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Sep 5, 2014
Iliad has been operating in the French mobile market since early 2012, and had taken a 12% share of the market by last December. Its launch sparked a price war in France, with the company offering cut-price plans for as little as €2 ($2.68) a month.
The company’s founder is a price cutter at heart–a good match for T-Mobile’s current approach to shaking up the U.S. market. More on this after the jump… Read More »
AT&T Inc.’s $49 billion deal for DirecTV is “no slam dunk,” but some analysts are optimistic the deal will still be able to clear regulatory hurdles and gain approval. Read More »
As always in mega-deals there are winners, and there are losers. Here’s MoneyBeat’s take on who fared best and worst in Comcast’s $45 billion deal for Time Warner Cable. Read More »
Comcast says it will buy Time Warner Cable, in a $45 billion megadeal that will cement its position atop the American cable industry. Here’s a quick Q&A on the deal.
What does Comcast already own?
Comcast is the biggest cable TV and internet provider in the country, and it packages its “triple play” cable, TV and phone service under the Xfinity brand name.
Since 2009, Comcast has also owned NBCUniversal, itself a giant sprawling entertainment business. That means the company owns TV channels including NBC, MSNBC, Spanish-language Telemundo, CNBC and E!, and Universal Studios, which makes films and TV shows. (Recent hits: the Fast & Furious films, Les Miserables, Law & Order: SVU, Parks & Recreation).
It also owns a major chuck of 30 Rockefeller Plaza in Manhattan.
Was Comcast the inspiration for Kabletown, the Pennyslvania-based cable company that bought NBC in 30 Rock?
More on this after the jump… Read More »
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Zarigani Works is a toy company making several odd products including “Dogeza” series, which is a line of small figurines kneeling in kowtow style to show one’s deep apology.
It was revealed through a tweet by Bruce Hsiang, that the company is planning to release a new “dogeza” line featuring Street Fighter II characters.
I have no idea why, or what familiar faces like Ryu, Ken, Chun Li have done to the point need to do dogeza, but Dhalsim and Blanca seem to be happy and all psyched up for a fight it seems!
Zarigani Works confirmed that the tweet was true.
Street Fighter II “Dogeza” cellphone straps will be released in July.
Each figurine will be priced at 300 yen.

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Auction of items at Buccama raises over half million so far
Over half a million dollars has been raised so far through the auction of inventory at the former Buccament Bay Resort.
The government intends to use these funds, along with profits from additional sales this weekend, to make ex-gratia payments to former workers of the defunct resort.
Finance Minister Camillo Gonsalves announced in early March that the government intended to redistribute the profits from the auction of inventory left at the former resort, which has since been purchased by Sandals Resorts International.
Gonsalves gave an update on the process during a ministerial statement on Tuesday in the House of Assembly.
“…The government purchased the former resort from the bankruptcy trustee of Harlequin Property SVG Limited and reconveyed it to Sandals Resorts International. However, while the government purchased the property from the bankruptcy trustee inclusive of all the inventory on the site, it sold only the property and not the inventory to Sandals,” he explained.
He added, “as a result, the government is currently disposing of the former Buccament Bay Resort inventory by
auction and by sale. While the disposal and auction of inventory is not yet complete, over $510,000 has been realised through auction sales to date with additional inventory to be sold this coming weekend”.
The Finance Minister told Parliament that when the Buccament Bay Resort went out of business, a series of distinct companies also ceased operations.
These companies included the holding company, Harlequin Property SVG Limited and Buccament Bay Resorts Limited, Harlequin St Lucia Limited, Harlequin Boutique Hotel Limited St Lucia, Harlequin Hotels and Resorts Limited and Harlequin Management Services Limited.
Gonsalves explained that upon closure of the establishment, many workers had claims of unpaid wages and severance payment by one or more of these defunct companies.
“These workers’ legal claims for relief lie against those entities. The government obviously cannot take legal responsibility for the debts incurred by a private defunct entity. However, this is a labour government. As such, in recognition of the hardships experienced by those workers and the current COVID related difficulties, the government has decided to use the proceeds of the auction and sale of inventory to make compassionate ex gratia payments to all former resort staff who were working at the point of closure,” he said.
The Finance Minister assured that the ex-gratia payments in no way cancels out the legal claims that workers may have against former employers, nor does it place the government as assuming responsibility for any of the debts incurred by the various defunct companies.
Gonsalves said the government is in the process of collecting and verifying data regarding the staff employed at the resort at its time of closure.
He added that once the sale is finalised, government intends to make a special announcement and pay the workers in early April.
Gonsalves said all funds raised from the auction, excluding auctioneer fees and administrative costs, will be redistributed to the workers.


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Amidst the on-going COVID-19 pandemic, Canadian athleisure brand lululemon athletica has reported favourable earnings and shared some lessons from its experience in China, as reported by Coresight Research.
Firstly, the numbers: lululemon reported its 4Q20 earnings results, which included growth by region – North America was up 19%, international was up 25% and China was up 70%. For the full fiscal year 2019, lululemon delivered over $4 billion in revenue, representing 21% growth over the previous year.
Coming to the learnings, amidst the on-going crisis, lululemon stayed engaged with consumers by leveraging social media and apps to offer free exercise classes and encourage at-home workouts. The brand created the “Community Carries On” content portal for its community to connect and access online fitness and health resources. And, lululemon characterised its China learnings into two workstreams, “support” and “recovery.”
lululemon attributed its success of coming out of the coronavirus crisis to a mix of factors, including a strong balance sheet with cash, access to revolving credit, strong teams and leadership, product innovation, seasonless products and strong marketplace and vendor partnerships. The brand is planning to reopen its stores on a market-by-market basis in the recovery phase.
The brand also confirmed that its North America and Europe businesses have followed the lead of China, where the retailer gained thousands of new followers on social media platform WeChat. Amidst store closure, lululemon is now offering online “sweat sessions” for yoga, meditation, Pilates, dance and other training exercises on Instagram.
In addition, lululemon has also launched a $2 million global Ambassador Relief Fund to assist its ambassadors, many of whom own studios in their local communities, to sustain their businesses.


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Coinend has actually revealed the launch of its cryptocurrency gamified system. GPC DIGITAL S.A runs this cryptocurrency-based gamified forecast site, a firm included in Panama. It enables individuals to forecast the closing price based upon per hour, everyday and also once a week rates of different cryptocurrencies, with a benefit for all individuals.
In a declaration by the Chief Executive Officer, Godspower Egbetamah, “the firm is currently readied to discover the gamified specific niche of the cryptocurrency sector and also concentrate on sharing incentive for all individuals. The swimming pool reward per occasion is shared by both the champions and also the runners-up in each occasion swimming pool based upon a 30% (champions) to 70%( runners-up) sharing system powered by blockchain for openness”.
In the brand-new statement, the firm is readied to give a system for individuals to forecast and also put bank on future worths of cryptocurrency. With this, crypto lovers can collaborate and also forecast the worth of BTC/USD AND ALSO ETH/USD for the closing price of a cryptocurrency with an equivalent quantity of bitcoin token per individual in an occasion swimming pool. The anticipated worth in USD of a provided cryptocurrency for each and every occasion enters into an online occasion swimming pool, where every individual in the swimming pool reaches see just how close their anticipated price worth is to the present price worth up until completion of the occasion swimming pool.
Besides this, the firm is additionally readied to discover the Decentralized Money (DeFi) facet of cryptocurrency by supplying a system where individuals can have accessibility to a lending in a peer-to-peer fashion. Decentralized Money is just one of one of the most promptly expanding developments in economic solutions which go for a more comprehensive method of normally decentralizing the standard economic sector. The core of the campaign is to open up standard economic solutions to everybody, by supplying a permission-less and also peer to peer economic solution community based upon blockchain facilities.
Because Of This, Decentralized Money (DeFi) is the motion that leverages decentralized networks to change old economic items right into trustless and also clear procedures that run without middlemans. The core standard economic solution usage situations that are presently being transformed by DeFi consist of trading, financing, financial investment, wide range administration, repayment and also insurance policy. This is being implemented by blockchain innovation, and also it is the core of the presence of the firm as stated by its COO, Success Onojohwo.
When it comes to Coinend, the firm will certainly be concentrating on the financing facet of DeFi to make sure that system individuals can provide themselves approximately 1 BTC and also make an earnings (rate of interest) without also joining a swimming pool occasion. Deserving to note is that 91.024294 BTC has actually been dispersed in between system individuals because creation.
With this launch, Coinend is dedicated to develop a clear area that shares incentive amongst participants and also drive cryptocurrency addition for numerous. Throughout the statement, Coinend administration board additionally revealed a brand-new internet site layout that highlights just how the gamified system and also its incentive system is readied to function and also a brand-new mobile application with a remarkable interface. This will certainly permit individuals to easilyplace wagers and also see the reward swimming pool on the system for the currency for which the occasions are running.
As it is recognized that a great whitepaper is taken into consideration to be the solitary essential type of organization security due to the fact that it drives customer procurement through list buildings, mindshare structure, opening up doors to brand-new sales chances and also having 76% of capitalists utilized them as component of their choice exerting. The group additionally revealed a brand-new whitepaper that is expertly revised to increase its advertising and marketing initiatives. This isavailable for download on the internet site.
The firm recognizes that having solid administration and also a tried and tested technological technique in position is basic to its success. Because of this, its profile construct is largely driven by its concentrate on the cryptocurrency/blockchain sector in its entirety, and also this is why just the very best minds in the sector have actually integrated to accomplish this spots accomplishment.
The group includes outstanding specialists in the cryptocurrency/blockchain specific niche, experts in the electronic advertising and marketing remedy specific niche, and also believed leaders in technology that preserve the efficiency of the firm’s incentive sharing system to make sure that it can run in an extremely scalable atmosphere uncreative.
In the coming days, Coinend will certainly begin turning out even more details concerning its tasks and also incentive system to combine its setting in the cryptocurrency video gaming specific niche and also enhance its profile.
This is a news release. Visitors ought to do their very own due persistance prior to taking any kind of activities associated with the advertised firm or any one of its associates or solutions. Bitcoin.com is exempt, straight or indirectly, for any kind of damages or loss created or affirmed to be triggered by or about making use of or dependence on any kind of material, products or solutions stated in journalism launch.
Tags in this tale.
Bitcoin, BTC/USD, Chief Executive Officer Godspower Egbetamah, Coinend, Crypto, Cryptocurrency, decentralized financing, DeFi, ETH/USD, GPC DIGITAL, GPC DIGITAL S.A, swimming pool reward, forecast, forecast site, Success Onojohwo.
Picture Credit Histories: Shutterstock, Pixabay, Wiki Commons


