The Brutalist is predicted to sweep up this awards seasons. It’s nominated in three of the major award categories at the 2025 Oscars – for Best Picture, Best Director and Best Actor. And the movie has already won the big three at the Golden Globes. Directed by Bardy Chavat, it chronicles the life of László…
The majority of the job layoffs will not affect CNN’s well-known employees. CNN will lay off nearly 6% of its overall workforce, approximately 210 people, as it refocuses the business on a worldwide digital audience, CNBC reported. In a memo to employees on Thursday, CNN CEO Mark Thompson said he didn’t expect total headcount to…
January marks the 100th birthday of actor, entrepreneur, and philanthropist Paul Newman. In addition to his catalogue of critically acclaimed films and his successful food business, Newman and the Newman’s Own have donated over half a billion dollars to good causes since he and his longtime friend A.E. Hotchner started Newman’s Own in 1982, ushering in a new model for business and philanthropy.
When Newman passed in 2008, he gifted his for-profit company to the Newman’s Own Foundation, marking the first time that governance of an enterprise had been reversed in this way. In fact, the transfer wasn’t strictly legal at the time, but it became so ten years later when Congress passed the Philanthropic Enterprise Act of 2018, which allowed private foundations to own 100 percent of a for-profit business under certain conditions and it exempted those foundations from excise taxes on those excess business holdings.
Newman’s Own operates on a 100% for Purpose model where the nonprofit owns the food company and 100 percent of the profits and royalties from the sale of Newman’s Own products to the foundation in service of its mission to nourish and transform the lives of children who face adversity. Grantee partners support joyful experiences for children with serious illnesses, nutrition education, school food programs, and Indigenous food justice programs.
Some of the groups that the foundation has supported include: the Food Research & Action Center, a Washington, DC-based organization improving nutrition, health, and well-being of people struggling against poverty-related hunger; FoodCorps, a Portland, Oregon-based organization creating a future in which every child, in every school, experiences the joy and power of food; and Wellness in the Schools, a New York-based organization that teaches children healthy habits to learn, live and thrive.
Newman’s Own Foundation also supports SeriousFun Children’s Network, a network of summer camps for children with serious illnesses, the first of which was founded by Newman in 1988.
“When I was a counselor at the first SeriousFun camp more than 30 years ago, Paul Newman visited the camp almost every week to simply be with the kids. He always showed the same kind of generosity of spirit, humility, and appreciation for puckish fun that the children showed,” said Blake Maher, CEO of SeriousFun Children’s Network in an email message to this writer. “When Paul set out to create the camp, he instinctively understood what science now proves, that positive childhood experiences can mitigate the negative impacts of traumatic childhood events, such as serious illness. Visionary that he was, Paul got that, stepped forward, and changed the lives of millions of kids.”
Additionally, Indigenous people in the United States experience significantly higher rates of chronic disease and diet-impacted conditions, such as diabetes, chronic kidney disease, heart disease, and obesity. Native populations are also twice as likely to face hunger than other non-native populations.
Some of the nonprofits that the Newman’s Own Foundation are supporting to combat these issues include: Dream of Wild Health, a Minneapolis-based organization that works to restore health and well-being in the Native community by recovering knowledge of – and access to – healthy Indigenous foods, medicines, and lifeways; Zuni Youth Enrichment Project, a Zuni, New Mexico-based organization promoting resilience among Zuni youth, and connecting them with Zuni traditions; and Feed Seven Generations, a Enumclaw, Washington-based organization revitalizing the health and wellness of tribal communities by amplifying the voice of Native people, reconnecting them to ancestral community health practices, and elevating land management strategies.
As part of Newman’s legacy, the 100% for Purpose model is being embraced by other companies and organizations. For example, Patagonia recently announced that its only shareholder is the Earth, and it established a perpetual purpose trust taking ownership of 100 percent of Patagonia’s stock. Patagonia issues dividends to the trust, which are then distributed to environmental initiatives. Humanitix has launched a ticketing platform that’s 100% for Good, and Michael Bloomberg has said that he will donate his stake in Bloomberg LP to Bloomberg Philanthropies at his passing or sooner. At the same time, other actors such as Hugh Jackman (Laughing Man Coffee) and Kevin Bacon (SixDegrees) have credited Newman with inspiring their own business and philanthropic work.
