Groupon, Inc. (GRPN) is set to release third-quarter 2016 results on Oct 26.
eBay shares slumped despite beating on both lines. Should you buy the dip by investing in eBay ETFs?
The third and final presidential debate focused very quickly on abortion. Clinton defended choice, and Trump ― not one to be bothered with facts ― countered with this doozy of line: I think it’s terrible if you go with what Hillary is saying... in the ninth month you can take the baby and rip the baby out of the womb of the mother just prior to the birth of the baby. Now, you can say that that’s okay, and Hillary can say that that’s okay, but it’s not okay with me. Because based on what she’s saying and based on where she’s going and where she’s been, you can take the baby and rip the baby out of the womb in the ninth month, on the final day. And that’s not acceptable. First of all, we don’t “rip” anything in OB/GYN. In surgery, we use sharp dissection and blunt dissection, but we don’t rip. Some women do tear during a vaginal delivery, but that’s not a doctor ripping the baby out. Even with a forceps delivery, I wouldn’t call it ripping. We also don’t rip tissues during c-sections. Perhaps we can forgive Donald Trump for not knowing this as it is hard to believe that a man who bragged that he doesn’t change diapers and said he wouldn’t have had a baby if his wife had wanted him to actually physically participate in its care would have attended the birth of his own children. It’s certainly not for the faint of heart as there is, after all, lots of blood coming out the “wherever.” Trump’s statement, as incorrect as it may be, supports the fallacy of the due-date abortion. It is a common anti-choice narrative that women come in at 39 weeks and have some kind of abortion for fun or out of boredom and that we doctors are only to happy to comply. I’m sure some people think there are Groupons. The more graphic the description of the procedure, the better as it helps to distract from the facts. Talking about abortion from a medical perspective is challenging when you are not a health care provider. Even someone familiar with the laws can get confused. For example, Mrs. Clinton made an error speaking about late-term abortion when she said it was a health of the mother issue. Typically, it is not (it’s almost always fetal anomalies). However, this error on Clinton’s part only underscores how important it is for politicians to not practice medicine. To put it in perspective, 1.3 percent of abortions happen at or after 21 weeks and 80 percent are for birth defects. Put another way, 1 percent of abortions that are at or after 21 weeks and are for birth defects and 0.3 percent of abortions are at or after 21 weeks and are not for birth defects (some of these will be health of the mother and a very few will be for other indications). Let’s take it situation by situation. Birth Defects This could range from Down syndrome to anomalies incompatible with life. The generally accepted limit of viability is 24 weeks. Before that, gestational age abortions can happen for any reason. After 18 or so weeks, the options are an induction of labor or a dilation or an evacuation (or D and E), which is a surgery. With induction, it can take a few days as labor can be hard to trigger so early. If all goes well, the cervix dilates and the fetus delivers. Sometimes indictions fail because you can’t always get such a premature uterus to contract. With a D and E, the cervix is dilated, with the help of medication, instruments or both, and the fetus is removed. The fetus is essentially taken apart with a D and E to fit through the dilated cervix (the cervix is dilated less with a D and E than for an induction). This is no secret to the women having the procedure. This is also no ripping; there is simply surgical technique. Women know they were pregnant before the procedure and that they were not after ― and trust me, they don’t think their doctor waved a magic wand or had a time turner. After 24 weeks, birth defects that lead to abortion are very severe and typically considered incompatible with life. These procedures are either a traditional induction, just like labor, or something that requires instrumentation. Because of the nonsensical partial birth abortion law women who wish to have a dilation and extraction (a modified technique for more advanced procedures) need to have fetal cardiac activity stopped with an injection into the uterus. Either way, it’s a two or three (or even four) day process to get the cervix to dilate enough.