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EE has switched on its expanding UK-wide 4G network in rural Cumbria, bringing superfast home and office broadband to over 2,000 residents and businesses for the first time.
The rollout follows EE’s 4G commercial trial in the area of Threlkeld, where users experienced average speeds of 24mbps. The network has now been extended to cover more than 100 square miles, spanning from Wigton in the north to Threlkeld in the south.
From 6 December residents and businesses covered by EE’s 4G network in Cumbria will be able to sign up to a 4GEE wireless broadband data plan for their home or office, with a promotional offer of 20GB for £25 per month (it goes up to £30 at the end of January).
The new wireless broadband plan comes with a home-based device for £69.99. Connecting to the new service is simple, customers just need to plug in the router and turn it on.
The device, the Huawei B953, has high-gain internal antennas and is designed specifically to suit the needs of rural locations. It delivers a WiFi broadband signal just like a being connected to a fixed line fibre broadband network, said EE.
EE CEO Olaf Swantee said: “Our goal is to enhance the digital lives of everyone in the UK, and this major expansion of our superfast broadband service in one of the most rural and geographically challenging areas of the country is a big step towards that goal."
EE plans to roll out 4G across the rest of Cumbria (around another 100 square miles) by March 2014.


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The Australian Competition and Consumer Commission has today announced that it will oppose the acquisition of the assets of Macquarie Generation by AGL Energy Limited (AGL). The ACCC considers that the proposed acquisition is likely to result in a substantial lessening of competition in the market for the retail supply of electricity in New South Wales.
The key assets of Macquarie Generation are the Bayswater and Liddell power stations (together, these power stations account for 27 per cent of NSW capacity). AGL is already a substantial electricity retailer in NSW.
“The proposed acquisition would result in the largest source of generation capacity in NSW being owned by one of the three largest retailers in NSW. Indeed, with this acquisition, the three largest retailers in NSW would own a combined share of 70 to 80 per cent of electricity generation capacity or output. This is likely to raise barriers to entry and expansion for other electricity retailers in NSW and therefore reduce competition compared to the situation if the proposed acquisition does not proceed,” ACCC Chairman Rod Sims said.
The ACCC formed the view that the proposed acquisition would be likely to result in a significant reduction both in hedge market liquidity and the supply of competitively priced and appropriately customised hedge contracts to second tier retailers competing in NSW.
“In particular, it does not appear likely that the remaining non-aligned generators in NSW, Delta Coast and Snowy Hydro, would be able to provide a sufficient quantity and type of hedge cover to be able to adequately service the requirements of second tier retailers that sought to either enter the NSW retail market or grow their existing retail position,” Mr Sims said.
“In this way, the acquisition would be likely to prevent sufficient vigorous competition with AGL, Origin and EnergyAustralia, who already have 85 per cent of the overall retail market in NSW and 95 per cent of the mass market, and would have a combined share of 70 to 80 per cent of electricity generation capacity or output in NSW if the acquisition proceeded.”
“In addition, had the acquisition proceeded, AGL would have become the largest generator in each of NSW, Victoria and South Australia. The ACCC remained concerned about the likely competitive impact of the proposed acquisition in one or more of the wholesale electricity markets in these regions,” Mr Sims said.
For commercial reasons, AGL required the ACCC to make its decision by 4 March 2014. In the time available since the transaction became public, the ACCC has engaged with a large number of market participants and industry experts and received significant cooperation from the NSW Government and AGL. A significant proportion of the market participants consulted, especially second tier retailers, expressed concerns about the effect of the proposed acquisition.
The ACCC concluded that the draft undertaking offered by AGL on 17 February 2014 was not capable of addressing the ACCC’s competition concerns in relation to the likely effect of the proposed acquisition on competition in the market for the retail supply of electricity in NSW. Most of the market feedback received by the ACCC in relation to the undertaking raised concerns about its ability to address the likely competitive harm, as well as circumvention risks.


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Cider is often seen as a must-have for when it’s hot but, as the temperature drops and the festive season approaches, operators need to be aware that the drink still has a big role to play in wintertime drinking
The word 'craft' is bandied around so often it’s hard to know what is and what is not craft. Harder still is the fact few, the drinks industry in particular, work towards a standard when defining something as craft.
There’s more to being an aeons-old God of Cider than posing atop huge mounds of russets with a hurricane blowing through your lustrous locks. Shepton, the new face (and biceps and loincloth) of Mallets Cider, spills the apples to The Morning Advertiser...
Pubs that stock Strongbow Original and Strongbow Dark Fruit alongside each other will see a rise in their rate of sale of almost half – the equivalent of selling an additional 62 pints a week, according to new research.
To some, cider may seem like a simple world, however, in the depths of The Morning Advertiser’s guide to cider booklet, it is clear there is a lot going on. Get your free copy of the report now to stay ahead of the trends.
Scrapping the alcohol duty freeze put in place last year by Government is “counter-productive”, and will increase pressure on cash-strapped consumers, the Wine & Spirit Trade Association has warned (WSTA).
The cider sector is not treated as fairly as other drinks businesses according to those involved in it, and the effect of Brexit is yet to be seen, but National Association of Cider Makers chief executive Fenella Tyler is upbeat about a product experiencing...
Many marked fruit cider as a passing trend, an alternative to RTDs that would last just a summer. How wrong they were. Draught fruit ciders have become an increasingly important part of a pub’s offer and now they’re going premium.


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What you need to know
- Apple released iOS 13.7 last week.
- Today it stopped signing iOS 13.6.1.
- That means nobody can install the older software, leaving iOS 13.7 the only option.
Apple has today stopped signing iOS 13.6.1, preventing users from installing it. That now leaves iOS 13.7 as the only option for people restoring their devices.
Apple released iOS 13.7 to the public last week after a short beta cycle and it brings an improved COVID-19 Exposure Notification system. The update removes the need for an app to be installed, allowing iOS itself to pull data from local health authorities. It's an important update, and Apple's move will ensure that as many people as possible are using it.
The cessation of iOS 13.6.1 signing means that people can't downgrade to it. That would normally impact jailbreakers specifically, although that is unlikely to be the case in this situation. Apple often stops signing older versions of iOS that have become susceptible to jailbreaks in particular.
Apple still has iOS 14 in the works, of course. The update is in the hands of developers and members of the public beta program right now and it's expected to be launched to everyone else within weeks.


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By FREDRICK OBURA
The State has been urged to apply advanced regulations to support e-commerce growth and secure both the customer and the merchants.
Online payment firms say the State should tighten regulations in web security, customer privacy, data management and product return in line with global trends.
“There is a growing trend among financial institutions, and enterprises now getting into online transaction,” said Eran Feinstein, managing director, 3G Direct Pay. “There is need for localised legislation aimed at strengthening consumer and merchant protection and preventing fraudulent activities in the e- payment industry. “The growth in e-payments usage tends to higher in countries where they have robust country specific regulatory environment that protects both the customer and the merchants,” he said.
Eran said there is need to set the security standards for all e-commerce websites. Others include setting strict regulations which define how the merchant keep their customer privacy and limitations regarding the private data merchants can store and set return policy standards where the customer can return products to the merchants.
Airline and hotel bookings by consumers using the Internet have grown sharply, while a broad range of other items, including cars, food, appliances and electronic equipment are also being sold online. In the services sector, financial services, including online banking, have been expanding rapidly.
“Technology has brought about several efficiencies in the country, we would like to leverage on it to offer consumers efficiencies and savings,” saidNasir Rafique, managing director Bata Kenya during the launch of its online shopping arm known as Bata Home.
Bata Home is a service that allows anyone the freedom to buy shoes from the comfort of their home or office by accessing www.batakenya.com. “With the system, we want to help our consumers shop smart by saving on time, and fare that they use to visit our physical outlets,” he said. Eran identified payment security as one of the most important factors for consumers in their decision to make or not make online purchases.


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Kim Daley // (c) 2010 Hawaii World and Distinguished Resorts
Hawaii World and Distinguished Resorts, the luxury travel brand of Pleasant Holidays, announced the appointment of Kimberly Daley as vice president and managing director. Daley joined the company in November and brings more than 14 years of marketing and brand positioning expertise to the position, including travel agency marketing experience in the luxury travel industry. Most recently, she worked at Abercrombie & Kent in Chicago and her professional history includes experience in strategy, project management, market expansion, public relations, social media and financial analysis.
“It’s a pleasure to welcome Kimberly to the executive team,” said Mary Twist, president of Hawaii World and Distinguished Resorts. “Her luxury travel expertise will further solidify Hawaii World and Distinguished Resorts’ identity as an industry leader as we continue to diversify products to meet the changing needs of the luxury travel market better.”


