Students graduating from college today are feeling the sting of a tough economy: Only 19.7% of those who have sent out a résumé have a job, according to a recent survey by the National Association of Colleges & Employers. Even worse: Less than 60% of undergraduates have bothered to look for employment.

That’s grim news, as any college student (or parent of one) preparing to enter the workforce can attest. But that doesn’t mean students can’t dream—or that there aren’t opportunities out there—as witnessed by the record number of undergraduates who responded to Universum USA’s annual survey on ideal employers.

The research firm solicited feedback from more than 60,000 college students from across the nation on their top five places to work. Universum has given BusinessWeek the first look at its complete findings, which include the overall top 100 employers and breakdowns of the top employers for liberal arts, natural science, IT, engineering, and business majors. New trends emerged, and even a few surprises, including the relative strength of JPMorgan Chase (JPM), which beat out rival Goldman Sachs (GS) as the most sought-after financial-services firm for job seekers. (It was also the first time in more than a decade that Goldman hasn’t topped the list in that sector.) Not surprising, however, is the growing interest in the public sector—always seen as a safe haven in tumultuous times. Even better news for job applicants: Many of these employers are still hiring—although competition may be fierce.

Going for Government Jobs

Take No. 27 Lockheed Martin (LMT), which is the second most popular employer among engineering students. The aerospace and defense giant will hire 4,500 to 5,000 recent grads this year alone. Sounds great in this tough economic climate, right? But total online applications are up from 1 million last year to 1.4 million this year. Lockheed’s training programs include not only engineering tracks, but also areas such as finance, human resources, and communications.

The government also looks to be a popular destination for students this year because of the security it provides in a weak job market. Perennial favorites such as the State Dept. (No. 4), NASA (No. 8), the FBI (No. 5), and the Peace Corps (No. 7) are among the top 10 overall employers this year.

Some public-sector newcomers such as the Energy Dept. (No. 22) also appear to be on students’ radar for the first time. Why the jump in popularity? “One thing that has helped is the message from the current Administration,” says George Waldmann, director of the Employment Solutions Div. “Science and innovation is definitely a priority, and I think that has helped us in the marketing of our employment opportunities. [The Energy Dept.] is more visible.”

Investment Banking’s Popularity Falls

Not surprisingly, the industry that took perhaps the biggest hit in terms of student popularity is investment banking. The investment banks included in the top 100 fell an average of almost 20 spots from last year.

But some banks did hold up better than others: JPMorgan (No. 19) surpassed rival Goldman Sachs (No. 21) for the first time in the 14 years Universum has conducted the survey. “[JPMorgan has] a very dedicated CEO who’s been quite visible,” says Universum USA CEO Claudia Tattanelli. “They were probably on campus a little more and also more visible because of the commercial banking, too.”

That helps, but how does Morgan sell students on investment banking with the current unrest in the markets? “It’s challenging and [young people] have an ability to make an impact,” says Sheri Denmark, JPMorgan’s global head of investment banking recruiting.

Still, the place where students really want to work is Google (GOOG)—No. 1 for three years running. However, this year the victory was by a much smaller margin than in years past. “They’ve pulled back a little on recruiting,” says Tattanelli, adding that students are also “looking at a larger number of companies,” out of necessity in today’s tough market. In the past, she notes, students relied more on big brands in choosing ideal employers. Now they’re more concerned with who actually has jobs and will serve as a safe and secure employer.

Stable Employment Would Be Nice

Companies that stress work/life balance continue to be a top characteristic of an ideal employer for the students surveyed—but more so for women than men. Seventy percent of women listed this as a top priority and 60% of the men put this on their list. Furthermore, only 26% of women surveyed mentioned “leadership opportunities” among the most important characteristics of an ideal employer, whereas 41% of men said this was of the utmost importance.

But when it comes right down to it, students want what they’ve always wanted: a good, steady paycheck.

In the section of the Universum survey that asks students to expand on the factors that went into their choice of ideal employers, stability was a constant refrain. “A very prestigious and reliable company,” said one student of Ernst & Young. “A solid organization with a stable history,” said another of the FBI. “A position at NASA would be very stable,” said another about the U.S. space agency.

On the flip side, some expressed their concerns about a lack of security at other employers. One worried about “an uncertain future given the current economic conditions” at JPMorgan, for instance.

And while JPMorgan and other employers on our list admitted to some belt tightening around perks, recruiting and developing young talent still remains a top priority. “We want to have the right dialogues with [interns] from a mentoring and coaching perspective,” says JPMorgan’s Denmark. “What is not important is a cocktail party or serving bagels and lox.” Nor is that what today’s job-hunting undergrads are looking for in an ideal employer.

Click to view a slide show of Universum’s 25 Ideal Employers.

