Marginal analysis

Australia

2008.01.26 21:58 Australia

A dusty corner on the internet where you can chew the fat about Australia and Australians.
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2008.03.08 15:15 UK Politics

Political news and debate concerning the United Kingdom. Rules detailed here: https://www.reddit.com/ukpolitics/wiki/rules
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2008.04.02 19:46 United Kingdom

For the United Kingdom of Great Britain (England, Scotland, Wales) and Northern Ireland; News, Politics, Economics, Society, Business, Culture, discussion and anything else UK related.
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2024.05.14 21:48 SolongLife Understanding Aswath Damodaran's Investment Insights

Navigating the Nuances of Stock Valuation:
​
In the world of stock trading, there's a subtle art to distinguishing a stock's true value from its current price. This distinction forms the cornerstone of intelligent investing. Aswath Damodaran, a maestro in the realm of valuation, imparts wisdom that reshapes our understanding of investments.
​
Understanding the Difference Between Value and Price
​
The journey begins with comprehending that value and price, though often used interchangeably, are not the same. Imagine value as an iceberg's hidden depth, revealing the worth of a stock based on potential future earnings and the associated risks. Price, in contrast, is like the tip of the iceberg, visible and often swayed by market sentiments, news, and trends.
​
Here, the concept of 'Discounted Cash Flow' (DCF) emerges as a beacon. It's a technique that calculates a stock's value by projecting its future cash flows and then 'discounting' them back to their present value. This calculation involves a formula:
​
Present Value = Future Cash Flows / (1 + Discount Rate)^Number of Years
In this equation, the 'Future Cash Flows' represent the earnings expected from the stock in the future. The 'Discount Rate' is a critical factor, reflecting the risk associated with the stock. Higher risk equates to a higher discount rate, which in turn lowers the present value.
The Four Pillars of Valuation
Shifting focus to the core drivers of a stock's value, Damodaran emphasizes four pillars:
  1. Revenue Growth: It's akin to the fuel propelling a company's engine. Higher growth prospects can lead to a higher valuation.
  2. Profit Margins: This is the efficiency with which a company turns revenue into profit. Wider margins often signal a more valuable company.
  3. Investment Efficiency: This is how effectively a company uses its investments to generate revenue. Superior efficiency is usually rewarded with a higher valuation.
  4. Risk Assessment: This involves understanding the various risks associated with the business, both in terms of operational uncertainties and the overall market risks.
Weaving a Narrative into Numbers
Damodaran advocates for a narrative-driven approach to valuation. This involves painting a realistic picture of the company's future and meticulously linking this story to the numerical aspects of valuation. It's about blending imagination with analysis, turning abstract ideas into concrete figures.
For instance, envision a company planning to expand its market reach. This narrative can directly influence the expected revenue growth and investment strategies, altering the valuation. The key lies in ensuring that the story is not just possible, but plausible and probable.
Finally
The essence of valuation lies in the harmony between numbers and narratives, between tangible data and intangible insights. By grasping these concepts, investors can navigate the stock market with a perspective that's grounded yet expansive, practical yet visionary.
submitted by SolongLife to TraderTools [link] [comments]

2024.05.14 21:35 PLpro12 How do I analyze and interpret Amazon FBA sales data to make informed decisions reddit?

Understanding Amazon FBA Sales Data

What Constitutes Amazon FBA Sales Data?

Amazon FBA sales data encompasses a plethora of metrics and statistics that shed light on various aspects of a seller's performance on the platform. These include:

The Importance of Analyzing Amazon FBA Sales Data

Analyzing Amazon FBA sales data isn't merely a suggested practice; it's a crucial component of a seller's success strategy. By delving into the nuances of this data, sellers gain invaluable insights that enable them to:

Analyzing Amazon FBA Sales Data: Best Practices

1. Utilize Amazon Seller Central Tools

Amazon offers a suite of tools within Seller Central designed to assist sellers in analyzing sales data effectively. These tools, including the Sales Dashboard and Business Reports, provide a comprehensive overview of sales performance, customer behavior, and inventory metrics.

2. Leverage Data Visualization Techniques

Visualizing data through graphs, charts, and dashboards enhances comprehension and facilitates quick decision-making. Utilize data visualization tools such as Tableau or Google Data Studio to create visually appealing representations of your Amazon FBA sales data.

3. Conduct Comparative Analysis

Compare current sales performance with historical data to identify patterns, fluctuations, and areas for improvement. Conduct A/B testing on pricing strategies, product listings, and advertising campaigns to gauge effectiveness and optimize performance.

4. Implement Keyword Optimization Strategies

Keywords play a pivotal role in driving product visibility and sales on Amazon. Leverage keyword research tools such as Google Keyword Planner or Helium 10 to identify high-traffic keywords relevant to your products. Incorporate these keywords strategically into product listings, titles, and descriptions to enhance search ranking and attract more customers.

5. Monitor Competitor Activity

Stay abreast of competitor activity by monitoring their pricing strategies, product offerings, and customer reviews. Extract valuable insights from competitor data to refine your own strategies and maintain a competitive edge.

Interpreting Amazon FBA Sales Data: Key Metrics to Consider

1. Sales Velocity

Sales velocity refers to the rate at which products are selling on Amazon. A high sales velocity indicates strong demand and market acceptance, while a low velocity may necessitate adjustments to pricing or marketing strategies.

2. Return on Investment (ROI)

ROI measures the profitability of your Amazon FBA endeavors by comparing the revenue generated against the expenses incurred, including product costs, fulfillment fees, and advertising expenditure.

3. Customer Acquisition Cost (CAC)

CAC quantifies the amount spent on acquiring each new customer. By optimizing CAC and maximizing customer lifetime value, sellers can enhance profitability and sustain long-term growth.

4. Conversion Rate

Conversion rate denotes the percentage of website visitors who complete a desired action, such as making a purchase. Analyzing conversion rates enables sellers to identify friction points in the purchasing process and implement strategies to improve conversion efficiency.

Conclusion

Mastering the art of analyzing and interpreting Amazon FBA sales data is paramount for sellers seeking sustainable success in the competitive e-commerce landscape. By harnessing the power of data-driven insights, sellers can optimize their strategies, maximize profitability, and unlock new avenues for growth on Amazon's platform.
Understanding Amazon FBA Sales Data

What Constitutes Amazon FBA Sales Data?

Amazon FBA sales data encompasses a plethora of metrics and statistics that shed light on various aspects of a seller's performance on the platform. These include:

The Importance of Analyzing Amazon FBA Sales Data

Analyzing Amazon FBA sales data isn't merely a suggested practice; it's a crucial component of a seller's success strategy. By delving into the nuances of this data, sellers gain invaluable insights that enable them to:

Analyzing Amazon FBA Sales Data: Best Practices

1. Utilize Amazon Seller Central Tools

Amazon offers a suite of tools within Seller Central designed to assist sellers in analyzing sales data effectively. These tools, including the Sales Dashboard and Business Reports, provide a comprehensive overview of sales performance, customer behavior, and inventory metrics.

2. Leverage Data Visualization Techniques

Visualizing data through graphs, charts, and dashboards enhances comprehension and facilitates quick decision-making. Utilize data visualization tools such as Tableau or Google Data Studio to create visually appealing representations of your Amazon FBA sales data.

3. Conduct Comparative Analysis

Compare current sales performance with historical data to identify patterns, fluctuations, and areas for improvement. Conduct A/B testing on pricing strategies, product listings, and advertising campaigns to gauge effectiveness and optimize performance.

4. Implement Keyword Optimization Strategies

Keywords play a pivotal role in driving product visibility and sales on Amazon. Leverage keyword research tools such as Google Keyword Planner or Helium 10 to identify high-traffic keywords relevant to your products. Incorporate these keywords strategically into product listings, titles, and descriptions to enhance search ranking and attract more customers.

5. Monitor Competitor Activity

Stay abreast of competitor activity by monitoring their pricing strategies, product offerings, and customer reviews. Extract valuable insights from competitor data to refine your own strategies and maintain a competitive edge.

Interpreting Amazon FBA Sales Data: Key Metrics to Consider

1. Sales Velocity

Sales velocity refers to the rate at which products are selling on Amazon. A high sales velocity indicates strong demand and market acceptance, while a low velocity may necessitate adjustments to pricing or marketing strategies.

2. Return on Investment (ROI)

ROI measures the profitability of your Amazon FBA endeavors by comparing the revenue generated against the expenses incurred, including product costs, fulfillment fees, and advertising expenditure.

3. Customer Acquisition Cost (CAC)

CAC quantifies the amount spent on acquiring each new customer. By optimizing CAC and maximizing customer lifetime value, sellers can enhance profitability and sustain long-term growth.

4. Conversion Rate

Conversion rate denotes the percentage of website visitors who complete a desired action, such as making a purchase. Analyzing conversion rates enables sellers to identify friction points in the purchasing process and implement strategies to improve conversion efficiency.
Utilizing Amazon Seller Tools
Helium 10 offers a comprehensive suite of tools designed to empower sellers with actionable insights derived from Amazon FBA sales data. This powerful software provides sellers with robust analytics capabilities, enabling them to delve deep into their sales performance, customer behavior, and market trends. With this tool, sellers can effortlessly analyze key metrics such as sales revenue, unit sales, profit margins, and keyword performance to make informed decisions that drive business growth and success. Whether it's optimizing pricing strategies, refining product offerings, or maximizing advertising ROI, sellers are equipped with the tools they need to thrive in the competitive e-commerce landscape.

Conclusion

Mastering the art of analyzing and interpreting Amazon FBA sales data is paramount for sellers seeking sustainable success in the competitive e-commerce landscape. By harnessing the power of data-driven insights, sellers can optimize their strategies, maximize profitability, and unlock new avenues for growth on Amazon's platform.
Helium 10 - 20% OFF Discount (Limited Time)
An all-in-one Amazon seller tool to easily find, list, and sell 10K+/month products! Disclosure: I get a small kickback if you click through - Thanks for reading! DM if you have any questions :)
submitted by PLpro12 to newamazonsellers [link] [comments]

2024.05.14 21:17 vickyjensen11 Beyond the Hourly Grind: The Power of Time Tracking for Freelancers

The freelancer's existence is a maddening rush between tasks, deadlines, and trying to find new customers. However, one important element often fades against the backdrop of excitement and freedom: time tracking with screenshots.
The freelancer's existence is a maddening rush between tasks, deadlines, and trying to find new customers. However, one important element often fades against the backdrop of excitement and freedom: time tracking with screenshots.
Most freelancers utilize an hourly billing model, forecasting the scope of work for the project and the amount, more or less, of how many hours to devote, believing or not to use intuition to establish rates. It seems simple, but in fact, there are several pitfalls.

The Limitations of the Hourly Grind

Let’s try to explain this with an example: You accept a new project with an estimated turnaround time of 20 hours. You dive in, head down, focused on delivering high-quality work. But as the deadline approaches, you realize with a sinking feeling that you've underestimated the time required by a significant margin. This situation is typical for freelancers relying solely on hourly billing.
The problem with this approach is twofold. First, estimating timelines accurately is challenging with concrete data on how long specific tasks take. This can lead to undercharging clients for your work, which hurts your bottom line.
Secondly, the hourly model doesn't account for the actual value you deliver. Clients increasingly seek freelancers who can solve problems and deliver results, not just clock hours. With data to quantify your time spent on specific project aspects, it becomes easier to justify your rates and demonstrate the value you bring to the table.

Time Tracking for Long-Term Success

This is where time tracking software can be a game-changer for freelancers. Automatically recording your time on different tasks and projects provides invaluable insights that empower you to take control of your workflow and build a more profitable business.
Here's how time tracking software unlocks the power for freelancers to move beyond the hourly grind:
Improved Project Estimation: A time tracker with screenshots enables the user to generate more precise estimates by providing historical data on past projects and time spent on similar tasks. This reduces the risk of undercharging clients, builds trust, and strengthens your professional reputation. A lot of time tracking systems come with features like project templates and historical data analysis, which make the creation of estimates even simpler. Research carried out by Toggl showed that 77% of freelancers who make use of time tracking software testified to have better project estimation.
With this knowledge as your guide, you can begin to fine-tune your work style. Many time tracking tools offer category and reporting options that show you the exact amount of time spent on emails, calls, administrative tasks and billable work. Another feature is the integration with other productivity apps that helps in streamline workflow and reduce distractions.
This data allows you to move beyond the hourly model and explore value- or project-based pricing. With value-based pricing, you focus on the value you deliver to the client, not just the hours worked. Project-based pricing involves setting a fixed price for the entire project, giving you more control over your workload and income.

Talygen's Remote Team Monitoring Tools: A Feature-Rich Solution

The selection of a time tracking software, for your freelance business, is not an easy task. However, Talygen's remote team monitoring tools have a lot to offer.

In Conclusion

Some freelancers may have more difficulties in the beginning in getting accustomed to time tracking with screenshots because they fear being micromanaged. On the other hand, you need to understand that time tracking is not a means to keep a close watch over all your movements but to supply you with useful data.
Talygen's remote team monitoring tools emphasize trust and self-control, not control over team members.
Most freelancers utilize an hourly billing model, forecasting the scope of work for the project and the amount, more or less, of how many hours to devote, believing or not to use intuition to establish rates. It seems simple, but in fact, there are several pitfalls.
submitted by vickyjensen11 to u/vickyjensen11 [link] [comments]

2024.05.14 20:33 Chicken_Dinner_10191 Why haven't there been any national Democrats calling for Biden to step aside?

