Articles by Bill
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Why AT&T's acquisition of Warner Media was doomed
Why AT&T's acquisition of Warner Media was doomed
AT&T’s recent decision to sell Warner Media was high on drama, but not a great surprise in itself. Prior to AT&T’s…
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Bill Carr shared thisAs an Amazon alum and Worldreader board member, I appreciate Amazon Web Services' (AWS) support, which helps us amplify BookSmart Readers, enabling us to get more families reading. Thank you, Jeffrey KratzBill Carr shared this📢 I am excited to kick off AWS Nonprofit Generative AI Week next week! Join us for an immersive learning experience designed for nonprofit leaders, technologists, and innovators exploring how generative AI can accelerate their missions. There are some awesome speakers: Miko Santos Rebecca Chandler Leege Brian McGarvey Tanuja Korlepra Amy Whittaker Shaye Moessner Scott Morris Rafia Tapia Register here👉 https://lnkd.in/g3CPPEVC
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Bill Carr posted thisOne of the most important parts of Amazon’s hiring process happens after the interviews are over. It is called the debrief, but it isn’t just a recap of “How it went.” It’s a data synthesis meeting that determines if the candidate raises the bar. Debriefs are ideally scheduled for the same day or the day after the candidate’s interview loop occurs. The time between loop completion and debrief completion, measured in hours and days, is one of the process metrics that should be tracked along with every step of the hiring process. More time between each step in the hiring process reduces the quality and fidelity of the information recall of the interviewers, degrades the quality of the candidate experience, lengthens the time to close open requisitions, and reduces the odds of landing the best candidates (because they are interviewing with multiple companies). Added time is a lose-lose-lose-lose. The required pre-work for the meeting is for each interviewer to complete and submit their written candidate assessment, which includes their vote (e.g., "inclined" or "not inclined” to hire). Interviewers failing to complete the evaluation on time is a constant source of delayed or ineffective debriefs. Once the assessments and initial votes are all complete, the meeting begins and follows a fixed structure: 1) Everyone reads all interview assessments independently. (5-10 minutes) 2) Everyone re-votes based on the assessments 3) Discussion 4) Decision One of the challenges in this process is the revote in step 2. People are often reluctant to change their vote because they feel that they are admitting they “got the answer wrong the first time.” This is not the case. It is perfectly normal to change votes in either direction after reading all of the assessments. In my experience as a Bar Raiser, I found it necessary to encourage people to change their vote and to point out that there is zero shame in doing so. In most cases, the vote is split between inclined and not inclined. This is when the Bar Raiser’s job begins in earnest. As the Bar Raiser in this situation, I would write two columns on the whiteboard: reasons to hire and reasons not to hire. Based on the written assessments, I would list each principle in the appropriate column. Then I would ask the group, "Does anyone think that any of these principles are not in the right column?" or "Does anyone have any data that suggests that one of these belongs in a different column?" In other words, “Does anyone think that the candidate has been assessed incorrectly in any of these principles?” This leads to discussions about various principles and whether the examples cited suggest that the candidate’s work is above or below the bar for the given principle. The Bar Raiser’s role is to manage and facilitate this discussion. (cont. in comments)
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Bill Carr posted thisBias is bad. As a leader, you should be looking to eliminate it from any decisions. In every hiring process, three deadly biases can thwart organizations from making the right hiring decisions: the urgency bias, the confirmation bias, and the personal bias. 200,000 years of programming, which helped us survive in small hunter-gatherer tribes (e.g., rapidly identifying friends from foes), have left us with behaviors that are counterproductive in the modern world. We need to be aware of our own biases so we can protect against them in the hiring process. 1) Urgency Bias Every hiring manager and recruiter has urgency bias. They can’t help it. They need to fill open requisitions as fast as possible to meet objectives. By definition, they are in a hurry. This bias causes hiring managers to lower their bar and sacrifice quality for speed. Every experienced manager I know (including me) has made this mistake several times. 