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In June, the Federal Trade Commission proposed a new set of rules that would ban unscrupulous sales practices that are commonly employed at car dealerships. Among the notoriously anti-consumer practices targeted are the sale of products without benefit, bait-and-switch pricing, forced add-ons, and discriminatory practices for cash buyers.
There’s a reason the annual trustworthiness of profession poll from Gallup ranks car salespeople at the bottom; it’s not because every salesperson is bad, it’s because a few bad apples ruin the bunch. Over the years I have heard countless stories from our community of these aforementioned practices. Still, powerful dealer lobbies are combating the FTC proposal, and it’s become clear that they’re determined to defeat the proposal at all costs.
Fortunately, consumers have a real opportunity to have their voices heard. A public comment period is now open until September 2022, and we’re calling on you to share your opinion with the FTC. It’s clear that auto dealers are already amassing a unified position, and we need to do the same. If consumers show up in numbers, car buying may be transformed for the benefit of we, the people. Time is of the essence, as this narrow window leaves less than two months for the public to share their support.
FTC Proposal Levels the Playing Field for Car Buyers
On June 27th, The Federal Trade Commission proposed a new set of rules that would ban specific auto sales tactics commonly used by car dealers to take advantage of consumers. In an FTC proposal titled Motor Vehicle Dealers Trade Regulation Rule No. P204800, the following auto dealer practices are targeted:
- Selling Products with No Benefit to the Customer
- Advertising the Real Price of the Car Online
- Non-Discriminatory Practices for Cash Buyers
- Enhanced Consent for F&I Products
FTC Bureau of Consumer Protection Director Samuel Levine explained the reasoning behind the proposed rules. “As auto prices surge, the commission is taking comprehensive action to prohibit junk fees, bait-and-switch advertising and other practices that hit consumers’ pocketbooks. Our proposed rule would save consumers time and money and help ensure a level playing field for honest dealers.”
The average new car transaction is now $47,202, or 72% of the median household income in the United States. Bait-and-switch pricing, forced add-ons and dishonest financing tactics have all contributed to the average monthly car payment soaring to $730, 40% higher than the average payment just five years prior. With car prices at record highs, consumers are fed up with anti-consumer sales tactics that proliferate at many dealerships nationwide.
This is our chance as consumers to unite behind a proposed rule that could change car buying for the better unlike ever before. However, this battle is far from won.
Car Dealer Dissent Has Been Swift, Yet Flawed
The National Automobile Dealers Association, or NADA, is a nationally-recognized industry and political force that represents over 16,000 auto dealers nationwide. Every year, the NADA and its counterpart for independent dealers spend millions of dollars lobbying politicians to advance legislation that is pro-dealer, too often at the expense of the consumers the auto industry relies on. The power and influence of today’s car dealers can be traced directly to the NADA and NIADA.
Needless to say, the dealer lobby isn’t happy about the FTC’s proposed rules. In a letter to the FTC, the NADA characterized the proposal as unsupported, sloppy and inconsistent. How so? NADA senior vice president Paul Metrey dismissed the proposal as “woefully inadequate” because the regulation is unnecessary in his view, because it would address “things they can go after” already. It’s as if dealers and their powerful lobbies are fully aware of the anti-consumer sales tactics flourishing in the industry, but are content with pushing the limits of regulation until enforcement encroaches on their bottom lines.
Another flawed argument promoted by the NADA is that complaints are few and far between. The FTC said it received more than 100,000 auto-related complaints in 2021. To counter that startling statistic, the NADA says there were 42 million new- and used-car sales last year. We all know that car buyers rarely have the time to seek out the procedures to submit a formal FTC complaint. Consumers have jobs, families, and other financial obligations on their minds. Imagine if one out of twenty dishonest car sales resulted in a formal complaint. In reality, reporting is likely even lower.
There’s no way of knowing just how widespread this problem is, yet every day our community of CarEdge members shares tales of shady dealership practices, and dishonest, anti-consumer tactics that cost them time and money. Whether it be comments on YouTube, or essays we receive via email; our millions of monthly viewers are fed up with the status quo, and demand change.
Industry media outlets are picking sides, and some heavyweights are clearly siding with dealer lobbies. Industry news outlet Automotive News published an editorial promoting the talking points disseminated by the NADA and NIADA. They too are calling for interested parties to submit comments during the narrow public comment period.
The Time to Act Is NOW. Make Your Voice Heard By Submitting a Comment in Favor of the FTC’s Proposal
The FTC’s open commenting period is now open, and it will remain open until September 12, 2022. Anyone can submit a comment to voice support or displeasure with the proposal. In a classic David versus Goliath scenario, dealer lobbyists are facing off against consumers like you and I. With massive auto dealer lobbies and even media outlets calling for dealers to submit comments opposing the proposed rules, it’s up to all of us to make our voices heard. Submit a comment today on Regulations.gov. This should be a priority for all Americans who are sick and tired of car buying being synonymous with deception and dishonesty. We’ll keep you posted on the latest developments.
Read Ray’s comment to the FTC
View Ray’s comment here, or read it below:
As someone who spent 43 years managing automobile dealerships and advocating for better enforcement of rules and regulations regarding dealer advertising and F&I practices, I strongly support your efforts to finally rid America of the unethical practices that many dealerships employ. Business decisions are made by dealerships everyday as to how to advertise the price of a vehicle online. Should we include the destination charge that is part of the MSRP in the price or should we disclose that in the small print? Should we disclose any dealer installed accessories or packages that the customer is expected to pay for in the advertised price or should we only disclose that once they have come into the dealership? Should we disclose all dealer and state fees or again wait until the customer has agreed to buy the car? How should we disclose our F&I offerings, or our rate markups for placing indirect loans? These are all business decisions that truthfully should not have to be made, full disclosure and transparency is not only what consumers want, it is what they are entitled to. You can read many consumer complaints in regards to this issue on our YouTube channel: https://www.youtube.com/c/CarEdge/ videos, just click on just about any video and read what consumers are saying on a daily basis.
One must question what is wrong with a society as a whole when everyone knows that consumers are taken advantage of everyday when purchasing a car or truck and everyone turns a blind eye to it. Law enforcement, consumer protection agencies, State Attorney Generals, the Federal Trade Commission and many other “consumer” protection organizations all know what is going on yet do next to nothing to correct it. The essence of commerce should not be “who can we take advantage of today” but rather how can we operate in a consumer respectful and honest manner. I believe the enactment of these proposals would bring us closer to the later and finally rid our society of the former.


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Ford Australia president Geoff Polites had been confidently predicting that the much-admired, European-made, sporty Focus small car (pictured) would lead a group of new-generation imports that promise to attract first-time buyers to the Ford fold.
Polites was even suggesting a month or so ago that the Focus line-up could be expanded beyond just a couple of high-specification, five- and three-door, 2.0-litre models to include a cheaper entry-level variant. The 2.0-litre cars would have been priced about $30,000 with the entry-level model at $25,000.
Ford Australia had even gone so far as to start market research on the car by having it appear in five-door guise at the Sydney motor show late last year and at the Melbourne show earlier this year.
However, the falling value of the Australian dollar and the high cost of making the Focus meet Australian Design Rules have been blamed for the rethink.
Realistically, Polites admitted that Ford doesnt intend to sell more than a handful per month.
Even so, Ford management had said that the Focus was seen as an important first step towards turning around a lacklustre range of passenger car imports that at present have little sales image.
To the end of June, Ford had sold 10,791 imported cars, but 5952 of those were the Kia-made Festiva, which will die late this year. Ford has no direct replacement for the Festiva.
The Focus was to have been the first step in a new-model rush from Ford that is planned to include the new Mondeo, Escape light-duty off-roader, redesigned Explorer and a facelifted Laser. These cars are due in the first six months of next year.
At this stage our weak dollar is not expected to stop any of these models heading here.

domain: news


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Issue 139: Bitcoin and Basketball
June 17, 2021
Bitbuy Partners With CEBL To Pay Players In BTC
Weekly Market Update
Opinion: The State Of The Crypto Market
After reaching a new all-time high, bitcoin fell nearly 41%. With these frightening prices, many have begun to ask, is the crypto bull run over?
Let’s consider some conditions around the recent downturn. One of the most notable was driven by Tesla founder Elon Musk. After purchasing USD 1.5 billion in bitcoin and announcing that Tesla would accept bitcoin in exchange for its electric vehicles, a single tweet derailed the momentum. In his tweet, approximately a month and a half later, Elon Musk announced Tesla would no longer accept the digital currency. It was around the same time that China announced that payment organizations would be blocked from accepting bitcoin.
This came recently after many “brand new to crypto” new investors began purchasing bitcoin. According to one research group, this same group of investors that purchased in the last five months also made up most sellers, dropping the latest fear and greed index into “Extreme Fear.” This should come as no surprise as investing 101 often states, new investors must exercise caution against emotionally driven investments.
Weighing all of these factors, many industry analysts are still predicting a 6-digit bitcoin valuation in the medium term.
The main difference between this pullback and others is that previous bubbles were driven by cryptocurrency enthusiasts and retail investors. With the most recent wave of adoption, investment firms and tech companies also bought in and have since taken the hit.
A broader group of investors means that more stabilizing forces are at play. Although prices have been hovering at a significantly lower price, many savvy investors have been waiting for this dip to occur. New lower prices have made it possible for enthusiastic investors to continue to buy into crypto assets and for large investment funds to continue to diversify.
While it’s hard to say if the crypto bull run is over, another tweet from Musk and as of June 14, 2021 another 10.9% run was imminent, driving bitcoin to the highest price since May 18. I guess it’s true what they say, it’s not over until it’s over.


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Ford is now officially beginning to sell new car online after introducing their Buy Online website.
An official launch of the new platform is scheduled to take place on July 17, but Ford of Great Britain’s chairman and managing director, Andy Barratt, took to LinkedIn this week to share news of the launch.
“A really significant day at Ford of Britain, as we launch our direct to customer online sales channel, allowing customers to purchase direct from Ford, and to select delivery from either a local dealership, or direct to a location of your choice,” said Barratt.
Read more here
Join us in Madrid from the 13th to the 16th of November for the Property Portal Watch Conference.


