Rauen Sales http://rauensales.com/ Mon, 11 Oct 2021 05:28:49 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 One year after legal sales began, medical marijuana patients see high prices and long waits https://rauensales.com/one-year-after-legal-sales-began-medical-marijuana-patients-see-high-prices-and-long-waits/ Mon, 11 Oct 2021 04:06:06 +0000 https://rauensales.com/one-year-after-legal-sales-began-medical-marijuana-patients-see-high-prices-and-long-waits/

As the medical marijuana industry in Virginia ends its first year of sale, some patients complain about long waits to register with the state and high prices once they enter dispensaries .

“A one-month supply costs me between $ 600 and $ 700 – and it’s not covered by insurance,” says Tamara Netzel, a former teacher from Virginia Beach who suffers from multiple sclerosis and found the cannabis much more effective than any other pain treatment available.

The state’s medical marijuana program is currently the only legal way to buy marijuana in Virginia. The four currently state-licensed medical processors began opening up to patients last October.

But to shop at medical dispensaries, patients must first have a doctor write a referral for them, and then apply to the state for a medical marijuana card.

Finding a doctor is easy – dozens of practices have sprung up offering online visits with doctors willing to recommend the drug for all kinds of illnesses. Some even run offers, promising to reimburse the cost of a $ 100 appointment if their practitioner refuses to sign a marijuana card.

But Netzel, who runs a Facebook group for medical marijuana patients, lamented that the next step – getting the state to review an application and issue a medical marijuana card – may take longer. ‘a month.

“If a doctor can return a letter immediately within 30 minutes, why does it take the Virginia Board of Pharmacy six weeks to send a paper card?” ” she said.

Board of Pharmacy spokeswoman Diane Powers said the board tries to process all requests within 30 business days and is adding staff to help with an influx of requests, which she says arrive at a rate of over 1000. a week.

And in early 2022, she said the board hopes to have a new online application portal that they believe will speed up the process. The board charges patients $ 50 per year in registration fees.

Patients aren’t the only ones frustrated by the delays. Processors have expressed disappointment at the still small number of patients who can purchase their products, a figure that, as of Oct. 4, stood at just under 33,000.

“You can go to a doctor and get a prescription for an opioid and get it filled the same day, but we have patients who are waiting six, eight, 12 weeks to get a medical cannabis card,” said Ngiste Abebe, vice -president of public policies. at Columbia Care, a multi-state operator that sells medical cannabis under its own name in Hampton Roads and recently purchased Richmond-based Green Leaf Medical, which holds the license to sell medical products in central Virginia.

Regarding the cost of the products, Abebe said the small number of patients is one of the reasons the costs are still high. With more patients, she said, businesses “will have more efficient economies of scale.”

She said state regulations have also contributed to the rising costs. She specifically cited Virginia’s status as one of the only states that requires a pharmacist to oversee all aspects of production and sales. The state also requires that a pharmacist be available to consult patients on site.

Jenn Michelle Pedini, executive director of Virginia NORML, the state chapter of the National Organization for Marijuana Law Reform, noted the state’s decision to limit the program to five growers, who are only allowed to operate only in the specific region of the state in which they are licensed.

“While it’s only normal to see higher prices early on in retail sales, it is these two factors – limited access points associated with a small patient population – that leave Virginians with a case. serious sticker shock, ”Pedini said.

Netzel said that before her local dispensary opened last year, she traveled regularly to the District of Columbia, where gray market sales have been tolerated for years.

“I would say I was probably paying about half of what I’m paying now,” she said.

And she said she kept in mind that Columbia Care’s DC-based dispensary sells 3.5 grams of marijuana for $ 35, compared to the price of $ 65 for the same amount the company charges patients in. Virginia.

But she said despite the cost, she has remained loyal to the state’s medical market because she wants to see it succeed so more patients have access to treatment that she says has helped her in a big way. way that no traditional pharmaceutical product could.

At the same time, she’s pursuing a new path to help cut expenses: she’s decided to start growing her own now that it’s legal.

“So it is hopefully helping to cover the costs,” she said.


SEC deepens manipulation of corporate EPS https://rauensales.com/sec-deepens-manipulation-of-corporate-eps/ Sun, 10 Oct 2021 13:00:00 +0000 https://rauensales.com/sec-deepens-manipulation-of-corporate-eps/ The Securities and Exchange Commission’s review of corporate earnings per share has filed complaints against three companies in the past year or so, and may become larger under the regulator’s new leadership.