[via BusinessWeek] By Lindsey Gerdes

From iPod and BlackBerry to Twitter and Wikipedia, we take a look at the processes and people who came up with the names for these iconic tech products.

Coming up with a great technology product or service is only half the battle these days. Creating a name for said product that is at once cool but not too cool or exclusionary, marketable to both early adopters and a broader audience, and, of course, isn’t already in use and protected by various trademarks and copyright laws is difficult—to say the least.

The makers of these 10 tech products—the iPod, BlackBerry, Firefox, Twitter, Windows 7, ThinkPad, Android, Wikipedia, Mac OS X and the “Big Cats,” and Red Hat Linux—all have displayed certain amounts marketing savvy, common sense and fun-loving spirit in settling on their products’ names. Here are the intriguing, surprising and sometimes predictable accounts of their creation.

[Check out the Slideshow on CIO.com]

(CNN) — When Rita Bryer sees 300-foot-tall wind turbines sprouting up from the prairie near her home in western Oklahoma, she can’t help but wonder about the view from the top, where blades the size of semi-trucks spin.

“Out here, you can see the wind turbines from 10 miles away,” she said. “Think about how far you’ll be able to see when you’re at the top.”

So, partly out of curiosity, partly because she wants to be part of something new, the 51-year-old is leaving behind a career of odd jobs and oil-field work.

She’s going back to school to become a wind turbine mechanic — one who’ll have to scale the turbines to make repairs.

Across the country, people like Bryer are looking to the renewable energy sector in hopes its “green-collar jobs” will offer them stability in this shaky economy. Some are signing up for community college or apprenticeship programs that train students to be wind turbine mechanics, solar panel installers, fuel-cell engineers or energy efficiency experts. Watch how the green economy is growing in Pennsylvania »

Government support has rallied excitement for the prospect of a green jobs corps, as President Obama’s stimulus package puts about $20 billion into greening the economy, according to the White House.Obama says country will double renewable energy in three years »

In his recent speech to Congress, Obama said the U.S. will double its supply of renewable energy in three years. To do so, he’s calling on a new class of workers to be trained in environmental fields. Green jobs training programs will get $500 million from the stimulus.

At a summit in Philadelphia on Friday, Vice President Joe Biden said people who make $20 per hour before a green jobs training program can make $50 per hour after. On average, the clean-energy jobs pay 10 to 20 percent more than similar work outside the field, he said. Watch how to land green jobs »

Adding to the enthusiasm, Biden cited a recent case in Chicago where a maker of energy-efficient windows intends to gradually rehire 250 workers who were laid off when their window company closed late last year.

There is a “very direct” correlation between the stimulus package and Serious Materials’ ability to reopen the plant, said Sandra Vaughan, chief marketing officer for the California-based company.

But not all signs for green industries are so positive.

Wind and solar companies have cut staff and stalled new projects as the credit crisis has tied up money, meaning banks are less able to invest in renewable energy.

In the short term, that will make things difficult for the newly trained green work force, said Kathy Werle, dean of applied sciences and technology at San Jose City College, in California, which offers associate degrees in solar panel installation.

“Right now, money is so tight. People can’t borrow money to put solar on their homes,” she said.

Werle said she expects Obama’s stimulus plan to help jump-start the industry. Within a year or so she expects the graduates to be able to find plenty of green jobs.

The uncertainty appears not to be tempering student demand for green education, though. Earlier this semester, 260 people showed up for 44 seats in solar panel installation classes at San Jose City College, Werle said.

“Anything green is very popular,” she said.

Meanwhile, some schools that train the green-collar work force are billing their programs as near-guaranteed ways to find stable jobs.

Sidney Bolfing, chairman of the Texas Renewable Energy Education Consortium, an association of community colleges, said nearly 100 percent of his graduates find jobs in the fuel-cell industry — many before graduation.

“Typically all of these students all get jobs,” he said.

Bolfing is so confident in the idea that he markets green-collar careers to high schools and elementary schools in the area.

He hopes that the standard list of childhood dream jobs — astronaut, firefighter, police officer — soon will include things like wind technician and fuel-cell engineer.

Even if there’s trouble in the short term, green jobs are needed to fight climate change and spur economic growth, he said.

“We need to develop these new technologies like there’s no tomorrow,” he said.

Matt Raines, 31, of West, Texas, had a career as an auto mechanic. But that didn’t seem to be going anywhere, so now he is enrolled as a community college’s hydrogen fuel program.

He said local people look at him funny when he tells them about the decision because they don’t understand what he’ll be doing.

“I had one lady who actually asked me if I was building hydrogen bombs. I was like, ‘No ma’am, it’s energy production, green energy,’” he said.

