuals or groups that want to be able to verify others must already have an official bot verified by Telegram. Once that happens, they can apply to become a third-party verifier on Telegram. They're also required to have a unique icon (simple and. minimalistic in a solid color) that will appear next of the names of accounts they verify.Any accounts verified in this way will have that logo next to their name, and opening their profile will show a detailed explanation of that status and what it means. The company emphasized that this type of verification is "completely separate" from its internal verification, and provided more details in a guide.Telegram also introduced new search filters that let you refine a list of results only from private chats, group chats or channels. It also added custom emojis for folder names, reactions for service messages and the ability to upgrade gifts to NFTs.The company also announced that it reached profitability for the first time thanks to monetization features like Premium subscriptions, ads, Telegram Stars and more. Not all has been rosy for the company of late, though: In August last year, the founder of the chat app, Pavel Durov, was arrested over charges that the company hadn't done enough to stop illegal activity on the app.This article originally appeared on Engadget at https://www.engadget.com/social-media/telegram-introduces-third-party-verification-and-new-search-filters-140013424.html?src=rss

Welcome to 2025. Wave farewell to yesteryear with the biggest losers in tech. Picking our favorite villains in 2024 was challenging when it simply wasnt a great time for tech. With the depressing spiral that is social media, the will-they-or-wont-they dance of banning TikTok in the US and the neverending edited and deepfaked content, its just so noisy. Is it the internet of slop? Is it exhaustion? Is it AIs talking to AIs about AIs? In between all that, theres the obsolescence of connectors past, Intels major struggles to turn around its fortunes, and, ugh, those AI assistants.EngadgetAnd, because it's a new year, we'll be making some changes to the Engadget newsletter in the next few weeks. We'll still be hitting the biggest tech stories and events, but also fold in more context, more writers and editors and even some features from Engadget's past. Is there something you'd like to see in your inbox? Get in touch. Mat SmithThe biggest tech stories you missedDang, 2024 was a great year for horror game fansBluesky and Threads showed us very different visions for a post-X futureCNBC's new streaming service can cost up to $600 a yearGet this delivered daily direct to your inbox. Subscribe right here!New year, new public domain characters and mediaTintin dancing to Rhapsody in Blue.EngadgetIt's the start of a new year, and a fresh crop of creative works have entered the public domain. Today, many materials copyrighted in 1929 and sound recordings from 1924 become fair game to freely adapt, reuse, copy and share. Several seminal directors debuted their first projects with sound, such as Alfred Hitchcock's Blackmail and Cecil B. DeMille's Dynamite. 1929 was also the year when Walt Disney directed the iconic Skeleton Dance short animated by Ub Iwerks, as well as when Mickey Mouse starred in his first talkie.Continue reading.The first PlayStation Plus games of 2025 include The Stanley Parable and Suicide SquadTwo games from a decade ago and a critical flop.Sony just revealed the first set of PlayStation Plus games in 2025 available for all subscribers. This month includes Suicide Squad: Kill the Justice League, Need for Speed Hot Pursuit Remastered and The Stanley Parable: Ultra Deluxe. Suicide Squad is a surprising addition: It went through multiple delays, got largely negative reviews and reportedly cost Warner Bros. some $200 million. Developers announced that the current season of content would be its last, though there are no plans to shut the game down yet. So play it while you can?Continue reading.This article originally appeared on Engadget at https://www.engadget.com/general/the-morning-after-engadget-newsletter-121556766.html?src=rss

The next Samsung flagship could lift a couple of neat features from the Pixel 9 Pro, such as crash detection and a free trial of Gemini Advanced.

These handy kitchen gadgets will help you become the ultimate bread baker in 2025 without using a bread maker.

Threat actors are now using fake GitHub stars to rank their repositories and get malware to more victims.