The initiative, launched a few years ago, examines the earnings per share of the majority of U.S. public companies at least once a year, looking to spot questionable published figures. The team working on the effort, which is part of the SEC’s enforcement division, uses analytics and has built a database to try and identify potential manipulators of EPS, the commonly used measure of financial performance of a business.

“Three cases isn’t huge, but it shows they are focused on it,” said David Rosenfeld, associate professor of law at Northern Illinois University and former SEC office co-head of enforcement. At New York. “It takes a long time to sort out cases involving accounting issues. “

The SEC’s continued effort to scrutinize these companies is part of President Gary Gensler’s far-reaching political agenda to demand stricter corporate reporting and to revise the business models of certain Wall Street companies to better protect investors.

Investors use a company’s price-to-earnings ratio, which is calculated by dividing the stock price by EPS, to help gauge a stock’s value in relation to earnings.

S&P 1500 companies’ EPS has grown significantly over the past decade, and average quarterly EPS, as of June 30, was $ 1.298, down from 38 cents a year earlier, when companies faced the onset of the pandemic. coronavirus, according to FactSet research systems Inc.,

a data provider. In recent years, stock prices have grown faster than corporate earnings, although corporate earnings remain the main driver of long-term stocks.

Analysts are offering EPS estimates for companies ahead of quarterly earnings announcements based on their expected future growth. It is not known to what extent companies rely on profit management practices to meet or exceed analyst estimates.

“Many investors suspect that manipulation of BPA is more common than the cases suggest,” said Amy Borrus, executive director of the Council of Institutional Investors, which represents pension funds and other large fund managers.

Learn more about the SEC’s EPS survey

BPA manipulations generally go undetected by auditors performing high-level reviews of companies’ quarterly financial statements. Auditors typically test a company’s internal controls and ask executives about why they made significant or unusual journal entries during a given time period, said Denis Usher, partner in charge of corporate services. audit and consultancy for companies listed in the United States within the professional services firm Mazars USA LLP. A challenge in detecting manipulation is that accounting adjustments are generally small and do not exceed a certain materiality threshold that auditors use to determine which aspects of quarterly adjustments to review, he said.

The SEC’s so-called EPS initiative in August tasked Healthcare Services Group Inc.,

which provides housekeeping and other services to health facilities. The agency said the Bensalem, Pa.-Based company failed to recognize and disclose the eventuality of material loss – or potential future loss – related to a timely resolution of a private litigation, as required. generally accepted accounting principles in the United States.

According to the stock exchanges, there are approximately 5,500 companies listed on the New York Stock Exchange and the Nasdaq. SEC officials use risk-based data analyzes to find companies that may have engaged in manipulation, and sometimes rounding issues can lead to an investigation.

The initiative’s database was built on the basis of academic research dating back to 2009 that examined the unusually large absence of the number “4” in quarterly financial figures for companies, asking whether companies are rounding up incorrectly their profits.

Companies continue to use the number “4” in their unrounded quarterly EPS in less than 10% of cases, highlighting the potential for earnings manipulation through strategic rounding, said Nadya Malenko, associate professor of finance at the ‘University of Michigan. She conducted the research with former SEC Commissioner Joseph Grundfest and Yao Shen, assistant professor of finance at Baruch College.

The researchers assumed that each number should appear in tenth place in the unrounded EPS 10% of the time. Some companies might have an unusually low usage of “4” by statistical coincidence, but there is a strong correlation between this low usage and the companies’ future restatements in their overall financial statements, Ms. Malenko said.

“We have a… metric that appears to be a remarkably powerful predictor of problematic accounting behavior,” said Grundfest, now a professor of law and business at Stanford University.

The SEC seeks to detect other profit management practices that violate federal securities laws, including failing to record contingencies of losses in the appropriate quarters and making unwarranted adjustments, such as those made to stock-based compensation accounts.

Prior to the Healthcare Services Group settlement, the SEC said in September 2020 that it had made similar accusations of BPA inflation for two other companies, modular mat maker Interface Inc.

and financial services firm Fulton Financial Corp.

Fulton Financial agreed to pay $ 1.5 million to settle the charges, while Interface settled $ 5 million and Healthcare Services for $ 6 million. The median fine that state-owned companies paid in cases involving financial reporting for the fiscal year ended September 2020 was $ 1.5 million, according to consulting firm Cornerstone Research.

