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Sears – s History Predicts Almost Everything Amazon – s Doing – The Atlantic,

The History of Sears Predicts Nearly Everything Amazon Is Doing

One hundred years ago, a retail giant that shipped millions of products by mail moved swiftly into the brick-and-mortar business, changing it forever. Is that happening again?

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    • Company. Sears might seem like a zombie today, but it’s easy to forget how transformative the company was exactly 100 years ago, when it, too, was capitalizing on a mail-to-consumer business to establish a physical retail presence.

      To understand Amazon—its evolution, its strategy, and perhaps its future—look to Sears.

      Mail was an internet before the internet. After the Civil War, several new communications and transportations systems—the telegraph, rail, and parcel delivery—made it possible to shop at home and have items delivered to your door. Americans browsed catalogues on their couches for jewelry, food, and books. Merchants sent the parcels by rail.

      From its founding in the late 19th century to its world-famous catalog, the history of Sears, Roebuck Company is well known. Less storied is its magnificently successful transition from a mailing company to a brick-and-mortar giant. Like Amazon among its online-shopping rivals, Sears was not the country’s first mail-order retailer, but it became the largest of its kind. Like Amazon, it started with a single product category—watches, rather than books. But, like Amazon, the company grew to include a range of products, including guns, gramophones, cars, and even groceries.

      From the start, Sears’s genius was to market itself to consumers as an everything store, with an unrivaled range of products, often sold for minuscule profits. The company’s feel for consumer demand was so uncanny, and its operations so efficient, that it became, for many of its diehard customers, not just the best retail option, but the only one worth considering.

      By building a large base of fiercely loyal consumers, Sears was able to buy more cheaply from manufacturers and wholesalers. It managed its deluge of orders with massive warehouses, like its central facility in Chicago, in which messages to various departments and assembly workers were sent through pneumatic tubes. In the decade between 1895 and 1905, Sears’s revenue grew by a factor of 50, from about $750,000 to about $38 million, according to Alfred D. Chandler Jr.’s 1977 book The Visible Hand: The Managerial Revolution in American Business. (By comparison, in the last decade, Amazon’s revenue has grown by a factor of 10.)

      Then, after one of the most successful half-centuries in U.S. corporate history, Sears did something really crazy. It opened a store.

      In the early 1920s, Sears found itself in an economy that was coming off a harsh post-World War recession, according to Daniel M. G. Graff and Peter Temin’s essay “Sears, Roebuck in the Twentieth Century.” The company was also dealing with a more lasting challenge: the rise of chain stores. To guide their corporate makeover, the company tapped a retired World War I general named Robert Wood, who turned to the U.S. Census and Statistical Abstract of the United States as a fount of marketing wisdom. In federally tabulated figures, he saw the country moving from farm to city, and then from city to suburb. His plan: Follow them with stores.

      The first Sears stores opened in the company’s existing mail-order warehouses, for convenience’s sake. But soon they were popping up in new locations. Not satisfied with merely competing with urban department stores like Macy’s, Wood distinguished new Sears locations by plopping them into suburbs where land was cheap and parking space was plentiful.

      Sears’s aesthetic was unadorned, specializing in “hard goods” like plumbing tools and car parts. Wood initially thought that young shoppers would prefer a cold, no-frills experience—he likened the first stores to “military commissaries.” This was a rare misstep; Sears ultimately redesigned their stores to appear more high-end.

      The company’s brick-and-mortar transformation was astonishing. At the start of 1925, there were no Sears stores in the United States. By 1929, there were 300. While Montgomery Ward built 90 percent of its stores in rural areas or small cities, and Woolworth focused on rich urban areas, Sears bet on everything—rural and urban, rich and poor, farmers and manufacturers. Geographically, it disproportionately built where the Statistical Abstract showed growth: in southern, southwestern, and western cities.

      Sears was not content to be a one-stop-shop for durable goods. Like Amazon today, the company used its position to enter adjacent businesses. To supplement its huge auto-parts business, Sears started selling car insurance under the Allstate brand. One might say the shift from selling products to services is analogous to the creation of Amazon Web Services—or even Amazon’s television shows. Analysts have wondered, why would Amazon want to sell books, diapers, and TV? But even the company’s seemingly eccentric decisions are centered on Sears’s old expertise: becoming an inextricable part of consumers’ lives.