“Paul Newman’s legacy in creating the Newman’s Own ‘Give It All Away’ model was radical 40-plus years ago, and it continues to be incredibly unique today,” said Alex Amouyel, president and CEO of Newman’s Own Foundation in an email message to this writer. “He and Newman’s Own have inspired a whole movement around 100% for Purpose organizations and we hope others will start or convert their own 100% for Purpose organizations following their footsteps.”
Or as Paul Newman himself once said, “I would like it if people would think beyond Newman, there’s a spirit that takes action, a heart, and a talent that doesn’t come from my blue eyes.”
As it roars back from the pandemic, the cruise industry is offering something for everyone: Families are headed to private islands on megaships replete with roller coasters and planetariums, while retirees are exploring fjords and rainforests on intimate small ships.
These glamorous all-in-one vacations on the seas are not only tempting cruisers in record numbers, they’re also expanding opportunities for passengers to score more upgrades, get better perks and customize their trip to what uniquely suits them.
That’s because cruise lines are offering more ways to make the experience unforgettable, with data and technology that benefit both travelers and the bottom line.
“The cruise industry’s recovery has been remarkably strong, fueled by travelers’ excitement for unique and memorable vacation experiences,” says Danielle Brown, chief marketing officer of Plusgrade, a leading provider of ancillaries for the global travel industry. “What’s particularly compelling is how cruise lines are using this momentum to create experiences that feel truly personal—whether it’s helping guests discover activities they’ll love, enjoy more luxurious accommodations, or make the most of every moment on board.”
Read on to explore how cruisers can get more out of new offerings, and why cruise lines are creating more personalized experiences that generate more value from every journey.
1- Digital concierge
Cruise apps are becoming a traveler’s best friend. With just a few taps, travelers can order poolside drinks, book a spa appointment or find their way to the perfect sunset-viewing spot. Cruise passengers are spending less time waiting and more time relaxing and enjoying their trip.
Through these apps and other channels such as SMS and emails, cruise lines are also delivering personalized recommendations on dining, activities and more designed to make every moment onboard more memorable. Guests can access exclusive offerings, services and activity packages directly on their devices, creating a seamless experience.
“Younger travelers, especially Millennials and Gen Z, are driving demand for unique experiences,” says Brown. “Our cruise study finds that those under 44 are 33% more likely to pay for onboard activities, highlighting how personalization can help deliver the experiences they value most while unlocking new revenue opportunities for cruise lines.”
2- Luxury access
Ever dreamed of upgrading to a suite or balcony cabin without breaking the bank? Cruise lines are making it possible by letting travelers bid on better rooms—a win for both guests and operators’ bottom line.
Plusgrade provides this premium upgrade service to cruise lines, as well as airlines, hotels and passenger rail companies, so they can connect travelers with the inventory they are most likely to want.
Like most travel businesses, cruise lines earn higher profits on their more luxurious accommodations, such as balcony cabins or suites. Unlike hotels, which can turn over rooms nightly, cruise lines must sell out cabins before departure to protect their margins.
This creates unique opportunities for travelers to secure better accommodations at attractive rates, Brown notes.
“Without sophisticated upgrade programs, cruise lines trying to ensure upper categories sail full typically resort to either dropping prices publicly—which can jeopardize future sales—offering free or below-market-value upgrades,” Brown explains. “Neither approach achieves the [optimal] price.”
That challenge grows if demand varies based on factors such as where the ships are located. For example, if a ship spends the summer in Alaska and the winter in the Caribbean, demand for balcony rooms will shift accordingly.
“For cruise lines, each sailing represents a finite window of opportunity. Understanding these trends helps cruise lines optimize their strategies for selling premium inventory,” Brown says. “Enabling cruise passengers to pay for a customized experience through upgrades or other add-ons can overcome [some of the industry’s] challenges.”
3- Upgrade bidding
Travelers who bid on upgrades often find themselves returning for more—not just for the value, but because experiencing a higher cabin tier creates a lasting desire to elevate their journey again. Plusgrade data shows that guests who have bid on past trips are highly likely to want to do so again.
The upgrade process is dynamic: travelers can make an offer shortly after final payment, with the amount that is accepted based on an analysis of current inventory and revenue targets.
Cruise ships often offer a number of cabin upgrade categories, allowing passengers to bid on multiple tiers. It’s a process that tends to be fruitful for travelers, regardless of initial success.
If a cruiser’s bid doesn’t win their desired upgrade, they may still receive a counteroffer closer to departure for a similar or higher-tier option. For example, if a cruiser bid unsuccessfully for a standard balcony cabin, they might later receive an offer for an upgrade to a premium balcony or even a suite that remains available.