Biden's approval rating is at 38 percent and that is pretty consistent across a number of polls. He had decent approval numbers before the Afghanistan withdraw, but his numbers have never really recovered from the messy way it unfolded in the media. All president approval rating decline over time. None since Truman been re-elected with a sub-40 percent approval rating. The public don’t know or don’t seem to give a fuck or shit about any of his accomplishments either:
Unfortunately for Biden, less than a quarter of Americans have “heard a lot” about his signature legislative achievements: “Congress passing a law that will enable Medicare to negotiate lower prescription drug prices” (23%); “Congress passing infrastructure investments in 2021” (20%); “Congress passing climate and clean-energy investments in 2022” (18%); and “Congress passing a gun safety law in 2022” (14%).
In contrast, far more Americans have heard a lot about Biden “physically stumbling at public events” (47%); making “verbal gaffes” (41%) and “falling asleep at public events” (33%). It’s not particularly surprising, then, that just under a quarter of Americans (24%) think Biden has accomplished “a lot” as president A recent NYT/Sienna poll showed Trump winning 20% of the black vote and coming within 1 point of Biden with voters below 30. I would argue the NYT polls are too optimistic for Biden's chances, because Trump tends to outperform his polls given his ability to attract low propensity Republican voters and pollsters' inability to capture these people. This was one of the top pollsters in the country. The fact that Trump is approaching 50 percent in these polls instead of a 43-41 split with undecideds demands that Democrats change course with their nominating contest immediately.
Before you say that sounds preposterous, you need to think of these responses in the context of a more nuanced expression of frustration and dissatisfaction. Black voters and young voters aren't saying they will vote for Trump. They are saying they will stay their asses home on election day if Joe Biden is the nominee.And I think there is every reason to take their threat seriously:
Trump’s claim that many black voters stayed home, though, is correct. On Sunday, the New York Times published research from a group of political scientists and data analysts that breaks out how voters who supported President Barack Obama in 2012 behaved in 2016. Most of them, unsurprisingly, voted for Hillary Clinton. Nine percent voted for Trump. Seven percent didn’t vote. Those percentages aren’t distributed evenly by race. According to the analysis, 12 percent of white voters who had backed Obama in 2012 voted for Trump four years later. Eleven percent of black Obama 2012 voters stayed home.
In 2016 Hillary Clinton performed much worse than Obama '12 in the key battleground states because so many base voters preferred to stay home than vote for her:
2016 was an election cycle in which Trump’s margin of victory was one of the narrowest in U.S. history. It came down to about 78,000 votes in three states, including Michigan, Pennsylvania and Wisconsin. It’s hard not to wonder, then, how the decrease in turnout among black voters might have affected the outcome. In Michigan, where 14 percent of residents are black, Trump won by 10,704 votes of 4.8 million cast. In Pennsylvania, he won by 44,000 of 6.2 million cast — with blacks making up more than a tenth of the population. Clinton wins those states, and the 2016 race is essentially a tie.
In other words, "Not this woman!" the base said. And today Biden’s numbers are very similar to where her’s were. In fact, he's polling worse than she was in August 2016. Young voters and black voters are pissed that he hasn't delivered on things like reforming the court, voting rights, student loans etc. The shit with Israel where we have promised the Israeli government unconditional support and military aid while they level Palestine isn't helping him. A majority of Americans now disapprove of his handling of the conflict.
The White House has said that polling a year out doesn’t mean anything. But 55 percent of the voting public having a negative perception of you is a lot to turn around in less than a year when they have 3-4 years of previous knowledge of you as president informing their opinion.
They have also pointed to the success of measures like abortion and marijuana legalization in the recent off year elections as a good sign, mistakenly. These elections indicate that voters like abortion and weed. They do not like Joe Biden. Unless he changes his name to Abortion and Weed, there's no reason to think the success of these referendums (deep-red Trump country Ohio legalized abortion for pete's sake) carries over to Biden himself when he's on the ballot.
His numbers are about as bad as they can get for a sitting president:
Only one-third of U.S. adults say they approve of President Biden’s job performance — a record low for his presidency and for any president in the last 15 years. In an ABC News/Ipsos poll, conducted Jan. 4-8, only 33 percent of those surveyed said they approved of Biden, a drop from the previous poll in September 2023, when 37 percent approved of his performance. Biden’s disapproval rating is 58 percent, up from 56 percent in September.
The party is taking an unwarranted gamble nominating someone whose approval rating is in the 30s and the base has lost trust in. It's totally unwise to run somebody that the base and 55 percent of voters have a negative perception of. These numbers matter particularly when you're talking about how razor thin the vote margins in some of these swing states were in 2020. When he loses next year Reddit will be sitting here posting about how "stupid" "entitled" "low information" the voters are when they sent a message loud and clear in polling a year before the election that he was not their first choice.
We have seen this before. Both parties run historically unpopular candidates, and Republicans eak out a win because Dems stayed home. It is not an inevitable outcome. There is still time to course correct and dump Biden, but Dems need to act quickly and find a younger nominee.
Why aren't they doing it??
submitted by Chicken_Dinner_10191 to PoliticalDebate [link] [comments]

2024.05.14 20:05 JelllyGarcia The 100 meter range - Contexts from other cases

Yesterday in the Daybell trial (day 22) in Idaho, a supervisor from the FBI’s CAST (cellular analysis dept) testified & they brought up a map, matching the description of the map in the Delphi case, and described why they pick a 100m range - even though the data points can be much more specific than that.
This leads me to believe that FBI’s CAST team made the map referred to by Baldwin & Rozzi, showing the phones being tracked around a 100m range.
(The rest of this post incorporates that assumption bc I believe it’s strongly evidenced based on the testimony from the Daybell trial yesterday)
Those in the ‘guilty’ camp like to argue that AT&T “made the map” (nonsense; they provide data & coverage maps, not tracking maps to aid in prosecutions, unless subpoenaed to do so, which wouldn’t be done bc CAST exists).
The FBI CAST supervisor explained that the 100m range is an objective point that doesn’t over, or under-state their precision, and allows for a reasonable margin of error. [the actual precision range is about 16-30m IIRC]
It’s much more precise than phone pings and their maps they showed on the screen tracking Alex Cox’s phone within a 100m range seems identical to what’s being described by the Defense in regard to the map of the 100m range on Ron Logan’s property.
The testimony also was specific to AT&T & Verizon phones, and did include maps provided by AT&T, none of which match what’s described in the Delphi case, but did show overlapping coverage zones that are more detailed than the coverage map provided on their website.
A lot of the data was provided by AT&T, and there was clear contrast with the actual AT&T maps vs. the FBI CAST maps that use a 100m range - the CAST maps incorporate the AT&T data & pings, geolocation (done by CAST), Google location data, and drive test information.
Google and Gmail specifically give abundant location data points as precise as any other form of GPS (~concern for my own privacy~)
It also showed multiple phones being tracked (Lori, Chad, and Alex), and described (w/ visual aid on maps) how they track those phones within the 100m range, and in relation to phone’s distance from each other.
In the Kohberger case, they are having a heck of a time getting this same division (Idaho) of CAST to participate in their discovery phase, and I believe (speculation) that the reason for that is likely because of HOW transparent they are about this data & the backup info that supports it. They showed maps, raw data, put the report right up on the huge projector screen & explained the 100m map in full detail.
A lot of the info that’s come out about the Kohberger case shows that the PCA doesn’t line up with the facts from the FBI (the scenario is ringing a bell, I must say). Yesterday the Defense in that case quoted the state as saying the PCA “is irrelevant at this stage” - and this is right around the time the subpeona issued to the FBI CAST expert should be fulfilled (sometime this week) (speculation within a speculation: I think they turned it in last week, or as soon as they received the subpoena, bc it’s not like they didn’t have it ready… The CAST data was relied upon by investigators before the arrest and is referred to in the Dec, 2022 PCA. So it seems like they turned it in already, and now the state states that ‘the PCA is irrelevant.’ (— In the Delphi case, that goes without saying))
IMO, the state’s quote indicates the FBI was forthright about their data, the State wanted to limit the information they disclose to only things that support their PCA, the FBI refused to exclude data that works against the State, nothing was brought forth or presented, the Judge subpoenaed it, and when it was brought forth, the state said to disregard it all {this is yet to be confirmed but based on the Touhey process being implemented as of the 05/02 hearing & major indications in the filings we’ve seen since then}
So! I bet Baldwin & Rozzi have figured out who made the map - FBI CAST - and that it’s not just AT&T phone pings - and that the FBI CAST will gladly share with them every detail they seek, bc it ain’t no secret for them. It seems to be work they’re proud of and will present in great detail
submitted by JelllyGarcia to DicksofDelphi [link] [comments]

2024.05.14 18:57 PLpro12 What are the best strategies for launching a new product on Amazon FBA for maximum visibility reddit?

Conduct Thorough Market Research

Before diving into the product launch process, it's crucial to conduct thorough market research to identify lucrative opportunities and understand your target audience's needs and preferences. Analyze competitor products, customer reviews, and market trends to uncover gaps in the market and refine your product offering for maximum appeal.

Optimize Product Listing

Optimizing your product listing is essential for maximizing visibility on Amazon. Start by crafting compelling product titles that include relevant keywords to improve searchability. Utilize high-quality images that showcase your product from multiple angles and provide clear, accurate descriptions highlighting key features and benefits.

Leverage Amazon PPC Advertising

Amazon Pay-Per-Click (PPC) advertising is a powerful tool for boosting visibility and driving targeted traffic to your product listing. Create strategic PPC campaigns targeting relevant keywords and demographics to reach potential customers actively searching for products like yours. Continuously monitor and optimize your campaigns to maximize ROI and ensure cost-effectiveness.

Utilize Enhanced Brand Content (EBC)

Take advantage of Amazon's Enhanced Brand Content (EBC) feature to enhance your product listings with rich multimedia content such as videos, images, and enhanced product descriptions. EBC not only helps differentiate your brand but also improves conversion rates by providing shoppers with a more engaging and informative browsing experience.

Implement Strategic Pricing Strategies

Pricing plays a significant role in influencing purchasing decisions on Amazon. Conduct pricing analysis to determine the optimal price point for your product based on factors such as competition, perceived value, and profit margins. Consider offering promotional discounts or bundles to incentivize purchases and attract bargain-seeking shoppers.

Cultivate Positive Reviews and Ratings

Positive reviews and ratings are crucial for building trust and credibility with potential customers on Amazon. Encourage satisfied customers to leave authentic reviews by providing exceptional customer service and delivering high-quality products. Respond promptly to customer inquiries and address any issues or concerns to maintain a positive brand reputation.

Leverage Social Media and Influencer Marketing

Harness the power of social media and influencer marketing to expand your reach and drive traffic to your Amazon product listings. Partner with influencers in your niche to promote your products to their engaged audience and leverage social media platforms to showcase customer testimonials, behind-the-scenes content, and product demonstrations.

Monitor and Analyze Performance Metrics

Continuous monitoring and analysis of key performance metrics are essential for optimizing your Amazon FBA product launch strategy. Track metrics such as sales velocity, conversion rates, and keyword rankings to identify areas for improvement and refine your marketing efforts for maximum effectiveness.
Utilizing Amazon Seller Tools
Jungle Scout is a powerful Amazon tool that can greatly assist in launching a new product on Amazon FBA for maximum visibility. With its comprehensive suite of features, the software provides valuable insights and data-driven solutions to optimize every aspect of your product launch strategy. From conducting in-depth market research to identifying high-demand niches, this tool empowers sellers to make informed decisions and capitalize on lucrative opportunities. Additionally, its robust keyword research capabilities enable sellers to optimize their product listings for improved search visibility and discoverability. By leveraging this tool, sellers can streamline the product launch process, increase visibility, and ultimately, drive sales on Amazon FBA.

Conclusion

Launching a new product on Amazon FBA requires careful planning and execution to achieve maximum visibility and success in the competitive marketplace. By implementing the strategies outlined in this guide, you can optimize your product launch strategy and position your brand for long-term growth and profitability on Amazon.
Jungle Scout - 35% OFF Discount (Limited Time)
An all-in-one Amazon seller tool to easily find, list, and sell 10K+/month products! Disclosure: I get a small kickback if you click through. Thanks for reading! DM if you have any questions :)
submitted by PLpro12 to newamazonsellers [link] [comments]

