Chase CEO Comment on Bitcoin as a Fraud

JPMorgan Chase CEO Jamie Dimon took a shot at bitcoin, saying the cryptocurrency “is a fraud.”

“It’s just not a real thing, eventually it will be closed,” Dimon said Tuesday at the Delivering Alpha conference presented by CNBC and Institutional Investor.

Dimon joked that even his daughter bought some bitcoin, looking to cash in on a trend that has seen it soar more than 300 percent this year.

“I’m not saying ‘go short bitcoin and sell $100,000 of bitcoin before it goes down,” he said. “This is not advice of what to do. My daughter bought bitcoin, it went up and now she thinks she’s a genius.”

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China Bitcoin Exchange to Stop Trading Virtual Currencies Amid Crackdown

BEIJING — A major Chinese exchange specializing in the trading of Bitcoin announced on Thursday that it would stop trading by the end of the month, amid a broader crackdown against virtual currencies by the authorities in Beijing.

The announcement by BTC China, the country’s first and largest digital currency exchange, came days after the Chinese authorities banned fund-raising for new digital currencies, and amid worries that regulators would tighten rules surrounding currencies like Bitcoin.

The exchange’s decision is the first of its kind in China, and it raises the specter of other exchanges shutting down Bitcoin trading in the future.

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What Twitter marketers can learn from JetBlue, Emirates and Royal Dutch Airlines

A very interesting article from Yuyu Chen on ClickZ that is a bit old by Internet Standard but still very much current as far as what it discusses.

I’ve been learning the ropes of social media marketing lately. A few days ago, my friend Brian Honigman, a marketer and social media analytics instructor at New York University, gave me access to his Socialbakers account.

When I was playing around with this analytics platform, I found that three major airlines – JetBlue, Emirates and Royal Dutch Airlines (KLM) – are leading brands in their own right on Twitter. All of them have a strong presence on the platform and work hard to develop high quality campaigns for Twitter.

But there are nuances in their Twitter marketing strategies. For example, KLM is very focused on customer service on Twitter, while JetBlue and Emirates put more effort into branding.

Below is my analysis on their Twitter marketing techniques over the past three months. Hope it can help your Twitter account take off.

Read the full article here:

Modern Content Marketing: A Trend Worth Following (Literally)

As more and more people are wising up to the idea of researching before purchasing, the role of content as a primary marketing tool is growing. A couple of years ago, content was no more than a means to higher traffic and a “web master”‘s selling point to business owners reaching for a top spot on Google’s ranking. 

Today, both the web master and the business owner know better. More importantly, Google’s getting closer and closer to zero tolerance when it comes to that old spam ideology that reigned in the early 2000s.

Google has become a noble entity, bent on saving innocent browsers from that tragic transition from triumph to disappointment as they encounter yet another spam page. In the aftermath of this evolution, web masters everywhere are tossing their black hats and clamoring instead for high-quality content, a find that pays in valuable inbound links, credibility, a nice loyal audience base, and real, actual profit.

While we respect your hesitation on the man bun, content marketing the right way, is definitely a trend you want to follow. So what’s that thing they’re doing different that’s making all the difference? Well- there are a few things:

Audience Monogamy 

Commitment is the virtue of web marketing. For the love of your brand, stop spreading your content around and find an audience you can commit to and deliver. Not only is this practice valuable to the integrity of your brand, but practical for creating profit.

Google’s algorithm updates have evolved to meet the readers needs and your content needs to reflect that. Today, it’s all about relativity-  not shameless backlinking and the buffet-style keyword spread. That might get you in the door, but it will also get you flagged and then blocked for good measure. Look- we get that your marketing team is hell bent on getting you that prized, first-page spot, but please be classy- quality over quantity. Always. 

Research and actively aim to provide solutions to your audience’s problems. Tweak and mold your products and/or services to meet your audience’s needs. Keep some buzzwords around, but keep them relevant and tasteful. Knowing your audience and creating consistent high-quality content that appeals to their needs will fulfill yours- it’s called a functional relationship.

Don’t Be a Poser

The factor that characterizes a search engine as sophisticated is its ability to behave according to natural patterns. Likewise, your content should be crafted to read in a natural tone. Google’s algorithm, like a living breathing real person, prefers language that is clear, descriptive, and talkative. Craft content that is easy to read and interact with- people prefer an answer if it feels like it’s coming from a real person- and if it’s coming from a real person, Google won’t flag it as spam.

