Podcasts about International group

I am joined by Dr. Peter Liljedahl, author of Building the Thinking Classroom. Dr. Peter Liljedahl is Professor of Mathematics Education in the Faculty of Education, and an associate member in the Department of Mathematics, at Simon Fraser University in Canada. He is a former high school mathematics teacher who has kept his research interest and activities close to the classroom. He is a member of the executive of the British Columbia Mathematics Teachers Association (BCAMT) and current president of the International Group for the Psychology of Mathematics Education. He consults regularly with teachers, schools, school districts, and ministries of education on issues of teaching and learning, thinking classrooms, assessment, and numeracy.

Trendsettah USA, Inc. v. Swisher International Group Inc.

February comes with several notable dates for the calendar, but in marine insurance the end of the month means one thing: P&I renewals. Renewals for the International Group of P&I clubs are due on February 20th every year. This was traditionally the first date the Baltic ports were free of ice, and while shipping doesn't halt for the seasons in the same way it once did, the date has stuck. Lloyd's List insurance editor David Osler has once again gathered executives of major P&I clubs and brokers to ask them how their renewal season went, whether they think clubs should be handing back more cash to owners and perhaps most importantly, whether the 170-year-old system can cope with an ever-more volatile industry and some hefty recent claims. Joining David this week are: Jonathan Andrews, chief executive of Steamship Mutual Tom Bowsher, chief executive of West of England Thya Kathiravel, chief underwriting officer at NorthStandard Stephen Hawke, managing director at P&I broker Lockton Ferrari

Over the last few weeks, we've brought you several episodes from our experts here at Lloyd's List briefing you on what to expect in each respective sector in 2025. Insurance editor David Osler is rounding that series off with a look at what the marine insurance market can expect over the next 12 months. The sector was thrust into the limelight in March last year, when containership Dali allided with the Francis Scott Key bridge in Baltimore, which tragically resulted in the deaths of six construction workers. That casualty could wind up being the costliest in maritime history by the time it's run its course though the US judicial system, and the International Group of P&I clubs is already on the hook for some serious cash. David explains how that case will affect P&I insurance moving forwards, as well as highlighting the extra capacity hitting the hull and machinery market which could drive down prices for shipowners. To listen to the rest of out ‘What to look out for series', head to Soundcloud, Spotify, or wherever you get your podcasts. You can also listen to every episode of the podcast on the Lloyd's List app.

Podcast host and Nordic Art Agency gallery Founder Juliet Rees is back with Season 6 a new season of art conversations.Laura Jane Scott is a British artist working in minimalist, geometric abstraction and colour-field painting.  Her desire for simplicity through geometric form and her striking use of colour enables her to produce work where painting explores a model of architectural form and where colour embodies a physical structure. The resulting work is a refined visual vocabulary of form and colour.The Nordic Art Agency opened a new gallery space in December of 2024 and Laura Jane Scott was one of two new international artists to feature in the current International Group exhibition. Six of her works are currently exhibited and all of them can be viewed on Laura Jane Scott's artist page.Visit the new Nordic Art Agency gallery in our beautiful new location and meet Juliet and all her artists.  Follow the Nordic Art Agency on Instagram.

Juan Jiménez Pérez, Director Para Latinoamérica De ERG International Group by Diario La república

About the Guests:Chapel Hart: Chapel Hart is a dynamic country music trio hailing from Mississippi, featuring sisters Danica and Devynn Hart, and their cousin Trea Swindle. They gained widespread acclaim after being named to CMT's Next Women of Country in 2021 and have been recognized internationally, earning titles like International Group of the Year. Their notable performances include an appearance on America's Got Talent and frequent shows at the Grand Ole Opry, a testament to their talent and growing popularity in the country music scene.Episode Summary:In this lively episode of "Meet Me in Tennessee," hosts Lara Potter and Jenna Lafever engage with the vibrant personalities of Chapel Hart, a rising country music trio known for their powerful harmonies and compelling storytelling. These Mississippi natives share entertaining anecdotes about their musical journey, from being a Bourbon Street cover band to gracing prestigious stages like the Grand Ole Opry. The discussion explores their musical influences, the creative songwriting process, and how they have carved a niche in the traditionally narrow lanes of country music.Throughout the conversation, Chapel Hart exudes warmth and confidence, emphasizing their commitment to authenticity in their music. Their breakthrough hit "You Can Have Him, Jolene" offers a fresh and cheeky perspective on Dolly Parton's classic, demonstrating their knack for capturing relatable experiences with a humorous twist. They also discuss collaborating with country stars like Darius Rucker and Gretchen Wilson, teasing an exciting upcoming Christmas album titled "Heartfelt Family Christmas." Whether they're talking about performing for troops overseas or their aspirations for future collaborations, Chapel Hart remains grounded and full of Southern charm, making this episode a must-listen for country music enthusiasts and podcast followers alike.Key Takeaways:Chapel Hart is celebrated for their bold songwriting and authentic storytelling, earning them international recognition and several awards.Their hit "You Can Have Him, Jolene" is a playful response to Dolly Parton's classic, embodying their unique spin on traditional country themes.The trio often collaborates with other artists, including Darius Rucker; they're soon to release a new Christmas album featuring various renowned artists.They cherish their connection with iconic venues like the Grand Ole Opry, describing it as a familial and welcoming environment that feels like home.Chapel Hart demonstrates a strong commitment to their roots, reflected in their music that resonates with fans globally, transcending typical genre boundaries.Notable Quotes:“As a country music artist, you dream that one day you'll play the Grand Ole Opry. The fact we've been back time and time again is incredible.”“We've always been Dolly Parton fans. Her story songs made us fall in love with country music.”"Collaborating with Gretchen Wilson on our Christmas album was a dream come true for us."“We like to tell the truth, honey. We write it down and sing it as it is.”“If they'll take Gretchen Wilson, I think they'll take me. She was our version of a black woman in country music.”Resources:https://www.chapelhart.com/Encouraging listeners to dive into the full episode allows them to fully appreciate the humor, insights, and warmth that Chapel Hart shares, as they continue to make waves in the country music industry. Stay tuned for more engaging content from "Meet Me in Tennessee."

Emma meets Donna Sinnick, Chief Delivery Officer at Babcock International Group, a defence, aerospace and security company, about her rise to the top of the profession and the valuable career and project management lessons she's learned along the way. Donna shares her advice on everything from creating simplicity in programmes and projects to being a woman in a male-dominated environment and moving on from imposter syndrome.  Contact us: apmpodcast@thinkpublishing.co.uk 

Have we solved the Amelia Earhart mystery? Guest: Richard Gillespie, Executive Director of The International Group for Historic Aircraft Recovery Learn more about your ad choices. Visit megaphone.fm/adchoices

Seg 1: Have we solved the Amelia Earhart mystery? Guest: Richard Gillespie, Executive Director of The International Group for Historic Aircraft Recovery Seg 2: View From Victoria: An election with high profile Independent candidates We get a local look at the top political stories with the help of Vancouver Sun columnist Vaughn Palmer. Seg 3: The Weekly Cecchini Check-in for Sep 06, 2024 Guest: Reggie Cecchini, Washington Correspondent for Global News Seg 4: Should schools get rid of peanut bans? Guest: Dr. Moshe Ben-Shoshan, Assistant Professor of Allergy and Clinical Immunology at McGill University and an Allergy and Immunology Specialist at Montreal's Children's Hospital Seg 5: Should there be an audit into BC United's finances? Guest: Ernie Klassen, White Rock City Councillor and Former B.C. United Candidate for Surrey South Seg 6: Kickin It with the Whitecaps Guest: Vanni Sartini, Coach of the Vancouver Whitecaps Seg 7: Is John Rustad discrediting Indigenous rights? Guest: Adam Olsen, BC Green Party MLA for Saanich North Learn more about your ad choices. Visit megaphone.fm/adchoices

Summary This month on Strangers we have Refuting the Legend: On the Words and Life of Louis Mercier-Vega. Jame Stout gives us an introduction to the life and words of Louis Mercier Vega, an anarchist writer who fought with the International Group of the Durruti Column in the Spanish Civil War, along with an English translation of Louis' piece Refuting the Legend from the original in French. The word of the month is about revolutionary foods. Follow along at tangledwilderness.org Guest Info James Stout (he/him), PhD, is a Adjunct Professor of World History, journalist, writer, and podcaster. He is the author of The Popular Front and the Barcelona 1936 Popular Olympics and an upcoming book on anarchists at war for AK Press as well as the  co-host of It Could Happen Here. He participates in mutual aid work with migrants whenever he can. Where you can find more from James: https://www.patreon.com/Jamesstout jamesstout.net https://x.com/jamesstout Publisher This podcast is published by Strangers In A Tangled Wilderness. We can be found at www.tangledwilderness.org or on Twitter @tangledwild. You can support this show by subscribing to our Patreon at https://www.patreon.com/strangersinatangledwilderness Host The host is Inmn Neruin. You can find them on instagram @shadowtail.artificery Reader The Reader is Bea Flowers. If you would like to hear Bea narrate other things, or would like to get them to read things for you check them out at https://voicebea.wixsite.com/website Theme music The theme song was written and performed by Margaret Killjoy. You can find her at http://birdsbeforethestorm.net or on twitter @magpiekilljoy

Send us a Text Message.This Mississippi Trio is kicking some butt!!!  CMT Next Women of Country, International Group and Song of the year winners!!  and these ladies are a mess of fun!!!  y'all check them out atwww.chapelhart.comall social links are thereSupport the Show.The David Bradley ShowHost: David Bradleyhttps://www.facebook.com/100087472238854https://youtube.com/@thedavidbradleyshowwww.thedavidbradleyshow.com Like to be a guestContact Usjulie@thedavidbradleyshow.comRecorded at Bradley StudiosProduced by: Caitlin BackesProud Member of CMASPONSERSBottled Water and Sweet Tea provided by PURITY DairyABlaze Entertainment

In this episode of the Energy News Beat Daily Standup, the host, discussing key energy sector developments. He details Tesla's new partnership for autonomous driving in China, addressing potential data privacy concerns under Chinese regulations. Tanner also explores the challenges of enforcing the G7's Russian oil price cap due to the expanding shadow fleet. He provides a financial update, touching on oil price dynamics influenced by Middle East peace talks and U.S. economic policy, alongside a review of Exxon and Chevron's quarterly earnings, highlighting their struggles with refining margins. The episode concludes with an overview of the contentious proxy fight between Kimmeridge and Silver Bow, pointing out strategic disagreements and management performance issues.Highlights of the Podcast00:00 - Intro01:32 - Tesla Partners with Baidu for Full Self-Driving Rollout in China04:02 - Growing Shadow Fleet Makes Oil Price Cap Impossible to Police09:01 - Markets Update11:30 - North America Posts Fresh Rig Losses13:50 - Exxon stock falls as earnings miss on lower natural gas prices and squeezed refining margins15:58 - Chevron Corp (CVX) Reports Q1 2024 Earnings: A Close Call with Analyst Projections19:11 - Kimmeridge Releases Presentation Outlining the Urgent Need for Board Change at SilverBow22:48 - Outro Please see the links below or articles that we discuss in the podcast.Tesla Partners with Baidu for Full Self-Driving Rollout in ChinaApril 29, 2024 Mariel AlumitTesla's FSD system has been approved for use in China, the world's largest car market. Tesla has partnered with Chinese tech giant Baidu for mapping and navigation software to support FSD in China. Tesla's FSD […]Growing Shadow Fleet Makes Oil Price Cap Impossible to PoliceApril 29, 2024 Mariel AlumitUK-based International Group of P&I Clubs, a global insurance company, says a growing shadow fleet is making it less and less viable to police the G7 price cap on Russian oil, Bloomberg News reports, citing […]North America Posts Fresh Rig LossesApril 29, 2024 Mariel AlumitNorth America lost 15 rigs week on week, according to Baker Hughes' latest rotary rig count, which was published on April 26. The U.S. dropped six rigs and Canada dropped nine rigs week on week, […]Exxon stock falls as earnings miss on lower natural gas prices and squeezed refining marginsApril 26, 2024 Mariel AlumitExxon Mobil on Friday reported first-quarter earnings that missed expectations as the industry came under pressure from eroding refining margins and collapsing natural gas prices. Exxon's stock is down more than 3%. Here is what Exxon reported for […]Chevron Corp (CVX) Reports Q1 2024 Earnings: A Close Call with Analyst ProjectionsApril 26, 2024 Mariel AlumitChevron Corp (NYSE:CVX) released its 8-K filing on April 26, 2024, disclosing its financial results for the first quarter of 2024. The company reported earnings of $5.5 billion, translating to $2.97 per share on a diluted basis, […]Kimmeridge Releases Presentation Outlining the Urgent Need for Board Change at SilverBowApril 29, 2024 Mariel AlumitDetails SilverBow's track record of underperformance, value-destructive acquisitions, broken governance, and entrenchment maneuvers SilverBow needs experienced, independent directors who are open to assessing all value enhancing alternatives to capitalize on its limited window of opportunity […]Follow Stuart On LinkedIn and TwitterFollow Michael On LinkedIn and TwitterENB Top NewsEnergy DashboardENB PodcastENB Substack– Get in Contact With The Show – 

We're going to bring you an inside look into a local apparel maker turned investment holding firm. Founded in 1951, Sing Lun started as a textile trading firm along Circular Road and has seen its business transform over the decades.  For one thing, the firm expanded into apparel manufacturing in 1968 when the second generation owners took over. Over the years, Sing Lun evolved to become the manufacturer for top outdoor and sportswear brands such as The North Face, Puma and Under Armour. And its annual revenue – a whopping US$185 million as at 2016.  But as people say, change is the only constant, and Sing Lun has yet changed once again.  It merged its textile manufacturing business SL Global with Crystal International Group in Hong Kong in 2016 to become the second largest apparel manufacturer in the world.  Today, Sing Lun Holdings is known as a privately-owned investment holding company with business interests worldwide. Its portfolio includes three main verticals: real estate holdings, industrial and business services and investments and private equity. But what were the reasons behind the move to divest SL Global and what does the divestment of its apparel manufacturing mean for the firm? What is the firm focusing on next? On Under the Radar, The Evening Runway's finance presenter Chua Tian Tian posed these questions to Mark Lee, CEO, Sing Lun Holdings.See omnystudio.com/listener for privacy information.

In this episode, host Matt sits down with Dorin Marian, the Manager of Energy, Engineering and Maintenance at The International Group, Inc., to delve into the intricacies of a large-scale factory overhaul. Dorin shares invaluable insights and advice on the pivotal steps involved in this transformation. The discussion focuses on key components of the overhaul, such as the 3.5 MWe GTG based CHP system and the 90,000 lbs/hr HRSG, powered by the Solar Centaur 40 Gas Turbine. Dorin sheds light on the significance of electrical islanding and training his staff on the integration of the new technologies at the factory.

Luis Leyva from Vanderbilt University discusses his article, "Queer of Color Justice in Undergraduate Mathematics Education," published in the Notices of the American Mathematical Society, Volume 71. Article URL https://doi.org/10.1090/noti2875  Episode 1701 with Luis https://www.podomatic.com/podcasts/mathed/episodes/2017-01-04T12_03_01-08_00  Other related work Black queer students' counter-stories of invisibility in undergraduate STEM as a white, cisheteropatriarchal space (American Educational Research Journal, 2022): https://doi.org/10.3102/00028312221096455 A queer of color challenge to neutrality in undergraduate STEM pedagogy as a white, cisheteropatriarchal space (Journal of Women and Minorities in Science and Engineering, 2022): https://doi.org/10.1615/JWomenMinorScienEng.2022036586 Undergraduate Latin* queer students' intersectionality of mathematics experiences: A Borderlands perspective (Proceedings of the 44th Annual Meeting of the North American Chapter of the International Group for the Psychology of Mathematics Education, 2022): https://files.eric.ed.gov/fulltext/ED630414.pdf List of past episodes

UDC Real Estate Development has received a land plot in New Cairo's Al Andalus to build a EGP60 bn mixed-use development. The project will span some 665k sqm and will feature residential, administrative, entertainment, commercial, and hospitality units.Budget expenditures in 1HFY2023-24 rose to EGP1.461 trillion, compared to EGP940.8 billion in the corresponding period of FY2022/23, mainly due to a significant increase in interest payments, which reached EGP792.99 billion, compared to EGP392.84 billion in the comparison period. Finance Ministry has approved a proposal to amend the tax brackets for SMEs to take inflation into account.The New Urban Communities Authority (NUCA) has awarded the local arm of the UK-based NHMC Group a plot of land in East Cairo's Shorouk City to set up a USD300 mn medical and educational complex alongside a residential and commercial project. The Ministry of Finance intends to launch the seventh phase of the “immediate cash payment” initiative to support exporters before the end of 1Q2024.The tonnage passing through the Suez Canal declined by about 28% YoY after the Houthi attacks on the ships heading to Israel.A government official revealed that the Ministry of Public Business Sector intends to complete the preparation of two of its affiliated companies, to be listed on the Egyptian Stock Exchange or offered to strategic investors, before the end of next June.GB Corp (FV: EGP12.86, OW) announced yesterday that their subsidiary “International Group of Automotive Trading” is exploring the establishment of a trading and distributing passenger car company in Jordan, following the company's strategy in expanding its geographical presence.According to local media Abu Ghaly Motors is looking to add 3 new brands to their vehicles' portfolio.Local EV startup Shift EV is exploring opening a new factory in several stages that would eventually be able to convert 50k petrol-powered cars to EVs a year to keep up with increase in demand. A consortium of Petrojet and Elsewedy Electric and another between EKHO's Natgas and Petrogas have made it to the Saudi Energy Ministry's list of companies qualified to bid for dry gas and liquified petroleum gas (LPG) distribution licenses.IPR Energy Group has earmarked USD110 million for investments during the current year.The Oil Ministry has signed a memorandum of understanding with Al Nasr Petroleum Company (NPC) to assess the possibility of establishing a green hydrogen production unit in Suez.ATLC (FV: EGP 7.50, OW) 4Q23 net income recorded EGP26 million (+48% y/y, -69% q/q). 2023 net income recorded EGP171 million (+29% y/y). ATLC is currently trading at P/B24 of 1.3x and P/E24 of 5.7x, on an ROE of 29%. The National Bank of Egypt's net income rose by just under 120% y-o-y to EGP50 bn in 9M2023.United Bank is eyeing 20-30% stakes in two unnamed tech companies and aims to acquire the stakes within the coming few months.Banque Misr aims to exit investments in 7 companies with proceeds of approximately EGP1.5 billion during the current year 2024.         ALCN declared cash dividends of EGP2.40/share, partially paid in USD at exchange rate of EGP30.85, and the remaining will be paid in EGP. This implies dividend yield of 3.8% and payout ratio of 81.5%. Record date is March 4, 2024 and distribution date is March 7, 2024.According to local media, ORHD (FV: EGP20.38, OW) signed a EGP200.0 million agreement with SolarizEgypt for the second phase of El Gouna's solar power plant. 

This podcast focuses on Richard Carter's work and life as a vicar at St Martin-in-the-field, a bustling church in Trafalgar Square London, known for its work on social justice and in particular its work with the homeless.  Richard and Simon met when Simon was experiencing a deep personal trauma and loss.  Richard became a very important spiritual support and friend during the early days of grief.  Previous to his work in London Richard spent 15 years in the Solomon Islands as a chaplain to, then member of, the Melanesian Brotherhood, an Anglican monastic community.  During this time Richard too experienced a deep traumatic loss when 7 brothers of his community who were working for peace were taken hostage and killed.  Richard and Simon discuss their response to their grief, highlighting the hope and grace that transcends grief, enabling new life to emerge.  Richard shares the impact of the move from a quiet island in the Pacific Ocean with no electricity, to the heart of busy, noisy London.  Over the years he wondered about returning to a life of more silent prayer, yet realized that he had a calling to build community and offer stability through his work in London.  On a retreat, he found spiritual clarity and the words came to him… ‘The city is my monastery'.   Seeking community, it was homeless people, particularly international refugees who became an essential part of his community.  He founded the Nazareth Community to respond to people's spiritual need for community, silence and sanctuary and to offer service when living in the bustling city and the Nazareth Community welcomes members from all walks and experiences of life.  Richard shares the joys of multi-cultural London, his life is enriched by diversity, the nature found in London's parks, and the gifts he receives from a life of service to others. Get Richard's book here: https://www.amazon.co.uk/Letters-Nazareth-Contemplative-Journey-Home/dp/1786224917 Bio Richard Carter is Associate Vicar at St Martin's where he has been working and living as a priest since 2006 on the edge of Trafalgar Square. Richard has special responsibility for the education and formation programme, pastoral care and outreach to those facing homelessness.  Richard is the founder of the Nazareth Community, whose members gather from everyday life to seek God in contemplation and to live compassionately and generously building a community of welcome on the edge of Trafalgar Square. He also started and coordinates the International Group which provides community and support for migrants and asylum seekers and those with no recourse to public funds.  He is the author of The City is My Monastery: A Contemporary Rule of Life, Canterbury Press and editor of Who is My Neighbour? The Global and Personal Challenge (SPCK, 2018). His latest book Letters from Nazareth: A Contemplative Journey Home (Canterbury Press 2023) are letters of encouragement for our times, and how contemplation and reflection lead to resolute action. Richard leads many retreats and quiet days and is a regular contributor to BBC Radio 4's Daily Service.  Before living in London Richard was a member of the Melanesian Brotherhood a simple community working for peace in the South Pacific. His experiences there are described in In Search of the Lost (Canterbury Press 2006), a moving first-hand account of loss and grief after the violent deaths of seven members of his religious order.

Three of the five International Group affiliates that have announced strategies for the 2024 renewal have included sweeteners totalling more than $80m. But are the payouts as generous as they look? This week's edition of the podcast offers a deep dive into the P&I landscape at the halfway point in renewal season. Lloyd's list Insurance Editor David Osler take the lead this week, talking to: Jonathan Andrews, chief executive of Steamship Mutual, who was in dialogue with Alex Vullo, a director of leading broker Gallagher; Tom Bowsher, chief executive of West of England; and Thya Kathiravel, chief underwriting officer of Britain's biggest P&I club, the recently merged NorthStandard.

With decades of experience in education, Dr. Peter Liljedahl realized that classrooms and workspaces have long been failing to engage those within them. He began a push to shift the paradigm of learning by challenging every classroom norm he could find - and it worked. Dr. Liljedahl was able to increase student thinking and engagement, and his revolutionary ideas are now able to be applied to work around the world.Dr. Peter Liljedahl is an author, researcher, and Professor of Faculty Education at Simon Fraser University in Vancouver, Canada. He has authored or co-authored 38 journal articles, over 50 conference papers, and 12 books including Building Thinking Classrooms. Working within education for decades, Peter consults regularly with schools, school districts, and ministries of education on issues of teaching and learning, assessment, and numeracy. In this episode, Dart and Peter discuss:- Peter's redesign of the classroom and how it can be applied to work- How to create an environment that cultivates thinking- Transforming norms to achieve better results- The importance of collaboration in work and learning- The best ways to evaluate employee performance- Deconstructing ideas into actionable points- What creates “Aha!” moments- The structure of a good task- And other topics…Dr. Peter Liljedahl is an author, researcher, and Professor of Faculty Education at Simon Fraser University in Vancouver, Canada. He has authored or co-authored over 38 book chapters, 38 journal articles, over 50 conference papers, and 12 books including Building Thinking Classrooms. Working within education for decades, Peter consults regularly with schools, school districts, and ministries of education on issues of teaching and learning, assessment, and numeracy. Peter is the current president of the Canadian Mathematics Education Study Group (CMESG) and the International Group for the Psychology of Mathematics Education (PME). He also serves on various editorial boards and is a senior editor of IJSME. Dr. Liljedahl recently received the Cmolik Prize for the enhancement of public education in BC as well as the Margaret Sinclair Memorial Award for innovation and excellence in mathematics education.Resourced mentioned:Building Thinking Classrooms in Mathematics, Grades K-12, by Peter Liljedahl: https://www.amazon.com/Building-Thinking-Classrooms-Mathematics-Grades/dp/1544374836Weapons of the Weak, by James Scott: https://www.amazon.com/Weapons-Weak-Everyday-Peasant-Resistance/dp/0300036418 A Pattern Language, by Christopher Alexander: https://www.amazon.com/Pattern-Language-Buildings-Construction-Environmental/dp/0195019199Connect with Peter:https://buildingthinkingclassrooms.com/Facebook Groups: Thinking Classrooms

Another awesome interview with elite successful members of the incredible Umbrella International Group. Objective: Umbrella International Group aims to establish a nationwide network of Champions equipped with the necessary tools, training, and resources to effectively drive financial security in low-income communities. Through the utilization of our online platform and community of practice, we will foster an environment of collaboration and shared learning. We also aim to influence policy and drive systemic change to alleviate financial insecurity, starting from the grassroots level. Tune in as we talk to four members of the group who thriving in their businesses ,but helping others do the same by offering mentorship, resources , training, tools, and more! Listen to their journeys and get inspired to push through adversity to get to the next of success! My Guests Tonight Are Successful Business Influencers: DeShawn Jenkins **Personal Bio:** DeShawn Jenkins is a proud family man and accomplished serial entrepreneur driven by his passion for communication and team building. At 46-year-old, DeShawn brings an energetic and inspiring leadership style to everything he does. He wears many hats as a successful business owner, having built several companies from the ground up through determination and strategic relationship building. DeShawn owns a thriving tax franchise, heads a dog breeding business, and works as a sought-after business and financial coach. Antione McBay **Personal Bio:** Antione McBay is a titan of leadership whose natural genius uplifts everyone in his orbit. This charismatic 57-year-old powerhouse is the bounding CEO of NextLevel Financial LLC, his thriving financial coaching empire.  Ashley Fisher **Personal Bio:** Ashley Fisher is a virtuoso in the world of financial leadership - the prodigy setting new standards in an industry longing for visionaries. This luminary CEO leads her flourishing firm Butterfly Circle International Group LLC with equal parts moxie, tenacity, and heart.   Jermaine Henderson **Personal Bio:** Jermaine Henderson is a renowned genius master of simplification - the prodigy genius with a supernatural gift for distilling complexity into pure opportunity.   We invite everyone to partner with us and capitalize on this opportunity to not just learn but also earn, while helping others in their community. The Umbrella International Group story: Umbrella International Group (UIG) embarked on a mission to empower low-income communities with financial security across the nation. We envisioned creating a cadre of "Champions" – individuals armed with the essential tools, training, and resources to incite change. Our goal was to use our online platform and collective wisdom to nurture an environment of mutual learning and collaboration, and to influence policy at the grassroots level to eradicate financial instability. Continually innovating and refining our platform was the strategic cornerstone of UIG. We committed ourselves to ensure its relevance, user-friendliness, and effectiveness in aiding our Champions to enhance financial security. Our focus was on creating accessible tools and resources that could be versatile across different scenarios while preserving our uncompromised standard of approved best practices. Collaboration has been vital to UIG's journey. We actively pursued alliances with social service organizations, nonprofit agencies, and governmental bodies. Our ambition was to integrate our evidence-backed framework into their existing programs. We provided comprehensive training and technical support to these organizations, strengthening their capability to successfully execute and sustain financial security strategies. See more about the group at Www.UmbrellaInternationalGroup.com --- Send in a voice message: https://podcasters.spotify.com/pod/show/yourbestlifestyles/message

The International Union of Marine Insurance conference is the annual health check for the shipping industry's risk cover and as such offers an important, if not at time impenetrably complex view of the sector as a whole. This week's podcast offers up a clear explanation of everything you need to know about marine insurance from the people who understand it best. Consider this week's edition your best, and perhaps only opportunity to learn the marine insurance sector in under 25 minutes x FOR some, it's Glastonbury or Coachella, others have Glyndebourne or Last Night of the Proms. In the world of marine risk, it's the annual International Union of Marine Insurance conference, and this year's insurance festival comes from Edinburgh with added bagpipes and ill-advised kilts worn by men with homeopathic claims to Scottish heritage. The fact that global marine premiums jumped 8.3% in the past year is, granted, a niche headline announcement, but to those gathered in Scotland this week, it's a case of turning the excitement factor up to 11. Insurance-speak can sometimes make even shipping jargon sound comprehensible, but the plain English explanation is startlingly simple. More ships are being insured at higher prices, fewer of them are sinking, and everybody goes home happy. Hull & machinery insurance has certainly witnessed something of a turnaround in the last five years. H&M underwriters - who up until that point had been losing money in the aggregate for around 20 years – are actually making some for a change. Likewise, P&I clubs are currently publishing combined ratios of below 100% for the first time since the late 2010s. If you don't know what we are talking about, keep listening and you will be expert by the end of the show. Finally, it's worth noting that Europe is holding its own even though London continues to cede ground to Asian insurers, and still has over half the market. Our man Dave Osler is now on his ninth IUMI conference, and has been up in Edinburgh with the microphone talking to some of the main movers and shakers for this week's edition. Speaking on this week's edition: Chair of IUMI's hull committee and chief executive and chief underwriter at American Club affiliate American Hellenic Hull Insurance company – Ilias Tsakiris Chair of the International Group of P&I Clubs - Nick Shaw IUMI vice chair of the Facts and Figures Committee and analyst/actuary of the Nordic Association of Marine Insurers (Cefor) - Astrid Seltmann

DO SANCTIONS WORK? Moderators: Ms. Kirsty MacHardy, Partner - Stephenson Harwood; Ms. Sue Millar, Partner – Stephenson Harwood Panelists: • Mr. Richard Fulford-Smith, CEO – Affinity Shipping • Ms. Michelle Wiese Bockmann, Senior Analyst, Lloyd's List Intelligence & Markets Editor - Lloyd’s List • Ms. Laura Harbidge, UK Office of Financial Sanctions Implementation (OFSI) – HM Treasury, International Group • Ms. Claire McCleskey, Assistant Director of Foreign Assets Control (OFAC) – U.S. Department of Treasury • Ms. Isabelle Monfort, Russia Sanctions Team Leader, Directorate General for Financial Stability, Financial Services and Capital Markets Union (DG FISMA) - European Commission The 15th Annual Capital Link Shipping & Marine Services Forum September 12, 2023 116 Pall Mall in London Held in cooperation with the London Stock Exchange, and in conjunction with the 2023 London International Shipping Week. For further information please visit here: http://forums.capitallink.com/shipping/2023london/

AP correspondent Julie Walker reports on Titanic Tourist Sub

Pennant International (LON:PEN) chief executive Philip Walker speaks to Thomas Warner from Proactive about how the training technology and integrated product support solutions business has been performing since he took over as CEO back in 2018. He explains the rationale for the changes that have been made and says Pennant is now "in a great place" and well positioned to expand its reach into new markets and regions. He says he's "excited to see how we can scale and expand this operation." #ProactiveInvestors #Pennant #PEN #invest #investing #investment #investor #stockmarket #stocks #stock #stockmarketnews

  Auditor-General Tsakani Maluleke said that a lack of dedicated political leadership was one of the “root causes” of poor local government audit outcomes.   Pieter Du Toit,  Author and Assistant Editor- at News24 on the future of ANC's former Secretary General Business Unusual - The power of analysing massive datasets    Shapeshifter: Anthony Leeming ,  CEO at Sun International Group on his career path, vision and hopes for the company and the hospitality sector See omnystudio.com/listener for privacy information.

En este episodio Cristhian Huamaní tiene como invitado especial a Juan de Blue International Group y juntos hablan sobre la importancia de tener un TAX ID para que tú puedas iniciar a invertir en propiedades en la cancha de bienes raíces.

With a serious commitment to the ‘Just War' tradition, Sir Michael Quinlan (1930–2009), chief British nuclear strategist of the late 1970s and 1980s, helped to construct the complex edifice of the British and NATO nuclear deterrence posture. Sir Michael was both a strategic analyst and, as a key British civil servant, a practitioner in so far as his analysis formed the British nuclear strategy. That he was a Jesuit-educated Catholic and an Oxford-educated Classicist explains much about his approach to nuclear strategy: throughout his adult life, he grappled with the nuclear paradox that peace could be the result of the mutual threat of unbearable nuclear conflagration. He sought serious debate with all and sundry, replacing secrecy with transparency and persuasion where at all possible. Dr Tanya Ogilvie-White and Dr Kristan Stoddart join Beatrice and Paul for this week's episode. Both Tanya and Kristan knew Sir Michael and his writings at first hand: Tanya posthumously published his correspondence under the title On Nuclear Deterrence. She is Senior Research Adviser at the Asia-Pacific Leadership Network and a member of the International Group of Eminent Persons – an initiative working to achieve a world without nuclear weapons. Previously, she was research director of the Centre for Nuclear Non-Proliferation and Disarmament at the Crawford School of Public Policy (Australian National University) and a Senior Lecturer at the University of Canterbury, New Zealand, and she has held positions at several think tanks. Dr Kristan Stoddart is an Associate Professor in the School of Social Sciences at Swansea University. He was previously a Reader in the Department of International Politics at Aberystwyth, and he is the author of Losing an Empire and Finding a Role: Britain, the USA, NATO and Nuclear Weapons, 1964-70 (Palgrave Macmillan, 2012).

In einer sich ständig verändernden Welt ist organisationales Lernen für Unternehmen von entscheidender Bedeutung, um wettbewerbsfähig zu bleiben. Es geht darum, aus Erfahrungen zu lernen, um sich kontinuierlich zu verbessern und neue Möglichkeiten zu identifizieren. Organisationales Lernen kann durch verschiedene Methoden gefördert werden. Welche konkreten Anforderungen stellen sich für das Controlling? Welche Controlling-Themen sind für organisationales Lernen besonders hervorzuheben? Und welche Rolle spielen die Controllerinnen und Controller? Diesen Fragen widmet sich die aktuelle Ausgabe der Fachzeitschrift CONTROLLING. Prof. Dr. Klaus Möller von der Universität St. Gallen stellt das Heft im Podcast vor. Als Mit-Herausgeber der Fachzeitschrift hat er das Thema „Organisationales Lernen im Controlling“ in der zweiten Ausgabe des Jahres 2023 federführend begleitet und die Aufsätze der verschiedenen Autoren koordiniert. Probeabo: https://bit.ly/Probeabo-controlling-zeitschrift  International Group of Controlling – Controlling & Agility: https://www.igc-controlling.org/fileadmin/pdf/IGC_Controlling___Agility_May_2022.pdf Angela Saloch von Lufthansa Airlines im Performance Manager Podcast: https://www.atvisio.de/tv/agile-methoden-im-controlling-bei-lufthansa-angela-saloch/ Der Performance Manager Podcast ist der erste und einzige deutschsprachige Podcast für Business Intelligence und Performance Management. Controller und CFO erhalten hier Inspirationen, Know-how und Impulse für die berufliche und persönliche Weiterentwicklung. Weitere Informationen zu Peter Bluhm, dem Macher des Podcast, finden Sie hier: https://www.atvisio.de/unternehmen/ Unsere Bitte: Wenn Ihnen diese Folge gefallen hat, hinterlassen Sie uns bitte eine 5-Sterne-Bewertung, ein Feedback auf Apple Podcast und abonnieren diesen Podcast. Zeitinvestition: Maximal ein bis zwei Minuten. Dadurch helfen Sie uns, den Podcast immer weiter zu verbessern und Ihnen die Inhalte zu liefern, die Sie sich wünschen. Herzlichen Dank an dieser Stelle!  Sie sind ein Fan unseres Podcast? Sie finden uns auch auf diesen Kanälen: Exklusive LinkedIn-Gruppe zum Podcast: https://bit.ly/2zp6q7j Peter Bluhm auf LinkedIn: https://bit.ly/2x0WhwN Peter Bluhm auf Xing: https://bit.ly/2Kkxhne Webseite: https://atvisio.de/podcast Facebook: https://www.facebook.com/ATVISIO/ Twitter: https://twitter.com/atvisio Instagram: https://bit.ly/2KlhyEi Apple Podcast:  https://apple.co/2RUMwaK Soundcloud: https://soundcloud.com/atvisio  

Dr. Paulo Tan (University of Missouri-St. Louis) shares about his work in humanizing disabilities in mathematics teacher education, and highlights how mathematics is for, with, and by folks with disabilities. In preparing mathematics teachers, he strives to help them cultivate their practices and thinking to enact resistance in their daily practice. Articles and resources mentioned in this episode: Mason, E. N., Padilla, A., & Tan, P. (2022). Toward justice-driven inquiry: On the rightful presence of students with disabilities in mathematics. (https://atm.org.uk/write/MediaUploads/Journals/MT283/05.pdf) Mathematics Teaching. Tan, P., Padilla, A., & Lambert, R. (2022). A critical review of educator and disability research in mathematics education: A decade of dehumanizing waves and humanizing wakes. (https://journals.sagepub.com/doi/full/10.3102/00346543221081874?journalCode=rera) Review of Educational Research. Yeh, C., Tan, P., & Reinholz, D. L. (2021). Rightful presence in times of crisis and uprisings: A call for disobedience. (https://www.tandfonline.com/doi/full/10.1080/10665684.2021.1951631?journalCode=ueee20) Equity & Excellence in Education, 54(2), 196–209. Book: Tan, P., Padilla, A., Mason, E. N., & Sheldon, J. (2019). Humanizing disability in mathematics education: Forging new paths (https://www.nctm.org/Store/Products/Humanizing-Disability-in-Mathematics-Education--Forging-New-Paths/). NCTM. Annamma, S., & Morrison, D. (2018). DisCrit classroom ecology: Using praxis to dismantle dysfunctional education ecologies. (https://www.sciencedirect.com/science/article/pii/S0742051X17313379) Teaching and Teacher Education, 73, 70–80. Schalk, S. (2018). Bodyminds reimagined: (Dis)ability, race, and gender in Black women's speculative fiction. (https://www.dukeupress.edu/bodyminds-reimagined) Duke University Press. Tan, P. & Kastberg, S. (2017). A call for mathematics education researchers to lead and advocate for individuals with dis/abilities. (https://jume-ojs-tamu.tdl.org/JUME/article/view/321) Journal of Urban Mathematics Education, 10(2), 25–38. PMENA Working Group on Disability Justice - See paper in PMENA 44 2022 Proceedings (http://www.pmena.org/pmenaproceedings/PMENA%2044%202022%20Proceedings.pdf): Taking up mathematics education research spaces as resistance: Toward disability justice, pp 2210-2212, in Lischka, A. E., Dyer, E. B., Jones, R. S., Lovett, J. N., Strayer, J., & Drown, S. (2022). Proceedings of the forty-fourth annual meeting of the North American Chapter of the International Group for the Psychology of Mathematics Education. Middle Tennessee State University. Mathematics Teacher Educator Podcast (https://mtepodcast.amte.net/) Special Guest: Paulo Tan.

Our Victorian shipping forebears designated twelve noon on 20 February each year as the notional time and date at which Baltic ports became ice free, and that has given birth to one of the great traditions of marine insurance. Two centuries later, midday on 20 February still marks the hard cut-off point by which the vast majority of shipowners must have in place cover for liability in everything from collisions and spills to seafarer injuries and deaths. Without protection and indemnity policies, ships cannot trade. No state wants uninsured vessels transiting its territorial waters and no port will admit them without the guarantee that costs will be met if things go badly wrong. For around 90% of the world fleet, P&I cover is provided by one of 13 P&I clubs, as these not-for-profit mutual monoline insurers are known. Through their trade association the International Group, and an elaborate scheme of retentions, pooling, captives and reinsurance almost beyond mortal ken, ensures that cover can run as high as $2bn and beyond in the worst cases, for very modest cost. The workload of renewing policies cannot be evenly spread throughout the year, even for the sake of an easy life. But even so, each contract has to be concluded within the established time limit. That leaves us with the renewal round. While a few straightforward deals get signed off towards the back end of each calendar year, things only really get going after everybody has recovered from the Christmas and new year break. Sometimes negotiations go right to the wire. This year the process has seen multiple complications, as we shall hear in this week's edition of the Lloyd's List shipping podcast. Progress has been unusually tardy, for reasons that we're going to discuss. Clubs have had to contend with booked but unrealised investment losses thanks to turbulence on the financial markets, which has led to downgrades from ratings agencies. Then there is the sensitive matter of pricing. P&I clubs are not for profit, but they do have to bring in sufficient premiums to keep the show on the road. 2023 marks the fourth successive year of substantial premium hikes, with a 10% going rate. Unsurprisingly, some owners have been reluctant to cough up. To add to the complexities, two of the 13 International Group affiliates, North and Standard, are due to merge. When? Well, noon on 20 February. That has seen some big boxship players split their fleet to avoid over-reliance on the combined entity. Lloyd's List prides itself on the best marine insurance coverage anywhere, and our insurance editor David Osler has been busy talking to some of the key players in the sector. Our podcast guests today are two brokers and two club chief executives. The former are Stephen Hawke, managing director of PL Ferrari & Co, and Alex Vullo, executive director of Gallagher. The latter are Andrew Cutler of Britannia and Jonathan Andrews of Steamship, who takes over from his predecessor Stephen Martin on … you've guessed it … 20 February.