2024.05.14 17:59 Then_Marionberry_259 MAY 14, 2024 MAG.TO MAG SILVER REPORTS FIRST QUARTER FINANCIAL RESULTS

MAY 14, 2024 MAG.TO MAG SILVER REPORTS FIRST QUARTER FINANCIAL RESULTS
https://preview.redd.it/w3wbxgjzze0d1.png?width=3500&format=png&auto=webp&s=c343619687a11525804d04f755c495d975b2050d
VANCOUVER, British Columbia, May 14, 2024 (GLOBE NEWSWIRE) -- MAG Silver Corp. (TSX / NYSE American: MAG) (“MAG”, or the “Company”) announces the Company’s unaudited consolidated financial results for the three months ended March 31, 2024 (“Q1 2024”). For details of the unaudited condensed interim consolidated financial statements of the Company for the three months ended March 31, 2024 (“Q1 2024 Financial Statements”) and management’s discussion and analysis for the three months ended March 31, 2024 (“Q1 2024 MD&A”), please see the Company’s filings on the System for Electronic Document Analysis and Retrieval Plus (“SEDAR+”) at ( www.sedarplus.ca ) or on the Electronic Data Gathering, Analysis, and Retrieval (“EDGAR”) at ( www.sec.gov ).
All amounts herein are reported in $000s of United States dollars (“US$”) unless otherwise specified (C$ refers to Canadian dollars).
KEY HIGHLIGHTS (on a 100% basis unless otherwise noted)
  • MAG reported net income of $14,895 ($0.14 per share) driven by income from Juanicipio (equity accounted) of $19,244, and adjusted EBITDA 1 of $32,447 for the three months ended March 31, 2024.
  • A total of 325,683 tonnes of ore at a silver head grade of 476 grams per tonne (“g/t”) (equivalent silver head grade 2 713 g/t), was processed at Juanicipio during Q1 2024.
  • Juanicipio achieved silver production and equivalent silver production 2 of 4.5 and 6.4 million ounces, respectively, during Q1 2024.
  • Juanicipio delivered robust cost performance with cash cost 1 of $2.50 per silver ounce sold ($8.66 per equivalent silver ounce sold 3 ), and all-in sustaining cost 1 of $6.11 per silver ounce sold ($11.22 per equivalent silver ounce sold 3 ) in Q1 2024.
  • Juanicipio generated strong operating cash flow of $42,521 and free cash flow 1 of $27,820 in the first quarter of 2024 after tax payments of $25,772.
  • Juanicipio returned a total of $17,459 in interest and loan principal repayments to MAG during Q1 2024.
  • MAG published its updated technical report on Juanicipio on March 27, 2024 outlining robust economics with an after tax NPV of $1.2 billion over an initial 13-year life of mine, generating annual average free cashflow exceeding $130 million. Mineral Resources increased by 33% from the 2017 PEA, with substantial growth in Measured and Indicated categories. Inferred resources also expanded, highlighting significant near-term, high-grade upside potential. An inaugural 15.4 million tonnes Mineral Reserve Estimate at 628 g/t silver equivalent grade was declared enhancing economic confidence. Extensive exploration upside remains, with only 5% of the property explored, indicating high potential for further discoveries.
  • MAG announced 2024 production and cost guidance with Juanicipio expected to produce between 14.3 million and 15.8 million silver ounces yielding between 13.2 million and 14.6 million payable silver ounces at all-in sustaining costs of between $9.50 and $10.50 per silver ounce sold. Juanicipio remains on track to achieve 2024 guidance.
  • On March 22, 2024 the Company, through its Gatling Exploration Inc. subsidiary, acquired 100% ownership of the Goldstake property (contiguous to its current land holdings) from Goldstake Explorations Inc. and Transpacific Resources Inc., for consideration of C$5,000.
________________________
1 Adjusted EBITDA, total cash costs, cash cost per ounce, all-in sustaining costs, all-in sustaining cost per ounce and free cash flow are non-IFRS measures, please see below ‘ Non-IFRS Measures ’ section and section 12 of the Q1 2024 MD&A for a detailed reconciliation of these measures to the Q1 2024 Financial Statements.
2 Equivalent silver head grade and equivalent silver production have been calculated using the following price assumptions to translate gold, lead and zinc to “equivalent” silver head grade and “equivalent” silver production: $23/oz silver, $1,950/oz gold, $0.95/lb lead and $1.15/lb zinc.
3 Equivalent silver ounces sold have been calculated using realized price assumptions to translate gold, lead and zinc to “equivalent” silver ounces sold (metal quantity, multiplied by metal price, divided by silver price). Q1 2024 realized prices of $23.73/oz silver, $2,112.27/oz gold, $0.92/lb lead and $1.08/lb zinc.
CORPORATE
  • The Company is well underway with the preparation of its 2023 sustainability report underscoring its continued commitment to transparency with its stakeholders while providing a comprehensive overview of the Company’s environmental, social and governance (“ESG”) commitments, practices and performance for 2023. A copy of MAG’s 2022 sustainability report and MAG Silver 2022 ESG Data Table are available on the Company’s website at https://magsilver.com/esg/reports/ 4
________________________
4 Information contained in or otherwise accessible through the Company’s website, including the 2022 sustainability report and MAG Silver 2022 ESG Data Table, do not form part of this News Release and are not incorporated into this News Release by reference.
EXPLORATION
  • Juanicipio:
    • Infill drilling at Juanicipio continued in Q1 2024 from underground aimed at upgrading mineralization in areas expected to be mined in the near to mid-term. During Q1 2024, 11,271 metres were drilled from underground.
    • Surface drilling focused on expanding and upgrading the deeper zones and broader regional exploration started in April 2024.
    • During 2024, Juanicipio plans to drill a total of 50,000 metres, with 33,000 metres from underground and 17,000 metres from surface.
  • Deer Trail Project, Utah:
    • On May 29, 2023 MAG started a Phase 3 drilling program focused on up to three porphyry “hub” target areas thought to be the source of the manto, skarn, epithermal mineralization and extensive alteration throughout the project area including that at the Deer Trail and Carissa zones. In late 2023 an early onset of winter snowfall impacted the commencement of the third porphyry “hub” target, which is now expected to be drilled in 2024. The two completed “hub” holes to date total 2,738 metres. Both holes intercepted alteration and mineralization in line with what is expected on the edges of porphyry systems. Follow-up drill targets are planned for summer 2024.
    • With the early onset of snowfall, Phase 4 drilling focussed on lower elevations commenced in the last quarter of 2023 and continued through Q1 2024, aimed at offsetting the Carissa discovery and testing other high-potential targets in the Deer Trail mine area. During Q1 2024, 1,208 metres were drilled at Carissa with results pending.
  • Larder Project, Ontario:
    • Drilling targeting Cheminis and Bear totalled 5,391 metres in Q1 2024. Targets tested include down plunge extension of the high-grade double knuckle at the Bear East zone and extending the Cheminis south mine sequence down plunge.
    • Cheminis Update: Follow-up drilling of the Cheminis South Cadillac-Larder Break (“CLD”) mine sequence down plunge is planned to test below the most recent intercepts. Hole GAT-24-026 intersected a new zone on the north side of the CLB within a fuchsite-silica-albite altered komatiite grading 3.9 g/t gold over 16 metres with 2 higher grade shoots associated with albite dykes (see Table 1 below).
    • Bear Update: Utilizing the updated model and incorporating the updated data from recent drilling, the Bear East zone was successfully extended down plunge by up to 1,100 metres depth. Hole GAT-24-024NB intersected gold mineralization on both sides of the CLB which confirms the presence of either another structural trap at depth or the continuation of the “double knuckle” zone at surface. Gold mineralization intersected on the north zone included 9.4 g/t gold over 2.2 metres within a strongly altered komatiite with syenite intrusions and 1.6 g/t gold over 4.2 metres on the south zone within the south iron-rich volcanics (see Table 1 below). Bear East remains open in all directions.
Table 1: 2024 Larder Drillholes Highlights
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JUANICIPIO RESULTS
All results of Juanicipio in this section are on a 100% basis, unless otherwise noted.
Operating Performance
The following table and subsequent discussion provide a summary of the operating performance of Juanicipio for the three months ended March 31, 2024 and 2023, unless otherwise noted.
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(1) Equivalent silver head grades have been calculated using the following price assumptions to translate gold, lead and zinc to “equivalent” silver head grade: $23/oz silver, $1,950/oz gold, $0.95/lb lead and $1.15/lb zinc (Q1 2023: $21.85/oz silver, $1,775/oz gold, $0.915/lb lead and $1.30/lb zinc).
(2) Equivalent silver payable ounces have been calculated using realized price assumptions to translate gold, lead and zinc to “equivalent” silver payable ounces (metal quantity, multiplied by metal price, divided by silver price). Q1 2024 realized prices of $23.73/oz silver, $2,112.27/oz gold, $0.92/lb lead and $1.08/lb zinc (Q1 2023 realized prices of $22.93/oz silver, $1,959.50/oz gold, $0.94/lb lead and $1.43/lb zinc).
During the three months ended March 31, 2024 a total of 325,081 tonnes of ore were mined. This represents an increase of 45% over Q1 2023. Increases in mined tonnages at Juanicipio have been driven by the operational ramp up of the mine towards steady state targets.
During the three months ended March 31, 2024 a total of 325,683 tonnes of ore were processed through the Juanicipio plant; no ore was processed at the nearby Fresnillo and Saucito processing plants (100% owned by Fresnillo). This represents an increase of 47% over Q1 2023. The increase in milled tonnage has been driven by the Juanicipio mill commissioning and operational ramp up to nameplate capacity over the course of 2023.
The silver head grade and equivalent silver head grade for the ore processed in the three months ended March 31, 2024 was 476 g/t and 713 g/t, respectively (three months ended March 31, 2023: 363 g/t and 530 g/t, respectively). Head grades in Q1 2023 were lower as low-grade commissioning stockpiles were processed through the Juanicipio plant. Silver metallurgical recovery during Q1 2024 was 89.1% (Q1 2023: 87.0%) reflecting ongoing optimizations in the processing plant.
The following table provides a summary of the total cash costs 5 and all-in sustaining costs 5 (“AISC”) of Juanicipio for the three months ended March 31, 2024, and 2023.
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________________________
5 Total cash costs, cash cost per ounce, cash cost per equivalent ounce, all-in sustaining costs, all-in sustaining cost per ounce, and all-in sustaining cost per equivalent ounce are non-IFRS measures, please see the “ Non-IFRS Measures ” section below and section 12 of the Q1 2024 MD&A for a detailed reconciliation of these measures to the Q1 2024 Financial Statements. Equivalent silver ounces sold have been calculated using realized price assumptions to translate gold, lead and zinc to “equivalent” silver ounces sold (metal quantity, multiplied by metal price, divided by silver price). Q1 2024 realized prices of $23.73/oz silver, $2,112.27/oz gold, $0.92/lb lead and $1.08/lb zinc (Q1 2023: $22.93/oz silver, $1,959.50/oz gold, $0.94/lb lead and $1.43/lb zinc).
Financial Results
The following table presents excerpts of the financial results of Juanicipio for the three months ended March 31, 2024 and 2023.
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Sales increased by $72,207 during the three months ended March 31, 2024, mainly due to 179% higher metal volumes and 2% higher realized metal prices.
Offsetting higher sales was higher production cost ($9,409) which was driven by higher sales and operational ramp-up in mining and processing, including $3,545 in inventory movements, and higher depreciation ($14,083) as the Juanicipio mill achieved commercial production and commenced depreciating the processing facility and associated equipment in June 2023. Operating margin increased by 21% to 52%, mainly due to operational leverage and the lower reliance on the nearby Fresnillo and Saucito processing facilities.
Other expenses increased by $2,159 mainly as a result of higher extraordinary mining and other duties ($872) in relation to higher precious metal revenues from the sale of concentrates and higher consulting and administrative expenses ($2,690) as an operator services agreement became effective upon initiation of commercial production (the “Operator Services Agreement”), offset by lower exchange losses and other costs ($1,566).
Taxes increased by $20,980 impacted by higher taxable profits generated during Q1 2024, and non-cash deferred tax credits related to the commencement of use of plant and equipment in Q1 2023.
Ore Processed at Juanicipio Plant (100% basis)
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(1) The underground mine was considered readied for its intended use on January 1, 2022, whereas the Juanicipio processing facility started commissioning and ramp-up activities in January 2023, achieving commercial production status on June 1, 2023.
(2) Includes toll milling costs from processing mineralized material at the Saucito and Fresnillo plants for Q1 2023.
Sales and treatment charges are recorded on a provisional basis and are adjusted based on final assay and pricing adjustments in accordance with the offtake contracts.
MAG FINANCIAL RESULTS – THREE MONTHS ENDED MARCH 31, 2024
As at March 31, 2024, MAG had working capital of $72,833 (December 31, 2023: $67,262) including cash of $74,683 (December 31, 2023: $68,707) and no long-term debt. As well, as at March 31, 2024, Juanicipio had working capital of $107,088 including cash of $30,991 (MAG’s attributable share is 44%).
The Company’s net income for the three months ended March 31, 2024 amounted to $14,895 (March 31, 2023: $4,713) or $0.14/share (March 31, 2023: $0.05/share). MAG recorded its 44% income from equity accounted investment in Juanicipio of $19,244 (March 31, 2023: $7,919) which included MAG’s 44% share of net income from operations as well as loan interest earned on loans advanced to Juanicipio (see above for MAG’s share of income from its equity accounted investment in Juanicipio).
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NON-IFRS MEASURES
The following table provides a reconciliation of cash cost per silver ounce of Juanicipio to production cost of Juanicipio on a 100% basis (the nearest IFRS measure) as presented in the notes to the Q1 2024 Financial Statements.
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(1) As Q3 2023 represented the first full quarter of commercial production, information presented for total cash costs together with their associated per unit values are not directly comparable.
(2) By-product revenues relates to the sale of other metals namely gold, lead, and zinc.
(3) Equivalent silver payable ounces have been calculated using realized prices to translate gold, lead and zinc to “equivalent” silver payable ounces (metal quantity, multiplied by metal price, divided by silver price). Q1 2024 realized prices: $23.73/oz silver, $2,112.27/oz gold, $0.92/lb lead and $1.08/lb zinc (Q1 2023: $22.93/oz silver, $1,959.50/oz gold, $0.94/lb lead and $1.43/lb zinc).
The following table provides a reconciliation of AISC of Juanicipio to production cost and various operating expenses of Juanicipio on a 100% basis (the nearest IFRS measure), as presented in the notes to the Q1 2024 Financial Statements.
https://preview.redd.it/qkx2r5vzze0d1.png?width=720&format=png&auto=webp&s=0c9cb89471512649ac77b5cbe3177b0621d64835
(1) As Q3 2023 represented the first full quarter of commercial production, information presented for all-in sustaining costs and all-in sustaining margin together with their associated per unit values are not directly comparable.
(2) Equivalent silver payable ounces have been calculated using realized prices to translate gold, lead and zinc to “equivalent” silver payable ounces (metal quantity, multiplied by metal price, divided by silver price). Q1 2024 realized prices: $23.73/oz silver, $2,112.27/oz gold, $0.92/lb lead and $1.08/lb zinc, (Q1 2023 realized prices: $22.93/oz silver, $1,959.50/oz gold, $0.94/lb lead and $1.43/lb zinc).
For the three months ended March 31, 2024 the Company incurred corporate G&A expenses of $3,964 (three months ended March 31, 2023: $3,262), which exclude depreciation expense.
The Company’s attributable silver ounces sold and equivalent silver ounces sold for the three months ended March 31, 2024 were 1,757,630 and 2,475,862 respectively (three months ended March 31, 2023: 880,429 and 1,230,412 respectively), resulting in additional all‐in sustaining cost for the Company of $2.26/oz and $1.60/oz respectively (three months ended March 31, 2023: $3.71/oz and $2.65/oz respectively), in addition to Juanicipio’s all-in-sustaining costs presented in the above table.
The following table provides a reconciliation of EBITDA and Adjusted EBITDA attributable to the Company based on its economic interest in Juanicipio to net income (the nearest IFRS measure) of the Company per the Q1 2024 Financial Statements. All adjustments are shown net of estimated income tax.
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(1) As Q3 2023 represents the first full quarter of commercial production, information presented for EBITDA and Adjusted EBITDA is not directly comparable.
The following table provides a reconciliation of free cash flow of Juanicipio to its cash flow from operating activities on a 100% basis (the nearest IFRS measure), as presented in the notes to the Q1 2024 Financial Statements.
https://preview.redd.it/aqnp2dxzze0d1.png?width=720&format=png&auto=webp&s=56db2245eb87ec1f718edc1890b48b9b5d3ad762
(1) As Q3 2023 represents the first full quarter of commercial production, comparative information presented for free cash flow of Juanicipio is not directly comparable.
Qualified Persons: All scientific or technical information in this press release including assay results referred to, and mineral resource estimates, if applicable, is based upon information prepared by or under the supervision of, or has been approved by Gary Methven, P.Eng., Vice President, Technical Services and Lyle Hansen, P.Geo, Geotechnical Director; both are “Qualified Persons” for purposes of National Instrument 43-101, Standards of Disclosure for Mineral Projects
About MAG Silver Corp.
MAG Silver Corp. is a growth-oriented Canadian exploration company focused on advancing high-grade, district scale precious metals projects in the Americas. MAG is emerging as a top-tier primary silver mining company through its (44%) joint venture interest in the 4,000 tonnes per day Juanicipio Mine, operated by Fresnillo plc (56%). The mine is located in the Fresnillo Silver Trend in Mexico, the world's premier silver mining camp, where in addition to underground mine production and processing of high-grade mineralised material, an expanded exploration program is in place targeting multiple highly prospective targets. MAG is also executing multi-phase exploration programs at the 100% earn-in Deer Trail Project in Utah and the 100% owned Larder Project, located in the historically prolific Abitibi region of Canada.
Neither the Toronto Stock Exchange nor the NYSE American has reviewed or accepted responsibility for the accuracy or adequacy of this press release, which has been prepared by management.
Certain information contained in this release, including any information relating to MAG’s future oriented financial information, are “forward-looking information” and “forward-looking statements” within the meaning of applicable Canadian and United States securities legislation (collectively herein referred as “forward-looking statements”), including the “safe harbour” provisions of provincial securities legislation, the U.S. Private Securities Litigation Reform Act of 1995, Section 21E of the U.S. Securities Exchange Act of 1934, as amended and Section 27A of the U.S. Securities Act. Such forward-looking statements include, but are not limited to:
  • statements that address maintaining the nameplate 4,000 tpd milling rate at Juanicipio;
  • statements that address our expectations regarding exploration and drilling;
  • statements regarding production expectations and nameplate;
  • statements regarding the additional information from future drill programs;
  • estimated future exploration and development operations and corresponding expenditures and other expenses for specific operations;
  • the expected capital, sustaining capital and working capital requirements at Juanicipio, including the potential for additional cash calls;
  • expected upside from additional exploration;
  • expected results from Deer Trail Project drilling;
  • expected results from the Larder Project at the Fernland, Cheminis, and Bear zones;
  • expected capital requirements and sources of funding; and
  • other future events or developments.
When used in this release, any statements that express or involve discussions with respect to predictions, beliefs, plans, projections, objectives, assumptions or future events of performance (often but not always using words or phrases such as “anticipate”, “believe”, “estimate”, “expect”, “intend”, “plan”, “strategy”, “goals”, “objectives”, “project”, “potential” or variations thereof or stating that certain actions, events, or results “may”, “could”, “would”, “might” or “will” be taken, occur or be achieved, or the negative of any of these terms and similar expressions), as they relate to the Company or management, are intended to identify forward-looking statements. Such statements reflect the Company’s current views with respect to future events and are subject to certain known and unknown risks, uncertainties and assumptions.
Forward-looking statements are necessarily based upon estimates and assumptions, which are inherently subject to significant business, economic and competitive uncertainties and contingencies, many of which are beyond the Company’s control and many of which, regarding future business decisions, are subject to change. Assumptions underlying the Company’s expectations regarding forward-looking statements contained in this release include, among others: MAG’s ability to carry on its various exploration and development activities including project development timelines, the timely receipt of required approvals and permits, the price of the minerals produced, the costs of operating, exploration and development expenditures, the impact on operations of the Mexican tax and legal regimes, MAG’s ability to obtain adequate financing, outbreaks or threat of an outbreak of a virus or other contagions or epidemic disease will be adequately responded to locally, nationally, regionally and internationally.
Although MAG believes the expectations expressed in such forward-looking statements are based on reasonable assumptions, such statements are not guarantees of future performance and actual results or developments may differ materially from those in the forward-looking statements. These forward-looking statements involve known and unknown risks, uncertainties and many factors could cause actual results, performance or achievements to be materially different from any future results, performance or achievements that may be expressed or implied by such forward-looking statements including amongst others: commodities prices; changes in expected mineral production performance; unexpected increases in capital costs or cost overruns; exploitation and exploration results; continued availability of capital and financing; general economic, market or business conditions; risks relating to the Company’s business operations; risks relating to the financing of the Company’s business operations; risks related to the Company’s ability to comply with restrictive covenants and maintain financial covenants pursuant to the terms of the Credit Facility; the expected use of the Credit Facility; risks relating to the development of Juanicipio and the minority interest investment in the same; risks relating to the Company’s property titles; risks related to receipt of required regulatory approvals; pandemic risks; supply chain constraints and general costs escalation in the current inflationary environment heightened by the invasion of Ukraine by Russia and the events relating to the Israel-Hamas war; risks relating to the Company’s financial and other instruments; operational risk; environmental risk; political risk; currency risk; market risk; capital cost inflation risk; risk relating to construction delays; the risk that data is incomplete or inaccurate; the risks relating to the limitations and assumptions within drilling, engineering and socio-economic studies relied upon in preparing economic assessments and estimates, including the 2017 PEA; as well as those risks more particularly described under the heading “Risk Factors” in the Company’s Annual Information Form dated March 27, 2023 available under the Company’s profile on SEDAR+ at www.sedarplus.ca .
Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those described herein. This list is not exhaustive of the factors that may affect any of the Company’s forward-looking statements. The Company’s forward-looking statements are based on the beliefs, expectations and opinions of management on the date the statements are made and, other than as required by applicable securities laws, the Company does not assume any obligation to update forward-looking statements if circumstances or management’s beliefs, expectations or opinions should change. For the reasons set forth above, investors should not attribute undue certainty to or place undue reliance on forward-looking statements.
Please Note: Investors are urged to consider closely the disclosures in MAG's annual and quarterly reports and other public filings, accessible through the Internet at www.sedarplus.ca and www.sec.gov
LEI: 254900LGL904N7F3EL14
​
For further information on behalf of MAG Silver Corp. Contact Michael J. Curlook, Vice President, Investor Relations and Communications Phone: (604) 630-1399 Toll Free: (866) 630-1399 Email:info@magsilver.com
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2024.05.14 16:12 BuckeyeReason Indiana medical senior residency applicants fall by over 9 percent 2023-2024;