      It’s remarkable how Sears’s rise anticipates Amazon’s. The growth of both companies was the result of a focus on operations efficiency, low prices, and a keen eye on the future of American demographics.

      So how might Sears’s experience predict Amazon’s future?

      First, Sears showed that physical retail doesn’t necessarily cannibalize the mailing business. So far, Amazon’s online sales have actually grown in regions where it has a physical store presence, according to CNBC.

      Second, it’s important to remember that, although Sears eventually became a dominant physical retailer, the transition was bumpy. Sears initially assumed that its blue-collar customers would appreciate a no-frills shopping experience. But it eventually beautified its stores to lure the whole family. The spartan design of Amazon’s bookstores already has its detractors, and the company may learn that even a logistics behemoth needs an interior decorator.

      Third, Amazon may find, like Sears, that size can be both an advantage and a bull’s-eye. Sears evolved to become a microcosm of the American economy, with its corporate operations spanning retailing, manufacturing, marketing, and transportation. Warehouses filled 100,000 orders a day, 16 Sears-operated manufacturing plants built name-brand kitchenware and furniture, and a New York branch concentrated in apparel marketing. Amazon is already on this very road; in fact, on Thursday, the company announced that it is adding several thousand marketing jobs in its New York office. But just as Sears attracted the ire of displaced merchants, particularly in rural areas, Amazon will find—and has already found—it impossible to expand without garnering animosity from retailers or regulators.

      Growing inequality in the U.S. may offer new challenges to building a truly national retailer. But once again, Sears offers a lesson. The company thrived as long as it used U.S. demographics as a guide—following Americans to the suburbs of the South and West, and selling parts for their favorite new toy, the automobile. Amazon, too, will thrive as long as it uses American demographics as a roadmap and takes advantage of new personal technology, like mobile phones for shopping and AI assistants for the home. In the last six months, Amazon has spent $13 billion to buy Whole Foods and its upscale urban locations. At the same time, it has offered discounts for low-income shoppers to become Prime subscribers. Perhaps Sears’s descendant can become an everything store for everyone.

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    Video Prank at Domino’s Taints Brand, doing business as.#Doing #business #as


    The New York Times

    A Video Prank at Domino’s Damages Its Brand

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    April 15, 2009

    When two Domino’s Pizza employees filmed a prank in the restaurant’s kitchen, they decided to post it online. In a few days, thanks to the power of social media, they ended up with felony charges, more than a million disgusted viewers, and a major company facing a public relations crisis.

    In videos posted on YouTube and elsewhere this week, a Domino’s employee in Conover, N.C., prepared sandwiches for delivery while putting cheese up his nose, nasal mucus on the sandwiches, and violating other health-code standards while a fellow employee provided narration.

    The two were charged with delivering prohibited foods.

    By Wednesday afternoon, the video had been viewed more than a million times on YouTube. References to it were in five of the 12 results on the first page of Google search for “Dominos,” and discussions about Domino’s had spread throughout Twitter.

    As Domino’s is realizing, social media has the reach and speed to turn tiny incidents into marketing crises. In November, Motrin posted an ad suggesting that carrying babies in slings was a painful new fad. Unhappy mothers posted Twitter complaints about it, and bloggers followed; within days, Motrin had removed the ad and apologized.

    On Monday, Amazon.com apologized for a “ham-fisted” error after Twitter members complained that the sales rankings for gay and lesbian books seemed to have disappeared — and, since Amazon took more than a day to respond, the social-media world criticized it for being uncommunicative.

    According to Domino’s, the employees told executives that they had never actually delivered the tainted food. Still, Domino’s fired the two employees on Tuesday, and they were in the custody of the Conover police department on Wednesday evening, facing felony charges.

    But the crisis was not over for Domino’s.

    “We got blindsided by two idiots with a video camera and an awful idea,” said a Domino’s spokesman, Tim McIntyre, who added that the company was preparing a civil lawsuit. “Even people who’ve been with us as loyal customers for 10, 15, 20 years, people are second-guessing their relationship with Domino’s, and that’s not fair.”

    In just a few days, Domino’s reputation was damaged. The perception of its quality among consumers went from positive to negative since Monday, according to the research firm YouGov, which holds online surveys of about 1,000 consumers every day regarding hundreds of brands.

    “It’s graphic enough in the video, and it’s created enough of a stir, that it gives people a little bit of pause,” said Ted Marzilli, global managing director for YouGov’s BrandIndex.