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IF FOUR YEARS is enough time to be president of the United States, it's probably a decent amount of time to be CEO of HP (the tech company, not the sauce).
Right on schedule, the company's current chief, Dion Weisler, has announced he'll be stepping aside in November for "family health" reasons, and will be returning home to Australia.
"Serving as CEO of HP is the highlight of my career, and I want to thank the entire HP team for the support they have shown me," Weisler said in a statement. "I'm incredibly proud of what we have achieved and equally confident in where we are heading as a company."
HP has already picked out Weisler's replacement: Enrique Lores, who's currently in charge of the company's printing and imaging solutions arm, which we assume means more than just unclogging blocked print nozzles.
"Enrique has been a tremendous partner whose leadership has been instrumental in setting this company up for success and delivering on our strategy," Weisler said. "Enrique has been a tremendous partner whose leadership has been instrumental in setting this company up for success and delivering on our strategy."
Lores joined HP as an engineering intern 30 years ago, and oversaw a segment of the business that generated revenues of over $20bn in 2018. "Thirty years ago, I was drawn to HP by the company's unique ability to bring out the best of humanity through the power of technology," he said.
"The opportunities ahead are vast and the need for us to keep reinventing is more important than ever. I continue to be inspired by our customers, partners and employees, who are turning bold ideas into meaningful innovations. This is where we will set our sights for the future."
Weisler will continue to serve on the HP board of directors until the next annual meeting of stockholders. µ
Stop laughing at the back Iain iPhone
AI want to break free
Not making friends, but influencing people
But eager game streaming beavers will have to wait until 2020


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Before the opening bell, CD International Enterprises, Inc. (OTC: CDII), through its wholly-owned CDI Shanghai Management Company subsidiary, announced its entry into a multi-year distribution agreement with Zhangjianjie Shengshi Agricultural Development Company (“Shengshi”) relating to the distribution of high-grade cannabidiol (CBD) crystal in the United States. Per the agreement, Shengshi will be responsible for large-scale production of CBD, which it processes from industrial hemp grown in China. From this production, up to 100 kilograms per month, or 1,200 kilograms per year, will be provided to CD International for U.S. distribution, with CDII maintaining exclusive U.S. distribution rights for an initial period of 10 years.
“We are very excited to enter this brand new business to develop a new profit center,” Dr. James Wang, chairman and CEO of CD International, stated in this morning’s news release. “CBD supplements have become a hot spot in the health products market in the U.S. … If we are able to distribute 100 kilograms per month or 1,200 kilogram per year in the U.S., we would generate over $60 million in revenues according to the current market wholesale price. Management is confident that our new business could generate substantial profit opportunities for our shareholders for years to come.”
This morning’s announcement follows a January news release in which CD International announced its entry into a one-year consulting agreement with Shengshi. Through that agreement, CDII will be offering Shengshi a variety of consulting services ranging from business development and market promotion to more specialized consultations regarding garden design, landscaping and management of online retailing, among others. Wang originally alluded to CDII’s plans to “develop a distribution business of Cannabidiol (CBD) extract out of industrial hemp in both North and South Americas” in the January update.
Despite the ongoing legal battle related to both medicinal and recreational marijuana use within the United States, CBD has already been legalized in all 50 states. Lacking a significant concentration of tetrahydrocannabinol (THC), which is responsible for the psychotropic effects stemming from cannabis use, CBD has been shown effective in treating a variety of ailments, including epilepsy, Alzheimer’s disease and cirrhosis of the liver.
According to a recent report published by The Hemp Business Journal, CBD is currently one of the fastest-growing market categories in the U.S. hemp and legal cannabis industries, boasting a compound annual growth rate of roughly 59 percent. The CBD industry accounted for an estimated $202 million in consumer sales in 2015, and forecasts call for sales to reach $2.1 billion by 2020.
For more information, visit the company’s website at www.CDII.net


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A drone race at UCF on Tuesday made one thing clear: the robot revolution remains a ways off. A parade of autonomous drones took turns tumbling awkwardly through the air, veering sharply toward walls ...
We bring together the very latest drone news from hundreds of sources across the web! Product releases, reviews
& videos combined with help on finding some of the very best drone deals from stores and online outlets!
Constantly updated through the day - every day -
the site has everything for the beginner right right through to the seasoned drone professional!


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Bitcoin mining has become an increasingly competitive industry and now three of the largest mining hardware manufacturers in China hope to leverage public offerings. Recently Canaan filed for IPO status in the U.S. and shares are already listed under the ticker NASDAQ: CAN. Further, during the last week of October, reports disclosed that Bitmain confidentially filed for a U.S.-Based IPO.
On December 4, regional news outlets revealed that ASIC chip and mining rig company Ebang plans to file for IPO status in the U.S. in the near future. The partner at the blockchain venture capital firm Linkvc, Zhang Li detailed that he “confirmed” the IPO filing with the firm and “Ebang is planning to list on the Nasdaq as well.” “Go, go, China’s mining industry”, Zhang added.
Ebang, the ASIC chip and mining rig manufacturer based in Hangzhou, China is allegedly filing for an initial public offering (IPO) in the U.S. following Canaan’s recent Nasdaq listing and Bitmain’s secret IPO filing. The world’s third-largest bitcoin mining hardware manufacturer plans to follow Canaan’s footsteps with an attempt to be listed on the American stock exchange Nasdaq.
Ebang Plans to File an IPO in the U.S.
The local crypto publication 8btc reached out to Ebang, but the Hangzhou-based firm declined to comment on the matter. Created in 2010, Ebang claims to capture roughly 9.2% of the share of mining equipment sales worldwide. The Chinese firm also filed for an IPO status on Hong Kong’s stock exchange (HKEX), but let the filing lapse in June. Bitmain filed for an IPO in Hong Kong but let the filing expire as well. When Ebang filed for the Hong Kong IPO, sources said the company would attempt to sell its stock for $400 million.
The HKEX filing database that show’s Ebang’s prospectus noted the company lost significant earnings in Q3 2018. “We experienced significant decreases in revenue and gross profit for the three months ended September 30, 2018, compared to the preceding three months ended June 30, 2018”, Ebang’s HKEX filing reads. The $400 million figure was reduced after the poor earnings during the crypto winter of 2018 when it was initially reported by Reuters in August that Ebang was seeking $1 billion.
The mining manufacturer Canaan is now listed on Nasdaq, and Bitmain Technologies has allegedly filed for IPO as well.
From Telecommunication Hardware to In-House ASIC Manufacturing
It is currently unknown what Ebang will attempt to raise when it files in the U.S., but Canaan raised $90 million. Allegedly, Bitmain’s confidential IPO filing is shooting for $500 million and will use Nasdaq for listing as well. Ebang calls its mining device series ‘Ebit’ and the Ebit E11++ is the eighth most profitable bitcoin miner on the market today at current prices.
The machine was launched in October 2018 and claims to process 44 terahash per second (TH/s) with 1980W off the wall. Ebang just sold out of the company’s latest release, the Ebit E12+ that processes 50 TH/s of SHA256 hashrate using its independently created 10nm chip called the “DW1233.” The Ebit E12+ sold for $2,410 per unit on the company’s webshop. The Ebit E11++ (44 TH/s) units are also sold out, but older Ebit models with lower hashrates can still be purchased.
Initially, when Ebang was created, the company dedicated its efforts to manufacturing products for telecommunication firms, but later introduced Ebit bitcoin miners. The latest move to go public also follows Ebang’s partnership with the HKEX-listed company Madison in October. According to reports, Ebang signed an MOU with Madison and the company would acquire more than $100 million worth of blockchain-related hardware.


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1) Chris Kattan - Delray Beach
Chris Kattan and Friends' "Baby, Don't Hurt Me Tour" comes to Old School Square in Delray Beach. Kattan best known for his SNL characters like 'Mango,' and 'Mr. Peppers.' There are two shows on Friday, Nov. 8. at 7:30 p.m. and 9:45 p.m. Tickets start at $18 plus taxes and fee.
2) Carlos Mensena - West Palm Beach
Comedian Carlos Mensena is playing the Palm Beach Improv Thursday, Nov. 7 - Sunday, Nov. 10. Tickets start at $30 plus taxes and fees (there is a two-drink minimum). The shows are for ages 21 and over.
Thursday, Nov. 7 at 8 p.m.
Friday, Nov. 8 at 7:30 p.m. and 10 p.m.
Saturday, Nov. 9 at 7 p.m. and 9:30 p.m.
Sunday, Nov. 10 at 7 p.m.
3) Juno Beach Craft Festival
You can start holiday shopping early with hand-made, affordable gifts while enjoying a beautiful stroll along the Atlantic Ocean running Saturday, Nov. 9 - Sunday Nov. 10. it is open daily from 10 a.m. - 5 p.m. The event is free and will host 150 exhibitors. Parking is available in Loggerhead Park or just north of the park on A1A.
Juno Beach Craft Festival You can start holiday shopping early with hand-made, affordable gifts while enjoying a beautiful stroll along the Atlantic Ocean running Saturday, Nov. 9-Sunday Nov. 10. running daily from 10 a.m. - 5 p.m. The event is free and will host 150 exhibitors. pic.twitter.com/FwkSoUnZnn
— T.A. Walker (@timallanwalker) November 5, 2019
4) 9th Annual Tequesta Chili Cook-off
Come join Tequesta Fire-Rescue at the 9th annual Chili Cook-off and help honor our nation's veterans while raising money for four great charities, SE Honor Flight, Operation 300, Renewal Coalition and Friends of Public Safety. 25 fire-rescues will be competing with their homemade chili. The event is Saturday, Nov. 9 at 2 p.m. Tickets start at $30 and it's a 21 and over event because of the extensive beers featured on tap.
5) Sebastian Clambake
The Sebastian Clambake Lagoon Festival features fresh seafood booths, historic re-enactments, a Kids Zone, entertainment, bands, demonstrations, vendor booths and more, in Riverview Park. Admission is free and proceeds benefit local charities in Sebastian. The Festival is widely known for the quality of its food: linguine with red or white clam sauce, succulent shrimp, hearty clam chowder, fried fish & clam strips, steamed clams, crab cakes, pizza, hot dogs, and sausage, pepper & onion sandwiches are our featured culinary delights.
Friday, Nov. 8 from 2 p.m. - 9 p.m.
Saturday, Nov. 9 from 10 a.m. - 9 p.m.
Sunday, Nov. 9 from 10 a.m. - 9 p.m. Vendor and food booths will be open from 2pm-9pm Friday, 10am-9pm Saturday, and 10am-9pm Sunday.