As Brown explains, this flexibility not only increases their chances of securing a better cabin, but also offers cruisers multiple chances to get more out of their travel experience.
“Whether through upgrades on charter flights they operate, or by helping guests choose their vacation package, this comprehensive approach recognizes that the cruise experience begins before passengers board the ship, and we work to enhance the entire journey,” she says.
4- Customized options
Like the rest of the travel industry, cruise lines are learning how to help travelers personalize every aspect of their journey to their needs and preferences.
In a 2024 study sponsored by Plusgrade of nearly 2,000 cruise travelers, four out of five said they were open to paying for upgrades when the right deal comes along. Popular options include shore excursions, drink packages, Wi-Fi packages or better rooms.
Plusgrade data also reveals correlations between traveler age and key preferences in cruise durations, expedition types, room accommodations and more. For example, Millennials and Gen Z travelers tend to seek adventure and expedition-style add-on experiences, while Gen X and Baby Boomers tend to be more drawn to classic options like shore excursions.
These insights enable cruise lines to curate experiences that resonate with different demographics, ensuring travelers discover options uniquely tailored to their preferences.
Plusgrade helps its customers translate these insights into actionable strategies that connect cruisers with curated offers and other new ways to get more of what they actually want that, in turn, generate new revenue for cruise lines.
“What’s unique about cruise upgrades is the sheer complexity of categories and revenue considerations—so many variables that processing them manually would be virtually impossible,” Brown says. “Our optimizer solves this for the cruise lines, calculating the ideal mix of upgrades to maximize total revenue for each ship while ensuring a seamless guest experience.”
5- Getting the right offer, at the right time
Cruising is growing in popularity, especially among budget-conscious younger travelers, according to a recent study by J.P. Morgan. Innovations like bidding for ancillaries can help this new wave of travelers take full advantage of all there is to enjoy about cruising, with their unique interests in mind.
Yet, awareness of these opportunities remains limited. A recent Plusgrade survey found that fewer than half of cruisers, or 44%, are aware they can make offers for upgrades, add-ons and services. Fewer still, just 37%, have tried it. This suggests big room for growth, especially among younger travelers who are generally more inclined to give making an offer a try.
“Technology-enabled personalization is key to unlocking untapped potential,” says Brown. “By educating travelers about tools like bidding, cruise lines can enhance guest satisfaction and optimize revenue growth in ways that weren’t possible before.”
As a leading provider of ancillary services, Plusgrade helps cruise lines design upgrade strategies based on their own data about what their customers are looking for, and plan those strategies out so cruisers will get the most out of their experience.
“Data analytics plays a crucial role in helping cruise lines understand and optimize both the guest experience and revenue opportunities,” explains Brown. “By analyzing patterns across demographics, itineraries and seasons, cruise lines can refine their offerings and strategies, paving the way for even more personalized and profitable customer experiences.”
As it roars back from the pandemic, the cruise industry is offering something for everyone: Families are headed to private islands on megaships replete with roller coasters and planetariums, while retirees are exploring fjords and rainforests on intimate small ships.
These glamorous all-in-one vacations on the seas are not only tempting cruisers in record numbers, they’re also expanding opportunities for passengers to score more upgrades, get better perks and customize their trip to what uniquely suits them.
That’s because cruise lines are offering more ways to make the experience unforgettable, with data and technology that benefit both travelers and the bottom line.
“The cruise industry’s recovery has been remarkably strong, fueled by travelers’ excitement for unique and memorable vacation experiences,” says Danielle Brown, chief marketing officer of Plusgrade, a leading provider of ancillaries for the global travel industry. “What’s particularly compelling is how cruise lines are using this momentum to create experiences that feel truly personal—whether it’s helping guests discover activities they’ll love, enjoy more luxurious accommodations, or make the most of every moment on board.”
Read on to explore how cruisers can get more out of new offerings, and why cruise lines are creating more personalized experiences that generate more value from every journey.
1- Digital concierge
Cruise apps are becoming a traveler’s best friend. With just a few taps, travelers can order poolside drinks, book a spa appointment or find their way to the perfect sunset-viewing spot. Cruise passengers are spending less time waiting and more time relaxing and enjoying their trip.
Through these apps and other channels such as SMS and emails, cruise lines are also delivering personalized recommendations on dining, activities and more designed to make every moment onboard more memorable. Guests can access exclusive offerings, services and activity packages directly on their devices, creating a seamless experience.