Raines finds the program exciting, and says he’s been contacted about jobs by three companies, even though he is yet to finish his two-year degree.

Maria Kingery, co-founder of Southern Energy Management, a North Carolina company that installs solar energy panels, said schools need to catch up with the changing industry.

She applauded money in the stimulus package that will go to green job training programs, but said “training is going to be a real challenge” in the coming months.

Her company has a hiring freeze in place at the moment because of the economic downturn, but expects to grow in 2009, she said.

Some green jobs are low-tech and require little or no specialized training.

A former construction worker could easily take up a career in home weatherization and energy efficiency, said Bob Logston, owner of Home Energy Loss Professionals (HELP) in Baltimore, Maryland.

Some weatherization steps are as simple as shoving newspaper insulation in a home’s attic, caulking windows and repairing ductwork.

More than $11 billion of the economic stimulus package is intended to help people make their homes more energy efficient, according to the U.S. Department of Energy.

Because of those efficiency provisions, Logston said he expects his business to quadruple.

He employs six people now and expects to hire at least 12 more, he said. He also plans to offer his employees insurance for the first time.

“Everything’s budding, so to speak, everything’s in bloom even though it’s winter,” he said of green jobs in the home weatherization business. “The energy costs are so high people can’t afford” not to increase efficiency.

Part of the trouble with estimating the profitability of green jobs is that no one seems to be able to agree on a definition for the term. The U.S. Bureau of Labor Statistics does not separate data on green jobs or jobs in renewable energy, and economists disagree on how many new green jobs the stimulus package will create.

In such a murky situation, community colleges often network with the local business community to gauge their interest in students from green-jobs programs. Many have banded together to dig up regional knowledge.

“The students always ask, ‘Can you guarantee job placement?’ No, I can’t guarantee it, but I can tell you I’ve spoken with local wind farm managers and everybody I’ve spoken with says there is a need, (and) there will be a need,” said Kimberlee Smithton, director of business and industry services at the High Plains Technology Center in Woodward, Oklahoma.

That school, where Bryer is taking classes, is offering a wind turbine technician program for the first time this year.

Bryer said she doesn’t know how much money she’ll make in the wind business. She doesn’t much care.

“To me, especially, it’s going to be a job — a good job I think I’ll like, and I just look forward to doing it,” she said. “It’s always nice doing something different, not the same old thing.”

The woman who’s always been seen as a rebel because she was the lone female working tough jobs in the oil fields now feels like she’s part of a movement for change.

[via CNN.com] by John Sutter

In 1988, three young guys in New York City — an acting student, a magazine researcher, and a software producer — were so happy to see the end of the 1980s, they held a funeral for the decade. They painted their faces blue and led a procession through Central Park; they burned a Rambo doll and a piece of the Berlin Wall. Although they couldn’t have known it, Chris Wink, Phil Stanton, and Matt Goldman had launched what would grow into an entertainment juggernaut. Since opening in New York City’s Astor Place Theatre in 1991, the Blue Man Group has played in 12 cities across the globe. More than 17 million people have seen its shows, and today, tickets go for $43 to $132. Goldman, the onetime computer geek turned impresario, tells the Blue Man Group’s unlikely story.

The Blue Man character is about universal human truths. When we got bald and blue for the first time, we knew instantly that we were on to something really special. It’s not like we sat down and came up with a business plan and followed it from Point A to Point B to Point C.

We played P.S. 122, La MaMa, all these hip, arty venues before we opened at the Astor Place Theatre. So some in the downtown art crowd thought we were selling out. But the work didn’t change. In the beginning, the house was half empty, and we were undercapitalized. We’d show up at the theater expecting a padlock on the door. I set up my office — a telephone, pen, and pad — directly opposite the box office. When I saw someone leave the box office without a ticket, I’d run out and start chatting him or her up. I wasn’t going to let him or her walk away without buying a ticket.

We made all the props ourselves. We found PVC pipe on Canal Street and turned it into musical instruments. But the Jell-O in the show cost $880 a show to make. So our producers said, “Lose the Jell-O.” Phil and Chris were working at the time for Jean-Claude Nédélec, who co-owns Glorious Food, the catering company. We told him our sad story, and he said, “We’ll make the Jell-O.” For three years, Chris and I would take a cab to the Upper East Side to pick up giant Jell-O molds and never paid a cent for it.

We went from six to eight shows a week and did 1,285 consecutive shows. We were sold out eight weeks in advance, but our producer got panicky at the thought of one of us getting sick, so we had one understudy. We never canceled a show. But then Phil cut his hand, and Chris Bowen, our extra, got bald and blue for the first time. It was fine. He’s now our senior performing director.