Apple начинает войну с онлайновыми продавцами поддельных зарядных устройств и кабелей, чьё возросшее количество вызывает тревогу. Компания подала на этой неделе в суд на Mobile Star LLC, а также 50 неназванных ответчиков, обвинив их в нарушении зарегистрированных товарных знаков и авторских прав в связи с продажей USB-адаптеров питания и кабеля Lightning to USB в онлайн-магазинах Amazon и Groupon. В иске Apple отмечено, что почти 90 % купленных ею для проверки на Amazon продуктов для зарядки, предлагаемых под «яблочным» брендом, оказались подделкой. Поддельные устройства для подачи питания представляют собой серьёзную опасность для безопасности потребителей, потому что, помимо всего прочего, они не имеют надлежащей изоляции и / или у них меньше чем необходимо расстояние между цепями низкого и высокого напряжения, что создаёт риск перегрева, возгорания и поражения электрическим током.
После нескольких лет снижения котировок акции купонного сервиса Groupon продолжают развивать растущий тренд. За последние три месяца бумаги компании подорожали на 30%, а с начала года более чем на 63%. На торгах NASDAQ в понедельник цена закрытия составила 5,09 доллара за акцию (плюс 1,6% к предыдущему дню).
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«Фабрика клонов» — как братья Самверы разбогатели на копировании сервисов — История крупнейшего европейского инкубатора Rocket Internet
Обозреватель vc.ru изучил биографию Марка, Оливера и Александра Самверов, которые прославились талантом создавать и успешно продавать клоны известных компаний: к примеру, eBay, Groupon и Amazon. Созданный братьями немецкий инкубатор Rocket Internet провел публичное размещение акций и продолжает работать на развивающихся рынках.
Curiosity is the strong desire to know or learn something. Often we associate the word with children who display a strong and natural tendency to be curious. That's why they inundate us with questions asking How? What? When? and Why? Society often tells us being inquisitive may get you into trouble. It's what the proverb "curiosity killed the cat" implies. Yet curiosity is a valuable commodity and one that needs to be appreciated as it is vital; particularly for entrepreneurs as: Curiosity is a way to challenge the status quo by pushing us out of our comfort zone. Curiosity directly helps ideas to emerge. Curiosity helps us to make connections and repurpose things, which leads to solution finding. These are just three of the reasons why curiosity is a key trait of entrepreneurs, as most great innovations were simply the direct result of a curious mind. Think of any innovative person you know and you will find they are curious by nature, constantly learning, yet learning about diverse things, hence often deemed to be polymaths. And yes they constantly ask questions. How can I make it faster? How can I make it better? Is there another way? Why do I have to do it like this? What if I merged this with that? Some of the biggest companies today commenced simply because the founders asked one of these powerful questions and then created something that addressed it. Innovators like Steve Jobs always had a sound appreciation of the power of curiosity: Much of what I stumbled into by following my curiosity & intuition turned out to be priceless later on. Curiosity is a habit and a skill that can be conditioned into your mind the more we work on it. It starts with making simple small changes with everything you do. Asking questions you normally wouldn't, stepping outside of your comfort zone to get out of your old way of thinking. By challenging your current thinking habits you'll eventually create a new and fresh perspective to things that you never had before. But it doesn't just happen overnight, like any new habit you have to work to develop it. And soon you will see things from different perspectives and in doing so be more effective in everything you do. This is all very well if you're someone who is naturally curious, but what if you're not? Don't worry, here are 5 ways you can nurture your curiosity: Adventure is out there - Travel to different destinations and Google unique or quirky places to stay and things to do there. Be random and pick a destination you haven't been to. There are 197 countries in the world, so it's not like there's not plenty to choose from. And once there, don't do what you always do, try the regions foods, mix with the locals and learn about their lives. Atlas Obscura is a great site for finding curious things to see and do in different countries. And if you're not travelling in the near future, simply take a different route to work. Use your wonder lens - As children we wonder how they got the ship in the bottle and ask how did they make that? Making things can fire up your curiosity. Explore sites such as http://www.instructables.com Make use of potential opportunities to nurture your curiosity on http://www.groupon.com to explore and try new things. Anything from paragliding to macaroon making, because it doesn't matter what you're doing, just that you're doing something different from your norm is what stokes curiosity. Create curiosity by taking action - As humans we have a tendency to stick to the things we like, so make a conscious choice to watch films, movies, documentaries you wouldn't normally watch, read books and articles you wouldn't normally read and listen to podcasts and music you wouldn't normally listen to. Different writing, topics and styles of delivery help us to see the world through an alternative lens. Curiouser and curiouser - Spend time with children, as they are naturally curious and explore everything with a passion, being thrilled with the simplest of things. It's their way of showing how they make sense of their