Interface and Fulton Financial declined to comment. Health services did not respond to a request for comment. The companies and individuals did not admit or deny the accusations in entering into a deal with the SEC.

The U.S. securities regulator is currently investigating several companies about potential earnings per share manipulation as part of the ongoing initiative, which could lead to charges, a person familiar with the matter said.

Unlike initiatives such as those focused on disclosure of share class selection – in which investment advisers provide conflicts of interest related to their practices – and short selling, the EPS initiative is all about investigating on financial fraud, which is particularly complex. The probes require witnesses and auditors to testify and that the SEC conduct a detailed GAAP analysis. Investigations into financial fraud typically take between 18 and 24 months.

Recent SEC regulations may cause auditors to review more quarterly journal entries than they normally would, Mr. Usher de Mazars said. “It can increase our sense of risk with these little journal entries that we may not have paid so much attention to in the past,” he said.

Write to Mark Maurer at mark.maurer@wsj.com

Copyright © 2021 Dow Jones & Company, Inc. All rights reserved. 87990cbe856818d5eddac44c7b1cdeb8

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Breaking down the B2B pricing strategies of the new economy https://rauensales.com/breaking-down-the-b2b-pricing-strategies-of-the-new-economy/ Sun, 10 Oct 2021 11:00:05 +0000 https://rauensales.com/breaking-down-the-b2b-pricing-strategies-of-the-new-economy/

Executives are bombarded with headlines about accelerating inflation, a phenomenon many of today’s generation of business leaders have never experienced.

Rather than trying to predict macroeconomic trends, B2B business executives are best served by taking advantage of this flow environment to implement long overdue tactical price optimization initiatives with reduced risk of customer push-back.

Inflation or not?

PPI inflation has undeniably been significant at over 7% per year, although it is measured from July 2029 to July 2021. Although most agree that we are not yet in a price inflation spiral. -70s style wages, there is a valid concern. One camp of economists sees current inflation as largely transient, essentially an expected and desirable outcome of restarting the complex global supply chains that have been disrupted by COVID-19. When COVID hit, producer prices fell about 10% in the first quarter of 2020 and have been trending steadily since.

Merchandise Photo: Federal Reserve Economic Data

The other panel is concerned about a combination of expansionary monetary policies (the potentially unprecedented fiscal stimulus in the form of various infrastructure bills and unspent COVID relief funds. The Fed’s balance sheet has doubled from an already high $ 4 trillion before the pandemic to $ 8 trillion in just 12 months. While the Fed plans tighter policies by the end of 2023 with two rate hikes d interest, a lot can happen in the meantime.

Hans Oped Image 2 Total Federal Reserve Assets Photo: Federal Reserve Board

While both views have merit, corporate finance executives need to be prepared for either outcome and immediately rethink their pricing strategy and tactics. Clearly, customers will be much more receptive to price changes in a global environment of adjustments across the global supply chain. This state of flux is the impetus for smart executives to act while the window of opportunity exists.

Price optimization imperative

Pricing is one of the most important drivers of net profitability and investing in better tactical pricing capabilities has a very high ROI proposition. Too often pricing is seen as static, macro market driven, and ignores readily available data that contains information that is highly relevant to tactical pricing decisions. Even if executives do not change overall price levels, the current environment has created an opportunity to implement tactical price optimization initiatives with less likelihood of negative customer reactions than ever before.

I’m going to focus on transactional B2B, i.e. tactical pricing here, which is where we see the most leverage in the current environment. At the most basic level, pricing is determined by the cost of production, the degree of competition in the market and the shape of the demand curve, i.e. price elasticity. Most companies have good cost control, at least at the aggregate level, have a good understanding of competitive dynamics in key markets, but tend to ignore significant differences in customer sensitivity to price which are often very much related to a transaction specific.

The goal of B2B analytical pricing is to maximize the expected value of the customer by using all available data and applying information maximization models to optimize the terms of each business transaction.

Hans Oped Image 3 Price erosion Photo: Statistics

The impact of reversing the loss of margin due to price erosion can be huge. In complex pricing environments (i.e. many products, geographies, distribution channels, large sales force, etc.) we have seen up to 25% increase in gross margin due to to price optimization.