Watch on Youtube.There is much talk these days about women in construction. How about a woman who's name is synonymous with thought leadership in construction?  Iris Tommelein describes herself as a secular humanist. She balks at being called the high priestess but she surely is a Grand Dame of lean construction. She leads, and founded with Glenn Ballard in 2005, the Project Production Systems Laboratory at the University of California at Berkeley.  At Berkeley, she has guided, mentored and presided over the PhD journeys of some of the Lean Community's most well-known academicians and luminaries.  She was one of four founders of the Lean Construction Institute in 1997. She is among the leaders of the International Group for Lean Construction. The Project Production Institute recently recognized her with their 2022 Technical Achievement Award.  LCI recognized her with their prestigious Pioneer's Award in 2015. She has been a member of the National Academy of Construction since 2019.  Join Dick Bayer as he spends an hour with the legendary Dr. Tommelein. 

It is an honor to welcome country music group Chapel Hart to The Jake's Take with Jacob Elyachar Podcast. Sisters Danica and Devynn Hart, along with their cousin Trea Swindle, make up Chapel Hart and are indeed a force to be reckoned with. The ladies have found a way to wrap their Mississippi roots and Louisiana spunk and share it with listeners worldwide.In 2021, CMT inducted the trio into their Next Women of Country program. The institution helps up-and-coming country music recording artists. Ashley McBride, Gabby Barnett, and Kelsea Ballerini are some of the program's alumni. Their music has reached fans worldwide as they earned the title of “International Group of the Year” for their signature song: “You Can Have Him, Jolene,” in Scotland. They also were nominated in multiple categories by the British CMAs, including “Group of the Year” and “Album of the Year” for their sophomore release: The Girls Are Back in Town. Last year, Chapel Hart's world expanded as they auditioned for NBC's long-running talent competition: America's Got Talent (AGT). After the trio performed “You Can Have Him, Jolene,” they received the second group Golden Buzzer from AGT's on-air team (host Terry Crews and judges Simon Cowell, Sofia Vergara, Howie Mandel, and Heidi Klum). Their audition has been viewed over 9.6 million times as of publication.The group also received high praise from country music icons such as Dolly Parton, Tanya Tucker, and the late Loretta Lynn. Chapel Hart became fan favorites as they performed original songs: “The Girls Are Back in Town” and “American Pride.” While the trio performed “Something to Talk About” with Darius Rucker, they placed in the Season 17 Top Five.In this edition of The Jake's Take with Jacob Elyachar Podcast, Chapel Hart revisited their AGT journey and spoke about their Glory Days Tour, which includes stops in Cincinnati, Kansas City, Los Angeles, New Orleans, and Omaha.

Interviewing CEO of Wealth Fitness International Group - CK CHARLES. We discuss an incredible story of resilience, how you cannot imprison one's mind, and WHAT IS SUCCESS LIKE...? Get ready to unlock your PEAK Potential!

Join us for Part 3 of our Special Series this week - Pathway to the Stars. Over the course of November 7th-November 10th, 2022, we are exploring four stories of Canadian aviation innovation and history in partnership with the Royal Canadian Air Force Foundation. Today, we turn our storytelling lens on Women in Aviation.Brianna Ricketts holds Canada's record for youngest solo flight by a female pilot. But did you know, 30% of Canada's 2700 Air Cadets are women? We explore the contributions and continuing story of Canada's young women pilots who are shaping the future of Canada's aviation industry.We also learn about the great work being done by the Northern Lights Aero Foundation and the Elsie Awards; Elsie McGill was the subject of an Historica Canada Heritage Minute; Elevate Aviation supports a wide range of disciplines in the aviation industry and their Inspire Awards; and Vi Milstead holds the distinction of being Canada's first female bush pilot.Featured voices in this episode:Chantal Gagnon, Historica CanadaRic Gillespie, The International Group for Historic Aircraft RecoveryBrianna Ricketts, Captain, Air BorealisJennifer Blake, RCAF FoundationRCAF Foundation Scholarship Recipient, Grace WilsonPathway to the Stars is made possible by the Royal Canadian Air Force Foundation.Find out more about them at rcaffoundation.ca Please share about this special series. If you do, tag both Story Studio Network and the RCAF Foundation to help spread the word.Instagram:@storystudionetwork@rcaf_foundationFacebook:https://www.facebook.com/storystudionetwork/https://www.facebook.com/rcaffoundationTwitter:twitter.com/storystudionet twitter.com/davetrafford twitter.com/rcaf_foundation LinkedIn:linkedin.com/company/story-studio-network linkedin.com/company/rcaf-foundation Credits:Executive Producer & Host - Dave TraffordHost & Promotions - Erin TraffordChase Producer - Becky Coles

Join us for Part 2 in our Special Series this week - Pathway to the Stars.In this 4-part series, we explore some of the stories that are uniquely rooted in the history of the Royal Canadian Air Force and Canadian aviation.Welcome to Pathway to the Stars in partnership with the RCAF Foundation.Amelia Earhart is one of the best known women in aviation in the world, but most have no idea she has deep roots in Toronto. In fact, some say a Toronto woman was the last person to ever hear Earhart over a shortwave radio.Featured voices in this episode:Chantal Gagnon, Historica CanadaKen Swartz, Canadian Aviation Historical SocietyRic Gillespie, International Group for Historic Aircraft RecoveryRCAF Foundation Scholarship Recipient, Ryan Khourchid Pathway to the Stars is made possible by the Royal Canadian Air Force Foundation.Find out more about them at rcaffoundation.ca Please share about this special series. If you do, tag both Story Studio Network and the RCAF Foundation to help spread the word.Instagram:@storystudionetwork@rcaf_foundationFacebook:https://www.facebook.com/storystudionetwork/https://www.facebook.com/rcaffoundationTwitter:twitter.com/storystudionet twitter.com/davetrafford twitter.com/rcaf_foundation LinkedIn:linkedin.com/company/story-studio-network linkedin.com/company/rcaf-foundation Credits:Executive Producer & Host - Dave TraffordHost & Promotions - Erin TraffordChase Producer - Becky Coles

Kate Bright is a licensed female bodyguard and founder and CEO of UMBRA International Group, the Secure Lifestyle' company. Kate joins Elliot to talk about disrupting an overwhelmingly male industry and why her Academy is helping ex-professional sports men and women enter the UK security industry. Jazz Shapers in association with Mishcon de Reya broadcasts every Saturday at 9am, with a repeat on Monday at 5am, just before the Business Breakfast. Presented by broadcaster and Mishcon de Reya's Partner and Chief Brand Officer Elliot Moss, Jazz Shapers shares music from the risk takers, leaders and influencers of jazz, soul and blues, alongside interviews with their equivalent in the business world: entrepreneurs who have defined and shaped business categories and ways of operating, defying convention and have gone on to achieve great success. With more than 1000 people, Mishcon de Reya is an independent London-based law firm that serves an international community of clients. In their words: "We appreciate the privilege of sitting alongside our clients as a trusted advisor. Building strong personal connections to our clients and their businesses is important to us. It is for these reasons we say ‘It's business. But it's personal.'

The annual marine insurance confab, IUMI, was held in Chicago this year. So Lloyd's List selflessly hopped on a flight with microphones in hand to gather insights from the sector's most influential figures for this week's edition of the podcast. Featuring: • Rama Chandan of QBE Singapore, outgoing chair of IUMI's ocean hull committee. • P&I, and International Group chief executive Nick Shaw • Richard Neylon, a partner with law firm HFW • IUMI president, war risk underwriter Frederic Denefle • Richard Turner - International Head of Marine at Victor Insurance, former President of the International Union of Marine Insurance

Proudly brought to you by Kalooki Sportsbook and All About Sunday Emmet Kennedy is joined by Michael Willoughby to review Little Big Bear's Group One win, but can the Guineas favourite stay a mile? Highfield Princess wins the Group One Prix Maurice de Gheest at Deauville, but is the sprinting division lacking a superstar? Godolphin sweep up at Saratoga. Joseph O'Brien strengthens his Melbourne Cup hand with Gear Up and Cleveland. To find out more about Race Horse Ownership with our official syndicate partnership ALL ABOUT SUNDAY, and to buy YOUR shares in the Horse of Your choice, click this link: https://www.allaboutsunday.com/collections/racehorse-collection?_atid=wKkT399iqRN6MQxTXNW4QNb6U7iRmH Open Your account with our Official Betting Partner Kalooki Sports Book, who will beat the price of other bookmakers, with BPG for Horse Racing and instant withdrawls. Join today www.kalookisportsbook.co.uk Show Your Support for The FFP with Likes & Shares on Twitter, Instagram or Facebook

Alexander Schuessler is the President, International Group & Founder at SmartEquip.Alexander was a Co-Founder of Caterpillar Rental Services Network, and initiative put together by Caterpillar in the 90's to investigate the potential future of rental. This formed an introduction to the equipment rental industry, where Alexander noticed the challenge businesses were having when trying to procure parts.Fast forward to today and SmartEquip is now used by the top 5 largest equipment rental businesses in the world to streamline their parts procurement processes.LEARN ABOUT OUR SPONSORS & PARTNERShttps://www.smartequip.com/If you're an equipment owner, you know time is money and equipment uptime is crucial. Did you know your technicians might be spending half their time searching for parts using multiple log-ins and paper manuals instead of repairing equipment?If your fleet management team is wasting time establishing pricing terms, searching through your ERP system, and creating work orders, then your parts procurement process isn't designed for speed or accuracy.Solve this with SmartEquip Procurement. SmartEquip saves time, money and increases uptime for your equipment.Best of all, with a single log-in, you can streamline your procurement lifecycle, into one easy-to-use solution. SmartEquip Procurement is the leader in parts procurement technology that simplifies finding, sourcing and buying the right parts and supplies.HRIA Event in Hunter Valley - August 18th - https://comms.hireandrental.com.au/link/id/zzzz5babb87346dd1017/regform?evuid=zzzz629d9f9d6a508518&fbclid=IwAR0EUATYhjQHxKUDQ4HOLf84dmItf6SfWlxttCKMoRBLbd-VG6-8VDHFETUHRIA Event in Darwin - August 31st - https://comms.hireandrental.com.au/link/id/zzzz5babb87346dd1017/regform?evuid=zzzz62cb8e8b70c7a220The Hire & Rental Industry Association (HRIA) promotes hire as the preferred choice for Australian business and consumers through supporting members, hire businesses, developing people and growing the industry. Celebrating our 50th anniversary in 2018, the HRIA continues to be a powerful voice for the hire industry in Australia, providing direction and support to enhance the success and safety of hire businesses in Australia.PODCAST INFO:Podcast website: https://www.therentaljournal.com/podcast-episodesApple Podcasts: https://podcasts.apple.com/au/podcast/the-rental-journal-podcast/id1529824111Spotify: https://open.spotify.com/show/1EhZH7P39tgHJpmAyaF1He?si=xDVjELiFTqSX_u8fwbV5Uw&nd=1SOCIAL:LinkedIn: https://www.linkedin.com/company/the-rental-journalInstagram: https://www.instagram.com/therentaljournalpodcastTIMESTAMPS:0:00 - Introduction0:35 - Intro to the rental industry1:18 - Caterpillar Rental services network4:02- Founding SmartEquip4:54 - PHD from Harvard6:39 - Rental in the 90's11:21 - Beautiful data problems13:04 - Equipment lifecycle14:49 - Repair or replace decision17:28 - Rental KPI's19:18 - Benchmarking data24:32 - What is SmartEquip30:51 - Downtime mindset shift38:23 - Reasons for success41:39 - Acquired by Richie Bros46:45 - Who use's SmartEquip49:00 - Integrating with rental software51:17 - Challenges in the early days55:42 - Key mentors1:01:05 - Two ways to be successful

This Mississippi trio's music has reached fans around the globe earning them the title of “International Group of the Year” as well as “International Song of the Year” for the single “You Can Have Him Jolene” in Scotland. They were also nominated in multiple categories by the British CMAs including “Group of the Year” and “Album of the Year” for their sophomore release “The Girls Are Back In Town”. The Trout had the privilege of interviewing the musical trio of Trea, Danica and Devynn and discussing their musical upbringing and how they continue to amass fans from across the globe. https://www.chapelhart.com/ https://ktandthetrout.com/

In this podcast Luisma talks with Idoia Salazar, founder and president of the Observatory of the Social and Ethical Impact of Artificial Intelligence (OdiseIA). Specialist in Ethics and legislation in Artificial Intelligence. She is in the list of experts to assist the European Parliament´s Artificial Intelligence Observatory (EPAIO). Principal Investigator of the SIMPAIR Research Group (Social Impact of Artificial Intelligence and Robotics), focusing mainly on the need for a multicultural approach to Ethics in AI. Professor in international degrees at CEU San Pablo University. Author of 4 books about AI and it´s impact. The last one: ‘The Algorithm and I: guide to coexistence between human and artificial beings'; 'The Myth of the Algorithm: Tales and truths of Artificial Intelligence'; The Revolution of robots: How Artificial Intelligence and robotics affect our future 'and' The depths of the Internet: Access information that search engines cannot find and discover the intelligent future of the Internet ' (written in spanish), as well as scientific and informative articles oriented to investigate and raise awareness about the impact of Artificial Intelligence. She is founding member of Springer ‘AI and Ethics' journal and member of the Global AI Ethics Consortium. (GAIEC). She is advisor for Spain in the Advisory Council of the International Group of Artificial Intelligence (IGOAI).

In this episode, Are you Future Ready? Podcast host Linda Gharib sits down for a virtual conversation with Christie Wang, VP & Managing Director, Wolters Kluwer Global Growth Markets, China and David Bartolone, VP & General Manager for the International Group at Wolters Kluwer Legal & Regulatory U.S. Are You Future Ready? Resources Mentioned in this Podcast: Podcasts: • LawNext (by Robert Ambrogi): lawnext.libsyn.com/ Blogs: • Dewey B Strategic: www.deweybstrategic.com/ News outlets: • Financial times: www.ft.com/ • The Economist: www.economist.com/

Today Chrissy Wozniak is sitting down with Ben Blackwell, East Coast Sales Territory Manager for Maschio Gaspardo, North America. With over 24 years of experience in the agriculture industry, Ben brings great insight to the ins and outs of equipment sales, the current market, and more!Maschio Gaspardo Group is a leading International Group in the production of equipment for tillage, seeding & planting, fertilization, crop protection, green maintenance and haymaking. Maschio Gaspardo is known for providing North American producers with equipment that gets the job done and is built to last. Browse their equipment catalogue here: https://www.maschio.com/en/web/usaContact:Ben BLACKWELLMASCHIO-GASPARDO NORTH AMERICA INC 112 3rd Avenue East | 52742 DeWitt | IA | United States of America mobile: 5633433316 | phone: +1 563 6596400 | bblackwell@maschio.us North American Ag is devoted to highlighting the people & companies in agriculture who impact our industry and help feed the world. Subscribe at https://northamericanag.comWant to hear the stories of the ag brands you love and the ag brands you love to hate? Hear them at https://whatcolorisyourtractor.comThis episode is sponsored by TECC Ag.TECC Agriculture is an agricultural services and technology company based in (Northeastern) Ontario. Our mission is to help farmers manage uncertainty and stress by remotely monitoring their field crops and connecting them with timely agronomic advice.Integrations with a growing list of farm management software partners allow growers and trusted advisors to view imagery on their preferred platform. Big data in agriculture is the key to sustainable production in the future!Learn more about TECC Agriculture at https://agr.fyi/teccagThe Women in Agribusiness (WIA) Summit annually convenes over 800 of the country's female agribusiness decision-makers. The 2022 WIA Summit, September 26-28 in Dallas, TX includes presentations from Cargill's Corporate Senior Vice President, Animal Health & Nutrition, Ruth Kimmelshue; Marco Orioli, VP of Global Grain & Processing for EMEA, CHS; and Brooke Appleton of the NCGA. Learn more at https://agr.fyi/wia_register. FIRA USA 18-20 OCT. 2022 (FRESNO-CA): The only 3-day event dedicated to the California and North America market for autonomous agriculture and agricultural robotics solutions.Learn More at https://agr.fyi/fira

Executive Chairman Charif Souki discusses the significance of three different sets of news that are all very relevant to what we are doing today: 1️⃣ Tellurian earnings, 2️⃣ International Group of Liquefied Natural Gas Importers (GIIGNL), and 3️⃣ six upstream companies have made LNG part of their quarterly reporting Watch video on YouTube Follow us […] The post CHAT with TELL | Two minutes with Charif Souki on earnings, GIIGNL and upstream appeared first on Tellurian Inc..

Iris D. Tommelein is a Professor of Engineering and Project Management in the Civil and Envir. Engrg. Dept. at UC Berkeley. She focuses on developing theory and principles of project-based production management for the architecture-engineering-construction industry, what is termed 'lean construction.' She is an expert on construction site logistics, layout, materials- and supply-chain management.   Professor Tommelein directs the Project Production Systems Laboratory (P2SL - p2sl.berkeley.edu), a research institute dedicated to developing and deploying knowledge and tools for project management as well as a learning lab for the Northern California construction industry. She is active in the International Group for Lean Construction and until recently served on the Board of Directors of the Lean Construction Institute (LCI).   LCI recognized her with the Lean Pioneer Award 2015 - The award recognizes an individual (or organization) who has moved the design and construction industry forward in embracing and implementing Lean tools and techniques on capital projects (www.leanconstruction.org/news/95/36/LCI-Recognizes-Iris-Tommelein-with-Prestigious-Pioneer-Award/ ).   Prof. Tommelein received the 2014 Peurifoy Construction Research Award from the American Society of Civil Engineers (ASCE) (faculty.ce.berkeley.edu/tommelein/papers/Peurifoy.pdf ). She also received the 2002 Walter L. Huber Civil Engineering Prize "for her research on civil engineering computing for managing project-based production systems in the engineering-architecture-construction industry."   Professor Tommelein served on the ExCom of ASCE's Technical Council on Computing and Information Technology (TCCIT) and as a member of the Research Council of the Construction Institute.   Connect with Iris Tommelein via LinkedIn at https://www.linkedin.com/in/tommelein/    Connect with Felipe via Social media at https://thefelipe.bio.link  Subscribe on YouTube to never miss new videos here: https://rb.gy/q5vaht  --- Today's episode is sponsored by Bosch RefinemySite. It's a cloud-based construction platform. Bosch uses Lean principles to enable your entire team, from owners to trade contractors – to plan, communicate, document, and execute in real-time. It's the digital tool that supports the Last Planner System® process and puts it all together in one simple, collaborative ecosystem. Bosch RefinemySite empowers your team, builds trust, creates a culture of responsibility, and enhances communication. Learn more and Try for free at https://www.bosch-refinemysite.us/tryforfree    Today's episode is sponsored by the Lean Construction Institute (LCI). This non-profit organization operates as a catalyst to transform the industry through Lean project delivery using an operating system centered on a common language, fundamental principles, and basic practices. Learn more at https://www.leanconstruction.org 

In this episode of Rental's The Bottom Line, Editor Alexis Sheprak talk to Alex Schuessler, founder and president of International Group at SmartEquip. SmartEquip was recently acquired by Ritchie Bros., so they dive into what the acquisition means to the rental industry at-large and the future of the company.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Third quarter 2021 earnings call for Colliers International Group Inc. For further information, please consult the company website at https://www.colliers.com/Support this podcast at — https://redcircle.com/tsx-quarterly/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Oracle Power PLC (AIM:ORCP) Naheed Memon joins Proactive London to talk about the significance of their agreement with PowerChina International Group Ltd. The deal involves ambitions to jointly develop a green hydrogen production facility in Pakistan. PowerChina is one of the largest Chinese state-owned-enterprises and has intentions to set up a hydrogen facility in Pakistan to produce hydrogen with electrolysers powered by photovoltaics with Oracle.

In this WorldSmart podcast, Arent Fox's Senior International Advisor, Richard Griffiths, sits down to discuss the firm's Sovereign Representation Group and its presence in the international market with the International Group's Co-Chairs Hunter Carter and Malcolm McNeil.

Second quarter 2021 earnings call for Colliers International Group Inc. For further information, please consult the company website at https://www.colliers.com/Support this podcast at — https://redcircle.com/tsx-quarterly/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

An interesting case displaying the potential financial disparity between jurisdictions where more recent protocols – or even conventions – are not adopted or implemented, echoing a recent International Group call to increase certainty and consistency of outcome.

#rescuefinance #covidreopening #leveragefinance #cruise

First quarter 2021 earnings call for Colliers International Group Inc. For further information, please consult the company website at https://www.colliers.com/ Support this podcast at — https://redcircle.com/tsx-quarterly/exclusive-content Advertising Inquiries: https://redcircle.com/brands Privacy & Opt-Out: https://redcircle.com/privacy

Jared Smith started playing with his Commodore 64 when he was 6 years old. Today he has over 25 years of experience managing Software Engineering as well as Managers of Software Engineers. He shares with us his "7 Habits of Highly-Effective Software Developers" based on his experiences at organizations like Capital One, Red Hat and the Endurance International Group. We also learn about what he is excited about next when it comes to Technology!

In the first episode of The Women of Character podcast, Anne Quiello interviews Marcia Taylor, CEO of Bennett International Group, and Katlyn Foulks, Culture Ambassador of Bennett International Group. Join the three as they discuss building and keeping organization culture strong even during a pandemic. --- Send in a voice message: https://podcasters.spotify.com/pod/show/tlg-barrier-busters/message

How can you give back and create a positive impact in treasury? In this episode of The Treasury Career Corner podcast, I speak with Caroline Stockmann, Chief Executive of the Association of Corporate Treasurers, since February 2017. We discuss her fascinatingly varied background in the arts, charity, and finance and how she eventually became a treasury professional. Using her background in charity, she’s dedicated to giving back and creating a positive impact in every role she’s been in. She also shares some of the wellbeing practices the ACT now uses in the face of COVID-19 challenges. Prior to her role at the ACT, Caroline held the position of Chief Financial Officer at The British Council, the UK’s largest charity, and before that at Save the Children International. She has 25 years’ experience in senior finance, commercial and strategic posts at a number of commercial organisations, including Novartis Pharmaceuticals (Switzerland), Cadbury Schweppes, Granada plc, and Unilever/Bestfoods (Thailand, Netherlands, and UK). Much of her working life has been spent overseas. Caroline trained with KPMG and is a Fellow (FCA) of the Institute of Chartered Accountants of England and Wales (ICAEW). She has an ICAEW Diploma in Charity Accounting and has filled numerous roles on boards over the years. Some current roles include being a member of the Finance and Investment Committee of the Elton John AIDS Foundation, Deputy Chair of the European Association of Corporate Treasurers, and the International Group of Treasury Associations, as well as President of the National Association of Corporate Treasurers (US). Caroline is a linguist, musician, trained coach, and passionate bell-ringer and is married with two children. Check out her weekly podcasts at https://linkprotect.cudasvc.com/url?a=http%3a%2f%2fwww.treasurers.org%2fstrategic-insights-podcasts&c=E,1,xTZJ7INWmuLuhhUY0_CMUHfDmJdE65gtT94rLskSv6_X3pHTW7Usy21cA5MESlc4Lc5sBdAzQdJWwXzWgAjNHGdSznLsW1MFzP5zH3CPo6o_5Zg,&typo=1 (www.treasurers.org/strategic-insights-podcasts). On the podcast, we discussed… How Caroline’s varied background eventually led her to finance and treasury The importance of taking new opportunities and trying new things Why Caroline believes the most important thing is relationships and connection How the ACT has reacted to COVID-19 with new wellbeing practices The challenges ahead in the future of treasury Caroline’s tips for those interested in a treasury career You can connect with Caroline on https://www.linkedin.com/in/carolinestockmann/ (LinkedIn). Are you interested in pursuing a career within Treasury? Whether you’ve recently graduated, or you want to search for new job opportunities to help develop your treasury career, The Treasury Recruitment Company can help you in your search for the perfect job. https://treasuryrecruitment.com/jobs (Find out more here). Or, send us your CV and let us help you in your next career move! If you’re enjoying the show please rate and review us on whatever podcast app you listen to us on, for Apple Podcasts https://podcasts.apple.com/gb/podcast/the-treasury-career-corner/id1436647162#see-all/reviews (click here)!

Marie E. Lamont, President and Chief Operating Officer at Inteliquet™, a leader in clinical trial matching, discusses the impact COVID has had on clinical trials and how companies have leveraged advanced technology tools to further research, improve patient recruitment, and use AI and Machine Learning to recognize behaviors and patterns to constantly improve on the data collection process overall. Marie E. Lamont is responsible for the overall vision and operations of Inteliquet. With the goal of providing patients and physicians access to the latest and best treatment options and care available, she helps commercialize Inteliquet's offerings of intelligent technology, insights, and services to improve the clinical trial process, research, and translational medicine. With more than 25 years as a global biotech leader, Marie has significant commercial and operational expertise. She has held senior leadership positions in many areas focusing on corporate strategic planning and analytics, commercial operations, finance and accounting, patient services, and payer contracting and reimbursement. Prior to Inteliquet, Marie headed up an executive consulting and advisory firm for the life science and technology industries that advised companies on commercialization and integration planning, M&A support, and global market expansion. Before her consultancy, Marie was President of the Patient Services Business at Dohmen Life Science Services (DLSS), which was subsequently sold and is now part of EVERSANA (a provider of global services to the life science industry). She directed all aspects of the unit and was responsible for improving the client and patient focus by shoring up the underlying infrastructure, as well as improving patient support and employee engagement. She also was heavily involved in the success of DLSS's brand positioning, strategic road mapping, sales business development, and patient journey adoption, along with targeting analytics for key initiatives. Prior to DLSS, Marie was Global Head of Business Strategy and Commercial Operations for Rare Disease at Sanofi Genzyme. She had stewardship for the $2.9B business where annual operating profit improved at a rate greater than revenue. As a member of the senior leadership team, she was tasked with decision analytics and support as well as bringing together disparate groups and functions into a cohesive, comprehensive global unit. While reestablishing a Rare Disease global strategy, she worked to align efforts with a range of functions, including R&D, Biologics Manufacturing, and Medical/Regulatory Affairs. She also helped to lead humanitarian programs that provided free therapy for more than 1,100 patients suffering from rare diseases in emerging markets. Prior to this position, she held several senior operational and finance roles. She took on the assignment of Vice President of Integration for Finance and Accounting following the Sanofi acquisition. Before this assignment, she was Vice President of Operations & Finance for the International Group where the business grew from $100M in 2002 to $2B at time of the Sanofi acquisition. She guided the operational strategy for the international infrastructure on a regional and country basis for the Oncology, Transplant, Renal, Biosurgery, and Rare Disease Business Units. Before this role, she directed Corporate Financial Planning & Analysis and Strategic Planning. Marie holds a bachelor's degree in Business from Saint Michael's College, and attended Harvard Business School and Kellogg Executive Education programs. She lives in the St. Louis area. #COVID19

Fourth quarter 2020 earnings call for Colliers International Group Inc. For further information, please consult the company website at https://www.colliers.com/ Support this podcast at — https://redcircle.com/tsx-quarterly/exclusive-content Advertising Inquiries: https://redcircle.com/brands Privacy & Opt-Out: https://redcircle.com/privacy

Third quarter 2020 earnings call for Colliers International Group Inc. For further information, please consult the company website at https://www.colliers.com/ Support this podcast at — https://redcircle.com/tsx-quarterly/exclusive-content Advertising Inquiries: https://redcircle.com/brands Privacy & Opt-Out: https://redcircle.com/privacy

Second quarter 2020 earnings call for Colliers International Group Inc. For further information, please consult the company website at https://www.colliers.com/ Support this podcast at — https://redcircle.com/tsx-quarterly/exclusive-content Advertising Inquiries: https://redcircle.com/brands Privacy & Opt-Out: https://redcircle.com/privacy

First quarter 2020 earnings call for Colliers International Group Inc. For further information, please consult the company website at https://www.colliers.com/ Support this podcast at — https://redcircle.com/tsx-quarterly/exclusive-content Advertising Inquiries: https://redcircle.com/brands Privacy & Opt-Out: https://redcircle.com/privacy

Sara Flay is one inspiring woman. She has overcome massive challenges in her life to be where she is today as CEO of her business. We loved having her as our podcast guest, she takes transparency with her team to another level.  Listen to our thoughts and key takeaways from the podcast with her and what we learnt from this inspirational leader. The podcast is brought to you by Rebecca and Callum Jenkins and RJEN which helps companies to achieve high performance and growth through consulting and training.    

In this month’s ACTivate, Kerry talks to Tony Johnson from the Hawke’s Bay Amnesty International group, who shares his and the group’s experiences of supporting Individuals at Risk from afar. The group’s current case is that of Prageeth Eknaligoda – the following information about the case is mentioned during the show: https://www.amnesty.org/en/latest/news/2018/06/sri-lanka-deplorable-threats-against-human-rights-defender. ACTivate is a monthly show brought to you by the Christchurch branch of Amnesty International Aotearoa/New Zealand, an organisation dedicated to campaigning for human rights.

The EU and UK approach the December 31 deadline for a post-Brexit trade agreement. Today, after tumultuous talks in a year with unprecedented events, the likelihood of a no-deal is low – but final issues remain open to ensure a smooth transition for businesses. One major topic is financial services and capital markets, a huge priority for the UK.UK financial services activity in the EU, and vice versa, will have to operate under a different scheme than is currently possible under EU laws. In order to continue the extensive cross border EU-UK financial services activities, many sub-sectors will need to obtain EU approval on the equivalence of its rules with EU law. This is a sensitive point that many UK firms like to see resolved more securely. As many of them already adjusted their structure to operate within the EU borders, where does it leave London?Whatever the outcome, a new equilibrium will take time. Where the UK diverges from EU regulation, new raises location choices for financial firms will appear.The City of London will want to operate within the boundaries of the EU regulation, but also promote itself as an continuously attractive hub for global finance. That presents a dilemma: have less access the EU market, or submit to the regulatory principles of the EU.In this interview by Isabel Verkes, Georges Ugeux gives his views on what to expect from the financial sector post-Brexit. Georges is Chairman and CEO of GALILEO GLOBAL ADVISORS and adjunct professor at COLUMBIA LAW SCHOOL. Isabel is a research associate at the same firm.A lawyer and economist by training, Georges Ugeux has focused his entire 30 year career on the global dimensions of business, government and finance and has a deep understanding of the cultural dimension of negotiations, networks and partnerships. He is an adjunct faculty member at Columbia University where he teaches International Banking & Finance.Georges began his career in commercial banking at Société Générale de Banque (now Fortis Bank), where he became the General Manager of the investment banking and trust division. He later served as Managing Director of Morgan Stanley's Mergers and Acquisitions department, as well as Group Finance Director at Société Générale de Belgique, a Belgian conglomerate. In 1992, he became President and Managing Director of Kidder, Peabody Europe. He was also a member of the European Corporate Executive Council of General Electric. He was President of the European investment Fund, a public private partnership financing infrastructure and SME projects owned by the European Investment Bank, the European Community and 77 European banks.For seven years Georges immersed himself in the global equity markets by heading the International Group of the New York Stock Exchange, bringing over 300 non-US companies, valued at $ 2.7 trillion, to the US market. He is a frequent public speaker and educator on global issues (The College of Europe in Bruges, Harvard Law School and others).Georges Ugeux holds a Doctorate in Law and is Licentiate in Economics from the Catholic University of Louvain. He is a former director of AXA Tianping, a Shanghai based insurance company and chairs numerous transatlantic organizations.Isabel Verkes moved to New York City in 2014 to gain additional corporate experience in an international setting. She has a background in philosophy and law, from the University of Amsterdam and Columbia Law School. She is specialized in international finance and sustainability, and is as an associate focused on policy and regulatory strategies. Isabel has a special interest in quantitative analysis of textual data, and has a MSc in data visualization from Parsons School of Design. She is fluent in Dutch and English.

Frank Ciecierski is president of Resource Action Concepts, Inc.www.rac-coaching.com and Crest Consulting, Coaching, and Training www.Crest-Consulting.com, the past president of NJPCA (New Jersey Professional Coaches Association), and a former adjunct Professor in the MBA Management Program at PACE University in New York City.  Frank does a combination of coaching, training, consulting, and assessments. Mr. Ciecierski also founded the Allied Business Consultants www.theabcgroup.com an alliance of business owners, consultants, and coaches with broad based business knowledge and experience who provide information, mentoring, referrals, and business resources to support each other's professional and personal growth. Mr. Ciecierski has served a client list as diverse as Polaroid Corporation, Weight Watchers, Kraft Foods, the International Group of Accounting Firms, retail firms, law firms, hospital and medical centers, real estate agencies, and Boards of Education.  He has worked with clients in the healthcare, manufacturing, flexible packaging, disposable plastics, paper mill, and textile service industries, as well as lent his expertise to attorneys and other consultants. Frank is also a frequent guest speaker and seminar presenter on such topics as: New Selling Techniques; Networking; Rapport Building; Hiring Techniques; Leadership and Emotional Intelligence; Supportive Communication; The Inevitability of Change; Coping with the New Breed of Worker; Managing the Generation Gaps; Using Personality Profiles in Interpersonal Skills Training and Coaching; and Team Building. In this episode, Dean Newlund and Frank Ciecierski discuss:How an annual pig roast can help build company culture and cohesion.Why you should only work on one thing for 59 minutes at a time.Anchoring and the “Swish pattern” are powerful NLP techniques to help you regulate your emotions.There are different ways to tap into your intuition depending on if you are a visual, auditory or kinesthetic learner.Key Takeaways:Intuition comes from your subconscious mind, you need to listen to what it's telling you, even if you don't know why at the time.Intuition often comes when you're not forcing something, you have to let it flow.Improving your Emotional Intelligence will also improve your intuition.Think of your emotions as an elephant and you are the rider, the elephant will run away if you let it so you have to learn to control it. "I don't think you can coach intuition. I think it's something that you can help people get to, by suggesting some of the different things that I've talked about, like meditation, and have them come up with answers that way. And I also think that asking the right questions will get people to be more intuitive. " —  Frank Ciecierski  See Dean's TedTalk “Why Business Needs Intuition” here: https://www.youtube.com/watch?v=EEq9IYvgV7I Connect with Frank Ciecierski:  Website: www.rac-coaching.comEmail: frank.ciecierski@gmail.comConnect with Dean:YouTube: https://www.youtube.com/channel/UCgqRK8GC8jBIFYPmECUCMkwWebsite: https://www.mfileadership.com/The Mission Statement E-Newsletter: https://www.mfileadership.com/blog/LinkedIn: https://www.linkedin.com/in/deannewlund/Twitter: https://twitter.com/deannewlundFacebook: https://www.facebook.com/MissionFacilitators/Email: dean.newlund@mfileadership.comPhone: 1-800-926-7370Show notes by Podcastologist: Strickland Bonner  Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it.  

GEOPOLITICS, GLOBAL COMMERCE & SHIPPING The panel will focus on the global impact on the shipping industry by US economic sanctions, trade tariffs, and regulations affecting crew repatriation. The panel will address recent geopolitical developments in these areas and the associated challenges impacting global shipping. Moderator:Mr. John Keough, Partner – Clyde & Co Panelists: Mr. Joshua R. Mater, Senior Sanctions Policy Coordinator, Office of Sanctions Policy and Implementation (EB/TFS/SPI) – U.S. Department of State Mr. Mark O'Neil, CEO – Columbia Shipmanagement Mr. Bud Darr, Executive Vice President, Maritime Policy and Government Affairs – MSC Group Mr. Mike Salthouse, Global Director of Claims – North of England P&I; Director – International Group of P&I Clubs Mr. Valentios (Eddie) Valentis, CEO – Pyxis Tankers (NASDAQ: PXS)

In this week's Australian Investors Podcast, we're talking Catapult Group International Ltd (ASX: CAT). Andrew Page is a private investor and the founder of Strawman.com, Australia's premier investment platform for private investors to share their ASX share research and insights on companies. Andrew joins Owen Raszkiewicz on this week's episode of The Australian Investors Podcast to talk about Strawman and sporting software technology company Catapult Group International Ltd. Please enjoy this episode of The Australian Investors Podcast with Andrew Page, private investor. *This episode was recorded remotely due to COVID-19 restrictions, we apologise for any inconsistencies in audio quality. SHOW NOTES: http://bit.ly/Australian-Investors-Podcast | Watch the video version: http://bit.ly/YouTube-Rask | Get access to Owen's free investment research reports, online investing courses & hear first about new podcasts and promotions: https://bit.ly/master-investing | Get in touch with us at podcast@rask.com.au or on Instagram @raskaustralia | DISCLAIMER: The information in this podcast is general financial advice only. That means, the advice does not take into account your objectives, financial situation or needs. Because of that, you should consider if the advice is appropriate to you and your needs, before acting on the information. In addition, you should obtain and read the product disclosure statement (PDS) before making a decision to acquire a financial product. If you don't know what your needs are, you should consult a trusted and licensed financial adviser who can provide you with personal financial product advice.

In this week's Australian Investors Podcast, we're talking Catapult Group International Ltd (ASX: CAT). Andrew Page is a private investor and the founder of Strawman.com, Australia's premier investment platform for private investors to share their ASX share research and insights on companies.Andrew joins Owen Raszkiewicz on this week's episode of The Australian Investors Podcast to talk about Strawman and sporting software technology company Catapult Group International Ltd.Please enjoy this episode of The Australian Investors Podcast with Andrew Page, private investor.*This episode was recorded remotely due to COVID-19 restrictions, we apologise for any inconsistencies in audio quality.SHOW NOTES: http://bit.ly/Australian-Investors-Podcast |Watch the video version: http://bit.ly/YouTube-Rask |Get access to Owen’s free investment research reports, online investing courses & hear first about new podcasts and promotions: https://bit.ly/master-investing |Get in touch with us at podcast@rask.com.au or on Instagram @raskaustralia |DISCLAIMER: The information in this podcast is general financial advice only. That means, the advice does not take into account your objectives, financial situation or needs. Because of that, you should consider if the advice is appropriate to you and your needs, before acting on the information. In addition, you should obtain and read the product disclosure statement (PDS) before making a decision to acquire a financial product. If you don’t know what your needs are, you should consult a trusted and licensed financial adviser who can provide you with personal financial product advice.

Flat Racing Guru Racing New website coming old website join our ownership text 07436009930 for details www.frguk.com --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

The current global events have challenged the shipping industry, and particularly, marine insurers. Today, they must manage increased regulations alongside transportation limitations, and they must often do so remotely, which is a significant change from the previous methods of operations. However, these events have also created opportunities, removed barriers, and increased cooperation. Windward CEO Ami Daniel asked Paul Jennings, CEO of North P&I Club and Chairman of the International Group of P&I Clubs (IG), to discuss leadership during times of adversity, the importance of cooperation over competition, and the impact recent regulations will have on marine insurers, shipping and trade.