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TOKYO: The Bank of Japan (BoJ) issued an upbeat assessment of Tokyo’s efforts to counter growth-sapping deflation on Thursday, as it left its vast monetary easing program unchanged.
In a widely expected move, the central bank said that its board voted unanimously to keep the current package of measures in place after a two-day policy meeting.
Investors are also keeping a close eye on the US Federal Reserve amid growing speculation that it would soon start tapering its huge stimulus program.
The BoJ, which unveiled its own gigantic bond-buying scheme in April, said that the outlook for the world’s third-biggest economy was looking brighter, while early signs of rising prices were good news for its efforts to hit a 2-percent inflation target in as many years.
Many analysts have heaped doubt on the BoJ”s ambitious timeline, given that Japan has been struggling with deflation for more than 15 years. The inflation target is a key part of an economy-boosting plan launched by Prime Minister Shinzo Abe, dubbed as “Abenomics.”
“Japan’s economy is starting to recover moderately,” the BoJ said on Thursday, pointing to better times ahead for key export markets.
“Overseas economies as a whole are gradually heading toward a pick-up, although a lackluster performance is partly seen . . . Inflation expectations appear to be rising as a whole,” it said.
The bank added that it would continue its easing plan “as long as necessary” to hit the price target and “make adjustments as appropriate.”
The statement also points to a rise in business and public investment, private consumption and industrial production, while exports were also improving.
On currency markets, the yen weakened after the BoJ announcement. Easing measures tend to weigh on the currency.
In Tokyo, the dollar fetched 96.76 yen from 96.39 yen in New York City Wednesday, while the euro also gained at 129.07 yen from 128.55 yen in US trading.
Japan has seen generally upbeat economic data in recent months, as a sharp decline in the yen since late last year gave a boost to the nation’s export sector.
The weaker currency helps make Japanese firms more competitive abroad, and inflates the value of repatriated foreign income. AFP
“Since the bank last met in early July Japanese economic data has been broadly positive, led by better than expected headline inflation data,” said Chris Tedder, research analyst at Forex.com in Sydney.
“The [BoJ] board may also want to wait for the release of preliminary second quarter gross domestic product data, which is due to be released on August 12, before becoming too bullish on Japan’s apparent economic recovery,” he added.
In June, Japanese consumer prices inched up 0.4 percent, although the rise was largely due to higher electricity prices rather than the sort of broad-based inflation that Tokyo wants.


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Tech giant Apple is gearing up to launch numerous new devices this year 2021, including new MacBook devices and iPads and most of them are expected to pack new features.
Earlier, in 2020 Apple’s senior analyst Ming-Chi Kuo said that Apple could reveal a new iPad Mini in the first half of 2021 and now it appears that the device could get launched in a couple of weeks as Apple iPad Mini Pro.
As per the latest reports, the iPad Mini Pro could come with the previous design as the iPad Mini launched over the years, keeping the bezels on the top and the bottom. It is also expected to have a button and Touch ID along with faster connectivity.
Although, there are also other reports which point towards Apple adopting the latest design for the upcoming tablet, in line with the iPad Pro and iPad Air 4.
Also Read2 days agoTech giant Apple may launch its first foldable IPhone in 2023
Tech giant Apple has been rumored to be working on a foldable...
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AdvaMed Submits Recommendations to Department of Commerce to Address Semiconductor Chip Shortage and Supply Chain Issues
WASHINGTON, D.C. – Today, the Advanced Medical Technology Association (AdvaMed) submitted a response to the Department of Commerce’s request for comments on the risks in the semiconductor supply chain. In the letter, AdvaMed, which represents more than 400 medical device companies, presented recommendations for the Administration to prioritize patient care in addressing the ongoing semiconductor chip shortage and other supply chain challenges.
From the letter: “Even as the MedTech industry has proven nimble and adaptive, avoiding disruptions in the delivery of patient care, the ongoing shortages which are predicted to go on well into next year present an unsustainable situation for our industry. MedTech is only a sliver of the overall chips market, but it is undeniably a critical sector that supports our national security. While the expansion of the domestic industrial base for chips is a welcome initiative that AdvaMed fully supports for long term supply chain resilience, it is critical that policy makers and chips supply chain partners work together to ensure that delivery of healthcare in America is not disrupted in the near term. Accordingly, we look forward to working with the Department of Commerce, the interagency and key private sector partners to raise awareness about the unique and critical needs of our sector and explore ways that chips for medical uses are prioritized over non-essential uses.”
AdvaMed’s Supply Chain Task Force members have highlighted several best practices that have emerged during the pandemic amidst supply shortages, such as activating dual sources, building redundancy into their operations (i.e., qualifying alternative parts), redesigning and requalifying product configurations and expanding inventory and factory capacity. In addition, member companies have gone to extreme lengths to communicate deep into their supply chain, often reaching out to their suppliers’ suppliers about the nature and criticality of the technologies the chips are destined for.
Despite being less than 1% of the overall semiconductor chip market, manufacturers of medical devices and diagnostics rely on semiconductor chips for a vast array of technologies. These include capital equipment such as imaging systems, diagnostic systems, and robotic surgical systems, patient monitoring systems (glucose, oxygen levels, blood pressure, etc.), cardiovascular care such as EKG, pacemakers and defibrillators, respiratory care such as ventilators and CPAP, orthopedic implants and a broad spectrum of technology enabled systems and applications in the healthcare delivery system.
AdvaMed recently commissioned a study by Deloitte to better understand the use of semiconductor chips in medical devices and the impact of the chip shortages on the sector. The study found that the chips shortage is not confined to one organization or one technology, rather it’s becoming an acute, industry-wide issue for the hundreds of diagnostics, therapeutics, and capital equipment companies that produce essential medical technologies. Combining insights from a survey and interviews with members of AdvaMed, Deloitte revealed the following findings:
- Two-thirds of companies have semiconductors and firmware/embedded software in over half of their products. In addition, 50 percent of respondents report that connected devices, which also require semiconductors, comprise half of their products.
- The medical device industry’s primary needs are 2nd or 3rd generation chips, placing it in competition with automotive, industrial, and consumer industries for critical chips rather than high tech.
- All respondents have experienced some disruption to their chip supply chain. The most common disruptions are delays, order cancellations and short orders. Delays vary significantly, from two to 52+ weeks.
Read the full letter to the Department of Commerce here.
# # #
AdvaMed member companies produce the medical devices, diagnostic products and digital health technologies that are transforming health care through earlier disease detection, less invasive procedures and more effective treatments. AdvaMed members range from the largest to the smallest medical technology innovators and companies. For more information, visit www.advamed.org.


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LG is reportedly releasing a new phone in May 2020. The new phone will be called ‘LG Velvet.’
Four months into 2020, and it is already clear that this year isn’t the smartphone year. Smartphone sales haven’t experienced this slow down in growth since its market debut.
The attention of people has been shifted from ‘what I want’ to ‘what I need’ in this pandemic. As a natural occurrence, the sales of the newer, bigger, and faster phones launched this year have taken a toll.
It would seem like this trend isn’t fazing the hopes of LG to re-enter the smartphone competition with a refreshed branding. This is despite LG’s long history of tanking in the smartphone market with their own launches.
LG Velvet will focus on its form factor
LG has claimed in its own newsroom that phones nowadays are becoming more and more alike. The distinctions between the devices are minute and unnoticeable.
As such, they have taken on the ‘challenge’ to embark on a road map that will set themselves apart from the pack.
They will do this by emphasizing ‘distinctive designs’ and ‘tactile elegance’ starting with the ‘raindrop camera setup’ In this unique design, the camera layout shall start with the main shooter lens as the biggest. The circles housing the supporting lenses and the LED flash shall gradually become smaller, evoking a raindrop effect.
The LG Velvet shall also have a curved-edge front and back glass that will give the entire form factor more finesse.
LG will no longer use alphanumeric phone names
As said, the announcement of the LG Velvet marks the new step that the company is taking in its smartphone journey.
The company will be moving away from the alphanumeric naming of their smartphones. The company claims that the new naming of the phones shall be easier for consumers to relate to.
Starting with the Velvet, LG says that people will be able to get a better sense of what they will receive in the new package. ‘The name “velvet” is intended to evoke images of lustrous smoothness and premium softness, two key characteristics of the new phone.’
Other than the new phone’s form factor, the company didn’t share any other specifications on the new device.
It is reported that the company might launch the phone sometime this May 2020. It is also rumored the phone shall be LG’s mid-tier phone, basing it on the Snapdragon 765 chipset.
Image courtesy of LG
The post LG emphasizes beauty and elegance in the new ‘LG Velvet’ appeared first on Micky.


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Morocco Expansion of CR7 hotel chain unveiled for Marrakesh next yearPosted By: Oendrila De | January 25, 2018
Cristiano Ronaldo’s hotel chain, known as the Pestana CR7 hotel chain, is about to receive an expansion as a new outlet will open at Marrakesh in 2019. Ronaldo is hoping that his brand will be double within the next 3 to 5 years. The Portuguese international is following the footsteps of other great soccer players as well as other athletes who have invested in the hospitality business, especially Andy Murray, Ryan Giggs, Gary Neville, etc. However, Ronaldo wants to go international.
Morocco Expansion of CR7 hotel chain unveiled for Marrakesh next year
His current project is his fifth hotel to belong to the brand of Pestana CR7, which is a trademark created by combining Ronaldo’s initials and his jersey number. For this project will rent the hotel, aged 20 years, with 160 rooms, and manage it. According to Jose Roquette the Chief Dev. Officer of Pestana Hotel Group, M Avenue, the Moroccan investor, will be behind financing it.
According to the reporters of Roquette, he has mentioned that Milan and Ibiza are among the next potential locations, adding that Ronaldo’s brand is on its path to grow, and that in the next 3-5 years, they will be able to double the number of hotels. Pestana has a hotel in Casablanca, and is starting a separate 4-star hotel in Marrakesh with the hopes that there will be more expansion in the North African country.
The CEO or Pestana said, back in December, that the joint venture has the potential to prove to be helpful in opening new markets in Asia, as well as the Middle East, because Ronaldo is enormously popular in these areas, and the brand will also expand into Spain and the US. Ronaldo’s Pestana will start two new hotels in Madrid as well as New York this year, after testing the market in his home town, Portugal, which is currently enjoying a boom in its tourism. The first two hotels will be in Lisbon and Madeira.