Co-occurrence,  Not Keywords

Invest in more long-form content with lots of detail and natural phrase flow. Instead of playing Keyword Chubby Bunny, write posts with high-integrity- the relevant phrases will occur naturally. Co-occurrence. 

Long-form content is a sophisticated (and effective) upgrade from keyword stuffing. Instead of coming off as redundant and cheap, long-form content delivers relevant results effortlessly. It also produces results that readers are more likely to seek out, which is why this style is favored by search engines.

Note: Something to beware of when using long-form content is relying on fillers or straying. This is why we always recommend writing about what you already know- and enjoy.

Resources and References 

If I’m interested in a topic, chances are, yours is not the only site I’m checking out for information- and that’s not a bad thing. On the contrary, it’s best to provide what you know exquisitely and leave the rest to someone else. That last move doesn’t mean your content is less than- you can actually have an authority site simply by following that one simple rule, as long as the reader finds your website more useful than the competition.

… and how do you make sure your site is more useful? Provide resources. Aside from your own content, provide access and leads to other content by making your posts rich with case study references, white papers, and additional references.

Providing resources and references is not only good for building an authority website, but also for ranking. Google’s algorithm uses these outside links to create context, something that allows it to cater more accurately to readers and understand your content intention.

How marketers can avoid poor customer service within the email industry

Customer service should be a core component of any business, but it has been on the decline in the email marketing industry.

A lot that can be attributed to trying to do more with less in terms of both time and money resources, but also looking to monetize customer interactions.

Not taking a wider perspective of customer service is both problematic and a mistake. Obviously a high-touch level of customer service is good business, but email marketers also need help because there are so many emerging trends and technologies.

For example, there is real-time content, retargeting, disruptive technologies, and social and optimization for mobile devices, just to name a few.

There are more marketing technology, data and tactical trends facing email marketers than ever before, and all the more reason why email marketers need more hand-holding and resources to answer questions and address their needs.

When a services company is no longer a services company

Generally, consolidation is seen as good for companies in terms of growth and gaining market share. Through the combined efforts and technology of the combined companies, market advantage is supposed to become more crystalized.

In the email space, this has had the opposite effect in that the acquiring companies at the Enterprise level are not services companies; they’re technology companies.

Many of these acquired companies were well known for their support and help for the email community, and with that loss, service has again ranked high on marketers needs outside of the requirements for technology.

This brings the topic of service and support to the forefront in light of acquisitions over the last 5 years.

A couple of key customer service questions

When asking marketers why they switch Email Service Providers (ESPs), the top of every list is, “I’m not getting the service I need.”

This customer lament illustrates that choosing an ESP is not just a technology decision, but also a decision on the people behind that contract who are on the other side of the phone.

Marketers should have specific questions to identify the level of customer service that they need to navigate today’s complex email marketing waters.

For example, marketers seeking answers on their own should have access to webinar replays, eGuides and whitepapers that offer solutions to common issues, and for more pressing problems they should be able to reach their ESP in a number of ways including by phone, email and possibly even via online chat within the vendor’s website.

Evaluate if the customer service you get is just marketing speak or it’s actually baked into your ESP’s approach from the start.

Can they really assist and understand the challenges that you face on a daily basis? Do they have the digital experience and industry knowledge to help you find the right solution?

Great customer service permeates an entire company

In the email marketing industry, there’s plenty of vendor options that are essentially just a pipeline that you can take advantage of to get your email sent and are little more than a technical solution.

When an ESP and client begin working together more as partners than just a business interaction, service can be taken to a different level.

And when the ESP’s entire team from customer support, to development, to the account director and even the design team, has a dedication to customer service, then everyone is working to make the client successful and turn them into a hero at their company.

Great customer service also comes from a certain approach to the vendor/client contract and relationship. For one, it should be a conversation, not just a set of rules.

Of course the contract is there to define the parameters of the relationship, and should be referred to when things somehow go wrong in some way, but just regularly referencing the contractual rules throughout the relationship is a mistake.

It’s important for marketers to trust the person on the other end of the phone or email because their inquiries have a direct impact on their job performance and maybe their email marketing goals too.