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There are people for whom jewelry is more than an adornment, it is a statement that becomes part of their identity. Three women in particular have become jewelry icons and have inspired many with their collections: actress Elizabeth Taylor, Duchess of Windsor Wallis Simpson and philanthropist Barbara Hutton.
This year, the Gemstone and Jewelery Export Promotion Council (GJEPC) decided to honor these three women under the theme “The Collectors” for this year’s Artisan Awards. Each entry had to create a special piece of jewelry by imagining what these icons would wear today, adding both drama and glamor to the fifth annual event.
This year’s awards, the winners of which were announced April 14 at a ceremony in Mumbai, included nine awards in total, three in each collector category. In a year of renewal and resilience, the entries and winners have proven that there are “exceptional” designers and makers working in the jewelry industry today, the chairman of the GJEPC, Colin Shah, in a statement.
“The Artisan Awards are one of the major initiatives aimed at showcasing India’s design prowess and positioning the country as one of the leading jewelry design destinations,” Shah said in a statement. . “Through awards, the GJEPC encourages designers to think fearlessly and shape the future of design with unbridled creativity. This year too, we received an overwhelming response despite the challenging style theme of the three famous style icons of yesteryear whose jewelry collections were unparalleled.
The prizes were awarded by Shah; David Bennett, former global president of Sotheby’s, international jewelry division; GJEPC Vice President Vipul Shah; Milan Chokshi, GJEPC Promotions, Marketing and Business Development Manager; and the managing director of GIA India, Sriram Natarajan.
In 2014, GJEPC established the Artisan Awards to promote jewelry designers and artisans in India and develop a platform for them to showcase their creativity and design work. Since then, the awards have drawn entries from around the world, establishing the Artisan Awards as a premier show, organizers said in a statement.
This year, 570 entries from jewelers from India, UK, Egypt, Turkey and others entered the competition. Judges rated these entries on versatility, technicality and adaptability of the classic theme in modern terms, organizers said.
Winners received cash prizes as well as internships with top brands in the industry, organizers said. The winning pieces will also receive a showcase at an international fair at the India Gallery, organized by the GJEPC.
This year’s judges included: former journalist and columnist Gayatri Rangachari; bespoke jewelry consultant Arundhati De; Vishal Kothari, director/designer of VAK Jewels; and the managing director of GIA India, Sriram Natarajan. Members of the international jury were award-winning jewelry designer and professor Reena Ahluwalia and David Bennett, formerly of Sotheby’s, who judged the pieces virtually. The technical jury for the awards was made up of Vikram Singh, creative director of Walking Tree, and Devinder Layal, jewelry artist and educator. Nisha Jhangiani was the curator and designer of this year’s Artisan Awards.
The 2022 winners are listed below.
Winner: pendant designed by Pratiksha Gandle; manufactured by Reliance Retail Ltd. (Reliance Jewels)
First runner-up: brooch and pendant designed by Jayaprabu B; made by Vummidi Bangaru Jewelers
Second runner-up: Pendant/bracelet designed by Divya Banjare; made by Vummidi Bangaru Jewelers
Winner: Choker designed by Shrutika Shinde; made by Walking Tree Ventures
First runner-up: Ring designed by Pooja Mohnani; made by the International Gemmological Institute
Second runner-up: Brooch designed by Ruchira Singh; manufactured by Walking Tree India Pvt. ltd.
Winner: Brooch designed by Dip Sit; manufactured by KGK Creations India Pvt. ltd. (shown above)
First runner-up: Ring designed by Vishnupada Das; made by Popley Eternal
Second runner-up: Earrings designed by Suryadeb Ghosh; manufactured by Gehna Jewelers Pvt. ltd.
Top: Designer Dip Sit created an over-the-top brooch for Wallis Simpson, winning first place for the flamingo-inspired piece (photos courtesy of the Gem and Jewelery Export Promotion Council).
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To say that the communications landscape is changing is a gross oversimplification. Over the past few years, driven by a rapidly evolving media landscape, technology developments and rising consumer expectations, communication agencies and holding companies are feeling the heat and are getting their best brains to figure out new models for sustained profitability and a longer term, relevant play.
Just last year, the industry was shocked to hear rumors that the worldâs largest holding company was a possible takeover target. As surprising as these rumors were, perhaps the larger issue was the buyer - Accenture, a big consulting firm, which has been aggressively building up its marketing and communications capabilities. The convergence seems to be in the area of data and digital. Another member of the Big Four, Deloitte, has launched a digital creative consultancy, Deloitte Digital.
According to a joint report by M&A advisory firms Jegi and Clarity, almost half (48%) of advertising agencies acquired in 2017 were by companies from outside traditional marketing services groups, up from 41 per cent in 2016. Meanwhile, marketing consultancy R3, says that major consulting firms like Accenture, Deloitte, IBM, KPMG and McKinsey & Company invested more than $1.2 billion in agency acquisitions in 2017, a 134 per cent increase on 2016. This, more than anything, should be a wakeup call to agency heads about the very real challenge of increasing competition through investments and acquisitions.
Even as consulting firms like Accenture, IBM, PWC, Deloitte, Capgemini, etc., have been steadily building their marketing practice, both organically and through acquisition; holding companies have for the most part been resting on past laurels and turning a blind eye, either intentionally or otherwise, to a communication landscape that has completely transformed. Disaggregated service offerings make navigation a true challenge for clients and there is a growing viewpoint that the model of specialized business units and disciplines need to come together once again. We see some of this actually implemented across some large agency networks. The MullenLowe Lintas Groupâs latest agency launch, PointNine Lintas, is Indiaâs first omni-channel offering and our attempt be a solution to this conundrum.
Technology underlines everything today. New technologies like AI, AR, VR, etc. are revolutionizing the communications landscape. We are heading towards a world where the keyboard might become redundant and voice will become the primary interface for gadgets. Tried and tested formulas might no longer apply to this new world.
One thing that agencies need to do immediately is to invest in big data and analytics, as the ability to navigate consumer habits individually will completely change the game. All this needs to be coupled with great human intervention through bigger, bolder creative ideas. If communication agencies want to stay competitive and provide value to clients, this gap needs to be closed; and fast.
Some feel that data and creativity are always at odds but this does not need to be the case. Take the example of Spotifyâs âThanks 2016, it has been weirdâ campaign. Spotify created an entire global outdoor campaign based on insights gleaned from crunching user data. The result were quirky, yet, fun creatives that were also highly relevant. This is the perfect example of data-led insights utilized to fuel great creatives.
India still has some way to go before start seeing campaigns of this calibre but we can see the change in outlook even now and the wait should not be that long.
From the creative standpoint, we do some great work and it is getting better and bolder. Recently, brands have started getting out of their comfort zone to experiment with really bold concepts. A case in point is the âMove Onâ campaign for Fastrack, especially, the TVCs released in 2013. The campaign has always had an edgy and provocative messaging and with the creative films; âClosetâ, âDiningâ and âLive inâ, Lowe Lintas and Fastrack pushed the envelope even further. âClosetâ, which shows two girls coming out of a closet, adjusting their attire, was one of the first instances, if not the first, where an LGBT issue was addressed openly in an ad campaign.
As technology and new competition redefine traditional roles of agencies, it is not something to get agency folks worried. This sort of reinvention helps agencies stay relevant and if it requires putting aside our differences and collaborating for mutual growth, maybe it is something we can think about and take cohesive steps to move forward. As agencies, it is time for introspection but with an open mind, reassessment and bold work, agencies can continue to be an integral part of clientsâ journey.
(The author is Chief Growth Officer, PointNine Lintas | President, GolinOpinion)
Disclaimer: The views expressed here are solely those of the author and do not in any way represent the views of exchange4media.com.
In an interaction with exchange4media, PC Musthafa, CEO & Co-Founder iD Fresh Food shares how the brand deals with competition and marketing strategies followed by them.
Varun Raina, Marketing Manager, Airbnb India speaks to exchange4media about the successful #LiveThere campaign and how Bollywood helps them connect with its young consumer
Tim Castree is all praises for his team in India and trusts it to be a result of âan excellent execution of agencyâs global strategyâ headed by Kartik Sharma
Siddharth Dabhade says Criteoâs technology allows brands to engage with shoppers, create relevant experience on retail apps, thereby driving sales and profits
To catch the 70s vibe, the set was lit up in blue and pink, with quick cuts and funky music which captures the fun aspects of Dogra and Shibani Dandekar effortlessly
Shujaat Bukhari, Editor of Rising Kashmir, was given police security after he was attacked in 2000; he was also abducted in 2006 but managed to escape
The agency conceptualized this one for brand Durex.