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DRAM chip prices projected to drop by 13-18 percent in the fourth quarter of 2022
DRAM, or dynamic random-access memory, prices are projected to decline 13-18 percent quarterly in the fourth quarter, sharper than the previous quarter. This information has been given in a report, as consumer demand for electronic components remains stable and macroeconomic conditions. Research firm Trendforce said rising inflation has significantly dampened demand for consumer products, which is likely to lead to further fall in buying demand towards the end of the year. According to the Yonhap news agency report, lower demand will lead to a 10 to 15 percent drop in the price of DRAM, which was estimated for the third quarter.
DRAM is a type of variable semiconductor memory that retains data as long as power is supplied. It is commonly used in personal computers, workstations and servers. According to Trendforce, the decline in consumer demand led to delays in purchases by DRAM customers and increased supplier inventory pressure. Falling DRAM prices are bad for two South Korean chip giants Samsung Electronics and SK Hynix, which have a combined market share of more than 70 percent. Samsung led the DRAM market with 42.7 percent market share in the first quarter, followed by SK Hynix at 27.1 percent. Demand for server DRAM, which has supported South Korean chip makers’ bottom lines amid tough market conditions, has also slowed amid rising inventory levels. Trendforce estimates that server DRAM prices will drop by about 13 to 18 percent in the three months ending December. The global chip market has entered a downcycle.


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Readers 'positive' about new Asda in Hayle
FOLLOWING the news that retail giant Asda is set to open in Hayle there has been an overwhelming reaction from Cornishman readers.
When the retailer emerged last November as the favourite to take on the site, it caused controversy in the town, with many residents opposed to the store being built on South Quay.
Last week, when it was confirmed that the supermarket would be opening within a year, many readers went online to express their opinions.
The majority who commented on the story on The Cornishman Facebook page said that Asda coming to South Quay was a positive thing for the town.
Carol Coad, said: "It's not about which supermarket it is. Think about the investment in our town, the quays, the infrastructure being improved ... I think this is a great opportunity for us all and should be embraced. I can't wait to see the town of Hayle looking as attractive as anywhere else in Cornwall, instead of abandoned like it has done for too many years."
Many readers agreed that it was time that redevelopment of the area at South Quay got under way after being left derelict for 30 years.
Roger Weeks commented: "I imagine it will be a great boost to the town and will vastly improve what has been a huge eyesore for decades. An eyesore is still just an eyesore no matter how much history or heritage is attached to it.
"It's also crucial that our children are brought up in a thriving area and Hayle does seem to be on the more positive side compared to many other Cornish towns, and getting better. Let the development start."
Earlier in the year, the United Nations World Heritage Committee called on the Government to block plans for the supermarket development, as it was thought the store would pose a threat to the town's world heritage status.
Yet the town council remained in favour of the proposals for the 50,000sq ft store, which is the first part of a multimillion-pound project at the quay.
Hayle mayor, Jayne Ninnes, said more than anything there was a feeling of relief that work would start on the harbour.
She added: "The town council are pleased that the development is finally beginning. We have waited a long time for South Quay to be repaired. I hope that the measures put in as part of the planning, such as three hours' free parking and a bridge to the high street, will ensure other shops don't suffer. It is possible to have a win-win here."
Several comments did express concern that another supermarket would be built in west Cornwall.


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Children have come into Awakening Minds once a year, for the past four years, to paint pictures for their family members. Those pictures then get scanned and used at places such as Fort Findlay or Gillig Winery.
"We don't hire people to come in and do something like this. There's so much more pride when the student themselves is making it and going out and selling it," says Founding Executive Director, Sarah Crisp.
13-year-old Ethan Cook, who says he has been to painting events like these before, explains why he comes back each year.
"Cause it's fun to paint it and to make a present for all my family that can't be in Findlay."
Ethan's paintings, along with the other students, will be showcased on bottles, greeting cards, and coffee and tea packages all over town.
This was the first year that the event was open to the public.
Awakening Minds' next event is their annual art auction on Nov. 17th at 6 p.m. For more information, visit the awakeningmindsart.org


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Travel site Priceline to buy comparison site Kayak
- Priceline says it will pay $1.8 billion for the popular Kayak
- Priceline says it will keep Kayak brand as a separate comparison site
Travel-shopping site Priceline.com is buying price-comparison site Kayak, which analysts say could signal changes in how travelers buy plane tickets, and rent hotel rooms and cars.
"Quite a bombshell," Norm Rose, president of Travel Tech Consulting in California, says of the $1.8 billion deal that Priceline and Kayak's boards unanimously approved and announced Thursday.
Kayak will continue to operate independently as a Priceline Group company.
Both companies are significant players in helping people shop for travel. Priceline, with divisions for hotels and rental cars, has 270,000 hotels participating worldwide. Kayak processes 100,000 queries each month.
Priceline President Jeffery Boyd says Kayak has world-class technology and a tradition of innovation. Steve Hafner, Kayak's chief executive, says Priceline's "global reach and expertise will accelerate our growth and help us further develop as a company."
The difference between the companies is that Priceline is an online travel agent that actually sells tickets, while Kayak is a referral service to either travel agents or airlines. The question is how those services will be blended.
Rose, the consultant, says the deal confirms the value of searches such as Kayak's that simply refer customers elsewhere, a service viewed skeptically in the industry when it began in 2005. Rose says Priceline has shown through acquisitions such as Booking.com for hotel rooms that it nurtures separate brands and specialties.
But Rose says the open question is whether Kayak will continue to refer customers to other travel agents when it's owned by a significant travel agent.
"For the travel industry, it's a big deal because of all the dynamics about distribution," Rose says. "For the consumer, it's not as big a deal, other than that having Priceline behind Kayak is a very strong combination. That can only lead to more innovation and more choice."
George Hobica, founder of comparison site Airfarewatchdog.com, expects consolidation to continue.
He says as airlines have merged, they have driven harder bargains with shopping sites on commissions, leaving hotel and rental-car reservations much more lucrative.
"I think there are too many players," Hobica says. "They all kind of look alike."
Priceline said that it will pay $500 million in cash and $1.3 billion in stock and assumed stock options for the company.
The deal needs the approval of Kayak's shareholders and of regulators. It's expected to close in the first quarter of next year.