Developing in Seattle can be difficult, but the terrain can be even more challenging - this is why innovation has sustained GIS International Group through three generations in the industry

Life in Fukuoka "Nepali" #008 LOVE FM 76.1MHz http://lovefm.co.jp/

EP218 - Amazon Q1 2020 Earnings and Covid News  Episode 218 covers some Covid-19 related e-commerce news, and provides an analysis of Amazon’s Q1 2020 Earnings. Announcement Next weeks show will be a live listener question show. Join our Zoom webinar on May 6th at 9pm ET, and you can watch us make a show, and ask your own questions. https://us02web.zoom.us/j/89837125650?pwd=QTM2QWZKRDlSNFFIU0xnRmZ2VWowQT09 Password: 877145 Webinar ID: 898 3712 5650 International numbers available: https://us02web.zoom.us/u/kuutcaEJm News Shopify becoming a marketplace?  Google shopping is now free Covid impact 630,000 retail businesses have been closed since mid-March (about 61% of sf sq) Forrester 16% E-Com -> 25% in april (70% digital influence) 3% digital grocery -> 10% digital Grocery Goldman Sachs: Retail Chain down 20.9%  ShopperTrack: Traffic down 48% Bankruptcies – JCREW, Neiman, JCP, Tuesday Morning, Lord & Taylor  Gordon Brothers 25,000 stores and 100,000 restaurants could end up closing permanently this year  UBS 100,000 retailers close by 2025 (15% -> 25% e-com penetration) Everyone making PPE Happy Story: Pets (“adopt a pet” surged about 335% in volume) Simon Properties Opening Plans Amazon Q1 2020 Earnings Earnings Release (PDF) Presentation Don’t forget to like our facebook page, and if you enjoyed this episode please write us a review on itunes. Episode 218 of the Jason & Scot show was recorded live on Thursday, April 30th, 2020. http://jasonandscot.com Join your hosts Jason "Retailgeek" Goldberg, Chief Commerce Strategy Officer at Publicis, and Scot Wingo, CEO of GetSpiffy and Co-Founder of ChannelAdvisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. Transcript Jason: [0:24] Welcome to the Jason and Scott show this is episode 218 being recorded on Thursday April 30th 2020 I’m your host Jason retailgeek Goldberg and as usual I’m here with your co-host Scot Wingo. Scot: [0:38] Hey Jason and welcome back Jason Scott show listeners Jason 40 jump into it we do have a pretty exciting announcement we tested about a month ago now we tested a live event so with listeners and that went really well we had a lot of folks on and got a lot of really good questions and engagement from the community out there so next week we are going to do another one of those you zoom so I think everyone’s pretty familiar with zoom at this point so put May 6th at 9 p.m. Eastern that’s 8 p.m. central 7 p.m. mountain 6 plus 6 p.m. Pacific on your calendar in this episode show notes you’ll find a link to that Zoom and we’ll be sharing the link on Twitter LinkedIn and Facebook all the socials so we hope you’re able to join us and just kind of hang out talk e-commerce see each other we can’t get together at conferences right now so it’ll be a lot of fun and we’ll talk about whatever topics everyone’s interested in talking about. Jason: [1:41] Yeah and if you have any questions feel free to send them to us in advance. Scot: [1:45] Jason how are you doing this is probably the longest period of time you haven’t been on a plane in 40 years. Jason: [1:53] Yeah some maybe not quite that long but yes I like to say I’m living the covid dream I just wish I could wake up from it. Scot: [2:03] Are you frantically checking your tickets to make sure you don’t have a flight tomorrow or you you’re out of the. Jason: [2:10] No but there are still some like cruel reminders like there’s you and I were supposed to be in Arizona if I’m not mistaken doing a gig together this week which I was very much looking forward to. And so like a reminder on my calendar will pop up for the check in at the Marriott Inner in Flagstaff or whatever and I’ll be kind of sad. But I feel like the bigger question is how is my family doing if he guess they’re not used to quite so much Jason. Scot: [2:45] Yeah and a little behind inside baseball your son and I had a little mini Star Wars podcast before this sucks one. Jason: [2:52] Yeah he’s been planning that all day he was super excited he found out that you and I had a podcast and so he wanted to start a Star Wars one with you beforehand so that was super nice of you. Scot: [3:02] He I’ll give you he asked what is he 5 6. Jason: [3:06] For four and a half. Scot: [3:07] He asked kind of like 8 to 10 year old Star Wars questions so you’re doing some good parenting. Jason: [3:13] Yeah I will. Scot: [3:14] A plus five stars on parenting. Jason: [3:17] Yeah in the morning I’ll walk by and he’s having like morning meeting with his kindergartener teacher on zoom and he’s like explaining the nuances of how Anakin got turned to the dark side by Palpatine and that Palpatine was actually tricking him. Scot: [3:33] He’s like forget the alphabet let me tell you about Anakin. Jason: [3:37] Exactly yeah I feel like he’s going to be illiterate but super well-versed in the Star Wars universe. Scot: [3:43] He’ll do fine I that’s how I got here. Jason: [3:44] Yeah it’s all it’s all a trade-off how are you guys doing in the pandemic. Scot: [3:51] It has been a bit of a roller coaster over at spiffy on the personal side fine no no no issues North Carolina has been, pretty mild from a, pandemic perspective so but we’re still Sheltering in place and following all the good rules and all that good stuff but on the business side it’s been a bit of a roller coaster the I don’t know if you saw it or not but we had ABC they do a show called pandemic what you need to know and they did a four minute episode on us this week about. They called the pandemic pivot so we’ve had to so a big segment of our zits if you was rental car companies and they’re obviously feeling pain because folks like you aren’t out running cars and then another big segment of ours is office Parks so that was those two big hits that we took so we’ve been diversifying as rapidly as possible and the ABC show highlighted we’ve moved into disinfecting vehicles but then also one of our Fleet customers asked if we would disinfect the facility we said sure so we’ve added that as a pretty fast growing product line. Jason: [4:58] Yeah I so I’ma get spiffy Fanboy so I’ve course I saw the ABC segment and I will put a link in it in the show notes I think have to put a link to like the Twitter post because, the link on the website isn’t Perpetual but that I thought that was a totally cool story it seem like you both, expanded you’re offering I wouldn’t call like disinfecting Vehicles necessarily a pivot for you but then the facility’s thing I thought was very agile and clever of you. Scot: [5:30] Yeah when desperate times call for desperate measures so we we put it out there and then you know the other benefit is being on national TV is very good promotion so we have had a surge of activity this week so that’s we’re kind of we’ve been down the roller coaster and now we’re kind of heading back up in here. Jason: [5:48] Yeah I if you watch that that segment and then you click through you have a facilities disinfecting landing page on your website now and it’s super fun because there is a dude with a disinfecting cannon that seems like he can blast like seems like he could like disinfect an entire Costco from like one location with that thing. Scot: [6:10] Yeah we’ve invested in all these spray misters and all kinds of cool disinfecting technology. Jason: [6:17] Yeah I’ll bet you you have learned some things you you didn’t necessarily think you would ever learn. Scot: [6:23] It’s true as the software guy I get over my skis a little bit on chemistry but hey I can I can at least say the works. Jason: [6:31] That yeah Bill Gates I feel like as a software guy that’s pretty credibly giving the pandemic talk so if he could do it you could do it. Scot: [6:40] Okay. Jason: [6:42] Have you are you keeping one foot in retail are you following the catastrophe that is covid news in retail or maybe we’ll get to that in a minute should we do. Scot: [6:53] Yeah and we thought tonight we’d go through a little bit of news just kind of catch up on some things we haven’t been able to insert or talking to guests with the the big news tonight that we want to really get to and spend a fair amount of time on is the Amazon results or what I would also call hey shareholders take a seat so that was kind of a we’ll get to what that means here in a minute. Jason: [7:14] I like this I like the cliffhanger. Scot: [7:17] So two before you to Amazon we wanted to spend 5 to 10 minutes on some of the other things going on and I’ve been dying to chat with you all week about these two and I really just want to see it up to here your your thoughts so the two big things and I kind of put these both in and kind of newish marketplace news so number one Google shopping announced that they’re bringing back free listings didn’t announce it this way that’s a, that’s my my framing but remember I think it was 2012 so it started to be as this thing called Frugal that was just free then they changed it to Google shopping branding wise and then that was paid and free and then in like 2012 it became paid only then they had a brief kind of a flirtation with kind of shopping kind of aggregate doing their own fulfillment kind of a thing and then kind of like it’s a good Postmates like a Postmates kind of a business model they get rid of that and then now so then it was just, paid listings and then now they’re adding back in the unpaid listings they talked about you know pandemic had accelerated their thinking and wanting to help. [8:31] Small businesses so that was one news I kind of think what’s going on there, is they’ve been investing a lot in this Marketplace when your revenue from retail is way down that’s the best place to launch a Marketplace because you can’t really cannibalize you’ve already cannibalized the ad Revenue that’s always been the big hurdle for them becoming a Marketplace also during the pandemic their shopping experience really really suffered so I tried to buy some paper towels and it was like going through. [8:58] The darkest alleys of Internet kind of up in the Dual shopping there, another one I wanted to ask you about a Shopify so they had this little app they moved their their notification of shipping to an app whose name arrival arrived I can remember name of and then they just. [9:17] That’s the former name and then they just kind of change the name of arrived arrival to shop and then they put a little bit of a front end on it and everyone’s always been kind of wondering you know what if Shopify became a Marketplace so I know the Strategic Regice your teacher a guy talks about this all the time Ben Thompson he was like losing his mind he was so excited so but you know and there’s there’s a lot of different ways to look at it I kind of think they’re going to be a front door they’re going to kind of get into the discovery game the challenge of that is when you have all these merchants. There’s a data problem in a don’t want to I don’t want to step on your toes you may be wanting to talk about this but how do you feel about those two things and we can kind of like chat about it more. Jason: [10:04] Yeah it depends on how you look at both of them so I think in and of there’s the themselves both of those pieces of news are like, kind of nothing Burgers right like they like neither one dramatically change their experience or improved things in a in a way that is likely to be very meaningful to real consumers and so that was the only thing you were ever going to see from Google about Commerce or the only thing you were ever going to see from Shopify about marketplaces I would say it was totally silly what’s what’s potentially interesting and exciting about both is that you know they could be sort of first initial steps into, much more significant Commerce activities right so that that’s what would be exciting to me as if Google really invented, a new experience around marketplaces on their platform or if Shopify really leaned in but but. These two steps by themselves are like not very significant in my view. Scot: [11:07] Do you think they lead to something significant. Jason: [11:10] I think we’re going to see other efforts I think the jury is going to be out it’s interesting they both suffer from similar problems in my mind like the messaging about both is pretty muddled so I start with Google shopping. Right. You know Google is an amazing company and so it’s always been totally shopping to me shocking to me that they’re they’re shopping offering like The Branding is always super. Confusing and their naming conventions are constantly changing and it’s like my job to keep up on this stuff and I can’t keep up so I have no idea. How average consumers are but so for example hey you know they did a press release with this white grandiose headline. Group listings on Google shopping is now free. It’s now free to list your products on Google right and so there’s a lot of people that were like paying a lot of money to list their products on Google and they’re like wait do I so now everything I was paying for I get for free which is of course. [12:15] Not the case whatsoever essentially what they’ve done is they like if you pay for a what used to be called a product listing add or you know you you do a Google shopping listing. You that add shows up in the shopping tab in Google but it also shows up in Blended search results in a bunch of other places. And essentially what they’ve said is we’re going to bring back organic listings but only in the Google shopping Tab and only below the the. The paid ads and so and they’ve never disclosed anything about what kind of traffic that tab gets and spoiler alert when someone like Google won’t tell you how much traffic something’s getting it’s because it’s not getting any traffic. [13:02] So like having an organic listing and that tab probably isn’t going to get seen by anyone. And so in and of itself that doesn’t seem like a very big change and there’s like something that I’m still unclear about there’s a separate thing that used to be called Google shopping actions which is. The actual ability to complete a transaction within your ad unit as opposed to just referring you to the Commerce site to complete that the transaction and it’s unclear to me whether these. Free listings are enabled for Google shopping actions or not and if that’s voluntary for example right so I potentially, the listing is free but then they’re going to try to conduct a transaction that they’re going to charge you a commission fee on for example. Scot: [13:56] That’s called a Marketplace and that’s what’s exciting I’m tingly all over. Jason: [13:59] Yeah so yeah but it’s like I haven’t no one’s been able to articulate to me whether why is that the case with all those listings can you opt into that on a voluntary basis is that not an option that’s available. Scot: [14:13] It’s the funnel you got to you got to bring these free people in get them addicted to a little traffic and then you flip them into the marketplace. Jason: [14:18] Yeah it’s a great model it certainly worked for the rest of Google and Facebook so so that one again like. Kind of muddled kind of overhyped if you just look at what it is now but you know they it is a. A possible step towards a more significant Marketplace for five months ago they did hire this guy Bill ready he was the CEO at PayPal so you know maybe this is like one of his first initiatives to as president of Commerce to kind of get the Commerce ecosystem Juiced and you know, for sure Dougal wants to have relevant search results when you search for products and like increasingly they were losing that that search to Amazon and if the only results you could get from Google are from advertisers that paid. Like you’re just not going to have a complete product catalog so to me this feels like the biggest benefit of this is to Google which is to collect more product data to enable you to have better search results that you can then monetize. And then Shopify I’m I’m kind of concerned that I’m burning a bridge on Shopify because. Scot: [15:36] Toby’s going to kick your butt. Jason: [15:37] Yeah I feel like I had some negative comments on Twitter and in the press and I wasn’t smart enough to like not see see Toby on those comments so I feel like my. My Shopify Fanboy status might get revoked. Scot: [15:53] They’re Canadian they’re super nice and forgiving. Jason: [15:55] That’s that’s what I’m banking on. And again I would be interested in Shopify leaning into a Marketplace I think there there there would be some challenges for that but there would be some intriguing things about that. This is not that right so here’s what here’s why I was pretty negative is because six hours before this announcement I was on Twitter in the middle of the night as one does, following shopify’s Chief product officer who made a tweet that like in the next few hours we’re going to announce our most significant product release ever. [16:31] And I’m like oh that’s interesting like that’s a pretty grandiose statement I’m pretty excited to see what they launch and, you know I’m every couple hours I’m waking up and I’m refreshing my feed to see what they announced and then they announced this exciting new mobile shopping app right. And at first I’m like okay so this is going to be, you know we’ve complained for a while that Shopify actually isn’t very good at mobile right so if you want your Shopify site your, desktop browser experience is likely going to be way better than your mobile browser experience your mobile browser experience does not have awesome performance. And Shopify has mostly ignored, some newer web development standards that I think are pretty important for mobile like Progressive web apps Toby’s not a big fan. So I thought oh so their solution to mobile web is I mean mobile shopping is they’re going to launch a new app that you can shop from. So a that was a wrong assumption. Scot: [17:30] That’s called it’s called shop it’s right there in the. Jason: [17:32] Exactly it’s called shop so so jump on this thing and I’m like alright let’s see what the shopping experience is. Spoiler there is not a shopping experience as you mentioned they rebranded a app for tracking shipments. Which I’ll come to in a minute is kind of an oily space. Um and then in addition to tracking shipments it lets you favorite some of your Shopify merchants and it will promote. Some items from the Shopify Merchants which you would then click to their website in order to browse or by the individual items. And it has a super limited experience for helping you discover some new merchants. So so a couple of things first of all if I download an app to track my shipping status. And it suddenly changes its name to shopping and is suddenly about Merchants Discovery like I’m I am probably annoyed. And you know everyone was arguing with me on Twitter the right no it’s genius like they built in 18 million user user base from day one by repurposing this existing thing and I’m like oh well they should have bought like The Words With Friends app. That had a hundred million users and made that the Shopify shopping app if that’s like you know there it’s not the same audience. Scot: [18:58] You can’t track packages worth word from Friends. Jason: [19:01] Yeah so side note there’s a bunch of apps exist in the world to help you track your packages and what they mostly want to do is scrape all of your e-commerce purchases from your Gmail and sell that data to evil marketers like publicist. So that’s that’s what most show shipping tracking apps exist for and the the Shopify app it’s really weird because nobody, shops or buys from Shopify right like you buy from beardbrand or Kylie Jenner and you have no idea what platform. They used to sell those goods to you so a like aggregating shipping information for all Shopify merchants. [19:49] Makes no sense because that’s not a context anyone understands and then, they don’t tell you this but they do scrape your Gmail and I and highlight all of your Amazon and apple purchases for example so like not clear what the privacy policy is there but you at the very least you’re telling Shopify what else you buy and you know in this age where we’re all really concerned about what data we share with, with whom that’s potentially interesting and then the whole, so I’m like what this feels a little bit like bait and switch it doesn’t feel very Sharpie it’s not a very like revolutionary experience and it’s really just a bookmark to e-commerce stores to jump you to an e-commerce site and you know a bunch of Shopify Defenders than jump in on Twitter and they’re like no you have this all wrong I’m Toby’s personal friend and this is all about the post-purchase experience this is all about providing better customer service and driving greater lifetime value it’s not about the first time shopping experience and so then I’m like alright well question one. Why do you have a post-purchase experience called shop that seems kind of dumb to me it seems like. Scot: [21:08] Because you just shopped it’s obvious Chase. Jason: [21:11] Yeah yeah you get it more than me that’s the problem and then customer lifetime value for whom right like if I’m beardbrand which is a great, direct to Consumer brand that happens to sell on Shopify and I get it at market and get a bunch of customers that are customers of beardbrand and I want to provide them a great customer experience to know when their packages are going to arrive and all this stuff like, I don’t want to send them to a third party not beardbrand branded experience that then is going to Market other shops with competitive products to mine like it makes it makes no sense if it’s a lifetime value play it’s a lifetime value for Shopify not for the merchants and heretofore one of shopify’s biggest strength has been their position that unlike Amazon there they their completely altruistic in terms of benefiting the merchants and this does not feel like it particularly benefits the merchants. That’s my. Scot: [22:16] Doubles I’ll give a devil’s advocate. Jason: [22:17] Yeah save me. Scot: [22:18] He gives Merchants everything they need to be successful online but if you kind of compared it next to Amazon or any Marketplace. Place their most deficient is. Aggregating demand so Kylie is fine she doesn’t need help but if you set up Jason’s Star Wars store no one’s going to find you on the internet except for like R5 podcast look. Jason: [22:46] Yeah you and Stephen. Scot: [22:47] Cast listeners Stephen and I and maybe like five of the people that listen to this hobby that we have and so you know, yes they’ll give you tools to go spend money but what if they could say look. You can opt into this Marketplace and we will you will now show up in this front door that we’ve built so I think I think they will build a friend or because they’re going to use it as a way that’s what you get with Amazon you simply say. I’m tapping into these hundreds of millions of people that you have captive there so I think they’re building that but then also you know another if we kind of line those things up another area where they’re deficient and we know they’re investing a lot here is not only fulfillment but a fulfillment subscription program so I think that’s that could be, you know between tracking packages and a front end is a big step I think there’s probably a middle step there where they say to folks hey. Yeah and they have this checkout flow where they could say to people hey we use this thing called Shopify would you like to join the Shopify shipping program and get free 2-day for one day shipping, kind of like so they can be successful we’re like shop Runner wasn’t because they’ll have a much better aggregation point in this app and in the checkouts of their aggregated merchants. So that’s how I would do it I would start at the end like they’ve done they’ve got a they’ve got however many users of this happen now visit 80 million or something now you. 18 so now that’s pretty good that’s more than shop Runner I think shop on her head like. Jason: [24:14] 475,000 of which have already written a review for the app by the way that launched yesterday. Scot: [24:24] And then then put that it you have to admit that gives you a platform to launch a prime Shopify Prime. Jason: [24:33] Yeah totally get it and I think we’re basically an alignment like. Turn my original comment if this isn’t a first step like there could be some really cool steps that fall on and in my mind the biggest mistake if Shopify made a mistake is just overhyping this right like if they just said like hey we’ve got some super exciting aspiration and like you know given the situation in the world right now like we’re gonna like you know release fast and iterate and here’s our first little step like I feel like the reception would have been. Universally favorable but I feel like they over sold, that this first step and yeah we’ll see how it all plays that I’m I have nothing against him I’m rooting for him. Scot: [25:18] Toby actually apologize I can’t find it now but he essentially said yeah we had to put this out fast so we had to strip down a lot of the functionality. Jason: [25:28] Yeah yeah I’m sure and I’m sure they have some cool stuff in the in the works to make it more better I like I totally get it like the one thing that Shopify doesn’t provide is traffic and this is a you know a a much more mature version of this could potentially be a traffic driver for those merchants and that could be a, a great trade-off right so if that’s what happens totally cool I would just like to me Shopify and Amazon are not direct competitors they’re totally synergistic that like Amazon the thing they do better than anything is get give you eyeballs and Shopify you know gives you the infrastructure to have your own presence on the web if covid-19 has taught Amazon sellers anything it’s that they shouldn’t be, single sourced on Amazon like they should have their own presence in addition to being on Amazon so you know frankly if I was. Scot: [26:23] This is why they’re rushing it out to compete with him I think they view themselves as. Jason: [26:26] Yeah I would be leaning into man we love Amazon to but in addition Amazon like you you should have a Shopify presence to have your own brand and yeah instead like there. Scot: [26:38] I’m not following your argument so your you don’t think they compete but then you do think they can be and then you don’t think they’re helping Merchants but they are helping rich. Jason: [26:45] Yeah basically yeah I think you summarized. Scot: [26:48] Did your cabin fever has messed up your logic. Jason: [26:51] Yeah yeah I just I think their strengths don’t overlap I think their future is much more likely to overlap but today yeah anyway. Scot: [26:59] Take it that was our 30 minute 10 minute segments so on to covid impact generally. Jason: [27:07] Yeah so while you’ve been saving the world get spiffy I mean Liam giving these briefings on the likely impacts of covid to all of our clients. And I feel like my new job is done on the Grim Reaper. Scot: [27:23] That’s why you’re in kind of a bad. Jason: [27:26] Yeah yeah maybe so. Scot: [27:29] So how bad is it to say. Jason: [27:30] Yeah it’s pretty bad so I’m not going to give everyone the whole Debbie Downer our briefing but like some highlights to kind of. Frame the impact this is having on retail. Right now there’s about 630,000 retail businesses that have closed since March so that’s about 61 percent of all retail square footage in the United States so. A huge swath is just closed. Like obviously you know a bunch of that is is Big National chains but a lot of it is also independent sole proprietor retailers and on average that sole proprietor retailer had 19 days of cash on hand so. The fact that they’re now being forced to have zero revenue for 30 or 60 days is pretty economically. Bunch of those retail stores are never going to be able to reopen. [28:30] Forrester I did a pretty good analysis on the US Department of Commerce data that came out. For March and they said the basically hey before covid 16% of all King e-commerce was online as. [28:47] Forrester defines retail sixteen percent of all retail was online. April we project that 25 percent of all retail spending is going to be online so a huge jump that likely would have taken 5 to 10 years. Just happened in one month in terms of digital transition that if you you do some fancy math that means that about 70% of all purchase decisions are primarily digitally influenced like even of you do curbside pickup or pick it up in the store you still use digital for the majority of your. Your shopping Journey so there’s a huge, Boone to digital shopping before covid about 3% of groceries in the US were purchased digitally right now 10% of all groceries are being purchased digitally, so that is kind of appealing the problem is that that digital shopping behavior isn’t close to enough to overcome the loss of brick-and-mortar shopping Behavior so. Goldman Sachs, has this retail chain index that kind of tries to show retail sales amongst National chains and they said that April they’re all retail sales are going to be down by about 20 percent. Which to put things in perspective in normal times like. [30:13] Plus or minus like one to three percent is what you’re used to seeing so twenty percent down is several orders of magnitude worse than we’re used to, Shopper track which is this company that sells traffic monitoring equipment to a lot of chains and they aggregate their data they said all retail traffic is down by 48 percent. So that right there is the. Scot: [30:34] It seems like to me do you think that’s light like should I be like 90%. Jason: [30:37] Yeah and so well so. Part of the problem is Shopper Trek cells meters to some particularly big chains that. In general tend to be classified as essential right so they’re skewed by like Walmart and Target but but even in those stores. That like are their sales comps are way up at Target and Walmart even in those stores traffic is down but fewer people want to go to the store but what they had to do pretty early in this pandemic is there actually throttling traffic and not letting as many people come in at the stores and probably don’t have time to Deep dive on that but that’s probably going to be the new normal in retail for like 18 months. [31:23] So a huge problem it for retailers with the brick-and-mortar fleet is you know you had some economic model where you were you know nominally profitable with the amount of traffic you could entice to come in your stores for the foreseeable future you’re going to have like half the traffic in your stores that you’re used to and it’s in there for you know profits are going to be super challenge so most most retailers in America even if they’re allowed to open, I really going to have to lean into digital sales and curbside pickup to augment. Very soft brick and mortar sales because we’re just not going to be allowed to have the density in the store. So add all that up and a bunch of retailers are going out of business right so like the ones that are already being talked about in the media there’s rumors that J.Crew could file this weekend, Neiman Marcus has like skipped a bunch of their interest payments and and is talking to lawyers. JC Penney is skipping payments and talking to lawyers they’re smaller chain but Tuesday morning is a dallas-based value-oriented chain that’s apparently talking to lawyers, Warden Taylor was acquired by. [32:43] The Footwear guys and now that looks like that they’re going to have to go in a bankruptcy again confounding all these bankruptcies is that it’s kind of pointless and difficult to file bankruptcy right now. Like ordinarily you’d file bankruptcy you do some kind of liquidation sale try to get some value for your assets and see if you could restructure. And at the moment you can’t do a liquidation sale so. Scot: [33:06] And I bet the courts are jammed up because there’s a lot of you know got all these restaurants filing bankruptcies and traditions like a lot of business churn right now. Jason: [33:16] Yeah and the dockets are just moving slower because the courts aren’t business as usual right now so so for so it’s a very weird time but there’s a bunch of retards that are at risk. There’s this company if you ever want to invest in a company that does well in bad retail times it’s this company called Gordon brothers so they’re the guys. Execute all these liquidation sales for all these retailers and they have come out and said hey we think 25,000 retail stores and a hundred thousand restaurants are likely to permanently close this year. So an ordinary year for retail would be like 5,000 retail stores closing a badger for retail would be like 8,000 closing. And and you know some closing is healthy because there’s this churn but 25,000 would be pretty unprecedented and then the restaurants are almost unimaginable. And then a different spin on that same premise. Is that UBS they kind of looked at this and said hey this is going to facilitate a permanent shift to e-commerce o we think. That would permanently going to see this shift from 15% e-commerce penetration a 25% e-commerce penetration. And that’s going to force a bunch of stores to close to keep the equilibrium and they did the math and said basically that means we need to close a hundred thousand retail stores by 2025. [34:43] So that means you’re in that 15 to 20,000 stores going a business closing every year for the next seven years. [34:54] Yeah so that is the super Doom and Gloom. Portion of my normal briefing I like to always end on a slightly happy note and so the. Scot: [35:10] I was going to ask you get invited. Jason: [35:11] Yeah yeah well like if you pay me you get the second half of the story which is what I think you should do to survive and thrive in that Clement. Scot: [35:20] Okay cool. Jason: [35:21] Even if you don’t pay me the one happy Trend and all this is you can no longer adopt a pet because all the pets have been. Adopted from all the shelter so lots of deserving furry friends have a new home which in and of itself is super happy. Yeah there’s a bunch of metrics to look at to talk about this but one simple one is search volume on Google for Adopt-A-Pet is up three hundred thirty five percent. The fun ramification of that is we now have the the largest cohort of new pet owners in the United States of America that we’ve ever had and of course they all learned how to get their pet food and cat litter and all their supplies via e-commerce so if you’re a you know and Ecommerce in the pets base or pet adjacent you know you probably have a pretty bright future at the moment. Scot: [36:18] Cool what a couple other kind of what I would call Green shoots in the from I’ve had a lot of time to watch CNBC so a couple of things interesting their Apple and Google results were not as bad as expected and you may think what’s that have to do with anything but Apple actually it’s going to start opening their stores here and that will be good and then people were expecting gloom and doom from these two folks and it wasn’t as bad as expected so so there that indicates that you know. Maybe this mix of things isn’t quite as bad and we’re going to kind of come through this faster on the other side Simon properties announced a plan to open a bunch of malls and then I had a question for you everyone talks about, dopest and now there’s curbside delivery but the is and Opus is in store right so. I propose we come up with a new term just to be clear so we have both this what we had, go pack buy online pick up at Curb do you like that. Jason: [37:18] I do unfortunately I have to tell you I believe you independently invented that but you are not the only one to have invented that. Scot: [37:25] Shucks about in the UK they have click and collect how about clicking curb. Jason: [37:30] You are the first person I’ve heard to invent that I’ll add one to that vernacular though like we talked a lot about curbside pickup and that like if you’re a store with a parking lot curbside makes a lot of sense but a lot of stores don’t have their own parking lot if you’re in a mall or you’re in an urban center you might not have your own parking lot and so curbside pickup may not work and so, I’ve heard a lot of stores that have launched a door side pick up. Meaning we don’t let customers in the store but come to our front door with your your quick your QR code and we’ll deliver your order to you in a touch u.s. way. Scot: [38:09] I propose we call that bow pad bulbous bow pack and moped. Jason: [38:11] Yeah absolutely yeah can’t have enough good acronym. Scot: [38:17] Trademark Jason discussion. Jason: [38:20] Inside note like based on how things were covered from SARS in China and in 2003 when we had kind of a this kind of quarantine and what we’re seeing in China right now which is maybe two months ahead of us, you want to learn those acronyms because, curbside pickup or door side pickup are going to be a super important part of the retail shopping experience for the foreseeable future and, like probably has customers weren’t how to do it and retailers get better at it like probably forever. Scot: [38:56] Yeah so another interesting kind of thing to keep an eye on is in this is again from watching CNBC in the first weeks of the pandemic and we’ll talk about a v-shaped recovery and then it was kind of like a you and now it’s like a long L but if you there’s enough data out of China that it looks like it’s been a very sharp V recovery there so another kind of thing to be slightly optimistic I don’t want to burst your death bubble but something to be slightly optimistic about. Jason: [39:21] Yeah so so I like so what I’ve actually like when you dive into it what’s interesting is some segments some categories of product had been very v-shaped in China and other segments have been very u-shaped so it has not like not everything has come back at the same, rate which is interesting and not necessarily what you’d predict so there was a there was a theory in China that there would be a ton of Revenge shopping like that as soon as you’re allowed back in the store everyone would have rushed back to their old vices and in some cases that has happened and then another cases, it’s recovering very slowly like primarily because both in China and here consumer confidence is it all time low people are super concerned about the economy. Pretty obvious that we’re going to come out of this in a deep recession and so all of those things tend to make the recovery slower. The the most terrifying letter that I’m hearing is not U or V or L it’s w. And that is because there are a lot of places where they thought they were through the worst open back up and then saw. Re-emergence as of the virus and now and in the height of irony foreign Travelers are traveling back to China and bringing the virus back, to China with them and so like the worst thing to happen here is this w-shaped recovery where sales start to recover and then get knocked back down. Scot: [40:50] Yeah yeah I’m optimistic it’s going to be I’m going with a sharp V I’m going to be The Optimist on this show. Jason: [40:57] I I think that’s smart positioning and I admire you for it. Scot: [41:02] Let’s jump into Amazon results so so it was interesting setup coming in this because eBay actually had a really good quarter they got a new CEO so you guys got a little momentum in the e-commerce world you had this kind of, super dark clouds like Jason highlighted there and then we had Amazon results tonight so I want to walk you through those just kind of frame this up this is Amazon’s q1 results so covers January February and March we’re recording this. You know very late April so we have kind of a whole nother month of knowledge based on what happened in that quarter but just kind of you know time is, getting really warped oddly at least for me and this pandemic state so just kind of put some dates out there California was one of the earliest dates to do shelter in place / quarantine whatever you want to call it and they did March 19th in the New York XX and another States kind of came in there all the way through as late as April 1 I think Alaska was the latest it like April 3rd or something like that so so you really only had you know call it, 20 days out of the 90-day quarter so whatever 2/9 is from a math standpoint so so it’s really only kind of 15 to 20% of the quarter was impacted by the pandemic and it happened so fast it wasn’t like this kind of slope into it really. [42:27] So that being said the results are a little mixed so clear beat on the revenue side and I think 2 2 is just going to be, tremendous if they only had 20 days of this in q1 and they had him significant bq2 is just going to be there just going to destroy Q2 see how that goes but the the- was to achieve that they had to do really heavy spending on fulfillment and my guess is what happened here is Amazon, it is a stream a well-run company and one of the downsides of being extremely well done is you have the impact of like Cyber Monday in, and you know for 10 days at the end of March the system wasn’t planning for that and prepared for it so it probably took it a while to flex and know what you have to do is you have to say well we weren’t really ready for that so we’re gonna have to eat some shipping fees we’re going to have to run a bunch of extra shifts we didn’t have people for Grant to eat some overtime you know those are the kinds of things that just ramp cost way up because they are probably really good at predicting this is what revenue is going to be this is exact number of people we need in trucks and fulfillment centers all that and then when Revenue kind of surges 30% it can kind of blow that up and take you a while to catch up so that was kind of the mixed part of it let’s see another thing so that also kind of flowed through margins in the bottom line and we’ll get into specifics. [43:52] We’ll talk about AWS that was interesting a lot of people think the stock trades more on AWS even than all the other parts I’m a little skeptical about that but you know just kind of the early read and we’ll know more about this when the podcast lands but here tonight the stock was down 5% and you always see these news reports Amazon mrs. bottom line stock down 5% well the stocks been up 30 percent year-to-date nose actually up five percent during the day to day so it just kind of like went back down to the price before takes people a while to just these things and see what’s going on. So we are going to dig so that’s the high level so we’re going to dig into the corridor go through some of the results and then we’ll have detailed and super intellectual analysis so Jason run us through the headlines on revenue and profits. Jason: [44:39] Yeah happy to I’m just hoping you’re signed up for the super intellectual part of the end Revenue was a happy story so Global Revenue came in at seventy five point five billion which is up 27 percent year-over-year once you take out currency fluctuation and that’s actually a faster rate of growth than Q4 which was a 21 percent growth so 27 percent Revenue growth, in this in this quarter that is you explained is kind of only, partly influenced by covid is a happy story Wall Street was looking for 70 3.7 billion so that’s a Beat, and the high end of Amazon guidance for the quarter was 73 billion so so like from Wall Street perspective the revenue was a great story and then as you alluded to the down side of the story was profitability right so gross margin for the quarter was, 41.3% which was below wall Street’s consensus expectation of 42.5 percent so that’s a myth, largely for all the reasons you talked about like they just incurred a bunch of extra cost and. [45:55] Therefore like didn’t hit their margin goals so that means operating income came in a little bit below their goal I think it was like, it’s right around four billion dollars so I think it actually came in at 3.9 billion. Versus a goal of 4.1 billion and shipping costs which always grow rapidly for Amazon grew. Like at a an accelerated rate so shipping costs were up 49 percent year-over-year previous quarters we saw like 43 percent up so faster shipping went up even faster they’re still a hangover effect you know remember it’s not that long ago than Amazon really leaned into one day delivery and so cost kind of went up for that as well so, a perfect storm of negativity on the profit side. Scot: [46:45] Yeah and when you dig into that revenue and Amazon used to have a lot more color here now they really only give you the kind of the Geo split so North American Revenue came in at forty six point 1 billion that was a 29 percent year-over-year growth so again I haven’t seen numbers during the pandemic but coming into this e-commerce was growing, twelve to fifteen percent is that kind of what you’ve seen Jason. Jason: [47:08] Yeah I think like US Department of Commerce our comscore would say like yeah right in the fifteen percent right now. Scot: [47:14] Yeah so yeah so here you have you know Amazon accelerating up to 29% and and acceleration the way it is if you look at the year-over-year growth from queue for their at 22% so then they ramped up to 29 percent so that’s that’s a. More than a third increase in the acceleration of growth which is just it’s just really hard to put that into. It’s hard to wrap your head around it because I know we’re talking about 22 to 29 wow big deal but this is this is that a 46 billion dollar quarterly rate you know and those accelerations there just like I did the math one time and they were gobbling up like 10 JC Penney’s. A point of grow that I don’t know what that math is now but just kind of amazing. Jason: [47:58] That’s the problem like you you hear that those kind of growth rates all the time but you hear them from the smallest companies in the industry like not from the overwhelmingly you are just company in the industry. Scot: [48:10] Yeah there’s the rule of large numbers that Amazon seems to be able to defy which is which is pretty amazing International revenues came in at 19 Point 1 billion that’s 20% growth all the numbers I stayed are in constant FX or what they call XFX taking out the fluctuations of financial are, currency fluctuations so the so International Group at 20% that was also a material tick up in fourth quarter the international growth wait rate was 15% one of the units of measure everyone looks at with Amazon that’s interesting is called the unit growth rate that accelerated, just 32 percent year-over-year and then fourth quarter it was a 22 percent so that’s kind of the fastest-growing metric here that went from 22 to 32 so what’s interesting is. [49:02] That accelerated more than revenue and what that indicates is asp came down and Amazon talked about that a little bit I think they said yeah the mix really shifted a lot this Corridor to essential Goods so you can imagine toilet paper paper towels face mask know all these kinds of things they have a lower ASP than buying please digital camera or something like that so so that was interesting aspect of the quarter on the prime side, this is one of the growth rates that didn’t accelerate materially it grew 29 percent this is tucked into a footnote called subscription Services Revenue it includes some other things but it’s mostly Prime so that grew 29 percent and then in fourth quarter that was 32% what you have to realize is the fourth quarter usually almost doubles so I think like if you looked at the third quarter it was like sixteen percent and then because of the holiday you have all these people signing up for Prime so then it surges and then it usually goes back down to kind of like about half the rate of Q for so it actually kind of hovered at that cue for a rate so while it’s not an acceleration it’s pretty much signing up Prime members at a Holiday pace so that that’s you know I think that. [50:15] Probably the most material metric in here that just kind of. This is brought all these new Prime people in they’re going to get addicted to the Amazon experience post pandemic and they’re just going to kind of raise the. The sea level of so to use your setup that you said at the top of the show you know if we do get to that 25% of sales are our online Amazon’s going to get a disproportionate. Chunk of that because I’m get everyone addicted to Prime. [50:44] Third-party Marketplace the mix there has been hovering around 50 to 53 percent so even with all this going on still a lot of activity on the third party Marketplace 52% of units were from that one of the one of the big amazon things I wanted to kind of inject here not not specifically related to the quarter is there is a lot of noise so there was a congressional hearing and some ex amazonians and then some current ones gut got asked a lot of tough questions about Amazon’s private label business and in there and I haven’t read the specific thing maybe you have Jason that the kind of let. [51:21] The kind of quote-unquote let slip that they absolutely do look at third party data to come up with all these products so that was kind of. Blew Up in a New York Times article that you know Amazon is set for years they don’t do this now there’s proof that they do then you know. One of the Amazon lawyers was like yeah but you can’t know what’s in our heart or something like that and that that caused it to get even more negative PR that they kind of like they didn’t intend to but it just kind of happened so that that didn’t sound very. Very apologetic tickets so so there’s there you know it’s kind of tucked into politics little bit so this then this whole thing like kind of rolls into some politics going on but that was interesting because you know Amazon has said for a long time don’t look at that data I think everyone kind of knows practical standpoint you know how do you how do you go researcher so let’s say we were in charge of. Amazon private label batteries I mean you’re not going to look at Amazon’s data you’re going to look at, Walmart’s and Best Buy’s but not your own that just doesn’t seem practical for a lot of different things what did you think about that article. Jason: [52:27] Yeah so again like Amazon has. A number of PR challenges and that certainly one and they testified to Congress that they weren’t doing that so that that like create some legitimate concerns for them like there’s part of me that’s like. This is nothing new that hasn’t been going on in retail for 60 years right and and, I mean private label and lately exclusive products like Target is wildly successful at creating their own products and there’s nobody that doesn’t think targets not using, the sales data they get from National Brands to influence what what products they make so it’s a little bit weird. The Amazon gets singled out for this like I you know I feel like a lot of other retailers are benefiting from Amazon being in the boogeyman now like even when they. They all engage in a similar practice so to me like I don’t look at that as a super nefarious thing but I certainly understand why. You probably shouldn’t testify in front of Congress that you’re not doing something that you are I guess. [53:38] I did want to like once white piece of color onto the other things like just talking about the the revenue growth that you talked about, one of the things that’s impressive in that is once covid kicked in there’s a lot of evidence that Amazon was doing everything they could to slow down sales right so you know they certainly reduce their shipping promises for non-essential Goods, but the more interesting thing is they turned off all of these like suggestive selling features and recommendations and it really seems like when you buy stuff from Amazon right now a lot of the the successful tools they use to try to increase your basket size. [54:13] They’re intentionally not doing right now so that Revenue growth all the more impressive considering they probably didn’t use their full arsenal. To sell, and then the thing that’s interesting to me on Prime is going to be there now is this event every year that really Goose has Prime Membership which is prime day and nobody knows what’s going to happen with prime Day this year like most of us believe, at best it’s going to get postponed I think it’s on unofficially already been announced that it’s going to get postponed, but you know you wonder what’s going to happen with that this year so interesting stuff to watch as you know the category of Revenue that I like to always pay attention to is the super excitingly labeled other revenue and the the the reason I’m interested in other is because other is primarily Amazon’s advertising business so the ads the revenue they generate selling ads on their platform that that was the fastest growing piece of the revenue That’s That Grew at 44 percent which is a significant its acceleration that amount of to like 5.56 billion dollars for the quarter. [55:34] You know it’s it needs to be seasonally adjusted but if that’s a a twenty billion dollar advertising run rate to put that in perspective Google does like 41 billion in advertising so, that that they’re becoming a significant number three advertising platform behind Google and Facebook. [55:58] And I I’m spacing in my head is Google that Google does like 41 billion a quarter right. Yeah yeah so so 20 billion versus 120 billion so you know still not still far away but by far the third largest advertising platform out there so that makes them much bigger than like a snap or a Twitter or some of those folks and it’s way higher margin than all these other services. Scot: [56:28] Yeah the growth rates are pretty interesting so Google’s growing it Google and Facebook are growing kind of mid teens so call it 13 and 17 percent so the Amazons continue to grow kind of in this 40% so yeah your chart it out they’ll eventually catch up it’s going to take a while but yeah you and I are saying that about Walmart for like five years and then like sure enough five years later they did that that’s the amazing thing about that Amazon is day you know. You can kind of set these trajectories at five and ten year cycles and you know I’ve been at this long enough that you’re like crap it they just kind of did it you know if they got there. Jason: [57:03] Yeah and so this is a place where the law of large numbers probably is working right in the much slower growth of those bigger players but, like what’s also interesting not only is Amazon potentially catching them but Amazon is catching them with a mixed Revenue model where they have Diversified set of Revenue which is way better than being exclusive exclusively single Source on the advertising Revenue model which is essentially the position that the Google and Facebook are in so if Amazon ever caught them they would caught they would catch them with a much. More robust business model than, the Facebook’s and Google’s of the world so that is is super interesting and it has all kinds of ramifications every other retailers trying to figure out how like this is another you like huge competitive Advantage for Amazon you can operate on a lower retail margins when you’re supplementing that Revenue with all this ad revenue and so if. Amazon’s retail competitors you’re trying to figure out how do you get your share of that and it’s very difficult. The other piece of Revenue that everyone totally totally follows that I tend to think is overhyped you alluded to earlier is the AWS business and AWS is an awesome business there’s no question about that. [58:22] Revenue for this quarter native us was ten point two billion which is 33 percent growth which is. A slight deceleration I think I think they were right 34% last quarter but but it’s been consistently. It’s growing but but at a slower rate which again is probably the. The law of large numbers now what is interesting this quarter is margins. Um we’re considerably up for AWS so they’re up to Thirty point one percent versus 26 percent last quarter so that’s a. Meaningful increase the the reason I say overhyped despite the fact that AWS has this great business it’s a great business that’s. Segmented in the earning statement so you can see it by itself and so everyone tends to look at that and go oh that’s where all the profit is an Amazon and the retail business for example isn’t profitable, and as you and I know and as we always try to teach listeners on this show. You really can’t think of the retail business as one business there’s a bunch of business models in there and some of those business models, are probably even more profitable than AWS so you know I think of for example the three piece out of Amazon’s business as being. A much larger piece of Revenue than AWS at similar gross margins so. [59:45] Like I would not turn down the AWS business if someone offered it to me but it’s not the only jewel in Amazon. [59:56] They obviously in their earnings hyped up a lot of the ways the AWS is being helpful in the fight against covid-19 and you know there’s a lot of Educational Tools that they’re giving away free to teachers. They’re providing a lot of data and processing power to researchers all over the world to help fight covid which is interesting. The other Revenue class that I’m always interested in is Brick and Mortar retail. [1:00:22] Um and so brick and mortar retail this quarter for Amazon was up eight percent which is super interesting because the last, quarter and for the last several quarters brick and mortar retail had actually shrunk at Amazon so it was down 1% last quarter this quarter it’s up 8%. And that’s actually remarkable because. There’s a super important piece of covid friendly Revenue that isn’t in that number, so if you think of all the people that are now having Whole Foods delivered at home and you go oh Jason yeah Whole Foods is selling way more stuff as a result of covid-19 and that’s why brick-and-mortar retail revenues up. That would make total sense except that in Amazon’s world if you place the order for those groceries online and then pick it up curbside or have it delivered to your house. That’s not considered brick-and-mortar Revenue so this 8% is actually people that paid at a cash register, in a whole food store and so interesting that that jump so much this quarter, and potentially bodes well for Amazon given that they kind of had lost ground there and and historically what they’ve said is oh yeah we lost ground because we shifted a bunch of people to digital, so this quarter more people than ever shifted to digital and they were still able to grow brick-and-mortar Revenue which is interesting and and along those lines. [1:01:46] I forget the count but I want to say there are like 340 Whole Food stores in the country. They’re only delivering groceries out of 80 of them when this whole thing started and so like well. It gets a lot of Buzz the amount of groceries Whole Foods delivers versus like a Walmart is is Tiny and what is interesting is that. Being the great operators that they were they were able to expand from 80 stores delivering groceries to 150 stores, delivering groceries during covid so they added a lot of infrastructure very quickly to sort of beef up their their curbside pickup and grocery delivery presents, and a little fun fact, I’ve been talking for a while about this new grocery concept that Amazon was working on and getting ready to open in LA and it probably was scheduled to open during this and did not open but what’s interesting is that that store in Woodland Hills has a, unique technology in it for optimizing grocery packing and it’s called the micro fulfillment centers kind of a robotic e-commerce site that’s inside of a grocery store for for filling grocery orders and what they’ve done with that story they haven’t opened it but they’re using it as a dark store on there delivering groceries, out of that that store which is kind of cool so. Scot: [1:03:08] Hipsters way we call this Cloud store like a cloud kitchen cloud storage. Jason: [1:03:13] Sure sure that’s a few like dark store already existed but yeah I’ll go Cloud store for you. Scot: [1:03:19] We could call it a buy online ship from cloud bop bop fluke I need to work on that I’m trying. Jason: [1:03:26] Yeah be careful when you Wing those those acronyms like during the show you’re going to come up with some profanity. Scot: [1:03:34] I know that’s it keeps listeners on edge they love. Jason: [1:03:36] Awesome. Scot: [1:03:39] Is Scott gonna mess up. Jason: [1:03:40] Exactly so that was kind of the story on retailgeek. Scot: [1:03:44] Yes I know we’re bumping up against time so I’ll jump through this pretty quick you know in wall Street’s mind it’s kind of like what have you done for me lately so you one’s over tell us about Q2 so Amazon did put out guidance for Q2 which is interesting because a lot of companies have just essentially said they’ve got done what’s called quote-unquote withdrawn guidance meaning hey so much going on I have you I don’t even know what to tell you so you know well we’ll see how the quarter shapes up Amazon did put guidance out there and they said Q2 is going to come in at seventy five to ninety 1 billion and just kind of as a reminder at the top of the show Jason said we did 75 billion so so kind of you know at least as good as q1 but with a fair amount of upside to that 91 billion number. [1:04:34] Amazon has had a history of kind of coming in at or above the top end of their guidance at the midpoint there that would be 23% your growth and you come again we’re kind of grown at 27% here so I do I feel like they’re sandbagging a little bit there and they’re going to come in at the highwomen Part of That Wall Street was at 78 billion so kind of in line with what they were thinking they’ve been creeping that up as the pandemic stuffs happened big surprise to Wall Street and this may be why Amazon noise goes to these invest in Harvest Cycles this was a signal that hey we are going into the mother of all invest cycles and they essentially said hey Q2 bottom line is going to be a range of minus one and a half billion to positive one and a half billion so kind of 3 billion range there. [1:05:19] That doesn’t sound crazy but what Wall Street was expecting was more like four billion so they effectively said to Wall Street I know you were thinking we’re going to make four billion next quarter but we’re actually going to possibly spend all that and another one and a half billion and essentially invest five and a half billion dollars that quarter so in that kind of takes us to the analysis color commentary so in the note to shareholders it’s usually a lot of fluff in there but there was this really interesting line where Bezos said and I’m going to quote this quote if you’re a shareholder an Amazon you may want to take a seat because we are not thinking small so. [1:05:57] You know I don’t know what that means but it kind of says to me everyone interpreted it different it says to me that they have, they see the surge they think it’s going to stick and they’re going to just like invest like we’ve never seen before into that that invest mode so that’s going to be really interesting to look at they specifically called out in Q2 they’re going to make over 4 billion dollar investment that called it into covid related activities and you’re going to break that down for us so let’s see so it’s gonna be interesting how much of this do they spend on covid related stuff how much is and shipping and fulfillment centers that you know they’ve talked a lot about how they’re going to hire hundreds of thousands of folks so so that’s interesting. Jason went what did you pick apart from some of the color there. Jason: [1:06:52] Yeah well first of all like just thinking about that Top Line like I was terrified when I read that and the reason I was terrified is because um you know they’re a bunch of retailers that are going to go out of business and Amazon’s going to spend a fortune grabbing all of tha