The following report from the American Association of Medical Colleges detail the impact on U.S. MD senior residency applications in states with restrictive abortion laws.
<< The new data analysis finds continued reductions in applicants to residency programs located in states with abortion bans two years after the Dobbs decision (during the 2023-2024 application cycle). >>
Select Indiana in the following interactive search tool. The decline was over 9 percent for "all specialties." Shockingly, the decline was over 17 percent for internal medicine residencies, up from an almost 3 percent decline 2022-2023. No 2023-2024 data was available for OB/GYN applications, but the decline was over 9 percent 2022-2023. No data was available for emergency medicine or pediatric specialties. Restrictive abortion laws reportedly are reducing applicants, most especially for OB/GYN residencies.
<<...MD applicants may be selectively reducing their likelihood of applying to programs in states with more state-imposed restrictions on health care regardless of the number of available residency programs. The relative decrease in applicants to programs in states with abortion restrictions compared with the number of applicants to programs in states where abortion remains legal was also greater in 2024 than in 2023....
Changes in the number of applicants to specialties whose patients are most likely to be affected, including emergency medicine, family medicine, internal medicine, obstetrics and gynecology (OB/GYN), and pediatrics, were examined separately from all other specialties combined.>>
https://www.aamcresearchinstitute.org/our-work/data-snapshot/post-dobbs-2024
It's likely that Indiana still filled its OB/GYN residency programs, but with less desirable applicants, especially as out-of-state abortion training probably will be required.
<<... applicants are likely to want to match somewhere — even the least desirable location — rather than nowhere....
Despite these changes, nearly all residency positions in OB/GYN were filled again this year, and a similar number of U.S. MD seniors matched into first-year positions this year and last year.4 Residency positions for most large specialties also filled at rates similar to previous years. >>
The article didn't explain the following statement, but specialists, especially OB/GYNs, reportedly are leaving states with strict abortion restrictions. A decline in applicants probably corresponds with a lesser desire to practice in a state after becoming fully certified.
<< However, this additional year of findings suggests that the continued decreased interest of U.S. MD seniors in training in states with abortion bans or restrictions may negatively affect access to care in those states; any impact will likely first affect communities who already have limited access to care (such as rural, lower socioeconomic, and marginalized racial and ethnic groups). >>
This article explains:
<< “The examination of two years of data suggests that restrictions on women's health care may continue to disproportionately decrease the likelihood that new doctors will apply to residencies in states that offer the most restrictive practice environments,’” the researchers wrote. "Because these policy decisions appear to affect where physicians plan to practice, state governments and health care leaders need to consider the potential impact of those decisions on the physician workforce.”
https://www.salon.com/2024/05/14/school-graduates-are-avoiding-states-with-abortion-bans-experts-warn-it-could-cause-chaos/
<< Dr. Kara Cadwallader, who is a family medicine physician in Idaho, told Salon this shows how the impact highly restrictive abortion laws will have on the country’s healthcare system.
“I thought it was very interesting that it's not just the specialties we would imagine, like OBGYN and family medicine, pediatrics and emergency medicine, had a big decline, which is scary, and that’s our workforce pipeline,” Cadwallader said. “I think the fact that it's not just specialties that tend to take care of pregnant women is really telling — it's a big message to legislators that doctors don't want to be told how to practice medicine.”
Dr. David Hackney, a Cleveland-based maternal fetal medicine specialist, offered additional explanations why restrictive abortion laws will impact physician staffing in states for all specialties.
<< “Pregnancy itself is not siloed away within the field of OBGYN, and I think one of the things that many medical specialties have specifically realized after the Dobbs decision is the extent to which everyone is involved,” Hackney told Salon. “The other major issue, of course, is medical students are generally of reproductive age. A lot of residents and fellows are in the age group that's overlapping with when people would often have children. This is a group that’s potentially deciding where they want to go to start their families.”
With large numbers of OB/GYNs and especially high-risk OB/GYNs leaving states such as Idaho, there is a concern about the absence of an adequate pipeline to fill these vacancies in states with abortion restrictions.
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2024.05.14 15:01 New_Reference_2565 leading industrial equipment supplier in uae

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. The continuous evolution in technology has significantly impacted the development of industrial equipment. Innovations such as automation, IoT (Internet of Things), and AI (Artificial Intelligence) have been integrated into industrial machinery, leading to smarter, more efficient operations. For instance, modern CNC machines now incorporate AI for predictive maintenance, reducing downtime and extending the lifespan of the equipment. Similarly, IoT-enabled devices allow for real-time monitoring and data analysis, which can optimize performance and prevent potential failures before they occur. These technological advancements not only enhance productivity but also contribute to the overall safety and sustainability of industrial operations. Industrial equipment is essential across various sectors, including construction, manufacturing, mining, and agriculture. In construction, heavy machinery such as bulldozers, loaders, and cranes are crucial for building infrastructure efficiently and safely. In manufacturing, precision equipment like assembly robots and 3D printers enable the mass production of goods with minimal error. Mining relies heavily on specialized equipment like drills and haul trucks to extract and transport minerals. In agriculture, advanced machinery such as automated harvesters and irrigation systems help in increasing yield and reducing labor costs. Each of these sectors benefits immensely from the deployment of advanced industrial equipment, which helps streamline operations and boost productivity. The economic impact of leading industrial equipment is profound, driving growth and innovation within industries and contributing significantly to the global economy. By enhancing operational efficiency and reducing production costs, advanced industrial equipment allows companies to offer competitive pricing and improve profit margins. Furthermore, the development and maintenance of industrial machinery create numerous job opportunities, from engineering and manufacturing to sales and service. The ripple effect of investing in state-of-the-art industrial equipment is seen in increased industrial output, higher quality products, and a stronger economy.
submitted by New_Reference_2565 to u/New_Reference_2565 [link] [comments]

2024.05.14 14:01 Zappingsbrew A post talking about 400 words

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weather, web, website, wedding, week, weekend, weekly, weigh, weight, welcome, welfare, well, west, western, wet, what, whatever, wheel, when, whenever, where, whereas, whether, which, while, whisper, white, who, whole, whom, whose, why, wide, widely, widespread, wife, wild, wildlife, will, willing, win, wind, window, wine, wing, winner, winter, wipe, wire, wisdom, wise, wish, with, withdraw, within, without, witness, woman, wonder, wonderful, wood, wooden, word, work, worker, working, workout, workplace, works, workshop, world, worried, worry, worth, would, wound, wrap, write, writer, writing, wrong, yard, yeah, year, yell, yellow, yes, yesterday, yet, yield, you, young, your, yours, yourself, youth, zone.
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2024.05.14 13:10 gwomalex Would Buying, Selling, or Holding Visa Stock Worth the Risk?

Would Buying, Selling, or Holding Visa Stock Worth the Risk?
Tue, May 14, 2024, 10:15 AM GMT+1
In This Article:
https://preview.redd.it/s1s8oitgod0d1.jpg?width=736&format=pjpg&auto=webp&s=5c4b3271598d0f4ad4f9be60759ac5ba41430648
Visa (NYSE: V) has a long track record of outperforming the market, but in recent periods, it’s fallen behind the S&P 500 index, even through the start of 2024. This might raise questions about whether Visa’s best days are behind it and if it’s time to look elsewhere. However, before making any decisions, it’s crucial to look into what’s driving this deviation and assess whether Visa remains a viable investment option.
Firstly, understanding the reasons behind Visa’s underperformance is essential. Market dynamics, regulatory changes, or shifts in consumer behavior could be influencing its stock performance. Analyzing these factors can provide valuable insights into Visa’s current standing and future prospects.
Additionally, evaluating Visa’s fundamental strength and growth potential is crucial. Despite recent setbacks, Visa may still possess solid fundamentals, including strong revenue streams, innovative initiatives, and a dominant position in the payment processing industry. Assessing these factors can help determine whether Visa is likely to rebound and continue its historical trend of market-beating performance.

Why Visa usually beats the market

Visa stands as a titan in the corporate field, holding an immense influence within the global economy. Its unparalleled reach spans 4.3 billion credit and debit cards worldwide, eclipsing any contender in its path. This vast network forms an impregnable stage, solidifying Visa’s position as an unrivaled leader. The company’s commitment to technological advancement and strategic partnerships serves as a testament to its relentless pursuit of maintaining this formidable advantage.
The business model is quite straightforward. The primary source of revenue stems from swipe fees, a nominal charge levied each time a card issued by the company is used. With a growing membership base and continual card sign-ups, the company benefits from organic expansion opportunities. Its scope for growth is substantial, considering its current view of the global payments market exceeding $20 trillion. As of the last twelve months, its total payments volume surpasses $15 trillion, indicating ample room for further expansion. To bolster its market share, the company is actively broadening its payment network, particularly for transactions like rent and education payments. Additionally, it’s forging partnerships with local networks to facilitate travel arrangements using Visa credentials.
Visa continues to push boundaries, emerging as a frontrunner in the field of financial technology, commonly referred to as fintech. Its recent endeavors have introduced more efficient and expedited payment solutions, setting new standards in the industry. Notably, its innovation-centric segments, namely ‘new flows’ and ‘value-added services,’ are witnessing remarkable growth, outperforming even the consumer payments sector. In the second quarter of 2024 (concluded on March 31), ‘new flows,’ encompassing alternative payment avenues like Visa Direct, surged by 14% compared to the previous year, while the overall revenue witnessed a commendable 10% rise. Visa Direct, specifically designed to facilitate swift money transfers beyond the confines of traditional credit card networks, stands as a testament to Visa’s commitment to pioneering advancements in financial transactions.
In the latest quarter, the growth in value-added services surged by 23% compared to the previous year. These services encompass offerings such as tokenization, open banking, and data solutions, which significantly enhance the value proposition for collaborating financial institutions. Visa’s strategic approach involves frequent acquisitions aimed at reinforcing this segment of its operations, thereby fortifying its position as a powerhouse in the financial services sector.
Visa isn’t just great at expanding its business; it also has incredible, unmatched profit margins. It’s an asset-light company, and sales growth doesn’t require much increased overhead or other expenses, leading to high profitability.

Is Visa stock a buy?

Visa stock trades at a price-to-earnings ratio of 31, but that’s cheaper than its five-year average of 35.
Since its recent underwhelming performance, Visa stock is about in line with or slightly below the broader market’s gains over various recent time periods. However, going further back, it has more than doubled the S&P 500.
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Visa stock could go sideways until there’s a more positive economic outlook, but since you can’t usually time the market, now might be an ideal time to buy and benefit when it begins to make more serious gains.

Should I invest $1,000 in Visa right now?

Before you buy stock in Visa, consider this:
The Motley Fool Stock Advisor analyst team just identified what they believe are the 10 best stocks for investors to buy now… and Visa wasn’t one of them. The 10 stocks that made the cut could produce monster returns in the coming years.
Consider when Nvidia made this list on April 15, 2005… if you invested $1,000 at the time of our recommendation, you’d have $550,688!\*
Stock Advisor provides investors with an easy-to-follow blueprint for success, including guidance on building a portfolio, regular updates from analysts, and two new stock picks each month. The Stock Advisor service has more than quadrupled the return of S&P 500 since 2002*.
Email Alexander Isaac at
alexanderisaac700@gmail.com. Follow me on ( X ) Twitter at @Alexand87006453.
Contact Alexander on Reddit @Gwom-Alex
For the latest earnings reports and analysis, earnings whispers and expectations, and company earnings news
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2024.05.14 12:40 Specialist_Bake6514 Vapiano P3: Italian Food Made in Germany