world. Observe how they constantly ask questions - then emulate their curiosity. Thereby re-developing the curiosity trait education and life has removed or limited in us. Be surprised - Instead of watching a Ted Talk on your favourite/regular topics make use of their Surprise Me feature. This is another simple yet effective way to shift from your usual comfort zone, because from one click of a button you're avoiding the usual and learning something new, an alternate perspective to nurturing your curiosity. It's a pretty well known fact that curiosity and innovation are inextricably interrelated, as one cannot occur without the other. What is perhaps a little less known is that Curiosity is one of the great secrets of happiness [Bryant McGill]. And isn't that what life and business is all about? I wonder... -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
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Today, many consumers feel a real sense of accountability to address global issues and they look to brands to be their partners in social good. There's a new app for that! Mido Desanti, CEO and Founder of Pixhug, launched this venture in August 2016 to "bring social value to social media." Here's a conversation I recently had with Desanti about their startup story and the mission of Pixhug. Why did you create Pixhug? Briefly explain it's purpose: Desanti: Pixhug was created to elevate awareness of charitable causes, support philanthropy, and make giving easier and more transparent than ever before by harnessing the power of social media and photo sharing. Pixhug brings charities and sponsors together through a unique and fun user engagement. For every LIKE on Facebook, a corporate sponsor gives ten cents to a specific cause/campaign. What was your background before launching Pixhug? Desanti: I moved to Monaco in 2002 to finish my studies at the International University of Monaco. While there, I built a concierge business that basically served the one percent of the one percent, which was a group of about ninety people. As privileged as they were, there was still a desire for them to have access to local events that were frequently closed to residents. We built a successful membership business model based on this need and I expanded to another business that would cater to the other 45,000 people who work mainly in the service industry in Monaco and live in France or Italy. It was a Groupon sort of business, where members paid a discounted rate for local services and events. I enjoyed these businesses, they were lucrative but didn't feel as fulfilling as I hoped my career would be. I wanted to move into a more tech oriented business. In 2011 we sold our Monaco businesses and my wife and I decided to do something to do more meaningful and tech centric. I joined the board of Julian Lennon's foundation called White Feather Foundation where we worked on conserving life in all forms; whether human, plant or animal. Julian and I wanted to work on causes close to our hearts while also working with other organizations to help scale their work both by eliminating inefficiencies and reducing the cost of fundraising. The business of fundraising is extremely inefficient. Sometimes the cost to raise $1 is $1.31. That, along with the lack of transparency and reporting shouldn't be happening in 2016 with social media. We looked at social media because the demographic of 18-27 yr. olds are very keen and educated on global issues and causes, more so than 35+ yr. olds., but they don't have the means to support charities financially. However, they will happily volunteer and spread the word. This notion eventually led to Pixhug. Talk about the social media component to Pixhug: Desanti: Corporate America is donating $20 billion dollars annually to causes while they're also trying to reach this younger demographic. When you think about the actual reach of donations, it's frequently not maximized. Corporate reach is limited by the way companies spend their funds and build brand equity. Often, they are confined to the old school public relations photo op; a picture of the giant check that's is very 1991. My wife was working in PR but is a psychologist by trade, so she looked into the behavior of that demographic and of social media in general. Julian Lennon offered feedback from his charitable research and I looked into the analysis of corporate donations. We decided to merge these three constituents onto one platform that's win/win/win for (1) people, (2) charities and (3) corporations. My wife and I co-founded Pixhug with savings and then invited family and friends to invest. We spent a year fine tuning the business model. Pixhug was born in August 2016 and we launched in partnership with Variety as a sponsor at their Power of Young Hollywood event. It was a very successful soft launch. It showed how quickly this can take on a life of its own. We worked with Variety and internet celebrity Cameron Dallas raising money for the Make-A-Wish foundation. Now, we're reaching out to more celebrities to partner with corporate sponsors. When celebrities support a cause it's exciting because their fans are usually spectators, but now they can work together by providing and promoting Facebook 'likes.' Explain the structure of the platform: Desanti: The key for us was to keep it simple. We didn't want to have to do too much educating. We wanted to add purpose to the existing behavior of photo sharing. We use photos as a vehicle to send a positive message. A picture is worth a thousand words, but now a picture can be worth a thousand meals or a thousand blankets. On Pixhug, Facebook, 'likes' translate into tangible, measurable results for those that need them the most. 