2) Confirmation Bias Confirmation bias is when you seek to conform to or confirm an opinion that has been expressed. For example, when a senior leader expresses their view on a topic and you change your opinion to be more like theirs. In hiring, this confirmation bias shows up in almost every step. For example, when you are one of multiple interviewers on the loop, and another interviewer tells you their impressions of the candidate before you interview them. When you go to interview the candidate, you walk into the room (or Zoom) with an expectation that the candidate is bad or good, depending on what you heard before. That means you are biased. A candidate’s resume causes you to form an initial expectation of the person, so you will naturally look for ways to confirm that initial impression in the interview. In the first 5 minutes of an interview, based on the initial impression, you have subconsciously formed a hire or no-hire bias for the candidate. 3) Personal Bias We all have personal biases. They are formed based on the differences in our individual life experiences. The methods and cultures of our prior companies, industries, leaders we previously worked for, and our functional expertise all affect our views. With respect to hiring, I’m sure you have heard experienced leaders express their beliefs through statements like: “I like to hire people with grit and a willingness to work hard.” “I value competitive spirit, so I recruit and hire accomplished athletes.” “I look for people who are highly intelligent, detail-oriented, and hungry to succeed.” These preferences are all versions of bias, and they don’t necessarily lead to the most productive hires. If every manager is free to rely on their individual view for each hiring decision, cults of personality, randomness in the culture, and politics will follow. The Bar Raiser process goes to great lengths to counteract each of these biases. You can learn more about Bar Raiser hiring here: https://lnkd.in/gyg8ThGc
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Bill Carr reposted thisBill Carr reposted this💡 Behind some of the most transformative innovations in EdTech are women who have been building with impact at the core from day one. Today, we celebrate the leadership of Rebecca Chandler Leege CEO of Worldreader and Ingrid Fallrø Skrede, Co-Founder and CMO of Ludenso 👨👩👦 Worldreader is an international tech nonprofit organization focused on parent/caregiver-led reading to young children to improve educational outcomes and future earning potential. https://lnkd.in/dufWRGwX 📚 Ludenso is a leading EdTech driven by the mission to bring books to life with artificial intelligence and augmented reality. https://lnkd.in/dabPKURY Join us in amplifying supporting more #women-led #impact in #EdTech!
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Bill Carr posted this“The knowledge worker does not produce something that is effective by itself. He does not produce a physical product--a ditch, a pair of shoes, a machine part. He produces knowledge, ideas, information. By themselves these "products" are useless. Somebody else, another man of knowledge, has to take them as his input and convert them into his output before they have any reality. The greatest wisdom not applied to action and behavior is meaningless data. The knowledge worker, therefore, must do something which a manual worker need not do. He must provide effectiveness. He cannot depend on the utility his output carries with it as does a well-made pair of shoes.” >> Peter Drucker, The Effective Executive I re-read the first chapter of the Effective Executive this morning. Like everything Drucker wrote, the book is overflowing with insights. This passage caught my eye because it so thoughtfully captures one of the most common mistakes among knowledge workers, which is that they conflate activity with productivity. They focus on volume and how hard they and the team are working by counting the… - number of new features - number of events hosted - number of social media posts - number of presentations - number of contracts negotiated etc. And let's not forget the number of hours worked per day as the ultimate proxy for “hard work.” Don’t get me wrong, each one of these items should absolutely be measured: they are controllable inputs. But metrics of gross volume are only valuable if and when they are coupled with measures of effectiveness related to cost, revenue, speed, or quality. The reason is that effective output is what truly matters in the end. For example, would you rather launch 10 new features per year at $100,000 of incremental revenue per feature (more volume/activity) or 5 features per year at $1 million of incremental revenue per feature (more value)? The lesson is simple but often overlooked – effectiveness is derived not from the volume of output but from making affirmative choices about what to do and what not to do. Make sure that you have a proven, scalable, and repeatable process for making those decisions is what will lead to continuing success. As Drucker states later in the chapter: “Knowledge work is not defined by quantity. Neither is knowledge work defined by its costs. Knowledge work is defined by its results.”