We realized that if we wanted to grow, we’d have to replicate ourselves. We cast three Blue Men, opened in Boston, and assumed it would go well. But there was no script, no musical score. It was a case study of the wrong way to grow. We realized we had to articulate our vision, so we locked ourselves in a room and spent several days writing the Blue Man manual.

The Blue Man is part innocent, hero, scientist, shaman, group member, and trickster. He doesn’t speak, but he communicates with vaudevillian slapstick humor. He drums and catches gumballs in his mouth that are filled with paint, which he spits onto a canvas to make art. It’s interactive, with music, lights, and lots of colorful liquids that get sprayed on the stage and into the audience.

The whole show is about connecting with the audience — to get to that heightened gestalt when someone scores a goal at a soccer game. That “AHHH!” There’s no intellect involved at all, just chemical secretions through one’s brain and body.

Three is the smallest unit where you can have an outsider; two guys win the third over, or the third guy wins the two guys in. It can go either way, and that tension makes for good theater. It also makes for good business partners — it takes the ego out of it. To this day, we’ve never made a decision based on the majority. All decisions are consensus. It takes longer, but we find if you keep talking things through, you reach a better choice.

We decided to open in Chicago. Before the show, we realized we had no idea how much money we needed. We called the general manager of the Boston show, who is now our CFO, and she did the numbers. To make payroll, we had to open three days early and do two shows a day. We figured, no one is going to know that the whole set could fall apart. They’ll just think, Oh, the Blue Men; they’re crazy. From Chicago we moved on to Las Vegas and later Orlando.

Vegas was a gamble. The theater had twelve hundred seats. We did 10 shows a week, but for the first six months, the theater was half empty. Lots of companies had come to us, wanting to do Blue Man ads. We turned them all down. But when Intel asked for the fourth time, we said, “Let’s talk.”

They said, “We want to get across that Intel is innovative, intelligent, and fun.” We liked that but said, “The ad agency is going to do lame storyboards.” So they gave us signing-off approval. Then we said, “The music is going to be really bad,” and they said, “You can make the music!”

That was in 2000. It was one of the biggest ad buys at the time: The ads were shown at the Grammy Awards, the basketball playoffs, the World Series. Every month, a new one aired. We went from 10 shows a week at 50 percent capacity to 14 shows at 100 percent.

Then we went international. Germany is the second-biggest entertainment market in the world for theater, so we started there. It felt appropriate, because when we did the funeral for the ’80s, we burned the Berlin Wall, and then it actually came down. So we felt personally responsible. We’ve had shows in Amsterdam and London. Today, we’re in Stuttgart and Tokyo.

We have about 70 Blue Men on the payroll. They’re hard to find. A lot of them trained in theater or are good drummers. We have a casting director and hold national auditions. Our Blue Men train in New York before we ship them out to our shows in other cities.

If you invent your own instrument, you’re automatically one of the top three musicians in the world on that instrument. We have made up more than 30 instruments, like the tubulum, the drumulum, and the piano smasher. I can barely hold my own musically, and yet I get to be a rock star. We made several albums; one was nominated for a Grammy.

We created a school in New York with an arts-based curriculum. It’s called the Blue Man Creativity Center. We have 2-, 3-, and 4-year-olds. Next year is our first kindergarten. We’re growing a grade a year. This year, we had 200 applications for 30 spaces.

Some people think that when we get bald and blue that we’re just hiding behind a mask. But we think it’s the opposite. When you get blue, you’re left with just the purest, most vulnerable humanity. And so, about halfway through the show, people start to go, “Whoa, I’m the Blue Man.” And once you get there, you wonder, Are there actually three different characters, or is it three aspects of one personality, so together they’re one character? Those are exactly the questions we want people to be asking.

[via Inc Magainze] by Matt Goldman

For marketers, Web 2.0 offers a remarkable new opportunity to engage consumers.

If only they knew how to do it.

That’s where this article aims to help. We interviewed more than 30 executives and managers in both large and small organizations that are at the forefront of experimenting with Web 2.0 tools. From those conversations and further research, we identified a set of emerging principles for marketing.

But first, a more basic question: What is Web 2.0, anyway? Essentially, it encompasses the set of tools that allow people to build social and business connections, share information and collaborate on projects online. That includes blogs, wikis, social-networking sites and other online communities, and virtual worlds.

Millions of people have become familiar with these tools through sites like Facebook, Wikipedia and Second Life, or by writing their own blogs. And a growing number of marketers are using Web 2.0 tools to collaborate with consumers on product development, service enhancement and promotion. But most companies still don’t appear to be well versed in this area.

So here’s a look at the principles we arrived at — and how marketers can use them to get the best results.

