April 19, 2021
With its name change having become official Monday, Cantaloupe Inc. is looking to start a new chapter in the company’s history as it embarks on a strategy to penetrate new segments of the unattended retail market and grow its business internationally. As part of the change from USA Technologies Inc., which was first announced in
November, Cantaloupe relisted its ticker symbol on the Nasdaq exchange as CTLP.
One of the driving factors behind the name change, says Cantaloupe chief executive
Sean Feeney, who was named CEO in May 2020, was a desire to put the negative baggage associated with the USAT brand in the rearview mirror and reboot the company’s image. USAT’s brand had been tarnished by a series of missteps, including a delay in filing its annual report in September 2018, while its board of directors investigated customer contracts and how business was booked. The company even engaged in a proxy fight with its largest stockholder.
A Global Tipping Point for Reining In Tech Has Arrived
Never before have so many countries, including China, moved with such vigor at the same time to limit the power of a single industry.
Credit.Sally Thurer
April 20, 2021, 5:00 a.m. ET
Now the European Commission plans to unveil far-reaching regulations to limit technologies powered by artificial intelligence.
And in the United States, President Biden has stacked his administration with trustbusters who have taken aim at Amazon, Facebook and Google.
Around the world, governments are moving simultaneously to limit the power of tech companies with an urgency and breadth that no single industry had experienced before. Their motivation varies. In the United States and Europe, it is concern that tech companies are stifling competition, spreading misinformation and eroding privacy; in Russia and elsewhere, it is to silence protest movements and tighten political control; in China, it is some of both.
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For most of the industry s life, retail had a plentiful supply of labor for critical tasks that was absolutely free. The source of that unpaid labor? Customers.
Shoppers drove the last mile to and from their house to the nearest distribution hub (in this case a store). They paced the aisles and picked the merchandise from the shelf. They walked products from shelf to point of sale and then to their car before driving off, perhaps to another store.
It was a sweet deal for the retailer, which also drew a major marketing benefit from the perpetual billboard of a storefront. Among all the other things that COVID-19 has upended, that operating model too now might have changed to a large degree, forever.
Expert: Why mobile brands need cohorts
There is a wealth of customer data in the digital space, both in mobile and desktop, but with more and more consumers opting out of data collection many brands are wondering what to do next. The answer could be as close as their own information about that consumer - and that is where cohorts come in.
Kristina: What are cohorts in the data space?
Todd Wooten, President & Founder, VRTCAL: Cohorts have been around for a long time because on the demand side the advertisers have placed consumers in cohorts through the availability of identifiers like cookies and device IDs. For example, specific consumers can be identified via device IDs as being in the cohort for those who have an interest in sporting goods with a purchase intent because they have shopped online for running shoes on an unrelated website. Moving forward, cohorts are being discussed as a way to offer anonymous moments at the level of the user with first-party, context and devic