    The Domino’s experience “is a nightmare,” said Paul Gallagher, managing director and a head of the United States crisis practice at the public relations firm Burson-Marsteller. “It’s the toughest situation for a company to face in terms of a digital crisis.”

    Mr. McIntyre was alerted to the videos on Monday evening by a blogger who had seen them. In the most popular video, a woman who identifies herself as Kristy films a co-worker, Michael, preparing the unsanitary sandwiches.

    “In about five minutes it’ll be sent out on delivery where somebody will be eating these, yes, eating them, and little did they know that cheese was in his nose and that there was some lethal gas that ended up on their salami,” Kristy said. “Now that’s how we roll at Domino’s.”

    On Monday, commenters at the site Consumerist.com used clues in the video to find the franchise location in Conover, and told Mr. McIntyre about the videos. On Tuesday, the Domino’s franchise owner fired the employees, identified by Domino’s as Kristy Hammonds, 31 and Michael Setzer, 32. The franchisee brought in the local health department, which advised him to discard all open containers of food, which cost hundreds of dollars, Mr. McIntyre said.

    Ms. Hammonds apologized to the company in an e-mail message Tuesday morning. “It was fake and I wish that everyone knew that. ” she wrote. “I AM SOO SORRY!”

    By Wednesday evening, the video had been removed from YouTube because of a copyright claim from Ms. Hammonds. Neither Ms. Hammonds nor Mr. Setzer were available for comment on Wednesday evening, said Conover’s chief of police, Gary W. Lafone.

    As the company learned about the video on Tuesday, Mr. McIntyre said, executives decided not to respond aggressively, hoping the controversy would quiet down. “What we missed was the perpetual mushroom effect of viral sensations,” he said.

    In social media, “if you think it’s not going to spread, that’s when it gets bigger,” said Scott Hoffman, the chief marketing officer of the social-media marketing firm Lotame. “We realized that when many of the comments and questions in Twitter were, ‘What is Domino’s doing about it’ ” Mr. McIntyre said. “Well, we were doing and saying things, but they weren’t being covered in Twitter.”

    By Wednesday afternoon, Domino’s had created a Twitter account, @dpzinfo, to address the comments, and it had presented its chief executive in a video on YouTube by evening.

    “It elevated to a point where just responding isn’t good enough,” Mr. McIntyre said.


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    Home, Business Victoria, doing business as.#Doing #business #as


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    Sears – s History Predicts Almost Everything Amazon – s Doing – The Atlantic,

    The History of Sears Predicts Nearly Everything Amazon Is Doing

    One hundred years ago, a retail giant that shipped millions of products by mail moved swiftly into the brick-and-mortar business, changing it forever. Is that happening again?

    Doing business as

    Most Popular

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    • Nov 10, 2017
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    • Nov 7, 2017
    • Derek Thompson
    • Sep 25, 2017
    • Business
    • Share
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    • Company. Sears might seem like a zombie today, but it’s easy to forget how transformative the company was exactly 100 years ago, when it, too, was capitalizing on a mail-to-consumer business to establish a physical retail presence.

      To understand Amazon—its evolution, its strategy, and perhaps its future—look to Sears.

      Mail was an internet before the internet. After the Civil War, several new communications and transportations systems—the telegraph, rail, and parcel delivery—made it possible to shop at home and have items delivered to your door. Americans browsed catalogues on their couches for jewelry, food, and books. Merchants sent the parcels by rail.

      From its founding in the late 19th century to its world-famous catalog, the history of Sears, Roebuck Company is well known. Less storied is its magnificently successful transition from a mailing company to a brick-and-mortar giant. Like Amazon among its online-shopping rivals, Sears was not the country’s first mail-order retailer, but it became the largest of its kind. Like Amazon, it started with a single product category—watches, rather than books. But, like Amazon, the company grew to include a range of products, including guns, gramophones, cars, and even groceries.

      From the start, Sears’s genius was to market itself to consumers as an everything store, with an unrivaled range of products, often sold for minuscule profits. The company’s feel for consumer demand was so uncanny, and its operations so efficient, that it became, for many of its diehard customers, not just the best retail option, but the only one worth considering.