'Likes' become a currency for social change and empower everyone to participate in making the world a better place, regardless of their financial means. We are a unique platform on the market that transforms social media into charitable donations. At the core though, we are a marketing platform. For example, a corporation like Variety can reach 50,000 people for $5000 instead of just donating $5,000 directly to a cause. This is more purposeful sharing that allows more people to learn about the cause as well. Our fee to a corporation is 10% of the campaign goal and comes directly from the company, not the charity. Facebook is a personal space that corporate brands want to participate in and the market is saturated. Marketing budgets are much larger than donation budgets, so Pixhug works well taking the marketing budget spend and turning it into exposure by adding social value to the donation/campaign. The company cost for doing this is minimum and it's a write a off through the marketing budget. How does the app work? Desanti: Pixhug is fully integrated on Facebook, it's available for download on iOS right now, android is coming soon. Open the Pixhug app Choose a campaign that you like Click on Support the Cause tab Take a picture It will post on your Facebook page Your friends see it and like it and contribute to to the awareness of the campaign while the corporate sponsor donates for each 'like' The platform empowers everyone to be philanthropist. Once a charity's goal is met, the campaign is closed and the corporate sponsor sends the donation to the charity. What were some lessons learned during startup? Desanti: One of the biggest challenges for many entrepreneurs is finding the right team. We've had our struggles and setbacks with this as we moved from Europe to Vancouver to start the company. But we've overcome that and now have a great team. We plan on opening an office soon in L.A. to be closer to influencers who are so instrumental in growing the platform. Since we are working with three different communities with different wants and needs, we utilized focus groups which was a fun process that provided useful constructive criticism. It's important to allow people to destroy the business model and see how it can't work; realizing all the ways it could go wrong was valuable. Silicon Valley's philosophy is that if you wait until something is perfect, you may have waited too long. So, we went to market with our MVP (minimum viable product) and are currently working on several iterations. 83% of people want a product from a company with a social component. People want to see companies become more socially responsible. Pixhug is launching a movement where we all come together and make a difference. We hope that if we can empower people to be compassionate and kind online that it will translate into offline behavior/kindness. This is a driving force behind our mission. We completely remove the individual ask from charities. People can support a cause with a simple Facebook 'like' and charities are finding that users want to learn more about causes and will likely donate in the future. Talk about the other technology that you're adding to the platform: Desanti: Charities utilize KPI (key performance indicators) for data analysis. A lot of charities spend marketing dollars to send a message to the masses instead of targeting the right people, it's very inefficient. Think about if a beer company is marketing to people who don't drink alcohol. We collect data and are working to improve on the KPI dashboards for charities so they can see donor growth and then pinpoint that specific market. We are building the backend to help charities reduce fundraising costs. Pixhug provides analytics from basic dashboard but will soon introduce an entire SaaS platform where charities can purchase more analytics for approximately $20-$60 per month. This will provide real time monitoring of fundraising efforts and allow them to communicate more efficiently. You set out to disrupt fundraising, how does it feel now? Desanti: Yes, we wanted to disrupt fundraising. It should be disrupted; it should be more transparent, cheaper and accessible to everyone. We are focused more on corporate donations because marketing budgets are far greater than donation budgets and companies have more challenges reaching consumers and building brand equity. What better way to build brand equity than through spreading a positive message? That's the holy grail of any marketer who asks 'How do we get our consumers to talk positively about us?' Pixhug digitizes that to make it simple and affordable. What are your goals for the next 12-18 months? Desanti: Our goals are: Take 10% of the corporate donations market in next 12 months, which means getting2 billion of the approximately20 billion donated by corporations to go through Pixhug. That translates to a lot of social engagement. Launch that comprehensive analytics dashboard. Ultimately, Pixhug will be like a dating site between corporations and charities to come together on a mutual project. We want to simplify this process for partnerships. The key is to have as many charities and corporations onboard where they can meet and collaborate. So, now is a good time to 'like' away when you see your friends/family post a Pixhug photo on Facebook. We can all be philanthropists with one free click, and what's not to like about that? Please tweet me your feedback @sandyabrams. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Обозреватель vc.ru изучил биографию предпринимателя и инвестора Эрика Лефкофски, который стал первым инвестором Groupon и некоторое время занимал в ней пост генерального директора, а также заработал славу человека, который успешно продает компании на грани банкротства.