Here are some sample questions that marketers should be asking, and getting answers for:

  1. Will my ESP be there to answer the phone?
  2. Do they have any external validation by accredited groups of their claims of “great customer service?”
  3. What do their customers (references) say about them?

Many times speed and urgency is also important as a campaign needs to get out the door. For example, we would rather answer a question during a chat message within the application to cut down the time from someone asking a question and us getting them a response.

Knowing that time is money for our clients, we want to provide experts who understand email and understand the struggles marketers’ face so we can provide the best service possible.

A final takeaway?

Email marketing is ever more complex. Between constantly emerging trends and marketing technology options, it’s easy to fall into the trap of providing the minimum service level based on contractual rules.

To really be set apart, great customer service has to become something that’s ingrained as a core aspect of the business.

The long-term benefits are always worth more than the potential short-term savings from not providing the best customer service possible.

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Amazon, Alibaba and Rakuten: who is winning the global ecommerce game?

Amazon has been an ecommerce powerhouse in the West, while its two Asian counterparts – Alibaba in China and Rakuten in Japan – have been growing rapidly. Should Amazon fear their entry into the global ecommerce market?

Like most U.S. companies who are leading the way in their own field, Amazon has been considered the number one ecommerce platform by many businesses worldwide.

While the ecommerce behemoth is wooing more and more non-Americans, it has two formidable competitors in Asia: Alibaba in China and Rakuten in Japan.

Alibaba is the biggest ecommerce platform in China, a market that is estimated by eMarketer to surpass the U.S. as the largest retail e-commerce region by 2017.

During Singles’ Day 2015, a Cyber Monday-like shopping festival, Alibaba topped global e-commerce sales records with $14.3 billion in gross merchandise volume.

Currently most of the company’s transactions occur in China but its chief executive (CEO) Jack Ma is hoping to change that with Alibaba’s high-profile initial public offering (IPO) that happened in 2014.

Jack Ma

Rakuten, on the other hand, is the Japanese equivalent of Amazon. Its CEO Hiroshi Mikitani made English the company’s official language in 2010. Rakuten has been very aggressive in globalization, with acquisitions totaling around $4 billion to date.

Major deals include:

  • $410 million for ebook and audiobook platform OverDrive in 2015
  • $1 billion for U.S. shopping site Ebates in 2014
  • $900 million for Cyprus-based mobile messaging app Viber in 2014
  • $200 million for video site Viki in 2013
  • $315 million for Canadian e-book company Kobo in 2011
  • $39.1 million for European online retailer in 2011
  • $250 million for Japanese e-commerce site in 2010
  • $425 million for U.S. performance-based marketing solutions LinkShare in 2005

The global expansion of Alibaba and Rakuten raises a question: can Amazon win the ecommerce game outside of the U.S. and Europe?

An open platform versus a closed system

The three ecommerce giants are built upon different business models. Amazon is a closed system where the company handles everything for merchants, including warehouse management, logistics and customer service.

In comparison, Alibaba and Rakuten are taking an open approach where they provide a shopping platform and payment gateway but business owners need to manage inventory, logistics and customer service by themselves.

“Amazon has an advantage over Alibaba with its closed system that guarantees consistent user experience, high-quality customer service, global scale, mature infrastructure and trusted relationship with existing online shoppers,” explains Bessie Lee, founder and CEO of China-based investment management consultancy withinlink.

But with its IPO in 2014, Alibaba started collaborating with more third-party cross-border logistics companies in various free trade zones in mainland China and Hong Kong, which benefits brands that are looking to enter China, Lee adds.

“Logistic-wise, Alibaba’s setup can save international brands a lot of hassle,” she says.

Rakuten is also an open platform. But compared to Alibaba and Amazon, Rakuten is membership-based and more loyalty-driven by offering consumers direct benefits through cash back and Rakuten Super Points that can be exchanged for offline and online shopping or other experiences.


“Rakuten’s focus for 2016 is to further build an open platform online marketplace, which is about offering access to a rich diversity of [products] curated for the individual consumer, providing an entertaining, personalized experience,” a source familiar with Rakuten, who wants to keep anonymous, tells ClickZ.

Through mergers and acquisitions, Rakuten already operates in many markets including the U.S., Canada, Brazil and many European countries.