      By building a large base of fiercely loyal consumers, Sears was able to buy more cheaply from manufacturers and wholesalers. It managed its deluge of orders with massive warehouses, like its central facility in Chicago, in which messages to various departments and assembly workers were sent through pneumatic tubes. In the decade between 1895 and 1905, Sears’s revenue grew by a factor of 50, from about $750,000 to about $38 million, according to Alfred D. Chandler Jr.’s 1977 book The Visible Hand: The Managerial Revolution in American Business. (By comparison, in the last decade, Amazon’s revenue has grown by a factor of 10.)

      Then, after one of the most successful half-centuries in U.S. corporate history, Sears did something really crazy. It opened a store.

      In the early 1920s, Sears found itself in an economy that was coming off a harsh post-World War recession, according to Daniel M. G. Graff and Peter Temin’s essay “Sears, Roebuck in the Twentieth Century.” The company was also dealing with a more lasting challenge: the rise of chain stores. To guide their corporate makeover, the company tapped a retired World War I general named Robert Wood, who turned to the U.S. Census and Statistical Abstract of the United States as a fount of marketing wisdom. In federally tabulated figures, he saw the country moving from farm to city, and then from city to suburb. His plan: Follow them with stores.

      The first Sears stores opened in the company’s existing mail-order warehouses, for convenience’s sake. But soon they were popping up in new locations. Not satisfied with merely competing with urban department stores like Macy’s, Wood distinguished new Sears locations by plopping them into suburbs where land was cheap and parking space was plentiful.

      Sears’s aesthetic was unadorned, specializing in “hard goods” like plumbing tools and car parts. Wood initially thought that young shoppers would prefer a cold, no-frills experience—he likened the first stores to “military commissaries.” This was a rare misstep; Sears ultimately redesigned their stores to appear more high-end.

      The company’s brick-and-mortar transformation was astonishing. At the start of 1925, there were no Sears stores in the United States. By 1929, there were 300. While Montgomery Ward built 90 percent of its stores in rural areas or small cities, and Woolworth focused on rich urban areas, Sears bet on everything—rural and urban, rich and poor, farmers and manufacturers. Geographically, it disproportionately built where the Statistical Abstract showed growth: in southern, southwestern, and western cities.

      Sears was not content to be a one-stop-shop for durable goods. Like Amazon today, the company used its position to enter adjacent businesses. To supplement its huge auto-parts business, Sears started selling car insurance under the Allstate brand. One might say the shift from selling products to services is analogous to the creation of Amazon Web Services—or even Amazon’s television shows. Analysts have wondered, why would Amazon want to sell books, diapers, and TV? But even the company’s seemingly eccentric decisions are centered on Sears’s old expertise: becoming an inextricable part of consumers’ lives.

      It’s remarkable how Sears’s rise anticipates Amazon’s. The growth of both companies was the result of a focus on operations efficiency, low prices, and a keen eye on the future of American demographics.

      So how might Sears’s experience predict Amazon’s future?

      First, Sears showed that physical retail doesn’t necessarily cannibalize the mailing business. So far, Amazon’s online sales have actually grown in regions where it has a physical store presence, according to CNBC.

      Second, it’s important to remember that, although Sears eventually became a dominant physical retailer, the transition was bumpy. Sears initially assumed that its blue-collar customers would appreciate a no-frills shopping experience. But it eventually beautified its stores to lure the whole family. The spartan design of Amazon’s bookstores already has its detractors, and the company may learn that even a logistics behemoth needs an interior decorator.

      Third, Amazon may find, like Sears, that size can be both an advantage and a bull’s-eye. Sears evolved to become a microcosm of the American economy, with its corporate operations spanning retailing, manufacturing, marketing, and transportation. Warehouses filled 100,000 orders a day, 16 Sears-operated manufacturing plants built name-brand kitchenware and furniture, and a New York branch concentrated in apparel marketing. Amazon is already on this very road; in fact, on Thursday, the company announced that it is adding several thousand marketing jobs in its New York office. But just as Sears attracted the ire of displaced merchants, particularly in rural areas, Amazon will find—and has already found—it impossible to expand without garnering animosity from retailers or regulators.

      Growing inequality in the U.S. may offer new challenges to building a truly national retailer. But once again, Sears offers a lesson. The company thrived as long as it used U.S. demographics as a guide—following Americans to the suburbs of the South and West, and selling parts for their favorite new toy, the automobile. Amazon, too, will thrive as long as it uses American demographics as a roadmap and takes advantage of new personal technology, like mobile phones for shopping and AI assistants for the home. In the last six months, Amazon has spent $13 billion to buy Whole Foods and its upscale urban locations. At the same time, it has offered discounts for low-income shoppers to become Prime subscribers. Perhaps Sears’s descendant can become an everything store for everyone.