Незначительные осадки В Великобритании российским предпринимателям тяжелее, чем в России — и бизнес-климат можно сравнить с погодой. Здесь конкуренты не придут взрывать твой салон, климат мягкий, предсказуемый, умеренный — вплоть до ленивого: на лень своих британских сотрудников публично жаловался в этом году старый партнёр Чичваркина Тимур Артемьев. У Лондона имидж самого дождливого города, но на деле тут выпадает лишь 580—590 мм осадков в год — это на 50 мм меньше, чем в Петербурге и на сотню меньше, чем в Москве. Евгений Чичваркин и Артемьев владели по 50% "Евросети" и после продажи получили по $200 млн — опасаясь уголовного дела, они эмигрировали в 2008 году и занялись в Лондоне инвестициями. Потратив по 10—20 млн фунтов на обустройство гнёзд, они пошли в бой. Экс-глава "Евросети" продолжил торговать, открыв винный бутик в центре Лондона, а Артемьев решился на инвестиции в препараты против старения и электрические моноколёса — он и раньше, когда они познакомились с Чичваркиным в 90-х, предпочитал дела посложнее: паял телефоны. Быстрой победы за эти семь лет не получилось — у обоих пока инвестиционный период, проще говоря убытки. Выручка компании Hedonism Drinks — владеет магазином Hedonism Wines Чичваркина — увеличилась за год до 31 июля 2015 года (последние доступные данные, отчёт подписан летом 2016 года) на 15% до 11,5 млн фунтов, но чистый убыток подскочил более чем в четыре раза до 810,9 тыс. фунтов. Раньше Артемьев участвовал в магазине как акционер-инвестор, но с конца 2014 года Чичваркин значится единственным бенефициаром: Артемьев получил компенсацию в несколько миллионов фунтов, следует из отчёта. Консолидированный финотчёт компания опубликовала впервые; раньше публиковался только баланс с накопленным чистым результатом. Исходя из нового отчёта, валовую прибыль в 3,7 млн фунтов нивелировали административные расходы на 4,5 млн фунтов (выросли почти на 800 тыс.). Чичваркин ранее заявлял, что штат Hedonism насчитывает порядка 30 человек, итого в среднем на человека около 10 тыс. фунтов в месяц — это миллион рублей. Не сравнить с ранней "Евросетью", где фиксированных зарплат у продавцов не было: сколько продал, столько и получил. Как итог к середине 2015 года накопленный чистый убыток Hedonism Drinks увеличился с 2,5 до 3,3 млн фунтов, а общие инвестиции Чичваркина в проект — до 31 млн фунтов (свыше $40 млн; числятся на балансе как долг). Собственно рост убытков за отчётный период Hedonism Drinks объясняет списанием стоимости запасов вина. При этом в графе "запасы" в финотчёте — рост на 2,4 млн фунтов до 16,8 млн фунтов (по состоянию на 31 июля 2015 года), однако аудиторы без особых подробностей пишут, что нашли несоответствия физических и задокументированных запасов. На это же обращает внимание Виктор Вишневский, директор по аудиту и международной финансовой отчётности консалтинговой фирмы Amond & Smith, отмечая, что стадия стартапа затягивается: В связи с отрицательными чистыми активами, а также с учётом модифицированного заключения (положительное заключение с оговоркой) о невозможности подтверждения наличия торговых запасов на 31.07.2014 (входящего остатка) в сумме 14 402 133 фунтов (т.к. инвентаризации, проводимые в течение отчётного года, давали очень существенные разницы между записями в книге учёта и физическим пересчётом товаров) вероятность в ближайшее время выхода компании на безубыточность представляется маловероятной При этом компания планировала выйти на рентабельность "в 2015—2016 годах". Артемьев не решился на ресторан В общем, сбыт не поспевает за закупками и не движет к рентабельности — поэтому, как выяснил Лайф, 41-летний Чичваркин поднимает ставки. Он попробует расширить сбыт своего убыточного магазина, открыв ресторан в середине 2017 года. По всей видимости, именно из-за этого рискованного шага из Hedonism Drinks вышел Артемьев. О новом проекте сказано в финотчёте. Компания — оператор ресторана — 85 Piccadilly Limited: заведение расположится в доме № 85 на Пиккадилли. Это на углу Clarges Street, с видом на Грин-парк — в этом парке предпочитали раньше устраивать дуэли аристократы. Наверное, здесь полагается спорить о прошлом, будущем и настоящем России. Но Михаил Ходорковский, как