Web 2.0 tools can be used to do what traditional advertising does: persuade consumers to buy a company’s products or services. An executive can write a blog, for instance, that regularly talks up the company’s goods. But that kind of approach misses the point of 2.0. Instead, companies should use these tools to get the consumers involved, inviting them to participate in marketing-related activities from product development to feedback to customer service.

How can you do that? A leading greeting-card and gift company that we spoke with is one of many that have set up an online community — a site where it can talk to consumers and the consumers can talk to each other. The company solicits opinions on various aspects of greeting-card design and on ideas for gifts and their pricing. It also asks the consumers to talk about their lifestyles and even upload photos of themselves, so that it can better understand its market.

A marketing manager at the company says that, as a way to obtain consumer feedback and ideas for product development, the online community is much faster and cheaper than the traditional focus groups and surveys used in the past. The conversations consumers have with each other, he adds, result in “some of the most interesting insights,” including gift ideas for specific occasions, such as a college graduation, and the prices consumers are willing to pay for different gifts.

Similarly, a large technology company uses several Web 2.0 tools to improve collaboration with both its business partners and consumers. Among other things, company employees have created wikis — Web sites that allow users to add, delete and edit content — to list answers to frequently asked questions about each product, and consumers have added significant contributions. For instance, within days of the release of a new piece of software by the company, consumers spotted a problem with it and posted a way for users to deal with it. They later proposed a way to fix the problem, which the company adopted. Having those solutions available so quickly showed customers that the company was on top of problems with its products.

Give consumers a reason to participate.

Consumers have to have some incentive to share their thoughts, opinions and experiences on a company Web site.

One lure is to make sure consumers can use the online community to network among themselves on topics of their own choosing. That way the site isn’t all about the company, it’s also about them. For instance, a toy company that created a community of hundreds of mothers to solicit their opinions and ideas on toys also enables them to write their own blogs on the site, a feature that many use to discuss family issues.

Other companies provide more-direct incentives: cash rewards or products, some of which are available only to members of the online community. Still others offer consumers peer recognition by awarding points each time they post comments, answer questions or contribute to a wiki entry. Such recognition not only encourages participation, but also has the benefit of allowing both the company and the other members of the community to identify experts on various topics.

Many companies told us that a moderator plays a critical role in keeping conversations going, highlighting information that’s important to a discussion and maintaining order. That’s important because consumers are likely to drift away if conversations peter out or if they feel that their voices are lost in a chaotic flood of comments. The moderator can also see to it that consumer input is seen and responded to by the right people within the company.

And, of course, it’s important to make a site as easy to use as possible. For instance, there should be clear, simple instructions for consumers to set up a blog or contribute to a wiki.

Listen to — and join — the conversation outside your site.

Consumers tend to trust one another’s opinions more than a company’s marketing pitch. And there is no shortage of opinions online.

The managers we interviewed accept that this type of content is here to stay and are aware of its potential impact — positive or negative — on consumers’ buying decisions. So they monitor relevant online conversations among consumers and, when appropriate, look for opportunities to inject themselves into a conversation or initiate a potential collaboration.

For example, a marketing manager of a leading consumer-electronics company monitors blogs immediately after a new-product launch in order to understand “how customers are actually reacting to the product.” Other managers keep an eye on sites like Digg.com and Del.icio.us that track the most popular topics on the Web, to see if there’s any buzz around their new products, and whether they should be adjusting, say, features or prices.

In one case, a company found a popular blogger who had spoken highly of the company’s brand. Just prior to launching a new product, the company sent the blogger a free sample, inviting him to review it with no strings attached. The end result: The blogger wrote a favorable review and generated a flood of comments. So the company got nearly free publicity and feedback.

Peter & Maria Hoey

Resist the temptation to sell, sell, sell.

Many marketers have been trained to bludgeon consumers with advertising — to sell, sell, sell anytime and anywhere consumers can be found. In an online community, it pays to resist that temptation.

When consumers are invited to participate in online communities, they expect marketers to listen and to consider their ideas. They don’t want to feel like they’re simply a captive audience for advertising, and if they do they’re likely to abandon the community.

The head of consumer research for a leading consumer-electronics organization created an online community of nearly 50,000 consumers to discuss product-development and marketing issues. One of the key principles of the community, she says, was “not to do anything about marketing, because we weren’t about selling; we were about conversing.”

In short order, community members not only identified what it was they were looking for in the company’s products, but also suggested innovations to satisfy those needs. The company quickly developed prototypes based on those suggestions, and got an enthusiastic response: Community members asked when they would be able to buy the products and if they would get the first opportunity to buy them. They didn’t have to be sold on anything.

Don’t control, let it go.