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Popular US mobile carrier T-Mobile has disclosed a data breach that led to threat actors accessing a “small number” of customer accounts, 836 to be specific, between late February and March 2023. The company maintains that no personal financial account information or call records were exposed.
As for the data that was exposed, it includes names, birthdays, contact information, account PINs, account and phone numbers, number of lines, IDs, balances, internal T-Mobile codes used to service customer accounts and perhaps the most worrisome — Social Security numbers.
As mentioned before, according to the filing with the Maine Attorney General’s Office, only 836 individuals were affected by the breach and T-Mobile is currently working on informing all affected customers. The company also reset affected customers’ account PINs and recommends updating them either by logging into the T-Mobile website or via customer support.
According to the notification sent to the affected users, T-Mobile teams were able to “identify the activity, terminate it, and implement measures to protect against it from occurring again in the future”. The company hasn’t shared any information on a specific attack timeline, vector or the nature of the attack itself. However, as is usual, the company is providing two years of free credit monitoring and identity theft detection services provided by myTrueIdentity to the affected users who can enrol by August 31.
While this might be a small breach given T-Mobile’s user base, this is already the second data breach the company has reported in five months since the year started. The previous was in January when a threat actor abused an API to access the personal information of about 37 million postpaid and prepaid customers including account information, including name, billing addresses, email, phone number, date of birth, T-Mobile account number, number of lines on the account and plan features.
In the News: Samsung temporarily bans employees from using ChatGPT


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Meghmani up 7% in Q1
Indian company Meghmani Organics (Ahmedabad) recorded a 6.5% increase in agrochemical revenues to Rs 967.7 million ($16.1 million at the current rate) in its first quarter ended June 30th. Domestic sales accounted for a little over a quarter of total sales (27.4%) and provided the main boost to sales, rising 57.1% to Rs 265.2 million ($4.4 million). The rise came from higher volumes sold of the insecticide, permethrin, and the intermediates, cypermethric acid chloride (CMAC) and meta phenoxy benzeldehyde (MPB). Exports were down 5% to Rs 702.5 million ($11.7 million) owing to decreased quantities sold of the insecticide, cypermethrin, and the herbicide, 2,4-D. Gross profit more than tripled (+213.1%) to Rs 150.9 million ($2.5 million). Gross profit margin went up from 5.3% to 15.6% as a result of higher sales and prices of the insecticide, acephate, and CMAC. The company registered a 16.8% rise in agrochemical sales to Rs 3,967.1 million ($66 million) in its fiscal year ended March 31st 2014 (Agrow No 690, p 7).


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Mystery meat: tech-first meat alternatives may not be our saviour
While the traditional meat industry is undeniably flawed, scientists and others have started to raise questions around the instant adoption of meat alternatives such as the Impossible Burger. Callum Tyndall finds out whether these products are as good for us as media buzz would suggest.
Recent headlines are filled with the gospel of alternative meats, with the Impossible and Beyond Burgers appearing across institutions and almost inevitably selling in huge numbers. Competitors are sprouting up in bulk as companies scramble to get in on what may well be the trend to define the future of the food industry. The current state of the meat industry is undeniably problematic, the ecological impact alone more than enough to give pause, and with increasingly conscious consumers it was only a matter of time before serious questions started to be asked about the continuation of the status quo.
Heralded as the answer to this moment of crisis is the seemingly ever-expanding range of alternative or vegan meats being produced. Developed with a mind towards technology and a Silicon Valley appeal, products such as the aforementioned Impossible and Beyond burgers have captured attention for their replication of ‘meaty’ flavour and texture while promising a future that disrupts the traditions of agriculture and food production. However, while these promises sound fruitful, there is a concern as whether they can be lived up to, whether the synthetic nature of these products should be in question, and whether or not the technocratic fervour around their creators is obscuring larger problems.
The case for cultured meat
The practical benefits to cultured meat have been loudly proclaimed: faster growth to harvest time, no bacterial contamination, lower chance of spoilage, customisable nutritional values; the case for the product seems obvious. Economically, Impossible Foods’ and Beyond Meat’s valuations in the $1bn-$2bn range make it obvious as to why industry is jumping on the bandwagon, from investment to the launch of competitor products. The future of the industry seems almost certain to include lab-grown meat in a significant fashion. Frankly, what consumers want is changing and cultured meat seems a far better fit than traditional cattle.
If we can make the meat without the animal, why wouldn’t we do that?
In that vein, it’s impossible to avoid the ethical component to the matter. From the ecological damage of mass-rearing animals for slaughter to the questionable rearing practices employed by some in the industry (battery farming etc.), it is perhaps no surprise, as the information age imparts ever more information to consumers, that those consumers are taking a sterner stance on how they spend their money. Truly considering the impact of our meat production makes it far harder to stomach continuing as before.
As Tom Hayes, former CEO of Tyson Foods, said, “If we can make the meat without the animal, why wouldn’t we do that?”
The technology is still relatively new, so some of these claims are yet to be tested to the fullest extent but if cultured meat were to live up to its promises it could well prove to be entirely transformative to the way we eat. Of course, that is assuming that it can live up to those promises and attain significant commercial standing. It is also assuming that we should be so heartily buying into the pitch.
Should the synthetic nature be a concern?
Not everyone is quite so big a fan of the changes coming to the meat market. While the synthetic offerings of Silicon Valley certainly make a strong case, there are some that argue that the case is built on far shakier foundations than has been discussed. Synthetic - or genetically modified - food should not in and of itself be cause for concern.
Such practice extends throughout large-scale food production; the selective breeding of crops alone could be argued to be a form of genetic modification, and much in the way medicine has evolved through human synthesis, food not being pulled from the ground to go straight to the plate shouldn’t be an automatic reason to panic. It is perhaps worth asking however, whether we understand enough about the machinations of the labs behind these meats to proclaim them the next miracle food.
The problem is that when we see the word ‘vegan’ on a packet, we assume that means healthy
John Pallagi, co-founder of Farmison & Co, says, "The problem is that when we see the word ‘vegan’ on a packet, we assume that means healthy, which certainly isn’t the case – the genetically engineered list of ingredients of the Impossible Burger have already caused concern with consumers [asking] ‘what’s actually in this burger?’"
“Due to the facts and history, we’re not convinced that veganism is the most sustainable or healthy way to live; the shift towards the plant-based diet could lead to nutritional deficiencies in affluent countries and protein shortages in deprived areas. There's not only issues with our health, soil fertility would also be lost and carbon sinks dug up as sustainably reared, pastured livestock are forgotten and plant food fuelled by pesticides is applauded.”
Pallagi’s words should be taken with a grain of salt; a meat producer would obviously be inclined against veganism, but there is an element of truth to the benefit of consumer assumptions that alternative meats are receiving. In a space that is moving so fast that regulation is struggling to keep up, there is no guarantee that the lab-created ingredients being produced are as healthy as claimed.
A financial imperative for the future
Pallagi’s concerns extend beyond the traditional meat sector. Economically, producers of meat and more traditional vegetarian/vegan options are seeing the alternative meat sector begin to gobble up their proverbial lunch. Simply put, a product that tastes like meat is going to have a large appeal to consumers who gave up the real thing on largely ethical reasons rather than an overt distaste. Alternative meats also have the advantage of drawing in those who are simply trying to reduce their meat intake. So it is worth assuming that there may be some financial interest in the concern raised over these newcomers.
David Knibbs, director at The Tofoo Co., says, “The meat alternative sector has rapidly grown over the past few years, with almost half of UK adults choosing to avoid certain foods or ingredients. Despite the rise in demand, there are inevitably still concerns over both the health and ethical benefits of these substitutes. With so many products on the market, we would encourage people to consider how products are sourced and made when switching to a meat-free diet.”
Almost half of UK adults choose to avoid certain foods or ingredients
And yet, it is hard to ignore the fact that recent years have more than proven that Silicon Valley is not the responsible steward of the future it would like consumers to believe. And for all the utopian visions promised by the producers of these ‘miracle meats’, they are still just as driven by money as those behind conventional meats. The true cost of mass production is yet uncertain (a February study found some forms could ultimately be worse for the environment than traditional farming), regulation is yet to be clearly established, and there are big questions to be asked about what such a transition would mean for developing cultures reliant on traditional agriculture.
The promise of these products may not be misguided, but industry stakeholders and consumers should carefully consider if it has been stretched beyond feasibility.


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Craft retailer Michaels on Monday announced the launch of a refreshed brand identity. It’s centered around the new tagline “Everything to Create Anything” and positions Michaels as a creative partner that helps people turn ideas into tangible projects.
The revamped branding is also supported by three new ad spots highlighting Michaels’ value proposition of inspiration, products and guidance for customers who like to create. Michaels’ familiar logo and red color will still be featured, but revamped with updated fonts, accent colors and bolder graphics to highlight the tactile nature of the retailer’s creative products that inspire customers.
“Our customers’ creativity is the driving force of the Michaels brand, and it’s an honor to play a special role in helping them bring their ideas and projects to life,” Mandy Rassi, Michaels’ chief marketing officer, said in a statement.
This year is Michaels’ 50th anniversary. The company developed the brand refresh in partnership with Chicago-based ad agency OKRP following “in-depth customer, competitor and company research and analysis” that also considered the company’s longstanding support for artists, makers and creatives.
Michaels said the brand revamp will encompass every customer touchpoint — video, digital marketing, store signage and the online experience. The refreshed brand roll-out has already begun in stores and online at its U.S. and Canadian websites. The initiative is slated to continue over the coming weeks at the Texas-based company’s nearly 1,300 stores in 49 states and Canada.
“The new brand look leans into the artful nature of [the] category and how a trip to Michaels makes people feel — the design system is bright, vibrant, textural, and has no shortage of glitter or multicolor pom poms,” OKRP Creative Director Andrea Knowles said in a statement. “People love going to Michaels and having that tactile experience, so we wanted to celebrate how ownable that is through the work.”
The brand refresh follows a move earlier this year to launch an online marketplace for third-party sellers. Michaels — which went private about two years ago in a $5 billion deal with Apollo Global Management — said earlier this year that its marketplace had more than 750,000 curated, new items from sellers. Other retailers — such as Hudson's Bay and Macy's — have also added third-party sellers to their marketplaces in recent years, Retail Dive previously reported.


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Kochi : 5G service has started in Kerala last day. In the first phase, 5G service will be available in Kochi city and Guruvayur temple area. Chief Minister Pinarayi Vijayan inaugurated the Reliance Jio True 5G service in Kerala.
The Chief Minister said that 5G will help bring about a big transformation in various sectors of the state. The Chief Minister also said that 5G will be able to fuel the growth of various sectors starting from industrial, educational, health sectors, IT-based industries, business enterprises and start-ups.
KC Narendran, the head of Reliance Jio Kerala Business, informed that 5G service will be provided completely free in the first phase. He said that Jio SIM mobile numbers with 5G can be started by clicking on the link in the message received. Reliance Jio informs that it will start its service in Thiruvananthapuram in December itself. 5G will reach the cities of Kozhikode, Thrissur and Malappuram by January. Jio has announced that by the end of 2023, 5G will be available in all areas over Kerala.