This Week in Amateur Radio Edition #1098/1099 Release Date: March 21, 2020 Here is a summary of the news trending this week. This weeks edition is anchored by Dave Wilson, WA2HOY, Don Hulick, K2ATJ, Will Rogers, K5WLR, Rich Lawrence, KB2MOB, George Bowen, W2XBS and Jessica Bowen, KC2VWX. Produced and edited by George Bowen, W2XBS. Running Time: 1:49:33 Download here: http://bit.ly/TWIAR1099 Trending headlines in this weeks bulletin service: 1. Dayton Hamvention Announces Cancellation of 2020 Show 2. ARRL Suspends Tours and Guest Visits to Headquarters and W1AW, RAC Head Office closes. 3. International Group to Reactivate the Legendary Yasme VP2VB Call Sign 4. Visalia International DX Convention, Other Events Cancelled Due to Virus Worries 5. PSAT3 Launch Cancellation Means No DARPA Launch Challenge Winner 6. ARISS Celebrating Successful Launch Carrying Interoperable Radio System to ISS 7. Nominations Invited for 2020 McGan Silver Antenna Award for Excellence in Public Relations 8. FCC To Hire Substantial Number Of New Agents To Capture Radio Pirates 9. FCC Levies $18,000 Fine on Louisiana Amateur Radio Licensee 10. Canceled Ohio ARES State Conference Morphs into Statewide Communication Exercise 11. One VHF-UHF-Microwave Conference Postponed, Another Canceled 12. Team Exuberance Aims to Lower the Average Age of CW Contesters 13. Interest in Ham Radio Soaring As Country Grips With Virus Outbreak 14. ARRL Calls for Continued Coexistence in 3.4 and 5.9 GHz Bands 15. ARRL Says That Virus May Impact Amateur Radio License Testing 16. Georgia Institute of Technology CubeSat to Feature Amateur Radio Robot Operation 17. The British Amateur Television Club Offers Amateur Radio Clubs Free Streaming Service 18. Ham Radio Clubs Connect Amid Social Distancing 19. Long Island CW Club Offering Free, Online Morse Code Instruction for Homebound Youngsters 20. FCC Commissioner Michael O’Rielly Nominated for Another Term 21. ARRL Headquarters Remains in Operation, Many Staffers Working Remotely Plus these Special Features This Week: * Technology News and Commentary with Leo Laporte, W6TWT. Leo talks about working from home, and how Microsoft is downsizing its voice assistant, Cortana. * Working Amateur Radio Satellites with Bruce Paige, KK5DO - AMSAT Satellite News * Tower Climbing and Antenna Safety w/Greg Stoddard KF9MP, will tell you how to correctly replace your tower guy wires. * Foundations of Amateur Radio with Onno Benschop VK6FLAB, will talk about how amateurs stand on the shoulders of giants, and a quick look at all bands, all modes, and all countries. * Weekly Propagation Forecast from the ARRL * Bill Continelli, W2XOY - Ancient Amateur Archives - History of Amateur Radio #11: this week, Bill returns with another edition of The Ancient Amateur Archives, this week, presenting Part Three of "The 1940's VHF Spectrum Battles" * Classic RAIN: Classic Rain Edition #: "What is Real Ham Radio?" A special commentary. ----- Website: http://www.twiar.net Facebook: https://www.facebook.com/groups/twiari/ Twitter: http://www.twitter.com/twiar RSS News: http://twiar.net/twiar.rss iHeartRadio: http://bit.ly/iHeart-TWIAR Spotify: http://bit.ly/Spotify-TWIAR TuneIn: http://bit.ly/TuneIn-TWIAR Automated: http://twiar.net/TWIARHAM.mp3 (Static file, changed weekly) ----- Visit our website at www.twiar.net for program audio, and daily for the latest amateur radio and technology news. Air This Week in Amateur Radio on your repeater! Built-in ID breaks every 10 minutes. This Week in Amateur Radio is heard on the air on nets and repeaters as a bulletin service all across North America, and all around the world. on amateur radio repeater systems, the low bands, and more. This Week in Amateur Radio is portable too! You can find us among talk radios best on TuneIn.com, or via Google Play. We are hosted by various podcast aggregates like Spotify and Stitcher too. Visit our site for details. You can also stream the program to your favorite digital device by visiting our web site www.twiar.net. This Week in Amateur Radio is produced by Community Video Associates in upstate New York, and is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. If you would like to volunteer with us as a news anchor or special segment producer please get in touch with us via our Facebook group. Search for us under This Week in Amateur Radio.

Last week, Dr. Nicki mentioned Peter Liljedahl's research on vertical, non-permanent spaces. That took me on a journey into Peter's work, and after reading all of Peter's work around Thinking Classrooms, I had to invite him to the Modern Learners podcast. Luckily, he made time in his busy schedule before we concluded our math theme. Meet Peter Liljedahl Peter Liljedahl is currently a professor at Simon Fraser University in Vancouver, Canada. He is also the President of the Canadian Mathematics Education Study Group and the International Group for the Psychology of Mathematics Education. He has an extensive body of work that he generously shares at Peterliljedahl.com. Thinking Classrooms Peter most prevalent work is his research on "Thinking Classrooms." In his forthcoming book, he writes, "a thinking classroom is a classroom that is not only conducive to thinking but also occasions thinking, a space that is inhabited by thinking individuals as well as individuals thinking collectively, learning together, and constructing knowledge and understanding through activity and discussion. It is a space wherein the teacher not only fosters thinking but also expects it, both implicitly and explicitly." Initially, his research indicated nine principles, and the initial publication can be viewed here. However, in the interview, Peter explained that the research has evolved, and there are now 14 principles in the Thinking Classroom. In the podcast we discuss just three. First, we discuss at length collaboration and vertical, non-permanent surfaces. The two compliment and enhance one another. Peter concludes the interview with a brief mention of the random grouping principle. He says the evidence for what random grouping does for classroom community is vast. The Bridge Between Math and Places and Spaces This podcast episode is the perfect bridge between our MLC themes. We've spent time exploring math through our Modern Learners Lens, and now we're moving into Places and Spaces. Peter does an excellent job in this interview explaining the research behind vertical, non-permanent spaces. He even mentions that he's never seen a classroom not be able to find space or budget to create more vertical, non-permanent spaces once they experience the thinking those spaces naturally produce. The research is clear, and now we just need to make it happen.

Bill invites “rocket scientist” Jeff Glickman to the studio for this latest episode of “Squashing the Market." Bill and Jeff explore one of the most complex and intriguing topics in finance and technology today: the development of Artificial Intelligence (AI) and its use in the investment world. Jeff is uniquely positioned to explain this topic. An information systems guru, Jeff built his first computer at age nine. At age sixteen, he taught semiconductor physics at the University of Illinois Urbana Champaigne. He has delivered advanced technology and services to a range of organizations including The Department of Defense, Ford Motor Company, The International Group for Historic Aircraft Recovery and NASA, among many others. Most of Jeff’s work has been in artificial and machine intelligence, image processing and pattern recognition. He holds approximately 50 patents in multiple disciplines including machine intelligence, computer architecture, communications and pattern recognition. Jeff is the founder and CEO of J4 Capital, a Registered Investment Advisor that uses AI and machine learning to implement its investment strategy. Produced, engineered, and edited by Sam Swanson. Music by Alex Atchley.

As Singtel launches the PVP Esports Corporate Championship and PVP Esports Campus Championship Techsauce Senior Content Editor Issaree Chulakasem speaks to Cindy Tan, the head of marketing of International Group, Singtel on the future of esports.

EP206 - Amazon Q4 2019 Earnings Deep Dive  Amazon released their Q4 2020 earnings on Thursday Jan 30th.  In a holiday quarter that has proved to be challenging for many retailers, Amazon soundly beat analyst expectations, and raised their governance for Q1 2020, driving their stock up.  Amazon's market cap is currently larger than the next six largest retailers combined, and their competitive advantage may be even greater. In this weeks episode we do a deep dive into all the details of the earning report. We look at top line results, AWS, ads, physical retail, and Logistics. We break down what it all means, and leave you with our conclusions. Don't forget to like our facebook page, and if you enjoyed this episode please write us a review on itunes. Episode 206 of the Jason & Scot show was recorded on Friday, January 31st, 2020. http://jasonandscot.com Join your hosts Jason "Retailgeek" Goldberg, Chief Commerce Strategy Officer at Publicis, and Scot Wingo, CEO of GetSpiffy and Co-Founder of ChannelAdvisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. Google Automated Transcription of the show Transcript Jason: [0:24] Welcome to the Jason and Scot show this is episode 206 being recorded on Friday January 31st 2020 I'm your host Jason retailgeek Goldberg and as usual I'm here with your co-host Scot Wingo. Scot: [0:38] Hey Jason and welcome back Jason Scott show listeners it's exciting times in the world of retail and e-commerce Amazon reported their fourth quarter results back from 2018 feels like a a year ago even though we're still in January of 2020 and they were so impressive and important to I think everyone in the ecosystem not only retail but e-commerce and shipping that were really going to focus to do it dive in this episode on really understanding and unpacking these results probably in a deeper way than we've ever done so look forward to taking you on that journey and love any feedback you have on that before we do that Jason you in a couple short weeks are going to be representing the podcast sadly I can't make it but you will be in each OS tell us about that. Jason: [1:27] Yeah I'm very mixed feelings I'm super excited to go to Palm Springs Palm Desert area in February which is a much warmer than it is in Chicago as you. You may know and we have a bunch of I think pretty interesting guests lined up for podcast so so stay tuned for that but of course it's always sad to be an industry event without you and I always feel like I'm cheating when I record a. Show without you but obviously there is a segment of fans who feel those are the best shows in their favorites. Scot: [2:00] Yeah your mom and it's pretty much pretty much it. Jason: [2:04] I'm pretty sure she's not in that segment. Scot: [2:06] Boom Cooper I look forward to seeing who you can rope into doing some interviews those are always really good but that is coming up in let's talk about Amazon. Jason: [2:23] News new your margin is their opportunity. Scot: [2:33] So we're kind of mixing it up as I mentioned at the top of the show this was such a big quarter that we think it's really important to spend a fair amount of time on it so so we're going to break this into three parts so we're gonna talk about the setup going into kind of holiday and what we learned before Amazon announced I'm going to go through the highlights of the results there we can spend the bulk of the show on an analysis really kind of picking apart what's this mean for the industry so Jason want to take us through the setup going into Amazon's. Jason: [3:05] Yeah so obviously Q4 is a super important quarter for all of retail and it's been a little checkered coming into this Amazon announcement so MasterCard which has a panel of all people that shop with a MasterCard had reported that retail sales for the quarter were decent I think they said total sales were up three point five percent which is average to good. Growth rate for total retail and they said e-commerce was up 18% and so that, in and of itself didn't seem so surprising but then individual retailer started reporting. [3:51] And the folks that you you might have expected to be distressed we're generally more distressed than expected in the people that you might have expected to do well also seemed down so it's been this odd thing where MasterCard said hey overall it was kind of an average quarter and then the overwhelming majority of people that were reporting we're reporting a pretty disappointing quarter so you know that that created extra anticipation coming into. The two biggest retailers which were Amazon last night and then Walmart is on a really goofy fiscal year and so they won't be reporting toll February 18th, if I have it my memory serves but so. You know you wouldn't expect JCPenney's to kill it but they were down like 7.5% Cole's was down which has off-price retailer had traditionally been more resilient bunch of the apparel companies were down Macy's was down L Brands was down even some like value stores like five below which is in that dollar category those guys were down and Target was up but they were way below their guidance. [5:06] In general you know reading into this quarter it's felt like a pretty depressing quarter we've also seen a lot of evidence that the quarter was way more promotional in any quarter ever which means profits are likely going to be down and we've heard anecdotally from a bunch of these retailers that manufacturers, have way more inventory than they usually have this time of year and so there's a lot of distress inventory that manufacturers are trying to pump through the retail Channel right now so all sort of bad indications leading up to Amazon's announcement last night so Scott can you tell us how that what what how it transpired. Scot: [5:48] Yeah I would say that it was Wall Street was was extremely surprised pleasantly surprised in the world of public companies you have this kind of you know what what's the current period expectation and then what's the forward period expectation so the current period and this conversation of fourth quarter of 2019 the forward quarter would be q1 of 2020 so this is what's called in Wall Street lingo a classic beat so they beat the fourth quarter of 19's expectations and then they raised the q1 2020 expectations. When you do that you frequently. I'm have a pretty immediate and exciting stock action and that was certainly the case here so Amazon stock surged today Friday to 2008 that's a price not not a year which is a over 7% one day increase if you follow small stocks you know that may not seem like a big deal but this is a trillion dollar stock so 7% is seventy billion dollars of market cap that was created so I don't know how that compares this probably like 20 JCPenney's or something something like. Jason: [6:56] Yeah so I did look at it and it's fluctuated a little today it actually like as we're recording this show it's. Slightly nominally under a trillion dollars but, it's the equivalent of the next six largest retailers in the market so Amazon's market cap is the same as Walmart plus Home Depot + Costco + lows + CV s + T.J.Maxx. Scot: [7:20] Yeah but even just the 74 billion created today is larger than many individual retailers. Jason: [7:25] Oh yeah the 74 billion today is a larger market cap than TJ Maxx or Target it's. Scot: [7:32] Wow so you talked about it but that put some work just shy of the trillion dollar Club I think they're going to get there and we'll talk about what Wall Street thinks that's going. Shoot Em Up There, but just for folks that are tracking this apple is ahead at one point three five trillion and Microsoft's 1.3 trillion so Amazon's flirted with the trillion market cap club and I you know I think it's pretty safe to assume here that they're going to get there pretty quickly and stay there for the rest of 2020 so let's talk about the highlights that caused this this exciting and peeled onion a bit so you know, one thing that's not customary for Amazon is talking about how many prime users they have so in they're releasing on the call they talked about having a hundred fifty million Prime users and in the fourth quarter they sold more Prime memberships than they ever have before in any other period that's pretty material because you would think maybe Prime day would beat fourth quarter but you know that's not the case so so fourth quarter compared 30. Prime days in third quarter so so they must have sold more Prime memberships from the holiday sales than they did from Prime day. [8:39] Last time they announced this it was for the calendar year 2017 they announced it in 2018 and they said they had a hundred million so they have added 50 million Prime subscribers over a two-year period essentially so that's pretty impressive from that there's a line item that counts that revenue and that's called subscription services that accelerated to 32 percent growth again kind of supporting that, that that kind of more vague statement that those more sign ups than ever before those pretty material acceleration of that metric and then another nice thing is that's that's five billion dollars just for the quarter so that's essentially. Customers giving Amazon money in the future for you know fast kind of quote unquote free services that you know helps Amazon's cash flows which is pretty amazing I don't think we ever see anything quite like that it's kind of like prepaying for products on this you we see subscriptions but you don't see kind of like almost. Soccer is a service type prepayment so then. [9:42] The third party unit share came in at 53 percent of overall units meaning first party was 47% that was steady now what, what that doesn't capture is and I'll talk about this in our deeper analysis is unit volume is not the same as gmv and we'll talk about, so the transactional dollars you could have unit volume kind of flat quarter-on-quarter but you could have a huge surge in the dollar volume because the average order value could go up in three p down in one p there's a lot of things that can change that. The revenue from what they call 3rd party seller services this is largely what they charge sellers use FBA That Grew 31 percent year-over-year and surged, I almost wonder. If they're having a problem keeping up with this demand because they're building out fulfillment capabilities at about a fifteen to twenty percent clip and if the demand for FBA is growing at 30% you know that that's. It's going to be interesting and it will talk about fulfillment side in a second I talked about this being a beat so Revenue came in 2% above the top line which is a I would say a moderate beat but what really surprised everybody was. The operating income it came in 34 percent above the high end of where Wall Street would think so what happened here we'll talk about this in the gnosis so. [11:02] Amazon so this was obviously a big question in Amazon said you know it was overall adoption of the Prime platform due to the new prime one day offering so if you remember in Q2 they started offering one day Prime and this isn't available on every product they're working to get it on more and more products all the time but increasingly you will find products that are available to come in one day. Versus used have to pay a fee for one day delivery anywhere between like three and ten dollars it always varied based on what I saw the. [11:36] Um inside of that Revenue grew 21% year over year to 87 point four billion paid units grew 22%. This gets Wall Street really excited because. Because Amazon has you'll talk about this the cloud computing which is Amazon web services or AWS the ad business you know those things kind of. Could be used to prop up growth and The Core Business which is we would think of as retail could be growing slower. Paid units takes those things out so when paid units accelerates and is growing you know I think you talked about the high-end Mastercard at 18% this is growing faster than kind of what we thought was pretty you know aggressive number that is a really big signal that something has changed and most Wall Street analysts kind of view that as the signal that prime one day has really been a game changer. [12:27] Within their North America grew 22% year over year and International Group 15% another thing that's interesting is North America's well over two thirds of the business now Internationals about one-third so that's how you can have you don't take those numbers and average them North America as growth is able to swap the growth on International incidentally both those were above wall Street's expectations and then you know you and I speak a lot and we always hear that Amazon is not profitable. Well operating income came in at 3.9 billion so that is pretty darn profitable by my calculations Jason you dug into the cloud computing stuff how did that go. Jason: [13:06] Yeah so first caveat you talked about the the rumor that you know people out the talking point that Amazon is not profitable if they don't have that talking point they have this talking point that. Amazon is profitable but exclusively because of AWS which is also annoying and not true but that being said AWS is a darn good business and so they had another good quarter of growth revenue for the quarter was to nine point nine billion which was up 34% from the corridor they're by far the market leader so when you're the market leader and you're growing at 34% that's a pretty good story and it did beat Wall Street expectation. However it is part it is a clear deceleration of the growth so. You know from as far back as i q 1 2017. This this business has been growing 40% or better every single quarter and then Q 2 of this year for the first time at dip below 40 it was 37 percent growth last quarter 35 percent growth this quarter 34 percent growth so it does feel like. The law of large numbers is starting to kick in and and this crazy growth rate is slowing down a little bit but like for any business. This is still great growth in its great growth. [14:34] On a big number and it is highly profitable business and then the other you know thing to keep in mind about this whole AWS service is. The bulk of the the Computing world is still not yet on the cloud right so there's a lot of estimates that you know it's maybe ten to fifteen percent of all compute is on the cloud right now so the. Potential future market for these Services is very large and you know it is. Certainly a challenge for their biggest competitors Google and Microsoft. Interestingly Microsoft reported today and you know they have a competing product called azure and as your you know on a much smaller base is growing much faster so they they dramatically beat Wall Street expectations. Who are Juliana Azure 62 percent growth which also made some news so it's a pretty competitive. Hot cycle but Amazon continues to do a lot to maintain their lead and I think they also rolled out something like a hundred new AWS services this quarter. Scot: [15:46] Yeah there's there's one argument and this is not our purview so I'm not an expert on this but that Microsoft's kind of stuff in The Ballot Box because I think they put Office 365 another cloud computing there's simply kind of taking the office build it kind of license converting it over to cloud and then kind of counting it in that as your number if I understand right. Jason: [16:07] Yeah I think that is potentially true but I'm not actually sure that is stuffing The Ballot Box because of you you know if you think about they. Previously they had to sell those customers on office every. Year and often people didn't upgrade right and so if they're successfully able to migrate all you know a big chunk of customers to Assassin model and they're delivering that from the cloud like that that actually is indicated of of them growing the business so I you know I'm not sure I would call that super nefarious but for sure it helps to have some super popular products like that to Goose your Cloud business. Scot: [16:45] It's not a nefarious it's apples and oranges will agree to disagree. Jason: [16:49] Fair enough okay yeah as as per usual. Scot: [16:51] But you're on how about the ads business Jason. Jason: [16:58] Yeah so this was another I mean I feel like we shouldn't be saying another bright spot because they all seemed like bright spots but so Amazon has this segment of Revenue they call other which is not exclusively but mostly this the advertising business and it was another huge quarter for that the other segment of group 41% to 4.8 billion so you know they were on a run rate to do 10 billion in 2019 and I think with this number they're actually going to have an added it up but I think this actually puts them at like 11 or 12 billion for 2019. Scot: [17:41] Are they I think last time I looked they were passing Snapchat and had a bead on Twitter set that kind of. Jason: [17:47] Nope they passed them both. Scot: [17:49] Okay yep so they just have. Jason: [17:51] They're the third largest digital advertising platform in North America. Scot: [17:56] Yeah those Facebook and Google are so big it's gonna. Jason: [17:59] Yeah yeah we'll talk about that a little bit more in the in the analysis but definitely a good quarter for ads and it's having a ripple effect on the rest of the retail industry. Scot: [18:11] Cope about physical stores. Jason: [18:12] Yeah so this is a new category Amazon had to add after they acquired Whole Foods. And this is down 1% it's about the only thing in the whole earnings report that was down and it was down 1% to 4.4 billion it was also down 1% last quarter. So this is almost exclusively Whole Foods that I think there's like 80 other stores besides the 500 Whole Food stores. [18:42] And it is interesting that it's down again you know normally brick-and-mortar retailers growing at like three or four percent you know Amazon's doing a bunch of interesting things in the whole food stores and and their stores that cater to a relatively affluent customers. Which is you know a segment that has been more resilient so you'd you would kind of expect it to be up. Um and the thing that really kind of skus this number and makes it not all that useful for me is Amazon has aggressively converted those Whole Food stores to home delivery stores so. You know they launched a delivery service out of Whole Foods and they used to charge per delivery or they would. Sell a separate membership they did away with all of that and so you now can get free two-hour delivery from a whole food store and they haven't disclosed how many customers have are regularly using that service but if you use that service you're in their e-commerce sales not in there. They're physical retail sales because they they. [19:45] Attributed based on on where the order is collected and those orders are collected on the web so I suspected we knew what the. The sort of bow purpose and home delivery number was from Whole Foods and added it to this like you know I'm not saying it would be a huge growth but it probably wouldn't be negative but as it is you know they're they're slightly declining in a market with where other Grocers are slightly growing. Scot: [20:12] Yeah that it's interesting too because they've opened up so many of these kind of little bookstores and four-star stores and all that jazz you think that inorganic growth would help this number so it must. Either it's like seriously declining in there having trouble just treading water or to your point there we categorizing it and we there's a one piece of data we can't see to really understand what's going on. Jason: [20:33] Yeah and probably very likely a little of both. Scot: [20:36] Yeah wrinkle so then that was that captures kind of the highlights of fourth quarter 2019 now let's look forward again a Wall Street thing is you give guidance so companies give a range of how they think things are going to go. And they did a beat and raised on guidance so revenue for the first quarter of 2020 was guided to above analysts and. Amazon says 73 billion at a a midpoint if they get that would be twenty two percent growth they're essentially saying look The New Normal is 22 percent growth so buckle up. So that's going to be interesting there in Amazon's historically somewhat conservative so there could almost be I won't see ya shot that maybe like 25% I don't know you get the sense that they are seeing something in the data from prime one day and that is a game changer and really. Almost changing the business. But that being said it was a little mixed because margins were muted and guidance and they were very careful to call out exactly why in all. Pick that apart when we go into the analysis side Wall Street brush that off they effectively said look, you guys have shown us that this is paying off this investment in prime one day we're comfortable with you continuing to do that and in Amazon's got really good about articulating. [21:59] How much they're spending where it's going and what's really interesting about it is it's kind of forever dollars which is nice so effectively capex investing into new things that will be used for years and years so. So then another area of investment that they specifically called out as India there's a lot of press Jeff Bezos was in India you've probably seen the pictures of him wearing kind of a funky jacket and doing like a lots of fun things in India it's a huge market for them and announced they're going to invest a billion dollars, don't think they put a time frame on this I kind of mentally. Wrapped it up to 2020 but it could go beyond that certainly not going to be 1/4 that's a according to emarketer that's a two hundred billion dollar a year in five years area that's growing really rapidly and then Amazon again kind of in a uncustomary way they. [22:50] Put out some data around that market they said they have 550,000 sellers now sixty thousand of those export products and then they've created 700,000 jobs kind of amongst their three peas in India there there exclusively third party so they don't have a first party kind of business and they've created those 700,000 jobs since their 2013 launch. They did announce a huge investment fulfillment centers will talk about in the end now section and then based on all this data and the results of Q4 analysts nudge their price range is up between 2275 and 2500 I saw some a little bit higher than that but that seems to be kind of where everyone's clustering in that that section so again they kind of ended the day at 2008 I think they only have to get up to 2100 to be in the trillion dollar Club so and I'll start expecting that they will get there and stay there. [23:44] So those are the results we did the set up heading into this this announcement the highlights now let's really dig into what this means and do it dig that deep dive on it I wanted to spend some time talking about this prime one day so so one way to think about Amazon is it's a capital intensive business because of fulfillment center parts of it. Unlike eBay so eBay is a pure digital business they don't have fulfillment centers or delivery trucks or anything like that they may have some office space but other than that it's pure digital business and what's interesting is Amazon has now kind of shown to Wall Street look we're gonna go into these invest modes and we're going to invest heavily against something that we think is going to work but then we're going to have a harvest mode and that's what gets Wall Street really excited because when they have these Harvest modes Wall Street is typically perpetually surprised where I surprised investment works and then they're surprised by how much profitability comes out of that Harvest so I would characterize that is what's going on here so Amazon again started in Q2. And what they did is they said they announced prime one day they said we're going to announce 800 million in that quarter and then in Q3 announced about a billion and then in Q4 they've now announced that they spent one and a half billion all on prime one day. [25:03] So you throw all that together and you get about a four to five billion dollar investment in this new initiative that seems that's a really big number and it's very easy to be skeptical on that but now we're seeing that 22% paid units number accelerate nicely so Rin that entering that Harvest mode and what Wall Street analysts are thinking is once we kind of lap Q2 that those investments will taper off the infrastructure for Prime Monday will have largely been built they'll still be some more but maybe it's going to be like 500 million kind of level of investing and then we're going to hit this really big Harvest Motes that's what's got everyone excited. [25:43] Where does that dollars goes when we say four to five billion dollars where does it go it's all in shipping infrastructure so it's more fulfillment centers one of the big things about so if you think about this supply chain the end of the supply chain the the start I guess in the supply chain is the Fulfillment center so the products being there for consumers then a then that then you have the consumers primarily a residence so in the middle the two important pieces where I think the bulk of investment are going is sortation centers so to be able to ship all this stuff one day you have to sort it into not only zip codes but zip plus 4 so that you can get it on a truck that's going to do a very tight route and be super efficient so Amazon's invested heavily in that so used to be they didn't have any like five years ago they had very few sortation centers there were relying on the USPS FedEx and UPS for that function so now they've built out that and then they've also built out the trucks I go to work every morning I have about a 30-minute commute and I probably see 30 Amazon Prime trucks on one of the major highways here in this area so. Jason: [26:45] And those are just trucks following you to deliver. Scot: [26:47] Yeah like slow down we're trying to give you all your packages so you know. So again this amazing amount of investment and then what's also interesting is they build these things but then they you know. They're going to last for very long time you know fulfillment centers last for presumably 10 plus years they the insides frequently have to be updated but you know the big kind of the pad the walls all that stuff in the sortation centers I think that technology lasting longer and of course trucks last a relatively long time so so what they're building is they already had more infrastructure than anyone else and they are just kind of like. Quadrupling down on that infrastructure so so. That's kind of what prime one day means and then you know my other point on it is consumers love it so consumers are buying more and more frequently and signing up for Prime because they love the one prime one day feature. Jason: [27:46] Yeah and I mean I the way I think about it like that faster delivery service does mean they win more orders against other eCommerce sites so you know maybe you ordered something from Amazon instead of Walmart because it will arrive faster but also it just entices households to order more stuff online that they previously might have ordered or purchased in a store and so like it you know they're not just stealing share from competitors like they're actually like increasing. They're addressable market so. Scot: [28:23] Yeah good point. Jason: [28:26] So that that is very strong the. Question I get asked a lot about Amazon lately when I visit other retailers is around the ads the. [28:41] You know as we've already highlighted a little and we'll talk about more Amazon has this Rich echo system and everything feeds on everything else and so you know increasingly Amazon has this great Diversified Revenue. [28:55] Echo System right and all these different places they make money and you know all the all these Services they make money on that support the retail business like FBA fulfillment all these new things if you're a traditional retailer that you know is just has e-commerce with all those other services it's really difficult to be profitable. And so in general when we look at you know a omni-channel retailer that you know they generally have separate accounting for their e-commerce business and that e-commerce business generally isn't profitable or certainly. It's less profitable than their brick-and-mortar business and so you know most retailers are looking for ways, to improve profitability and then you see wait a minute you know Amazon's building this huge highly profitable advertising business, on top of the retail business. So estimates are right now that that Amazon's ad business is about 9% of All Digital ads. And so to put that in perspective Google is currently I'm sorry Facebook is currently at. 22% and Google is it 36 percent so Amazon's already the second largest Advertiser the forecasts are of course for Amazon to gonna grow much faster than those other so. So the 20:23 forecast is. [30:19] Amazon at 14% Facebook at 20% and Google at 31 percent so that you know they're potentially getting much closer to the size of these other. Big guys and they have a ton of other revenue streams that these other big guys don't have in General ad sales is highly profitable because. The cost of goods sold is almost negligible. And so if you're Walmart or Target or any retailer in you're struggling for profitability on e-commerce and you look at Amazon you go man I need to get some of that lucrative advertising business to supplement my business as well and so we've actually seen a bunch of other retailers. Invest more effort in their own sight monetization efforts or their own retail media efforts and, Walmart used to Outsource ad sales to a company called Triad and they fired Triad and and built an internal team they have now launched a bunch of Their Own Self Service apis so that you can programmatically by ads on Walmart. Target you know double down on. They're their ad sales team and they now call it R and L Kroger bought a division of dum-dum humby and rebranded and they have this hole. Precision marketing thing but I'll be honest at the moment. [31:42] Like obviously none of these these retailers have close to the traffic or eyeballs that Amazon does so they're you know they're certainly not getting the same kind of share and at the moment all the dollars that every other retailer is getting in their ad program. [31:57] Um are what I call Trade dollars which means sort of your the. Frito-Lay sales team at Walmart and Walmart agrees to buy you know a billion dollars of free delay and Fritos and part of the trade agreement when Walmart agrees to buy all this Fritos is that Frito-Lay will kick in. Some advertising dollars and historically those dollars might have been used in a store circular or an in cap or some kind of sampling program in the store and increasingly, those trade dollars are getting used for digital ads on Walmart.com but those dollars are all being paid by the sales team you know that sells stuff at Walmart and what's unique about Amazon's ad sales is they're not just getting trade dollars there's a lot of Chief marketing officers that have a budget to build their brand and they're deciding to take dollars that they used to invest in Google and Facebook and put those dollars in into Amazon because there's a lot of eyeballs there with a lot of high buying intent and so at the moment, it feels like. Like a huge Advantage for Amazon that they're getting these these incremental dollars and other retailers are are trying but really not being successful to sort of follow suit. Scot: [33:17] Yeah it's interesting I get your point on there being no cost of goods I would say I've had more random people that aren't in our industry complain about the searchability and findability on Amazon lately and I think it's the ads kind of you know so I think there is a quote-unquote cost of goods maybe maybe a better call it a cost of consume user experience or something. I do worry that it feels like we may have crossed over a point where the ad load is too high and it's kind of confused the buying experience and then you know there's been a lot of negative press around counterfeits Bad actors those folks are going to be very aggressive on the ads because they you know they presumably have better margins than anyone because they're selling a product that is counterfeit thus doesn't have the normal. Price structure of a real good so it's gonna be interesting to see is there a point where. Windows Amazon say hmm your customer experience is suffering from the ad load. Jason: [34:17] Yeah no for sure if you're a business that just sells ads so you know that's almost the exclusive revenue of Google or Facebook you know there's this, this like familiar pattern they like create some organic benefit that gets a bunch of eyeballs to come and they trick people in a building an audience there by giving them free eyeballs and then they increasingly take away all the organic visibility and make you pay for visibility right so used to be you could have funny interesting content on Facebook and people would see it now you know nobody's going to see anything on Facebook unless you pay an ad for it and that that's not the world's greatest customer experience but it it kind of works if you're exclusively an ad platform but in Amazon's case where they're trying to provide all these other customer benefits you're exactly right it absolutely roads the customer experience as more and more of the pixels on the first page of search results are paid for pixels instead of organic pixels and a lot of people point to that as the most obvious deviation from Amazon's stated goal of being the most customer-centric company on the planet is you know when you asked for Duracell batteries in you use and you get an ad you know that takes up half the screen for for amazonbasics Batteries like you're clearly not being customer-centric. Scot: [35:40] Yeah yeah it's gonna be interesting to see and then another interesting thing is whenever I talk to folks and say well we're a shopping target comes up a lot so I don't know if there's something about the Target demographic that really doesn't like those those add load but you know in my mind this is like maybe the I don't know if I'd call it an Achilles heel it's like a little tiny microscopic. Spot on a hill. Jason: [36:01] And Mark Lori did an interview at the code Commerce show asked her which would have been like September and he specifically called it out he's like look we're gonna lean heavily in the ad sales and we want to improve our our site monetization Revenue but we aren't going to do is compromise the customer experience the way some other people did and he didn't he didn't name them but it was pretty obvious he was talking about Amazon. Scot: [36:26] Some large book stores in Seattle. One of my favorite topics is gross merchandise value or gmv longtime listeners will be aware of this but bear with me so when Amazon reports their revenue it includes only their revenue their derivative revenue or their take rate from the third party sales so if Jason sells $100 Star Wars toy on the third-party Marketplace Amazons Blended take rate is about 15% so Amazon so while Jason you know sold a hundred dollar widget and presumably Target and Walmart lost out on that hundred dollar widget Amazon's revenue is only $15 from that so so there's this hidden transactional value in Amazon that makes Amazon actually larger than you would think it is so let's do put some numbers on this Amazon's revenue for 2019 was 280 billion. Of that 87 billion was in the fourth quarter I used to have my own analysis of this and thankfully the Wall Street analysts do this now so I'm going to quote Ron Josie who's an analyst at JMP Securities Amazon now gives you enough data to kind of back into this number where I had to you some assumptions so the. [37:45] So when you unpack the gmv fourth quarter total gmv was a hundred and eighty billion so just shy of about 2X and then the annual gmv was 569 billion again compared to revenue of 280 billion so what happens in there is 28 billion of that 280 is third party that you have to gross it up about. Eight times to actually get the DMV this is important because I think that's the Apples to Apples comparison for how Amazon's doing in our industry revenues important and. And whatnot but to really so when Macy's or Walmart or any other retailer reports Revenue it's a hundred percent DMV. [38:26] Asterix and let's have a Marketplace and they're going to do the same thing but they don't have marketplaces that are 53 percent of their business so there there is a little bit of space under that Iceberg but Amazon's is massive it's almost twice as large so so I think that 569 billion number for 2019 is the right number that's the transactional value that went through Amazon this excludes AWS excludes ads Etc so Amazon's impact is twice what you think it is and that gmv actually grew faster it grew at 26%. And that's because I think the physical stores and so that other stuff kind of ways on that growth metric if we if we you and I kind of share a chart I guess I forget which was actually created so we'll split it split the baby where we show a lot of people feel like Amazon's not as big as Walmart well if you that look at GM V again Amazon's 2019 gmv 569 billion Walmart trailing 12 is about five hundred twenty billion so I would argue that Amazon is now ten percent larger than Walmart on an apples-to-apples basis. [39:31] One more tidbit there and then we'll dig into the Fulfillment center is first party is growing pretty slow at about ten percent year-over-year again this is dollars not unit so it's really interesting because the doll at the gmv from 3p is going very slow but the units are holding steady and what I think is happening is you have a lot of these kind of Kindle units in Amazon music units just kind of like these one and two dollar kinds of things whereas in the 3p you're seeing big screen TVs and really big kind of priced items so so we don't see it in the unit volume but we are seeing it in the gmv mix third-party grew gmv grew 26 percent year-over-year in the fourth quarter so. So you know any thoughts on that Jays agree disagree. Jason: [40:15] Yeah no I generally agree and I think like not only is that that 3p Marketplace a big deal it's like a again intrinsically it, it's going to be more profitable than a 1p business because once again you don't have cost of goods right and so there's way less risk against your capital and and they never reported profitability separate from their 3p sales if they did. It's totally viable that this looks like a Better profitability Business than AWS would and these days they even have a huge accelerator like not only is the the 3p huge and growing. A bunch of the services that Amazon is wildly profitable delivering their primarily delivering to 3p sellers so you know the FBA premium Analytics like all of the advertising like they're all tools to help 3p sellers be more successful and they make money on all those services so it's a. Um you know even if you took AWS completely out of Amazon they're you know they're still is this. Secret highly profitable business model within the Retail Group segment and it's the biggest part of the retail sales. Scot: [41:44] Wrinkle about any thoughts on fulfillment. Jason: [41:48] Yeah so in my mind like. The two overwhelming moats that Amazon has these two huge competitive advantages that are extremely difficult for any retailer to overcome is. The Prime membership and that whole flywheel and the other is this insurmountable investment they've made in fulfillment centers and you talked about this a lot in the in the prime one-day section but you know they announced that they're going to build something like why. 47 new fulfillment centers in. Again it's hard to talk about logistics buildings anymore because they have so many different types right like they have these huge cavernous fulfillment centers which are the most expensive thing and as you mentioned increasingly they have all these these various hubs and sortation centers and delivery stations and things they add on top of that but. Super oversimplify if we just talked about fulfillment centers Amazon has a hundred and sixty six of those in North America that are operating right now. [42:58] The next biggest Ecommerce provider if you count super generously you might say Walmart has 20. So like they're they're an order of magnitude fewer fewer centers and then you know Amazon plans to build 47 more which is. You know more than double what anyone else even has and so you know to me it's they've been taking all the cash. That they generate from this business and they've been making these Investments and as you point out these are investments that are going to pay dividends. For ten plus years and they make it totally viable for Amazon to increase the quality of their services right so that you know the most obvious example is they could promise customers much faster deliveries and you know they had. To make some investments in that they kind of missed their guidance last quarter primarily because of the these unforeseen costs and so I like to talk about you know one day delivery was hard for Amazon and and they gave themselves a cold by doing it but they gave the all of their competitors the coronavirus because. Nobody else was in a position to do to do ever anything like one day and you know it's much more expensive and much more difficult and so you know we've seen retards like. [44:20] Walmart or Target kind of promised one day to match it but there are really only matching it on a tiny percentage of the skews that that Amazon offers so this is a super important super powerful. Competitive advantage. [44:37] They do spend an awful lot of money delivering stuff to people so you know a line item they do have in in their earnings report is that that. Fulfillment costs and it was up 43%. Year over year so they this quarter they spent twelve point nine billion dollars on delivery it was up huge last quarter to it was up 46% so this is the fastest growing cost they have. But you know increasingly that that investment is. In making things more optimal by delivering themselves rather than relying on you ups and u.s. post office. So you know there was that Morgan Stanley report that came out late last year and it had two pretty impressive factoids in it number one it said. That Amazon may already be delivering more than fifty percent of its own volume um so instead of relying on USPS and and UPS more than half the packages they ship you know are now being delivered by their own Amazon Logistics which is. Part of the only way they could they could do that one day delivery and the Morgan Stanley report says you know you game this out and you forecast by 2022 Amazon will be delivering more Parcels than UPS or FedEx. [45:56] So this is a you know just another huge huge moat that Amazon has against every other. Competitor and you know it's it's having a material impact now on the traditional carriers like FedEx and UPS. Scot: [46:15] Yet the Fed Ex gave FedEx CEO Fred Smith he's kind of legendary entrepreneur he's been at this for like 50 years something like that since he was in his 20s they had an interview with him and I saw a lot of people kind of online. Mocking his approach and I think they were misreading it so what he said was effectively my read on it was the they had to pick sides right so they realized the Amazon was going to be a competitor. They chose to not not kind of continue to do business with competitor but now they're more aligned with omnichannel retailers and he feels like. [46:52] That's going to be a winning strategy and that they will be able to get back on track and become larger than ups and, better than their he didn't say it outright is that because UPS has chosen other path of continuing to partner with Amazon at some point Amazon will yank that volume, in these networks live on volume right because if you can build all this infrastructure you got to keep it busy and utilize and then. That will allow them to catapult forward there is some evidence to support this I saw a lot of people say oh you know FedEx is going to save them all that's ridiculous well I think it's pretty clear. [47:24] What do you think of which omni-channel guys need FedEx either in a partnership or even, in an MMA to your point about Walmart having 24 filament centers FedEx could help them keep up with and maybe even pass Amazon's capabilities I don't I don't have that broken down like like you know we talked about there with Amazon's fulfillment centers but you know they have a substantial infrastructure across from fulfillment centers for Tatian centers both in ground and air and then obviously trucks and planes so I think that's kind of what he was talking about is really more partnering with a Target and Walmart maybe both of those guys and providing an alternative to Amazon. If I'm FedEx UPS I kind of personally think that's the right strategy because you know you partner with Amazon clearly is going to be race to death I think maybe they'll give you some volume the least profitable stuff but I just don't see it as a winning winning strategy what are your thoughts and I know you you kind of Drew straws and I got FedEx and you got UPS I'd love to hear what you're thinking what you. Jason: [48:28] So they just just to pile on the FedEx thing like there are some ridiculous things that Fred Smith has said in the past about this base like you know two or three years ago I think he called the notion that Amazon could be a meaningful. Logistics company Fantastical and I you know I think he's pretty clearly wrong there but I agree with you you know. This year their plan to sort of you know move completely away from Amazon like is not a bad move because both. FedEx and UPS have constrained capacity like they sell all the trips that they can make. And there are more e-commerce is growing faster than their capacity is growing so when you have a constraint supply of something you want to get the most money you possibly can for that. And the way you get the most money is not go to the biggest customer that has the most elaborate and negotiates the lowest rates right so FedEx can you know better maximize its capacity by partnering with these people. That need it more than Amazon needs it so that like that seems like entirely. Smart strategy on FedEx's part I would I would say and then there was this little I don't know how much of it was real versus Tit for Tat but you know there's this small service that's. People talk about but it's not very large yet and I you're going to remind me what the vernacular is but vendor fulfilled Prime. Scot: [49:55] Yes seller fulfilled Prime and then in their the seller can choose which. Jason: [49:59] Yeah so in that scenario you don't put your goods in. [50:04] In Amazon's fulfillment Network you keep your goods in your own warehouse and you promised Amazon that you're going to deliver them within the terms of prime shipping and Amazon has to certify you for this and around holiday this year they said hey if you want to stay certified for so fulfilled Prime you can't ship your packages via FedEx. [50:26] FedEx on time delivery rate is too low for to meet our high standards and so they turned off at X in the peak of holiday and then they they turned it back on and they alleged that that's a data-driven decision but it certainly got a lot of Buzz so slightly contrasting this like UPS has continued to be a big partner of Amazon's and you know they are the third largest provider to Amazon so of Amazon's the biggest second biggest is the post office third-biggest is UPS and the you know the thing you have to remember about UPS and FedEx is they both built their businesses primarily to deliver stuff to offices right so you drive a truck to an office and you get to drop off 30 boxes when you drive a truck to a house and only get to drop off one box it's way less efficient so FedEx and UPS although they're trying to improve were built for commercial deliveries not residential deliveries and that's where the US Post Office really comes in as they're good at these residential deliveries. [51:35] And for your point as Amazon builds out more of their own capability that more and more of their likely you know taking the the efficient deliveries themselves that they can make the most money on and giving the the bad deliveries too. To the their partners and you know their Partners like price their services based on and having them profitable mix and so like that's another way that. [51:59] That this whole business probably hurts hurts the UPS is of the world but we are seeing UPS. Add some interesting e-commerce friendly services so I've noticed three big announcements this this month UPS is going to a seven-day-a-week delivery and they're adding a ton of weekend delivery capacity which again when you were. Primarily delivering you know contracts to businesses. Businesses weren't open on the weekend so weekends weren't important but now that you're doing e-commerce the weekends are potentially the most important delivery days. They are UPS is also making a big investment in rural delivery infrastructure which you know we just mentioned is something Amazon's are likely to need. More help with for longer and then they also this week announced this new technology that they're rolling out that they called Dynamic routes. And essentially what that means is they're using AI every morning to decide. Where that that truck driver goes right so that driver you know in one shift is likely going to stop at a hundred locations to do deliveries. And in the old world like they you know do ever do the hunt same hundred locations in the same order every day and now that's going to be. Sort of optimized using artificial intelligence to save gas and optimize the amount of deliveries they can. [53:24] So we are seeing them try to do more e-commerce Centric stuff. [53:30] You know I would point out and argue if you're Walmart and you get make a huge partnership with FedEx and Amazon is primarily now relying on their own delivery infrastructure. [53:43] That is still a huge advantage to Amazon because. By the fact that they own it it's much easier for them to change and improve their own service so if. Amazon decides customers really like being able to track the driver and know that the drivers half an hour away from your house they can do that if Amazon finds out the customers really want a picture of the box when it's delivered so they can see where in their building it is that they can do that they can add all kinds of customer-friendly services if Amazon wants that driver to pick up returns they can do that but if you're Walmart in you're paying FedEx to provide all these Services you have a lot less control over sort of Designing and improving your own product so. Again yet another big big Edge to our friends in Seattle. Scot: [54:34] Two last things on fulfillment here in and we're spending time on this because we think you'll see when we do this kind of put the bow on things why we think this is so important but number one FedEx has a market cap of thirty four point seven billion Walmart is 30 324 so it's. It would be a big one but it's not outside the realm of possibility it's not like they're equals UPS is 88 billion so that one's kind of out of the realm for someone like a Walmart or Target to acquire. [55:04] And I think that's kind of where this is going to have to go maybe you know there's there's a corporate strategy there's a whole thing why buy a cow if you just have the milk so maybe there's no need for them to buy these things but. And maybe some Walmart I'm okay as long as you're not doing Amazon I'm okay sharing that infrastructure with Target effectively so that's gonna be interesting to watch the other thing I wanted to bring up is the challenge that the carriers have this is the same for UPS FedEx and USPS is residential deliveries they've tried for kind of each individually 20-plus years with the smartest route optimization and sortation. To get the stops per truck up and there have been range bound to between 70 and 80 stops a day so so that's kind of the capacity of the system is really driven by how many stops in a residential delivery can a truck make here's how Amazon solves that, we mentioned at the top a hundred and fifty Prime subscribers now a hundred million of those are you in the United States there's something like 200 million households so the way to get the stops for truck up is if you're stopping at every other house right because you know I don't know the data but I imagine you know you could probably. [56:18] 4X that stops so I bet these Prime trucks are making you know certainly double that if not triple that so they could be making 200 stops in fact I bet that it has changed the dynamic and it's really just how much each truck can hold. Because I think the stops have gone so high because they've got the Loyalty program where they're delivering stuff to every house every other house essentially not every day but it's enough that it really dramatically solves this this routings. Stops per truck problem. Jason: [56:49] Yeah all true I will say well you know we talked about there being like a slight negative that other people could attack the one incremental headache that Amazon inherits by having their own Logistics delivery capability is you know they're now getting a lot of negative press for like you know having all these. You know there's this high pressure on all these drivers to maximize their deliveries and get everywhere as quick as they can and so there's a bunch of, Amazon employees and independent contractors working on Amazon's behalf, driving unsafely on the roads and you know potentially hitting people and causing accidents and even deaths and I think it was disclosed. Not too recently that like this happened a while ago but the the first CFO of Amazon apparently was. Actually killed walking across the street and he was hit, via Amazon delivery driver so the company literally killed their first CFO. Scot: [57:55] I think that was a woman. Jason: [57:57] It was a woman you're right. Scot: [57:59] Jennifer something yeah. Jason: [58:00] Yeah it's super sad story but so they're going to have to deal with that like I you know I don't know people remember but in the 90s all the pizza delivery companies used a promise 30-minute deliveries and you know that created the the same problem and they sort of figured out how to manage it so I kind of suspect Amazon will as well. Scot: [58:18] Cool so we've gone through the setup we went through the results and then our analysis now we're going to conclude by kind of giving you an action item so so we're trying to say all right we're going to put ourselves in our listeners shoes a lot of this may seem a little scary if you're a retailer even if you're a brand what do you think about this so so here's my take my conclusion is prime one day is a complete Game Changer and it took his kind of a year to figure this out but it's really showing up now number one customers love it. Number two it's a knockout punch to competitors you talked about it increasing the addressable Market which is great but people are you know competitors already can't do two day Prime now they're up against one day Prime what's next same day Prime you know I think this infrastructure can largely be used for all that stuff to the number 3 it is effectively. Kind of already paying for all this shipping and structure so so again I think it's paying for itself right now and it's gonna be around for four five to ten years plus so [59:20] Also Amazon it's offered on a small number of skus so I think there's going to be two to three years where they're going to be able to expand the number of skus that are there available in prime one day and then that will get them 20% plus growth for two or three years long enough to find the next Catalyst for an acceleration maybe that same day Prime maybe they figure out growth tree Alexa ads they have so many so many irons in the fire they have a really good chance of finding that next big thing so the action item is I think retailers need to really. Kind of take action on this for this holiday holiday of 2020 we have a lot of time thinking this and really start figuring out. Can you partner with UPS or FedEx to offer one day and what's that going to be like and. How do you build that out because it's clear consumers love it and it's clear Amazon has invested massively in this and will continue to do so based on the results Jason what was your conclusion and action items. Jason: [1:00:17] Yeah so I mean I think at the highest level they've they've established these two dominant modes Prime and they're their fulfillment capability and I think this point no retailer strategy should try to be to catch up with him and go head-to-head with him on either of those two things I think just the idea of trying to be in everything store and ship hundreds of millions of products and the in the same day to any us consumer in competition with Amazon is a lost cause at this point and so you know if you're a retailer you need to think about the white space that that Amazon's decisions has created for you right and so you know that you've got to think about. [1:01:02] Products and services that benefit from the fact that you have this brick-and-mortar footprint right and I see Target in particular doing a really good job of leveraging the store I know I talk about grocery a lot but groceries a perfect example you know groceries never you know bananas are never going to live in all these giant fulfillment centers and get delivered through the sort ations a center and all that to the consumer there probably always going to get delivered from a store or micro fulfillment center so you know if I'm Walmart in particular but any big retailer you know groceries one of the categories I want to try to win from Walmart I really want to think about services that customers want that might make the Fulfillment centers obsolete right so you know what's not very good if you're if you own 200 fulfillment centers that have billions of dollars of inventory in it is if consumers stop buying off-the-rack products and start ordering products that have to be made to order or personalized to order suddenly all that fulfillment infrastructure isn't so valuable so if I'm any other retailer I might be winning in a personalized products if a lot of these products shift to Auto fulfillment the ability to ship really fast and quickly may not be quite so important so if I'm another retailer I'm leaning into that and you know for sure I'm doing things like. [1:02:29] Thinking about using my customer base to design my own products and sell stuff that Amazon can't sell because you know competing with Amazon by selling other people's stuff I think is just going to be. Increasingly unviable for almost anyone and that's my shtick. Scot: [1:02:51] I totally agree. Jason: [1:02:52] Awesome well it has happened again we've gotten slightly over our allotted time but I feel like this is a. Particularly important event in our year and it's well worth the time that listeners spent sort of get their arms around all the various things that are going on in Amazon and as usual if you have any questions or comments. Hit us up on Twitter or visit our Facebook page and you know it's time to get some fresh five star reviews so I know I say this every time. But seriously it'll take you ten seconds jump over to iTunes and give us that that five-star review because we need we need some 20/20 reviews not those those older views from those of you that have been with us for a long time so appreciate you doing that. Scot: [1:03:42] Except when we hope you enjoyed this new kind of format for an Amazon quarterly result where we do have a little bit deeper and if you have any feedback positive or negative we'd love to hear. Jason: [1:03:53] And until next time happy commercing.