Simple verification of opportunity assessment

There are quick and easy ways to analyze the CRM data available to assess the size of the opportunity and possibly identify the fastest-growing opportunities. For example, finance managers should ask the following basic questions:

  • Is there a constant correlation between discounts and trade size?
  • Are sales reps going to their maximum remitting authority quickly?
  • Is there a large variation in discounts for similar sized offers?
  • Are the discount levels arbitrary, i.e. in increments of 5%, 10%, 15%?

Often times, the answer to all of these questions is yes, as the graph below illustrates, indicating a significant opportunity for price optimization.

Hans Oped Image 4 Sales vs discounts Photo: Statistics

Running some basic diagnostics on CRM data will also likely reveal other obvious issues that can be fixed quickly. There may be list prices that are totally overpriced (e.g. below cost), consistent discounts abusing salespeople, loss-making customers, etc.

The remainder of this article describes the typical steps required to create sophisticated tactical pricing capability for lasting competitive advantage.

1. Assemble data with high informative content.

It is essential to create a dataset for subsequent machine learning that is consistent and likely to contain signals relevant to the pricing decision. The signal is likely to be multivariate and not obvious at this state, but at least the source of the data should be logically related to the pricing challenge. Examples include social media data, blogging, emails indicating social closeness between customers and company employees, sales pipeline data from the CRM system, channel promotions, data from customer purchasing, etc. It is less of a problem to include weak signal data as models. just ignore it, but great care should be taken to make the data consistent and to understand any systematic biases that may have affected the way the data was generated. For example, a CRM system might contain data from multiple pre-merger entities that had very different sales force compensation policies. It is extremely important to understand these problems and correct them.

Examples of Variables Used in Machine Learning Models

Hans Oped Image 5 Information source Photo: Statistics

Maximizing customer lifetime value is at the heart of optimization. The goal should be to maximize the expected lifetime customer value, i.e. be indifferent between a high / low probability and a low / high probability customer. Depending on the industry, customer LTV models may be more or less developed, but generally they exist or can be created without much difficulty. The creation of own result variables is often more difficult. Clean result coding is rare in CRM systems, but essential for machine learning. A simple “Lost Sale” code in the CRM system could cover anything from “I’ll never buy anything from your business” to “We love your product but we’re out of budget for this quarter” and clearly product a very poor classification model. CRM data needs to be cleansed and made consistent across different organizational units, products, markets, channels, and sales representatives. With very poor data but high transactions, it is often better to establish proper coding of results and processing and run the model with only three months of history rather than years of bad data.

2. Create a robust customer outcome model based on LTV

Hans Oped Picture 6 (2) Data Photo: Statistics

Hans Oped Image 7 Data Photo: Statistics

3. Perform analyzes

Once the data is assembled and cleaned up and clear objectives established, the analysis will extract the information content and identify the high signal variables. Proven analytical machine learning approaches focus on predicting pipeline opportunities that will drive sales success under various pricing scenarios. The end result is an opportunity score and a price recommendation for each specific customer transaction.

If analytical capabilities do not exist in the organization, it must be hired from outside. The machine learning part is a necessary but insufficient success factor. The old mantra “trash in the trash can” applies here. Unfortunately, we’ve seen many organizations place too much trust in sophisticated out-of-the-box software models that rely on poor data, leading to very poor results.

Hans Oped Image 8 Data Photo: Statistics

4. Interpret the results of machine learning

This is a critical stage where art meets science to some extent. First, data interpretation can lead to the discovery of unexpected data integrity issues that can be resolved at this point. Machine learning by definition is hampered by a ‘black box’ mentality, but an intuitive interpretation of the results is invaluable for the organization’s buy-in to the implementation. Ideally, the interpretation of the machine learning result fits human intuition and confirms the anecdotal evidence of the sales force. Taking the time to do this step goes a long way in helping to implement any recommendation across the organization about a black box.

Hans Oped Image 9 (1) Variables Photo: IBT

5. Implement the recommendations.

This final typically requires a combination of system and organizational changes to ensure effective implementation. The existing CRM system can typically be used to implement model recommendations by simply populating model pricing recommendations and scoring leads. The exercise often reveals differential performance of salespeople who are also likely to be unable to implement the new processes. In our experience, situations where half of the sales force could be reliably predicted to close less than 10% of total sales are common.