Chinese electric vehicle makers including Nio and Li Auto have followed market leaders Tesla and BYD in extending buying incentives to the start of 2025, as a price war in the worlds largest auto market continues for a third year.Li Auto announced on Thursday cash subsidies of 15,000 yuan ($2,055) per car purchase as well as a three-year zero-interest financing scheme.Nio launched a similar zero-interest loan plan for its Nio- and Onvo-branded EV buyers on Wednesday.The incentives are intended to encourage purchases before the government subsidy schemes for the new year start. More than 5.2 million cars sold as of mid-December had benefited from Chinese government subsidies.China has signalled an extension of consumer goods trade-ins in 2025, but specifics for the policy implementation nationwide remain unclear.Nanjing, the capital city of eastern Chinas Jiangsu province, said earlier this week it would continue to provide subsidies of up to 4,000 yuan per car purchase this year.Chinese authorities have agreed to issue 3 trillion yuan worth of special treasury bonds this year, Reuters has reported, as Beijing ramps up fiscal stimulus to revive a faltering economy partly via subsidy programmes.Local EV champion BYD, which could have outsold Ford and Honda globally in 2024, has been offering discounts of up to 11.5% on two modelsone hybrid and one EVsince December.Tesla, which sparked the price war last year, has extended a 10,000 yuan discount on outstanding loans for its best-selling Model Y in China until the end of this month.Sales of EVs and plug-in hybrids, known collectively as new energy vehicles (NEVs) in China, surpassed 10 million units last year, thanks to government-subsidized trade-ins of up to 20,000 yuan apiece for NEVs.Nonetheless, autos-related retail sales contracted by 0.7% year-on-year in the first 11 months, versus a 3.5% increase in Chinas total retail sales, official data showed, pointing to the impact of price cuts.($1 = 7.2993 Chinese yuan renminbi)Reporting by Qiaoyi Li, Zhang Yan and Brenda Goh. Editing by Mark Potter

The U.S. Food and Drug Administration (FDA) is alerting the public via its recall website about a voluntary advisory issued by Braga Fresh for a batch of Marketside Broccoli Florets sold at Walmart stores across 20 states. The precautionary advisory was issued due to potential contamination withListeria monocytogenes, a harmful bacteria that can pose serious health risks. Heres what to know: Which product was impacted?Braga Fresh, the company behind the product, said the advisory impacts a single production lot of its 12-ounce bags of washed and ready-to-eat broccoli florets. The potential for contamination was discovered during random sampling by Texas Health & Human Services from a Texas store location where one of multiple samples yielded a positive test result, the company said.Where was the product sold?The advisory states that the product was sold at Walmart, with distribution to stores in: AlaskaArkansasArizonaCaliforniaColoradoIdahoIllinoisIndianaKentuckyLouisianaMichiganMontanaNevadaOhioOklahomaOregonTexasUtahWashingtonWyoming It does not apply to any other Marketside or Braga Fresh-produced products.The company is urging consumers to discard any affected products they may have, particularly if they have frozen them for later use.What specific product details should I look out for?Brand Name: MarketsideProduct: 12 oz. Bag of Broccoli FloretsUPC Code: 6 81131 32884 5Lot Code: BFFG327A6Best If Used By Date: Dec. 10, 2024Retailer: WalmartIs this a recall?The company is using the term advisory, not recall. The product in question is no longer in stores. However, consumers may have frozen the item for later use, according to the advisory. The best if used by date is December 10, 2024.Are Listeria infections on the rise?Listeria infection, which can lead to severe symptoms such as fever, nausea, abdominal pain, and diarrhea, poses a particular risk to vulnerable populations, including pregnant women, the elderly, and those with weakened immune systems. In pregnant women, Listeria infection can cause miscarriages and stillbirths.Listeria outbreaks are becoming more frequent, with experts citing several factors contributing to the increase. Darin Detwiler, a food safety adviser and professor at Northeastern University, told Fast Company earlier this year that the food system has grown more complex in recent decades, driven by globalization and demand for fresh and ready-to-eat products. He warns that these products skip consumer preparation steps, which means any contamination that happens earlier in the supply chain can reach consumers directly. Additionally, technologies like vacuum-sealing, meant to extend shelf life, can create conditions where pathogens like Listeria thriveWhat if I have this broccoli in my freezer?Do not consume it. Throw it way immediately. For additional information, consumers can contact Braga Fresh at 877-456-7445 or by email at WeCare@bragafresh.com. The FDA continues to monitor the situation, and no further updates have been provided as of this time. So far, no illnesses associated with the product have been reported.