Today's Marketing For Fit Pros Podcast guest is Dave Readle. He is the founder of HIITSTEP a new group training style class that is crossing international borders. We break down his journey on how he got into fitness and how it ended up allowing him to develop his own training style and how he has been able to scale it across international borders. Find the links to HIITSTEP below: FB: www.facebook.com/HIITSTEP/ IG: www.instagram.com/hiitstep/ WEB: www.hiitstep.com/

Apart from good intentions, what motivates the directors of listed companies to consider their impact on humanity and the environment?To find out, we journeyed to the heartland of Manitou Group, a multinational whose handling, lifting and earthmoving solutions, machinery for lifting heavy loads, are used daily on farms and construction sites, supporting the work of thousands of people all over the world.Aware of their impact on the world, on women, men and the environment, Manitou was quick to understand that corporate social responsibility – CSR: the combination of economic performance with social responsibility – equated to supporting innovation and taking their clients and partners to a higher level. Above all it is a journey that we’ll be taking together over the course of these five podcasts. We’ll see how everyone can all make progress, reinvent themselves professionally, take steps towards innovation and have a positive impact on their own context.In this first episode, we hear from Jacqueline Himsworth, Chairperson of the Board of Directors, and also from Michel Denis, President and CEO of the group.Let’s take a trip to Ancenis, near Nantes, home of Manitou. Voir Acast.com/privacy pour les informations sur la vie privée et l'opt-out.

The annual marine insurance bun-fight that is IUMI may not be everyone’s idea of a party, but there was a palpable undercurrent of optimism rippling through the actuaries and analysts this year. Our crack squad of risky reporters managed to grab a few words with such luminaries as Nick Shaw, chief executive of the International Group of P&I Club, Astrid Seltmann of Cefor and Lars Lange, IUMI’s Hamburg-based secretary general.

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Strategy is the identification of context. In this episode I talk with Mark Kingsley. Having directed at companies such as Collins, Landor and Ogilvy he has a lot of experience. He also did a lot of design work for Blue Note, Atlantic and the Guggenheim museum. We talk about the history and future of strategy and design, Mark’s strategic work for Ogilvy and some really fun anecdotes. You can find the full transcript below the sponsored message on this page. We talk about: The repositioning of Ogilvy Collins, the agency “Strategy is the identification of context” How strategy and design are influencing each other The difference between big agencies and small shops Mark’s encounter with Massimo Vignelli How you can design ‘the situation’ Why you shouldn’t present a logo on a tote bag. The Pepe the frog meme The target brand The brand new conference You can connect with Mark on his Linkedin or website. I'd appreciate it if you could rate the podcast on itunes. It will help me in reaching other designers. Get the latest podcast in your inbox. Sign up with your email address to receive news and updates. You also get a free Brand workshop template. First Name Last Name Email Address Sign Up We respect your privacy. Thank you! This episode is supported by HolaBrief Very few projects end up with exceptional results. HolaBrief makes it easy to ask all the right questions and nail your design brief every time. Built by designers, for designers. Get early access to Holabrief by subscribing now. Check out Holabrief Here’s the full transcript And a lot of it, you know a lot of it could. Possibly be I mean, I'm just kind of floating this as an idea just came to me that maybe the reason why a lot of strategy kind of sounds the same. It's because people don't really know what strategy is. Hey there first off. I want to take a minute to thank all our brief. They've been sponsoring this podcast season and there are a bunch of amazing people hold a brief is an online environment that allows you to create better design briefs there set of easy and accessible through. Exercises allows me and the client to get on the same page very quickly. I suggest you go take a look yourself at all a brief.com. In this episode I talk with markings Lee Mark is a well experienced guy. He has worked for Collins Lander and he has done some amazing work such as the repositioning of Ogilvy design work for Guggenheim blue note and a lot more Mark has some amazing stories to tell about his. Variances in the graphic and strategy world. We talk about brand strategy logo design and a lot more so buckle up and let's start branding. Hi, my name is Mark Kingsley. I'm a creative director designer strategist educator writer and speaker based in New York City. All right, cool. Could you tell us a bit about your history? Where have you worked? And what's your experience? I was trained as a graphic designer and I really wanted to become a record cover designer. That's all I wanted to do was just to record covers and when I got out of school, I found myself my first one of my first jobs was in the Cosmetic industry where I was designing packaging for fragrances for Giorgio Armani Ralph, Lauren cash Darrell and Lisa East and Drakkar Noir, and I eventually worked. Way in just through meeting people and you know just being present and always showing up. I eventually worked my way into doing music packaging. I started off at a doing work. It was basically freelance. So I started off doing work for a small Irish music label called Green Linnets, which has since been bought and sold a couple times by different couple companies and from there I built a portfolio and was able to. Get some of the largest clients in the music industry. So I did a lot of work for Blue Note. Let it work for Verve some work for Sony a lot of work for Atlantic BMG RCA and it was about 18 years of fun. I absolutely adored it. I just love to I just love doing it and then the MP3 came around the financial crisis, September 11th in New York City and with after all these crises. Things needed to change I wasn't making as much money and music. In fact, there's one designer Mike Mills who says it music pack designing music packaging is the quickest way to the Poorhouse these apps and he's absolutely absolutely correct. So so I found myself working at a division of old will be called Big which stood for the brand Innovation group and there I was designing everything from a logo for double-click before they were purchased by. Google to various packaging and in-store exercises for Walmart for a large pitch that we did to retail spaces for Sprint and various other small projects here and there along the law along the way and after that ended up designing and illustrating. Advertising for about a year and a half for publicist hell writing for HP, which was probably a year and a half of like the greatest experience of my life because everything that ever came through my mind's was printed its time. It was outrageous. I mean, I made a good amount of money, but more more more importantly it was that it was an exercise in just allowing my. Subconscious kind of like work and it was it was quite a revealing experience for me. So after that ended up in San Francisco working at land or as a creative director and the city account and basically I was the global creative lead for all work that land or did in the world for City and Citibank. And that was an amazing position because it was granted. It was a lot of travel and me showing up in suits and talking to large groups of people about typography, but it was also a great education and brand and branding and what that is and it helped me see how design is merely like an execution of a larger brand. And probably one of the greatest compliments that I've ever received from anyone was from the global head of branding at city and she wrote a note to my colleague. And she said I'm really happy to see how Mark has become as gone from becoming a designer to a brander. And if you understand what that means, it's just that. She saw that I had the I then was able to develop the ability to kind of see beyond just shapes and forms and to see how things work with people how things work within contexts and and how things work on a larger business level 2. So after that. Ended up in Paris for a little bits and then back in New York where I had my own branding small boutique studio called malcontents and there I did some lot of projects were Arts organizations and after that ended up a Collins for a couple of years where I was executive strategy director and there I did add some really wonderful experiences their eye. It was able to basically I worked on the global repositioning for Ogilvy, which was just announced like maybe six months ago. And that was that was kind of incredible that mean to sit at the at the table with the CEO of a large global. Advertising agency and have a conversation about where they needed to go. So that was like one of those little proud moments of my life. And so I had a couple other projects. There was one in Japan where we were taking a probably one of the largest companies in Japan and helping reposition one of their divisions. And one other project was for equinox the gym which some people in United States know probably better than people in Europe Equinox is a like a high-end health. And they're owned by a large real estate company called related and they are going into the luxury hotel space and the project was to try and find a way to position logically a health club in luxury hotels and how to find a connect and build that connective tissue. So so those were great projects and then after that I'm back in malcontent for the time being. All right. That's that's quite a journey you had there and that's the short version the project at for like repositioning Ogilvy. Could you I don't know how much you can tell us about it. But could you like elaborate a bit on that experience? Because I think it's like something so hugely difficult just because of the the whole history behind Ogilvy. Could you like give some insight into that project? Yeah. Basically, well, let's talk about foundation and then build from the found on the foundation from there. So basically what is strategy right and there are many different definitions. It's like there is no one definition for design which is really kind of suspicious for designers to go through the world and say, you know not be able to tell people what design is it's the same thing through for strategy. There are different ways of approaching strategy. The definition that I tend to work with and granted it's not a perfect definition. The one I tend to work with is that strategy is both the identification of context and then the proposal for a different and new kind of context. So to identify a context you need various analytical devices and filters and these are all basically metaphors. What metaphors are you going to use to see the world? And for Ogilvy and basically actually, let me step back for me. I the process that I use I was trained in college and semiotic believe it or not. And this is like towards the beginning of semiotic such as a college level course in United States. This was the mid 80s and I studied under a man named. Dr. Michiel Nadine who was from Brown University. And so from semiotic sigh worked my way through various conversations and various courses that I would take and to post structuralist Theory structuralism. No ticks and then into a little bit of phenomenology. So this is a this is a different kind of input than what most people who work as strategists have most people tend to work with the classic Harvard Business Review case study kind of approach where it's a business discussion that happens and I'm interested in the sociolinguistics aspect of. So I don't see things the way that a lot of other strategists do so for Olga V. I looked at it as how do you sound basically how do you act I mean, it sounds like very simple brand strategy activity. But if with if you have a lens that you see the world through. That will color how you see it. Right? So the fact that I see things through critical theory mean that I look at it slightly differently. So Ogilvy the we started off with the classic strategy step of you have to diagnose you look to see what's happening you establish what the context is that things operate in which means you go through their old documents you go through some of their employee reports you go through. A General Industry analysis you look around and you know luckily having had a 30 plus year career. I kind of have some experience and a bit of a point of view about what's happening in the in the industry and ands, everybody's point of view is a little bit different and so I was able to bring that into some sort of diagnosis. Then you have to propose where you're going to go and that really is once again, the creative process that's like being a designer but instead of Designing a shape and form you're designing an ethic and you're designing a mindsets. So that process there was about eight months. I'm sitting with if sitting with the CEO and the CMO of Ogilvy and having a conversation about what you think. What do we think? You need to be? How do you need to kind of reframe what you are? Right and so one of the things that we had to deal with was David Ogilvy because you're right. Yeah. It is a very kind of dense history that they have to address. The problem with a Ogilvie is that he was such a well spoken and good writer. That's his these little phrases of his just kind of. All of the communications that come out of that company to the point where they become like these almost mouth like aphorisms, you know, like how and China in the 1970s Chairman Mao have a little red book of his quotes. Well, this is kind of the same thing that happened at Ogilvy. There is no are actually little books of quotes of David Ogilvy that passed around a Togepi so that personality had to be addressed. And in a way it was this process since I had worked at Ogilvy at a division of theirs was a bit of fratricide. I mean if the patricide I got I had an opportunity to attempt to kill the father, right and in this case David Ogilvy, so but if you take away all the David Ogilvy isms, you need to replace it with something. How are we going to see the company? What filter are we going to use? So. Ogilvy is a creative company. That's that's what they sell themselves as but there are many other people within that organization that helps support that creativity, you know from Finance to client services to accounting and you name it. There's there's they have a huge infrastructure that helps. That machine run but the problem is that if you have a creative departments, this is a conversation we had internally at Collins if you have a if you have a creative Department what that does is that gives permission for many people not to be creative because the creatives will take care of it. And so we're like no no, no, you all have to take charge of your creativity because there are answers that aren't necessarily the logo. I mean the communications of a. And are only a small fraction of the whole overall brand management activity. I mean, there are there strategic aspects to it. There are positioning there's manufacturer. There's just stripped distribution. There's like how people interact with customers. I mean just so many aspects to the to the to the brand customer journey, I guess it for lack of a better term that you need to have. You need to kind of integrate that notion of creativity and that permission for people to be creative. So one way that we did it. It's just to identify the fact that yes, graphic designers have craft art directors have craft the craft of typography the craft of photography of motion of sounds but that same level and appreciation of craft can also be applied to. Finance to marketing to HR. So how do you give people permission to think of themselves in that way and to elevate them at a similar level to the creative? So once you get all the sexy Awards and once you get all the attention that a company like oh like over V, so that was that was like kind of a crucial step for us. And we we said, you know, you are a global company and you have this opportunity and your reach goes beyond your company. Your reach is global and it's outside your company. It's to your clients. It's two people who used to work for you. It's two people who will soon work for you. Its people its everyone basically, so if you understand that whole kind of Networks. What Brian Eno calls a senior so it's not the genius of one person but two seniors of a scene right the collection of people. So if you pull from that seniors and pull from that Network, then you're bringing in whole other layers of craft and execute and skill into the work that you do and basically not to feel like you have to own your little place but to understand your role in the larger. Of all things. So that said on a philosophical level that's basically how we approached it. So in the execution, there's a series of you have to go through yield brand architecture, you know, the classic strategy. Of what are the values of the company? How do you I mean I had saw one night. I sat down and I wrote the values of the company and they pretty much remained after that one night. I mean they've been a couple changes but I'm very happy to say that those values are very close to what I wrote and how do those values interact with the idea of craft and how do they interact with? the. The expression of the brand of expression of the company. So another thing that we said with A over B, is that the era of advertising the way that Olga be thinks of its in a way that most other advertising companies think of it now granted this is not a new idea, but the end of era of advertising is for all intents and purposes changed. If not over so the 30-second commercial the beautiful print ad all that stuff. We still have we still need but there is more to it's right. There is there are whole other layers of design. There are other approaches to environments whether it be a digital environment or an actual physical space environment. There are I mean designed self could be from Graphics to packaging to product to even designing process. How does how does somebody go buy a product and then how does somebody go through a resolution if there's a problem that kind of stuff so looking at it on a craft design and Environmental Way Beyond just Communications which is whatever tizen is so that was that's kind of it in a nutshell. Yeah, I think it sounds like such a challenging project. How did you because that's always something that really triggers me like when you're doing strategy. It's always part where you're you're kind of like you're doing you're not inventing stuff because you're listening to the client. But how much is your input versus? What the client is telling you, especially when you're a repositioning it's a lot of like you're almost designing the future of the company and how do you balance those two? Because that's always something that a lot of designers are talking about like they give an example where they say the company says, that's our purpose but it doesn't sound like the right purpose. How much do you push and pull between those two things? Could you elaborate? Yeah, there's a degree of town. It has two sounds and feel with the degree of authenticity as to have a has to sound like it's coming from the company, but can't you can't everything can't sound like a. As much as much as people like it would like it too, but you're right there is that that dance between between those things and it's one of Personality. It's one of listening establishing trust and speaking honestly and being will and being willing to go through the design process. Design thinking for lack of a better term on a strategic level which means that you know, you're going to propose things that the Clans going to go. No, that's not right and to that's one thing about being a designers that. You know, I'm trained to be at peace with ambiguity and not knowing if you know, I don't have to know and that's that's a lot of the fear that I kind of smell around traditional strategist is that they have to know they have to there's a there's a desire to sound right? And you have to let that go and if you're if you're going to go anywhere different because if you are compelled to sound correct, you're good. That's that's what kind of generates all this kind of jargon that we hear all the time. I mean how many times have you heard some sort of or kind of seen somebody go through a deck where they talk about how they're going to inspire the audience, too. Like words like that how they're going to activate how they're going to let me know this this kind of language that people use is one of fear. And the fear of not looking like they belong and if you're going to build something different you have to you have to be at peace with that and proposed it and say listen, you know this this maybe even if you just say this may be a crazy idea but this is what this is a thought that I have and then allowing the client to kind of push back and then build it together. So it's just. And a lot of it, you know a lot of it could possibly be I mean, I'm just kind of floating this as an idea just came to me that maybe the reason why a lot of strategy kind of sounds the same it's because people don't really know what strategy is and feel like they have to step up to some sort of idealized model. But no one's agreed on that model that model is kind of existed spontaneously. It's like ideology ideology. Don't peep. There's no Committee of ideology that creates ideology. There's no Committee of strategy that sets up what strategy is. I mean, we kind of look to familial resemblance is right. It kind of feels like strategy it kind of acts like strategy. So therefore it is strategy, but that's that's that's allowing ideology to kind of determine. What something is what the form of something is? Okay. I mean I'm a designer but I love it and I've actually had done projects in the past where I try to design something where I don't design it. I try to design a situation where the design is done for me and I'll give you an example. I was doing a I've had for a long time for about almost 20 years now. A client called bang on a can bang on a can is a collective of three composers and they had no place to make you know for people to play the play their music when they were younger. So in the 1980s, they established a thing called the bang on a can Festival. And the name bang on a canvas just a way to kind of Express their outside Ernest to the establishment of classical composition. So over time they have become a very well respected International Group. Okay. Now they also are a democracy there are three of them. And there are very kind of influential people that work for them that help support them who also have a really good idea about how things should be and actually I don't disagree with any of them. So basically they are burdened by democracy. They'll have like five six seven voices chiming in on something on any kind of design that you do. So one point they came to me they were moving locations and I needed new stationery business papers, and I said that burden of your democracy. Makes it difficult for me to give you something that everyone's going to like so why don't we create a situation where no one has a choice right? So what I did was I designed letterhead and business papers. Where I just printed very simply one color and one side all the information that's needed. And on the back side. I went to the printer and I said what printing plates do you have laying around the pulled a few out? We wiped off the logos. We wiped off any kind of identifying texture like patterns and parts of images and I split it up like Robert rauschenberg. Okay, so the magenta plate from this. Project over here and the cyan plate from that project over there and I put it all together and it became literally a Robert rauschenberg on-site collage and it got and the printers got so excited that that when it came time for them to put the designed to print the business cards, they put it through the form then they took the paper out flip it around 180 degrees and put it through again. So basically I found a way for a. Poor Arts organization to have a 10 over 1 business card 10 colors over 1. It's insane and it perfectly expressed the spirit of that company. So that's that's what I mean. When I say that I like to design things where I have no control over it and I accept as a designer. This is the thing that most creative people like date which their eyes whenever they hear me say this. I am perfectly fine with people taking control of brand elements. Within reason Granite, you know, you don't want them to turn it into Pepe the Frog which will get will get back to you in a little bit, but I'm perfectly fine with people taking things and remaking it within within reason for within their own Vision because it's people it's the audience that makes the brand the brand does not issue the. Back in the day of advertising during Mad Men era when we only in the United States. We only had three networks. You could put one commercial on the three networks and that there would be a continuity and consistency to that message but now with social media and the growth of technological, you know Communications technology. We now have seven point five billion individual audiences. Everything is tweaked through program programmatic advertising and through algorithms to be specific for each individual person. So it's impossible and you're a fool if you think that you're going to create one consistent brand that exists perfectly for everyone. So let that happen and try and find a way for people to have that individuality and and for that kind of spontaneity to appear and to exist and try and find a way for it to also be coherent with the values of the brand. That is an amazing challenge. We are at an incredible inflection point and society and which is also like every client that. Spoken within the last two years is that the same place technology communication Society. Everything is understand undergoing such massive change that grants have to change along with it. And we're making it up as we go along. We're look overall looking for the best way to do it. There is no perfect way and it's exciting. It's absolutely great. So I mentioned Pepe the Frog for are you familiar with that whole notion notes never heard of it? Okay in the United States, there was a guy who I forget his name. He had a cartoon an online Cartoon. It was basically for kind of Stoner dudes, you know, dudes, you know college dudes like you know, that kind of juvenile humor. And it was an image of a frog who like walk like a person. So it was basically a human body green skin frog head. And there was one frame in one comic where the frog is urinating on the wall and the Tenney saying hey, man, if it feels good, you know and the alt-right. In the United States on 4chan took that image. And used it and changed it to become the mascot for the alt rights and for pro Trump supporters during the 2016 election the man who drew Pepe, the Frog was horrified that this thing was appropriated to without his permission and perverted and changed into something. That was absolutely the diametric opposite of what he wanted. So that is the power of the audience to make a brand. That's a good story. Well, it's also a very chilling cautionary tale. So if you're going to work on a large level both strategically and creatively. you need to kind of allow for that to happen. You need to be able to Envision what would happen if. And try and do what you can to change to prevent that you know, when I when I speak I often show the graphics of a brand and United States called Target originally was Target at all. Yeah, it's the the red belt logo, right? Yeah, right. I mean it's a very powerful graphic program. They some of the best graphic design of the last couple decades has been done for Target. It's just amazing. I mean the photography is beautiful. The advertising campaigns and marketing all of it is great. But I live in Queens and which is a borough of New York City. I live in Long Island City. Basically where Amazon is going to be in a couple years. I'm only a 5-minute walk from them and. When I ride my bike around Queens, there are a couple Queens is a burrow where there are some malls. It's not all very dense urban area. There are some spots where there are malls with sharpened with parking lots. And there's one model on Queens Boulevard that I that I took a picture of and I use this picture oftentimes when I speak I show targets graphic language. And how great their graphic design is and then I show the Target logo in context in the real world and there is a there's a mall that just like a generic box. It has all these horrible logos or sometimes good logos all kind of jumbled on the exterior of the building with absolutely no concern. As to proportion in between each other or any kind of relationship whatsoever. It's just noise and one of the biggest things that you see is to Target logo. So, you know, we were very happy as professionals to kind of sit within our little blanket forts and envision these idealized world's. I mean, that's what people pay us to do, but. We also need to think about what how it's going to be used in the world. We have to think about basically the visual pollution that were creating. It doesn't matter how beautiful a logo is in the wrong context its pollution. So this is you know, this is a thing that I'm beginning to try and consider in my professional work. Like, how can I how can I address this? I don't have an answer. But at least at least I'm aware of it. I don't have an answer yet. And I'm going to have my answer where my approach to it. But it's it's a problem definitely and I think it's interesting like even Beyond how logos are acting in the real world. It's a lot more clients are asking a lot more about like how they should behave in the real world how they should talk how they should bring support to their customers and it almost feels like as you're doing. Strategy, you're thinking about this brand in like the sense that like how it will be in the actual world and not just how it will look like or how we'll talk like and that's something that's really interesting for me, but it also brings like a huge responsibility. Absolutely. I mean it's there's a branding conference that happens every year. It's called brand new and firemen fit. Yes. Yes. Oh who you spoke to? Yes. Yeah. Yeah and every time someone shows their work, they'll show a logo that they designed and damn it like 85% of the time they're going to show that that visual identity system apply to a tote bag. And that's as far as it generally goes to for designers when they think about the application of their work. I'm more interested. If I'm going to design a design a logo how it would look on the side of that ugly building in Queens, right? That is an exercise to show your clients. Right? I mean that that is that is a dose of what's what right there. Yeah, and I think we've all been there like that situation where you create this beautiful thing and then you walk out in the real world and you see your logo on a place where you absolutely didn't expect it. Then it's really ugly and then we're frustrated and angry at the client. But actually we should be kind of angry at ourselves as well. I suppose exactly which means that we need to change how we design things. We need to change our notion of professionalism, and we also need to. Change our little borders that we have around each other. So what I tell I teach at the School of Visual Arts in the Masters and brand program and I have a very strange kind of Workshop. That's that I called logo insignificant and I present it to the students began presenting it to the students in this way that. The Strategic side of things and the creative side of things are not diametric opposites. They're actually variations on the same impulse to make something to make something with meaning and with use and hopefully with the degree of beauty too. And so if we allow ourselves to have conversations outside of our little area. I think that could be much much more rewarding and richer so yeah, and that's kind of funny because I had this question written down for you and it kind of what you just said kind of makes the question irrelevant because my it was the idea of like how do you balance the strategic person inside of you and the designer, but maybe that's just what you're saying that they should be built the same. It's the same. I mean, you know, we're in the last 20 years. Designers don't show their work as here's the logo they built a deck to sell it in right that deck is a strategic impulse. You know, they're using strategy and the very basic sense of the definition of the word strategy, which is about how you position forces to to reach an end right there using strategy to present their work. So, you know, why not expand. If you give yourself permission to do to do to do that to do that to show your logo or your visual identity system, then give yourself permission to go beyond that. It's that's the conversation that I tend to have with my own personal clients as they usually come to me and go, you know, like I'm doing some work for cannabis for cannabis company right now and it was originally we need someone to design Motion Graphics and like cool. Let's do it. And then as I begin to have a conversation with them, I found myself writing the strategy because they need to do videos. And so I have to. Presenting OK your videos could say this they could be centered around that and I found myself once again kind of falling into the Strategic side of things, but it's because I want my work to have relevance and I want my work to have some sort of difference because like in cannabis everything looks and sounds the same because they're making right now the industry and United States is so young. They're making a play or they're making a case for the medicinal benefits of it. Which means that you're going to have the same tropes and the same kind of messages that you have in big Pharma, but cannabis is not big Pharma. It needs to be something different. So what does that different thing going to be? And so that then becomes part of its both a strategic and creative problem at the same time. So, like I said, I mean I've had you know, I have a few Decades of experience. And so that is like the pull that in I like the pole in my own point of view my unique point of view coming out of what I've studied and what I read. As opposed to reading the Harvard Business Review, which I do every once in awhile, but you know, I also reads, you know, some of the more long-haired weird shit and so it's. It's all basically my Approach, you know, and I'm making my Approach up every day they are and how do you because that's something that the I imagine you won't always in the position to like do the strategy and the design part because those are huge project. How do you like Inspire the designers to to bridge that gap between what you're proposing as a strategy and what should be the. Creative direction for that. I don't have the perfect answer for this because all of my experiences have been less than perfect to be. I mean, I'm going to be honest. I mean I haven't I haven't figured that out yet in my own head. With my own projects where I'm overseeing the Strat the Strategic and creative side of things. It's much more seamless, but what I've experienced on the being at a strategic side of things is that a lot of designers like to have their own little area that they oversee and damn you if you try and make a suggestion. It's like that classic thing about designers and clients, you know, the client that the there's there all sorts of like Tumblr sites and Twitter feeds about you know, stupid things that clients say and designers and creative people tend to have that same attitude towards strategists and strategists have that same attitude towards designers and creative people. So, I have found that my best work tends to happen when I have a little bit of friction and disagreements with other my clients or an account person or a strategist and I've come to cherish to respect and to cherish that kind of interaction that came with me growing up a bit admittedly because I too have been that. Spoiled childlike childish creative person. So a little bit of growing up has helped me and coming to that realization that that conversation no matter how difficult can be helpful. So I need to convey that sense better with the people that I work with when I work in a more strategic side. That's something that I need to do better because. You know creative people and also this is also kind of a structural thing to Industry the advertising branding complex. agencies. are always are they staff differently than people that have in-house departments? Okay agencies don't really have the the money the throw a lot of bodies at something they can't because. It's the imperative is to do as much as you can with as few resources as necessary and those resources and agencies are people so you have fewer people and you also have less expensive people who tend to be younger. Which is why you know, there's been a conversation in the last couple months and advertising and United States how it has an H problem. So we have that youth there's pride in that youth there's pride and accomplishment and if you're in your mid-30s and you have a good maybe 10-15 years of experience and some some achievements and your portfolio. You become prideful. And it's only when you get a little bit older and you have a little bit more kind of road behind you that you start to your ego begins to kind of soften a little bit and you're able to listen, so I've been there and that's part of the. I think part of the the culture the cultural ization process that I need to go through with the people that I work with and helping them get to that place and helping me. I think I kind of understand where they're coming from. I need to I need to be more open to it. So this is how does one do it? You just have to grow up some people grow up faster than others. That's great advice you've been around like in huge agencies and I you have you had your own shop. And do you see like an evolution in the landscape of like these? I see a lot of small boutique shops doing a lot more strategy and even designers and then there's this huge agencies and they're all like, Somehow converging I have this feeling I don't know how you see this landscape evolving. I had an interview about 10 years ago with a very large branding firm and the CEO. It was with the CEO and it was for a position, which thankfully I never got and this guy's a bit of a little bit of a jerk. He had. He said we had met before at the brand new conference. Is it go? Hey, yeah, hi. Nice to see you. Again. He sits down it with a cocky attitude he goes. So what do you think of the world of branding these days like he's the expert. And I said it's upside down and he had to strange look on his face and like we like shocked and I said it's upside down because large firms are owned by holding companies who put a pressure for p&l profit and loss line on them. They have to hit Target numbers every. And what that does is that constricts the amount of flexibility that you have and the kind of clients that you're going to say. Yes to kind of project you're going to do and also how you're going to do those projects. So larger firms tend to have basically off the self shelf solutions that they do. Oh you're coming up with a new brand. Well, obviously, we need to get the c-suite all together in a hotel somewhere on a weekend. We need to run through this process. It's a it's a trademarked process. It's the. Process every time it it just give it a different name and a different trademark. So and that's just like off the shelf that there it is Bill $250,000 for a brand positioning Workshop. I Brand driver minute. All the different chefs have different names for the same thing. Now smaller firms have the ability to be more nimble. Because they don't have that PL requirement and also they're a little bit hungrier and their overhead tends to be a little lower a lot lower actually so they can the opportunity for Innovation is greater there. So and also, you know the dirty truth of hiring a large. Agency versus hiring a kind of a smaller more Boutique place is that both firms are going to throw the same number of people that's project. So when I was a landowner working on City, I was constantly maybe a team of five people between strategy writing myself senior designer and a planner right? That's small team and we were working on a global level. Yes, so so what's the difference? I mean the difference is really the procurement process that differences may be legal representation and a conference room and a receptionist. That's basically it. I mean it's it's all perception. Yeah. I have a network. I mean I'm one individual but I have a massive Network through the companies that I work for around the world if I have someone something that needs to be done in the asia-pacific area. I've got one or two people who I would. I would bet my would risk my life with that's how much I trust them and I've worked with them for over 10 years. So it's you know, I have the same networks that the large agencies do because that's where I got my training and everyone kind of works their way through the agencies and they go off the smaller agencies or they go out on her own. And so I have a network of those kinds of people. And on Facebook, I mean, I belong to various alumni networks on Facebook of secret groups of people that used to work at this company or that company its kind you have to where you have to be invited in and you know, I built my I can build my network there too. It's kind of it's all the same. It's about. I had a head a project but three two and a half years ago. I was asked to write a scope of work and began conversations with a large Global entity on a brand architecture program and I presented that to the company. And the reason why they were talking to me in the first place is that they didn't want to pay a large amount to an agency. So but the the work demanded basically, you know, you give up your life for this this many months. That's what's going to cost and what the team of Lake two or three other people so. The person we were speaking to goes to the finance head of Finance at the company and had a finance goes. Yes, that's what that costs and had no problem with it. And then the person said well if that's the case I can go to an agency. So I ended up losing myself in like a small team ended up losing to a large agency who came in with a scope of work, maybe $30,000 more and the the truth of the matter is that they would have hired the same number of people. So it's a really comes down to perception and I mean, I meant I'm invited to interesting conversations, but the super large ones not always, you know as malcontent as myself with like a constantly shifting team base of people that I bring in other other Independence. It's it's a little more difficult than if I was Sequel and Gale or if I was living Cod or if I was land or. There is a perception thing that you can there's a momentum that you can work with her. Would you say then that it's interesting for like designers are or smaller agencies to to present themselves as being like the big agency or that's like the the wrong way to go in this. Oh, I think that's absolutely the wrong way. You have to be truthful to what you are. And I mean I have experience. That's what I play that up in a big way, right? I let my beard grow just a little bit. I don't trim it. I don't shave it closely. So you see a little bit of great. You see the gray in my beard so that kind of shows that I've been around a bit, but I'm not uptight so I don't wear a tie and it's it's all acting. It's play-acting right? It's so you have to develop devise your. Hmm. I also read on your LinkedIn page. You beat out Massimo vignelli for a project that you tell us something about that story. Yeah, so in between the Cosmetic worlds and working at Ogilvy a big I had my own had a small boutique studio with my ex-wife and we specialized in music packaging and arts and culture. And so like we did 5 years of Central Park summer stage branding and advertising. I mean those are great great great projects, and I also did work in the galleries because I had friends who haven't gone to art school. I had friends who worked in the art world and I had done a few Gallery identities. So I had that we had that portfolio of stuff that we could work from. So my ex-wife actually grew up with the man who was in charge of the Guggenheim Museums retail Division, and she just happened to be walking down Fifth Avenue ran into him and said, hey, you know had a conversation but what are you doing? Oh, yeah. Hey, do you want to show stuff great and we basically did it out of that personal connection. So it I mean, I really don't think people should do work on spec but this we were young. We had this was an opportunity and she knew this person. So it was as for friends. Yeah, and so what we do tell so we show the work and they love it. You know, they that's what they it's it expressed the surface texture of the new building. This was this all happened around the time that they built the addition on back behind the Guggenheim. So they had renovated the whole rotunda the original Frank Lloyd Wright building which needed massive work. I mean, you know all the Frank Lloyd Wright's buildings always have leaky roofs asked another one of those cases, so. so they. The at that whenever fixing that they built the large addition behind it basically was called a rectangular box made the whole thing look like a toilet bowl. So our bags and packaging for the new shop represented that surface. I love that new building on the exterior and Massimo had done a very classic Massimo vignelli approach which was definitely within his style but it wasn't appropriate to the museum. It's actually something that I had seen him do for other organizations. Basically, which is a on one large side a detail of a painting on the gusset of the bag would be the artists signature or the name of the. Organization and at so it's a very kind of classic modernist way of segmenting information and also creating something beautiful. But the problem is that it's it becomes a Trope very quickly and we were more interested in something that was specific to the Guggenheim itself. And that's how I beat him out for on that project. All right, but that's interesting. I think I do think like with these kinds of Legends like Massimo vignelli, it's hard to have like. Balance between what's your your style or people are contacting you for and what is like appropriate for the project? Well, you know, it's interesting. He well first. Let me just say that I introduce myself at the opening of the Guggenheim and said hi. I'm the one who did the packaging and luckily I was a student of a good friend of his and so I drop that name Roger Remington and his face lit up and he would he was the most gracious. Person, he still did work for the Guggenheim. He just didn't do work in the retail division. So like I did all the shopping bags and I design products and special events shopping bags t-shirts all that stuff. So it was much more than than just the graphic design project. It was also a product design project and a sense of Proto branding project at the same time. So he was he was more than generous and. I'm very kind of welcoming and absolutely a lovely lovely person but what's interesting, you know coming back in your question is. You know people go to these figures often times because they have a point of view not necessarily because of the the form or the style the people that depend on the style of their work. I think have a shorter career than those that have a point of view or kind of an intellectual approach and he had. A vital kind of intellectual approach to corporate identity branding and visual identity systems. He basically helped build the modern approach to that. So he you know, he deserves all the deposition in the pantheon. Hmm. Well Mark, I think this was already some really interesting episode and I love to hear you talk a little bit more because you have so much stories to tell but maybe we could just end this episode with like some party or parting words. If you have some kind of advice for for designers and creative people listening wanting to become better designers or more valuable. What could you say the best piece of advice I ever heard. For Francis Ford Coppola the director who said that all the good things in his life came from saying yes. So now granted that does that does not mean to say yes to heroin or opioids but saying yes to Opportunities, even when they don't seem immediately like they're going to be that rewarding. So I've said lest I said yes to. And just being open open to conversations open to Chris criticism open to feedback open to failure open to ambiguity say yes to all of it. Cool. Well if people want to reach out and talk to you where could they reach you? Well, my website is I'm in the middle of rebuilding it. There's a whole long story involving Russian hackers, which I'm not going to bore you with. You got Hillary Clinton or what? It was a little more mundane than that. Basically I had to take my whole digital existence and burn it to the ground and I'm rebuilding it in a new place, but it's an opportunity to rebuild and redesign the website. So hopefully that'll be up in a couple weeks. But I'm at malcontent.com Mal cont ENT and so you can reach out Market malcontent.com if you want. All right, that was it for this episode. I hope you enjoyed it as much as I did and I'm looking forward to the following episodes. If you like this episode, I would appreciate it. If you give me a rating on iTunes or give me some feedback through the block or email. I have some exciting news. My online course is almost ready and you can already purchase it and get Early Access visit branding dot courses and check out the free lesson that's branding dot courses. See you there