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Bill Carr posted thisEffective onboarding of new leaders is often overlooked. A structured process is essential during the first 30 days. Here is the exact process I used to onboard new leaders at Amazon and elsewhere. This process was a tool for the new leader, but it was also a tool for me to assess their likelihood of long-term success. It is simple, but shockingly accurate. Here it is. The first few days included a deluge of key documents to read (especially the annual operating plan for the business unit) and back-to-back 1:1 meetings and introductions with team members and relevant partners. At the end of the first week, I would give the new manager their first assignment, which is to spend the first 30 days in assessment mode. They were to assess the “Who/how/what” of their organization. At the end of the 30 days, they would complete a written memo with their assessment and review it with me 1:1. I made sure to set the appointment for the meeting on the calendar right when I gave the assignment. In this written assessment, they needed to evaluate: Who: What is the current org structure? Who are the current members of the team? Which aspects of the org structure and people on the team do they want to keep, and which need to be changed? How: What are the major processes the team uses to do their work today? Which do I wish to keep, change, or eliminate? What: What is the current operating plan and goals for the organization, and which elements do I propose to keep, change, or eliminate? This assignment meant that rather than asking them to jump in and start “doing”, I was giving them space and time to learn, assess, and get a complete picture. This was for their benefit, so they could use this space and time to determine an overall direction and, based on that direction, decide on the most important actions they needed to take. Another benefit is that it meant that they needed to make decisions about the people in their org and take ownership of their choices. Too often, I have experienced new leaders who, for months after their arrival, will fall back on the refrain that “ Well, I can't get anything done here because the team I inherited is no good.” An assessment forces them to take ownership of the team — no excuses after 30 days. Leaders whose assessments were insightful, clear, and decisive generally went on to do well in their Amazon careers. In contrast, those who did not perform well, did not take the assignment seriously, or who were always pushing back the date to review their assessment, rarely went on to excel in their roles. In other words, the process served two goals: it was an effective method to onboard and get leaders off to a strong start, and it served as an early indicator of success or failure in the hiring process (see my prior post on hire slow, fire fast).
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Bill Carr posted thisBehavioral interviews help predict performance by uncovering how a candidate has acted in real situations rather than relying on their hypothetical responses. This is why Amazon and other top companies rely on this method. They evaluate the candidate in terms of: → What did they do when presented with a new challenge? → How did they handle it when leadership asks them to change directions rapidly? → How did they react to their and others' mistakes? → How did they influence their team, peers, and leadership on a critical strategic decision? Behavioral interviews allow you to collect data on how a person has led, managed, and acted in the past. Understanding how the candidate has acted in the past gives the interviewer the best insight into how they will react to similar situations in the future. Behavioral interviewing also sheds light on how the candidate thinks and on the depth of their functional skills and knowledge, so it does not sacrifice any of the key elements of hypothetical interviewing. Done right, behavioral interviewing shows both how a candidate acts and how they think. When conducting behavioral interviews, you want each question to reveal a past action in detail. It is a probe for depth. Good behavioral questions start with phrases like: → "Tell me about a time when…" → "Give me an example of…" → "Describe a situation where…" For example, if assessing leadership, you would ask something like "Tell me about a time you proposed a new direction to your team or to your manager." Some more general examples: ”Tell me about a time when you were faced with a complex problem. How did you go about solving it?” “Tell me about a time that you strongly disagreed with your manager about something you deemed to be very important. What was the issue, and how did you handle it?” “Give me an example of a time when you were tasked to deliver an important project, with limited time and resources.” “Give me an example of when you made a significant improvement to a product or process based on customer data or feedback?” Each of the questions above is designed to elicit an example of the candidate’s work experiences related to an Amazon Leadership Principle. At Amazon, behavioral interview questions map onto the Leadership Principles as an objective means of measuring the candidate’s fit for Amazon. For example, if the principle is “Dive Deep,” you might ask a question like: "Tell me about a time when there was a product or service where there was an operational error. How did you go about resolving the issue?" The goal is to both uncover the actions they took and understand their thought process. A strong answer will explain how they recruited others to engage from inside and outside their organization, demonstrate their analytical and methodical approach to gathering data, and show how they made decisions. (cont. in comments)