“Younger travelers, especially Millennials and Gen Z, are driving demand for unique experiences,” says Brown. “Our cruise study finds that those under 44 are 33% more likely to pay for onboard activities, highlighting how personalization can help deliver the experiences they value most while unlocking new revenue opportunities for cruise lines.”
2- Luxury access
Ever dreamed of upgrading to a suite or balcony cabin without breaking the bank? Cruise lines are making it possible by letting travelers bid on better rooms—a win for both guests and operators’ bottom line.
Plusgrade provides this premium upgrade service to cruise lines, as well as airlines, hotels and passenger rail companies, so they can connect travelers with the inventory they are most likely to want.
Like most travel businesses, cruise lines earn higher profits on their more luxurious accommodations, such as balcony cabins or suites. Unlike hotels, which can turn over rooms nightly, cruise lines must sell out cabins before departure to protect their margins.
This creates unique opportunities for travelers to secure better accommodations at attractive rates, Brown notes.
“Without sophisticated upgrade programs, cruise lines trying to ensure upper categories sail full typically resort to either dropping prices publicly—which can jeopardize future sales—offering free or below-market-value upgrades,” Brown explains. “Neither approach achieves the [optimal] price.”
That challenge grows if demand varies based on factors such as where the ships are located. For example, if a ship spends the summer in Alaska and the winter in the Caribbean, demand for balcony rooms will shift accordingly.
“For cruise lines, each sailing represents a finite window of opportunity. Understanding these trends helps cruise lines optimize their strategies for selling premium inventory,” Brown says. “Enabling cruise passengers to pay for a customized experience through upgrades or other add-ons can overcome [some of the industry’s] challenges.”
3- Upgrade bidding
Travelers who bid on upgrades often find themselves returning for more—not just for the value, but because experiencing a higher cabin tier creates a lasting desire to elevate their journey again. Plusgrade data shows that guests who have bid on past trips are highly likely to want to do so again.
The upgrade process is dynamic: travelers can make an offer shortly after final payment, with the amount that is accepted based on an analysis of current inventory and revenue targets.
Cruise ships often offer a number of cabin upgrade categories, allowing passengers to bid on multiple tiers. It’s a process that tends to be fruitful for travelers, regardless of initial success.
If a cruiser’s bid doesn’t win their desired upgrade, they may still receive a counteroffer closer to departure for a similar or higher-tier option. For example, if a cruiser bid unsuccessfully for a standard balcony cabin, they might later receive an offer for an upgrade to a premium balcony or even a suite that remains available.
As Brown explains, this flexibility not only increases their chances of securing a better cabin, but also offers cruisers multiple chances to get more out of their travel experience.
“Whether through upgrades on charter flights they operate, or by helping guests choose their vacation package, this comprehensive approach recognizes that the cruise experience begins before passengers board the ship, and we work to enhance the entire journey,” she says.
4- Customized options
Like the rest of the travel industry, cruise lines are learning how to help travelers personalize every aspect of their journey to their needs and preferences.
In a 2024 study sponsored by Plusgrade of nearly 2,000 cruise travelers, four out of five said they were open to paying for upgrades when the right deal comes along. Popular options include shore excursions, drink packages, Wi-Fi packages or better rooms.
Plusgrade data also reveals correlations between traveler age and key preferences in cruise durations, expedition types, room accommodations and more. For example, Millennials and Gen Z travelers tend to seek adventure and expedition-style add-on experiences, while Gen X and Baby Boomers tend to be more drawn to classic options like shore excursions.
These insights enable cruise lines to curate experiences that resonate with different demographics, ensuring travelers discover options uniquely tailored to their preferences.
Plusgrade helps its customers translate these insights into actionable strategies that connect cruisers with curated offers and other new ways to get more of what they actually want that, in turn, generate new revenue for cruise lines.
“What’s unique about cruise upgrades is the sheer complexity of categories and revenue considerations—so many variables that processing them manually would be virtually impossible,” Brown says. “Our optimizer solves this for the cruise lines, calculating the ideal mix of upgrades to maximize total revenue for each ship while ensuring a seamless guest experience.”
5- Getting the right offer, at the right time
Cruising is growing in popularity, especially among budget-conscious younger travelers, according to a recent study by J.P. Morgan. Innovations like bidding for ancillaries can help this new wave of travelers take full advantage of all there is to enjoy about cruising, with their unique interests in mind.