“In some ways, Rakuten is more advanced [than Alibaba] in integrating its disparate investments, such as rewarding members when professional sports teams win,” says Mark Tanner, managing director of China Skinny, a marketing strategy and research company.

“And Rakuten’s investment in Viber gives the company a potential for social commerce, which is an advantage that Alibaba doesn’t have,” he adds.

Amazon should be aware, but not afraid

For Alibaba and Rakuten, Western markets are a hard nut to crack. Alibaba’s CEO Jack Ma made no secret of his desire to grow the company’s presence in the U.S..

In 2014, Alibaba teamed up with New York-based social shopping marketplace OpenSky to create a boutique consumer ecommerce site called 11 Main. But Alibaba sold its share in 11 Main just a year after its debut.

While Rakuten is still barely known by consumers in the U.S. and the U.K..

For the time being, Amazon is still the best ecommerce option for many international merchants thanks to its closed ecosystem. Because foreign brands who do not have established distribution, logistics and marketing teams overseas will have to struggle with the lack of resources if they partner with either Alibaba or Rakuten.

A Quora user even described Alibaba’s international marketplace a “horrible structure.”

Quora question

“Alibaba does not really target startups from overseas in the way Amazon does. Additional costs and different time zones for support make it hard for Alibaba to compete with Amazon,” explains Tanner from China Skinny.

However, international brands should not neglect Alibaba or Rakuten given these two companies’ large user base in their local markets where Amazon does not have the same scale. That’s why Macy’s signed a deal with Alibaba last year as the first U.S. department store to join the e-commerce conglomerate’s online shopping mall for international brands, Tmall Global.

While in Japan, one in four online purchases takes place on Ichiba (Rakuten Marketplace), according to Bloomberg.

Both Alibaba and Rakuten have helped rival Amazon make money, as well. Amazon in China has opened a store on Alibaba’s business-to-consumer (B2C) platform, while consumers who sign up for Rakuten-owned Ebates can browse deals on Amazon and get cash back on their purchases. Ebates gets a small commission.


Final thoughts

Asian ecommerce conglomerates like Alibaba and Amazon are expanding their businesses at a global scale but at the same time they are going through some pains.

“We’ve seen that with eBay and Amazon who have struggled to make any headway as they do not understand the consumer as well as the savvy local companies,” says Tanner.

“While Amazon does not need to fear in its established local markets, Asian giants will certainly give it a run for its money in emerging markets,”  he adds.

Jeff and Mark

For the time being, Amazon is winning the global ecommerce game, while Alibaba and Rakuten are leading the way in their country. But as the two Asian companies are optimizing their platforms and their business models are more widely accepted, they could be able to beat Amazon.

“It will take Alibaba a long time to establish what Amazon has achieved today,” says withinlink’s Lee.

“If Alibaba decides to link its ecommerce platform with any other services that it has acquired overseas, Alibaba will blow international shoppers’ minds with the platform’s openness (all information is available to shoppers), variety of products and price advantage. Then Alibaba will be a threat to Amazon,” she adds.

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Why e-commerce brands need native apps

Thanks to HTML5 and other advanced mobile technologies, browser-based apps can now function like native apps and reduce the barrier of downloads. However, many in the industry believe that e-commerce companies should develop their own native app to stay ahead of the curve.

For e-commerce companies, having a mobile website is a non-negotiable requirement. The real question is whether or not they should have a native app to extend their web experience, or if a browser-based app will suffice.

First things first, any app – whether it be web-based or a native one – is better than no app at all. In general, web apps are often used as stepping stones to native apps for many e-commerce brands.

“Mobile is the perfect content consumption device, and it flourishes best in apps. The rise of apps over mobile web is not a question of if, it is when. We naturally gravitate to app-centric experiences, and the Web is only still in the running because of its likeness to the familiar desktop,” says Momchil Kyurkchiev, chief executive (CEO) of Leanplum.

Web apps versus native apps

Simply put, web apps are internet-enabled applications that are supported by a mobile’s web browser, like Chrome or Safari. They do not need to be installed, they don’t take up valuable memory on your device, and they can be as simple as a guest sign-in book on a website.

On the other hand, native apps are what typically spring to mind when you think of a traditional app. They are developed for a specific device or system, be it Android or iOS,  and are downloaded via Apple’s App Store or Google Play. Once downloaded, access is given with just the tap of an icon.