In an online community, every company needs to find an effective balance between trying to steer the conversation about its products and allowing the conversation to flow freely. In general, though, the managers we interviewed believe that companies are better off giving consumers the opportunity to say whatever is on their minds, positive or negative. Moderators can keep things running smoothly and coherently, but they shouldn’t always keep the conversation on a predetermined track. The more that consumers talk freely, the more a company can learn about how it can improve its products and its marketing.

One marketing executive recalled the first time she let an online community created for a client interact with very little control or moderation, resulting in an animated discussion about the look of the company’s product. The client, with great concern, asked. “Who told them [the consumers] they could do this, that they could go this far?” Of course, when this process resulted in totally new packaging that helped boost sales, the client was ecstatic.

As another executive of a company that creates online communities for clients told us: “You have to let the members drive. When community members feel controlled, told how to respond and how to act, the community shuts down.”

Find a ‘marketing technopologist.’

So who should direct a company’s forays into Web 2.0 marketing? A number of managers identified an ideal set of skills for an executive that go beyond those of a typical M.B.A. holder or tech expert. We coined the term marketing technopologist for a person who brings together strengths in marketing, technology and social interaction. A manager said, “I’d want to see someone with the usual M.B.A. consultant’s background, strong interest in psychology and sociology, and good social-networking skills throughout the organization.”

Foot soldiers need to be carefully selected as well. One large technology company weighs employees’ proven skills to choose writers for blogs that are read by consumers. The company has long used blogs internally to help employees discuss technical issues, products, and company and industry topics. When it decided to use blogs to raise its profile online, it recruited those who had shown the most skill at blogging within the company. The company currently has about 15 employees who blog publicly, mostly on technology trends, and is recruiting more the same way. Meanwhile, the bloggers plan to meet occasionally to share the lessons learned from their experiences.

Embrace experimentation.

One Web 2.0 strategy does not fit all, and sometimes the best way to find out what’s best for a given company is to try some things out and see what happens.

Blogs, wikis and online communities are among the tools that companies are most commonly using for marketing, but there are other ways to reach consumers. Some of the companies we talked with have gotten their feet wet in the online virtual world Second Life, where millions of users interact with each other through avatars. Companies can sell their goods and services and sponsor events in Second Life just as they do in the real world; one sponsored a contest for the best avatar.

Others are considering new ways to use more-familiar tools. For instance, many companies have long used instant messaging on their Web sites to allow shoppers to chat with customer-service representatives. One executive we spoke with said he would like to experiment with allowing consumers to chat with each other as they shop on his company’s site.

[via WSJ Small Business] By SALVATORE PARISE , PATRICIA J. GUINAN and BRUCE D. WEINBERG

For the above entrepreneurs, wearing pajamas for a day at the office isn’t far from reality. From pet care to virtual assistants and even online dating, we found entrepreneurs who are not just enjoying work from their living rooms and bedrooms, but they are also making a good living at it. In one case, a business owner grossed $10 million in a year, and cleared half that amount. Here’s a look at the hottest industries for home-based entrepreneurs — illustrated with some fun CEO self-portraits.

Pet Care — Paul Mann, Fetch! Pet Care

Virtual Assistant — Tawnya Sutherland, VAnetworking.com

Bargain Hunting Website — Karen Hoxmeier, MyBargainBuddy.com

Accounting Services — Melissa Nash Andrews, Accounts Receivables

Technical Staffing — Bill Foster and Ruben Santana, XRoads Consulting

Home Improvement and Organization — Allan Young, ShelfGenie

Green Construction — Nic Darling, Chad Ludeman, and Courtney Ludeman, Postgreen

Graphic Design Services — Sam Feuer, Mindsmack.com

Resume Writing — Kathy Sweeney, The Write Resume

Corporate Educational Services — Joseph Pickett, Experts Briefings

Online Dating Site — Markus Frind, PlentyofFish

“It’s time to bail out the people and the planet,” says Van Jones [1], author of The Green Collar Economy: How One Solution Can Fix Our Two Biggest Problems [2]. We agree, and this guide to to sustainability-focused career paths will help retrofit and solar-charge your work life.

The TOP TEN GREEN JOBS FOR THE NEXT DECADE:

Farmer

America has only two million farmers, and their average age is 55. Since sustainable agriculture requires small-scale, local, organic methods rather than petroleum-based machines and fertilizers, there is a huge need for more farmers — up to tens of millions of them, according to food guru Michael Pollan. Modern farmers are small businesspeople who must be as skilled in heirloom genetics as marketing.

Schools: University of Vermont: Center for Sustainable Agriculture; Stone Barns Center For Food & Agriculture in New York State; University of Oklahoma: Kerr Center for Sustainable Agriculture; Evergreen State College: degree in Sustainable Agriculture.

Related careers: urban gardener; farmers market and CSA coordinator; artisanal cheesemakers; and other food producers.