Hans Oped Picture 10 Data Photo: Statistics


We believe that an analytical approach to pricing is one of the most important profit drivers available to financial executives today. Cutting costs can be difficult in an environment of limited resources and inflation, while simply raising prices at all levels is risky and leaves money on the table compared to the analytical approach described here. The creative use of data and advanced analytics techniques enable intelligent executives to identify the most desirable customer, price optimally, and effectively focus their sales resources.

Hans Dau is CEO of the Mitchell Madison Group

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Ask Doug & Polly: Taking On A Business Partner Makes Sense, But There Are Dangers | Economic news https://rauensales.com/ask-doug-polly-taking-on-a-business-partner-makes-sense-but-there-are-dangers-economic-news/ Sat, 09 Oct 2021 23:00:00 +0000 https://rauensales.com/ask-doug-polly-taking-on-a-business-partner-makes-sense-but-there-are-dangers-economic-news/ ////////////// BY DOUG AND POLLY WHITE Special Envoys QUESTION: I am considering taking on an associate in my small business. What are the advantages and disadvantages of this? Do you have any tips for successful partnerships? What if things go wrong? ANSWER: A business partnership is a …]]>

Doug & Polly White



QUESTION: I am considering taking on an associate in my small business. What are the advantages and disadvantages of this? Do you have any tips for successful partnerships? What if things go wrong?

ANSWER: A business partnership is a deeply personal thing. In some ways, it can be like a wedding.

Such a relationship should not be concluded lightly.

In some circumstances, hiring a business partner can make sense, but the dangers are many.

The tips below can help you avoid many potential pitfalls:

1. Capital contribution: Hiring a partner who can make a cash contribution may be a good idea if the owner needs capital to grow the business or wants to withdraw money from the business.

2. Additional skills: Often, to grow dramatically, a business needs a skill set it can’t afford to hire. The founder may decide to use an equity stake to attract a qualified person with skills essential to the business.

3. Alignment of interests: Ownership can motivate employees and align their interests with the founder.

4. Compatible company: An entrepreneur may decide that the value of his business will be increased by merging with another business. Synergy can be created by an addition to the product or service offering, geographic expansion, upstream or downstream integration, economies of scale or the elimination of a competitor.

SHL Holdings Ltd. Re Addresses https://rauensales.com/shl-holdings-ltd-re-addresses/ Sat, 09 Oct 2021 04:00:41 +0000 https://rauensales.com/shl-holdings-ltd-re-addresses/

HAMILTON, Bermuda, Oct 08, 2021 (GLOBE NEWSWIRE) – SHL Holdings Ltd. (“SHL” or the “Company”) responded today to recent shareholder inquiries regarding changes in its share price and trading activities.

On September 28, 2021, an amendment to rule 15c2-11 under the Securities Exchange Act of 1934, as amended, came into effect. The amendment requires companies listed on the OTC Pink Market to provide current public financial information, which includes certain financial statements, in order to be listed. As part of SHL’s approved liquidation plan, the Company prepares a statement of net assets and changes in net assets on a liquidation basis, in accordance with generally accepted accounting principles in the United States (“US GAAP”). ). These basic liquidation financial statements do not meet the requirements of amended Rule 15c2-11 and the OTC Guidelines to maintain the Company’s current status in the OTC Pink Market. As a result, trading of SHL shares has been moved to the OTC expert market and no public stock quote is provided.

The Company will continue to prepare its financial statements in accordance with US GAAP and publish them quarterly on its website www.shlholdings.com under the Investor Relations tab.

Important information

This press release contains statements about future results, plans and events that may constitute “forward-looking” statements within the meaning of US federal securities laws. The Company warns you that forward-looking information presented in this press release does not constitute a guarantee of future events and that actual events may differ materially from those contained or suggested by the forward-looking information contained in this press release. In addition, forward-looking statements can generally be identified by the use of forward-looking terms such as “may”, “plan”, “seek”, “comfortable with”, “will”, “expect”, “Intend”, “estimate”, “anticipate”, “believe” or “continue” or their negative or their variations or similar terminology. Forward-looking statements are subject to a number of risks and uncertainties, many of which are beyond the control of the Company. These risks and uncertainties include, without limitation, the factors described in the Company’s GAAP financial statements published on its website at www.shlholdings.com. Readers are cautioned not to place undue reliance on forward-looking statements which speak only as of the date on which they are made. The Company does not undertake to update any forward-looking statements to reflect the effect of circumstances or events occurring after the date on which the forward-looking statements are made.