Yet, awareness of these opportunities remains limited. A recent Plusgrade survey found that fewer than half of cruisers, or 44%, are aware they can make offers for upgrades, add-ons and services. Fewer still, just 37%, have tried it. This suggests big room for growth, especially among younger travelers who are generally more inclined to give making an offer a try.
“Technology-enabled personalization is key to unlocking untapped potential,” says Brown. “By educating travelers about tools like bidding, cruise lines can enhance guest satisfaction and optimize revenue growth in ways that weren’t possible before.”
As a leading provider of ancillary services, Plusgrade helps cruise lines design upgrade strategies based on their own data about what their customers are looking for, and plan those strategies out so cruisers will get the most out of their experience.
“Data analytics plays a crucial role in helping cruise lines understand and optimize both the guest experience and revenue opportunities,” explains Brown. “By analyzing patterns across demographics, itineraries and seasons, cruise lines can refine their offerings and strategies, paving the way for even more personalized and profitable customer experiences.”
BONNER, Mont. – Posh Chocolat, a local business, has been thriving in Bonner for the past year. Founder Jason Willembrock shared that Bonner is now the permanent home for the company, after previously having several facilities in Missoula.Willembrock explained the decision to move to Bonner, saying, “We moved out to Bonner because we needed to expand our factory footprint… The real estate for factory square footage has gotten really expensive in Missoula so we had to kind of get out of the city limits a little bit just to produce our chocolates… and we stumbled upon Bonner which has gotten really cool over the last few years.”
Posh Chocolat operates as a bean-to-bar chocolate business, selling to national parks, boutiques, and many businesses and restaurants in Missoula. Willembrock noted the positive atmosphere in Bonner, attributing much of it to the KettleHouse Amphitheater and the mill area, which he believes is beneficial for businesses.The location of Bonner, just 10 minutes from Missoula and right off Highway 200, has been advantageous for the company. Willembrock, who moved to the area in the 1990s, remarked on the transformation Bonner has undergone, adopting a youthful energy that has benefited Posh Chocolat. “No question about it,” he said.
A full house in the spring of 1981, ready for David Lynch’s Elephant Man. The popcorn was being gently shared before a leaden silence settled in. Then, during a scene where a man with a deformed head lets out a heart-wrenching scream while being harassed by a crowd in a restroom, a woman let out a scream of her own, followed by violent sobs. She got up to leave, and it felt like every spectator understood her, supported her and accompanied her. We remember this little miracle of emotional connection between the screen and the audience, much like we remember a Lynch film for the rest of our lives. It’s not a cry of fear but of humanity, echoing the words spoken just before by John Merrick: “I’m not an animal! I am a human being!” You don’t leave a Lynch film out of disappointment but because of a painful alchemy with your own story. A week after his death at the age of 78, there’s no better way to say why the American filmmaker with the wacky brain and elegant courtesy is a rare and endangered species: a world-famous artist making films that are more about testing experience than mere entertainment. There is no problem in struggling to understand Mulholland Drive (2001) or not caring much about the central question – who killed Laura Palmer? – after diving into the labyrinthine world of Twin Peaks (1990). Lynch intended to activate our sensations and the thinking machine working inside us. It’s as if he told us to engage with the film in our own way, even if it means experiencing trauma, in the good sense of the term, as his actors Laura Dern, Naomi Watts and Kyle MacLachlan have so gratefully said. Lynch used his freedom as an artist to break into our brains. This power comes from his films, of course, but also from the aura of his character. The filmmaker was also a brand. His physical appearance played its part, brilliantly sculpted over the years, from the white button-down shirt with no tie to the signature “undercut” hairstyle – very short on the sides, long and tousled on top. His influence is evident through unexpected ventures, which are sometimes profitable but always under his control: commenting on the weather in Los Angeles on his YouTube channel (he loved the city’s dazzling light), designing a label for Dom Pérignon champagne, recording music albums, designing the Silencio nightclub in Paris, shooting commercials, showing his artwork in a memorable exhibition at the Fondation Cartier in 2007. You have 56.92% of this article left to read. The rest is for subscribers only.
EDRM Announces Proteus Discovery Group as Newest Trusted Partner – Business News Today – EIN Presswire
Barron Trump is set to follow in his father’s footsteps as a business entrepreneur. The 19-year-old is the youngest son of Donald Trump, and spent his summer setting his sights on building a luxury real estate business with his two friends Cameron Roxburgh and Carter Fulcher, called Trump, Fulcher & Roxburgh Capital Inc. Although the…
