Google and Microsoft have vowed to dam as many as 100,000 search terms commonly linked to child sexual abuse, will show warnings at top of search results for one other 13,000 related search terms.  

The agreement between the pair comes after mounting pressure from politicians and amounts to a U-switch on earlier claims that such filtering was technically impossible, and it isn’t the role of personal industry to police the online.

News of the cooperation between the pair follows an earlier ultimatum from UK Prime Minister (PM) David Cameron to implement such changes or the govt. will impose legislation.

A Daily Mail article by Google executive chairman Eric Schmidt published today (18 November) reads: “We’ve listened – and here’s how we’ll end this depravity.”

Schmidt says Google has put 200 people to work at the initiative and that additionally it is implementing changes to its video-sharing network YouTube to stop child abuse content being displayed there.

He then goes directly to say: “There’s no quick technical fix with regards to detecting child sexual abuse imagery.

“This is because computers can’t reliably distinguish between innocent pictures of youngsters at bathtime and genuine abuse. So we always have to have an individual review the pictures.

“Once this is done – and we all know the images are illegal – each image is given a completely unique digital fingerprint.

The PM hailed the agreement as “significant progress” from the sooner “couldn’t be done, shouldn’t be done” stances of many web firms, lots of whom claim such measures are detrimental to free speech.

However, the federal government did add that it’s going to legislate against such companies whether it is not satisfied with the initiative’s progress. 

Google and Microsoft (which controls the Bing and Yahoo se’s) control over 90 per cent of the united kingdom search market, in accordance with data from Experian. 

The revamped packaging retains a similar orange and white colour scheme but adds larger blocks of colour and new product straplines to certain goods to make sure they’re “informative and fun”. Bakery, beauty and health and cooked meat products are some of the first to get the changes.

Sainsbury’s is doing a PR push online to advertise the update, targeting mums on sites reminiscent of Netmums.

Own-brand ranges helped boost Sainsbury’s results for the half-year. The supermarket claims that own-brand sales are growing at twice the speed of branded goods, with its premium “Taste the Difference” range growing at a double-digital pace and reaching £1bn in annual sales.

However, Sainsbury’s says Basics experienced a “marginal sales decline” inside the 28 weeks to twenty-eight September. The variety is facing growing competition from discounters equivalent to Aldi and Lidl, that are competing with the large four over price.

Sainsbury’s is likewise embroiled in a battle with Tesco over its “Price Promise” price-matching service, which compares own brand products, unlike Sainsbury’s “Brand Match” scheme. It has launched press ads to focus on the “values” behind its own-brand products and is looking for a judicial review of the advertising regulator’s decision to reject its complaint about ads for Tesco’s Price Promise.

This is the third of Sainsbury’s own-brand range to get a revamp. It relaunched its premium Taste the adaptation range in 2010 to tap into the expansion of premium products and announced plans to rebrand its core own-label products under a “by Sainsbury’s” banner the next year.

Rivals have also been overhauling their very own-brand ranges, with Tesco relaunching its premium “Finest” line last month and its “Everyday Value” range early last year.

Sainsbury’s is the single big-four supermarket chain to not lose market share over the last year. In accordance with figures from Kantar Worldpanel, it achieved sales growth of four.9 per cent for the 12 weeks ending 18 August, giving it 16.5 per cent of the grocery market.

The firm’s pre-tax profit grew 7 per cent within the 28 weeks to twenty-eight September to £400m, up from £374m a year earlier. Sales from stores open for a year or more, excluding receipts from petrol and VAT, increased 1.4 per cent.

Elio Leoni Sceti, the executive executive of the united kingdom-based manufacturer, is determined to unveil details of the “Creating better meals together’ strategy later today (18 November) in an try to make its brands more appealing to adult diners. He wants the promoting focus to shift from promoting the frozen food ingredients to meals that may be made with its products.

Innovation and sustainability will underpin the revamped strategy, consisting of creating new products and entering new categories corresponding to breakfast, desserts and snacks. Marketing teams are being bolstered to spearhead the shift. Sceti will claim the investment should turn Iglo into an “innovation machine”.

He will add: “If it isn’t large enough to modify consumer behaviour we’re not doing it.”

Iglo’s “Forever Food” sustainability programme would be promoted in future campaigns because the business looks to bring more clarity to provenance inside the wake of this year’s Horsemeat scandal.  

Leoni Sceti adds: “Trust and transparency are important for all food companies. i need to shift consumer perceptions and behavior by changing the shopper view of frozen food from desperation to inspiration. We’re entering a thrilling new era for Iglo Group in order to concentrate on creating better meals together for our consumers.”

To accelerate the shift, the food business will even launch a digital hub where consumers can source recipe ideas and learn more about its new approach. Iglo have been cranking up its use of digital in recent months to capture deeper shopper data and identify more suitable how one can convert online engagement into sales.

“We should properly understand the consumers’ perspective”, adds Leoni Sceti, “They shop for meals, want great tasting food and feature gone digital. Parents have traditionally been the point of interest of our marketing, yet 75 per cent of the population don’t have childrens. We have to change our focus.”.

The company claims it has 30 per cent of the frozen market, but just 1.7 per cent of all food. “That amount is a big opportunity” and means growing top-line sales by 10 per cent a year, not “fattening” profit margins, it adds.

The announcements stem from a shake-up of the company’s €100m pan-European business plan earlier this year that led to Havas Worldwide being appointed to guide its advertising efforts. The Birds Eye owner said on the time it desired to talk about meals not convenience through advertising that turn the freezer from a “source of desperation to 1 of inspiration”.

 The investment comes after Permira, which bought Iglo in 2006, did not discover a potential buyer last year willing to check its €2.8bn (£2.3bn) asking price for the business.

Mon, 18 Nov 2013

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