Scott Beinhacker
[email protected]

Source: SHL Holdings Ltd.

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Brexit has delivered! Industry Insider Tears Rejoiner’s Fears Over HGVs and Supply Crisis | United Kingdom | New https://rauensales.com/brexit-has-delivered-industry-insider-tears-rejoiners-fears-over-hgvs-and-supply-crisis-united-kingdom-new/ Sat, 09 Oct 2021 00:00:00 +0000 https://rauensales.com/brexit-has-delivered-industry-insider-tears-rejoiners-fears-over-hgvs-and-supply-crisis-united-kingdom-new/

Although some Rejoiners have criticized Brexit for creating shortages across the UK, an industry insider has revealed that Britain’s departure from the EU has given the country instant benefits. Speaking to Express.co.uk, Logistics UK’s Alex Veitch hailed what he called a “brilliant story” about how the UK transformed its supply chains so quickly thanks to Brexit. Indeed, he also claimed that the UK had been ‘brilliant’ in adjusting its supply chains with the EU in such a short time.

He added: “You know, we’ve gone from our busy partner with reasonably light border controls to next time, our biggest trading partner having the kind of trade procedures we’ve had with the rest of the world all along, you know we did it with the government in five years.

“So we and the government have delivered some kind of almost high-speed, miniaturized version of all the trade procedures we have to go through to do business with China in about two years. It’s incredible.

“It’s a brilliant story.

“You know, I think we’re going, we’re going to leave this situation with a bigger, more valued, more stable and more resilient workforce than in the past.

“And we’ll be ready to go.”

Despite Remainers’ pessimistic fate over the UK exit, Mr Veitch was adamant in his belief that Brexit had been good for the UK.

When asked if the vote to quit turned out to be correct, he said: “In terms of a change in the way drivers are perceived and valued in society and the economy.

“And the whole logistics community in general, yes.”

JUST IN: Brexit LIVE: Brussels surrenders to Great Britain! Lord Frost ‘justified’

Sir David will work closely with the Prime Minister, No10 and the Treasury, and will be based in the Cabinet Office.

The Prime Minister said: “I am pleased that Sir David Lewis is joining the team working to ensure the sustainability of our supply chains across the UK as we recover from the pandemic.

“There are currently global supply issues that we are working with industry to mitigate and Dave brings a wealth of experience that will help us continue to protect our businesses and supply chains. “

Despite the problems in the country, Transport Secretary Grant Shapps revealed that supply chains are starting to stabilize.

Last week, he claimed that lines for gasoline across the country would soon start to ease.

He added: “A lot of gasoline is now being transferred to people’s cars and now there are the first very timid signs of stabilization in the forecourt storage which will not be reflected in the queues yet, but it is is the first time we’ve seen more gasoline at the gas stations themselves.

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Challenges, shortages and disruptions ahead. 4 minutes for a better retail industry. Read on. https://rauensales.com/challenges-shortages-and-disruptions-ahead-4-minutes-for-a-better-retail-industry-read-on/ Fri, 08 Oct 2021 19:05:39 +0000 https://rauensales.com/challenges-shortages-and-disruptions-ahead-4-minutes-for-a-better-retail-industry-read-on/

We are experiencing in real time the main drawback of a global economy. Just as COVID-19 has been a universally shared experience, the supply chain crisis is also unfolding around us. For most consumers, this is the first time that supply and demand have been so out of whack simultaneously. The domino effect is unprecedented: plant closings; goods out of stock; shortage of containers; queues at the port; labor shortages; unprecedented demand for products; and now, inflation. By avoiding traveling, dining out, attending events, or shopping, consumers saved money. They’re finally back and ready to spend, but retailers and brands are struggling to fill inventory to meet demand. Apparently, no industry has been spared, with a widespread shortage in everything from semiconductors to sneakers.

It’s a fate that this holiday season will be riddled with toy shortages that will make 1996’s Tickle Me Elmo Great Frenzy look quaint by comparison. However, these supply chain disruptions will not miraculously disappear with the arrival of the New Year. For example, we already know that the semiconductor shortage will not abate this year, with some industry analysts predicting its end in 2023. Inflation has already become a factor in the market and doesn’t appear to be easing anytime soon. Investors will also be affected, with product shortages dragging profits over the coming months. Micron Technologies (NASDAQ

: MU) topped fourth-quarter earnings, but shares of the memory chipmaker fell 3.6% due to its “bleak” outlook for its fiscal first quarter 2022, which was revised down from about $ 1 billion.