Vapiano P3: Italian Food Made in Germany
The kitchen is on fire. Welcome to the final part of the Vapiano story where the tables are turning. In the first two episodes we followed Mark Korzilius' journey from setbacks to founding Vapiano, a groundbreaking restaurant concept, highlighting its fresh ingredients, dynamic atmosphere, and data-driven operations that drove rapid success. While achieving initial profitability and garnering attention from industry giants like McDonald's, Vapiano's global expansion has led to stellar revenue growth. However, it has also resulted in the emergence of numerous side projects (or distractions), operational challenges, increased costs, significant investments, and a notable accumulation of debt. This underscores the prioritization of top-line growth over profitable growth. We will continue on this thread and see how the story ends, but I would encourage you to read part one and two for better context. Vapiano P1: Italian Food Made in Germany (substack.com). Let's dig in.
Before Going Public
We are now in 2015 and the year is a disaster for Vapiano's PR department. Employee time stamps are being manipulated, endless overtime for employees and high turnover in managerial roles are reported; mice in the kitchen and even rotten food allegedly found.
The company is confronted with allegations of exceeding working hours among trainees in an article published by Welt am Sonntag, while the same outlet accuses Vapiano of manipulating punch times. The auditing firm PwC is commissioned to investigate the allegations and finds that there is no systematic approach but rather misconduct by individual employees, a mistake that’s being corrected. Internal however, investigations into stamp times are carried out regularly now and beyond its obvious reputational impact, this sucks up valuable management time and attention.
In the summer of 2015 CEO, co-founder and investor Gregor Gerlach, who has been running the group since 2011 is stepping down and Jochen Halfmann is taking over. A new Vapiano People Program with an App is being developed with the aim to better interact with customers that will incorporate innovate features such as mobile pay. The German website sees a launch of new magazine to further promote the brand and there is now a full inhouse blogger and Instagram team being installed. In October the company buys seven restaurants from original co-founder, former co-investor and ex-president previously responsible for internation expansion Kent Hahne (2x Bonn, 3x Cologne, 1x Koblenz and one in Cologne that’s under construction). This package of Vapiano restaurants is very successful and generates net sales of more than 20 million euros in 2014. Hahne opened his first Vapiano restaurant in Cologne in August 2006 and in 2015 with his company apeiron AG, Hahne operates six L'Osteria franchise restaurants, a direct Vapiano competitor, and two self-owned restaurants GinYuu.
Then in November of 2015, the next public relations bomb goes off with allegations regarding the company's quality standards. The company immediately investigates the issue through internal and external specialists but finds no evidence of any quality issues. Nevertheless, knowing that the group is now being closely watched, the company’s already in place hygiene standards are being reinforced. Additional audits and inspections are performed nationally. Further, all Vapianos worldwide are being audited twice by the partners SGS Institut Fresenius and SAI Global. Auditing software is purchased to simplify the implementation of the audits and the resulting measures. Apart from the external examinations, there is a food sampling plan in place being performed continuously. Again, all of this sucks up costs, management time and attention. With all these tumultuous developments the company’s growth engine is undeterred. Revenue grows by a whopping 50 million euros to 202 million euros, an increase of 33%. Impressive. While average spent per customer increases in all countries, the number of customers per day in Germany decreases by 3.3% partially due to the negative press towards the end of the year. Five own, four JV and 19 new franchise restaurants are added that year to the group, the total number of own managed restaurants grows to 51, there are 31 JVs and 84 franchises which bringing the total to 166 Vapiano restaurants. Global restaurant sales are now above 400 million euros.
But while revenue grows by an astronomical 50 million euros, operating profits, alarmingly, shrink again. Gross margins are staying perfectly healthy above 75% but operating costs keep growing disproportionately fast. The Company’s outstanding debt jumps by almost 30 million, close to 85 million euros by the end of the year. With operating profits at 9.5 million euros, alarm bells should be going off right now.
In Q4 of 2015, new CEO Jochen Halfmann introduces Strategy 2020. The new strategy includes five essential points. One, profitable growth in the newly defined core markets of Germany and Austria as well as in the UK, Netherlands, France and USA. Two, operational excellence through strict “best practice” management. Three, further development and digitalization of the concept considering guest feedback. Four, greater focus on long-term employee retention and five, building a modern and sustainable IT landscape. Sound’s good on paper but let’s see how things pan out.
Vapiano's investments (capital expenditures) that year are primarily directed towards new restaurant openings, renovations of existing establishments, and share acquisitions in other Vapiano restaurants from franchisees or JV partners. A significant portion of funds is allocated to the digitalization of the guest experience, including the development of a new app scheduled for market release in 2016 and the implementation of a time recording system across all group restaurants. The world's first standalone Vapiano restaurant with a delivery service that year is built in Fürth, Germany. The company keeps expanding its presence in both inner-city locations and international markets, such as Shanghai, China.
To finance all of this, the group has its own operating cash flow which comes in at 18 million while capital expenditures are 26 million euros plus 14 million for acquisitions. The funding gab is filled with 26 million euros of new debt and a seven-million-euro equity raise. At that end of the year and after the equity raise Gregor Gerlach (through his AP Leipzig GmbH & Co. KG entity) holds 30.1%, Hans-Joachim and Gisa Sander through their Exchange Bio GmbH hold 25.5% and the Tchibo heirs, Herz through their Mayfair Beteiligungsfonds II GmbH & Co. KG hold 44,4%.
But for the first time the restaurant’s concept that was so successful to date is being questioned. Some customers are starting to mislike the operational flow of the concept itself. If you want pasta, you must queue for pasta. If you want pizza you stand in a different queue. A small side salad, yet another queue. "You spend more time carrying trays than an actress in Berlin-Mitte. The audience in the pasta limbo can only consist of people who have worked for an insurance company for a long time and, like Stockholm syndrome, they can no longer get away from the industrial canteen feeling," writes TV host Beisenherz provocatively. While overly harsh in his assessment he's not entirely wrong judging by customers venting their frustrations in forums and social media channels. It isn’t uncommon for those who ordered pizza to have already finished eating while there is little movement in the pasta queue. Long term that doesn't go down well, QSRs competitors like L’Osteria are handling this process differently, with much success.
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Tipping Point

Where are now in the year 2016 and things start to deteriorate visibility. Perhaps not for the leman’s eye but any business minded observer can see that there are problems under the hood. Yes, revenue grows yet another whopping 50 million to almost 250 million euros but half of that growth, comes from acquisitions of restaurants that the group didn’t already own 100%, which is now being fully consolidated within the group’s accounts. Here is a concrete example. In the past, Vapiano SE, the group’s top holding company held an indirect 50% stake in a French subgroup via the subsidiary VAP Restaurants SA, based in Luxembourg, and included this as an associated company in the Vapiano SE consolidated financial statements using the equity method. Due to the acquisition of additional shares in September of 2016, Vapiano SE's indirect share in the French subgroup increased to 75%. This means that Vapiano SE takes control of the French subgroup, which is therefore included in the group’s financial statements as part of the full consolidation. The revenue from the acquired subsidiary now recorded in the consolidated income statement amounts to 12.8 million euros. While that’s great for the top line, the loss of the fully consolidated entity equates to 0.2 million euros. Yes, you are buying revenue, but there are losses attached to them, not profits. A similar case is the Swedish entity that runs eight restaurants with revenue of 11.5 million euros but has losses of 235 thousand euros. So much for Strategy 2020 and “profitable” growth.
That year the group’s operating profits are absolutely tanking, halving to 3.5 million euros. Operating profits are now a mere 1,4% of revenue. Remember original founder Mark Korzilius who talked about operating margins of 25% to 28% at the restaurant level? Yes, there are overhead costs for the organization that sits above the chain of restaurants, but operating margins that low indicates a course correction is needed. What’s telling is that in the annual report, in the management discussion section, the company starts talking about EBITDA as a proxy measure of profitability, rather than operating profit or net income. This wasn’t the case in the years before. Is this window dressing for an upcoming IPO? EBITDA is short for earnings before interest, tax, depreciation, and amortization. How can you measure profitability of a restaurant chain that absolutely and unequivocally needs capital investment to maintain its restaurant operations, the very source of cash generation, by simply excluding this maintenance charge (depreciation in the income statement)? Vapiano’s own annual report talks about the fact that existing restaurants must be rejuvenated from time to time and that new interior designs have to be implemented every few years. These things wear and tear, they go out of style, kitchen equipment breaks and needs replacement. This business absolutely needs maintenance capital expenditure, why anyone talks of profits before these maintenance costs is beyond me. Fun fact: in the previous annual report EBITDA is mentioned seven times, mostly around restaurant acquisitions and financing, not however as a profit indication for the group. In the new annual report, EBITDA is mentioned 28 times. Maybe it’s just me but belated Charlie Munger liked to call EBITDA: bullsh*t earnings. When in doubt I stick with Charlie. Interestingly, EBITDA for Vapiano keeps growing while operating and net profits keep falling.
Operating cashflow for the group that year is about 21 million euros, but capital expenditure is 30 million and acquisitions for subsidiaries another 20 million. To finance these expenditures another 28 million euros of debt and 16 million of equity is raised. Net debt rises above 130 million euro. The operating cashflow of the group before any capital expenditures is 21 million euros. I am not sure free cash flow would be significantly positive after maintenance capex is paid out; it’s not broken out so we can’t be sure. Granted, I am not on the ground during this time, and I am not in the board room, I am simply reading what’s in front of me, but to me this is starting to look like a distressed situation. Regardless, the following year the company goes public.

IPO

Where are now in the year 2017 and its Vapiano’s first year as public company. The company’s annual report reads the following “Sales revenue, like-for-like growth (LfL) and the earnings figures EBITDA and adjusted EBITDA are used as the most important financial performance indicators for controlling operational business activities.” The very same report however also says: “The majority of the group's investments regularly go towards opening new restaurant locations and modernizing existing restaurants. The latter are differentiated into regular replacement investments that occur during ongoing operations (Maintenance CAPEX) and fundamental investments in the renovation of a restaurant (Remodeling CAPEX). On average, a restaurant remodeling takes place nine years after opening.” It says it right there in their own report; every nine years a remodeling is taking place. Remodeling and updating is not cost free, so why exclude depreciation charges which reflect capital expenditures? I understand that perhaps you would want to strip out one-off opening costs, that’s fine and fair, but don’t go overboard.
The number of restaurants increases by 26 (previous year: 13) to a total of 205. The increase consists of 27 new openings and one closure. Group revenue grows to an astonishing 325 million euros but here comes the shocker, operating profits turn negative to 25 million. Fine, strip out foreign exchange losses of 3 million, IPO costs of 5.8 million and new opening costs of 6.1 million and you still have 10 million euros of operational losses. All the while the debt load of almost 130 million hasn’t materially changed, so those operating losses are before a six-million-euro interest payment. 184 million euros are raised through the IPO of which 85 million go to the company. This money is earmarked for further expansion as the group has ambitions to almost double the footprint to 330 restaurants by the end of 2020. The company is currently not profitable on an operating basis, and still wants to expand aggressively? I don’t get it. The remaining 100 million euros of the IPO money raised is distributed to co-founder Gregor Gerlach and Wella heirs Hans-Joachim and Gisa Sander. The family office of the former Tchibo owners Günter and Daniela Herz with a 44% stake, don’t sell a single share. After the IPO, 32% of all the company’s shares are now in free float.
One year later, in 2018, things get even worse. Revenue grows to 371 million, but operating losses mount to 85 million euros, that’s before interest expenses of 9 million. Even the beloved EBITDA figure turns negative, meaning the operating business before any expansionary or even maintenance capital expenditures is loss making. All regions are experiencing significant deterioration in their earnings profiles. Like for like sales are down 1% across the board. That’s revenue, not profitability. The question naturally arises: is the Group approaching its natural saturation point here or this operational by nature? The operating cash flow is now 9 million while financing cost are close to 7 million. That leaves 2 million for maintenance capital for 74 own restaurants and 76 joint ventures ones. Describing this as financially tight, would be an understatement.
Things are not looking good at this point. Yet the company still grows restaurants by 26 new sites. 64 million euros are spent on acquisitions, new openings, and maintenance costs, financed through a 20 million-euro equity raise and 72 million of new debt. The Company now has net debt outstanding of over 160 million euros. After the equity raise and by the end of the year 2018, Mayfair owns 47.4%, VAP Leipzig, Gregor Gerlach’s entity owns 18.9% and the Sander couple own 15.5% of the company. Yes, the Sanders and Gerlach may have taken 100 million euros off the table, but they still have substantial skin in the game. Plus, Mayfair hasn’t sold a single share and instead injects more money into the company through the equity round. The stock has now fallen from its IPO price of 23 euros per share to under 6 euros by the end of 2018. Something must be done here. And indeed, there is pivot in strategy and a hard push for change. At last, the management team abandons its aggressive growth plan and curtails new openings significantly. Additionally, the team wants to run a thorough analysis of weak locations to then either discontinue or sell sites. In Europe, the operating focus will be put on corporate restaurants and joint ventures in major cities to ensure the ideal size and location to match the respective demographic target group. Outside of Europe, the franchising business is being expanded and at the same time a consolidation of the existing corporate and joint venture markets is being sought. All future investments will be reviewed to achieve higher rates of returns on new openings. Investments are also being made in the renovation of older restaurants. The goal in the future is to also open smaller formats, like Mini-Vapianos (less than 400 square meters) or Freestander at prominent transportation hubs outside city centers (currently in Fürth and Toulouse) to cater to individual location requirements, and to enter new partnerships. I am not sure why management hasn’t stopped all expansion altogether, bringing the ship in order first, getting profitable, clean up, all hands-on deck before considering any further expansions whatsoever. But again, it’s easy to comment from the sidelines; maybe they saw white spaces that would be covered by competing concepts if they weren’t moving fast and aggressively enough. Although pushing internationally means competing with local players such as Jamie's Italian, Prezzo, Pizza Express, Wagamama, Nando's and many more which brings in its own dynamic.
Management also aims to enhance guest satisfaction. This involves refining operational processes, reorganizing the support center, and refocusing on the core offering: providing fresh and high-quality Italian food at affordable prices for a broad audience. The group also aims to reduce waiting times, especially during lunch, while also improving the evening atmosphere. There is even what I would call an evolution, away from Vapiano’s original concept, reorientating the customer journey. The ordering flow is being changed, offering guests synchronized preparations of all dishes while eliminating wait times at the cooking stations. The open show kitchen remains, staying true to original mantra of freshness and transparency but now guests can choose their preferred method of ordering through a mobile app, using a digital order point (kiosk), or by personally placing an order with a waiter. Guests can still freely choose their table and are then informed about the complete preparation of their order through a pager or their smartphone. This is a substantial deviation from the original concept, but a needed one. The group is also exploring and implementing the expansion of take-away and home delivery services but only at suitable locations, not universally across new openings. I am not sure why home delivery is even a priority here; it adds operational complexity. It’s better to clean up shop first and get back to the basics before adding new complexities. To be fair management does try to simplify. There are 49 different permanent dishes on the menu and additional 10 seasonal ones. Customers can choose from eleven different types of pasta. There is simply too much choice, and it makes orders complicated. The company announced to slim the menu down to its most popular and typical Vapiano dishes. There’s no need for an Asian salad at an Italian restaurant. "We have to go back to the roots, i.e. classic, honest Italian cuisine" says COO Everke. Regardless, in November of 2018, the supervisory board pulls the plug on CEO Jochen Halfmann and replaces him with Cornelius Everke. Everke himself has just become COO five months ago. Since 2017 he was responsible for international expansion. From 2011 to 2017 that role was filled by Mario Bauer – put a pin in that name, he’ll play a key role in the groups fate later. Then nine months later, in the middle of 2019, Cornelius Everke quits. He essentially concludes that his skillset and experience in the areas of internation expansion is no longer needed in the foreseeable future. To put it differently: Vapiano has moved from a growth story and has become a restructuring case, and other skills are required for that job. In June of 2019 Everke says the following “(we’ve) made a bit of a mistake when it came to foreign expansion”. No sh#t. Vapiano postpones the presentation of the 2018 annual financial statements three times in the spring of 2019, citing negotiations over an urgently needed loan of 30 million euros. It’s not until the end of May that a binding loan commitment comes through from the financing banks and major shareholders.
We are now in August of 2019 and the corona pandemic is just around the corner. Supervisory board chief Vanessa Hall takes over as interim-CEO and things are unravelling. Visitor numbers are declining; originally, it was planned to sell the US business but halfway through the year the buyer cannot come up with the money. But not all restaurants are performing poorly. The group's poor figures contrast starkly as an example with the experiences of the Swiss-German franchisee, who runs six restaurants. The Sodano family in Switzerland pays Vapiano a royalty of 6% of sales for the use of the brand. Enrico Sodano explains in an interview that they operate largely autonomously from the licensor. If an “accident” were to occur, he could immediately replace the Vapiano sign with Sodano, he says. The family concluded the rents and contracts with employees and suppliers independently. The Sodano family have six locations in Bern, Basel and Zurich, around one million guests every year and 350 employees. Things are going well on the ground. The delivery service they’ve built is offering them a second income stream. Expansion into Winterthur, St. Gallen and Lucerne are being planned; small locations with 150 to 250 square meters and an attached delivery service. Originally, Vapiano restaurants used to be huge but for such a large restaurant to be profitable, 800 to 1,000 guests per day are needed. That’s possible in medium-sized cities, but not in smaller towns which is why the Vapiano group now also supports smaller formats. Back to our corporate drama. The 2019 annual report would be the last report the group files. By the end 2019 the outstanding debt of the company is at an astronomical 450 million euros. Revenue has grown by another 7%, produced by four net new openings through two JVs and two franchise restaurants but operating losses come in at 317 million euros. That sound like an absolute shocker at first but depreciation and amortization charges are 345 million, so that operating cash flow is actually positive but unfortunately capital expenditures and interest payments are so large that they are eating up all of the company’s operating cash flow. Then in the beginning of 2020 Corona hits with full force and the world shuts down. As a result of the measures to prevent further spreading of the virus, the group is forced to cease all global business operations (except in Sweden). While all these shutdowns are happening, the group is the middle of negotiating with its lending banks and main shareholders. There are additional financing needs for restructuring measures, even without a pandemic happening in the background. The situation is so dire that the company starts pleading to the German government to roll out the package of financial help more quickly. Unfortunately, it’s to no end. The rapid closure of restaurants and the resulting lack of operating cash inflows in conjunction with the additional financing requirements, lead to the company’s final knockout punch. In April of 2020, the Vapiano group officially files for insolvency proceedings. The end of an era.