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As big data becomes increasingly important in using genomic information, the National Institutes of Health is funding a sweeping initiative to help untie the knots that make it hard to extract and apply meaningful information from huge biomedical data sets.
The program was conceived, in the words of NIH Director Francis Collins, to “overcome the obstacles to maximizing the utility of the mammoth data sets that are emerging at an accelerated pace.” The funding is intended to develop innovative approaches, software, computational tools, and other resources needed to pull meaningful information from massive data sets on everything from genomics to patients’ medical records.
In San Diego, The Scripps Research Institute (TSRI) and Scripps Translational Science Institute will get about $4.4 million in NIH funding announced last week that is intended to help researchers find new ways to analyze and use increasingly complex biomedical data. The institutes are part of a newly formed consortium designated to receive a total of $11 million to establish a new UCLA Center of Excellence for Big Data Computing. The center’s director is Peipei Ping, a UCLA professor of medicine and physiology whose research is currently focused on understanding proteome biology in cardiovascular medicine. Proteomics refers to the study of proteins.
“We will be developing a variety of technologies for proteomics,” says Andrew Su, a TSRI associate professor who is a co-director of the new center. In an e-mail exchange over the weekend, Su said new techniques are needed for researchers to better identify post-translational modifications in proteins and to correlate changes to genetic variants. (My Q&A with Su is below.)
The new center also will tap into the Scripps Wellderly Genome Resource, a DNA data set that currently has genomic information on more than 1,300 people who have lived at least 80 years without developing any chronic disease. Among other things, researchers at the Scripps Translational Science Institute and Scripps Health are compiling the data to provide a master reference of what a healthy human genome looks like.
NIH is making an initial investment of nearly $32 million in fiscal 2014 to establish 11 similar “centers of excellence” throughout the United States. They include new centers at the University of Wisconsin-Madison; Stanford University; UC Santa Cruz, Harvard Medical School, and the University of Southern California.
The agency also provided funding for a 12th program, called ENIGMA, focused on human brain diseases that is collecting … Next Page »Comments | Reprints | Share:
Failure isn’t just a possibility in biotech—it’s a probability. Plan accordingly, and don’t let your ego get in the way when you do. It doesn’t matter so much “how” a drug works, as long as it does. And when the inevitable fork in the road comes, don’t be afraid to take the more difficult path—as long as enough of your investors are behind you.
These were just a few of the lessons the speakers at our latest biotech event, “Boston’s Life Science Disruptors,” imparted to a packed house at the Novartis Institutes for Biomedical Research this past week. Attendees got an informal, close-up look at the stories of three Boston startups—Zafgen (NASDAQ: ZFGN), Epizyme (NASDAQ: EPZM), and Sage Therapeutics (NASDAQ: SAGE)—and how they navigated the difficult road from a concept to a successful debut on the Nasdaq.
Big thanks to our speakers: Atlas Venture partners Peter Barrett and Bruce Booth; Zafgen CEO Tom Hughes; Bay City Capital managing director Carl Goldfischer and Epizyme CEO Robert Gould; and Third Rock Ventures partner Kevin Starr and Sage Therapeutics CEO Jeffrey Jonas.
Also a special thanks to our event host, Novartis, and our sponsors: BDO, Cubist Pharmaceuticals, Health Advances, Icon, Johnson & Johnson Innovation, and Mintz Levin Cohn Ferris Glovsky and Popeo.
Thanks as well to Tyler Trahan for the photos (more of those to come via a slideshow later this week).
With that, here are a half-dozen highlights from a fun night in Boston:
1. “I remember looking at it and thinking…[it] was probably one of the worst ideas I’ve ever heard in my life.” That was Tom Hughes’s reaction when first approached by the backers of Zafgen. Then in charge of Novartis Institutes for Biomedical Research’s discovery group in cardiovascular and metabolic disease, Hughes got a call from Zafgen’s venture backers in 2006 with this pitch, based on a published paper in Nature: if stopping new blood vessels from forming (angiogenesis) with a drug could shrink tumors, the same approach might work for fat tissue.
Hughes thought it was a terrible idea, but Zafgen over the next few years was able to put together “one of the most compelling datasets I’d ever seen in mice” to back it up. That swayed Hughes to leave Novartis. He later determined the drug’s effect had nothing to do with angiogenesis— it changed the way the body metabolized fat by inhibiting the production of an enzyme called methionine aminopeptidase 2 (MetAP2).
“Whether you dressed it up as an angiogenesis mechanism or not, we were wrong to call it that, but the data were what they were,” said Atlas partner Bruce Booth.
2. A small study, as far away from the FDA as possible. Researchers in the past had tried to develop inhibitors of MetAP2 as an alternative to vascular endothelial growth factor (VEGF) blockers, like bevacizumab (Avastin), for cancer. While those drugs never showed any efficacy, the fact that they’d been tested in humans gave Zafgen a possible development shortcut. But Hughes said that some of the early steps for manufacturing Zafgen’s drug weren’t up to speed; it only had the drug in an IV formulation (rather than a pill); and the underlying paperwork for filing an investigational new drug application with the FDA wasn’t ready. So rather than spending a bunch of money reworking the formulation and getting all the FDA documents ready before getting to the clinic, Zafgen started a very small proof-of-concept study of its IV drug in Australia, which “had a process to allow that to occur,” Hughes said.
The study was a success, and Zafgen parlayed it into more venture financing, sending the startup down the path towards becoming a public company—all while saving some cash and development time.
“This is a great example of the power and impact of being nimble,” Hughes said. “Some things [here] we never would’ve done if we were a big company.”
3. Epizyme: Robert Gould’s chance for redemption. Gould, a longtime Merck executive, was working at the Broad Institute of MIT and Harvard when he got a call from former Merck colleague (and Kleiner Perkins Caulfield Byers partner) Beth Seidenberg about a new company she was helping to put together based around epigenetics—switching genes on or off without affecting the underlying DNA. The idea resonated with Gould. He’d spent decades in drug discovery, but stayed away from kinase inhibitors—which have become fertile ground for cancer drugs.
“One of the great regrets in my life is I personally sort of totally missed the entire kinase inhibitor world,” he said. “How could you ever interfere in something as fundamental as cell signaling safely and effectively? [I] just missed the boat on that totally.”
Epizyme, he said, constituted … Next Page »Comments | Reprints | Share:
My son, a member of the optimization generation, where pretty much every aspect of his life will be tracked, measured, and ultimately ruled by the Alg, posed a fascinating question to me the other day. He simply asked, “How much should I work?”
Now, the context for the question is that he’s undoubtedly a Type A who throws himself into his pursuits with unbelievable intensity, but his job is somewhat loosely structured so that he has a huge amount of discretion over how he allocates his hours and in particular how many hours he works at all. (Hint: he works a LOT.)
So I traced an approximation of the following graph on a restaurant table top:
The X-axis is the average number of hours per day spent working. Zero is of course zero, and 24 means that he would be literally working 24 hours every day, 7 days per week without sleeping! The Y-axis is job productivity measured in percentage of one’s possible potential. So 100 percent is the best one can possibly be.
So obviously if he works zero hours he will achieve exactly zero percent of his potential productivity. On the other end of the X-axis, working continuously without sleeping will also yield zero percent (I’m not allowing negative productivity just to keep things simple), and in fact if he worked so hard that he never slept he might actually die! So in between these two extremes, the graph must surely rise to 100 and fall back down again to zero. In my hypothetical graph I start with a fairly steep rise as the average hours per day goes up, but following the law of diminishing returns, the productivity curve must flatten so that each additional hour per day yields less and less of an increase in productivity. Finally the curve can rise no further having reached 100 percent, and from there the only direction to go is down!
Now at this point, which happens to be around 12 hours per day on my made-up graph (i.e., equating to 84 hours per week), my son is working so hard that spending more time at work actually begins to decrease productivity due to making errors, losing track of things, miscommunications, etc. Once he increases his hours to the point of seriously cutting into sleep, meals, hygiene, and other normal bodily functions, his productivity plummets as errors pile up, e-mails are left unanswered, and important meetings are forgotten in a delirious haze of ill temper and body odor.
But the important takeaway from staring at the curve is that for every level of productivity, except 100 percent, there are actually two levels of work hours that correspond. So at the point at which he is averaging 18 work hours per day yielding a productivity of about 25 percent, at least according to my particular graph, he could also work just 3 hours per day and achieve the same productivity and presumably be a much more pleasant person to share an elevator with. Which brings us to an obvious truth: No matter what level of productivity you are achieving, you are much better off being on the left side of the curve than on the right!
What’s interesting about this line of thinking is that I strongly suspect that the vast majority of driven, hard-working Type A’s are always on the wrong side. Their personalities lead them to push themselves as hard as they can until something (e.g., partner, close friend, nervous breakdown), actually pushes back. If that’s true, then they basically push themselves until they are well past their optimum output and down the declining right side of the hump until something is actually breaking, whereas they could achieve the same level of productivity by working several fewer hours per day.
So to finally answer my son’s question, here are a few simple rules:
1. At the very least, try not to be too far down the right side of the curve. Recognize the signs of declining productivity by seeking out feedback from the people you work for and work with. When they say you’re working too hard, you probably are.
2. Notice how your allocation of non-working hours affects your overall job performance. If your job requires that you be creative, personable, inspiring, etc., you’re probably not going to be those things for long if you are working yourself to death.
3. Experiment. Like any good data-driven analytical optimization, you need to create a varied set of data points from which you can draw comparisons. Try different levels of work and attempt to infer your personal productivity graph, decide where you want to be, and try to be on the left side of the graph. It won’t be perfect, and of course one can’t really measure productivity on a single axis, but it’s probably better than just going pedal to the metal until you burn out!Comments (1) | Reprints | Share:
The latest U.S. tech company to go public is HubSpot, which has netted about $114 million in its IPO on the New York Stock Exchange. From a global perspective, what’s most interesting about the Boston-area online marketing company (NYSE: HUBS) has been its effort to go into new international markets.
You’ve heard of founders Dharmesh Shah and Brian Halligan, and the company’s illustrious investors, but you probably haven’t heard of Jeetu Mahtani. He is the managing director of HubSpot’s international operations, and heads up the company’s office in Dublin (pictured).
Mahtani started in sales at HubSpot’s headquarters in Cambridge, MA, in 2009. About three years ago, he went to Halligan, the CEO, and said he wanted to start calling the U.K. to get new customers. Halligan, who led PTC’s sales teams in Hong Kong and Tokyo in the ‘90s, said to go for it. So Mahtani started coming to the office at 4am to call overseas; pretty soon he had built a small team that all showed up at that hour (the better to beat the traffic).
Fast forward to January 2013, when HubSpot opened its European headquarters in Dublin. Mahtani moved there with a landing team of a half-dozen people from Boston and quickly hired about eight locals. The office has since grown to a bit over 100 employees, mostly in sales and customer service, with an engineering contingent of about a dozen.