Sometimes smaller is bigger

HubSpot reported that 57 percent of 511 consumers surveyed in 2015 only used their apps once a month or less, while a mere 10 percent used their apps once a day or more. These numbers pose a question: If consumers do not use apps often, why all the hype to develop one?

App development

Generally, the majority of app downloads come from the most loyal users, which is approximately the top two percent. So while 10 percent might seem like a low number of active app users, it does not represent a brand’s most precious commodity – their devoted customer base.

“It is like a power law of distribution; your power-users generate a disproportionate amount of revenue. You have to pay attention to who those users are and what they want, not just overall download numbers,” Kyurkchiev says.

Apps are the future of mobile commerce

Our columnist Andy Favell recently wrote that browser-based apps are now able to rival native apps, thanks to HTML5 and other advanced web technologies. Indeed, web apps’ capabilities have largely enhanced and can negate the barrier of downloads by letting brands engage with consumers via a simple URL.

So can web apps replace native apps? In a nutshell, no.

For instance, social commerce startup Yuno, has complemented its browser-based app experience with a native one. According to the company’s CEO André Walters, the move was due to consumer demand.

YunoSource: Yuno

“Before we developed our native app, our users kept asking when we would be building one. They wanted an easier and more responsive experience. These days, anything that has a social component needs a native app, which has become our fundamental belief,” explains Walters.

“You can do a lot on a web app, but it is not as streamlined as a native app. Of course, it is not a one-fits-all strategy and every business has its own outcomes that it hopes to achieve. We realized the importance of native apps after analyzing our own engagement,” he adds. (Sadly, Walters couldn’t share any engagement statistics with us.)

Of course, Yuno does not represent the whole industry. A 2015 digital shopping tool study from Epsilon reveals a few trends. The report shows that more and more consumers are using mobile tools like shopping apps to create shopping lists, look for coupons, and check inventory in-store.

shopping app


User experience (UX)

From a UX point of view, while the browser experience is getting better in terms of integrated hardware that is available through apps, it is still not as seamless as native capabilities. For example, you cannot integrate a camera into your web app experience. Additionally, you do not have access to the same unparalleled data sets available through device functionality as you do via native, which results in a generalized experience for users. Not ideal.

“You can collect richer data from a native app and offer your users a more personalized user journey such as optimized flow and push notifications,” says Curtis Rose, senior vice president and director of creative technology at Erwin Penland.

However, according to Rose,  there is a drawback. Developing a native app could be more costly in the long run, because brands may need to constantly update their app in response to new developments from Google and Apple, for example. As a consequence, companies need to analyze the cost-effectiveness of their strategies to ensure that the gains are worth the monetary investment.

“It is important to figure out what you are trying to accomplish,” he says. For instance, is your goal search and discoverability? If so, getting users to visit a site is far less costly than making sure your app is discoverable. But if you’re more interested in learning your consumers’ personal behavior patterns, then a native app is probably the better bet.

Best practices

While some measure downloads as a key performance indicator for native apps, a better metric to use would be the amount of times a user revisits.

And then of course, there are the other struggles that can often come with commerce apps, such as cart abandonment. However, using an algorithm to discover when users are most likely to engage with your app can overcome this. Companies like eBay and Fandango have done a great job of this. They have built e-commerce apps that are highly tied to a user’s action, sending notifications prompting a consumer to continue their purchase at the right moment.


“Tools [that have an optimal time feature] send push alerts to customers at ideal moments to remind them of what they have left behind. Just personalizing that one message in terms of timing can increase your mobile purchase conversions by around 15 percent, as I’ve seen with customers,” explains Leanplum’s Kyurkchiev.

He adds that brands do need to be smarter about push notifications. Today, many apps start out in deep waters because users immediately opt-out of receiving alerts. Apps should time that ask to opt-in when users are most engaged.

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Total Holiday E-Commerce: $69 Billion, Mobile $12.7 Billion — comScore


Mobile devices dominated the holiday shopping season, outpacing the PC in driving traffic to e-commerce sites and being used as shopping companions in physical stores. In addition, mobile commerce also grew significantly from 2014 (59 percent), though perhaps not as much as one might have anticipated.