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      ‘Our Surfing Is Revolutionary’

      Bianca Valenti reveals how female big wave surfers are changing the tides.


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    Network18 hires Zee Business Amish Devgan as executive editor #business #list


    #zee business

    #

    Network18 hires Zee Business Amish Devgan as executive editor

    MUMBAI: The game of musical chairs in the Indian news TV channel business continues unabated. Over the last couple of months there have been many a high profile resignation and reappointment amongst those delivering news to Indian viewers. The latest to also make a move is Amish Devgan who has hopped on board Network18 as executive editor.

    Devgan will closely work with Network18 news CEO and group editor in chief Rahul Joshi and consulting editor Prabal Pratap Singh. He will use his expertise to devise various strategies and plans for all the Hindi news channels under the group. Network 18 has two Hindi news channels namely IBN7 and CNBC Awaaz.

    With 16 years of journalistic experience, Devgan recently moved out of Zee Media after 14 years. In his last role, he was a prime time anchor and chief editor with Zee Business and hosted the highest TRP gaining show Big Story Big Debate at 8 pm daily. The show included several debates and discussions on various current day-to-day issues across politics, economy, and financial markets with high profile political, corporate guests and experts on camera.

    Devgan started his career with Hindustan Times and joined Zee News in 2002. He later moved to Zee Business in 2005. He has won several accolades in the past and has successfully created a niche for himself amongst business anchors.

    A tweet from Subhash Chandra appreciating Amish Devgan


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    Data Scientists in Demand: Salaries Rise as Talent Shortage Looms #custom #business #cards


    #business week

    #

    Help Wanted: Black Belts in Data

    A new species of techie is in demand these days—not only in Silicon Valley, but also in company headquarters around the world. “Data scientists are the new superheroes,” says Pascal Clement, the head of Amadeus Travel Intelligence in Madrid. The description isn’t exactly hyperbolic: The qualifications for the job include the strength to tunnel through mountains of information and the vision to discern patterns where others see none. Clement’s outfit is part of Amadeus IT Holding, the world’s largest manager of flight bookings for airlines, which has more than 40 data scientists on its payroll, including some with a background in astrophysics. The company recently launched Schedule Recovery, a product that tracks delays and automatically rebooks all affected passengers.

    A study by McKinsey projects that “by 2018, the U.S. alone may face a 50 percent to 60 percent gap between supply and requisite demand of deep analytic talent.” The shortage is already being felt across a broad spectrum of industries, including aerospace, insurance, pharmaceuticals, and finance. When the consulting firm Accenture surveyed its clients on their big-data strategies in April 2014, more than 90 percent said they planned to hire more employees with expertise in data science—most within a year. However, 41 percent of the more than 1,000 respondents cited a lack of talent as a chief obstacle. “It will get worse before it gets better,” says Narendra Mulani, senior managing director at Accenture Analytics.

    Many data scientists have Ph.D.s or postdoctorates and a background in academic research, says Marco Bressan, president for data and analytics at BBVA, a Spanish bank that operates in 31 countries and has a team of more than 20 data scientists. “We have nanotechnologists, physicists, mathematicians, specialists in robotics,” he says. “It’s people who can explore large volumes of data that aren’t structured.”

    So-called unstructured data can include e-mails, videos, photos, social media, and other user-generated content. Data scientists write algorithms to extract insights from these troves of information. But “true data scientists are rare,” says Ricard Benjamins, head of business intelligence and big data at Telefónica, Europe’s second-largest phone company, which employs more than 200 of them. Says Stan Humphries, chief economist at Zillow, the real estate listings site: “You can find a great developer and a great researcher who has a background in statistics, and maybe you can find a great problem solver, but to find that in the same person is hard.”

    Universities are taking note. MIT, where graduate students in physics, astronomy, and biology are fielding offers from outside their chosen fields, is in the process of setting up a dedicated data-science institute. Marilyn Wilson, the university’s associate director for career development, says the center will begin enrolling graduate degree candidates in 2016.