This interview was recorded last week in northern California with Anthropologist and Archaeologist, Dr. Jaime Bach. From 2005-2006, Jaime served in Peace Corps in the island nation of Kiribati. Since then, she has returned multiple times conducting research and visiting her friends and family on the islands. Jaime's focus is studying locals perceptions and reactions to environmental changes on the islands. Dr. Bach graduated from the University of Montana with a doctorate in Anthropology in 2017 & her focus now is testing the hypotheses of Amelia Earhart landing on the island of Nikumaroro when she went missing in 1937. Dr. Bach's research along with the The International Group for Historic Aircraft Recovery could solve the mystery of Amelia Earhart's disappearance. See acast.com/privacy for privacy and opt-out information.

Learn about what is involved in true concurrent engineering and get practical tips for including stakeholders early on in the design process with Bill Brooks from Nordson Asymtek. When  project collaborators come together up front, then they move forward together. Hear how Bill spends the time up front to get everyone aligned during the PCB design process to ensure fabrication and assembly processes progress with minimal issues.   Show Highlights: Bill had an interesting childhood. His Dad was an inventor and worked on the Pioneer 10 spacecraft. He introduced Bill to the electronics industry. He also started a board shop in the garage and created his own hydro-squeegee, using peanut oil. Bill’s career started when he worked as an Electronics Technician for almost two years. When his employer started hiring designers to do PCB layout work, he grasped the opportunity. Back in the day, people used to sign their PCB artwork. There are a host of stakeholders involved, the designer is like the glue that holds everything together. Some of the stakeholders are: Fabrication, Assembly, Testing, Marketing, Managers and Engineers. When do you get the stakeholders involved in the PCB Design process? The IPC standard is to have a design review upfront, before design. The designer is the only one who can control moving the design through the process and make the board survive. We involve many stakeholders from the outset. Divisions like purchasing takes care of primary suppliers to ensure they can provide what’s required. We do system integration in-house. Partnering with other companies has become a big deal and it’s working very well. What does Concurrent Engineering mean? Considering all aspects, together, upfront, then moving forward together.  Spend the time upfront to avoid wasted time and effort later in the process. Educate people who have control, they take care of everyone and everything goes smoothly, works correctly, and is right first time. Bill’s Dad used to say ‘the hurrier I go, the behinder I get.’ You need a disciplined management team to do the work upfront, be quick but don’t hurry. A ‘quick and dirty prototype’ is a myth. Use software to load projects into a common depository - keep it current and work in cohesion with regular refreshing. Bill and their team use Playbook, which enables managers to have a full overview of every division’s progress and enable proper scheduling. Designers after hours: in 2008 Bill was introduced to sculpting. Started attending classes, commencing a 6-year love affair with sculpting. He now teaches on Saturdays. Rick Hartley encouraged Bill to do mentoring. Bill is now part of the International IPC Executive Board and has received an award for his contributions.   Links and Resources: Nordson Asymtek The Green Art House AltiumLive 2018: Annual PCB Design Summit   Hey everyone this is Judy Warner with Altium's OnTrack Podcast. Thanks again for joining. Today we have another great guest - do you ever get tired of me saying that? Another great guest because we just have them every time, and we'll be talking with Bill Brooks today from Nordson ASYMTEK, and before we get started, I just wanted to remind you to please follow me on LinkedIn. On Twitter I'm @AltiumJudy and Altium is on LinkedIn, Facebook, and Twitter - and also if you'd rather watch this on video we also have this on Altium's YouTube channel under videos, and you'll see all of our podcasts recorded there as well. So today we have Bill Brooks, has been a great contributor to the industry, as well as being a very talented designer in his own right. So I thought you would enjoy learning about his long history in the craft of PCB design, so Bill welcome; thank you so much for joining us here. Bill comes from just up the freeway here from our office in La Jolla, so it's handy to get him over. So Bill won't you talk about your professional history? I think you, like many printed circuit board designers; you were kind of set up to be in this industry, but you found your own path. So, tell us a little bit about that? Yeah I guess when I was a kid I didn't know where I was gonna go... Yeah me neither. -my dad kind of introduced me to the electronics world, and right out of high school actually, I was still in high school - my dad was working in the aerospace industry and he decided to start his own printed circuit board shop. He looked around San Diego at the time, and there weren't a lot of shops to go get boards made and he said: well, I can do this. And so he looked up the information and we started making printed circuit boards in the garage. Good times, that was a long time ago where you could set up a board shop in your garage. Yeah it was - today it'd be completely illegal. Yeah right. [laughter] I think the neighbors complained, he created his own hydro-squeegee and he was using a fusing oil, which was I guess peanut oil, and he bought this big 50 gallon drum of peanut oil and he used a check valve, and he put this - - he used air pressure to push it through a check valve and to spray it so he could put the boards down to get them hot after they had been coated with solder and then squeegee ''em out as he pushed on the pedal on the floor. And it would just make this nice beautiful- It's a handheld hot air leveling machine! -Yeah it was very dangerous, in fact, I think he got burned a couple times. Oh I'm sure! -but the neighbors just loved it because they’d look down at the corner of the cul-de-sac and they’d see this giant plume of black smoke coming out the back of the house, going: what's he doing over there? But dad was kind of an inventor and he liked to invent things. So he didn't go out and he was kind of a 'shade tree mechanic' - he'd figure out how to get something done on a dime and do it himself. And I guess that same ingenuity was something I picked up, I figure out how to get things done. So how did you end up going down the design path, from building boards in the garage? Hmmm it was kind of convoluted. I thought I wanted to be an Electronics Tech and eventually Electronics Engineer, and I started down that path. I got a job with a company that was making television headend equipment; the transmitter part of it, there was channel 52 UHF subscription television, Oak Systems and I started working as Electronics Tech for them and I did a lot of work for them for, oh at least two years as a Tech, and they were hiring in printed circuit board designers to do the layout work. And I had already learned how to do layout work with my dad's shop when I was younger and I looked at that, and I said: welI can do that. How much do you make? And I think I was making like seven bucks an hour at the time, and they were making like 10 or 11. And I said: I could do that, and I told my bosses I want to do that - I can do that!  And they were: okay we'll get you in the other department and I started working in the drafting department. So I got a $3 an hour raise and I started doing layout work instead. And it kind of set me down that path. So that's how I got started anyway. So Bill, a lot of people that have been around a while, both you and I have been around a while. There's no college to learn what you've learned. So how did you pick up, we were discussing this earlier; you've done so many aspects - RF, some electronics and mechanical, how did you pick up all those skill sets, sort of along the way? Yeah that's kind of a long story really. My dad started me when he had his shop, and gave me a printed circuit board to do as a way to teach me how to do layout- Okay. -and we went to the TI Handbook and found a circuit for an audio amplifier - 10 watt audio amplifier and he said, why don't you try to build that? And so I made a schematic, I took the schematic from it, and I laid out the board and we manufactured the board and I bought the parts and I put them on the board, and I soldered them and turned it on and talked through a microphone - it worked and I went: yes that's hot! It's so funny. I remember in seventh or eighth grade, we had a science fair in junior high and everybody made their science project; we had a bunch of tables all set up and my dad said, well why don't you make something - - an electronic metronome? It has to do with music, and so I drew a schematic and I put the whole thing up there, and I built the metronome and I turned it on so it'd go 'tick-tock' 'tick-tock' you know, and I thought that was amazing. It was a really great and one of my friends said: Bill that was so cool, how you did that because I didn't have to do any of the work and I still got credit for it and I said well it was it was a challenge. So I took it on I put it up there but I didn't win a darn thing! The guys who made the volcano that spews out all the stuff - they got that prize. So people didn't appreciate what I was doing. I felt a little bit geeky and kind of out of the norm as I was growing up. But I was fascinated with electronics. I was almost intimidated by it. My dad was a very good R&D guy, and he worked in the aerospace industry and he actually worked on the Pioneer 10 spacecraft, it traveled all the way past Jupiter and it's outside our solar system headed on for Aldebaran now I think. That's crazy. So that's kind of a neat thing and I think on one of his print circuit boards, if you find down in the little corner you'll find his initials there- Out in the outer regions of space. -yeah and I talked with Dr. Walker Fillius, he was the principal on the project at UCSD and after my dad passed away and he sent me back an email and he said: you know someday these little green men out there they're gonna find that and wonder: what does that mean? Why did they put that there? And a lot of people did that back in those days, you used to be so proud of your artwork you'd want to sign it and they did. Right, that's funny. Yeah. So from I have to say, I think that was probably really invaluable experience for you, very young, to put together that design affected manufacturing, affected assembly, affected performance. Like at a very young age, you saw that whole overarching process - sort of on a small scale - but still; and not everybody gets that experience even today, few designers. Few designers have ever been in a shop and actually made a print circuit board. A lot of them are dealing with the drafting side of it; they don't see the whole process. Right and it makes such a difference to decisions you make as a designer. Absolutely. Right and so I can see how that sort of set you on a path to be a little bit more globally minded about the whole soup-to-nuts kind of - - from design to reliability or how something is actually functioning. It has a lot to do with curiosity, it's funny; I've been listening to a book about Leonardo da Vinci and one thing that was amazing about him is, he had this insatiable curiosity, to almost distraction, I mean he would look at things and go: why does it work that way? And he'd start, he'd set himself a task to figure it out - and he didn't have a college or someplace to go learn those things - he had to do it himself. I've done a lot of the same kind of things in my life. I get fascinated with something and I go: well, I can figure that out, I'll go figure it out - all it takes is being brave enough to try and not being afraid to fail. Failure is just an opportunity to learn more. So I think it was Edison once said , he did like hundreds of different ways to try to do a light bulb and he said, well now I know a hundred different ways not to make a light bulb, it's okay- I still finally need way to know how to do it right? -but those those skills and the curiosity drove me into expanding my knowledge base. Getting into printed circuit boards, I wanted to learn how to take the thing I knew how to make, and turn it into something that was a product. I wanted to find out how to make that product appealing to somebody so that it made them happy with the product and not unhappy with it. And that kind of dovetails with what we were talking about before. We have, as designers we're kind of the glue to the whole design process. We may not come up with the initial idea that needs to be created, but we take that idea and we turn it into reality and we not only have to turn it into reality, so that it's electrically functional, but it can be manufactured in a reasonable way that's not super expensive, that's reliable, that survives harsh environments or abuse. It has to be testable so you can provide for test points and things of that nature. There are a whole bunch of stakeholders involved. People who are - their job is keyed on being able to take what I create and turn it into a product that they can actually sell. The marketing people have to make sure that the product meets the customer’s needs. I have to be aware of that when I'm designing it so, I don't design in some function that makes it fail there. I have to be aware of those things. So the designer - they're kind of the key glue to the whole group. But I find that very refreshing and I think most professional designers, from our early days of making a simple 2 layer board say, it's so much more complex now. So we tend to like head down, into our specialty right and I think, as you have said some engineers/designers have never been inside of a board shop. Right it gives you myopia, you can only see just your part of the whole process. And I can understand that because, I don't say that from a critical perspective, it's a very complex process. We're time constrained, resource-constrained, so it's hard to put your head up for a moment so- You just named some of the stakeholders. -I would say fabrication for sure, assembly, testing... You mentioned a marketing department, probably managers too. Managers all have cost and time constraints, they have time to market that they have to be worried about. The engineers of course, typically are going to be concerned about, can they get the parts or are the parts available; are they gonna be end of life parts? Yeah that's a whole fun bag of fun there. The hardest part for some designers is, they'll get the board 90% done and then the engineer comes back and goes: I can't get that part anymore, I need to put a different part in and that's bigger than the one I gave you before. And so you got to go back and fix the circuit, so you can fit that bigger part in there and make it work. And it gets quite challenging. So when do you recommend to get those stakeholders on board and collaborating? That's a great question and funny - if you go through the IPC; I think it's 2221-standard - it's like the very first - almost first paragraph and the thing it says: make sure you have a design review up front first, before the designing begins. Why do they say that? Those people all are going to bring their expertise, and their wants and desires, and their concerns to that meeting. Well they're gonna be a part of that and give that information to the designer who really is the only person who has control over what it ends up being. The creator - they are the creator; they take all the information and they create something that can be built, tested, cost-effective, survive, functional, not have EMI problems, EMC problems... it has to pass safety agency requirements like TV and UL you know? Yeah. Or stand somebody handling it and giving it an ESD shock - thousands of volts - how's it going to survive that? You know, we do Hipot testing, there's a lot of work that goes into making a board that just is not - just connect the dots. So you're now working with Nordson ASYMTEK, which makes assembly equipment correct, or is there more than that? Their key thing, the company I work for they're making robotic equipment. The equipment allows manufacturers to do high-speed manufacturing very reliably and typically they're dispensing fluids. They have a few divisions that do board inspection. They have one that does plasma cleaning- Mm-hmm. -it's very common, I think it's MARCH - - I think is the name of it, something like that, but primarily we focus on fluid dispensing; got lots of patents on fluid dynamics, how to dispense a dot of material that's the exact amount of the material, in the right viscosity, of the right mix of materials, and at the right place , at the right time. Right. Very, very challenging stuff - we've come up with some really high tech equipment that are making our customers real happy. That's great, so when you do, on a practical, where the rubber meets the road stuff - when you embark on a new design - do you get the stakeholders together? I mean how do you do that? We get a large number of them involved. We have a purchasing department that cares about who our primary suppliers are. They review them; we go qualify them, make sure that they're going to be able to supply what we want, when we want it, at the price we want it. We use third-party vendors to make the boards, assemble the boards, test them. We put everything together in-house. They call us a system integrator kind of thing - and I guess that's one way to refer it. So the final assembly stuff all happens in the factory; and then we ship overseas and here in the United States and Europe. So you used a term which I've heard before and just tell me what it means to you, is the term 'concurrent engineering'? I was introduced to that a while back, and to me it was confusing at first. Of course I've been in the industry a long time and there used to be a model where engineering would be a little black box and inside, all the engineers do all their stuff in there, and it was black magic, and they got it all done and then they went; pop - and they threw it over the fence and said: okay, you guys figure out how to make it. And that's as far as they went. Engineers were done; okay, I'm working on my next thing have fun. And the manufacturing engineers get it and go: oh my god, how are we gonna build this thing? And they almost had to re-engineer it to make it producible. So that model was going along for quite a long time here in the United States, before they started analyzing what the Japanese were doing and looking at their manufacturing process. It was very organized, and they introduced just-in-time, which has affected the whole supplier chain. But partnering with other companies to be able to be successful has become a big deal and they can reduce the number of staff that they need to do what they need to do. They can have highly qualified people doing what they need to do - they don't need masses of people - and then they can subcontract things out get them delivered on time, put them together and get them out the door and they're very very good at it. Concurrent engineering means thinking about everything up front. Not just your part of putting it in a black box and playing around with it until you're happy and then flipping it out and saying: you guys figure out how to build it. You want to bring the people that are stakeholders in up front. And then together, you move as a group. And the people involved in the engineering part of it have to understand those people's jobs, because they're their customers. Right. They're the ones -  they're gonna use what they create. So we spend more time up front to make sure that they don't have to work harder, that they don't have to redo it, that we don't waste money and time out there with failures and have to come back and make changes and send it back out, saying: how about this one? No that's not good enough you've got to do it again. Oh how about that one? No that's not good either. So you educate the people that have control of it - they put the intelligence into it to take care of them and everything goes smoothly, and we make a lot more product, a lot less expensive, and that's right the first time. You and I were swapping some little statements right? So one I remember you saying - - I don't remember who you cited: the hurrier I go... That was my dad... -that was your dad. Yeah 'the hurrier I go, the behinder I get'. [laughter] Yeah and that's so true I mean it's funny if you have this: I'm the only important person in the world, and what I'm doing is the most important thing and I don't care what anybody else thinks or wants to do. You can create something, in fact, I've seen some amazing sculpture, of components that were soldered together and in the most amazing ways and it was an electrical circuit, it worked, functioned. Yeah - but if you touched it, it would fail, if you moved it, it would fail. It wasn't built - it was just to see what would happen to the electrons when they get moved around that way. So people - and there's a desire - typically management, has traditionally figured, well - if you whip the horses harder and make them go faster you'll get there sooner. I have seen that by the way being a board manufacturer and selling to and working with designers. The constraints are brutal sometimes... They can be. -and it's like, well if you want me to put out good work, you need to give me a little bit more margin right and so I think, to your point is, you had also said that it's really a myth, the idea of a quick and dirty prototype. Yeah it really is - it's kind of a myth - I've worked in environments where there was a philosophy that said: we can be faster if we just slap something together and we go build it and we bring it back and see what it does. I think the people that had that idea probably didn't have any simulation tools. They didn't have any way to predict how it was going to behave - so they would make one and go try it, and then they'd find out how it didn't work and make another adjustment. So I remember working on a board that had 17 or 18 different iterations of them trying different things... That's so expensive and such a time suck! -Very expensive and it takes a lot of patience - you just kind of have to work with them and keep going and keep going. But we win when you get a management group who - I happen to work for one - it's very, very smart people, they'd like to do it right the first time. So they spend the extra time upfront. They do the research, they analyze what's going on, and then they go build it. When they build it and bring it in we're like 98 percent there, most of the time. Very few times maybe we get one or two little blue wires and we're good to go and take a few changes boom -  you're out the door. And that's a good thing and CAD tools help us do that too, by the way. Yeah well, and that's a really insightful management team I think, to know that if you take the disciplined time to do it up front, it really saves you so much on the back end in regards to time, money, and resources. I always like John Wooden's quote; he used to say: be quick but don't hurry, it's the same thing - like be nimble and quick - we don't want you dragging your feet but don't be hasty. I think part of it is just having a good work ethic, the self-discipline to say: you know what, I'm here, I'm gonna focus on this, I'm gonna get it done, and I'm not gonna let Joe come over and talk to me over a half hour about the thing he was doing up on the mountains last weekend, or stop and shoot with people at the water cooler or whatever. I'm gonna stay focused on it and when I'm not here then I'm doing other things, but when I'm here I'm focused. And I think that the managers; they should analyze the people and look and see what kind of people they have, and try to work with them to get them to have that work ethic. We've got lots of distractions in our world, plenty of them, things that can take us all over the place, so it's just a personal discipline I think. So we talked about, in those cases - I'm thinking about the people that are designers that are listening to us that may not have such an insightful management team as the one you work with and I'm sure you've worked for other less insightful management teams. How do you recommend that you tactfully, and professionally, push back to say, I need five more minutes to get this right  - how do you do that? Well to frame it as pushback, is probably not politically nice but it's a communication. I think one of the things that you don't do, is you don't go off into a dark room somewhere and then pop out with a design later on and they're going: what's happening what's, happening, what's happening. So you have to have a lot of open lines of communication with your team. We use SVN as a way to load our projects into a common repository and then the other engineers that are working, can download that and refresh it, make it current so the master is in the SVN file. So I'm working on basically a copy that I refresh every time I do some work. And I do that regularly, I don't wait very long and I'm refreshing it - I'd do it many times an hour sometimes. And sometimes maybe I go for a couple hours and then we'll refresh it, but it's mostly based on how much change I have made to it. The idea is to keep it current and keep the lines of communication with the other people concurrent so that they're aware of what's going on if they're busy working on the schematic while I'm working on the board we can do that in parallel, and I can do my parts get them done and then they can say, oh I found out I have to change this part, or I need this other circuit in there and I've just uploaded it - you can pull it in and and make the changes. And we do that very often. Which is really great and I know here at Altium, R&D is working very hard to make sure that people can work concurrently and building those subversion networks and, even going beyond that, as we delve into Nexus and other products is to enable that, so you guys are seeing each other work in real time. Often times this is kind of a neat thing about that tool. We typically, the group I'm in is the new product development group, so we take the 'pie in the sky guys' stuff and we turn it into a product. Then we have Reliability Engineers who have to design a testbed to test the product. So oftentimes when the schematic gets to 90% they've got a copy of it and they're looking at it while we're designing it... And there's the concurrent engineering isn't there! -Exactly. It really is a tool that enables that concurrent chain. It enables it - so we're able to do that and then the guys in production want to know what's going on with it, so they can pull down a copy and look at it, and then the next time we have a review meeting they'll bring their thoughts to the meeting and they can say: we like what you did over here, but we'd like to change this because it helps us be more efficient, and we can run that back there because we need to do that; we listen to them... Which is so great. -having that dynamic - real-time communication - it's really huge in being successful the first time. Yeah that's great, it's great to hear. So but... tact is used to push back. -tact yes. I used to joke with my boss; did you ever see the movie The Money Pit? Yes. And the: we're gonna fix the house and the farmer shows up and says, how long is it gonna take? Two weeks, two weeks. We used to do that. Looks like, wow this will take two weeks. Most people can accept two weeks, but we've got a new tool now at work; Playbook - and it allows them to get all the stakeholders involved in helping us schedule the project. So people who say I'm gonna have my test part of it ready at this time, and I'm gonna have the board ready at this time, and I'm gonna have my schematic ready at this time. The managers can see the whole thing without having a good run around and bug everybody - it's all right there. If there's a problem with a schedule - update it so we know what's going on. Tell us, and they get it; they see the impacts, they see when things are going to happen and they can strategize and make plans on how they're gonna pull something in or adjust something to be successful. That's great to create the level of transparency right? Yeah so pushback is really more... Well you know, that makes it sound like the manager's a bad guy. They've got a job to do and they've got to get a product to market in a timely way, at the right cost, so I'm just saying is sometimes to your earlier comment like the whips to the backs - at times it feels like that and sometimes you have to stop and go: okay... How can I communicate better? Yes, how can I communicate this in a way that makes me me your ally here? Exactly. I want to help you win, we're on the same team by the way, and me getting this done right the first time... You can help me be successful in doing it the first time, and you, and you, because I want to get all the things that you need into the design. That way you're happy with it and you can make it and you're not gonna go; damn that Bill Brooks - why did he do this? Oh gosh we love the finger pointing don't we? Yeah I've lived through a lot of that. Well Bill, this has been really good and really practical, I think where the rubber meets the road. And this part of the podcast, I sometimes like to call Designers After Hours. I want to particularly focus on what you do after hours because you are a very creative kind of - use both sides of your brain - but you have a very strong right brain. So can you tell us a little bit about what you do after hours when you're not designing boards? Gosh - let's see; was it 2008? I went through a divorce and I was trying to find something to do with my spare time and I got introduced by another engineer at Datron World Communications where I used to work; and he was taking classes in sculpting and he showed me a picture of a sculpture that he was creating; this head of his wife, and I had met his wife - she was wheelchair bound and it was so neat to see the love, you know. He is caring for her and she needs him to push her around and whatever. But he was making a sculpture of her and I thought that was really cool and the likeness was amazing! I thought, you really did a good job, I was really impressed with it. How in the world did you learn how to do that? Because I'm taking classes in Carlsbad. Bullshit - what? Nobody teaches that right, I don't see classes for sculpture anywhere. Where do you find that? And he says, no it's real, you should come check it out. So I made a point to go down and meet the teacher and the teacher introduced me to it and I thought, this looks like too much fun I’ve got try it. And that started about a six-year love affair with sculpting. And now I'm currently teaching it so - there's a place called The Green Art House in Fallbrook and every Saturday I've got a class there and I teach sculpting and it's fun. And we will share this link by the way, because your mind will be blown. He doesn't just do a little hobby sculpting - these are amazing sculptures he makes! And oh my goodness, and then I start prodding him about painting... Oh yeah I would love to take a painting class. Bill says, oh yeah I do that too. About two years ago - maybe almost three - I was at a gallery where I had my bronze sculptures that I had made from the sculpting studio and I was trying to see how they would be accepted in the public and so forth. So I had them in a gallery and I met a guy there, Richard Struggles who's a teacher, and he teaches how to paint and so I got brave one day and I thought: I could do this. So I went down to Michael's and I went through the paint department found the primary colors and some paintbrushes and a canvas and I said I could do this and I just bought it and took it home and I thought I'll find a picture I like and I'm gonna try it. Well about three hours later I said, you know it's not bad - it doesn't look too bad, I bet if somebody taught me I could do better. So I asked him, I says I see you teaching people, can I come? He said sure come on down. So that started me learning how to paint and I've done about eight or nine paintings. One of them's a triptych; it's some cheetahs it's hanging in my mother's home, behind her couch and it's real pretty and a lot of horses. I know I love horses I owned a horse and so I love your sculptures and your paintings of horses. I used to have horses too - so I know that bond and the connection with the animal - it's amazing. So anyways, just for giggles we will share Bill's amazing artwork there because he does have a good after-hours gift there. Will you please share with me any -  I know you've shared with me some links and things we'll make sure we put those up for our listeners that could glean more information from Bill. Bill's also taught PCB at our local college here, and he has mentored many people as well as being mentored throughout his career. I can blame that on Rick Hartley. Rick Hartley who we just had on the podcast today. Yes he was, in fact, he cornered me. We were doing an interview right after the Top Gun at PCB West, and he said: Bill, you've got a lot of experience. Have you ever thought of mentoring? And I said, no I never thought about it, to me making boards was just a way to get a paycheck. Get paid, go home, buy food take care of family do all that stuff. And that seed it planted, made me seek out the IPC Designers Council and I joined the local group in San Diego, eventually became part of the board, and then I joined the International Group and actually became part of the Executive Committee and also the Education Committee. And I think I've got an Emeritus Status now with them. I mean I've been with them a long time and I've contributed as much as I could. In fact they gave me an award once for contributing to the industry so it's good fun. Yeah we'll provide all the links we can. We thank you again for joining us Bill. Thanks for joining us today in office and again this has been Judy Warner with Altium's OnTrack Podcast and Bill Brooks with Nordson ASYMTEK. Thanks for listening, we'll see you next time. Until then, always stay on track.