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Becoming More Agile: Lessons Learned from the Pandemic
The U.S. enacted several legislative packages over the past two years that total more than $4.5 trillion in new budgetary resources across the federal government. When you compare the pandemic response to the American Recovery and Reinvestment Act of 2009, which was about $800 billion, the scope of the challenge to implement these new resources becomes clear.
The federal financial management community was not directly on the frontlines of the pandemic response but did work effectively to ensure that federal resources were deployed quickly and responsibly during this crisis. The foundation of accounting standards, internal controls, and reporting, set over the past 30 years, enabled the rapid response from the financial management community across government.
- Focus on the customer. During the pandemic, our customers were businesses and taxpayers facing unprecedented economic disruption or hardship. We learned to keep customers at the center of our work. It’s crucial to talk to your customers and not make assumptions based on your perspective inside government.
- Make innovation routine. We innovated out of necessity during the pandemic, rethinking long-standing business processes, and we encouraged innovation and new ways of meeting challenges and customer needs.
- Break down silos. Large organizations develop silos over time that impede innovation and rapid response. We learned that tapping talent and resources from across the organization, forming small cross-cutting teams, and empowering staff to solve problems is essential.
- Be responsive. Our staff was ready to respond quickly and was fully committed to success. In any emergency, response time is vital. To mobilize resources as quickly as possible, existing government processes and systems should be flexible and allow for rapid updates to existing policies, standards or guidance.
- Collect and use data. Good data matters. Setting a foundation to collect data from across the enterprise allows for expedited reporting to inform leaders, make data-driven decisions, and provide transparency to the public.
- Take responsible risk. By nature, government bureaucracies are risk averse. A crisis forces leaders to take risks they might not otherwise pursue. Agile processes allow for responsible risks, such as development of minimally viable products and policies that can be tested and continuously improved over time.
- Invest in people. Our people made the difference. Investments in a workforce that is knowledgeable, flexible, customer-focused, and dedicated to the mission pay off in the long run. Most importantly, develop a learning culture within your organization that promotes curiosity, the development of new skills, and problem solving.
Applying these principles was a key factor in our ability to issue three rounds of economic impact payments in record time and make continuous improvements throughout each round of payments. For the first round of payments in 2020, we issued the first 81 million payments within 15 days of the President’s signature, and we made a total of approximately 159 million payments within eight weeks of the first payment. In contrast, the last time similar payments were made, in 2011, the first payment went out 11 weeks after the legislation was signed, and it took three months to issue a total of 116 million payments.
A dramatic increase in the use of electronic payments and the implementation of a debit card program within six weeks of the first payment issuance helped in first and subsequent rounds of economic impact payments. In the second round in January 2020, we issued 113 million payments within three days of the President’s signature and more than 145 million payments within four weeks.
By the third round in 2021, we were able to convert many check payments to direct deposit using existing payment data, which further accelerated payment delivery for many and increased the electronic payment rate in the third round to 82% — up from 74% in the first round. We estimate this innovation saved more than $30 million in check production costs during economic impact payments and child tax credit payments; at the same time, we significantly improved the taxpayer experience. In short, applying the above principles worked to great effect both for the government and the customer.
As we reflect on the lessons of the past two years, technological advancements were essential to delivering government services during the pandemic, particularly as they relate to remote work. The seamless transition to telework for many federal employees would not have been possible 30 years ago, and it will continue to influence the future of work.
Let’s hope the pandemic will be behind us soon. However, it is important to use what we’ve learned over the last two years to further improve public service and strengthen trust in government. These lessons, rooted in agile principles, will strengthen the government’s ability to be responsive, embrace change, and deliver to the needs of the public.
**This article was first published by the Journal of Government Financial Management


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Very's co-founder Ben Wald was recently interviewed by App Developer Magazine in the article, "Best Practices to Avoid Being Removed from the Apple App Store."
Thanks to Apple doubling down on user privacy, even popular apps like Facebook have been taken offline. For developers, it’s even more important to stay on top of rapidly-changing privacy, compliance and policy updates to avoid being removed from the App Store.
In this article, Ben Wald answers common questions about App Store compliance.
To read the article, click here.
App Developer Magazine is a US Library of Congress registered media company that is dedicated to providing news, bylines, articles, thought-leadership, and media coverage to the entire mobile app development software industry around the globe. Our audience includes app developers, entrepreneurs, industry influencers, CEO's, CIO's, Directors, Founders, Evangelists, and just about everyone effected by the mobile app publishing industry.


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Wrigley is claiming that Cadbury Adams has intentionally replicated its packaging and is therefore seeking damages.
The gum maker filed the complaint with the United States district court in Illinois on 21 February.
The trade dress in question relates to specific elements of Wrigley's packaging, which are seen as non-functional, not being essential to the product and not dictated by cost efficiency.
That is to say there are certain elements designed by Wrigley to be distinctive and identifying.
Both Wrigley and Cadbury have seen their profits in the US grow over the last year, with the chewing gum market booming.
Wrigley had 2005 sales in excess of $4bn whilst sales for Cadbury's Americas confectionery business increased by 13 per cent to £1.2bn.
Total US chewing gum sales, excluding Wal-Mart sales, stood at $944 million for 2005, up 23 per cent since 2002, according to ACNielson.
The alleged infringement concerns Cadbury's Trident and Dentyne brands.
Wrigley has declared that Cadbury adopted its packaging with knowledge of Wrigley's trade dress to enhance its own products.
The company believes that the similarities in packaging are confusingly similar and likely to cause confusion, with a negative impact on Wrigley.
Paragraph 14 of the complaint states:
"Cadbury's acts are calculated to deceive, or are likely to deceive, the public who recognize and associates the Wrigley trade dress with Wrigley. Moreover, this conduct is likely to cause confusion, to cause mistake or to deceive the public as to the source of Cadbury's products, or as to a possible affiliation with or sponsorship by Wrigley."
Wrigley claim to be suffering from the alleged infringement and believe they will be impacted further, through loss of sales, should an injunction not be made.
The company is requesting that the court decrees Cadbury has willfully and knowingly infringed its trade dress.
In addition Wrigley is requesting that culpable products and materials are identified, recalled and then destroyed.
Furthermore, Wrigley is seeking extensive damages.
This is not the first time Wrigley has taken legal action against a competitor.
Last year it filed two lawsuits against GumRunners, the US gum manufacture, for breach of its patents.
The companies settled the dispute earlier this year.


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300 Bitcoin ATMs are coming to this crypto-friendly US state
Bitcoin is gaining popularity among retail investors and they seek an easy way to convert their cash to the asset. ATMs help in that regard.
Coinme, a cryptocurrency-to-cash exchange based in the US, entered Florida earlier this week with the launch of over 300 Bitcoin-enabled Coinstar kiosks. “For Floridians, the expansion makes buying Bitcoin with cash as simple as visiting their local grocery store,” the firm said.
Excited to announce we're now live in Florida!
— Coinme (@Coinme) April 7, 2021
The move comes on the back of favorable policies for Bitcoin in Florida in general, and Miami in particular.
Bitcoin in Florida
As per CEO Neil Bergquist, the team was expanding into new areas to meet the ‘ever-growing demand’ of accessible venues to purchase cryptocurrencies.
“Our team has been working with state regulators in an effort to launch Coinme on Coinstar kiosks throughout the state, and we are thrilled to secure a license to offer a cash onramp to purchasing Bitcoin to the residents of Florida,” Bergquist noted.
Coinme was founded in 2014 and operates nearly 6,000 physical locations to buy and sell Bitcoin using cash through a partnership with Coinstar, the American coin-cashing machine giant with nearly 20,000 locations in four countries.
A recent Coinstar-sponsored survey found that 23% of people who would purchase cryptocurrencies would do so from a Bitcoin ATM or kiosk.
Additionally, nearly one in five respondents said they would prefer to buy cryptocurrency with cash, and over half advised they would purchase it as an investment.
Coinstar CEO Jim Gaherity said in the regard that mainstream demand for Bitcoin has attracted many first-time investors who need a straightforward and secure solution to access purchase the asset with cash.
Simple and accessible
Purchasing Bitcoin at Coinstar kiosks via Coinme is aimed to be a simple and safe way to turn cash into BTC instantly. Unlike traditional ‘BATMs,’ the process of buying bitcoin at Coinme-enabled Coinstar kiosks offers advantages as it taps into the latter’s technical prowess.
Users can purchase their BTC using the Coinme Wallet for a seamless experience without the need to input separate wallet information that can be up to 35 characters long. The firm, in addition, is present in over 6,000 locations across 44 states nationwide, making accessibility a mere afterthought.
All transactions are backed by Coinstar’s robust security standards and a commitment to regulatory compliance. Meanwhile, users only need a valid mobile phone number, a driver’s license or state I.D. card, and cash in U.S. dollars to conduct the purchases—which eliminates the need for long, drawn-out KYC procedures.
The Coinme Bitcoin ATMs will be located across select Winn Dixie, Fresco y Mas, Harveys, and other grocery outlets across the state from small towns to big cities including Jacksonville, Miami, Orlando, and Tampa.