The Dublin operation is increasingly crucial to the company’s growth in a very competitive sector (see Marketo, Oracle, Salesforce). The Irish engineers are fully in charge of the mobile layer of HubSpot’s marketing software. And Mahtani says the company makes 15 to 20 percent of its global sales from Dublin.
For the past year or so, Mahtani has also been in charge of setting up the firm’s new Sydney office, and establishing global best practices across Europe, Asia-Pacific, and the U.S.
Bottom line: going international is crucial for many mid-size U.S. software companies, and HubSpot is figuring out how to do it as it goes public.
Three lessons Mahtani has learned:
1. Go all in. “U.S. companies arrive in Europe, but they don’t commit,” he says. It’s not just the money invested, it’s getting “talent and leadership from headquarters involved,” he adds. “Your output will be what you put into it.”
2. Get the right mix of talent, and promote them. “There are morale and cultural issues in a remote location,” he says. Given the “right roots and leadership,” the company wants to promote from inside. To that end, several of Mahtani’s first sales hires in Dublin have risen to become sales directors, he says.
3. Treat Europe as a different animal. “You have to take into account the backgrounds and cultural differences, end to end, of a region,” he says. Meaning that customers in Germany have very different requirements in terms of technical support as compared to the U.K. or Italy, say.
Looking farther afield, he says, Australian customers “buy like Americans” and “growth has been great.”Comments | Reprints | Share:
Dreamforce 2014 is quickly approaching, and it has me thinking about the impact Salesforce (NASDAQ: CRM) has had on the way we work and more generally on the future of work itself.
Dreamforce is the annual Salesforce user conference, and it has more or less become a must-attend event for anyone in the cloud computing business. Last year the conference drew more than 120,000 attendees to downtown San Francisco.
From the beginning, Salesforce has revolutionized the way we do business. They were the first pioneers to bring customer relationship management (CRM) to the cloud, and last year Forbes ranked Salesforce as the world’s most innovative company. Today, we’re finding ourselves in a time where massive trends are reshaping the enterprise and in turn, the workforce. How companies respond will dictate the rest of their future within their particular space.
Now Salesforce is driving more changes. As mobile device adoption continues to accelerate and shift everyday thinking, enterprises are starting to evolve beyond the “bring your own device” (BYOD) era and into a full-fledged, mobile-enabled workforce. In fact, according to a recent survey from CA Technologies, 60 percent of companies have an enterprise-wide mobile strategy, or are planning to implement one in the next year.
A mobile-enabled workforce can improve efficiency, productivity, and provide flexibility within the workplace. Moreover, a mobilized workforce enables faster communication, enhances customer experience, and lowers costs. When it comes to a high-profit selling environment, however, a company needs more than a laptop or smartphone—they need mobile applications that make it easier to get work done. This way, sales reps can focus on what they do best—selling.
Realizing the potential that mobile apps represent in this new era of workforce mobility, Salesforce is rolling out their Salesforce1 Customer Platform to connect business apps, devices, and data in one place. Salesforce1 allows users to take their CRM system anywhere they go. It gives sales reps direct access to their reports and dashboards, easy navigation with accounts, and provides access to data offline. This enables reps to … Next Page »Comments (1) | Reprints | Share:
A lot of technology startups get rightly criticized for not bothering to tackle a problem that will make anyone’s life better. PillPack is not one of those startups.
The Manchester, NH-based company offers a new twist on the concept of a mail-order pharmacy. Instead of sending long-term supplies of drugs in conventional pill bottles, PillPack pre-sorts all of a customer’s medications into small, time-stamped plastic packets that are easy to decipher—open the “8 am” packet, take the pills, and move on.
PillPack also offers a website that lets customers track their orders and bills. But it still takes the personal service side of pharmacy seriously, with pharmacists on the payroll to manage a patient’s refills and answer any customer questions 24 hours a day.
“We couldn’t have done this 10 years ago,” founder and CEO TJ Parker says. “We’re building something that does provide true utility for folks, especially in an industry that hasn’t seen modern technology infiltrate into it.”
Before starting PillPack, which was part of the 2013 class of Boston Techstars companies, Parker got into the family business as a pharmacist himself. Today, he and his father make up half of the company’s pharmacy staff, which oversees customer orders and communications with doctors out of PillPack’s Manchester offices.
Although he won’t discuss customer numbers, Parker says PillPack is now shipping to customers in 40 states and expects to be available nationwide by early next year—that’s up from 31 states when PillPack officially launched in February.
Venture investors seem to like what they see in PillPack’s growth. Accel Partners is joining the company’s list of backers, leading a new $8.75 million investment. Previous investors Atlas Venture also participated the new round, along with High Line Venture Partners, QueensBridge Venture Partners, Andy Palmer, and David Tisch. The startup has raised $12.75 million since its founding.
There’s a common tie between the two main venture firms being touted with this investment round: Fred Destin, a former Atlas venture capitalist who invested in PillPack before leaving the firm earlier this year to join Accel.
“I think it was a huge win for us to get someone from that good of a fund, who is already in tune with the business and bought in. It worked out very, very well,” Parker says.
PillPack plans to use the money to grow its business on every front. The startup has about 25 people now, split between its pharmacy and shipping offices in Manchester and its software engineering outpost in Somerville, MA.
That growth should be easier now that PillPack has cleared a significant hurdle: it was recently accredited as an online pharmacy by the National Association of Boards of Pharmacy, a year-long process that endorses PillPack’s bona fides as a legitimate business.
Why is that bit of arcane industry vetting so important? Google and Facebook don’t allow companies like PillPack to advertise their services without that accreditation, Parker notes.
Those policies are aimed at keeping the online advertising giants from butting heads with regulators—Google paid $500 million in 2011 to settle federal charges that it was allowing illegal pharmacies to advertise to Web users, and has been accused of being too lax in the following years.
Being able to use those platforms for advertising should be a big boost for PillPack, especially when you consider that another common way of finding customers online—sending out e-mail solicitations—can be tough when the subject is mail-order prescriptions. “Being an online pharmacy makes spam filters lots of fun,” Miller says.
One major change PillPack has made since launching the company earlier this year is a big price cut. At its public debut, PillPack was charging customers a $20 monthly subscription fee for its service, on the theory that people would pay more for a more user-friendly product and around-the-clock service.
That turned out to be wrong, and PillPack has since dropped the extra fees entirely.
“The folks that we thought would use PillPack the most were more sensitive to the fee than we anticipated,” Parker says. “They’re spending so much on meds and doctors that spending another $20 was more impactful to them than I think I realized.”
Now, the startup charges only a regular co-pay, which patients would normally encounter when filling prescriptions (PillPack says it works with “most prescription drug insurance plans, including a majority of Medicare Part D plans”). That cuts down the up-front revenue, but is apparently a better way to grow the “lifetime value” of each customer, one of the key measurements of any e-commerce business.
PillPack is one of those intriguing young businesses that are attempting to improve an established, important industry by injecting a next-generation dose of better technology, improved design, and the efficiency of digital tools.
The difficult-to-master basics of dispensing prescriptions, shipping packages, and building software are falling into place now, Parker says, leaving him optimistic that the new investment cash can help PillPack expand much more quickly. Being able to finally advertise online won’t hurt, either.
“We’re very much about building awareness that the product exists,” he says. “We’ve found that customers absolutely love it, and we’d love to get it into more customers’ hands.”Comments | Reprints | Share:
Online marketing software seller HubSpot, which helps mid-sized businesses attract customers with blog posts, e-mails, and social media campaigns, has raised about $114 million in its initial public stock offering.
The Cambridge, MA-based company said Wednesday night that it sold 5 million shares of its stock at $25 each. That price was higher than HubSpot’s previously estimated price range, indicating good demand for the stock.
After accounting for fees, HubSpot will clear an estimated $113.7 million—cash it will immediately use to bankroll its operations, which had become reliant on debt financing while it waited to complete the IPO. Underwriters have an option to buy another 750,000 shares if demand is high.
The company’s shares would begin trading publicly for the first time on Thursday morning.
HubSpot (NYSE: HUBS) was founded in 2005 by CEO Brian Halligan and technology chief Dharmesh Shah, who met while attending business school at MIT. They decided to start HubSpot after finding that many small companies had to patch together an unwieldy number of software programs to help them market their companies online.
The company faces several competitors, including standalone companies like Marketo (NASDAQ: MKTO) and individual product lines offered by larger software sellers, including Salesforce and Oracle.
Salesforce, in fact, was a venture investor in HubSpot before spending $2.5 billion to acquire a competitor, ExactTarget. Since then, HubSpot has developed new products aimed at salespeople, increasing its competition with Salesforce.
HubSpot’s public-market debut was the second major tech-industry IPO for the Boston area this year. The online home-goods retailer Wayfair went public on Oct. 1.
Like a lot of young companies, HubSpot has historically been a money-loser as it tries to gain a large market foothold. But more recent results show that the company is trying to stabilize its financial position as it heads to the public stock markets. In the first six months of the year, HubSpot reported that it collected about $51 million in revenue, an increase of about 46 percent from a year earlier. The company’s losses grew by less than 9 percent in that same period, to nearly $18 million.
Marketo, by comparison, has reported proportionally higher losses so far this calendar year, with a nearly $26 million net loss on $68 million in sales.
Most of HubSpot’s losses are tied to its heavy spending on sales and marketing for its own services, which give mostly mid-sized business-to-business companies the ability to improve their websites, e-mail pitches, blog postings, and other online marketing assets.
HubSpot’s average revenue per customer grew from $6,580 in 2012 to more than $7,700 in 2013, an increase of about 18 percent. But the company’s customer acquisition costs grew more quickly: HubSpot spent nearly $8,300 to land each customer in 2012, compared with more than $11,600 in 2013, a jump of more than 40 percent.
As a result of its spending on company growth, HubSpot definitely needs the cash injection that the IPO can provide. As of June 30, the company had just $7.3 million in cash on hand, which is less than it’s spent per month on operating costs this year. To keep its operations humming, HubSpot drew $13 million from its $35 million line of credit.
Before the IPO, most of HubSpot’s stock was owned by the venture capitalists who infused the company with more than $100 million in private investment since its founding.
General Catalyst Partners was the biggest shareholder before the IPO, with about 27 percent of the company. Matrix Partners held about 17 percent of the company, and Sequoia Partners had a roughly 10 percent stake.
Halligan owned about 5 percent of the company before its IPO, and co-founder Shah held about 9 percent.
HubSpot also shared some of its newfound wealth with people who typically don’t get the best price on IPOs—in SEC filings, the company said its bankers had agreed to set aside 5 percent of its IPO shares for HubSpot employees and some of the company’s marketing agency partners.
Those partners, typically marketing consultants who sell HubSpot’s software to their own clients, are critical to the company’s success: HubSpot says they’re responsible for about a third of its sales and more than 40 percent of its customer base.Comments | Reprints | Share:


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The Environmental Protection Agency (EPA) has completed testing the 2011 Ford Fiesta and has officially announced that the new compact Ford Motor Company will be selling in the U.S. after amazing success in Europe will hit 40 mpg highway, making it the most fuel-efficient car in its class.
With this in mind, and with the good press the Fiesta has been getting stateside I’m guessing Ford has hit it on the head again with their new “One Ford” policy.
The 2011 Ford Fiesta is powered by a 1.6L DOHC 4-cylinder engine making 120-hp with a peak torque of 109 lb-ft and thanks to it the EPA rated the car at 29/40 mpg (city/highway) when mated to a 6-speed PowerShift automatic transmission and 28/37 mpg when mated to a 5-speed manual. What you should know is that even with the manual that got slightly poorer fuel consumption the figures are still better than what the nearest rivals can give you, namely the Honda Fit and the Toyota Yaris.
Steve Pintar, Fiesta chief nameplate engineer stated that he and his team have worked hard to achieve the class-leading fuel economy Ford is becoming synonymous for and to see his merits proven by the EPA will surely break in well with the potential customers.


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Uk merchants, tourism companies and airport providers are seeking legal services following the human anatomy blow of a federal government choice to scrap value-added income tax relief for overseas visitors.
The treasury late last week launched intends to withdraw the vat retail export system for non-eu site visitors following the end of brexit transition duration on december 31. it's permitted site visitors from beyond the bloc to claim a refund regarding the vat on things purchased in the uk and taken house.
Organizations in tourist-heavy areas such as for example londons west end, other towns and retail centres such bicester village in oxfordshire have benefited from the plan. they'd hoped to view it extended to eu site visitors the following year to attract large spenders towards uk.
On friday, the treasury stated rather it might withdraw the existing relief for many site visitors, making the uk the only real nation in europe to not offer tax-free shopping to intercontinental visitors, in accordance with the new west end company, a cooperation representing 600 retailers, restaurateurs and hoteliers in london.
Global site visitors account fully for about half of footfall in western end, but a disproportionate number of spending, the group said.
Jace tyrrell, leader of brand new western end business, described it as a devastating choice that could destroy any town centre recovery. the group is taking legal advice on what the decision was made, a move he said had help from a broad array of businesses across leisure and aviation.
Mr tyrrell said the decision was a human anatomy blow to the united kingdom economic climate and, instead of showing great britain had been open for business after brexit, would motivate overseas visitors from locations including the middle east and asia going in other places to invest money.
The brand new west end business said that, centered on its computations, the move would change a possible 2.1bn tax-free shopping bonus from the uks departure through the eu into a 3.5bn loss in tax-free product sales.
This can be a 5.6bn hit from the british economic climate before accounting the negative knock-on impact on wider intercontinental tourism investing, at any given time when retail and tourism over the british happen to be reeling, it said.
This choice has massive unfavorable implications for britains tourism industry, hitting hotels, restaurants and cultural tourist attractions throughout the entire for the british as high-spending tourists instead elect to head to paris, rome or indeed any european country apart from the uk.
The team stated that do not only will the treasury save nothing, although inevitable fall-in worldwide tourist figures and investing in the uk wil dramatically reduce other vat income. the sum total annual investing by international visitors is much more than 22bn, it stated, which a tenth is on tax-free shopping.
The treasury stated the vat retail export scheme ended up being a pricey relief which cannot benefit the complete of gb similarly, with existing use of the plan mainly centred in london.
It said that vat-free shopping would still be designed for goods sent straight to international details, although retailers argued this meant that used there is you should not go the uk.
The treasury stated: had been utilizing the end associated with transition duration to carry our personal duty and income tax systems in line with international norms.
Joss croft, chief executive of ukinbound, which signifies uk tourism, described it as another nail in the coffin of worldwide britain. he added: scrapping the plan is a short-sighted action that will negatively influence the uk economic climate and reduce our global competition.
On friday the treasury additionally longer duty-free shopping which mainly covers tobacco and alcoholic beverages product sales, for travellers from british into the eu, explaining it as a substantial boost to airports.
But airport operators warned about the effect of some other decision a week ago, to avoid from january tax-free product sales in airports, harbors in addition to eurostar terminal to non-eu foreign people of products such electronic devices and clothes.
The aviation industry had wished to begin to see the tax-free principles extended to guests travelling to the eu.
Airport operators association chief executive karen dee said the federal government had yet again shown a total insufficient understanding for the jobs and companies on the line in the aviation sector.
She added: our industry is weathering the worst crisis in the history of municipal aviation, it may barely pay for another hammer blow such as this. by detatching the airside statutory concession, the us government is unnecessarily harming the revenue of retailers and airports.
Additional reporting by peter foster


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FOR IMMEDIATE RELEASE
Edmunds.com Forecasts 2010 Automotive Trends
SANTA MONICA, Calif. — (December 8, 2009) — Edmunds.com, the premier resource for automotive information, forecasts that in 2010, approximately 11.5 million cars and light trucks will be sold in the United States.
The industry is currently on track to sell approximately 10.3 million cars and light trucks this year.
"Most car shoppers will focus on value and fuel economy as the economy continues to recover," stated Edmunds.com Senior Analyst Jessica Caldwell. "It has already become trendy to make sensible choices, and we expect that this will be a theme for 2010 sales."
Edmunds.com analysts predict that about 3.2 percent of 2010 sales will be hybrids, about 2.2 percent will be diesel and less than one percent will be electric.
In 2009, hybrid market share will be approximately 2.8 percent. Edmunds.com anticipates a continued increase at the rate of about half a percentage per year for the foreseeable future.In 2009, diesel market share will be approximately 2.1 percent of sales. In the past decade diesel's highest market share, 4.1 percent, was reached in 2006.
"Given historical alternative fuel trends, the 'early adopters' will boost electric car market share upon launch, but it will take some time before significant market share builds for the segment," commented Edmunds.com Senior Statistician Zhenwei Zhou, PhD.
About Edmunds Inc. (http://www.edmunds.com/about/)
Edmunds Inc. publishes four Web sites that empower, engage and educate automotive consumers, enthusiasts and insiders.
Edmunds.com, the premier online resource for automotive consumer information, launched in 1995 as the first automotive information Web site. Its most popular feature, the Edmunds.com True Market Value®, is relied upon by millions of people seeking current transaction prices for new and used vehicles. Edmunds.com was named "Best Car Research Site" by Forbes ASAP, has been selected by consumers as the "Most Useful Web Site" according to every J.D. Power and Associates New Autoshopper.com Study(SM), was ranked first in the Survey of Car-Shopping Web Sites by The Wall Street Journal and was rated "#1" in Keynote's study of third-party automotive Web sites. Inside Line launched in 2005 and is the most-read automotive enthusiast Web site. CarSpace launched in 2006 and is an automotive social networking Web site and home to the oldest and most established automotive community. AutoObserver.com launched in 2007 and provides insightful automotive industry commentary and analysis. Edmunds Inc. is headquartered in Santa Monica, California, and maintains a satellite office in suburban Detroit.


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Day five of New York Fashion Week has come and gone, and in its wake there's plenty to discuss. The day started downtown at The Row, where Mary-Kate and Ashley Olsen presented a mostly monochrome and very minimalist collection. Later came shows from Jeremy Scott, Carolina Herrera, Phillip Lim, and Thom Browne, with the evening culminating at Rag & Bone, where Marcus Wainwright and David Neville honed their streetwear-to-runway vision. Oh, and it snowed. Get all the news from the shows and more, here.
Every Day the MK and A Way
The Row’s presentation this morning was the ultimate Mary-Kate and Ashley Olsen experience. Guests sat on vintage furniture and took home cashmere throws—in between, the sisters presented one of their most pristine and serene collections to date.


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London: Buyers in Pakistan cleaned up this past week, elbowing Bangladesh out of the way to acquire the week’s biggest units, three capesize bulk carriers and one very large ore carrier (VLOC).
Singapore-based Berge Bulk sold its 46,250-ldt VLOC Berge Vik (310,700 dwt, built 1987) to Pakistani buyers for the price of $430/lt ldt ($19.89m total). GMS, the world’s biggest cash buyer of steel, called the price “show-stopping” and said the unit was sold to “one specific buyer with a hot end user in mind”.
Greek owners continued their capesize spring cleaning this past week. Last week, owners from the country sold three capes, mostly to Bangladeshi buyers.
Sea Pioneer sold its 19,856-ldt cape Prosperity (161,200 dwt, built 1995) to Pakistan for $420/lt ldt or $8.34m in total. This was Sea Pioneer’s last remaining bulk carrier, representing its exit from the dry market. The owner now operates just four MR product tankers.
Alpha Bulkers scrapped its capesize Alpha Action (150,800 dwt, built 1994) in Pakistan this past week. The 18,615-ldt unit was sold for $422/lt ldt, making the sale worth $7.86m in total.
Meanwhile, Angelicoussis-led Anangel Maritime has sold its fourth bulk carrier in the space of a month, Anangel Omonia (73,500 dwt, built 1996). While the three cape vessels it has sold previously have made their way to Bangladesh, the 10,472-ldt Omonia was sold to Pakistan with bunkers remaining on board for $400/lt dwt ($4.19m total).
So far this year, 34 capesize vessels have been sold for demolition, compared to just nine in the same period last year.
Nineteen capes have ended up on Bangladeshi beaches this year, with Pakistan buyers taking six so far; five have been sold to India and four sold to China. A remaining vessel was sold to an unknown buyer, according to data from VesselsValue.com.
India continues to be the country that pays the most per long ton for general cargo vessels ($390/lt ldt) and tankers ($410/lt ldt); its nearest competitor Pakistan is paying $385/lt ldt and $405/lt ldt for these ship types respectively.
Prices in both countries show a $5/lt ldt improvement on last week for general cargo vessels; tanker prices are holding steady.