сообщалось, предпочитает лондонский бар Zima. На Google Street View видно, что год назад здание активно ремонтировали. А на сайте подрядчика, компании Heyne Tillett Steel, есть описание проекта с фотографиями проводимых работ, а также иллюстрациями и выдержками из проектной документации. Изюминкой должна стать вычурная лестница; люстры стилизованы под перевёрнутые винные бокалы: клиент — Hedonism Wines. Основание железобетонного здания 1960-х годов превратят в трёхэтажный ресторан — как трёхэтажный Novikov Restaurant & Bar, что рядом на Беркли-стрит. Но и у гуру ресторанного дела Аркадия Новикова, как узнал Лайф, совсем не всё гладко в британской столице. Теплица для революционеров Российский ресторатор Аркадий Новиков трижды открывал свои заведения в Лондоне: первый, Novikov Restaurant & Bar — в 2011 году, ещё два в 2013-м. Но двое последних давно удалены с сайта Novikov Group: ресторан паназиатской кухни Brompton Asian Brasserie закрылся уже в 2014 году, Rextail Restaurant Bar & Grill — в 2015-м. Чтобы были понятны масштаб и сложность таких стартапов в Лондоне: выручка компании Brompton Asian Brasserie Limited за год до 31 октября 2014 года — 1,6 млн фунтов, чистый убыток — 2,6 млн фунтов. Не все семена всходят при лондонских 1460 часах солнца в год (в Москве в среднем 1730), и умирающие рестораны — печальное зрелище, должен знать Чичваркин. Из отзывов на TripAdvisor следует, что Rextail за несколько месяцев до ликвидации вдвое сократил меню и пытался спастись с помощью купонного сервиса Groupon: "купонным" посетителям приносили отдельное меню с завышенными ценами. Представитель Новикова не смог дать оперативный комментарий. Но есть и явно позитивные примеры. Михаил Зельман продал российский бизнес в 2013 году и переехал в Лондон, сейчас у него тут 12 ресторанов, из которых три Goodman (стейки). Согласно последнему отчёту Goodman Restaurant Group Ltd., её чистая прибыль за 2014 год более чем удвоилась до 697 тыс. фунтов. У сети заведений Burger & Lobster Зельмана оборот ещё выше: К слову, в отличие от Зельмана корпоративный реестр бессменно идентифицирует Новикова как британца (Nationality: British, см. скриншот). У Чичваркина местного гражданства пока нет — вид на жительство. Все подробности о своём статусе он отказался рассказать даже американскому радио "Свобода": "У меня судебный запрет на раскрытие, как и какой статус я получил". В том же интервью он говорил, что "Единой национальной общины у русских нет, её нет традиционно, все живут обособленно, на ивентах видят друг друга, встречаются маленькими группками. Нет никакой общей диаспоры, никакого общего клуба, никакой общей идеи". Количество таких более-менее активных россиян-лондонцев он оценивал в пару тысяч человек. Скорее всего, Чичваркин хочет совместить ресторанный бизнес (в материалах Hedonism сказано, что ресторан окупится через пять лет) с идеей русского клуба. Хотя Чичваркин, по его словам, "ненавидит совок", по легенде Владимир Ленин и Иосиф Сталин познакомились как раз в Лондоне, в пабе Crown Tavern — сто лет назад он назывался Crown and Anchor. Паб находится в центре Лондона, и тогда был излюбленным местом коммунистов: неподалёку Ленин в 1902 году издавал газету "Искра". В презентации подрядчика Hedonism Wines как раз есть историческая отсылка вековой давности. Но если синергия с магазином ещё различима, то экономии на масштабе тут не получится. Та же "Евросеть" Чичваркина раскручивалась на низкой марже/ценах, эпатажной матерной рекламе, экономии на всём, включая таможенные платежи, что обеспечило взрывной рост сети салонов. Теперь — две точки продаж за семь лет (пока одна), высокие наценки и никакого эпатажа. Чичваркина раньше часто сравнивали с Сергеем Шнуровым. Его "Ленинград" в 2000-х тоже рос на мате, с 2010 года назначал вокалистками девушек, чтобы возродить группу/бизнес и уменьшить градус брани. Чичваркин в своей лондонской главе биографии тоже поначалу рассчитывал на девушек — Наталью Иконникову, Татьяну Фокину, но в прошлом году в обеих компаниях назначил себя гендиректором, но всё совсем без эпатажа и крепких выражений. Так Шнуров смог сохранить себя, а Чичваркин в мягком климате начал себя терять. В графе "мечта" анкеты Чичваркина на сайте "Сноб" — "похудеть без потери настроения".