New Beginnings

Because of the pandemic, the majority of the group's subsidiaries in Austria, the Netherlands, Denmark, the United States, Sweden, and China also file for insolvency or seek liquidation. The US business never gets sold in the end and is wound down. In the summer of 2020, significant group divestments occur, including the sale of 75% shares in the group's French subsidiaries, shares in franchisor companies, Australian subsidiaries, German subsidiaries, associated companies, self-managed restaurants in Germany, and insolvency-related sales in the Netherlands, Great Britain, and Sweden. The buyer of the Vapiano brand and one of these bundles of Vapiano restaurants is company named Love & Food Restaurant Holding, a consortium led by Mario C. Bauer – a name I told you to remember. Bauer was a former Vapiano board member and led the national and international expansion, opening 200 sites in 33 countries from 2011 to 2017 until he was succeeded by Cornelius Everke. Bauer didn’t feel comfortable with the IPO at the time but clearly has a lot of managerial and entrepreneurial talent.
The buyer consortium is an absolute A-Team comprised of European QSR top league hitters, including the founder of the Pret A Manger chain Sinclair Beecham; Henry McGovern, the founder and Ex-CEO of the giant international restaurant and foodservice operator AmRest; the Van der Valk Family that runs hotels and Vapiano restaurants in the Netherlands, and co-founder and ex-CEO Gregor Gerlach. The acquisition value is 15 million euros and entails 30 Vapiano restaurants in Germany, albeit that’s just the purchase price which comes on top of any capital investment needed to refresh and return the sites to its former glory. Nevertheless, just as a thought experiment, if you can get each site to 2 million euros of revenue and 400,000 euros in operating profit on average, which wouldn’t be an overly aggressively assumption given the company’s history, you’ve got yourself a package that can deliver restaurant-level operating profits of 12 million euros or more. It’s not disclosed how much capex was needed to refresh the operations, just that fact that the overall investment plus purchase price was a middle double-digit million-euro figure. Stil, it probably was a decent purchase. The same consortium buys Vapiano’s French business for 25 million euros just two weeks prior. After the transaction concludes, the master franchise is given to Delf Neumann and his Gastro & Soul GmbH. Neumann is an experienced operator, and he is ambitious to revitalise the brand with new services and products. For example, instead of pizza, the restaurants will be serving pinsa - a flatbread made from sourdough, wheat and rice flour, topped similarly to a pizza. It targets a more health-oriented customer base looking for a less calory heavy option. The menu overall is expanded by including a variety of vegan and vegetarian dishes.
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Today Neumann’s Gastro & Soul GmbH operates 18 Vapianos on its own account and has 29 franchise sites, amongst other brands. By the year 2021, Vapiano operates 191 restaurants in 34 countries. This is around 50 fewer sites than before the bankruptcy. The number of branches is particularly thinned out in Germany – from 80 to 55. Nevertheless, Vapiano's home country remains by far the largest market, followed by France with 35 restaurants and Austria with 15 locations. “We have shrunk ourselves to health,” says Bauer in the aftermath and there is no further shrinking planned. Quite the opposite, the smell of expansion is in the air again – pun intended. Not as aggressively as before and with a new menu and ordering process.
Overall, the team around Bauer is filled with industry experts with knowledge and networks gained over decades who have a great track record, a long-term view, and the staying power to let Vapiano breath and finds its way back to success. The pressure of being a public company with all the associated quarterly, half-year and yearly disincentives have been removed. The menu is changed and extended with new types of pasta and sauces with significantly more vegetarian and vegan dishes available. Guests can order with restaurant staff, at terminals or on their phones and there are barcodes attached to the tables identify the respective seat. The food is brought to your table, all at the same time if you are in a group, no more annoyances with waiting in line. There is a plan for smaller, 350 square meter locations, with half the number of guests and significantly fewer staff and less set-up costs required to make the economics work. Locations that capitalize on remote work and increased demand for local lunch options, higher population density with shorter delivery routes and therefore cost-effective in house delivery services are targeted. And Bauer is testing the concept of ghost kitchens, which operate without a dining room or service staff, focusing solely on preparing food for delivery services, which for obvious reasons have a very different operational set up and footprint. Original founder Mark Korzilius however is not entirely convinced. He is not a fan of the pinsa for instance and he considers Vapiano's pizza as its cash cow, flagship product and believes that the core Vapiano proposition of Pizza, Pasta, Bar that has given the company its original success is being diluted. He instead admires the competitor L'Osteria, saying they’ve done a better job by focusing on Italian classics, especially the impressively large pizzas that sticks out beyond the plate is leaving every customer in awe. The guys who run L’Osteria are the same guys who have built Vapiano with him in the first place. Bauer on the other hand, like a true business leader, remains undeterred, stating that he is frequently asked whether Vapiano's restart was bold or foolish. He believes in entrepreneurship, franchising, in his experienced fellow partners and importantly the Vapiano concept. By the year 2024 you can find over 140 Vapiano branded restaurant in 27 countries across the globe, including locations far away from its birthplace like Australia, USA, Columbia, Chile, Bahrain, and Saudi Arabia. And why not? Italian food is, and will remain to be, incredibly popular. Vapiano offers fresh and tasty food at affordable prices in a good atmosphere. This combination of attributes should attract a lot of customers. It certainly has in the past.
For more stories: WIP Thomas Weitzendoerfer Substack
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2024.05.14 12:25 GPTSportsWriter Boston Red Sox VS Tampa Bay Rays Recap 2024-05-13 19:12:50-04:00

Boston Red Sox VS Tampa Bay Rays Recap 2024-05-13 19:12:50-04:00
Boston Red Sox VS Tampa Bay Rays Recap 2024-05-13 19:12:50-04:00

Boston Red Sox vs. Tampa Bay Rays Recap: May 13, 2024

Introduction

In a game that could be described as a rollercoaster of emotions, the Boston Red Sox faced off against the Tampa Bay Rays on May 13, 2024. The matchup, held at Fenway Park, was a spectacle of baseball prowess, strategic blunders, and a few moments that left fans scratching their heads. With the Red Sox priced at 1.85 and the Rays at 2.0 according to FanDuel, the odds were slightly in favor of Boston, but as we all know, baseball is a game where anything can happen.

Pre-Game Expectations

Odds and Predictions

The bookmakers had their say before the game, with FanDuel and DraftKings both favoring the Red Sox, albeit by a narrow margin. FanDuel had the Red Sox at 1.85 and the Rays at 2.0, while DraftKings offered slightly different odds with the Red Sox at 1.8 and the Rays at 2.05. These odds suggested a close game, and boy, did it deliver.

Team Form

The Red Sox came into this game with a mixed bag of recent performances. Their batting lineup had shown flashes of brilliance, but their pitching staff had been inconsistent. On the other hand, the Rays, known for their analytical approach to the game, were looking to exploit any weaknesses in the Red Sox's armor.

The Game

First Inning: A Rocky Start

The game started with a bang, quite literally, as the Rays' leadoff hitter smacked a double off the Green Monster. The Red Sox pitcher, clearly rattled, walked the next batter, setting the stage for a potential disaster. However, a timely double play and a strikeout later, the Red Sox managed to escape the inning unscathed.

Middle Innings: Tug of War

The middle innings were a back-and-forth affair. The Red Sox struck first with a solo home run in the third inning, much to the delight of the Fenway faithful. The Rays responded in the fourth with a two-run shot, taking the lead and silencing the crowd. The Red Sox tied it up in the fifth with a sacrifice fly, and the game was on a knife-edge.

Pitching Duel

Both starting pitchers settled into a groove after their early hiccups. The Red Sox's ace, known for his fiery fastball and devastating slider, racked up strikeouts like they were going out of style. The Rays' pitcher, a crafty lefty, kept the Red Sox hitters off balance with a mix of off-speed pitches and pinpoint control.

Late Innings: Drama Unfolds

The seventh inning stretch seemed to rejuvenate the Red Sox. A leadoff single followed by a double put runners in scoring position with no outs. A wild pitch allowed the go-ahead run to score, and the Red Sox took a 3-2 lead. The Rays, however, were not done. In the top of the eighth, they loaded the bases with one out. A clutch double play by the Red Sox infield ended the threat and preserved the lead.

Ninth Inning: Nail-Biting Finish

The ninth inning was a heart-stopper. The Red Sox closer, known for his high-velocity fastball, came in to shut the door. After striking out the first batter, he gave up a single and a walk, putting the tying run in scoring position. With two outs and a full count, the closer unleashed a 100 mph fastball that the Rays' batter could only watch as it zipped past for strike three. Fenway Park erupted in celebration.

Player Performances

Red Sox

  • Pitcher: The Red Sox's starting pitcher went seven strong innings, giving up two runs on five hits while striking out nine. His performance was a masterclass in resilience and skill.
  • Closer: Despite a shaky ninth inning, the closer managed to secure the save, adding another chapter to his reputation as a high-stakes performer.
  • Batter: The hero of the day was the Red Sox's third baseman, who went 3-for-4 with a home run and two RBIs. His bat was the difference-maker in this tightly contested game.

Rays

  • Pitcher: The Rays' starter also had a commendable outing, going six innings and giving up three runs. His ability to keep the Red Sox hitters off balance was impressive.
  • Batter: The Rays' leadoff hitter was a thorn in the Red Sox's side all game, going 2-for-4 with a double and a run scored. His speed and agility on the base paths were a constant threat.

Post-Game Analysis

What Went Right for the Red Sox

The Red Sox's ability to capitalize on the Rays' mistakes was crucial. Their timely hitting and solid defense, especially in high-pressure situations, were the keys to their victory. The pitching staff, despite a few hiccups, managed to hold the line when it mattered most.

What Went Wrong for the Rays

The Rays will be ruing their missed opportunities. Leaving runners in scoring position in key moments was their downfall. Their bullpen, usually a strength, faltered at a critical juncture, allowing the Red Sox to take the lead.

Key Takeaways

  1. Clutch Performances: The Red Sox's ability to perform under pressure was the difference-maker. Their clutch hitting and defensive plays in the late innings were pivotal.
  2. Pitching Depth: Both teams showcased their pitching depth, but the Red Sox's bullpen held firm when it mattered most.
  3. Missed Opportunities: The Rays had their chances but failed to capitalize. Their inability to drive in runs with runners in scoring position was a glaring issue.

Conclusion

In a game that had everything from home runs to nail-biting finishes, the Boston Red Sox emerged victorious over the Tampa Bay Rays. The win was a testament to their resilience and ability to perform under pressure. For the Rays, it was a case of missed opportunities and what could have been. As the season progresses, both teams will look to build on this game, learning from their mistakes and capitalizing on their strengths.

References

  • FanDuel. (2024). MLB Odds. Retrieved from FanDuel
  • DraftKings. (2024). MLB Odds. Retrieved from DraftKings
This detailed recap provides a comprehensive look at the game, highlighting key moments, player performances, and strategic decisions. The use of humor and sarcasm adds a unique flavor to the report, making it an engaging read for baseball fans.
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2024.05.14 11:38 janewatson112 Pea Protein Market Size, Industry & Trends 2032

Pea Protein Market Size, Industry & Trends 2032
Pea Protein Market
In the ever-evolving landscape of health and wellness, pea protein emerges as a frontrunner, catalyzing a paradigm shift in the global protein market. With consumers increasingly prioritizing plant-based alternatives, the pea protein market size has witnessed exponential growth, reaching a staggering value of USD 2,012.87 million in 2023. Projections indicate an upward trajectory, with estimations pointing towards a CAGR of 20.1% by 2032, propelling the market to USD 10,408.25 million. This article navigates through the key facets of the pea protein market, unraveling its benefits, industry developments, driving factors, and beyond.

Key Benefits of Pea Protein

Pea protein stands as a nutritional powerhouse, offering a plethora of benefits. Rich in essential amino acids, it aids in muscle repair and growth, making it a favored choice among fitness enthusiasts. Moreover, its high digestibility and allergen-free nature render it suitable for individuals with dietary restrictions. As a sustainable option with low environmental impact, pea protein aligns seamlessly with the ethos of eco-conscious consumers.

Key Industry Developments

The pea protein market has witnessed a flurry of developments, propelled by shifting consumer preferences and technological advancements. Noteworthy among these is the surge in product innovations, with manufacturers exploring novel formulations and applications. Additionally, strategic collaborations and partnerships have emerged as a prominent trend, fostering innovation and market expansion. Recent years have also witnessed heightened investment in research and development, aimed at enhancing product quality and functionality.

Driving Factors

Several factors underpin the robust growth of the pea protein market. Foremost among these is the escalating demand for plant-based protein alternatives, driven by health consciousness and ethical considerations. Furthermore, the burgeoning vegan and vegetarian population, coupled with increasing instances of lactose intolerance, augments the uptake of pea protein products. Additionally, heightened awareness regarding the environmental impact of conventional animal agriculture serves as a catalyst for market growth, with consumers gravitating towards sustainable protein sources.

COVID-19 Impact

The COVID-19 pandemic catalyzed a paradigm shift in consumer behavior, amplifying the demand for health-centric products, including pea protein. With lockdowns prompting a surge in home cooking and wellness pursuits, the market witnessed heightened traction, albeit with disruptions in the supply chain. However, the resilience of the industry was evident, as manufacturers swiftly adapted to the evolving landscape, leveraging e-commerce channels and adopting stringent safety measures.

Restraint Factors

Despite its burgeoning popularity, the pea protein market grapples with certain challenges. Chief among these is the price volatility of raw materials, which can impact profit margins and pricing strategies. Moreover, regulatory complexities and labeling regulations pose hurdles to market entry and expansion. Additionally, the nascent stage of infrastructure and distribution networks in certain regions impedes market penetration, constraining growth potential.

Market Segmentation

The pea protein market exhibits a diverse array of segmentation, catering to varied consumer preferences and applications. Segmentation by product type encompasses isolates, concentrates, and textured pea proteins, each offering distinct functionalities and nutritional profiles. Application-wise segmentation spans across dietary supplements, bakery and confectionery, beverages, and meat alternatives, reflecting the versatility of pea protein across multiple industries.

Market Outlook

The future outlook for the pea protein market appears promising, characterized by sustained growth and innovation. With an evolving regulatory landscape favoring plant-based alternatives and increasing investments in sustainable food technologies, the market is poised for expansion. Moreover, the proliferation of e-commerce platforms and the growing influence of social media platforms are expected to amplify market visibility and consumer engagement, further fueling growth.