Forester

Modern forestry is a complex combination of international project finance, conservation and development. According to the World Bank, a staggering 1.6 billion people depend on the forest for their livelihoods. Foresters help local people transition from slash-and-burn to silviculture–teaching cultivation of higher-value, faster-growing species for fruit, medicine or timber, for example while carefully documenting the impact on the environment. Deforestation, which causes around a quarter of all global warming, is also likely to be a leading source of carbon credits worth tens of billions of dollars [3].

Schools: Yale School of Forestry and Environmental Studies; Duke University: Nicholas School of the Environment; University of Michigan: School of Natural Resources & Environment.

Companies/organizations: The Nature Conservancy; New Forests Inc.

Solar Power Installer

Making and installing solar power systems already accounts for some 770,000 jobs globally. Installing solar-thermal water heaters and rooftop photovoltaic cells is a relatively high-paying job–$15 to $35 an hour–for those with construction skills. And opportunities are available all over the United States, wherever the sun shines. Currently over 3,400 companies in the solar energy sector employ 25,000 to 35,000 workers. The Solar Energy Industries Association predicts an increase to over 110,000 jobs by 2016 — even more if anticipated tax credits are accelerated [4].

Companies: Akeena Solar; Sungevity; Sunpower; Full list at SEIA.org.

Energy Efficiency Builder Buildings account for up to 48 percent of US energy use and greenhouse gas emissions. LEED, the major green building certification, has over 43,000 accredited professionals [5]. But the cutting edge in efficient buildings goes far beyond LEED. Buildings constructed according to Passivhaus and MINERGIE-P standards in Germany and Switzerland, respectively, use between 75% and 95% less heat energy than a similar building constructed to the latest codes in the US. Greening the US building stock will take not only skilled architects and engineers, but a workforce of retrofitters who can use spray foam insulation and storm windows to massively improve the R-value (thermal resistance) of the draftiest old houses. A study by the Apollo Alliance recommended an $89.9 billion investment in financing to create 827,260 jobs in green buildings — an initiative supported by the Obama stimulus package, which specifically mentions energy retrofits [6].

Schools: Arizona State University School of Architecture: Energy Performance Climate-Responsive Architecture; University of Michigan: Alfred A. Taubman College of Architecture + Urban Planning; The Earth Institute at Columbia University.

Wind Turbine Fabricator

Wind is the leading and fastest-growing source of alternative energy with over 300,000 jobs worldwide. Turbines are 90% metal by weight, creating an opportunity for autoworkers and other manufacturers to repurpose their skills. According to the American Wind Energy Association [7], the industry currently employs some 50,000 Americans and added 10,000 new jobs in 2007. Their job board [8] is an excellent place to start looking for opportunities.

Companies: Vestas; Siemens; GE Energy.

Conservation Biologist The granddaddy of diversity, E.O. Wilson, famously called conservation biology — a discipline with a deadline. The urgent quest to preserve the integrity of ecosystems around the world — and to quantify the value of — ecosystems services — leads to opportunities in teaching, research and fieldwork for government, nonprofits, and private companies. The forthcoming economic stimulus package from the Obama administration offers the prospect of increased federal support for science and research [9].

Schools: Center for Conservation Biology at the University of Washington and the Center for Conservation Biology at Stanford University. At the small College of the Atlantic [10] every student gets his or her degree in human ecology; it’s been called the most sustainable college or university in the world.

Green MBA and Entrepreneur

The concept of the triple bottom line [11] has migrated from the margins to the mainstream of the business world. A recent report by the U.S. Conference of Mayors, Mayors Climate Protection Center found that business services like legal, research and consulting account for the majority of all green jobs — over 400,000. This includes everything from marketing to the LOHAS (Lifestyles of Health and Sustainability) segment, to serving as a VP of sustainability within a large company, to piloting a green startup like Method or Recyclebank.

Schools: Stanford School of Business; San Francisco’s Presidio School of Management; Leeds School of Business; University of Colorado at Boulder — Deming Center for Entrepreneurship; the Bainbridge Graduate Institute in Wash.

Recycler The total number of recycling jobs in the United States is at more than 1 million, according to recent reports [12] (PDF, right click to save). Although the market for paper and plastic has slowed down recently due to the economic downturn, demand for steel is still strong — 42 percent of output came from scrap in 2006 — and recycling remains the economical alternative to high disposal fees. Worldwide more than 200,000 people work in secondary steel production, and the US is a major center of production. New laws and regulations [13] are also creating a need for specialized companies that can close the loop by recycling and repurposing e-waste, clothing, plastic bags, construction waste, and other materials.

Companies: Rumpke; Greenstar North America.