"Let the word go forth from this time and place, to friend and foe alike, that the torch has been passed to a new generation of Americans - born in this century." Although this statement by President Kennedy in his inaugural address was made more than 50 years ago, its message is especially relevant today, as the first generation of the 21st century comes of age, known as Generation Z (those born after the year 1995). This generation will be handed down the torch from those that have come before them - Baby Boomers (ages 52 to 70), Generation X (ages 37 to 52), and Generation Y, or Millennials (ages 20 to 36). From an investing standpoint, these generations represent the various classes of investors that are currently in the driver's seat when it comes to injecting capital into the stock market. Of these three generations, Millennials remain the most important investor class to track because they are entering the most productive and lucrative years in their careers and will have enormous spending power for decades to come. But what about Generation Z and the generation after them (those born after 2010), who are known in some circles as Generation Alpha? What do we know about these groups of individuals, including what makes them tick and the myriad ways in which they differ from those other generations before them? Since investing behaviors are primarily driven by what people know and are interested in, it's essential to better understand these emerging investor groups in order to see investing opportunities down the line. To help companies get started, below is an overview of each generation, as well as tips on potential market segments that might appeal to the emerging generations of investors and targeted companies to keep an eye on in the future. Millennials: tech-savvy, do-it-yourselfers The characteristics of Millennials, including their investing behaviors, have been well documented. Known as digital-natives, they are the first generation to grow up completely engrossed in technology, thus they are very tech-savvy and trustful, even dependent, on the use of technology products, software applications, and social media platforms to ease their personal and professional lives. This group is often described as distracted, entitled and self-obsessed, preferring online investment platforms that cater to their individual needs, are transparent and are available for use 24/7. In addition, they are do-it-yourselfers, as well as environmentally conscious and focused on values-based investing. Because this generation is deeply entrenched in advancing the digital age, the technology, e-commerce and telecomm segments are most attractive to them. Companies that could appeal most to this investor class include: Match Group (ticker: MTCH), Facebook (FB), Tesla Motors (TSLA) and Amazon.com (AMZN). In terms of potential IPOs that might be attractive investment opportunities for this generation, companies such as Twilio, Uber, AirBnB and Snapchat, which some experts say could go public as early as next year, are ones to keep an eye on in the future. Generation Z: cloud-natives and entrepreneurs Born after the year 1995, this generation is the first of the 21st century. It is comprised of children born from Generation X parents, and they will be entering the income class within the next five to six years. Given that they have never known a world without the internet and connected devices, this generation has a unique set of online habits that differ significantly from previous generations, even Millennials. Instead of being addicted to online platforms and smartphones/tablets, this group views the online world as a place to get things done easily, efficiently and inexpensively, and they are more selective about their online spending. They are less idealistic than the previous generation and, given that they are the most diverse generation to exist to date, they are more tolerant and mindful of the importance of diversity in the U.S. Additionally, this generation is creative and would rather create their own photos and memes rather than share existing content through retweets