Industry Segmentation

The pea protein industry encompasses a myriad of players, ranging from established incumbents to burgeoning startups. Major key players include Roquette Frères, Cosucra Groupe Warcoing SA, Ingredion Incorporated, Glanbia Plc, and Axiom Foods, among others. These players engage in strategic initiatives such as product launches, mergers and acquisitions, and geographical expansion to strengthen their foothold in the market.

Regional Analysis/Insights

Geographically, North America emerges as a lucrative market for pea protein, driven by heightened health consciousness and the prevalence of veganism. Europe follows suit, propelled by stringent regulations favoring plant-based alternatives and a burgeoning clean-label trend. Asia Pacific exhibits immense growth potential, attributed to shifting dietary preferences and a burgeoning middle-class population.

Analysis

A comprehensive analysis of the pea protein market underscores its transformative potential in the realm of nutrition and sustainability. With consumers increasingly gravitating towards plant-based alternatives, the market stands poised for exponential growth, driven by factors such as health consciousness, environmental sustainability, and technological advancements.

Opportunities and Challenges

Amidst the burgeoning opportunities, the pea protein market grapples with certain challenges. While the rising tide of health-conscious consumers and sustainability mandates augur well for market growth, regulatory complexities and supply chain disruptions pose hurdles. However, strategic collaborations, technological innovations, and proactive market strategies present avenues for overcoming these challenges and unlocking new opportunities.

Scope

The pea protein market exhibits immense scope for growth and innovation, propelled by shifting consumer preferences and technological advancements. With the convergence of health, sustainability, and taste driving market dynamics, stakeholders across the value chain are poised to capitalize on the burgeoning opportunities presented by pea protein.
Click here to checkout our other reports:- https://www.expertmarketresearch.com.au/
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2024.05.14 11:31 LesleyFair Why GPT-4 Is 100x Smaller Than People Think

Why GPT-4 Is 100x Smaller Than People Think
​
GPT-4 Size
Since before the release of GPT-4, the rumor mill has been buzzing.
People predicted and are still claiming the model has 100 trillion parameters. That's a trillion with a "t".
The often-used graphic above makes GPT-3 look like a cute little breadcrumb, which is about to have a live-ending encounter with a bowling ball
Sure, OpenAI's new brainchild certainly is mind-bending. And language models have been getting bigger - fast!
But this time is different and it provides a good opportunity to look at the research on scaling large language models (LLMs).
Let's go!

Training 100 Trillion Parameters

The creation of GPT-3 was a marvelous feat of engineering. The training was done on 1024 GPUs, took 34 days, and cost $4.6M in compute alone [1].
Training a 100T parameter model on the same data, using 10000 GPUs, would take 53 Years. However, to avoid overfitting such a huge model requires a much(!) larger dataset. This is of course napkin math but it is directionally correct.
So, where did this rumor come from?

The Source Of The Rumor:

It turns out OpenAI itself might be the source.
In August 2021 the CEO of Cerebras told wired: "From talking to OpenAI, GPT-4 will be about 100 trillion parameters".
At the time, this was most likely what they believed. But that was back in 2021. So, basically forever ago when machine learning research is concerned.
Things have changed a lot since then!
To what has happened we first need to look at how people actually decide the number of parameters in a model.

Deciding The Number Of Parameters:

The enormous hunger for resources typically makes it feasible to train an LLM only once.
In practice, the available compute budget is known in advance. The engineers know that e.g. their budget is $5M. This will buy them 1000 GPUs for six weeks on the compute cluster. So, before the training is started the engineers need to accurately predict which hyperparameters will result in the best model.
But there's a catch!
Most research on neural networks is empirical. People typically run hundreds or even thousands of training experiments until they find a good model with the right hyperparameters.
With LLMs we cannot do that. Training 200 GPT-3 models would set you back roughly a billion dollars. Not even the deep-pocketed tech giants can spend this sort of money.
Therefore, researchers need to work with what they have. They can investigate the few big models that have been trained. Or, they can train smaller models of varying sizes hoping to learn something about how big models will behave during training.
This process can be very noisy and the community's understanding has evolved a lot over the last few years.

What People Used To Think About Scaling LLMs

In 2020, a team of researchers from OpenAI released a paper called: "Scaling Laws For Neural Language Models".
They observed a predictable decrease in training loss when increasing the model size over multiple orders of magnitude.
So far so good. However, they made two other observations, which resulted in the model size ballooning rapidly.
  1. To scale models optimally the parameters should scale quicker than the dataset size. To be exact, their analysis showed when increasing the model size 8x the dataset only needs to be increased 5x.
  2. Full model convergence is not compute-efficient. Given a fixed compute budget it is better to train large models shorter than to use a smaller model and train it longer.
Hence, it seemed as if the way to improve performance was to scale models faster than the dataset size [2].
And that is what people did. The models got larger and larger with GPT-3 (175B), Gopher (280B), Megatron-Turing NLG (530B) just to name a few.
But the bigger models failed to deliver on the promise.
Read on to learn why!

What We Know About Scaling Models Today

Turns out, you need to scale training sets and models in equal proportions. So, every time the model size doubles, the number of training tokens should double as well.
This was published in DeepMind's 2022 paper: "Training Compute-Optimal Large Language Models"
The researchers fitted over 400 language models ranging from 70M to over 16B parameters. To assess the impact of dataset size they also varied the number of training tokens from 5B-500B tokens.
The findings allowed them to estimate that a compute-optimal version of GPT-3 (175B) should be trained on roughly 3.7T tokens. That is more than 10x the data that the original model was trained on.
To verify their results they trained a fairly small model on lots of data. Their model, called Chinchilla, has 70B parameters and is trained on 1.4T tokens. Hence it is 2.5x smaller than GPT-3 but trained on almost 5x the data.
Chinchilla outperforms GPT-3 and other much larger models by a fair margin [3].
This was a great breakthrough! The model is not just better, but its smaller size makes inference cheaper and finetuning easier.
So, we are starting to see that it would not make sense for OpenAI to build a model as huge as people predict.
Let’s put a nail in the coffin of that rumor once and for all.
To fit a 100T parameter model properly, open OpenAI would need a dataset of roughly 700T tokens. Given 1M GPUs and using the calculus from above, it would still take roughly 2650 years to train the model [1].
mind == blown
You might be thinking: Great, I get it. The model is not that large. But tell me already! How big is GPT-4?

The Size Of GPT-4:

We are lucky.
Details about the GPT-4 architecture recently leaked on Twitter and Pastebin.
So, here is what GPT-4 looks like:
  • GPT-4 has ~1.8 trillion parameters. That makes it 10 times larger than GPT-3.
  • It was trained on ~13T tokens and some fine-tuning data from ScaleAI and produced internally.
  • The training costs for GPT-4 were around $63 million for the compute alone.
  • The model trained for three months using 25.000 Nvidia A100s. That’s quite a considerable speedup compared to the GPT-3 training.
Regardless of the exact design, the model was a solid step forward. However, it will be a long time before we see a 100T-parameter model. It is not clear how such a model could be trained.
There are not enough tokens in our part of the Milky Way to build a dataset large enough for such a model.
There are probably not enough tokens in the
Whatever the model looks like in detail, it is amazing nonetheless.
These are such exciting times to be alive!
As always, I really enjoyed making this for you and I sincerely hope you found it useful!
P.s. I send out a thoughtful newsletter about ML research and the data economy once a week. No Spam. No Nonsense. Click here to sign up!

References:

[1] D. Narayanan, M. Shoeybi, J. Casper , P. LeGresley, M. Patwary, V. Korthikanti, D. Vainbrand, P. Kashinkunti, J. Bernauer, B. Catanzaro, A. Phanishayee , M. Zaharia, Efficient Large-Scale Language Model Training on GPU Clusters Using Megatron-LM (2021), SC21
[2] J. Kaplan, S. McCandlish, T. Henighan, T. B. Brown, B. Chess, R. Child,... & D. Amodei, Scaling laws for neural language models (2020), arxiv preprint
[3] J. Hoffmann, S. Borgeaud, A. Mensch, E. Buchatskaya, T. Cai, E. Rutherford, D. Casas, L. Hendricks, J. Welbl, A. Clark, T. Hennigan, Training Compute-Optimal Large Language Models (2022). arXiv preprint arXiv:2203.15556.
[4] S. Borgeaud, A. Mensch, J. Hoffmann, T. Cai, E. Rutherford, K. Millican, G. Driessche, J. Lespiau, B. Damoc, A. Clark, D. Casas, Improving language models by retrieving from trillions of tokens (2021). arXiv preprint arXiv:2112.04426.Vancouver
submitted by LesleyFair to learnmachinelearning [link] [comments]

2024.05.14 11:12 Bianca_Raven_Black How to Start a Business – A Guide From an Established Entrepreneur

For the past few years, I've been on a wild ride, starting (and successfully running) 8 different businesses. Along the way, I've devoured countless books, experimented like crazy, and even cracked the $1.5 million yearly revenue mark. Not too shabby, right?
But the most valuable lessons haven't come from textbooks - it's the trenches, the hustle, the real-world experience that truly equips you. That's why I'm here - to share the no-BS knowledge I've gained to help you start your business and avoid the pitfalls I stumbled into.
TL;DR: If you’ve got your business plan ready, and are ready to officially launch your business, Tailor Brands can help you with business registration, branding, and getting your website up and running.

Step 1 - Pick a Business Idea

Let's ditch the "follow your passion" cliche for a sec. Sure, loving what you do is important, but a successful business also needs two ingredients: profitability, and skills.
Think about it: being passionate about music is awesome, but if singing isn't your forte, building a music career might be tough. Same goes for that handmade soap dream in a town saturated with sudsy shops. Competition is fierce, so replicating what others already do is a challenge.
Finding Your Business Niche:
These can all lead to a golden business concept. Even if you have a starting point, these questions can help you refine and solidify it. Remember, your idea doesn't have to revolutionize the world. Improving on existing products or creating digital products with minimal overhead are great options too!
Choosing Your Business Model:
Before diving in, consider these factors:

Step 2 - Research the Market

If the market research says your product is everywhere, you gotta niche down. Take cleaning services for example. Forget general cleaning - maybe you specialize in pet messes or tackling garage nightmares. See where I'm going?

Step 3 - Get your Business Plan Ready

Having a business plan shows you've got a thought-out strategy, not a guessing game. Planning helps you spot potential problems before you invest a ton of time and money. And it can help you track your progress and make sure you're on the right path.
What to Include:
It doesn’t have to be a 50-page book. Just having these important sections defined will give you a great business plan.

Step 4 - Choose Your Business Structure

Choosing a business structure depends on how much paperwork you want to deal with, how much personal liability you want to risk, and how you plan to grow your business.
Here's a quick breakdown:
Services like Tailor Brands or Northwest Registered Agent will do a great job to get your business registered officially.

Step 5 - Register Your Business and Get Licenses

Step 6 - Plan Out Financials

That’s about it. I could go more in-depth with scaling and growing your business but let’s leave that for another day. Before I end this post, I just want to add some personal tips that I’ve learned the hard way.
Focus on your strengths and delegate the rest. You can't be an expert in everything, so find reliable freelancers or agencies to handle tasks outside your skillset. This will free up your time to focus on what you do best and avoid burnout.
Embrace the launch and learn as you go. Don't wait until everything is perfect before you start. Launch your business and iterate based on customer feedback. The most valuable lessons often come from making mistakes and adapting.
Outsource for efficiency and expertise. Find trusted partners to handle tasks like accounting, marketing, and content creation. This allows you to access specialized skills without the overhead of hiring full-time employees.
Aim for premium value. Consider setting higher prices in your market. This can lead to better profit margins and a more manageable client base, as high-value clients often require less hand-holding.
Pay yourself first. Don't wait for the "right time" to take a salary. Make your business profitable from the start and ensure you're financially rewarded for your efforts.
Build a sustainable business. Prioritize creating a system that doesn't require excessive working hours. Your business should support your lifestyle, not the other way around.
submitted by Bianca_Raven_Black to llc [link] [comments]

2024.05.14 02:43 NerdyOutdoors Exeter City Season 7: 3 Pressing Questions as Exeter Prepare for Season 2 in the Premier Leauge