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Microsoft is expanding Dynamics 365 to create Dynamics 365 for Marketing, Business Edition, the company revealed. In a blog announcement, Microsoft announced it will stop selling Dynamics Marketing on November 1, 2016. Instead, the company will launch the new Marketing, Business Edition of Dynamics 365.
However, the new product will not be available until Spring 2017. Microsoft says it has built the new solution based on customer feedback, its own experience, and industry refinements. This is the “next generation” of marketing, the company adds.
Dynamics 365 for Marketing, Business Edition will “bring our marketing automation tools and features to a whole new level,” Microsoft says. The service will “also ensuring that they harness the power of Azure and are hyper-scalable for customers of all sizes.”
The company adds that pricing and licesnsing options will be made available closer to launch. Among the features included in the service will be the ability to manage customers across sales and marketing. Organizations can also manage marketing and sales across the Dynamics 365 platfrom.
If you are already a Dynamics Marketing customer, Microsoft says the service can still be purchased at the moment. There is a path to migrate to the new Dynamics 365 Marketing, Business Editions. Customers with an Enterprise Agreement can renew until Oct. 31, 217 if they purchased the packaged from MOSP (web-direct).
Microsofte announced last week that Dynamics 365 will be launched on November 1, 2016. The service arrives with purpose-built applications. Apps offer organizations dedicated solutions for their business needs. These applications will focus on fields like Sales, Field Service, Marketing, Financials, Project Service Automation, and Customer Service.
Customers can access any apps they want. The platform integrates with Office 365, Cortana Intelligence, and Power BI. The platform works with predictive intelligence, workflow optimization, and built-in insights.
As part of its general availability announcement, Microsoft also announced Dynamics 365 markets. The platform will launch in 135 markets and cover 40 languages when it kicks off next month.


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Fresh stimulus to push economic activity: Niti Aayog vice-chairman Rajiv Kumar
"As she had assured us, honorable FM Nirmala Sitharaman has announced a fresh stimulus package to boost domestic demand and thereby giving the needed push to economic activity. "The timing of the stimulus is perfect coming just ahead of the festival season when the green shoots of recovery are becoming stronger," Kumar said in a tweet.
NEW DELHI: The fresh stimulus package announced by Finance Minister Nirmala Sitharaman to boost domestic demand will give a much-needed push to economic activity, Niti Aayog Vice-Chairman Rajiv Kumar said on Monday. Sitharaman announced a Rs 73,000 crore package, including advance payment of a part of wages to central government employees and cash in lieu of LTC, to stimulate consumer demand and investment in the economy damaged by the coronavirus pandemic.
"As she had assured us, honorable FM Nirmala Sitharaman has announced a fresh stimulus package to boost domestic demand and thereby giving the needed push to economic activity.
"The timing of the stimulus is perfect coming just ahead of the festival season when the green shoots of recovery are becoming stronger," Kumar said in a tweet.
The multiplier effects of the package are expected to be multiples of the original amount, and higher economic activity would be sustained in the coming period, Kumar said.
As much as Rs 11,575 crore would be paid as LTC allowance and advance to central government and PSU employees on the condition that they spend on non-essential goods before March 31, she said.
States would separately be eligible to get Rs 12,000 crore in 50-year interest-free loans for capital expenditure, while the Union government will spend an additional Rs 2,500 crore toward capital expenditure on roads, defence infrastructure, water supply and urban development.
The government, which had in May announced a Rs 20 lakh crore 'Aatmanirbhar Bharat' stimulus package, is pushing ahead with a full opening to try to boost the economy ahead of the usually high-spending festival season.
A tough lockdown imposed to stem the spread of coronavirus had resulted in the GDP contracting by a record 23.9 per cent during April-June. Analysts have predicted that the economy may be headed for its worst contraction this fiscal.
According to a complaint filed by Vivek Gupta, the Chief Financial Officer of JBM Group, Sector 44, it was on Friday that he received messages on WhatsApp requesting to transfer certain sums to bank accounts indicated in the messages.
With this, for the first time-ever all the three German luxury car companies, BMW, Mercedes-Benz and Audi, will have Indian executives holding the top position. Santosh Iyer will be the MD of Mercedes-Benz, Vikram Pawah is the CEO & President and CEO of BMW India, and Balbir Singh Dhillon is the head of Audi India.


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Honda has revealed details of its popular quarter-litre dual-sport motorcycles, the Honda CRF250L and the Honda CRF250 Rally, with updated chassis, new looks, and possibly some other updates which will be announced at a later date. What we do know for now, is that the new models will get an all-new frame said to be optimised for better rigidity and reduced weight, although how much weight has reduced that is yet to be announced. The new CRF250 Rally will also likely get a bigger fuel tank, and according to Honda, the Euro 5 updates have made both bikes more fuel efficient.
The Honda CRF250L was first released in 2012 for the 2013 model year, and was designed to be an economical dual-sport which can be used both for off-road excursions along dirt trails as well as for short runs around town. The Honda CRF 250 Rally released in 2017 introduced rally-style updated bodywork, more suspension travel and a slightly larger fuel tank, while sharing the same frame, swingarm and engine with the standard CRF250L.
The CRF250L was never introduced in India, but Honda is believed to be working on a small adventure bike based on the CRF250 Rally, to be possibly a 250 cc Honda Africa Twin. For India though, Honda Motorcycle and Scooter India may extend the 180 cc Honda Hornet 2.0 and introduce an adventure-styled model based on that. More details on the 2021 Honda CRF250L and the CRF250 Rally will be announced on November 13, 2020.


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CMON is restructuring their RPG and graphic novel publishing to streamline operations and branding.
Guillotine Press, previously CMON’s comic-only label, will absorb the operations of its RPG imprint, 2LM Press, to be the sole publishing arm of the company.
CMON have also promoted Francesco Nepitello to Head of Intellectual Properties and RPGs.
Nepitello will continue his previous role of overseeing RPG titles but will take on the task of ensuring consistency in CMON’s IPs as they develop their brands in comics, board games, RPGs, books and more.
“It’s a great honor and a big responsibility. CMON is expanding rapidly into many different avenues, most recently with the successful launch of our comics line and a new foray into RPGs that started with Zombicide Chronicles that is quickly gaining momentum. I look forward to making sure our fans have a consistent experience of quality across each of these ranges,” said Nepitello.


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Zamen | زامن
65 Million People Play 'Pokemon GO' Each Month, Co-op Features Coming Soon
You might not be bumping into as many Pokemon GO [Free] players as you did during the game's heyday, but despite what many think, the game is still not just alive but doing very well. According to the developer's latest blog post, the game currently has over 65 million people worldwide playing the game each month, which is a pretty crazy number considering that most of the Northern Hemisphere is still in winter slumber mode. The blog also hints at new cooperative social gameplay experiences coming to the game to coincide with spring springing. These experiences will give Trainers "new and exciting reasons to get back into the sunshine."


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Washington’s CenturyLink has rebranded itself as Lumen Technologies as it looks to help lead enterprises through the challenges and opportunities of the fourth industrial revolution — a time when smart, connective devices are everywhere.
“Our people are dedicated to furthering human progress through technology. Lumen is all about enabling the amazing potential of our customers, by utilizing our technology platform, our people, and our relationships with customers and partners,” stated Lumen president and CEO Jeff Storey in a press release.
CenturyLink will formally change its name to Lumen Technologies and will deliver large-enterprise solutions under that brand.
The company stated that CenturyLink will remain the brand for residential and small business customers over “traditional networks.”
It also announced the launch of Quantum Fiber, a fully digital platform for delivering fiber-based products and services to residents and small businesses. Quantum Fiber will use the power of Lumen’s fiber network and infrastructure.
CenturyLink is the largest local telephone company in Washington, and assists about 720,000 residential and business phone lines. The company serves Tacoma, Olympia, and the rest of the South Sound, as well as cities like Bellevue and Seattle.


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Author : Mark
Date : Jan 05,2023
Blockchain technologies will be made available for BMW's loyalty program thanks to its partnership with BNB Chain
BMW just revealed its newest loyalty program, which is supported by Binance Chain. Through this new program, customers who use BMW products in Thailand will receive rewards.
For BMW, the program represents a considerable advancement. Additionally, it demonstrates the firm's dedication to use blockchain technology to develop cutting-edge client experiences.
With this decision, BMW joins other significant businesses like Starbucks and Walmart who have already implemented blockchain-based loyalty programs.
BMW chooses Coinweb and BNB Chain for its blockchain solutions.
Blockchain technologies will be made available for BMW's loyalty program thanks to its partnership with BNB Chain and Coinweb. By collaborating with the two top blockchain platforms, BMW will be able to automate and streamline its services.
Two phases of the integration process are planned, with each phase concentrating on a different component of blockchain technology
BMW will incorporate BNB Chain into its regular business operations in the first phase.
BMW Group will collaborate with Coinweb in the second phase to completely revamp its customer loyalty program. This will be accomplished by creating unique Web3 applications.
BMW Loyalty Scheme
With this effort, BMW Group customers will receive more incentives and benefits than ever before. Furthermore, this innovative partnership appears destined to have an impact on the automobile industry and beyond.
Bjorn Antonsson, a BMW executive, has expressed his confidence that incorporating blockchain into daily operations may considerably reduce paperwork and improve the organization's efficiency and openness. This action by BMW demonstrates how useful Web3 technology can be for companies as it promises to streamline and safeguard data.
The Automotive Sector and Blockchain
The automotive sector is enthusiastically adopting blockchain technology, and leading automakers like BMW, Alfa Romeo, and Lamborghini are leveraging its benefits to streamline their processes.
The usage of this cutting-edge technology is being investigated by more businesses, and it is obvious that blockchain has a promising future in this industry. As time goes on, we're interested to see what new inventions result from these collaborations.