    In the U.K. the University of Warwick introduced a three-year undergraduate data-science program last year, which David Firth, the program’s mastermind, says may well be the first of its kind. “Big Business was complaining about the lack of people,” he says. “Finance is a major employer, but also large-scale insurers, large online commercial retailers, high-tech startups, and government, which has huge data sets.”

    Accenture’s Mulani says he’s tallied some 30 new data-science programs in North America, either up and running or in the works. The University of Virginia began offering a master’s in 2014, as did Stanford. Many of those students may be tempted to drop out before collecting their degree. “Companies are scrambling,” says Margot Gerritsen, director of Stanford’s Institute for Computational Mathematical Engineering. “We have second- and third-year students getting offered salaries much higher than what I get.” Starting pay for some full-time jobs is above $200,000, she reports. Summer internships, meanwhile, pay anywhere from $6,000 to $10,000 a month. To make these stints memorable, many employers offer perks such as free meals, complimentary gym memberships, and occasionally temporary housing. “Sometimes you read about students getting abused in internships and working like slaves,” Gerritsen says. “We don’t see that.”

    The bottom line: McKinsey projects that by 2018 demand for data scientists may be as much as 60 percent greater than the supply.

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    Design Business Postcards As Unique As You #personal #business #cards


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    Stock Market Today: Market Bliss as Crude Oil Craters #unsecured #business #loan


    #financial markets today

    #

    Stock Market Today: Market Bliss as Crude Oil Craters

    The session was quiet, but there s a storm brewing

    Aug 1, 2016, 5:43 pm EDT | By Anthony Mirhaydari. InvestorPlace Market Strategist

    U.S. equities mostly moved lower on Monday amid relatively quiet trading. The super-tight trading range that s followed the historic post-Brexit rebound moved into its fourth week as volatility is smashed lower.

    But this apparent calm belies the accelerating selloff underway in crude oil, which is down nearly 23% from its high after falling below the $40-a-barrel benchmark for the first time since April. You wouldn t know it by looking at the sideways skid in large-cap stocks, but oil has entered a new bear market driven by a return of oversupply worries.

    In the end, the Dow Jones Industrial Average lost 0.2%, the S P 500 Index lost 0.1%, the Nasdaq Composite gained 0.4% and the Russell 2000 ended the day 0.1% lower. Further, Treasury bonds were weaker, the dollar was higher, gold gained 0.2% and oil fell 3.7%.

    Energy stocks led the decliners with a 3.3% loss followed by telecom and materials. Technology stocks put in a strong showing, with FANG icon Amazon.com, Inc. (NASDAQ: AMZN ) up 1.2%. SolarCity Corp (NASDAQ: SCTY ) fell 7.4% as it reached a final deal to be acquired by Tesla Motors Inc (NASDAQ: TSLA ) in an all-stock deal with around $2.6 billion. Separately, Trina Solar Limited (ADR) (NYSE: TSL ) gained 25.2% after agreeing to be taken private in an all-cash deal worth $1.1 billion.

    The decline in crude was encouraged by a Reuters report that OPEC output likely increased to a record in July and a Bloomberg article that hedge fund bets again energy have increased by the most since at least 2006. Data from Yardeni Research also shows a recent bounce in U.S. drilling rig counts.

    As a reminder, recent concern has focused on swollen gasoline inventories, which have pinched refiner margins and slowed cracking activity, which in turn threatens to worsen the glut of crude.

    The weakness in energy stocks appears to just be getting started as shares of stocks like Exxon Mobil Corporation (NYSE: XOM ) has badly disconnected from crude oil during the February-July rebound driven by hopes of an OPEC-Russia oil supply freeze deal.

    XOM fell through last week s lows in what looks like a looming test of its 200-day moving average not touched since February. The company reported a top- and bottom-line miss last week, with earnings of 41 cents per share missing expectations for 64 cents on a 22% drop in revenue to $57.7 billion.

    Valuations are ridiculous: Consider that XOM s current trailing twelve-month price-to-earnings ratio is nearly double what is considered fair value.

    The decline boosted the Aug $94 XOM puts recommended to Edge Pro subscribers to a gain of 314% since recommended on July 21.

    The oversupply is only going to get worse. Libya announced oil ports closed due to civil unrest are to resume exports, Iran is aggressively ramping output now that sanctions have been lifted, Saudi Arabia just cut the price of oil to Asian markets, and Russia s energy minister said he did not see a coordinated action on curtailing oil output with OPEC.