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By Mark Morris
In the early days of the pandemic, people huddled in their homes while streets were abandoned by nearly all traffic. Area auto dealers, understandably, braced for a slow year.
Instead, sales for many dealers hit record highs in 2020.
It was that kind of year for Jack Sarat, dealer principal for Sarat Ford, who said the pandemic definitely kept sales down in March. “After that, business rebounded, starting with a strong finish in April, and then every month following kept getting better.”
Auto-manufacturing facilities and many of their subcontractors around the world experienced shutdowns early in the pandemic. Steve Lewis, owner and president of Steve Lewis Subaru, said the delays kept inventories low at many dealerships and were also a factor in sluggish sales early in the spring.
“Once the factories were up and running again, around May or June, our inventory started to build back up, and it continues to build,” Lewis said. “Believe it or not, 2020 was our best year ever.”
“After [March], business rebounded, starting with a strong finish in April, and then every month following kept getting better.”
Even with inventory delays, Lewis continued to take pre-sell orders, so when new cars began rolling into the lot, nearly 65% of them were already sold.
Gary Rome, president of Gary Rome Auto Group, said the Korean factories where Hyundai and Kia are made were fortunate, with only brief shutdowns due to COVID-19 concerns.
“Hyundai and Kia never took their foot off the gas when the pandemic hit,” Rome said, which set the table for a strong year. “Our sales increased nearly 20% in 2020; it was one of the best years we’ve ever had.”
Every year, Presidents’ Day represents the first big sales push for local dealerships. Sarat pointed out that Presidents’ Day as a sales event tends to be more of a Northeast phenomenon.
“In Virginia, if you ask about the Presidents’ Day sale for cars, they don’t even know what you’re talking about,” he said, adding that ‘Presidents’ Month’ might be a more accurate name because the manufacturers heavily promote sales incentives throughout February.
With an already strong January in the books, Lewis approaches this Presidents’ Day understanding each year is a different experience.
“Last Presidents’ Day, we had a great weekend. Some years sales are magnificent, other years we are slow,” he said, adding that he defines the weekend as running from the Thursday before the holiday through Presidents’ Day Monday.
Good weather is the key to strong President’s Day sales, Rome said. Encouraging car sales on Presidents’ Day has often been a way for people to start thinking about spring and new beginnings.
“Once the factories were up and running again, around May or June, our inventory started to build back up, and it continues to build. Believe it or not, 2020 was our best year ever.”
This year, they may be especially clamoring for spring; on top of the normal winter doldrums, everyone has endured nearly a year of pandemic disruption and isolation. In that environment, auto dealers expect plenty of pent-up demand.
Each of the dealers who spoke with BusinessWest shared his thoughts on why people continue to buy cars during the pandemic.
Those who did not suffer a job loss due to COVID-19 were able, in many cases, to increase their savings. After months of staying inside people, Lewis said, people started doing the math and realized that, with used-car values remaining high, they could trade up to a newer vehicle without spending lots of money.
“They capitalized on it, we capitalized on it, and everybody’s happy,” he added.
Sarat talked about customers who canceled vacations that involved air travel but still wanted to get away. “Several customers told me they were buying vehicles just so they could drive to their vacation,” he said.
While zero-percent interest rates across the industry have helped reluctant buyers, Rome said a job-assurance program gave Hyundai customers more comfort about making a purchase. “Through this program, if you buy a car and lose your job, Hyundai will make your payments for up to six months.”
He also believes battling COVID fatigue played a role in many vehicle-purchasing decisions. “People started realizing that life is short, and this might be a good time to do something nice for themselves.”
The pandemic has produced an interesting economic situation in which many homeowners made big investments in their homes, resulting in an extremely successful year for construction and landscape contractors. Sarat reaped the benefit of the contractors’ good fortune in his commercial-truck business. Contractors tend to replace their vehicles in December to obtain a tax credit against their income for the year, so it’s not unusual to see more sales activity then. Thus, the boom in home improvements in 2020 contributed to record sales in December for Sarat.
SEE: List of Auto Dealers
“We sold twice as many Super Duty trucks than a normal December,” he said. “Contractors were replacing vehicles and, in some cases, adding to their fleet.” Super Duty trucks are a popular choice among contractors because they can be adapted to a variety of trade professions.
While online shopping and purchasing a vehicle are not new, the pandemic brought out more people interested in using this no-touch approach to buying. Before the pandemic, Lewis noted, nearly 45% of his business was generated from the internet, where customers would do their research online, then come in for a test drive before buying the car. Since the pandemic, that’s increased to 70%.
“What’s different now is that people are taking delivery of vehicles they’ve never seen or have driven,” he said, adding that customers who do this are relying on the brand’s reputation.
Website upgrades since the pandemic allow Rome’s customers to complete their entire vehicle purchase online. From figuring out the value of a trade-in to applying for credit, the entire purchase or lease can be generated online and finished off with an electronic signature. “We will even bring the car to your home to test drive if you want,” he added.
Before internet research, the average customer would visit three or four dealers before purchasing a vehicle. Sarat cited industry statistics showing that customers now visit, on average, only 1.3 dealers before making a purchase. “Because they’ve done the research online, they’ve usually made a decision on what they want to buy before they even come in.”
For several years, buying trends have shifted away from passenger cars and toward SUVs and crossover vehicles.
“SUVs make up 68% of our sales, compared to sedans,” Rome said. “It used to be the inverse.”
He credits the shift to SUVs handling more like a car than earlier models, which were built on truck frames. He also noted that, as buyers age, they prefer a higher vehicle to make it easier to enter and exit.
“We won’t be back to normal for a while, but everything I read in automotive reports suggests new-car sales in 2021 are going to be very strong . I think it’s going to be an exciting year.”
Nearly every model in Lewis’ showroom is an SUV or crossover vehicle. “The crossover is really a replacement for the old station wagon,” he said. “It’s designed to open up the hatchback, put the back seats down, and throw in your junk.”
Ford is another of the many manufacturers moving away from traditional sedans and toward crossovers and SUVs. In addition, Sarat sells one of the most popular vehicles in the U.S., the Ford F-150 pickup truck, calling it his “bread and butter.”
Ford recently released a hybrid version of the popular pickup truck, and the new Ford Mustang Mach E is an all-electric vehicle. And Sarat has made a move toward all-electric vehicles among commercial cargo vans as well. Jeff Sarat, general sales manager, said these vans can run up to 300 miles a day and then plug in for recharging overnight.
“For business owners, it significantly reduces the cost of ownership,” he said, noting that an electric motor eliminates traditional maintenance and substantially reduces the vehicle’s carbon footprint. “We’ve got a lot of good things coming down the road, and our electric vehicles are going to be on people’s shopping list when they look for their next car.”
While hybrid and electric vehicle sales represent about 5% of Rome’s sales, he expects that number to rise to 10% soon.
“The manufacturers have jumped into this market with both feet. Within two years, we expect to offer a dozen hybrid or electric vehicles,” he said, adding that hybrid vehicles can improve mileage up to 140 miles per gallon, while some all-electric vehicles can go 386 miles on a full charge.
“In some ways, it’s like owning an iPhone, where you want to get a new one every three years to stay up on the latest technology,” he added.
Another shift this year has taken place in the used-car market. The economic shutdown last spring affected new-car production, and dealers found they had more empty spaces on their lots. “When fewer new vehicles are coming in, it also creates a lack of used inventory because people are not trading in their cars,” Sarat said.
For this reason, all the dealers we spoke with said used-car prices stayed high last year and will continue to remain strong in 2021.
Rome acknowledged the strength of the used-car market, but said his business runs somewhat counter to the normal trend.
“In our world, we sell about two new cars to every used car,” he explained. “If you can buy a new car with a 10-year, 100,000-mile warranty for about the same price as a used car, why would you buy the used car?”
No Slowing Down
With his business finishing 2020 with a 19% sales increase, Rome predicts an 18% increase on top of last year’s success for 2021.
With his dealership in Hadley, Lewis noted that he is located two miles from five colleges and universities. When students and faculty all abandoned campus early in the pandemic, it cut deep into his business. He is hopeful these sales will return as everyone comes back to campus.
“Despite all that, we had our best year ever, and we’re hoping 2021 is as good as 2020,” he said.
Jack Sarat anticipates at least some supply disruptions due to COVID in 2021, but remains optimistic for a good year ahead as well.
“We won’t be back to normal for a while, but everything I read in automotive reports suggests new-car sales in 2021 are going to be very strong,” he said. “I think it’s going to be an exciting year.”


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Kolkata Police to add 226 electric vehicles into its fleet
The Kolkata Police has announced that it is going to add 226 electric vehicles into its fleet in order to counter rising diesel prices and to escalate the maintenance costs of diesel-powered vehicles.
The adoption of electric vehicles will help to phase out 200 diesel-powered vehicles that are around 15 years old. The EVs will be taken on lease for eight years and will be divided into traffic, wireless and other units. The traffic police will at least get 78 vehicles. At present, the Kolkata Police has 4,000 vehicles that are regularly hired for special law and order duties.
In this regard, a budget of Rs 8.8 crores has been allocated and the government agency has also been induced for completing the tendering and procuring process of the e-vehicles. Along with this, it has appointed an additional CP has been appointed to coordinate with various agencies to see that the vehicles arrived quickly.
When we are talking about Kolkata Police adding electric vehicles which means the charging infrastructure will also be needed. For that, it will be setting up nine quick charging points across nine police divisions in the city.
An officer said that the EVs consumes very little electricity to charge about 90 paise to Re 1 per kilometre whereas if we look at the cost of the diesel or petrol vehicle is around Rs 8.5 per kilometre which is very expensive to more than 7 times. The maintenance cost is also very high for an ICE vehicle which ranges from between Rs 50,000 and Rs 60,000 on a monthly basis. He also claimed that using electric vehicles the Kolkata police expects to save Rs 40 crore in the next eight years.
This initiative by the Kolkata police is not the one, there are many governments and private departments that are adding electric vehicles to their fleets.
Ap to provide 25,000 electric 2Ws for state govt employees
In July 2021, The Convergence Energy Services Limited (CESL) an Indian government company that comes under the Ministry of Power has signed an agreement with the New & Renewable Energy Development Corporation of Andhra Pradesh (NREDCAP) to provide 25,000 electric two-wheelers in Andhra Pradesh (AP).
Transport Minister Nitin Gadkari made it mandatory to use EVs
In February 2021, Transport Minister Nitin Gadkari has made a case for making it mandatory to use electric vehicles for all officials in government ministries and departments. Gadkari suggested that the use of electric vehicles should be made mandatory for all government officials.
He, further, urged Power Minister R K Singh to make it mandatory to use electric vehicles for officials in his department saying he will do so for his departments. He said that the use of 10,000 electric vehicles in Delhi can alone save Rs 30 crore per month.
The State government is working out plans to arrange electric two-wheelers for one lakh of its employees with an EMI deductible from their salary. Telangana State Renewable Energy Development Corporation (TSREDCO) had invited tenders for this initiative in order to reduce emissions. Delhi, Karnataka and Chandigarh have already started replacing government vehicles with electric vehicles.
Hyundai Kona Electric SUV joins police fleet
In 2019, the Hyundai Kona Electric SUV has also added into the Gallen’s cantonal police’s fleet, a city in Switzerland. 13 units of Kona have joined the police’s fleet out of the 5 will be used as patrol colors and the rest 8 will be used as ‘civilian’ cars.
When the decision was made they have noted that Kona was the only electric vehicle that could suit and meet the requirements of the Cantonal police. The Kona with its specifications of more than 100 kW power, 400+ km driving range, acquisition cost under CHF 50,000 (₹34.8 lakh) and availability of required units.
Department of Vadodara Traffic Police Department gets 7 EVs
In the same year, On the occasion of 30th National Road safety week The Joy e-bike by the Ward wizard Solutions India Pvt.Ltd presented 7 battery-powered electric cycles and electric scooters to the Department of Vadodara Traffic Police as part of the environmental responsibility for a regular patrolling purpose for making Vadodara pollution-free.
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