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August 14, 2013
Commercial Vehicle Group Inc. announced that its Sprague Devices brand is introducing a new line of all-makes wiper motors to the Class 6-8 truck aftermarket.
We offer e-newsletters that deliver targeted news and information for the entire fleet industry.
The expert, Mark Betner from CITGO, will answer your questions
The expert, Rence Oliphant from Hendrickson, will answer your questions
TruckTech+ Provides Diagnostics to Fleets and Dealers
ALK Adds HOS Manager to PC Miler
Wisconsin Releases 511 Travel Information App
VentAiRator Vented Visors


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- Why did Google and Apple ban Fortnite?
- Epic Games files lawsuits
- Google and Apple's response
- Previous monopoly accusations
Say goodbye to the Floss, the Electro Shuffle, the Fresh, and all the other emotes because Fortnite is no longer available for mobile users. Apple and Google removed the widely-popular battle royale video game from their platforms over breaches in terms and policies. Fortnite attempted to bypass the payment systems that the App Store and Play Store impose.
Both stores take a 30% cut from in-app purchases, something that Fornite developer Epic Games did not approve of. As a result, it introduced a direct payment method that allows players to buy products directly through the game. And since this is a violation of Apple and Google guidelines, they kicked Fortnite out.
So what now for Fortnite fans? Will they be able to play the game on their smartphones again? Or is it only restricted to desktop devices and gaming consoles now?
Why Is Fortnite Banned? – All the Details
The first Fortnite to ever hit the shelves was Fortnite: Save the World, a cooperative survival game in which four players must fight zombie-like creatures and defend their homes. Epic Games released it in July 2017 as paid-for early access game for Windows, Mac, Xbox One, and PS4.
Then, following the success of PlayerUnknown’s Battlegrounds, or PUBG, the company decided to follow suit. It introduced Fortnite Battle Royale in September, a free-to-play video game where up to 100 players fight until there’s only one survivor. In addition to the aforementioned devices, the game was also available on iOS and Android.
It went on to become a resounding success, earning its developers a significant amount of money, despite being for free. How? By buying V-bucks, an in-game currency that allows you to purchase weapons, outfits, skins, and emotes. According to Sensor Tower, Fortnite has generated more than $1 billion from player spending on Google Play and the App Store since its release.
However, both Apple and Google demand a 30% cut from in-app purchases, which is where the whole problem started. Epic Games did not approve of these charges and set up a payment system that allows players to make purchases directly through the company. In other words, users could buy V-bucks at a discount price via Epic, with Google and Apple not getting their standard commission fees.
As a result, both tech titans removed Fortnite from their app stores. Though, Android users can still install the game as there are other app stores available than Google Play. For example, they can download it directly from Epic or the Samsung Galaxy app store.
Epic Games Sues Apple, Google
In response to this ban, Epic Games filed lawsuits against Apple and Google in the North District of California court. It accuses them of anti-competitive practices, mostly complaining about the mandatory 30% charge. Court documents show that the app developer isn’t looking for compensation from either company. Instead, it wants fairer policies and competition for all developers.
Epic says Apple forces developers to agree to its “unlawful terms” and policies, which block the iOS App Distribution Market to competitors and maintain its monopoly and dominance. It adds that the 30% fee is ten times more what other companies charge.
And it seems that Epic Games anticipated Apple’s ban. Soon after, it released a video mocking Apple’s 1984 ad that criticizes IBM’s dominance and promotes the launch of Macintosh. It even accuses the tech company of becoming what it once fought against.
“Apple has become what it once railed against: The behemoth seeking to control markets, block competition, and stifle innovation.”Epic Games
Google also faced stern criticism from Epic Games, although it wasn’t ridiculed in a public video. It said Google broke its promise to make Android an open ecosystem. If anything, it closed it to competition and created a monopoly, giving phone makers no choice but to adopt Android. Then, Google prevented companies from distributing apps in a way that competes with the Google Play Store.
Court documents also described the deal that Epic Games struck with phone maker OnePlus. It allowed users to seamlessly install and update games by the developer without any hiccups from the Android OS. But Google forced OnePlus to back away from the agreement over concerns that Epic can bypass Google Play to install or update games.
What Apple and Google Said
Both Apple and Google said Fortnite violated their terms and guidelines regarding in-app payments. In a statement, Apple noted that apps developed by Epic Games have been on the App Store for more than years, benefiting from its ecosystem. The company agreed to the different policies and guidelines, which create a “level playing field for all developers and make the store safe for all users.”
It finished by saying that it will work with Epic to resolve these issues and bring Fortnite back to the App Store.
Meanwhile, the Alphabet company highlighted that its Android ecosystem allows developers to distribute apps through multiple platforms, not just Google Play. But those who choose the latter must abide by the policies “that are fair to developers and keep the store safe for users.” It added that while Fortnite is no longer available on the Play Store, users can install it from other Android platforms.
Google ended that it welcomes the opportunity to continue discussions with Epic Games to bring Fortnite back to Google Play.
Google, Apple Previously Embroiled in Monopoly Claims
Epic Games isn’t the first entity to complain about Google and Apple’s market monopoly.
Last year, music app Spotify accused Apple of attempting to silence competition by forcing a 30% charge on in-app purchases, including Spotify Premium. That way, the company can make its own app, Apple Music, affordable, and more appealing to customers. The complaint triggered an investigation by Europe’s Competition Commission into the App Store practices.
The EU also fined Google $5 billion in 2018 for monopolistic behavior as apps like Gmail and Chrome came preinstalled on all Android devices.
Even in the US, tech companies are under more scrutiny for anti-competition practices. Earlier in July, Tim Cook, Sundar Pichai, Mark Zuckerberg, and Jeff Bezos, CEOs of Apple, Google, Facebook, and Amazon, respectively, all sat in front of congress in a historic antitrust hearing.
App Store, Play Store Ban Fortnite – Final Thoughts
Fortnite is one of the most popular video games in the world, gathering more than 250 million downloads in the US alone. It has a massive fanbase, especially among professional athletes, including Premier League and NBA players Dele Alli and Andre Drummond. I’m sure you’ve seen them busting some celebratory Fortnite dance moves on a few occasions.
Unfortunately, the ban from the App Store and Play Store will restrict the game to just desktop devices and gaming consoles. Users will hope Epic Games will resolve this matter quickly, allowing them to continue playing Fortnite on their phones and tablets.
Do you play Fortnite on your mobile phone? Let us know below.


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DraganFly (NASDAQ: DPRO) is the #1 fastest growing drone play on the NASDAQ today with 209.8% year-over-year revenue growth last quarter! Steve Wozniak the co-founder of the world's largest company Apple has selected DPRO's drones to be used for his Woz ED drone program that will prepare students for the more than 100,000 new jobs set to be created between now and 2025 by companies like DPRO! A definitive agreement is expected to be signed between DPRO and Woz ED this quarter!
DPRO has been in business for 22 years after developing the first commercialized quadrotor UAV back in 1999, but has just gone public on the NASDAQ a few days ago! DPRO is not a company producing cheap drones for sale to consumers on Amazon. DPRO is focused on developing mission critical drones for the world's largest corporations and governmental organizations!
DPRO is about to launch its newly developed vaccine delivery drones for Americans living in rural parts of Texas who want the COVID-19 vaccine. EMS pilot training is underway in Spring Branch, Texas to develop pilot skills for DPRO's EMS drone delivery services!
Past performance is not an indicator of future returns. NIA is not an investment advisor and does not provide investment advice. Always do your own research and make your own investment decisions. This message is not a solicitation or recommendation to buy, sell, or hold securities. NIA has received total compensation from DPRO of USD$60,000 cash for a one-year marketing contract. This message is meant for informational and educational purposes only and does not provide investment advice.


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Jaguar Land Rover has today confirmed it's a step closer to manufacturing cars in China.
It's agreed a joint venture with Chinese car maker, Chery.
JLR said the deal will mean that Jaguar Land Rover branded vehicles will be built in China by Chery.
Jaguar Land Rover has always maintained that this move will not mean that work or jobs will be shifted from the UK. This is additional production, the company says.
And one of the main reasons is this - a top of range Range Rover in the UK can cost in the region of £120,000.
With importation taxes and costs that price rises to £350,000 in China.
There are still people in China with enough money to pay that kind of price, but if Jaguar Landrover can build its cars in the country it will avoid having to add the importation and taxation costs.
Therefore, it can make the cars cheaper and sell more - appealing to a greater market.
China is now JLR's third largest market. Sales there increased by 60 per cent last year - selling 42,000 cars - and the company believes it's just scratching the surface of a potentially huge customer base.
Dr Ralf Speth, the CEO of Jaguar Land Rover, and Mr Yin Tongyao, Chairman of CEO and Chery, issued a joint statement, saying:
Jaguar Land Rover is building a new engine plant near Wolverhampton to supply engines to its English plants at Solihull, Birmingham and Halewood on Merseyside.
Chery sold 643,000 cars last year.