    Also weighing on sentiment were hawkish comments from NY Fed President William Dudley that the futures market was too complacent about the risk of more than one quarter-point interest rate hike by the end of 2017. He reiterated that a hike was possible ahead of the presidential election in November.

    All of this threatens the quietest few weeks in the stock market in decades. Yet even within this relative calm, there is evidence of weakness: After a record of nine straight up days the Dow is now down six days straight. That s the worst result since last August.

    Anthony Mirhaydari is founder of theEdgeandEdge Proinvestment advisory newsletters. A two-week and four-week free trial offer has been extended to InvestorPlace readers.

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    Work From Home as a Franchise Owner #business #blogs


    #work from home ideas

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    Home-Based Franchise

    You want to launch your own business, but you’re not sure where to start. You don’t have a business plan, and you’re not sure about the logistics of marketing, sales, human resources, customer service, accounting, legal compliance AND you d like an opportunity that has a low-risk potential. A home-based franchise may be the perfect home business solution for you!

    A franchise is basically a business-in-a-box or business model that can be easily replicated. That s the beautiful thing about a franchise; all the hard work has been done for you; you basically pay for the franchise, and you’re given a detailed manual, training, and tools on how to replicate the business exactly. Many franchises have well known established brand names too, so you spend less money on marketing your business.

    You ve heard of famous franchises like Starbucks and McDonald s, but there are also some great franchises out there that will allow you to work from home. With over 1,500 different franchise companies in the USA, you re bound you find one that fits your interests and skills.

    Now that you re sold on the idea of a home-based franchise there are some important factors to consider before you make the leap.

    Franchise Costs and Fees.

    The downside of owning a franchise is the initial cash requirement is generally a substantial amount, and many franchises require you to pay monthly maintenance costs. Besides the initial cost and ongoing fees, you ll want to look into the profitability of the franchise. Talking to individual franchise owners can be a good place to start, but know that location can sometimes be a big factor in how successful your franchise is. Before you start looking for funding options ask for a comprehensive earnings list of current franchise owners so that you can evaluate the real earning potential of the franchise.

    Again, the great thing about a franchise is it s an easily replicated business with a proven business model so you ll want to find out all of the nitty gritty details.

    Here are some questions you ll want to ask:

    • Is training in-person, online, or via printed materials?
    • Do they offer on-going support?
    • Does the company provide location/territory exclusivity?
    • What are the royalty fees? Are there on-going marketing fees?
    • How are you allowed to market your franchise?
    • Whats systems do they use for marketing, bookkeeping, payroll, content management, and legal advice.

    Determine if You Have the Right Personality to Be a Franchise Owner.

    One of the downsides to owning and running a franchise is that you don t have complete freedom over how you execute the business. You ll need to adhere to rules and policies set forth by the franchising agent. If you re found breaking the rules you could end up in mediation, arbitration, or your franchise contract could be terminated. This is why it s so important to make sure that you fully understand all the terms and policies before signing a contract. If you re the type of person who wants more creative freedom, starting your own business from scratch may be a better option.

    What Home-Based Franchise Opportunities Are Available?

    Here s a list of some of the home-based franchises with low to moderate startup fees. Please note, this list does not cover ongoing fees associated with each franchise you ll need to check with the individual companies for complete, up-to-date information, prices, and related fees.


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    NET10 Wireless Smart Phones – Alcatel, Motorola, Samsung, HTC, Nokia, LG, Emporia, CAT, Catepillar,

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    SMART PHONES

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    International service available for calls originating from U.S. and Puerto Rico only. No international roaming. Personal use only. IMPORTANT NOTICE FOR CUSTOMERS CALLING MEXICO: Unlimited Calls to cellular phones in Mexico, China, Canada and India every 30 day service period. To minimize unreasonable use, each mobile phone will be allowed to call up to 15 unique destination numbers per 30-day period. The number of personal use calls to these unique destination numbers is not limited and automatically resets when the Account is renewed. Other restrictions apply. NET10 reserves the right to terminate your service for unauthorized or abnormal usage. International service available to select destinations which are subject to change at any time. See Terms and Conditions of Service at www.net10wireless.com for complete details.

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    All offers are subject to change or discontinuance by Net10 at any time without further notice. Net10 reserves the right to limit quantities and to reject or cancel orders in its sole discretion. Product not for resale or distribution.

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