and status updates. And while this age group has only ever known a digital world, they are private when it comes to sharing personal content online, thus they don't tend to spend a lot of time on other people's social media profiles. So what does this mean in terms of their likely investing proclivities? Social media platforms like Facebook will likely suffer from a lack of users with this generation. Instead, they will be more focused on utilizing Snapchat, Instagram, Pinterest and even Twitter, as their attention span is only estimated to be approximately 8 seconds long. And while e-commerce sites like Ebay, Groupon and Amazon seem to fit this group's online shopping patterns, they will not spend too much time poking around these types of sites, so unless these companies change their business model in the future, they too might not attract capital from this upcoming investor class. Finally, given that 66% of kids ages 6 to 11 say that online gaming is their primary source of entertainment, these companies will likely continue to attract this investor segment as new games and systems are developed in the future. They also prefer to own things instead of share products and services, so companies like Uber and Lyft, and online vacation property renting websites, such as AirBnB and HomeAway, might not be as appealing to this generation. Generation Alpha: TBD This cohort of individuals are those born between the years of 2010 and 2025, meaning the oldest of the group are just entering kindergarten or first grade and the youngest don't even exist yet. And while their time on this planet has been limited, there are some patterns that have emerged about this next, next generation based on who their parents are, the ways in which they will likely be raised and the environment in which they will grow up. First, they are going to be the largest generation recorded to date, with estimates standing at about 2 billion by the time they have all been born by 2025. That alone represents significant investing power for the future, and companies should start thinking through how to engage and penetrate this market now. They will be formally educated, technological experts and potentially the wealthiest generation ever to exist. Sometimes referred to as "Generation Glass," the oldest segment of this age group was born in 2010, the year the iPad was introduced to the market, and the same year the Instagram was created. Not only will they be more technologically advanced than previous generations, but their ability to utilize technology quickly and efficiently will be unprecedented, as technology will not be viewed simply as a tool but a part of each individual's DNA. In short, technology will, of course, be an important segment for this generation once it has obtained purchasing power. Tech companies that are changing the way people interact, buy and sell goods, and share information down the line will likely resonate well with this age bracket. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Since taking over as Groupon CEO last November, Rich Williams has undertaken a series of bold measures such as significantly raising marketing investments, restructuring the international portfolio and moving away from certain low-margin goods businesses. These initiatives helped in improving sales in North America but took a toll on profits. [...]
Groupon‘s stock is up about 17% in the last year and a whopping 70% year-to-date following solid second quarter results last month. The company’s stock had tumbled over 10% after its first quarter results missed earnings expectations in April, but soared 25% after it reported better-than-expected second quarter earnings and [...]
Online travel booking website TripAdvisor Inc. (TRIP) announced that it has acquired Citymaps, a social-mapping startup based in New York.
Groupon, Inc. (GRPN) recently announced that it is expanding its on-demand food delivery service Groupon To Go to Denver, CO.
Like Groupon for businesses, YouTube is not a profit-making machine for every artist or label, but rather a marketing platform for talking to, understanding and monetizing both new and existing audiences.