According to online measurement firm comScore, total digital commerce (mobile and PC) reached $69.08 billion for period the between November 1 and December 31. The firm had forecast digital shopping revenues of $70.1 billion for the two month holiday shopping season.

comscore ecommerce holiday

Mobile exceeded the comScore holiday forecast but desktop spending fell about $2 billion below the firm’s estimates. The single largest online shopping day was once again Cyber Monday (November 30), bringing in roughly $2.3 billion in receipts.

Much has been made of online retail surging and traditional retail suffering. But that “either/or” analysis is simplistic. Among online-only players it’s really only Amazon and a couple of others that saw significant sales growth. The rest of online shopping gains came largely from traditional retailers’ online divisions.

In other words traditional retailers’ e-commerce operations (and Amazon) are cannibalizing in-store sales. Yet traditional retail brands and stores support e-commerce by giving consumers the confidence to buy online with the expectation that they can return items locally if they don’t work out.

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Review stars don’t matter all that much [Study]

The idea that content is king extends to online reviews, where a new study found that consumers put far more weight in content than star reviews.

During a recent experiment, ConsumerAffairs created three sample review pages, with different star ratings and varying lengths of review content. The lowest rating was paired with the most in-depth review, and vice versa. The consumer advocacy organization found that 60 percent of consumers pay more attention to the comments than the ratings.

Danica Jones, marketing manager at ConsumerAffairs, points out that the rating is ultimately a number that in isolation, means nothing.

“You need to have the context. Maybe one person just likes their burger neat and this one has onions relish and gourmet lettuce. Someone else can say, ‘That doesn’t sound like one star, I want to try that,’” says Jones.


It’s worth noting that a positive review isn’t the same as a good one. A positive review says good things about the business; a good review says constructive things about it. A good review may be positive, but it will also describe what worked or provide some suggestion about how the product or experience could have been better.

That’s not to say that stars don’t matter; 17 percent of consumers surveyed consider them to be “very important.” Four stars, as opposed to 3.9, results in consumers’ likelihood of purchase shooting up from 42.8 percent to 58.4 percent.


Another important aspect of online reviews that Jones mentions: responding to them. When consumers write to brands on social media, they expect a reply. Since a review is essentially digital crowdsourcing, doesn’t that make a site like Yelp social media, too?

“Like it or not, consumers are shaping brand sentiment online. I think brands have to rip the Band-Aid off and accept that if they’re going to be better about what they offer customers, they have to go ahead and reach out to every single customer possible and use that data to improve on the product and improve on the service,” says Jones.

“If you do an organic search, a review is an immortalization of negative feedback if there’s no response. It comes off like the company doesn’t care about its customers,” she adds.


Scott Severson, president at Brandpoint, thinks ConsumerAffairs’ findings are unsurprising. As a content marketing guy, he’s naturally going to prioritize content over grades. But as a content marketing guy, he also points out how much value reviews can provide for marketers.

“From a search perspective, it’s fabulous content. From an influencer perspective, it’s fabulous content. I think tactically, it’s hard for a company to get reviews at scale. You can’t buy your way in the way you can a lot of other content marketing tactics,” he says, adding that Amazon reviews are among the best.

“I don’t know how it gets its users to spend so much time writing reviews, but I’m glad they do,” he says.

But while Severson thinks utilizing reviews in a content marketing strategy is a solid strategy, he points out that it’s also a difficult one to pull off. It takes a long time to collect reviews at scale, yes. But businesses often gravitate toward the most positive sentiments, which aren’t the ones that move people.

According to ConsumerAffairs, businesses with the highest likelihood to purchase score are actually the ones with 4.5 stars, not those with perfect scores. Five-star reviews can look too positive, as if people were incentivized to write them. Yelp is just as against this practice as Facebook, which is why the unrecommended reviews at the bottom are often glowing.


In January, Yelp used its data to come out with a definitive list of the 100 hottest restaurants in the U.S. Number one on the list, a barbecue joint located just outside California’s Sierra National Forest, had an average rating of 4.5 stars at the time, though the number has since gone up to 4.7. Only four of the top 10 garnered 5-star average ratings.

In two weeks, I’ll be heading to CES in Las Vegas, a city that makes seven appearances on Yelp’s list. The highest ranked is Art of Flavors, a gelato shop just north of the Stratosphere that Yelp data considers the second-hottest restaurant in all of America. I may or may not go there, though. Art of Flavors’ average rating is 5 stars (oh, sure) but the review content is pretty decent.


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