EP138 - Amazon Q2 2018 Earnings Hot Take  This episode is a hot take on Amazon Q2 2018 earnings Amazon Q2 Earnings Highlights $52.9B, which is a 39% y/y increase $2.98B in operating income $21.8B in Free cash flow, less $11.4B in capex, $6.2B in lease repayments = Net $4.1B Free Cash Flow AWS had a material acceleration up 48% y/y constant currency and profits were $1.4b Amazon Web Services – came in at $6.1b – 49% y/y growth (an acceleration from last quarters 48% growth) North America – $32.2B up 44% Y/Y, operating income of $1.84B International  – Revenue increased to $14.6B (+21% Y/Y) for a $0.494B loss Marketplace 53% 3P by Unit sales 3P Growing at 55% (constant currency) Wingo GMV estimate -> 1p – $37.6b/ 3p – $71b = $108.6b GMV Amazon Ad Business – grew 129% y/y  to $2.19B Cowen estimates $8.6BN in 2018  rising to ~$37BN in 2023 Amazon increasingly bypassing agencies to go directly to advertisers Increasing likely Amazon becomes first $1 trillion dollar company Jason & Scot will at eTail East in Boston next week. Don’t forget to like our facebook page, and if you enjoyed this episode please write us a review on itunes. Episode 138 of the Jason & Scot show was recorded on Monday, July 30th 2018. Join your hosts Jason “Retailgeek” Goldberg, SVP Commerce & Content at SapientRazorfish, and Scot Wingo, Founder and Executive Chairman of Channel Advisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. New beta feature – Google Automated Transcription of the show: Transcript Jason: [0:25] Welcome to the Jason and Scott show this is episode 138 being recorded on Monday July 30th 2018 I’m your host Jason retailgeek Goldberg and as usual I’m here with your Tahoe Scot Wingo. Scot: [0:40] Hey Jason are welcome back Jason Scott show listeners well last week the big news in e-commerce was Amazon 2nd quarter results but we didn’t get a chance to cover it live because you were down under. Jason: [0:55] That I was I was in the future in Australia. Scot: [0:58] I know he’s not wild you you cross the time zone when you go there and then you lose a day when you come back so yeah it’s very strange. Jason: [1:07] I assume I’m now even. Scot: [1:09] Yeah if you if you keep going though One Direction you’ll either turn time backwards like Superman to or I don’t know if you’ll arrive younger than when you left. Jason: [1:21] Yeah I can certainly use that but I’m not currently that’s not a nephew and I’m currently experiencing. Scot: [1:27] Cool before we jumped into Amazon’s second quarter deep dive give us some highlights of what you saw in Australia and you know since we’re theming on Amazon here let’s start there Amazon has launched in Australia and I imagine that the Aussies are really fired up about that. Jason: [1:44] Should I feel like that is the big change last disruption in the local retail Market I would also I also feel like the. The sort of recovery from the global financial crisis has changed circumstances in Australia a little bit but it said it’s an interesting Market. [2:04] For me it felt a little bit like a Time Warp like I was going back in time a couple years in retail. They’re they’re not as over stored as we are so malls are still like a pretty popular concept like they don’t have too many into the overwhelming majority of malls or sort of the equivalent of what we call in a mall here. And that’s a a growing in popularity shopping concept there in fact like there’s a premise that the. Traditional department stores in in Australia are suffering a little bit because people are choosing. Two shot multiple manufacturer stores in the mall versus going to a department store but overall. It’s a timer for two reasons number one is Scott and I think you already know it’s an odd Market in that a lot of international retailers. [2:57] Didn’t protect their IP rights in the early days until entrepreneurs from Australia would travel abroad they would see some interesting retail concept. And they would bring it an unlicensed version of it tossed really on their own so you’ll see lots of familiar brands for North American Choppers like Target and Kmart. Woolworths but they’re they’re not and The Branding may even feel very similar to what you would expect in the US. But they’re not in any way related to or associated with the North American companies and in some ways it’s a Bizarro world so. Like you know Kmart is probably more vibrant in Australia than Target for example. [3:40] Which feels a little bizarre for anyone that you used to North America where that’s that’s definitively not the case so to the retail Brands it takes a little bit of time to get your head around because they’re familiar and yet for him and then you know I think it’s dorkly the market just hasn’t had a lot of competition like most of the Australian retailers have had to compete with each other but there’s not a huge number of them so they. They don’t have direct overlap like you don’t tend to have two or three brands with the same product assortment in the same price point so i q no U tend to have. [4:13] A retailer in every price point or a category killer in the in the category so you have like an office works. As the category killer for Office Products but they don’t have. A direct competitor like like Office Depot OfficeMax have a Staples here for example and then until recently the the currency exchange rate really sucked in so you didn’t you also didn’t have Australian consumers. Shopping internationally via e-commerce and so really those consumers were kind of locked in the to the local choice there’s no they’re not a lot of international retailers in Market there’s a lot of international Brands and Market but not a lot of. Wholesalers of other people stuff inside so I would argue that the market just didn’t involve really fast and now you got Amazon coming in there I’m which is a big disruption and you have much more favorable exchange rate so you have. Australian consumer shopping tomorrow in Hong Kong and and shopping pesos in in the UK and doing cross-border Commerce and things like that so suddenly there’s a lot of competition suddenly they’re all getting much more heavily disrupted and they’re all trying to figure out a lot of the digital things and Omni Channel things that retard you know we’re more likely to be struggling with you know 2 to 5 years ago here in North America so it’s it’s it’s going to be interesting. Scot: [5:36] Yeah so Channel advisor full disclosure we have an office in Melbourne and it’s a good region for us Amazon coming has been great for us the one thing we’ve seen a ton of is there’s a lot of Chinese Imports and Australia and it frustrates Australians because they have this weird kind of this is kind of topical because the news did this weird thing where you can sell anything and Australia for $1,000 and under and there’s no tariff but then Aussies can’t sell the China without Tara so there’s like this huge disadvantage and it really always frustrates the third-party sellers I know they’re that anything can come into the country for under $1,000 without any kind of a there’s just some guy text benefit almost like they don’t pay Australian tax on it or something and but then they always had a hard time exporting out of Australia so did you hear anything about that or. Jason: [6:29] Yeah so I feel like there’s a number of those sorts of things and and you know I was really really is part of Asia is it is you know there’s it’s very International population and so there there’s a lot of Asian expats in Australia and said there’s there’s it you know it’s it’s not just proximity to the good deals like there’s a lot of Asian brands did it appeal to a big chunk to the local market in Australia, alright are multi-generations in Australia there is this strong sort of national pride thing so I always feel like. They’re they’re very there they’re more opposed to Outsourcing jobs and their there more favorable to. Meeting RC Brands and products then some other markets in all markets we see. That that does kind of stated preferences you no go away when. When there’s economic pressure so I’m not saying Australians won’t buy cheap goods from China but I’m just saying, they maybe put a little more weight on the local stuff then do Americans for exam. Scot: [7:44] Call the other thing I’ve noticed in Australia is pretty much everything will kill you did you run into that at all. Jason: [7:49] I was aware of that but I did not run into that I did not see any vocals boxing with kangaroos. They’re made they’re probably were venomous spiders but I’m happy to report I didn’t see them which is all I care about like I just want to die in my sleep and not be scared the bejesus beforehand. And I was I was mostly in Melbourne and Sydney which are you know big Metropolitan City so I I imagine the density of things that can kill you is more skewed towards public transportation in Alaska Critters. Scot: [8:23] House on the Gold Coast in like a I thought I’ll go to the beach for half an hour or something and it like every other sign was like no warning Riptides warning sharks warning life threatening jellyfish poison manowar’s warning piranhas like ever in Australia. Jason: [8:43] No I think it I think it was Jim that fact that there are there are like more deadly species in Australia than anywhere else and I think that’s particularly like the snakes in the venomous spiders and then is you mentioned a lot of the The Aquatic Life. Scot: [8:56] Yeah they couldn’t tell hundred percent if they’re yanking my chain but the folks in the office for telling me there’s a venomous spider that hangs out in toilets and like all Australians when they go to the toilet they will actually do a visual inspection for this spider because it will actually bite you in the bum and it can kill you if which is like a terrible way to got. Jason: [9:14] That’s why I don’t know the weather know this but either they were totally yanking your chain or my house were much more happy for me to die. I was not worried about that although I did Quinton Henley I did look in every toilet because I was I was constantly making videos trying to get some that were flush and counterclockwise in it yeah. Scot: [9:33] Nice but still have to put those on the action. Jason: [9:38] Exactly yeah the toilet videos yeah I’m pretty sure it’s like cow tipping. Scot: [9:43] Cool any other exciting Australia highlights. Jason: [9:48] Nope I mean people are super nice I had a ton of great conversations with retailers and I do think they care a lot about the customer experience and they care about winning in this certavite in competitive market that there now in butt you know just circumstances they they haven’t had the impetus to change quite as quickly as as some other market so. Scot: [10:11] Well let’s jump right into the big amazon news with the Q2 Deep dive. Amazon news your margin is there. [10:34] Also serves a lot to go through so we’re going to contact what I call a peel the onion approach and start at the macro-level and then look at the different lines of business with an Amazon we’re going to look at the cloud segment the add business and then the US and international retail businesses as well as the third party Marketplace that’s a lot to cover so let’s jump in from a macro standpoint the big story of Q2 was the bottom line. And in fact the top line was a little bit below and the analyst estimates and part of that was due to there’s a lot of rule changes going on in the world of accounting. Which is causing every company a lot of Heartache intimate with this unfortunately there’s this new accounting principles 606 which is making a. We visit how they look at their different things so Amazon had to move some stuff from 1 P to 3 p which creates a revenue headwind because in 3p they only count about 10% of the revenue because it’s their Commission CNN 1p the count a hundred percent so in fact Amazon actually missed the top line so usually if that happens you see this whole you know crater going to stock but then that didn’t happen here because what happened is operating income blueway expectations so it came in at. [11:52] 2.98 billion so that’s the third quarter that operating income was over 2 billion and it was just too shy close at 3 billion you know what would that be 2 million short short of that. That’s a 375% year-over-year increase in operating income and then every segment Amazon reports on improved their profitability as well and will cover that as we get in that represents a 5.6% margin and expectations was for 1.7 billion so this was 77% above expectations which of these numbers is you know 1.2 billion dollars more than while she was expecting in his truck that is meant. Amazon is I kind of caught this stair step effect so Amazon will. [12:39] You know don’t don’t climb the stair and profits will go down and what they’re doing is this business is very capital expenditure heavy right so you have the big capex is fulfillment centers which are not cheap and data centers which are also not cheap so Amazon and Fortune asked both because derp derp those are the two core pieces of what they’re building so you can imagine the phase where they’ll build like 24 filament centers in 20 distribution centers and the look massively unprofitable but then as those come online and they optimize them and they get capacity then Revenue starts to kind of the the capex stair goes sideways and profit starts to climb and then Amazon will kind of go through another phase of of harvesting. [13:28] Prophets and then after that they’ll say oh we need more data centers and fulfillment centers and I’ll have to kind of keep chewing away at it so we’re one of those Cycles now I’m that that we’re kind of harvesting investment and what’s interesting is as they’re climbing the stairs every time they take a breather the possibility is going up pretty materially and they’re doing it again such a big number you had so you normally people would scoff at a 5.6% total margin but they’re doing it against a top-line that. [13:56] Massively large so 3 billion dollars works out of the bottom of that equation which is which is pretty incredible so so that was kind of everyone was pretty kitty about that to see if they know they haven’t level in a very long time. And then there was there’s a nursing backdrop that happened you were not show you sounded like you picked up on this but there’s this this whole kind of thing that’s been out there called Fame search Facebook Amazon Netflix and Google and Google had pretty good results obviously Amazon did and then Netflix kind of had a little bit of a bad results at there they miss their subscriber growth number and then Facebook had a really really really bad week last week so they they had that kind of guy on their conference call so their revenue and profits missed an egg on a conference call and it essentially said look we’re going to reset expectations of Skyway on Washington caught kitchen sink order the stock was immediately down 20% and unfortunate that kind of held there so there was this whole thing coming in so it’s kind of interesting to see Amazon really kind of printer. A quarter and blow errands expectations. Jason: [15:11] Boxer to put the F into Fang if you will. Scot: [15:14] Absolutely yes Google kind of mess it up cuz they change their name to alphabet but everyone still calls it thing but it’s it should be either fan or whatever. Santa hat the another kind of interesting tidbit here subscription Services which is where Prime lives are there’s a couple other subscriptions on there that you can buy but that is primarily Prime Revenue. That accelerated to 55% year-over-year growth which was good and then longtime listeners the show will no operating income and revenue are the measuring sticks that most other companies use but Amazon really uses. Cancel that is a lagging indicator and what they really focus on is as more of a Ford indicator and it kind of has to do with the stair step. I love you and I’ll G I introduced that’s free cash flow and what free cash flow does is it it kind of is an earlier way. To the counting rules to kind of predict where. [16:12] Profitability is going to come in so let’s let me kind of walk you through that I’m going to try that this always gets a little confusing so I think I’ve tried to boil it down here so when you when you just take what I would call. [16:23] You got to go to this waterfall right so the top of the waterfall you have just pure free cash flow and that was about 22 billion dollars massive amounts free cash flow. Then they go and they invest more Catholics right because Amazon is Never Off This treadmill of investing in capax just the. So this quarter they invested only 11.4 billion and capex just hilarious because that’s probably more than. People are spending in like last 10 years for like most retailers but that’s that’s so is a light investment quarter. Do only 11.4 billion that leaves you with kind of 10.4 billion in free cash flow after the capex Investments then they’ve gone out and they have you know some of these things that they buy they buy outright and other ones they leased land and what not to try to smooth out. Cash outlay for data centers in fulfillment centers along with more with Revenue comes in so they have 6.3 billion of that they paid back in the quarter so really when you get all that out the cord which is free cash flow without lease. When you take out least principal repayments was 4.1 billion so those are kind of the end of the metrics Amazon spends a lot of time thinking about what you could argue is. That biggest number I gave you that 21 billion is really what Amazon focuses on because you know if you kind of go to this. [17:45] Take a region like the United States there there’s they’re getting to the point where they really don’t have to go that many more fulfillment centers in it and in fact the profitability of the North America really kind of pop this quarter will talk about it because of this they’re essentially it saturation so when you get saturation with some of these things that free cash phone number. The top of that waterfall becomes the number because you pay off the cappex pay off at Lisa’s now you’ve got all these fulfillment centers they’re producing Pan the free cash flow flows all the way to the bottom line so over the long-term you should see that gap between about the three billion dollar operating income in the $22 free cash. 12 close as a market matures that’s what gets Wall Street so. [18:28] Not terribly excited about Amazon is these free cash flow numbers are are pretty amazing and Amazon while they’re investing yeah I started that 21.8 billion + free cash flow and ended up with 4 there’s a lot of investment in there like 17 billion dollars with an investment when there’s a day where they’re not making those Investments this is just going to eat a massively kind of cash generating business which was funny we talked about it a lot on the show there still this overwhelming belief out there. That either a olive Amazon is a profitable or that be the retail business is sustained just by the cloud business none of that’s true the retail business on its own as profitable. Especially in North America and international it’s still losing money but that’s because certain markets specifically India Scot amount but I think it’s pretty safe to assume there’s markets like the UK and Europe for their probably look a lot like the US they’re pretty mature but then there’s a lot of markets and I including Australia even yeah I bet Amazon isn’t profitable in Australia so. Just want to make sure we just spelled the you know that that whole incorrect urban legend at Amazon or its retail business are not profit. Jason: [19:40] Yeah for sure and Scott correct me if I’m wrong in this but. Even if they wanted to keep investing at this same Pace like they’re there is a scale problem right like it is you keep growing that Top Line cash flow that fast like there comes a point when you just can’t make. The capex Investments at that same. At that same growth scale if you well some people would even say like the stair-step isn’t necessarily intentionally that they’re taking profits but just that it it takes them more time to retool and and scale the Investments at the same Pace that they’re there their top line revenue is scaling. Scot: [20:19] Absolutely let me have some you know so the most exciting line-of-business we’ll talk about is ads and you and I both there are in this world the nice thing about ads is it it doesn’t require any cat that’s right so it’s. It actually possibly could be the most profit line of business that Amazon has and I I think. Even though Amazon is closing are showing Dollar business I think there’s probably the could be a joined our business there that a lot of people haven’t woken up to because unlike all the Amazon other businesses it doesn’t need data centers that doesn’t need for Film It Centers and it rides on top of those so it gets this kind of triple flywheel effect. I’m from those Investments That Amazon’s making. Jason: [21:04] Death of though this last reporting. You probably didn’t want ads to be the the dominant source of income you had cuz that that probably dancer Facebook Super Bowl. Scot: [21:14] Yen one one sidebar is a kind of thinking there’s been a lot of interesting writing about this if your Facebook and Twitter is also in the same bucket Netflix will go in and it sits on it stop living subscribers I don’t think those big deal but but the Twitter and Facebook their core bottle is under attack right because you have this whole attention to swinging very far away very far towards privacy with gdpr the whole Cambridge analytica and you know so they’re core model is kind of under attack were there since Lee saying give us your data for free and we’ll monetize it by selling it to other people which which sounds weird when I say it like that that’s perfect what you been doing all this time and you know so you have to I have to imagine somewhere in those boardrooms people like we really need to find an e-commerce leg you know kind of a of Revenue here so I wouldn’t be surprised if we saw Facebooking and Twitter got a lot more serious about e-commerce Revenue because transactional review is way cleaner from political economy misgivings than than address. Jason: [22:22] Yeah for sure and I mean a ton was written about Facebook but I don’t know if you follow John Oliver he has the Last Week Tonight Show on HBO and he did a hysterical honest version of the Facebook app. That. Can’t completely describe an RPG rated podcast but you can find it all over the internet and it’s it’s definitely worth the watch is pretty funny. But the punchline of the lad is Facebook we own Who You Are. [23:02] So at the very top line for Amazon the growth was pretty big RightSource 37% year-over-year growth. On the revenue and you don’t remember remedy for for for Amazon doesn’t exactly equate to e-commerce DMV because they they do have some other businesses and in the revenues a mix of one p m 3 p but 37% growth. You know for a company they’re sized you know we always highlight on the show that that the Department of Commerce in comscore sort of estimate all e-commerce growth in North America at about. A 15% growth rate so you you have the the biggest company in the space that represents more than half of all the activity in the space and they’re still growing at more than twice the the average growth rate which is pretty scary. Scot: [23:57] Yeah a lot of people are starting to kind of wake up to this and you you pricing all the headlines that you know Amazon what’s half of e-commerce and that kind of thing would which is true but if he Commerce is growing it fit. 15% and Amazon phone at 37% then you know next stop 65% $0.75 85% 95% so we will later we’ll see you know eBay group pretty decently like eight 9% but then we’ll always here from Walmart and Target those kind of guys that they’re growing 30% shopify’s gmv is going 30% and it always becomes this kind of question of who is who is growing at negative. And e-commerce to kind of generate this 15% I always come back to that when I when I when I start to hear all these things come out of the quarterly reports I don’t have a great answer for that we’ve talked to folks. Animal I believe the numbers are wrong out there and they don’t trust at 15% so we’ll leave that two listeners kind of decide. [25:03] The glass little thing on the top level here is at Wall Street. [25:11] You’re very quickly says wow that was great cue to tell me about Q3 so it’s very much a show me show me kind of a world there I am the do that through guidance so Amazon’s guidance for Q3 was a little light on revenue and I think that this again was due to this kind of Optical news from stuff from 1 P to 3 p but then the prophet guy that gave to Wall Street was wildly ahead of their estimates and this is why you see that world of Wall Street you called us a beat and raised quarter that’s essentially what Amazon did is they not only did they being cute too but they all the analysts had to scramble and go out and say the whole world of profitability Amazon has changed what does that do for our bottles and minute is models are built off of operating income and free cash flow so you know I saw I saw price targets out there 2020 120 200 I think the highest I saw was 2300 I remember right around 2000 is when Amazon it’s $10 so yeah this is the kind of momentum here that that’s pretty interesting to see if this is what catapults Amazon there I don’t think I quite get there but you know when Q3 comes out I think Amazon all indications are from third parties out there that they had a Blow Away Prime day. [26:33] That could be if they were kind of being raised and 2/3 on top of this and especially on the bottom line then we could get that $20 by Lucy will have to July. So probably be. August 28th 23 or October 22-23 is probably when they’ll announce Q3 and I bet that maybe when we kind of see the first trying to our company. Jason: [27:01] Yeah and that’s a great reminder to me that we need to get started on the trillion-dollar sound effect that will need for the podcast from them. Scot: [27:08] Yeah yeah I’ll have Jeff on he’ll be a big celebration party. Jason: [27:12] Exactly I know he keeps asking but that maybe would be the occasion to finally let him on the show. So one of the businesses in this number is of course the Amazon web services and you know if e-commerce is doing pretty well against its competition amazon-web-services is doing even better right and is you is you mentioned you know one of the two common myths is that this is the only profitable part of Amazon that’s her to carries the retail part as a reminder like this service want and really had like a 7-year Head Start before they developed any serious competition and today you have. Microsoft and Google in particular you know fighting hard to catch up. Spencer literally 7 years behind and I think there’s a Warren Buffett quote you know something to the effect of you really don’t want to spot Jeff Bezos so 7 years head start on anything. Scot: [28:06] Yes all that was great. Jason: [28:07] Which is a pretty good quote so you know again the circumstance going into this is. [28:14] That Amazon web services is way larger than all of their competition combined and so normally you’d expect. That’s great but it should probably be harder for them to keep growing at this pace and the bad news for the competitors is they did keep growing at that pace and in fact there their rate of growth is still slightly accelerating so so they had like 6.1 billion in in revenue for AWS that’s a 49% year-over-year growth. Which is an acceleration of of 100 basis points from q1 and you know that puts them at like at 24 billion dollar. [28:55] Run rate. And the operating margins are getting better so so operating margins for the quarter went up like a hundred 20 basis points you know so you got margins improving on a big growth when you’re already like the. The huge market leader in so that’s that’s you know pretty impressive and for sure those profit margins. Are much higher than you typically see you in any kind of retail and certainly higher than we see an e-commerce or or Amazon so you know they’ve there pretty consistently in the 20 to 25% operating margins for the for the last three years on on Amazon web services which is much more healthy Marge and then you’re going to see you in a in a retail bit. Scot: [29:45] Yeah as a is a super geeky a fellow Super Geek guy I saw one analyst it did this kind of cool kind of. Thinking on this Amazon discloses some of the work load data so work load and growing at 49% workloads I think we’re going at like 60 70% so what’s happening is they are getting better at optimizing the data centers and handling those workloads with less capex imagine some that’s Morris law that kind of kicks in their butt yeah I’m sure there’s some technology to I’m sure they’re getting good at your how do you spread these things across the field data centers you know how do you buy more commodity Hardware there’s a lot of rumors that they were going to compete with Cisco because they build your own network they do software kind of networking Stratus infrastructure instead of Hardware so they were so they they were able to handle a tremendous amount of workload growth convert that into Revenue but then increase margins more efficient inside of the data center layer there in end of cloud services they’re providing they’re also seeing really good you know there’s this whole family of things people can use an and you know on the conference call they talked about they don’t get specifics but they said they were very pleased which means. [31:08] Yeah it kind of Amazon body language must have been more than 10% kind of a thing you know of cloud customers expanding into some of these new Services they have so they have a lot of new scheme was database Technologies bi. Call center Technologies and machine learning and Ai and they still seeing a lot of customers expand into those things which is which is new needs more Revenue per customer as well. I bet they don’t really totally disclose that. On your Warren Buffett quote one analyst had a clever thing it’s not funny they run out of superlatives here so he essentially kind of said I mean dang they they added an Azure I would just Microsoft clouds and a Google Cloud platform just in the last year so they you know they’re just like every quarter they had like four or five JCPenney’s on on the GMC side there they’re laughing those guys so bad that they’re yep there you go over your number added kind of just you know the year of your growth exceeded the two top competitors which is crazy. Jason: [32:12] Yeah yes it it’s pretty scary. And I hesitate to even call it a stumble the one slight bit of negative PR I’ve seen lately has to do with one of those AI Services they have a facial recognition service and there was a little bit of a stir somebody use the Amazon facial recognition search service and ran it against Congress and it said Miss identified like a hundred and fifty of the congressman as. Criminals and like I’m not sure anyone did the fact-checking like it’s possible that that just true it sounds like to me but. [32:49] I’m assuming from the articles that that was a mistake like that really has nothing to do with Amazon web services it’s kind of the state of the. The technology in the databases that all these guys used to train facial recognition. But I did see them get some slightly negative Buzz there and then of course it is interesting retailers the one segment where you would expect. Ews to have a little bit of head winds because Amazon is such a successful retailer if you are another big retailer that’s fine cloud services. It wouldn’t be surprising to see them you know Skip Amazon even though they are the dominant player and we are starting to see that a little bit like it was more of a press release than. Then any actual activity but on Friday this year Walmart announced a big partnership with Microsoft Azure for data services and I you know I presume that was designed to. Somehow take some of the steam out of prime day which. Unite I would argue wasn’t wasn’t very successful and then I know Google Cloud platform Services just had their annual conference and one of the big announcement today or was that that apparently for some time Target has been. One of the main tenants on Google Cloud platform services so so it is too we’re starting to see some of the big retailers adopt some of the other class but your point like. And not in the overall economic picture it’s it’s not making you in that tiny little dent. [34:18] So moving on to another business that’s not as big as Amazon web services but pretty interesting is the emerging advertising business on Amazon and so you know what is regular listener I don’t know there’s a bunch of different formats of of marketing opportunities that sellers can buy on the Amazon platform to improve visibility for their product in so that that generates advertising revenue for Amazon in Scot keep me honest here but they they want that Revenue into a kind of miscellaneous bucket they call other revenue and I I think we’re all. Largely assuming that the bulk of of quote-unquote other revenue is this ad business but it but there are some other pieces of. Of Revenue in that bucket as well do I have that right. Scot: [35:09] You do and it’s kind of confusing so they they give you some tidbits on revenue and break out ads inside of other and then like I mentioned subscription services but because those things aren’t going quote material part of Amazon’s business the SEC doesn’t require to break him out and that in their entirety so ads end up being in North American International but AWS is all the way out because it’s pulled out as its own kind of operating its own p&l if you also unlike line business ads we only know the Top Line we don’t know the profitability I think we all assume it’s probably. Jason: [35:43] It’s hard for it not to be very profitable yeah. Scot: [35:46] What is the extent there is no expenses psych are there are you at the traffic in the it just kind of like almost pure profit I would imagine so so yeah you’re right. Jason: [35:56] So that so the number for that other Revenue grew a hundred and 29% so so she use year-over-year growth and I think cow and came out and said that their estimate for the annual revenue from this advertising service is now 8.6 billion in for 2018 and you know when they start a forecast that out there there forecast says forecasting that that could be a 37 billion dollar business by 2023 which is the acceleration over. Over their previous estimate from just a couple months ago. Scot: [36:35] Yeah that’s a Facebook so this business will grow to be a Facebook by 2023 in 5 years and he had to nudge their numbers up because it’s outperforming what what they’re saying they’re so. Jason: [36:46] Now we used to say. Scot: [36:48] An Amazon fashion day could pull that in a year you know someone for years they could have added a Facebook. Jason: [36:52] Yeah now generally when people tell that story they remind you that that that’s a 2017 or 2018 Facebook and the 2023 Facebook will probably also be a lot larger but that’s may be less obvious this this week than it was last week so that is certainly interesting not really related to their their announcement that there is other data out there to just sort of highlight. What at what an interesting business this is you know if you’re doing a search on Amazon platform. By definition you have really high purchase intent so the ads on that platform. Are are likely to have a directors are much more likely to have a direct response then adds on almost any other other advertising vehicle. And so you know Merkel consolidate the data from other clients. Every quarter and they publish this this great compendium of a marketing stats and they would they were talking a little bit about the efficacy of like one of those signature ad formats on Amazon which is the Amazon headline search ads there’s an ad. It shows up at the top of a search and they’re saying that like comparing that to a Google pla which is one of the the most Commerce friendly. Appointments on Google that Amazon headline search get 42% more clicks and convert 3 1/2 times better than Google play so that’s. [38:18] You know partly a definition of the of the shopping traffic than Amazon gets versus the more you know browsing and in general information traffic that the Google gets butt. You know if if their revenue gets anywhere like Amazon or Facebook’s advertising Revenue it’s. Its Revenue that has a much clearer Roi for the ad purchaser. Then some of that that the ads that are purchased on the other platforms where you have to believe that influences eventually going to translate to purchases. So I think that’s that’s super interesting, and then you know somewhat in line with the other digital ad platforms like Google and Facebook is becoming increasingly clear that Amazon’s very interested in fostering a direct relationship with the big ass fenders and they’re really trying to bypass the traditional agencies so you know I work for one of those agencies like that’s you know definitely not good news for that sort of old app Revenue stream for the big big digital agencies as it increasingly seems obvious that you know if there’s only a handful of these big digital advertising platforms they make themselves really friendly today advertisers that you know they can make it difficult for the for middleman to add much value. Scot: [39:38] Free Colts those are the that’s the cloud in the ad highlights Witcher are in a driving substantial beats here and then let’s dig in the retail side 2 on the third-party side revenue from third-party seller Services grew 36% year-over-year which is down slightly from which it was about 40% of year ago so you know just kind of scale kind of slowing down I think but again you have third parties are growing 36% year-over-year is not too shabby in a world of 15% and in fact when you think about it if third prettiest girl. [40:15] That fast then overall online sales for Amazon were about 18% first party is growing for a bit slower so the third party part of Amazon is growing substantially Amazon does report the unit volume mix and the unit volume mix hit a new high water mark and Q2 of 53% it was interesting it it kind of when you look at it overtime at q117 and it kind of this equilibrium of 50% and it stayed in that range all the way through 2017 and then here and 2018 it’s really kind of started to ramp up I think some of that was a couple things so I think Amazon always loves for 3p to go through FBA if possible cuz that’s the best user experience and it so I think Amazon and in 17 had vastly underestimated the the popularity of FBA with third parties so they built a lot of fulfillment centers globally in Parsippany us to kind of catch up so it feels to me it didn’t seem time they had some policies to kind of help drain some of the slower moving stuff out of a PA so I feel like the kind of used 2017 as a catch-up to get. [41:27] APA right sized again counties in that stair step method ology profits took a hit from that and now we’re really seeing creepy ramp up because I think there’s a lot more room in that PA to drive things I do my own proprietary analysis of this and one I kind of peel apart the quarter I end up with first party at 37.6 billion 71 billion for third-party so third-party is getting to be almost as twice as big as first party so it’s your time looking at. 6030 Castle Cliff there I mean 6535 and I have three pgmp growing at 27% and 1p growing at 12% so this move between one p3p delete this a little bit but adding those together to get 108 billion dollars of gmv for the quarter which I think is the right way to think of Amazon and that puts them at a you know north of a 400 billion gmv run rate. Which is essentially the size of Walmart we can compare Amazon’s GMB to Walmart retail sales which I think is the right comparison there. On the US side to side Jason or you want me to jump into that. Jason: [42:43] Sure I’ll hit the top on and you can add any any color but North American revenues continue to be really strong so that there were 32.2 billion for the quarter that’s a 44% year-over-year increase and I I think that basically hit the Wall Street expectation but they you know again you don’t improve the operating margin I think they beat their. Their consensus estimates for the operating margin so again fast expected grossing growth in North America and North America has been properly 17 consecutive quarters or. Scot: [43:31] Yeah but I’ve lost track to being sweet. Jason: [43:34] Yes but so it’s something something in that range. Where you at we’re going to call it a 12 consecutive quarters of profitable growth in North America so going back to positive profit in North America so that’s you know going back to the the sort of old wives tale that they’re not profitable the retail business in North America on its own is a profitable business it’s growing robustly it’s not super high margin as. You know most most retail is not super high margin but there’s not very many retards in North America that it wouldn’t take the last the last 11 quarters for for Amazon’s business so North America is a very robust retail business. Scot: [44:28] Yeah and if you look at the operating margin for that segment again operating margin is really a trailing indicator free free cash flow would be better but they don’t break it out by a segment cuz you’re not required to file SEC but it improved from 3.7% bottom line profitability 5.7 in Washi parlance that’s a 200 basis point increase which is pretty material on a quarter to quarter so you’re really starting to see them. Squeeze some some benefit there. Some of that is coming from the ad Revenue so that again the ad revenue does getting mixed into this North America piano AWS isn’t cuz it said separate Simon so it is in their hind it’s helping but it’s maybe a third of the profit comes from that business. But I don’t think it’s fair to separate that because those two things are very much more intimately connected than AWS is essentially. Jason: [45:24] Yeah and that I mean reminder that the ad business wouldn’t exist if they weren’t retailer driving a bunch of traffic to that site to shop for Stuff. Scot: [45:35] You want to do International. Jason: [45:37] No I’m going to toss it to you for the cool accent. Scot: [45:41] Yeah yeah thanks crikey so. On the international side if there’s any kind of blemish on this quarter it was International and then maybe the Top Line kind of being a little light but I think people kind of get the Top Line being of 1 Peter 3 p move and it is. Truck drives Rockville police they’re okay with it so he International Group 21% year-over-year was largely due. [46:08] A launch last year sometime that there anyways I’m so they had a tough comp in in a Wall Street. ABS line but so is a little bit of white on the top line from what people were expecting it again on the bottom line it was good it was pretty strong so International has a loss so it is she won the last was 4.2% and then this quarter it was 3.4% so again kind of a really nice quarter-on-quarter Improvement but this is clearly a part of Amazon that’s losing money and yeah for those folks that really want to find a piece of you found it so the international business of Amazon’s losing money right now it is improving its profitability pretty dramatically quarter-on-quarter so and Q4 it was down 5% in a lost 5% and then yeah back in the 2017 it lost as much as 7% so it’s really kind of cut the losses and half in less than a year and you know I think we’ll see this at this kind of pace you could see International get profitable. If you stretch get there in 18 but maybe by mid 1990 you know if Amazon opens up Brazil in a more serious way there’s a lot of countries that are not in and or they do some Acquisitions so they’ve added some things like sukur that. Could make it kind of go negative again they they will do that because I see it is as such a big opportunity. Jason: [47:30] Yeah and I would just remind people of your thinking about this in terms of a traditional retailer very few retailers that are wholesalers of other people’s stuff that sell third-party product had been very successful at expanding internationally so lots of retailers have success in their home Market they say hey what time you getting getting saturation here we should expand in some other markets to grow our our total addressable market and they start opening stores in other markets and more often than not they fail utterly or at the very least aren’t profitable and so like I would argue if you pull Brandon manufactures out that sell their own stuff the the majority of retailers International operations are unprofitable and some much more wildly so than Amazon right I think an Amazon case what we’re still seeing is is an investment that hasn’t paid off yet but there’s you know every reason to believe that it could just be early in the investment cycle and I I think that compares favorably to a lot of traditional retail competitors. Scot: [48:35] Yeah and the last thing here you know what Amazon is really good at is seeing something work in one market and rolling it out rap play the others I don’t know I haven’t tracked person where they are on the ad but I’m sure like in Australia they don’t have the ad platform active yet because they’re trying to get third parties ramped up but you know what you can Dad is there seeing the ad platform work really well in North America I’m pretty sure it’s it’s. Parody Future parody in England but I don’t think the rest of Europe is really been aggressively sold that and then countries like India you know where the the type of a model this kind of hybrid ad and Marketplace model is is much more prevalent in Asian Alibaba really kind of I read this whole concept you can see you know you can see International almost getting prop on the back of rolling that ad platform out in a in an aggressive way and getting it into all these countries where it’s not and then getting it penetrated more intended the countries where it already is an English and whatnot so that’ll be interesting to watch. It could even further because they don’t kind of tell us the breakdown of of that other line you’re my bet be it’s probably 80 or 90% North America and very small International and I would imagine the international side to be as big as a North America side just kind of just naturally so that ad business we could be vastly under sizing that add business even that kind of like that’s Facebook scale that the people are saying. Jason: [50:04] Yeah and I I mean I would argue that the ad business is as robust as it’s getting it’s still pretty immature even in North America so there’s there’s certainly lots of room there but you know this this whole metaphor of a flywheel like the one downside of a flywheel is it’s hard to start pedaling in the beginning until you get the momentum right and. Why can’t a lot of these markets they’re still doing that initial pedaling like in Australia they really just want Prime so you know a lot of the synergies that that all of these different systems than Amazon launches that ultimately turn into this you know Juggernaut platform ekosistem. You know aren’t in play as much in some of these new international countries as have already played out in North America and so like overtime. [50:50] They look those things could get fired up you know they can pour gas on Prime sign ups and in Australia for example. And Scot it’s going to shock you but it does happen again and we have used up all of our allotted time we are at minute 50 of our 30-minute highlight show if you want to continue but it was all valuable stuff and I know all the Whismur stuck with us so if you want to continue the conversation or do you want to know what Scott would have talked about it I gave him 10 more minutes you can jump over to Facebook and drop us a question and we’re happy to have a dialogue there as always Aviv that this episode was helpful to you we sure would appreciate it if you jump on iTunes and give us that 5-star review. Scot: [51:35] Next to join us are one we are going to be at Etail and Boston ETL East sews drop us a message to Vitas Facebook as whatever your preferred method of communioncation isn’t would love to meet up with some are there. Jason: [51:49] That would be awesome and until next time happy commercing.

Palestine Remembered interviews Dr Ahmad Tibi a Member of Israel’s parliament the Knesset. The interview was recorded by Robert Martin during his travels to Palestine and was conducted along with an International Group of Solidarity activist.