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The high street is full of restaurant chains that look like they have been created by committee with their quickly forgettable, formulaic offers that makes you wonder how they ever got to be opened in the first place. Then there are restaurateurs like Martin Williams. The man who after a successful career making his name at Gaucho, set up his new vision for premium restaurants, the multi faceted M Restaurants that is part premium steak restaurant, part cocktail, wine bar, part events space and part private dining club. He has now been brought in as the new chief executive of Gaucho with the mission of re-launching a famous, and once much loved restaurant brand that had fallen so badly off the rails that it even slipped into administration late year. Here, in his first major business interview since unveiling his new look for Gaucho at the re-opened and re-designed Charlotte Street branch in London, Williams sits down with Richard Siddle to take him through his vision for Gaucho and how he wants it to re-gain its crown as not just the best premium steak restaurant chain in the country, but an inspirational place to work and further your career in hospitality.
Charlotte Street is the first restaurant in the Gaucho group to be re-styled, and re-launched with the new look that chief executive Martin Williams has helped create and wants to roll out across the chain.
When the Gaucho Group fell into administration in July 2018 it looked like the UK’s first premium steak restaurant business would be another footnote in the long list of chains that have made their mark on the UK restaurant industry, but ultimately crashed and burned like so many others.
But there was more going on behind the scenes than the calamitous financial figures would have you believe. Dig behind the headlines and it was not the core Gaucho brand that was the problem, more the ill fated decision to expand its sister chain, Cau, too quickly in the over supplied, and clearly unprofitable mainstream casual dining sector.
When the administrators stepped in they moved quickly to close all Cau outlets with immediate effect, but the Gaucho restaurants were actually found to be trading “well in its market segment,” was “profitable” and “has a strong underlying brand and guest loyalty”.
It was, therefore, not long before new buyers came in with the intention of reviving and re-launching the Gaucho brand and its 13 remaining restaurants. Which is where Martin Williams enters the story.
Return of Williams
Now for seasoned Gaucho followers, Williams was very much part of the management team in the early 2010s who helped take the group to its dizzying heights of success, with restaurants opening up around the world in Buenos Aires, Dubai and Hong Kong.
In fact so embedded was Williams with the Gaucho image and strong staff culture that it was a major shock when he suddenly left the business in 2014 to set up his own premium restaurant brand, M Restaurants. Four years later it was Williams who the new owners, Lomo Bidco, formed by its two investors, Investec Bank and SC Lowy, turned to help revive the Gaucho name. Also buying the M Restaurant group at the same time, installing Williams as chief executive of both businesses.
Some 15 months after re-joining Gaucho, Williams is finally ready to reveal the turnaround strategy that he and his investors hope will not just keep Gaucho on the high street, but become an important, viable, long term career opportunity for anyone working in hospitality.
For it’s the staff who Williams has turned to first to help bring the good times back to the group. He says he was genuinely delighted to see that amongst the long standing Gaucho team, morale and commitment to the group was still high. So much so that most of the strong cultural influences that Williams worked so hard to instil during his first stint with the company were still there in some form or another.
“The service at Gaucho had always remained great, even if the offer had become tired and it lacked investment,” says Williams.
It’s also the staff who Williams knows he need to convince the new Gaucho has a strong future, if they are going to play their part in continuing to get more customers through its doors.
A key element of the new strategy is a recruitment commitment to employ at least 10% of Gaucho staff from charities that support individuals who have fallen on hard times, or are locking for a fresh start. It is working with give different groups including The Clink Charity that help ex prisoners back into work, the School of Hard Knocks, that help provide new opportunities for the underprivileged and those from poor family backgrounds and Only a Pavement Away, that works with people who are homeless.
Williams says it’s not just the “right thing to do” but has also helped create a bigger sense of community and purpose amongst all the Gaucho team and part of its commitment to offer long term career opportunities across the combined Gaucho and M Restaurant groups.
“We want to create an environment where everyone feels they can better themselves,” he explains.
Which is why every Gaucho and M staff member has their own career map that tracks their personal and professional development. The group, says Williams, will then invest and help them take on extra training, be it a wine exam, or learning another language, so that it can help them as people as well as staff members.
“We want them to be part of our community. To be proud of where they are working and build a strong career with us.”
The first thing Williams did when taking on the chief executive role was to go around the restaurants and talk to staff about what they wanted from the company. To look at the values that mean the most to its staff.
What was clear was how “resilient” they had been dealing with the issues of the overall group and how that in itself had naturally brought them closer together. The opportunity is there now for the new company to build on that sense of unity and offer them so much more in return, says Williams. “My expectation was that they would all be demotivated. But they weren’t and have really bought into our new ideas.”
New food and wine offer
But it does not matter how good your staff morale is, if the food and wine you are selling is not up to the standard of the rest of the high street. That’s where Williams is much more critical of the previous management team, accusing them of becoming “lazy” particularly in terms of the wine offer that, he claims, had been whittled back to the bare bones, many of which were available in other restaurants.
A far cry from when Phil Crozier was leading the wine team with the UK’s most ambitious Argentine wine range, and revolutionising wine lists by segmenting it in terms of altitude and soil type.
He now hopes to revive Gaucho’s position as having the most cutting edge and respected Argentine wine range in the market. To do so he is working with Andrew Maidment, former head of Wines of Argentina UK, to help source exciting new wines for its list.
“We want to be the champion again of innovative wines. We want to source producers that are not exporting to the UK and give more opportunities to those that are,” he explains.
The goal is to have an initial list of 26 to 30 wines that are unique to Gaucho, which will then grow to a 100 and more.
It also wants to introduce iconic wines from other countries in order to give its customers a more diverse wine range to choose from. We can expect, therefore, to see more ‘names’ on Gaucho list with both Old and New World Classics, be it a Cheval Blanc or a Stag’s Leap. This will also allow Gaucho to build stronger relationships with a wider selection of distributors and importers, says Williams.
Overall the mix will be 75% from Argentina, and 25% from the rest of the world. Williams ideal size of list would be 200, with 100-120 from Argentina, 25 sparkling, and 50-75 international. It is currently at around 100. “In our hey day we had 250 wines, all from Argentina.”
The wine range at Gaucho will also be mostly different to what Williams has at M, with some cross over for producers such as Craggy Range.
Change with the times
The fundamental issue with Gaucho as a brand, claims Williams, is that it was still doing what it was doing 10 years ago. “It had not moved on,” he says.
Yes, it wants to become known again as the UK’s most prominent steak restaurant chain, but it needs to be so much more than that, he adds. For one he believes passionately in giving his customers an environmental and sustainable offer as he can. He is, for example, introducing a carbon free beef policy that he wants to see in all its restaurants by the end of 2021, as part of the revamped offer across the group.
He has also turned to bulk wine in a big way to take that sustainable message over to wine. That includes, for now, a minimum choice of six wines by the tap, all sourced via Hatch Mansfield, from premium Argentine producer, Zuccardi, at its newly re-opened Charlotte Street branch in London. Serving wines on tap also means using a lot less glass and huge savings in recycling costs, he adds.
Williams says he has not had any complaints, but stresses that’s not really the point. He admits his customers may not be demanding to have more wines served by tap now, but “they most definitely will in the future” and it is vital groups like Gaucho keep one or two paces ahead of them.
Choosing which restaurant you go to by their “social impact” will, he believes, soon become part of his customers’ decision making about where they want to go and eat and drink. Which, for him, means putting more pressure on his suppliers to find him the most carbon-effective solutions. And if that means more premium bulk wine then so be it.
It’s why Williams is also introducing a carbon free steak policy for its restaurants that goes right back to where the cattle are reared and controlling what they eat and how they are treated. He has pledged to make all its beef carbon neutral by the end of 2021.
To do so means working with its farmers to ensure their cattle are treated in the right way, which for Gaucho means sourcing beef from cows that have the equivalent of 20 football fields to graze in. It will look to work with climate change scientists and respected bodies to ensure it is planting trees and taking the necessary steps to have a carbon free supply chain in place over the next two years.
Williams even has the idea of introducing a Sustainable Steak Association and getting other restaurant chains to follow its actions and also work together to help lower their overall carbon rates.
Look and feel
Then there is the actual look and feel of the restaurants themselves. The traditional Gaucho ‘look’ was very much about the cow hides, and throws that were in vogue long before Game of Thrones came along. The new look and feel, which has first been unveiled at its Charlotte Street branch just off Oxford Road in London, hopes to evoke the modern, contemporary Argentina, where the nods to horses and ranches, are more influenced by polo and fashion and more subtle. “There are a lot of equine references,” says Williams, pointing to a lasso shaped chandelier and stirrups along the bar.
The dark browns and golds used for the wallpaper are meant to symbolise the country’s mountains and also reflect Argentina’s history for producing rich metals.
The new Gaucho will also look to give customers a full steak and eating out experience, with the Charlotte Street outlet, featuring a new beef kitchen where guests can sit and have their own personal masterclass in choosing and cooking a steak, before being given the chance to their own on mini grills.
The main restaurant also has a full sized Western-style bar, complete with a cinema screen that will be used to show classic films and offer guests a steak and cinema experience.
The new Charlotte Street opening very much represents the new look for the Gaucho brand, but Williams stresses only around half of it will be replicated in its other sties. Instead it wants to give each of the restaurants their own distinct personality based on where they are and the type of customers that dine there. A Smithfield Gaucho should look and behave differently to one in South Kensington, says Williams.
Having been through so much turmoil over the last couple of years, Williams and his team are in no mood to rush through the changes. The restaurant makeovers will come up as and when each one is ready for a new fit out and he expects could take three years to complete. Giving the design the time to evolve as well, he adds.
Gaucho might be back in the news now thanks to the Charlotte Street re-opening, but there has already been a lot of changes going on behind the scenes, stresses Williams.
Including a wider choice of menus that allow for bigger or smaller spends. Like a good value set lunch menu or pre-theatre options. “The difference is like between night and day in terms of what we are now offering,” he says. “Our return rate amongst customers has doubled in the last year.”
It’s clear value for money had become a major issue for the old Gaucho. Increased overheads may have justified some of the price increases, but it went from being an affordable night out to a restaurant you only went to for special occasions – and when you did the quality of food on offer did not always live up to the high prices.
The new cheaper menus have helped get more customers back, says Williams, with a 14% increases in like-for-like covers. Which, he adds, has to be seen in light of an industry average that has seen a 5% decline in bookings. “It’s a great achievement, but there is so much more to do,” he adds.
He is also keen to soften Gaucho’s macho image and make it more appealing to women, with a wider choice of food, and vegan and vegetarian options.
The challenge is to keep raising those standards so that it can truly deliver the holy trinity of “great service, in a great ambience with great quality products,” says Williams. It’s ultimately what all premium dining experiences should be about, he adds.


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All day drinking sessions could be banned at UK airports under new government plans.
The Home Office is set to launch a review into whether alcohol licensing laws at airports in England and Wales should be brought in.
This is with the hope of tackling 'drunk and disruptive' passengers.
Currently, sales of alcohol by pubs, bars, restaurants, lounges and shops located beyond the security gates at international airports in England and Wales are not regulated by licensing laws.
This means that rules intended to stop sales to drunk individuals or prevent irresponsible promotions do not apply to them.
While the Licensing Act 2003 does not regulate the sale and supply of alcohol on planes, travellers already face up to 2 years in prison or an unlimited fine for drunkenness on an aircraft.
Minister for Crime, Safeguarding and Vulnerability Victoria Atkins said: "Air travel often marks the start of an exciting holiday abroad and airports are places to eat, drink and shop as we wait to board our flights.
"Most UK air passengers behave responsibly when flying, but any disruptive or drunk behaviour is entirely unacceptable.
"This government is committed to ensuring that the travelling environment for airline passengers remains safe and enjoyable.
"This is an excellent opportunity for all interested parties to engage directly with us, inform our understanding of the problem and identify suitable solutions."
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This comes after a survey by Unite of over 4,000 cabin crew working for British-based airlines in August 2017 found that 87% of respondents reported witnessing drunken passenger behaviour at UK airports or on flights from UK airports.
Ryanair also called for more restrictions on alcohol sales at airports.
The airline proposed a two-drink limit for passengers and a ban on alcohol sales in airports before 10am.