Sustainability Systems Developer The green economy needs a cadre of specialized software developers and engineers who design, build, and maintain the networks of sensors and stochastic modeling that underpin wind farms, smart energy grids, congestion pricing and other systems substituting intelligence for natural resources. Coders with experience using large scale enterprise resource planning have an edge here, as well as developers familiar with open source and web 2.0 [14] applications.

Companies: IBM, V2Green, WindLogics

Urban Planner Urban and regional planning is a linchpin of the quest to lower America’s carbon footprint. Strengthening mass transit systems, limiting sprawl, encouraging use of bicycles and deemphasizing cars is only part of the job. Equally important is contingency planning, as floods, heat waves and garbage creep become increasingly common problems for metropolises. Employment in this sector is projected to grow 15 percent by 2016, and the jobs are mainly in local governments, which make them a slightly safer bet for the downturn.

[via Fast Company] by Anya Kamenetz

This week I’ll be heading off to Davos, Switzerland with my colleagues from Nike, Inc. for the World Economic Forum’s Annual Meeting. It’s no surprise that the entire meeting will be focused on the global economic crisis. All the big names from business, government and the media will spend the week asking questions on everyone’s mind: Where did we go wrong? What tough calls need to be made? How do we get out of this mess?

The answer to these questions lies in someone unexpected. There is an amazingly powerful force we can unleash to solve the world’s problems if we do the simplest thing: invest in a girl in poverty. With all this talk of the economy, it may seem odd to focus on adolescent girls, but we already spend a ridiculous amount of money and time trying to solve the world’s ills in the same old way. This financial crisis intensifies the need to invest existing resources more effectively, and a new and effective approach is right under your nose. It’s called the girl effect.

The World Economic Forum has made a powerful statement by placingirls on the Forum’s official agenda for the first time. Throughout the week — and culminating at a public session on January 31 — Nike CEO Mark Parker, Gates Foundation Co-Chair Melinda French Gates, World Bank Managing Director Ngozi Okonjo-Iweala and others will urge the world to invest in girls.

You might be asking, “Why now, of all times?”

Each day I’ll be blogging from Davos to reveal how world leaders are answering that question. I’ll also share some of the buzz — people we’ve all heard of who are talking about girls — as well as those who aren’t, but should be.

Until then, here’s some food for thought:

People ask if we can afford to invest in girls right now. I say look at Kenya. Girls who go to secondary school make $2,000 more per year than girls who only attend primary school. Multiply that by 1.6 million out-of-school girls and there’s a potential $3.2 billion increase in national income. The same is true in developing countries throughout the world. So the real question is, “How can we afford not to invest?”

(These numbers are from a nifty piece of research on which Jad Chaaban of the American University of Beirut, Wendy Cunningham of the World Bank and Navtej Dhillon of Wolfensohn Center at Brookings collaborated to shed some light on what excluding girls is actually costing us — more to come on that.)

To learn more about the girl effect before Davos, check out www.girleffect.org.

[via Huffington Post] by Maria Eitel

The most sacred of American annual rites is upon us: sitting through an over-hyped football game to see cutting-edge TV ads that occasionally rival feature films for production value and creativity.

But this year it isn’t just about television — the spotlight’s online.

Some of America’s biggest brands are experimenting with viral ads, user generated ads, online remixes and web-only versions that are too-hot-for-TV.

“The broad ‘digital swing’ this year is striking,” said Tim Lefkowicz, president of Collective Intellect, an online marketing company based in Boulder, Colorado.

Some familiar faces like General Motors and FedEX have decided to punt this year, but NBC has nearly sold out its Super Bowl XLIII ad inventory at up to $3 million for a 30-second spot. It’s worth it: Viewership always reaches stratospheric levels for the game, approaching 100 million people in the U.S. alone and about a billion worldwide.

It’s a challenge and an opportunity, and every year the bar is raised. This may be the year that geeky cred plays a big part in pushing the envelope.

“In years past only smaller, more tech-savvy companies relied heavily on digital methods, in large part due to the high cost of a Super Bowl second, but also because they understood the values and habits of its core consumer better,” said Lefkowicz.

This year, brands as big as Miller, Doritos, PepsiCo and Hyundai Motors are running ads with a major online component.

Doritos is experimenting online this year with an ad consisting entirely of user generated content. “Crash the Super Bowl” had people submit their own ads and vote on the which one should appear in the official spot.

The winner gets an additional $1 million if the ad makes it to the number one spot on USA Today’s Ad Meter. The online gallery of submissions includes a man chasing a bag of chips around the floor after teasing a cat with a laser pointer, and a guy who discovers the power of “The Crunch” where a woman loses her clothes and a policeman turns into a monkey.

A great compilation of the very best Women In Tech: 2009

http://www.fastcompany.com/women-in-tech/2009