What good is all this pain if we don’t learn from this situation and evolve?

The system may have been shattered by the unprecedented shutdown of the world, but if manufacturers and retailers can learn a lesson from all of this, it’s that they need to be more data-driven to mitigate potential disruption by supply chain courses or futures.

Now is the time to take the guesswork out of manufacturing, buying and marketing while mitigating risk by using technology to fundamentally change the way products are sampled, produced, tested, priced and marketed.

Integrating solutions such as digital product testing and voice of the customer analysis will help connect consumer demand, price elasticity, suggested offers and optimize merchandise assortments in these uncertain times.

Without listening to the voice of the customer, how do retailers even know if the products that have taken so long to arrive will resonate with their customers? They really don’t.

These technologies are not a silver bullet. It wouldn’t have changed current shipping issues, but it would inform smarter, faster inventory decisions and improve the likelihood of higher consumer engagement, fewer markdowns, and higher margins. Every second counts, and our supply chain issues will be with us throughout 2022.

Technology solutions can give manufacturers and retailers some control over this situation to better predict by giving them the peace of mind that they have the right product at the right price for their customer.

Stay tuned for more on this topic in the coming weeks.

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Qvest Signs $ 25 Million Global Agreement with Grass Valley for Innovation in Media and Entertainment Infrastructure https://rauensales.com/qvest-signs-25-million-global-agreement-with-grass-valley-for-innovation-in-media-and-entertainment-infrastructure/ Fri, 08 Oct 2021 16:07:00 +0000 https://rauensales.com/qvest-signs-25-million-global-agreement-with-grass-valley-for-innovation-in-media-and-entertainment-infrastructure/

Grass Valley has signed a multi-year, $ 25 million contract with Qvest, a consultant, systems architect and provider of multimedia technologies for digital transformation, which will see the two companies combine their complementary strengths and market offerings to meet the demands of today’s dynamic media industry. . The agreement brings technological, operational and financial benefits to Qvest for the standardization of Grass Valley’s advanced production solutions, benefiting from improved economies of scale, creative business models and closer technology collaboration.

“The media and entertainment industry is changing at an astonishing speed, with audiences demanding more content on more devices,” said Christian Massmann, CSO, Qvest. “Our customers are the lifeblood of the M&E space, ranging from news networks to sports broadcasters, video streaming services and major movie studios. These technology-dependent operators demand cutting-edge solutions that allow them to differentiate their services and maintain a competitive advantage. To offer this to our customers, in addition to our expertise in technology and transformation, we have for many years built a global network of first-class product manufacturer partners. By also working more closely with the Grass Valley team going forward, we are able to share market insight, align our technology roadmaps and leverage more purchases. .

The agreement marks the formation of a long-term, global strategic partnership based on the parties’ proven experience, strong client relationships and numerous references in the market as trusted advisors to the media industry. and entertainment.

Tim Shoulders, CEO and President of Grass Valley, added, “We are delighted to embark on this next phase of the strategic partnership with Qvest and look forward to jointly realizing the benefits of the win-win business agreement. Over the past 20 years, we have forged a powerful alliance and this next step will further strengthen our technology and business collaboration and provide customers with world-class solutions that meet both current operational challenges and longer-term transformational goals. term. “

EU must be ready to send Brexit aid to Britain, says former Finnish PM https://rauensales.com/eu-must-be-ready-to-send-brexit-aid-to-britain-says-former-finnish-pm/ Fri, 08 Oct 2021 16:06:00 +0000 https://rauensales.com/eu-must-be-ready-to-send-brexit-aid-to-britain-says-former-finnish-pm/

The European Union must stand ready to send aid to Britain when it is crippled by food and supply shortages due to Brexit, the former Finnish PM has said.

Alexander Stubb, who unsuccessfully ran for the presidency of the European Commission in 2019, said the EU should help a struggling UK, even if it was all Britain’s fault.

He said: “If the EU played its cards right, it would offer assistance to the UK now or later when the supply of basic goods and services deteriorates.

“This is what friends do, even though the pain has been self-inflicted, stupid, and unnecessary.”

Mr Stubb, who ruled Finland for 11 months and served as the country’s finance minister, predicted that the only way to save Britain would be to renew closer ties with the EU.