EP106 - Amazon's Q3 Results Hot Take This episode is a hot take of the Amazon Q3 Results as well as a few misc pieces of news Apple opened it's new midwest flagship "town square" store in Chicago Amazon opened a new "Pickup and Return" retail concept in Chicago For those interested in todays update who want more, we have deep dive episodes on three topics: EP024 – Amazon Deep Dive EP089 – Amazon Acquires Whole Foods Hot Take EP093 - Prime Day Hot Take Breakdown of Q3 Results Core commerce/marketplace Forecast going forward International Prime membership Whole Foods Ad revenue Amazon Alexa/Echo Headcount AWS Amazon received licenses to distribute pharmaceutical equipment in 12 states, which could be a precursor to Amazon entering the pharmacy business.  The news immediately drove down stock prices of traditional pharmacy companies. In coincidental news, CVS announced a bid to acquire Aetna for $66B. Don't forget to like our facebook page, and if you enjoyed this episode please write us a review on itunes. Episode 106 of the Jason & Scot show was recorded on Sunday, October 29th 2017. http://jasonandscot.com Join your hosts Jason "Retailgeek" Goldberg, SVP Commerce & Content at Razorfish, and Scot Wingo, Founder and Executive Chairman of Channel Advisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. New beta feature - Google Automated Transcription of the show: Transcript Jason:  [0:25] Welcome to the Jason and Scott show this is episode 106 being recorded on Sunday October 29th 2017 I'm your host Jason retailgeek Goldberg and as usual I'm here with your co-host Scott Wingo. Scot:  [0:40] Jason and welcome back Jason Scott show listeners wow what an interesting week it was in the world of retail and e-commerce. It really showed this tale two cities that we've been talking about Jason you had JCPenney pronounce a miss and their stock took a 15% haircut. And put pressure on all the other department store stocks. Not news you want to have heading into the critical fourth-quarter then over in this that's the analog side of the story so does that say. One of our cities in another cities which I called digital City it had we had Google Microsoft and Amazon and it's really weird but this. This quarter they lined up their announcements all on Thursday, and each one of them really handle a blue away expectations so Friday Amazon Spike $228 and its about $1,000 stock before then and now its about 8. $1,200 stock that's a 13% jump in one day which is the most of that group of folks that that announce Google. In Microsoft and Amazon. You know what happens is there was an acceleration in the third quarter of both growth and margins that stunned many Amazon Watchers. But for our listeners it probably wasn't a surprise because we have really been seeing some bold moves from Amazon especially since Prime day at this quarter. So in fact Amazon usually Falls within this guidance that they accept the quarter before and they really blew that away by about 5% this time in this episode we are going to do a quick take in. [2:13] Dig into the reasons why. [2:29] So today we're going to spend the bulk of the show digging into Amazon's 3rd quarter cuz I think it's really important for everyone in the industry to understand the Dynamics that are setting up in both the online and offline world as we head into the fourth quarter. Jason how are you doing. Jason:  [2:45] I am doing it was exciting week with all these announcements going on and I'm a little sleep-deprived cuz I had to get up at 3 a.m. in New York to get my iPhone orders in. Scot:  [2:57] I did the same thing how did it. I know about half the people I know they did the that within the set of people that did 3 a.m. only about a half got an order off were you able to get an order in. Jason:  [3:08] I did I would give it a I was 142 so I I was intending to order a phone for myself and my wife and I should mention. In my wife's case it's kind of part of her birthday package so it was somewhat more critical and my wife and I are both in there. Annual upgrade program which like frankly the main reason we're in that program is because you're supposed to get priority. For that the new phones so we have both pre-qualified for the next phone earlier in the week so we did like half the the ordering process. [3:44] How you do a week in advance got up at 3, was not able to order my wife's because it turns out you have to do it through the store and the app did not like me changing Apple IDs on my phone to her Apple ID to place her order so, kind of suckly I had to use my Apple ID and place my order which went super smooth and I have my phone coming out on Friday. [4:12] And then I had to call my wife who is sound asleep and wake her up and talk her through placing the order on her phone and she was also successful but she got like 2 to 3 weeks to every window so now I'm I'm dreading the fact that. [4:27] My phone's going to come on Friday and her birthday phone is like going to come a week or two after that. Scot:  [4:33] Yeah it's interesting I was able to get I had to order for so I've got all of my phones have been waiting for the 10 so, I got to off on Verizon pretty quickly and then to on Apple I'll be interesting they all say Friday so we'll see who can live up to those expectations, it's funny I'm not in that program and those two people I know that are in that Apple program had a trouble with or treating her so excited before he let me put it in my car and it's already I just have to press a button. Jason:  [5:03] Yeah to their credit I will say in past bones it actually has worked out in our vanity but I I would 10 degrees right now it did not feel like it was expedited deal this time around. Scot:  [5:14] It seems like usually using the store work better cuz they would bring up the API is that the stories is fast and then the website was second with the seems like this time they switch those for some reason another weird observation there. Jason:  [5:27] Yes I tend to be hitting Refresh on both just too Archie had two iOS devices when logged in with my wife when I logged in as me and then and then the web browser and it we ended up using the store app in both cases. Scot:  [5:42] Yeah I need the cloud guy. The iCloud is so yeah it's tricky weak weaker sit daily. [5:48] Speaking of Apple before we jump in the Amazon you did I saw on the twitterverse you did a really cool visit to the the new flagship store there in Chicago. Jason:  [5:58] Yeah just just last week they open their their new store in Chicago they've always had a big store on Michigan Avenue and so they move the store few blocks and opened. The new the new Apple Store concept was it called the Town Square concept so they're there been a few of these I want to say. The first one might have been in Memphis there definitely is one in San Francisco and all the new stores that are open or are based on this. This this New Concept but this is the first one in the Midwest and it supposed to be there Midwest Flagship and that it is it is very impressive store the differences between the traditional Apple store in East Town Square stores, I'm going to call it subtle. You know this is largely the reimagining of the Apple Store under Angela Earnhardt who used to be the CEO of Burberry. She came over to Apple. And this is why Julie her concept and so the big thing is hey we're not just a retail store where at ounce where where where like the center space where people come to meet there's some controversy about them trying to own that. That positioning a lot of City centers don't don't particularly agree that apple is the center of their towns. Dave made the stores more organic so the genius bars go away and they literally have trees green trees in the store and it's called the Genius grow and so you know. You used to hang out under the trees and meet your Genius who then takes you to a to a table to to help resolve your issue in the wet. [7:36] You and I might have called shelves they not called The Avenues and have upgraded the displays for some of the the Apple products. So I can the old days they wouldn't have a very elegant display for headphones and how to have these like beautiful white. Wooden mannequin heads in the headphones are on mannequins they have wood grain modeled. [8:00] IPhones that the cases are mounted to so you can see them the actual cases mounted on the on the shape of the phone you know stuff like that. The the biggest new thing they've done those they have a big seating area in every store this kind of meant for just ad hoc meeting. It has some interesting like saw sitting there like bean bags that are under stools. And they have a a giant beautiful large format display and it's actually 6K resolution so super high resolution. And they have community events and stuff there so so in this. This new Apple Store what they did is they moved it from the middle of Michigan Avenue to sort of the the end of the shopping strip in Michigan Avenue right on the the river in Chicago. And so they now the whole front of the store is a glass window facing the river at super beautiful they had concerts going all all weekend for the grand opening. I'm in there you know doing graphics on the big screen and they had a band in front of the screen. And tell Buzz there's actual wait to get in the store most of the weekend as people are coming to check it out and. [9:10] When humorous but potentially sad unintended consequence. Is these giant glass windows right on the river apparently were confusing the birds and so they started finding. [9:22] Dead or injured birds that had tried to fly into the Apple Store and so now they're apparently. [9:27] Making some adjustments to the lighting to try to help the birds figure out that they shouldn't try to fly into the store. Scot:  [9:34] Ouch that it was Town Square but not for the birds I guess. Jason:  [9:39] Exactly yeah so so. You know you will get all this stuff and it's the merchandising is a little better again they they do spend a fortune on some premium materials there's like actual Limestone and there's. There's a marble that comes from a single query in Italy and the amazing glass architecture that they do for all these stores. [10:07] Interesting that's all part of the the brand experience which is a super important part of why Apple has the stores. I have not seen any announcements about how the this model store compared to the previous model store and they actually. Make any substantial changes in the financial metrics of the store. It's not obvious that there's like dramatically higher converting experiences like it's a very incremental upgrade in in most cases and. Specific to the Chicago store the Michigan Avenue store was never convenient right it's a huge tourist destination it's a huge shopping street but if you. You know it's a really difficult or to drive to and certainly there's no parking there and now they moved it to a place where do I go there literally is almost no Road access so it's a very pedestrian access door. If your interest in your walking Michigan Avenue it's easy to get to but like. If you are a resident that would be the store you would most avoid because it's the logistics are super complicated and normally in retail. You would you would you know desperately try to avoid those. Does transportation Logistics problems but I think Annapolis case that that store is just really designed for the out-of-town visitors that are on Michigan Avenue and it is a it is a cool historic site that used to be at. A young Courthouse vet but more importantly it was it was the site of the first settlers in Chicago so the first kind of cabin that got set up for it by a permanent resident of Chicago. [11:38] Is now this this big guy Apple Town Square store. Scot:  [11:42] Can I get a smartphone. Jason:  [11:44] Exactly push me over the edge I ordered a bunch of iPhone tens although I Kyle met in my head I keep saying iPhone x. Scot:  [11:53] I have a problem that to you have this Xbox to do that and think over the years. And then this is a nice Segway into our Amazon coverage you we were talking about this podcast to go where you were, doing something on Amazon and it kept hitting you in saying don't you want to come to this pickup store you explored that further and tell us what you discovered. Jason:  [12:16] Yeah so I've been at this a literally happened while recording a show that I was you were explaining something and I was falling along on the Amazon website and I put something in my cart and it offered me this new. Pick up an Amazon location option that I had never seen before. [12:33] And that's because Amazon had his just opens to Dedicated pick up locations in Chicago and so. Tired of these locations they had something very similar on a lot of college campuses they had these college pickup locations. And these these stores are very clearly a close cousin of those locations and effect. [12:56] If you look at some of the URL patterns that's it seems like they're kind of the exact same URL pattern as the the campus pickup locations but. You don't need a school ID on these and then they tend to not be on campus so one of them is just in a high-traffic area in Chicago that happens to be. [13:13] A little less than a mile from me and the other is right outside of DePaul University so accessible to the public but presumably also useful to DePaul student. And I sent you the value property or is this is a Amanda location. So it has specific hours with a bunch of lockers in side the location and so you can place an order on Amazon and have anything delivered to the lockers as opposed to. Your home and you can also take your returns to that location and so you might be saying hey Jason Amazon already has a lockers all over the place including this whole food stores. [13:49] How is it different to open a new a new location with Lockers in side in the big answer is most of the Amazon lockers that are unattended. Will only hold your package for 3 days so you have to pick it up within 3 days of delivery or they take it back that's obviously cuz they have a finite number of lockers and they don't want stuff just sitting in them for a month. I'm so at this pickup location near your. Items can stay in the locker for for a little more than two weeks for 15 days and the reason they do that is because the items aren't actually in the lockers the lockers. [14:23] Don't have backs. And behind all of the lockers is a Amazon little mini Amazon storage fulfillment center so all your order is it shipped there held in this fulfillment center and when you walk in the store and scan your barcode saying that you want to pick up your order. A human picture order from that that little storage area and put it in one of these lockers so your products tend to live in that Locker for 2 minutes. Before the front opens and went in the front opens you can actually see through the locker to all the the storage stuff. So in that way they don't tie up on the lockers they can accommodate a lot more packages a lot more different size packages but it does require labor. And said to me that's a a little bit of a trade-off the unattended lockers you generally have 24/7 access to them. These Walker's you can only get two in the stores open the stores open like 9 and 9 during the week and noon to 9 on the weekends. So I actually did try my first pick up at like 10 a.m. on a Saturday and couldn't get it but it is it is interesting that the pickup. [15:27] Is a significant part of the e-commerce experience it's become a big Battleground and we've seen lots of other Innovations around pick up. Amazon's also rolling out these lockers that they call Hub lockers which they're providing two buildings. [15:44] To allow package deliveries in the buildings and you know the Hub lockers don't just take Amazon packages they also take us in UPS and FedEx so they're kind of a utility for the building machine Amazon Footlocker's in all their Whole Foods. Some sort of interesting side note on that a lot of the whole foods are in malls and a lot of the other stores in malls have contracts with them all that. [16:07] Only certain that certain kind of product can't be sold by other retailer so. [16:11] There now ain't like Target is enforcing those small contracts to not allow Whole Foods to have lockers that would receive products that are restricted from other sellers in the in the mall so that's been kind of a. [16:24] A funny little thing we're seeing fly fight out and then of course this last week we've seen Amazon launch Amazon key which is. Amazon having access to a Smart Lock that they provide so that a delivery person can actually come into your home and drop off your package and you can monitor them over an Amazon Cloud cam which is kind of their version of Amazon Nest cam. And interesting Lee Walmart had announced about a week before that they had a partnership with August smart locks and they were doing. Doing service similar programs or seeing all these guys make a bunch of new plays in new pickup models too kind of you know accommodate all the edge cases for people that don't have coming in. [17:04] At their home or office and at least pickup location certainly seem like one of those and then of course the pickup locations also provide. Four very easy returns so when you have a return you can bring the product in an open box or a no box. You you can log into terminal in the store see your history order history so you want to return something. And just throw the box in the print you a code right in that that store you throw your return into a poly bag you put your label on top of the polybag. Drop it in the slot and generally within 10 minutes they'll have received that return you'll get a credit right away instead of you know waiting. To mail it back to a fulfillment center you don't have to do any shipping or packing or any of those sorts of things. Until the return Logistics feels like another area where we're starting to see a big e-commerce Battle Ground and once again the course Walmart announce these this mobile Express returns. Which is sort of a similar experience you don't need a box you don't need to wait in line to return anything at a Walmart store so this seems like the the the new areas for fighting or are pick up an anniversary Justice. Scot:  [18:17] About how big was the Amazon pickup store. Jason:  [18:20] It's not a huge door I'd say it's about 1500 square feet. I haven't been to both in Chicago yet so I've only I've only been to the one and you know there's definitely some like a couple motivated employees in there that are like trying to spread the word and I brought home a bunch of. Amazon swag that was custom labeled with the address of this this location. Scot:  [18:43] Do they sell Echoes or anything like that I was just just lockers and drop off. Jason:  [18:48] Yeah I know no said no product merchandising whatsoever they weren't selling anything that none of the terminals in the store could be used to like browse the inventory or purchase anything so it's purely a post-purchase experience either pick up or return. Scot:  [19:01] Russia. Jason:  [19:02] At least for now I would say they a service they were heavily promoting and they actually had, sidewalk signs and all these things is in Chicago we have a somewhat of a unique offering that I think Amazon starting to roll out to more places but we have same day delivery that is not Amazon Prime now. [19:20] I'm still at work close enough to a number of fulfillment centers that a lot of items in Chicago you can order by noon and have delivered by 9 p.m. and the sets actually delivered by a fleet of WW2 Amazon employee so it's not the w. It's not the Amazon Flex delivery people it's not UPS it's guys that work for the Fulfillment center driving stuff up from Indiana fulfillment center did it to deliver it to customers in Chicago, and so they're kind of leveraging that same day service with these lockers to say same day pick-up in the locker right so you can, you know order something before noon so like the locker for delivery and then 3:00 picking up that same day I actually found that to be a little bit annoying would actually like 5 hours from the main fulfillment center that most most goods come from from. From Amazon and said that, you know most same-day deliveries do end up getting delivered right around 9 sometimes 10 and the store closes at 9 so in my case, I ordered a I did a test order at like 10 a.m. promise for same-day delivery and I got a notification at 10:15 p.m. that I could pick it up same day if the locker but of course the locker have been closed for now. Scot:  [20:35] We found a bug. Jason:  [20:37] Yeah yeah yeah so I Growing Pains. Scot:  [20:42] I wonder if they're working on stopping that 24/7 there's kind of working up to work to it. Jason:  [20:47] You would think it would certainly like you can imagine them adjusting those hours as they see demand and there are newer fulfillment centers that have open closer to Chicago so I'm somewhat curious if, there is a plan in Works to shift some of that same day delivery volume to the the light closer Wisconsin fulfillment centers. Scot:  [21:08] They must love you guys cuz they're trying so much the stuff there so I'm sure they'll figure it out. Jason:  [21:12] Yeah or there's some senior Logistics exact that has an apartment here or something. Scot:  [21:18] We are just such a big Prime user they're doing it all for you. Jason:  [21:21] They're just trying to get off early mentions on the Jason and Scott show that's why they did. Scot:  [21:25] Just just listens and priming the pump. Jason:  [21:30] Masters of PR. Scot:  [21:32] Cool. Thanks for those those reports from the field always interesting to see what's going on there in the big city is shy town. Jason:  [21:39] Yeah hey I know we have a lot to cover but I did mention the Amazon key would you ever trust Amazon to have access to your front door. Scot:  [21:46] Don't think so I like the ones that give you access to your card like that doesn't really bother me at all like people putting stuff in my trunk but you know access to the house is just a whole nother thing. Jason:  [21:58] Yeah. I think that's that's been an interesting conversation is you know you know the trust issue has come up a lot and in many metrics Amazon is one of the most trusted, companies out there and yet that still feels a little scary to folks and it'll it'll be interesting I actually saw me because, just wave as people are using it but I actually saw the less blowback when Walmart announced it than I did when I was on an esta. Scot:  [22:24] Yeah yeah I don't know if the Walmart thing was as widely distributed. Jason:  [22:30] Know that I mean. Scot:  [22:31] May have been part of it. Jason:  [22:32] But even that being the case you got to give Walmart some credit like you know, I feel like it's a moral Victory these days when you're launching customer experiences ahead of Amazon I mean it like Amazon may have gotten much more buzzed but they did have to announce a week after Walmart. Scot:  [22:51] Glory is. I think he's really good at reading these tea leaves and getting in front of them I do want to try the Walmart quick return experience because it felt like an oxymoron when I was reading it cuz I've never had a quick return I've never had a quick customer service anything at Walmart. It's getting worse like I got on my Walmart and I swear they've cut the number of cash registers down by half there's this like 56 Bank of cash registers and there's two people working at I don't know if it's just when I go to Walmart or something but it's crazy. Jason:  [23:19] Interstate yeah I can speak to that I know I was Eliza Express Returns part of the solution you do have to get to a person in so they have an express lane. In customer service dedicated just to the end in my experience that can be super helpful but that can also have. Unintended consequences right to my analogy is if you think of them TSA Pre at the airport so when it first launched in only a few insiders had TSA Pre. You can fly through pre and it was awesome now you got two most airports and us and it's not uncommon to see the pre line being much longer than the regular line because everybody. Is in the know right and so you know it'll it'll be interesting of if that Walmart Express return is heavily leveraged. Well Walmart scale the lanes to support that or will it eventually get gummed up. I will tell you just simple things amuse me but when they launched the service they had a bunch of videos showing the experience, and in all the videos like a different Shopper you know gets in this fast line skips all the people standing in the slow lane and get their service, and I I watch those videos and I'm laughing cuz I'm like wait all those annoyed customers in the slow lane or Walmart customers to and it's almost like 100 making fun of their their customers and best of all they, they hired different actors to be the stars of each of these videos but the, annoyed customer in the slow lane is the same customer in all four videos so I'm thinking that's the most crude Walmart customer of all time. Scot:  [24:52] And you know what's going to happen is when people see people he's not lying they're going to get in it and argue and be like well why can't I be in the Express on I don't know if it's not clear who gets to you. Jason:  [25:04] I'm the guy standing in the back of the line at Starbucks that then pulls out his phone and does mobile order and pay cuz I realize it would be faster than thought you could you can imagine some of that in Walmart too. Scot:  [25:14] Yep you and I. Cool well we definitely want to save a big chunk of the show for Amazon's third quarter results and there's so much to cover we can probably go for three hours so I thought the best way to carve this up would look at some of our favorite. Platforms if you will. Amazon has yours five areas we want to cover, Court Commerce which includes the marketplace is the big one there's some interesting Wholefoods updates would be the second one, wilted bits around the ad platform we want to cover that which is number 3 in the number for would-be Alexa and conversational Commerce some really interesting topics there and then fits his little bit of a catch-all just been resting other. Nuggets that we kind of got out of the release so to be able to cover this and not have to go. Define everything over and over again we do point you to a couple of our other episodes if you want to if we say anything in this. Part of the show that doesn't make any sense to you then I would recommend going back to episode 24 which was our Amazon Deep dive we recovered a lot of these these topics and then. [26:18] Episode 89 we did a deep dive on the Whole Foods acquisition and what we thought was going on there. And then also Prime day when I talk a little bit about that today but you can get Fuller coverage by going to episode 93. So that at the high-level Amazon's revenues came in at 43.7 billion that's be billion which is 34% year-over-year growth and that beat the top end of Wall Street estimates by 2%. Jason way this works is companies come out and whenever they release a quarter they tell you what they think the next quarter is going to look like that's called guidance they usually give arranged historically I think like 9 out of 11 times in the last cut off, of those quarters Amazon is coming within the range sent you to give a renter Q3, and historically there's like almost a 90% chance they'll fall in there this time that they actually came in way above their own guidance so, Wall Street loves it when this happens that's called a beat and then with the company then gives forward guidance for that next quarter if that exceeds what everyone's thinking that's called a beat in a Race So This is a classic, beating raised you know it's kind of a You Know Not only was it a beaten raise but it would kind of trounce both numbers top-line and bottom-line forward current all that stuff. [27:33] You and I talked about this a lot there's a common misperception that Amazon is not profitable operating income beat expectations at 347 million Amazon doesn't really focus on the operating income is a metric they look at free cash flow and in that, performed very well during the quarter as well as we look at it as we drill into the core Commerce peace. Commerce retail grew 28% year-over-year growth, so just kind of a line folks e-commerce is reported by Consular that's my favorite metric at about 15 to 17% year-over-year growth so Amazon the retail part of Amazon is growing twice the rate of e-commerce which is pretty impressive. What. Books on Wall Street loved is in the second quarter a crew 23% see how this kind of 5% quarter-on-quarter acceleration so you know if we were charging this out there would be one. At 23%, YouTube and another died at 28% for Q3 so a pretty material acceleration of the business from second quarter to the third quarter. [28:36] So as you and I talk a lot that's the revenue for the core Commerce peace and that hides the underlying gmv so. GMB is when he's confusing things let me give kind of a little background before I go into some specifics, the the way it works is think about Amazon is to businesses you have the first party business which is a typical retail piano they get things from manufacturers mark them up. That's cause what they pay the manufacturer and then sales is what they saw them to the consumer so $50 which is marked up $200 revenue is $100. Easy peasy what complicates things is Amazon has this thing called The Marketplace or what we slang and Industry call the 3p and what happens there is I take that exact same widget at $100 and now because the accounting rules this is not. I get a lot of people to think Amazon's doing something 2 Furious it's just the the Gap accounting rules would Amazon sells $100 widgets through a third party. The they can only recognize their commission which is about 10% or an issue call this their take rate so that same widget that if it moves from one penis 3p now Amazon only gets $10 worth of Revenue. Just has the unintended consequence of hiding a lot of the impact of Amazon. It would call that transactional value of that third-party that hundred dollars not the $10 commission which is revenue we call that gross merchandise value in the world of marketplaces all of eBay. Got revenue is derived from transactional gmv a portion of Amazon's comes from 1p which where are GM vehicles Revenue in a portion comes from the third-party marketplace where Revenue equals. [30:18] 10% of gmv because that take red so with that being said the. What's frustrates people on this is Amazon doesn't really sees numbers and historically all Amazon would tell you was the percentage of units that come from third-party last quarter for example that was 51% that went down to 50% this quarter because you had one p got all the Whole Foods, first-party sales in there so it cut it for the first time you saw things kind of go from 3p to 1 P from a growth rate but it's cuz of that acquisition. [30:51] So starting in 2012 at Channel advisor we came up with estimates on GMB because we wanted to help retailers really understand this and and at least put a number out there that we thought was an educated guess. So we go to the calculus of figuring all that out. [31:08] What were you would end up with for example last year our estimate was about 277 billion just kind of put a number out there for for a rough estimate. Then at the end of 2016 Amazon change their financial disclosures and finally started to release. Did something called 3-piece seller service revenues and. The trick there though is that includes revenue from the marketplace but it also includes all third-party revenues from performing. And didn't really tell you how to split that up so there's this really wide range of gases that come out of there so so Wall Street now kind of takes that number and backs into it, and they come up with an estimate of 200 250 billion for that same time. So. The my way of doing it ends up at 277 they end up at 200 to 250 so you see these varying numbers to make it even more complicated. In that metric Amazon doesn't count books as one p they move them to 3p if the publisher counts it that way so it has this weird. Dynamic of of I I would not count that one of the reasons were off is they put a lot of the books over in. 3p and I think they should be over one paper anyways for the purpose of the discussion what was just think of it as you. Between 200 around 250 billion last year just kind of put a number out there that the agrees with both systems of doing this so. [32:37] That being said when you when you look at this what's interesting is historically first party has grown about 20% and third party has grown twice that pace at 43% maybe think about that for a second, to me that's the part that really competes with both retailers so so you have. Amazon's overall is growing 34% if you take out AWS it's growing at. [32:58] The Commerce peace is growing at about 30% but then when you look at the. The marketplace is growing at 43% so so really kind of interesting and something that retailers need to be aware of. [33:11] But what's happening is it's kind of an iceberg situation so what we see in Amazon's quarterly numbers is the tip of the iceberg which is their revenue you have to unpack that to get to the third party DMV. Add it to the first party DMV to get the total gmv and I think that's what matters because when Amazon third-party sells $100 widget. Walmart loses $100 didn't lose $10 on in the same is true for grocery and everything like that so so the total gmv is what really matters isn't how we should be sizing Amazon. So if we if we now look at the third quarter by my calculations of that 43.7 billion in the quarter, about 4.6 was from AWS so we take that out so it's clearly not in this bucket and that gives us there's some other Revenue but it's really relatively small and doesn't change the calculation so essentially 39 billion dollars on this from the retail part of the business. Of that 33 and a half is the first party which Lee's 5.6 billion dollars front for the third party so. So when you look at it that way third-party is actually a pretty small percent of revenues you about 20%. But then you have to take the 5.6 billion from third-party and x 10. Because of the the 10% thing so now you have 56 billion in GMD from third-party 33 billion ish from first-party you had those together and you effectively get 89 and a half billion in GMB for the third quarter so. By my calculations Amazon is effectively add in 90 billion dollar quarterly run rate from DMV that represents about a 360 billion-dollar average. [34:51] Annual run-rate. The u.s. is the United States 60% of Amazon so if you just want to look at to you as soon as I'm out of that 360 billion it's about 55 billion for the us and that gives the u.s. business a 215 billion run. So so just let me kind of put that in terms that. That makes sense so last year if you look at the third quarter on you end up with about 13 and 1/2 billion in June be so effectively Amazon Grew From 13 billion. [35:27] You make sure I get this right you should have JC Penney who I mentioned at the top of the show there at 12 and a half billion dollar retailer with with. 1100 stores so Amazon affectively grew your ear if you look at the DMV between Q3 last year and this year at JCPenney plus an extra billion dollars. The entire JCPenney not just online sales. [35:51] And then what's interesting at the Q3 2014 billion run rate it's going to be effectively a 50% growth so. [36:01] Joe Young Thug what it means is that Amazon will have if you look at the u.s. revenue. E-commerce which I want to look at a couple of the numbers like for sure they have 400 billion in the US at this kind of run rate Amazon will take him about half of the. Total online sales when you want to unpack the DMV and it's good because we're starting to see emarketer had some date out that started include the TMV a lot of people have if not really. Done this the right way I think in the now more than where you're starting to see people unpack that which is good. So going forward on Amazon put out fourth-quarter guidance. Between 56 and 60.5 billion again that really kind of was way above what Wall Street was asking for the fourth quarter this implies that the low range a 28% growth rate in the high range 38% growth range, 32 at the midpoint. You take that midpoint and you seem something similar to three metrics you're effectively get to gmv of about 110 hundred twenty billion, 45 of that comes from first-party 75 from third-party so. You look at that you're of your growth what happens in fourth quarter for Amazon as they just really search and, start to just take mass of share in the fourth quarter and then it kind of sustains going in the next year so effectively if you look at Q4, last year verses where they're projecting just a midpoint of next year it's effectively two and a half JCPenney is that the effect. [37:33] Gobble up in market share so and that's just at the midpoint if they come into the top range it's like three or four JCPenney's so I know I went to a lot of math, the punchline is Amazon is growing is about. Now it's more than twice as big as people think it is because of this hidden DMV under the surface. Jason:  [37:53] And it's important like I can't overemphasize half the media that covers Amazon. Still get this wrong right and they still just the use Amazon's reported revenue and talk about Amazon size and it's like just fundamentally wrong. Scot:  [38:11] Yeah I wish Amazon would just give it to him being number but the interesting thing haven't watched Amazon for 20 years now. Is one of Jeff Bezos his favorite classes was game theory in Game Theory you never want. Anyone really know what you're up to and until you absolutely have to tell them, there's a lot of case studies over the history of Amazon where they don't disclose things and they always play kind of funny games with math where they'll say so so for example we don't know how many prime subscribers there are they don't disclose the DMV should go back and do things but they got rid of some of my favorite ones that used to break down, the difference between media and electronics and General Merchandise so we had an idea for how those two categories are going as a switch some of these new metrics they got rid of those so, it's always this game of of kind of, why people think it's in the Furious but what Amazon's doing is in my experience when they when they think they have a strategic Advantage then they try not to tell people what's going on in that part of the business stuff because they want to protect, The Secret of that strategic management and I'll definitely put this market place as one of the top ones that they. 3 purposely do not disclose what's going on here because they don't want people to know how big this is. Jason:  [39:24] Yep and is it you sort of implied it but it may be as worth also stating that well it's possible to be profitable or not profitable in one piece else it's almost impossible to not be profitable in 3-piece house. Scot:  [39:39] Yeah if you the best proxy is Alibaba and eBay which are pure kind of marketplaces and those companies have like, 85 to 90% gross margins and then like 30 40% kind of net margins so you know a very profitable business of posited that the marketplace has been kind of cash cow that's really fueled started in 2006 all the way for the last 12 years that's what's fueled all the build-out in, Prime wellness centers all that because it's a hugely profitable kind of a line that the Amazon his pets humble down. Jason:  [40:14] Yep and your point because they don't have to break it out they don't show The Profit just from the marketplace and so you you get a lot of the this narrative where they they have to share the profits from from AWS in there they're fabulous and so you get a lot of people talking about well, AWS is the, the the profitable component that carries Amazon and in reality this this Marketplace is almost certainly a much bigger and more equivalently profitable. Business that that just say they don't have to disclose his ass as overtly. Scot:  [40:48] Yeah one of the one of the folks that really gets this is Mark Lori so he don't know the whole reason I started yet was effectually to go after this cash cow and then obviously Walmart has bought into that night, after imagine he spends a lot of time internally kind of helping educate folks there that this is going on because if you're a traditional retailer in my experience there are even more kind of. Blind but have a harder time getting their head around it because there's no offline analogy you know you can't point to something and say We'll look over there that's how that works cuz it's such a weird anomaly of the online business Amazon. Jason:  [41:23] Yep yep me you mentioned Prime members anything else we should cover on the the marketplace before we jumped. Scot:  [41:33] Quicken International really accelerated so it grew. [41:38] North America grew 35% International Group 29 International a couple points due to the impact of currency exchange of so everything I say takes that out, but I think the last quarter grew 26% so nice kind of quarter-on-quarter 26 to 29 per cent in the management team, I specifically called out International AWS and Prime / Prime day is as the the key reasons that they beat their expectations so I'll kick it over you do for some prime coverage. Jason:  [42:11] Yep and that you did trigger I guess it one last piece of editorial on the on the growth of the marketplace so if you add up that hole general merchandise value and I think you said that that you got that. Empire growth is somewhere between 28 and 38% so we call it let's call it 32% growth the. [42:33] The second largest e-commerce site which is way smaller than Amazon in the u.s. is Walmart they last cup of quarters have grown even. Much faster than that on iMac or so much more bass in so you think about, man Amazon which is arguably half of e-commerce are ready and they're growing at 32% and yet the industry average for growth is about 15% and so the reality is. There has not been a heck of a lot of growth for the rest of the e-commerce industry outside of Amazon. Scot:  [43:05] Yeah yeah I think small folks really struggle you seem eBay announce the results we didn't cover it specifically I think they're GMB grew five or six percent you know I think some folks had a surge kind of as they they played catch up but I think a lot of them are really starting to slow down as they they run into the Amazon buzzsaw. Jason:  [43:26] Yeah for sure and so as we talk about besides let's talk about prime prime is another one of those things that Amazon does not disclose as you mentioned in so it's left a lot of third parties to sort of, estimate what the prime memberships are in there was a lot of Buzz and a lot of articles, earlier this month I want to see around October 18th of the consumer intelligence research Partners released their updated estimate they've been doing an annual estimate for I think, two or three years now and this year they're estimating that there are 90 million Prime subscribers, which is up 25 million from their previous estimate right so they were, what was that 65 Million last year and 90 million now answer that that generated a ton of buzz but I think you and I have taken that with a grain of salt because, I'm not sure 90 million Prime subscribers really passes the smell test to me what about you. Scot:  [44:26] Yeah an enhanced again to it that's a u.s. number and there's the Census Bureau says there's 125 million households so that that would be like you know 60 to 70% coverage which feel tie, now there's not I've seen studies that show that kind of coverage at the high-end so you don't, got more affluent homes over index on Prime and they get up into the 67% but I think that's pretty aggressive to look at the whole us when, what I read the Wall Street research things were Amazon Street clever and they say we have tens of millions of subscribers and then they always everything is always relative like. It was our biggest day or we saw a 2X increase in sign on state they never give you a number when I, there's a fair number Wall Street folks that run surveys Witcher are always tricky but they're going into the you have tens of thousands of people in the survey sand, they they effectively kind of get to 60 million in the US and then another 30 internationally Prime hasn't been out in as many countries they're just really rolling it out to India for example most people. The metric size C say 90 million total 60 us and 13 on us so that would make this number pretty aggressive because I think you would have to have another. 30 on to that that 94 International so you it would be like 120 million all in so I think it's it's an over. Overstatement no one of the other things is. [45:58] All the Wall Street people are looking at paid Prime there are some free Prime program so there is prime for students and Prime for moms so maybe that adds another 5 or 10 unpaid Prime members and their but he and I have a hard time getting that 90 million in the u.s. number. Jason:  [46:12] Prime for government assistance as well not to. [46:16] Yeah and I I-10 and greet like just a couple of kind of benchmarks you can use to to just sort of check this, which tell you that 90 million is potentially possible but highly optimistic so so one thing to know is the analog equivalent of prime memberships is probably Costco membership so I think it was by far the most successful, membership base retailer out there and they have been phenomenally financially successful for a long time predicated almost exclusively on the revenue they generate from their memberships and Costco has 90 million, members so, you say hey if Costco could do it Amazon certainly could get there but it's doubtful there are ready there a particular you reconsider what, percentage of the u.s. population have embraced digital shopping versus the the percent that have have shopped in brick-and-mortar right and that brings me to, the second metric I like to look at the these Prime studies are not very big like this eirp thing I want to say was it a few thousand. Respondents in my memory might like what's even say generously 10,000 there's a much bigger studies that study, retail buyer penetration into the the the retailer in America that has seen the most us consumers is Walmart 95% of the u.s. Coshocton Walmart, 89% of the USA shop in McDonalds. You drop down to like 85% at Target and then you get to some of these these retards that are ubiquitous but Target more fluent Shoppers like Starbucks has reached only 48% of the US. [48:00] Despite how many Starbucks we see out there and those Studies have an Amazon is about 42 to 45% of the US have shopped Amazon so, there's a good news bad news thing there if your Amazon you go man we're performing terrifically and we've only reached 45% of us so we have a lot of growth left but if they only reach 45% of the US there's no way they could have 90 million Prime subscribers. Scot:  [48:24] Yeah and they're so there's two metrics there's 300 people in the US and then 125 million households so I think it's the one you just said would be against the 300, 45 yet should be like a hundred fifty million people have shocked Amazon see what expect you to be hard for. More than half of those two really be primary I'd be shocked so. Jason:  [48:45] Yeah nevertheless it was a interesting in the the Q&A after the, the announcement that the CFO had to answer a number of questions and you don't want it one of the questions is, hey how come you guys like see the guidance like what went better than expected and interesting Lee the cfo's answer was largely that Prime memberships, outperform their expectations expectations and specifically that Prime day, was driving a lot more Prime subscribers than expected and that, that that was having a carryover effect throughout the the corners so that Dad is super interesting wheat of course in our Prime Day episode we've talked a lot about the real gold Prime day being to get more Prime subscribers and here we have some some evidence from the horse's mouth that that's, exactly what it's what it's a exceed succeeding and doing. Scot:  [49:45] Yet even tired that International acceleration to Prime day being strong globally and getting a lot of global signups on Prime so the flywheel is Prime and Prime day is a way to remind people that it's out there, getting pulled in that flywheel in and get the flywheel going even faster. Jason:  [50:04] Yeah and I might take away from that that's terrifying is just, you'd expect that you know is Amazon girls they get more Prime subscribers at some point you hit this equilibrium where you've captured all the easy, Prime subscribers and it becomes much harder to acquire new ones and here's the CFO saying hey we've had pretty consistent Prime growth, and now we're seeing it accelerate and beat our expectations that that tells you that there's a lot of gas still left in this this growth tank. Scot:  [50:33] Yeah the other clue in the financials around us and again it's a little squishy but there is a line item called subscriber Revenue, and this is another way Wall Street kind of takes that in in the inside subscriber you have the revenue that comes from Prime. Which comes in many flavors now you have people prepaying annual you at like 99 bucks and you have monthlies go through here but then they have a number of other subscriber program so you have Amazon Prime music you have. The book program I think audible kind of falls into hear some parts of Ottawa so it's a little again it's so hard to pick a part. But what they said is the expression Revenue grew 59%. Not your rear and that was an acceleration it was I think 53% in the last quarter so again that kind of correlates to what's going on there and then they talked also about. [51:30] The echo so they said let's see. Within subscription Services music especially is working really well with Echo we're seeing a lot of growth in that area as we increase the number of Echoes so you and I are both examples of this where you have to pay a little bit of an upcharge you get, you get Prime music for free that were with your Prime subscription but to access it to your Echo you have to pay that $5 extra month this is one of those things you just kind of forget. Jason:  [51:58] A couple programs yeah you can pay 5 bucks a month to get it on a single Echo and they call this. Prime music unlimited so it's a bigger category library and you can have it available in a single Echo for five bucks a month or they have a family plan which makes it available to, on the mobile phones are five of your family members and to all the Echoes you own in in one household for 9 bucks a month, so I suspect you and I are paying nine bucks a month. Scot:  [52:27] I suspect that's true yes I remember I started with the first one and then like everyone want to listen to different music and it would specifically tell her she can't do that and then I was annoying so we upgrade it is very effective. Jason:  [52:39] In the in the last quarter they also added a feature to to the echo that enables multi-room music for the first time so now you can, you can email that same song to a bunch of different echoes in the same time or different music in each room it is become. [52:55] Pretty cool in terms of music playing device. Scot:  [52:59] You're very so no seeing that capability to shoot music to where we want to but at a fraction of the cost. Jason:  [53:04] Absolutely and I'm sure it was not Material in these reporting but there's actually one news source of what I assume is going to go into the subscription revenue for the first time they have added a. In-app purchase option for one of the echo skills. [53:23] See you now can pay a premium if you're using the Jeopardy skills to get access to more jeopardy games. [53:32] So I am not a big Jeopardy player on Echo apparently that's a big thing that I've totally missed, but I guess by default on the free app you can play 6 rounds are Jeopardy a day and you can only play that days Jeopardy so, now they blunch the service where you can pay extra, to get access to as many games of Jeopardy as you want every day and that in and of itself may or may not be interesting to you but to me what's interesting about that is, that means they put the mechanism in there to have, in-app purchase revenue for Echo skills and when you look at the other app ecosystems out there like at the iTunes Store the Google Play Store all the big money is in these. Free to download and an in-app. Purchase options in so that that potentially is a whole new economic ecosystem that's getting added to the Amazon juggernaut. Scot:  [54:26] Yeah it's interesting there there's a big tie in when you're watching Jeopardy and always fast forward to the commercial said it, makes you stop because it looks like you're back on Jeopardy but then it's an, a 30-second Amazon Echo Jeopardy tie and Commercial and then a big fan of mr. robot and they're doing a really big, think they're where you can the robots about this this devastating thing that happens on 59 so you can say Alexa what's the five nine news and it kind of like gives you news from the dystopian future so I don't know if there's any in-app purchase there but they're doing some really clever tie-ins with TV and then NFL and all that stuff's all tied together with the streaming part of what they do is just really getting to be pretty interested in an integrated with what they're doing there. Jason:  [55:12] And in The Coincidence Department it this week is actually the seven year anniversary of Watson winning that Jeopardy tournament and it it's funny to think, back then they had to rent the building next to the Jeopardy Studio because the IBM Watson computer that that, played in that that tournament was the size of the house and now of course there's a similar amount of processing power in the the new Google home Mini. Scot:  [55:41] Cool about Switching gears to your favorite topic grocery would what did you pick out early surround Grocery and Whole Foods. Jason:  [55:49] Yeah so a couple interesting takeaways it was only mentioned in the earnings. [55:56] They eat a lot of people are asking questions and we're interested in the future plans and Amazon did not disclose very much about the their future plans for Whole Foods. [56:07] Which going back to your point I think they like to play their cards close to their best when they can what was super exciting for the omni-channel nerds in the room is. Did they did add a new line item to the revenue reporting so for the first time they have offline Revenue line. And that the revenue in there for this first quarter was 1.3 billion. Which is a predominantly their Whole Foods revenue and that's from a partial quarter so I think that's only about 30 days of the quarter that the Whole Foods was in the Amazon number in so I assume that's. That's a new flavor of one Pier Avenue that shows up on this this separate line for physical stores the book store revenue is in that number I assume. Amazon has some kiosks and pop-ups and other things I assume all those things are in that number as well but I think they essentially said that all those things combined are somewhat in material. [57:03] In that number and sort of dwarfed by the the Whole Foods number so. Let you know this this first quarter that's not a particularly interesting number but I think it's going to be interesting to watch it grow and. I think enough quarters where Amazon makes big investments in growing the book stores which there are a lot of bookstore scheduled to open and maybe where we don't see a lot of growth that Whole Foods it'll be interesting to see whether that number moves at all. [57:28] You know if it's exciting for me that that number is going to be in there in the future. I didn't necessarily learn anything from this one it is interesting they are defining. [57:41] Physical stores as when the customer selects the item in the store so if you. Purchase something pick something out online and you schedule it for delivery to A Whole Foods. Locker for example or to one of those pick up locations that I talked about earlier. [57:59] That would that would still be considered an online purchase and that someone interesting because there is some variation in terms of different retailers, omni-channel reporting what what order do they consider an in-store purchase versus an online purchase so Amazon is clearly said. Brass it depends on where you select the item not words for Phil. Scot:  [58:21] The same day they always called the revenue net sales and now they call it online sale so so for the e-commerce people that's kind of exciting so now they have online sales and physical sales so pretty. What is a Wall Street analyst kind of said well you know what what else can you tell us now you've had Whole Foods on your belt for a Whole 30 days about the future. You're the CFO. Again plays a pretty close to that said nothing to announce but I think over time you'll see more cooperation and working together between fresh Prime now at Whole Foods and, we certainly seen that with the private label and it'll be interesting to see if if they leverage your for example we we speculated that that Prime now ability to do same-day delivery would be really nice, you know Whole Foods has partnered with instacart it doesn't make sense for Amazon to. Your fuel competitor they're effectively and use the prime now Network just called Flex to do same-day delivery so that was my read on that one I may be reading too much into it but. But interesting to see what they're going to do now that had the integrated for 30 days. [59:31] Another one that was too quick when I know we're Up Against Time the Amazon doesn't break out the ad business and we have talked a lot on the show about when we talked to brands, especially especially manufacturers removing dollars from Google advertising over to Amazon and. You'll see if I did give a little hint there so this lives inside of the quote on quote other line Amazon is specifically historically said advertising is the largest component of that there's a lot of dogs and cats in there I think there's some. I'm so the audible stuff that's not a subscription ends up in there and you know what you actually look Amazon doing like 80 different businesses and a bunch of them kind of live inside of here if it doesn't kind of the revenue. [1:00:15] IPhone to the previous categories. [1:00:19] But this line grew 58% in the CFO explicitly said advertising grew faster than other itself which means greater than 58%. [1:00:30] I'd be shocked if advertising wasn't growing north of 100% year-over-year based on annual anecdotally when I talk to folks this is the one area that. Everyone is really excited and seeing really good efficacy and then inside of Amazon everyone's moving over to these teams which is always an indicator the hot teams to be on it Amazon are Echo, private label and ads so you know I'd be surprised if it's not going well north of 100% so. I look forward to the day when it grows so big that Amazon has to break it out, see how big it is I think it's going to shock people I think this is going to be this kind of you know next multibillion-dollar business in this could be, really really really really bad for for definitely Google maybe in Facebook as Facebook gets to be a certain size. Yeah there's going to be a fight for one of the largest groups that spends money in and that's Brands and Retail and it's going interesting to see who wins this advertising Dollar Battle. Jason:  [1:01:28] Yeah I will say it's I have a feeling in the short run is going to be a mixed bag because that the estimates I've seen our kind of already in that 1 billion to 2 billion size business and in, I'm I'm sure you're right that that Google and Facebook, hate seeing a third player have a meaningful presents there but in some small way like again let's go let's be generous and caught two billion that that's still pretty small compared to Google's 90 billion, so for now it's not a hugely material competitor and I have a feeling with some of the antitrust conversations that are likely to come up in the the next couple years at Google and Facebook, don't be surprised if that the people making the strongest case for how big amazon are are Google and Facebook as they tried to demonstrate that they aren't monopolies. Scot:  [1:02:20] Absolutely. Jason:  [1:02:24] So this next one I know you have a lot of passion about because I feel like I saw you fighting about it on Twitter how many Echoes are out there. Scot:  [1:02:34] Yesu sisters interesting so the specific comment on the call was this was actually in the Jeff Bezos quote so if you're interested in the Amazon I definitely recommend either reading the transcript or listen to these calls out but also Amazon puts out a very lengthy press release, and, a lot of its kind of far away it's bullet points of everything they've announced in the last quarter which you know if you listen to show you already are well-versed in of course but I will skip right to the Jeff Bezos quotes kind of gives you an idea of what they want to focus on, I'm in the second piece of that quote I think the first piece was about prime day and. AWS and how awesome they were this is the quote so. Customers of purchase tens of millions of Alexa enabled devices so that was kind of interesting choice of words given Echo devices. Over 100,000 5 Star reviews and active customers are at more than 5 x since the same time last year and they talked about another explosion of skills and that kind of thing. So [1:03:38] So I was thinking so I put a tweet out there that said wow 5x is pretty impressive and I was thinking they probably went from 6 million to 30 million maybe 7 240 million. I don't think Echo would be half of prime at the fields aggressive so I was thinking somewhere in that range, and a guy John Wilson I think he's a listener he kind of said what I said. [1:04:07] I think it was actually smaller I think, yeah I read it was 20 million I was like that's really weird because they didn't disclose that what happened to someone took this the kind of felony Amazon strap that took this tens of millions Nate their logic was well they wouldn't say tens of millions and lessons at the very bottom of that range so let's say, you effectively 20 so I kind of came out with the number 20 because that's kind of how they read that math and then they said well, it must have been four million to 20 million so I just kind of thought it was interesting that. [1:04:37] Someone in his point was at Lex has a lot of hype and now lot of reality if it's just barely getting to 20 million users so I think it's kind of funny that you know when people fall into these Amazon traps that they've set. I read these things and I kind of think who would they say tens of millions is actually probably towards the higher and higher into that there, they're definitely the first thing I think is something big is here and they're hiding something and then the second thing I I tend to lean towards more of the middle of the range towards the height of those kind of a fun kind of argument to get in with John there and he agreed at the end that, this article kind of took a lot of Liberty with that quote. Jason:  [1:05:13] Yep that's a tricky you got to get into the Amazon mindset and not the the traditional mindset that a lot of folks are used to one slight tangent I totally apologize cuz I know where it was, going to be way over time for this this episode but you mentioned the Highlight section of the press release my favorite antidote is there this long list of highlights one of the Highlight bullets is, completed the 13 billion dollar acquisition of Whole Foods and another one of the Highlight bullets is that they successfully had bring your daughter to work day. Scot:  [1:05:43] Yeah it's really of a potpourri of what happened last quarter. Jason:  [1:05:46] Exactly so pretty pretty broad range of accomplishments is all. Scot:  [1:05:49] Yep yeah they don't really order them anyway I have a musty chronological order so we have never understood how they're ordered in there that's kind of random. Jason:  [1:05:59] But I'm guessing that bring your daughter to work day has to be a lot more daughters because there's some interesting information about how the the headcount is grown in Amazon. Scot:  [1:06:09] Yes sir one one analyst said hey if I do the math your head count is up 77% year-over-year and it d