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Bill Carr posted thisI spent 15 years at Amazon and watched the Bar Raiser program go from a quirky internal concept to one of the most powerful tools in the company. It is so effective because it injects skilled experts into a process typically dominated by people who are not good at interviewing and hiring. Most managers are bad at interviewing and making hiring decisions because they don’t do it very often. While there are no hard and fast numbers on this, the data suggests that the average corporate manager makes one hire per year. But for the sake of discussion, let’s be generous and say they make five hires per year. Think about that. Can you name any trade, skill, sport, or subject where one gains even basic proficiency if they do it just five times per year? If you were sick and needed surgery, would you want a surgeon who performs five surgeries per year, or five per day? The point is, it is not possible to be great at something that you rarely practice. When I was a Bar Raiser at Amazon, I interviewed up to three to five times per week. With practice, I got better and better. I took my craft seriously. The more repetitions I got, the better I got at both conducting interviews and evaluating talent. A Bar Raiser brings skill, judgment, and neutrality because they come from outside the hiring team. Their job isn’t to help a manager fill a seat; it’s to help the broader company add talented leaders who will thrive in the culture and stay for many years. Over time, the Bar Raiser program creates a virtuous cycle. Great hires raise the bar, raising the overall level of the company. Then, some great hires become Bar Raisers and repeat the cycle. To learn more about this process, check out our course on Bar Raiser Hiring Mastery: https://lnkd.in/gxmsCiZq
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Bill Carr posted this“Hire slow, fire fast” is common advice, but in practice, most leaders struggle to follow this advice. Typically, leaders are in a rush to fill open roles, and then they hang on to struggling employees for too long. Whether a manager is backfilling a current position or creating a new one, leaving the position open can feel costly because it slows down progress toward operating goals. So, making the hire feels urgent. This urgency often causes managers to settle for the best candidate they have found so far, rather than waiting until they find a great hire. Then, the new hire underperforms, and this underperformance is even more costly for the company than the open position was. However, rather than taking swift action, most managers either take no action or are slow to act. There are three ways this happens: 1. For newer managers, the challenge can be that they do not realize when it is necessary to fire a person. 2. The manager may realize that the new hire is struggling, but will delude themselves that the problems aren’t so bad or that, with time, they can train and fix the person. 3. The manager realizes that they have made a mistake but is hesitant to act. Throughout my career, I have succumbed to all three of these traps and have seen many others do the same. Why is this problem so pervasive? Managing people is a personal and emotional task. History is full of examples of great leaders making bad decisions because their emotions clouded their judgment. In this case, we seek to avoid the emotional pain of: a) admitting that you made a hiring mistake b) thinking about the pain you will inflict on the affected individual to be fired, and c) going backwards — reverting to an empty position that needs to be filled. While coaching and mentoring can be helpful, they cannot transform someone’s fundamental weaknesses or flaws into strengths. When the manager finally does fire the person and fills the role with a strong performer, the conclusion is always the same: “I should have acted sooner.” To hire slowly at Amazon, we used the Bar Raiser process (and they still use it to this day). I have written extensively about the process in other posts so that I won't go into depth here. The Bar Raiser process addresses the three deadly biases inherent in any hiring process: personal bias, confirmation bias, and the bias of urgency. When it comes to firing fast, the first step is to nail the two fundamental skills of people management: 1. Clearly document and communicate the responsibilities and goals to your direct reports 2. Deliver clear, real-time, actionable feedback in weekly 1:1s. When these are done right, both parties are clear on where things stand and what needs to improve. But even when managers do this, they may still resist firing someone who’s not performing because of the emotional toll and sunk cost fallacy. (cont. in comments)
Bill Carr replied to a comment
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Kevin Howren I would be speculating as to why this is such a strong indicator but my best guess is that it requires them to have clarity of thought, the ability to identify the most important problems and opportunities both of which are required skills for successful leaders.
Bill Carr commented on a post
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This process in itself does not produce the answer. An effective debrief and discussion helps the hiring manager make a better hiring decision. The Bar Raiser is there as a stopgap — they have the power to veto a hiring manager’s decision to hire, but I never saw this happen. The Bar Raiser adds value by leading the debrief discussion, not vetoing hires.