The former MEP and vice-president of the European Investment Bank suggested the aid offer could attempt to bring the UK back into the fold.

Mr Stubb’s comments echo a widely held view in Brussels that the fuel, supply and truck driver shortages that have hit the UK are a direct consequence of the decision to leave the EU and its single market.

EU diplomats say Northern Ireland has not faced similar problems because a Brexit treaty keeps it in the single market.

Mr Stubb, well known for his predilection for Iron Man endurance competitions, said things would only get worse for the UK as it stayed away from its former EU allies.

“Sorry, but the situation in the UK is going from bad to worse with no respite in sight,” said the 53-year-old.

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Growing Tubeless Bicycle Tires Market and Growing Product Demand, Segmentation, Current Investment Scenarios and Upcoming Challenges to 2028 https://rauensales.com/growing-tubeless-bicycle-tires-market-and-growing-product-demand-segmentation-current-investment-scenarios-and-upcoming-challenges-to-2028/ Fri, 08 Oct 2021 11:25:05 +0000 https://rauensales.com/growing-tubeless-bicycle-tires-market-and-growing-product-demand-segmentation-current-investment-scenarios-and-upcoming-challenges-to-2028/

The Global “Tubeless Bicycle Tires MarketThe 2021 research report offers the latest information on a comprehensive overview of the current market scenario and future growth prospects. The report contains a 360-degree view of various market forecasts related to Tubeless Tire market size, CAGR, market share, consumption, gross margin, manufacturing price and other valuable factors. This market report analyzes the market potential of each geographic region based on growth rates, macroeconomic parameters, development opportunities, market demand, and industry supply.

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The Tubeless Bicycle Tires market report covers market segment by type, application and identifies dynamics such as trends, restraints, technology, growth strategies, and challenges. The report aims to provide detailed information on market players, trends, revenue, economic downturn, business scenario, and impact of COVID-19 on the overall industry.

The main players covered in this report:

Michelin, Trek Bicycle Corporation, Continental, Hutchinson, Kenda, Mavic, Maxxis, Ritchey, Schwalbe, Specialized, Vittoria

Summary of the Global Tubeless Bicycle Tires Market:

The Tubeless Bicycle Tires Market report defines several important characteristics of the market. It will provide the limits of this report, describe the needs of this business and the expected results of the research efforts, identify the constraints in the development of a specific solution, the business processes impacted by the project and identify the internal and external entities. The Global Bicycle Tubeless Tires Market report covers manufacturers, outlines the status of CAGR and analyzes its value, potential growth, market competition landscapes, Porter’s five forces analysis, analysis SWOT and many development plans over the next few years.

The Tubeless Bicycle Tire market report covers company profile, product specifications, product overview, sales, market share, and demand and supply information for various vendors. regional, international and local of the global market. The detailed analysis of the market position frequently develops with the increase of precise innovation and development activities in the industry. And also declares the role of major market players involved in production with their company overview, financial summary and economic situation.

The Tubeless Bicycle Tires Market Explore Products / Types:

High elasticity tire, Wear resistant tire, Others

Main Applications / End Users of the Tubeless Bicycle Tire Market:

Mountain biking, Regular cycling, Others

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Regional landscape of the tubeless bicycle tire market:

Geographically, the Regions covered by the report: North America (United States and Canada), Europe (United Kingdom, Germany, France and rest of Europe), Asia-Pacific (China, Japan, India and the rest of the Asia-Pacific region), Latin America (Brazil, Mexico and rest of Latin America), Middle East and Africa (GCC and rest of Middle East and Africa). Declare some of the factors that directly affect the market including production strategies, business methods, development platforms, and product models. It will also detail the revenues recorded by these given regions. In addition, the Tubeless Bicycle Tires market report comprises specific information on various country-level development plans, potential market restraints, and other revenue growth restraints.

Important features listed under Offering and Report Highlights:

  • Detailed Overview of the Tubeless Bicycle Tires Market
  • In-depth market segmentation by type, application etc.
  • Historical, Current and Projected Tubeless Tire Market Size in Dollar (Value) and Volume
  • Recent industry trends and developments
  • Changing industry market dynamics
  • Competitive Landscape of the Tubeless Bicycle Tire Market
  • Strategies of key players and product offerings
  • Potential and niche segments / regions showing promising growth
  • A neutral perspective on the performance of the tubeless bicycle tire market
  • Information on market players to sustain and strengthen their footprint

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