As the year 2024 comes to an end, Im looking back and thinking about what a marketers calendar looked like. Given the pace of culture, its measured less in months, days, and weeks, and more in hours. Yet there are moments and events that anchor so much brand activity, from the Super Bowl, to the Olympics, sports playoffs to award shows. Meanwhile, there are the constant cultural moments created by an always-on audience that brands are both excited and terrified by. Oh, and then there was a major U.S. election and the continued rise of AI. Pretty mellow year, all told, right?The role of the chief marketing officer is ever-evolving, and often bespoke to the company and brands with which they work. But the job has become more complicated, and its a crucial linchpin to commercial growth and success. In order to succeed, marketing execs must continuously straddle the growing collection of media and platforms to elevate their brands cultural resonance, and connect to audiences.We recently announced our inaugural Brands That Matter CMOs of the Year list, so there may be no one better to talk to than these marketing execs at the top of their game. I asked nine of them about lessons from the past year, issues to face in the coming year, and what will be the biggest development or shift marketers and brands can expect in 2025.Lessons from 2024Trust is everything, and the benefits of trust compound exponentially. Our DoorDash-All-The-Ads campaign benefited from an extraordinarily high level of trust, developed at warp speed and in real-time. Given that it was novel, we had to trust that we could pull it off, the business had to trust that it would deliver, and we had to trust every advertiser in the Super Bowl with our idea and have them do the same with usversus the standard practice of everyone holding their cards incredibly close to the vest. When in doubt, trust. DoorDash CMO Kofi Amoo-GottfriedThinking expansively, pushing the boundaries and stretching the limits. No one fits into any one box. You can love red lipstick and heavy metal, you can excel at STEM and be a sports fan, you can be purpose-led and results driven. My vocabulary centers around and and all, not or. And thats how were fueling our disruptive marketing engine, expanding our unaided brand awareness from 13% in 2020 to 33% in 2024. The progress were making is exceptional and the e.l.f.ing limit does not exist. E.l.f. Beauty CMO Kory MarchisottoBecause of the divisiveness in the country, there was a lot of fear and concern coming from marketers about communicating anything that might come off as political or leaning one direction or another. I think we all learned the brands that stayed consistent with their core values won out. At the NFL, we chose not to abandon or shrink our core programs that were focused on being a force for good, and ultimately, we will come out of 2024 with a stronger brand. National Football League CMO Tim Ellis This year we saw that focus really matters. Too often as brands we try to be all things to all people and miss the beauty of focus. The simplicity in doing a few things in extraordinary ways made a significant difference in our ability to break through, resonate deeply, but more importantly, actually make meaningful change around the issues we focused on. Whether those were customer experiences, product enhancements, or marketing platforms we cared about like continual change in the space of womens sports. Our focus allowed deeper levels of investment, a more concentrated presence and more authenticity in our actions. Ally Financial CMO Andrea BrimmerMost significant issue of 2025Theres this fascinating tension between change being hard and something that humans are psychologically averse to, and operating a high-growth business within the context of the dramatically accelerated technological, economic, and societal shifts weve seen over the past few years. So, in many ways, I believe the most significant challenge is building a resilient, agile, and creative organization that can adapt and evolve at the pace of culture, and to do this without losing a sense of ourselves or what were trying to accomplish. DoorDash CMO Kofi Amoo-GottfriedWe will continue to strike the right balance between leaning into technical innovations and data-powered marketing with high creativity and working to make people truly feel something from our communications. Its never been so important to encourage and drive toward emotional storytelling. With increasing focus on efficiencies and marketing attribution for every dollar spent, we need to have the courage to continue to create high-impact marketing that will break through and achieve an emotional connection with our fans. National Football League CMO Tim Ellis The most significant issue next year will continue to be the relentless pace of technology evolutionparticularly AIand the pressure to implement more holistically across the marketing ecosystem. AI is infiltrating literally every aspect of marketing from creative development, to consumer segmentation, to process