Learn more by taking our new online course: https://workingbackwards.com/bar-raiser-hiring-mastery/
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Bill Carr liked thisBill Carr liked thisModest Swagger~ Flying home from Dublin after watching the Steelers play with two great friends (Ben Kline & Jason Kleve), we spent much of the trip talking about our kids. Those conversations always bring me back to what really matters — the lessons we try to model, not just the ones we say out loud. On the flight, I threw on a sweatshirt that reflects something I’ve always wanted my daughters, Austyn Davis and Reilly to understand. You need some “Swagger” in life — confidence, belief, and the willingness to step forward boldly. But it’s just as important to balance that with humility, kindness, and a healthy dose of modesty. I’ve tried to carry the same principle into work. When we’re in front of a Neighborly® customers, it’s vital we project unwavering belief in our products, brands, our services,and the value each franchise owner brings. But belief without first class service doesn’t connect. The magic happens when confidence meets customer-centricity, when your strengths are wrapped in true modesty. Everything communicates! #modestswagger American Airlines Pittsburgh Steelers #friends #daughters #franchise #franchising
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Bill Carr liked thisBill Carr liked thisWe'd like to extend a huge thank you to Alex Honnold, Peter Metcalf and the whole Black Diamond Equipment team, as well as our incredible sponsors for an amazing conversation this morning here in Lander, Wyoming. Alex shared moments from his iconic Free Solo climb, to musings on the intersection of fatherhood and climbing, to learnings on tough endeavors. Peter reflected on nearly 60 years of climbing after his 1971 NOLS course, his creation of Black Diamond Equipment, and what he still finds gratifying about the sport of climbing. NOLS and Black Diamond share a longstanding and fruitful partnership, and we are deeply grateful for the continued collaboration and shared commitment to leadership, adventure, and the outdoors. #NOLSedu #NOLS60th
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Bill Carr liked thisBill Carr liked thisI've never worked in grocery retail before starting RedMart. And now I'm building kids' educational games without a background in education or gaming. Some might call this foolish. I call it my competitive advantage. When I moved to Singapore in 2010 and tried ordering groceries online, I was shocked. Coming from NYC where FreshDirect delivered to my door, Singapore's e-commerce options were far behind. Every local told me the same thing: "Singapore is so convenient - supermarkets everywhere lah! Why would anyone order online?" But convenience is relative. Something's only convenient until something more convenient comes along. They also said: "Everyone has a helper, just send them to shop." Really? Click a few buttons vs. sending someone on a 2-hour errand? The insiders couldn't see it. They were too close to the problem. I was so naive about the logistics nightmare of delivering fresh food that I actually started the company. If I'd known what I was getting into, I probably would've run away :) That naivety? It let us reimagine grocery shopping from first principles. $650M in revenue later, RedMart is thriving under Alibaba. Turns out being too naive to know you can't do something is sometimes exactly what you need. The pattern repeats with my new startup, Nurture. When I told educators we could teach 4-year-olds financial literacy through animated, interactive adventures, they looked at me like I was crazy. 'Kids that age can't understand money concepts!' Sometimes the best person to solve an industry's problems is someone who doesn't know what's "impossible." What industry could you disrupt as an outsider? Nurture
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Bill Carr liked thisBill Carr liked thisIt’s official: I’ve joined Auctane as Chief Strategy Officer. Given my longtime background in tech-enabled growth strategies and logistics, Auctane feels like a natural progression. I look forward to playing a direct role in guiding a company that already powers billions of shipments toward its even bigger targets.
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Bill Carr liked thisLeading with impact requires a talented team. Thank you to the #team bringing BookSmart Reader to hundreds of families throughout the world. #familyreading #ECD Worldreader Rachel Klausner Bill Carr David Risher Elizabeth Wasunna - Ochwa Hermione Ireland Mirtha Vaca-Wilkens, CFRE (she, her, hers)Hubert (Sonny) Lacey Sergio Grau Olivia R. Kimani Angela Riggs Veronica Gutierrez, PHR Erin Anderson WilliamsBill Carr liked this💡 Behind some of the most transformative innovations in EdTech are women who have been building with impact at the core from day one. Today, we celebrate the leadership of Rebecca Chandler Leege CEO of Worldreader and Ingrid Fallrø Skrede, Co-Founder and CMO of Ludenso 👨👩👦 Worldreader is an international tech nonprofit organization focused on parent/caregiver-led reading to young children to improve educational outcomes and future earning potential. https://lnkd.in/dufWRGwX 📚 Ludenso is a leading EdTech driven by the mission to bring books to life with artificial intelligence and augmented reality. https://lnkd.in/dabPKURY Join us in amplifying supporting more #women-led #impact in #EdTech!