Exeter City Season 7: 3 Pressing Questions as Exeter Prepare for Season 2 in the Premier Leauge
After Exeter City secured safety in their first-ever Premier League season, with four matches remaining, the fans' hearts, and the backroom staff's minds, all turned toward the upcoming season. Exeter's season was marked by thrilling highs (a 6-1 thrashing of West Ham, a convincing victory over Tottenham) and shocking lows (a 1-6 loss to LUTON TOWN of all teams, a pasting 1-5 by an ascendant Arsenal), but manager Andy Maher remained steady at the controls.
With the summer 2029 transfer window slammed shut and the new-look teams having played a few matches, we run the rule over the teams in the 2029-2030 Premier League. Up today, the south coast side Exeter City, the only fan-owned team in the Premier League. With the Supporter's Trust helping contribute to financial operations and the canny Julian Tagg still directing the football side of things, Exeter look to consolidate their precarious position and craft a long-term place in the top flight.
Exeter finished their season in a commendable 13th place, with an impressive attacking line that was able, sometimes, to overcome the worst defense outside of the relegation zone. Known usually for a solid backline, Exeter's players were generally exposed by the pace and attacking verve of the Premier League. Only Sonny Cox and the rest of the attack, who posted the league's 8th best scoring record, kept Exeter afloat.
https://preview.redd.it/1u8kinxnfa0d1.png?width=616&format=png&auto=webp&s=ae29e48269936f51392d1e89c08201b630a33d35
Cox, in partnership with assists co-leader Idrissa Camara, led the Premier League with a stunning 27 goal tally in 38 appearances, topping Chelsea's Nkunku by 3 goals.
As Exeter turn to the new season, we ask three pressing questions of the team and examine the answers to find out if Exeter can repeat the trick, or if their security in the top flight is merely an illusion.
Question 1: Will the defense improve?
Whether down to tactics or formation, or players themselves, Exeter's defense in the 2028-29 season was lacklustre at best. Many point to the relatively thrifty spend in 2028-29, with only Jordan Storey and Etienne Kinkoue coming through the door to bolster the ranks last season.
This season looks already off to a different start. While Exeter continue to parsimoniously clutch the purse strings, they sold some excess players and finally made a significant, record-smashing, splash in the transfer pool, this time bolstering the backline.
Exeter splashed £22.5m to sign Czech Republic international star Martin Vitik away from Salernita, who escaped relegation by just a few points in Serie A. Able to offer improved wages and a competitive environment, Exeter had clearly committed to improving the defense here.
https://preview.redd.it/h7kuk06rfa0d1.png?width=624&format=png&auto=webp&s=6404ef1fdc28f0f63a70fec072fd675b08da639b
"We saw a number of transfers out early in this window, where players had not quite fit in, or even where we decided, as much as we wanted to keep the man, we needed to fund improvements across the squad," said Tagg. "Last year we saw a net spend for the first time ever, and while we are very far from the spending limits imposed by the EFL, we need to make sure we balance the books. So this was a very involved, drawn out, patient process that we were only able to conclude in late August."
In keeping with Exeter's thrifty ways, they added another option to the midfield as well. "We really felt that if we could possess the ball better, maybe use David's skill set to break up plays more, and add another player there, we might see improvements across the whole defense," said Maher in an interview. "So we managed to convince Mateusz that we were the best option for him."
https://preview.redd.it/42qm1upufa0d1.png?width=621&format=png&auto=webp&s=aa1023b98c02609d700604365462115fed2e8a45
With Kowalczyk now roving the middle of the pitch, Exeter truly have competition at the central midfield position, and have the flexibility to move some of their talented pieces around the board. "Mateusz really freed up and gave us some interesting lineup choices, and you saw that in some of these early matches where we came out and surprised people," said Maher.
The new look for Exeter's base 4-2-3-1 looks like this, with Kowalczyk pushing forward into a CAM role, while Camara plays just slightly forward of Watson, who remains in a true defensive midfielder role. Hlynsson moves wide to the left, while Clark has the right touchline to himself. The new partnership of Storey and Vitik protects the center, while young starlet Maguire has impressed at right back, and former Exeter Academy man Ben Chrisene slots into the left wingback position.
Time will tell, but early results are promising. A rocky 3-2 win over Brighton was followed with a much more competent series of performances. Pundits are optimistic that Exeter can improve last season's defensive performance, and fans can only hope that the starting line avoids serious injury.
Question 2: Can Exeter keep their stars?
A smashing season from Cox, the silky smooth midfielder Camara, wide man Bobby Clark, the revelation of young fullback Rory Maguire-- these are the main men around whom Exeter has built its team. With Cox and Camara both having played with the squad since their League One days, there's an intuitive chemistry and connection built over hundred and thousands of hours on the training ground. Meanwhile. Clark has impressed on the wing, as the former central midfielder enjoys the space to threaten opposing fullbacks with his craft.
"We had one major bid for Sonny [Cox]," revealed Tagg recently, "but it was miles still from our valuation, and this is about more than just money anyway; Sonny has told us he will stay with us as long as he can, as long as our trajectory for success matches his. We go where Sonny takes us." The bid, which remains undisclosed, was regarded by some as an attempt to pry away a future world-class leader, at a cut-rate price. One indignant fan noted, "Just because we're Exeter and a small club doesn't mean they can offer rubbish fees." With goal scoring on par with elite teams like Chelsea, some were surprised by the rumors of the fee offer. Still, a handful of commentators, looking at Exeter's profit margins and football operations, noted that Exeter take a risk in declining a major fee--even a low offer. "£40, 50, 60 million? That would be huge for Exeter to take in, and then to reinvest across multiple positions of the squad," one said.
"What good is that reinvestment if you can't score in the Prem," replied Gibbons in her analysis of Exeter's roster. "Cox proved last season he could score here, that's invaluable to the team. We've seen too many failed major purchases-- even Exeter signed a player who was a bust at this level."
Exeter did lose a handful of significant players in the transfer window. Published estimates from football bloggers show that Exeter currently enjoy a small profit on sales, although this is subject to official confirmation.
Much of Exeter's reputed profit came from three sales. Moving on from failed striker Erik Botheim, Exeter unload the player and his contract to Bristol City for £9.9m. Kinkoue, who never really broke through into the first team with any consistency, accepted terms with Middlesbrough.
But the shock move was relegated Crystal Palace, desperate to shore up its bid for immediate promotion, buying Ngoma for £17.1m. The promising American winger showed great potential last season and was 2nd in assists for Exeter. His touch and crossing acumen helped Exeter through a challenging spring season and some thing that his departure is a significant dent in Exeter's futures.
https://preview.redd.it/u3dtrri3ga0d1.png?width=1256&format=png&auto=webp&s=5ade1c2f9d7f11b2f808252150e630f9fb2791dd
Ultimately, Exeter made few moves to bring in players, counting on a smaller number of hopefully shrewd choices to lead the way. As Gibbons notes, "There was some roster bloat last season; even with many players out on loan, Exeter carried more players than they could really find time for. This was a smart offseason to make a profit on academy graduates, while still identifying the core players who will help the team.
The season looks promising, with star man Cox already notching 4 goals in 6 appearances, while Camara and Clark both have tallied 2 goals and 1 assist each.
Gyokeres hasn't lost much of step, with 2 assists and a goal to his name.
Meanwhile, young star in the making Rory Maguire continues his run of excellent form. The young fullback had a bad day at the Carabao Cup, but has put in stellar shifts in the Premier League, and is quickly becoming one of Exeter's top choices in the back line. With his work, Exeter already have two clean sheets in the league.
https://preview.redd.it/h3drn3b6ga0d1.png?width=625&format=png&auto=webp&s=bef145182381d710da2ac09c87b4f4f16df2084d
A new star is rising in the defense also, with another academy product impressing in duty. Sebastian Benson, another 20-year-old defender, has been earning minutes in the starting XI and as one of the first off the bench. The centre-back is explosive in short areas and a dominating aerial talent to win headers away from even the fiercest attackers.
https://preview.redd.it/xgmf1mrdga0d1.png?width=830&format=png&auto=webp&s=6516c3628a14539f245f6611c130e5bc3aed8936
Question 3: What tactics will Exeter adopt to maximize their players?
With Gyokeres and Cox both on the field, Exeter found themselves in a surprising bind: The two forwards would either force Exeter into something like a 4-4-2, and thus push either defensive midfielder Medon Berisha or attacking midfielder Kristian Hlynsson to the substitute's bench, OR, Exeter could drop into a 5-man back line, and sacrifice the talented winger Bobby Clark to the exigencies of the formation.
Exeter usually chose the 4-4-2, and the gamble SOMETIMES worked in Exeter's favor. Analyst Beth Gibbons explains: "When Gyokeres is on the pitch with Cox, this is a dangerous and pacey attack. Gyokeres has proven adept at both holdup play where he links Cox to the midfield, and at running onto balls from the wings or from Camara, who's incredibly talented as a passer. But if Camara and [midfielder David] Watson get forward, there's nothing in front of that back four to protect against the counter, and Exeter were exposed frequently there.
But if Watson stays back to shield that line, or if Maguire doesn't track forward, Exeter were too one-dimensional, and really strong defenses absolutely stymied the attack.
Exeter have adopted a more flexible approach this year, including a surprise 5-4-1 that absolutely gobsmacked Manchester City in the early running this season.
Gibbons on the new look: "This was a real surprise, as it put Camara deeper than usual. But it was incredibly effective as it provided two defenders to cover Haaland, and freed the wing backs to come inside to help against the centre-mids, or to cover those wide wingers. Maguire's work against Foden was absolutely stellar, as he stymied the England international all match."
The lineup for the shock win over Man City
Exeter put on a defensive clinic against the champions, winning 2-0 in style, with a Cox brace to lead the team. Camara was incisive as usual, but the real hero was Watson in the middle to cut off the Manchester transition, and Maguire wide, who posted 6 successful tackles against Foden and won almost every battle on that side.
Exeter shifted onto the attack for its match against Brighton and revealed a swashbuckling 4-3-3 with a fascinating double-pivot in the midfield. "The one defensive midfielder was often over-run," said Maher in a podcast interview after the match. "So we took the usual midfield triangle and inverted it, giving us two men to break up attacks. Idrissa's so good at launching after an interception or a tackle, so we let him sit deep and orchestrate, but he has free roam of that side of the pitch, to work into space more or push forward. So he and Matty [Kowalczyk] act almost like 2 attacking mids when we had the ball, but then he comes back to defense really quickly."
Wide, Gyokeres and Clark pushed up field and menaced the fullbacks. Brighton struggled with this positioning and gave up goals to both of the wide men, while Cox facilitated with an assist and a number of key passes.
The positional flexibility has been impressive from the Grecians, and Exeter now sit 5th in the table after six matches. The most impressive stretch has come in September, with matches against Manchester City, Tottenham, and Arsenal. Most fans would have been ecstatic to come away with one draw in those 3 matches, and maybe add one point to the total from those three. Instead, Exeter took points in every one of the matches, including the clean sheets against Manchester City and Arsenal.
Recent Results
"If you told us, draws against two teams there, any fan would have taken it, right?" said Maher in the post-game press conference after the Arsenal match. "A clean sheet against Arsenal? Absolutely, you take that. But the fans have been excellent in their support, and the lads stepped up and executed against Manchester, and all of a sudden, they have this confidence to go out like they did. We fell behind against Tottenham but got the 82nd-minute equalizer because they never quit, they feel like they can go against any team."
With the 5-game unbeaten streak, Exeter have laid down a marker that they wager they'll improve on last season's finish, and they're a danger to take points from any of the usual Big Six. "We're not scared," said Idrissa Camara. "We're hungry. Everyone else should be scared."
The Verdict:
Exeter look to have improved the defense and kept the most important cogs in the attack, although there are rumors that some elite Champions League sides are eying up winger Clark. The lineups will be a man-management challenge for the coaching staff, as there are simply a few too many great midfielders to balance out--someone has to drop to the substitute's bench. If Maher and the staff can manage playing time and player expectations, this will be an exciting team to watch this season. Our prediction: 10th place.
Player notes: PC, mods include gameplay mods (Anth James), Career Realism Mod (PaulV) and homemade loan/transfecontract mods to improve free agency.
Full ruleset can be found here. Sheet 1 details general rules and principles; subsequent sheets track transfers and finances.
Finances are paramount for a small club. The first season in the Prem, we operated with a net spend in the transfer window, to bring in important players that bolster the squad. Last season was the first season (out of 6) to see this spending. Maybe I'll do a finances post soon because I find that stuff fascinating.
Randomizer for transfers; transfer targets are limited to +1 over position average, with 1 player per year allowed to be significantly beyond that. This season, we targeted a CB to improve the defense and lucked into the signing of Vitik. He was actually our 3rd choice-- there was a top-notch free agent but we lost him to Chelsea and thus we had to wait for some player sales before we could afford a move.
For transferring players at or below the team average, I use a very simple weighted randomizer that's built into my google sheets. For the players that are +2 or more beyond the team average, I use https://5ungc6-joseph-boyd.shinyapps.io/FifaDiceRoll/ crafted by another excellent member of this subreddit. It changes the probability of signings depending on how far above the average your intended signing is.
If you read this far, you're fabulous, good-looking, and intellectually gifted. Happy gaming!
submitted by NerdyOutdoors to seriousfifacareers [link] [comments]

2024.05.14 00:49 Abysswalker794 My thoughts about Google and their potential threat from AI search engines

Hi all, I have seen a few comments on Reddit and YouTube regarding Google and their future. As you all know the competition in the search space is getting more competitive as companies trying to get a slice of that ad money. Meanwhile search bots have proven to be useful in many instances.
As many bear cases have been written all over the internet, I will focus on the bull cases. I will share my top ten with you, and I promise you, this is fully written by myself without the help of AI. You will believe me as my English grammar is bad AF.
Let me give you first an overview about Google revenue streams by percentage:
57% Google Search ads, 10.3% YouTube Ads, 10.2% Google network ads, 11.3% Subscriptions and devices, 10.8% Google Cloud, Rest Are other bets.
Of course Google search makes up a huge chunk of the revenue and even more of the profits. But I think what many people are missing in many of the discussions about Google is:
  1. Google will not lose their 90% market share over night IF at all. It will be years until the majority of people will even notice that there are other options now. They know about ChatGPT and are still googling.
  2. Regarding to Statcounter Google had 91.8% market share in January 2021. Now after ChatGPT and MS Copilot and whatever, Google stands at 90.9%. This is so little change, that we cannot even speak about a trend at the moment.
  3. IF Google is going to lose substantial market share it won’t go to zero. People are often pretending like Google is going to be irrelevant and losing all business. Not going to happen, Bing and DuckDuckGo existing during Googles dominance proves this.
  4. ⁠The minimum market share will always be the Android users. As Google will be defaulted with Android and Chrome devices. As long as the Apple Safari deal is legal and active the minimum base for Google is HUGE. I can’t see people changing the standard search engine pro actively, especially if it’s what they know - Google. That something like Bing even has market share at all, shows that people are likely to stay with the default. That is not an insult from my side this is an argument from Satya Nadella himself, made in court. At the moment, IF they change the default, they are more likely to switch from Bing to Google, than from Google to Bing. Additionally I think you can also add Google cloud business customer to this baseline.
  5. That means advertiser will continue to pump money into Google search. Even if their market share goes down to 50-70%(very conservatively). They will very likely remain the number 1 search engine for a very long time. A few anecdotal tech bubble guys are not representative for changing the habits of billions of people. And with more people getting access to internet, the market as a whole will continue to grow.
  6. ⁠Google does not only have the number 1 search engine, they also have number 2 with YouTube. YouTube is also getting a lot of advertising money and is still growing double digits.
  7. Even if Google search money stops to grow or would decline, you have to look out for, if it would decline faster than the other segments will grow. If it’s flat or declining like 1-2% a year while Cloud and YouTube and Networks are growing double digits, Google will still generate Billions of cash flow a quarter. Similar to the current state of Apple with their IPhone sales.
  8. Googles businesses are alle potential high margin businesses and are still growing double digits. Of course search is the number 1 but the other businesses would also be worth 100s of billions on their own.
  9. I don’t see the threat of Google getting broken up by the authorities. You cannot made a bear case for both. Either they have monopoly that needs to be broken up, or they are threatened by AI companies. You cannot make a case for both at the same time imho. But even if they are getting punished or broken up, this will take YEARS in courts and after that they will be appeals by Google which will also take years. Until then there is a chance that Google businesses are more worth broken up in parts anyway. I see that very relaxed.
  10. All of this doesn’t factor in any bets (like Waymo or their 8% SpaceX stake) that could take off or anything they are doing with Deepmind and AI which is a potential upside imho.
Google will be fine. Why I think YouTube, Networks, Cloud and other businesses are too businesses that will continue to grow would take another 100000 words and I think there are enough sources and analysis for that. So that’s it from my side, would love a positive vibes discussion.
Long story short: They could have some short term struggles due to sentiment and temporary revenue and profit lost. But they will be fine long term.
submitted by Abysswalker794 to stocks [link] [comments]

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submitted by John_Smith_4724 to Statisticshelpers_ [link] [comments]

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submitted by Lazy-Citron-643 to Statisticshelpers_ [link] [comments]

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submitted by jennyacosta09 to Statisticshelpers_ [link] [comments]

2024.05.13 21:37 will12398743 $YOU the company bougie travelers love to hate.

Hi investors,
I am relatively new to investing so I am hoping to get your feedback. I did a deep dive into $YOU as sort of a practice run so I get more acclimated to the value investing landscape. YOU is particularly interesting to me because it is a simple business, which as a newbie, is important because I can easily gauge its strengths and weaknesses. It has easily identifiable green and red flags.
$YOU is CLEAR which is basically a service where you pay $189 a year to skip the TSA line at the airport to get to the bag-screening portion. With Amex platinum and other various products you get CLEAR membership free or discounted.
YOU management has plans to offer other vertical products as they are an identity verification service. You might've seen their identity verification using Linkedin. They are also trying to break into medical, sports arenas, and enterprise account recovery. Personally I only see value in the latter. They also mentioned possible upsells at the airport like holding your bags. I think that is nonsense.
Green flags:
Red flags
They currently have 6.8 million clear plus members. Approx 49% of Americans reported taking a commercial flight in the past year. I would guestimate that at least 30% of those people take 3 round trip flights or more a year. That leaves a population pool of 44.6 million people whom CLEAR might be an appealing service to (provided they are available where those people are traveling).
Based on their core business, my DCF (based on FCF) of 30% annual growth of 6 years will return $15.98 of value to shareholders and they will achieve 19.4 million paid members. I used a 11% discount rate.
My EPV analysis found that they are worth $3.16 a share with growth factored in.
Obviously not financial advise. I am curious what you might think of the company.
submitted by will12398743 to ValueInvesting [link] [comments]

http://activeproperty.pl/