and operations. The pressure to pick up the pace, find real efficiencies and drive great value never abates for marketers. Those that are not rapidly ideating and implementing around AI will start to get left behindwait and see is not a mode we can be in anymore. I believe the pressure for greater adoption and utilization will be significant for marketers.Ally Financial CMO Andrea BrimmerThe social landscape is evolving: changes in ownership of platforms, the regulatory landscape, even threats of platforms getting banned altogether. Of course, its pushed our marketing team to adapt, add new platforms to our mix, and find the up and coming spaces. But the creativity that bubbles up on these platforms is a big inspiration for me and the work I lead. Tapping into the collective storytelling in these spaces helps me understand what people are excited about, and it helps me think about how to connect with our viewers. If these platforms were to go away, it would be a loss to the broader creative community. Tubi CMO Nicole ParlapianoTalent. Today, marketers have to be tech-savvy, data savvy, financially savvy and marketing savvy in the traditional sense. Right- and left-brained thinkers. This is very hard to find, and the most important thing we can do as leaders. And, for our current teams, its essential that we focus on upskilling and reskilling so that they are equipped to navigate an ever-complex world. Our people are the brains, and the heart, behind everything that we do. Mastercard CMO Raja RajamannarBiggest 2025 development for marketersAI will continue to be a huge deal, not just because it will change how we work, but because it will put a premium on developing and delivering truly original creativity. Good enough content and storytelling will be commoditized and no longer good enough to drive differentiation, which will require us all to find that next gear. DoorDash CMO Kofi Amoo-GottfriedTheres no question that every marketer is now focused on how to manage the opportunities with AI. Like any new technological innovation, we will all need to determine how to harness its power and potential, without allowing it to mute or lessen big new ideas and creativity. We will certainly do everything we can to take advantage of the opportunities with AI as it relates to speed, distribution of messages and data, but we will also continue to embrace big, bold ideas that are truly new and innovative. NFL CMO Tim EllisWe have entered a period of constant change and disruption, which creates an opening for innovative and fearless marketers. The rapid pace of new technology provides a tremendous opportunity for enhanced marketing campaigns, more personalized messaging and additional cutting-edge efforts across all marketing mediums, but marketers must embrace innovation and be unafraid in the face of change. Disney chief brand officer Asad AyazThe culture chasm will continue to widen and navigating cultural relevance will be trickier than ever for brands and marketers. We are witnessing unprecedented changes in consumer sentiment, attitude and behavior. The political and societal divide is moving in highly bifurcated directions The notion of showing up in culture, so central to brand relevance the last several years, is becoming more complex to define. Many brands will struggle and get it wrong in 2025, underscoring the importance of authenticity in each brand action and alignment with what shareholders, employees and customers expect from your brand. Ally Financial CMO Andrea BrimmerIn our sector, next year presents a double-helix dilemma. Its the first year since the pandemic when releases will be back to capacity, while at the same time people are attending fewer movies. The competition to stand above and apart with every title will be intense. Universal Pictures CMO Michael MosesGenerative AI will continue to be a hot topic as marketers determine how they can thoughtfully apply it, not only to make processes more efficient, but also in an attempt to personalize content. I am energized and excited about what were doing at American Express, as we focus on how to use Gen AI to make our colleagues more productive, enhance data protection, and improve many experiences for our customers. American Express CMO Elizabeth RutledgeWe began with AI, progressed to Generative AI, and are now entering the next transformative phase: agentic AI. This is the game changer. Unlike traditional or Generative AI, where you ask for answers and then act on them yourself, agentic AI takes care of everythingfrom providing recommendations to executing tasks on your behalf. For instance, instead of merely suggesting the best flight options, the AI agent will book them for you. This shift has profound implications for the convenience of consumers, as they delegate decision-making to AI. For marketers, its imperative to adapt, remain relevant and find ways to integrate into this evolving purchase funnel. Brands must ensure they are the preferred brandnot only for consumers but for their AI agents. Mastercard CMO Raja Rajamannar