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Bill Carr liked thisBill Carr liked this🚨 It’s official! 🚨 The Governor of Wyoming, Mark Gordon, has issued a proclamation declaring September 25–27, 2025, as the NOLS 60th Anniversary Commemoration. Next week, the NOLS community will gather in Lander, Wyoming, our birthplace and home, for a week of reflection, celebration and gratitude. From Paul Petzoldt’s bold vision in 1965 to today, NOLS has grown into a global force in outdoor education and leadership. Our mission has never been more important: to develop leaders the world needs, leaders shaped by wilderness, resilience, and community. We are honored by this recognition from Governor Gordon, and we’re energized by the thousands of students, alumni, instructors, and supporters who continue to carry the NOLS spirit forward. Here’s to the next 60 years of leadership, learning, and wild places. 🌎⛰️🌲 #NOLS60 #Leadership #OutdoorEducation #Wyoming #Momentum
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Bill Carr liked thisBill Carr liked thisYears ago, I left the Bay Area and came home with a simple goal: to build a company that would have a real impact in Canadians' lives. It turned out to be one of the best decisions I’ve ever made. I couldn’t be prouder of Rachel and the Simple Ventures team for carrying that same spirit forward - bringing global solutions to Canada and building impactful, homegrown companies. This funding will accelerate the number of new businesses we launch here at home. A big thank you to our partners and LPs for supporting this work. Onward, team! 🇨🇦 https://lnkd.in/gmq_mAAX‘Bring Canadian talent home’: Tech execs raise $15 million for new homegrown startups‘Bring Canadian talent home’: Tech execs raise $15 million for new homegrown startups
Patents
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Personalized preloading of digital content
Issued US 9,344,499
Techniques are described regarding providing consumers with devices on which digital content appropriate for those consumers has been loaded, such as digital media player devices or other consumer devices that are able to play or otherwise present digital media loaded on those devices. In some situations, when a consumer orders such a digital media player or other consumer device from a merchant (or other distributor of the device), the merchant preloads a copy of the device with digital media…
Techniques are described regarding providing consumers with devices on which digital content appropriate for those consumers has been loaded, such as digital media player devices or other consumer devices that are able to play or otherwise present digital media loaded on those devices. In some situations, when a consumer orders such a digital media player or other consumer device from a merchant (or other distributor of the device), the merchant preloads a copy of the device with digital media content before delivering that device to the consumer or other specified recipient, such as digital media items that are automatically selected in a personalized manner for the recipient to whom the device will be sent. This abstract is provided to comply with rules requiring an abstract, and is submitted with the intention that it will not be used to interpret or limit the scope or meaning of the claims.
Other inventors -
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Personal remote storage for purchased electronic content items
Issued US 9,111,305
Architectures and techniques are described to provide personal remote storage space for electronic content items acquired (e.g., purchased) by a user of a client device. In some cases, as part of a transaction to acquire the electronic content item, an individual may receive an option that is selectable to indicate a preference to send electronic content items acquired by the individual to a personal remote storage space of the individual. When the option to store the electronic content item in…
Architectures and techniques are described to provide personal remote storage space for electronic content items acquired (e.g., purchased) by a user of a client device. In some cases, as part of a transaction to acquire the electronic content item, an individual may receive an option that is selectable to indicate a preference to send electronic content items acquired by the individual to a personal remote storage space of the individual. When the option to store the electronic content item in the personal remote storage space is not selected by the individual, the electronic content item may be provided directly to a designated computing device of the individual.
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Annotating content with interactive objects for transactions
Issued US 8849945
Adding interactive objects to content having a timeline at user-identified positions in the timeline. During subsequent rendering of the content, the interactive objects are presented to a user at the identified positions. The interactive objects represent an opportunity for the user to render additional content or perform a transaction. In an embodiment, compensation is generated as a result of performance of the transaction.
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File system merchandising
Issued US 8635120
Disclosed are various embodiments that provide file system merchandising. A file service maintains file systems associated with file service accounts. When accessing content of the file system through a network page, the network page includes a merchandising recommendation that is based at least in part upon characteristic information associated with the requested content. The merchandising recommendation may also be based at least in part upon account behavior history associated with the file…
Disclosed are various embodiments that provide file system merchandising. A file service maintains file systems associated with file service accounts. When accessing content of the file system through a network page, the network page includes a merchandising recommendation that is based at least in part upon characteristic information associated with the requested content. The merchandising recommendation may also be based at least in part upon account behavior history associated with the file service account. A link may be included in the merchandising recommendation to initiate previewing of at least a portion of a recommended item and/or to initiate acquisition of the recommended item.
Other inventors -
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Personalized preloading of digital content
Issued US 8370216
Techniques are described regarding providing consumers with devices on which digital content appropriate for those consumers has been loaded, such as digital media player devices or other consumer devices that are able to play or otherwise present digital media loaded on those devices. In some situations, when a consumer orders such a digital media player or other consumer device from a merchant (or other distributor of the device), the merchant preloads a copy of the device with digital media…
Techniques are described regarding providing consumers with devices on which digital content appropriate for those consumers has been loaded, such as digital media player devices or other consumer devices that are able to play or otherwise present digital media loaded on those devices. In some situations, when a consumer orders such a digital media player or other consumer device from a merchant (or other distributor of the device), the merchant preloads a copy of the device with digital media content before delivering that device to the consumer or other specified recipient, such as digital media items that are automatically selected in a personalized manner for the recipient to whom the device will be sent. This abstract is provided to comply with rules requiring an abstract, and is submitted with the intention that it will not be used to interpret or limit the scope or meaning of the claims.
Other inventors -
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English
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Spanish
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