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HGS PULSE portal receives two awards for innovation in customer experience and organizational performance; industry recognition also garnered in cloud computing and analytics
CHICAGO – Nov 5, 2020 -- Hinduja Global Solutions (HGS) (listed in BSE & NSE), a global leader in business process management (BPM) and customer experience solutions, today announced it received a series of awards and analyst recognition honoring the company for innovation in customer experience, artificial intelligence (AI) and analytics, digital operations, cloud computing, and business innovation.
“We’re thrilled to be recognized for building an innovative portfolio of solutions that solve real client problems and deliver best-in-class customer experiences,” said Venkatesh Korla, CEO of HGS Digital. “We’re committed to delivering the best solutions in the industry, and the awards and recognition we’ve received is evidence that we are resonating with customers.”
The awards are:
- The 2020 Customer Experience Innovation Award – Presented by TMC, a global, integrated media company, HGS received the award for its HGS PULSE contact center analytics portal. The award recognizes best-in-class companies setting the standard in delivering exceptional customer experiences across all channels, including social.
- The 2020 Cloud Computing Excellence Award – Also presented by TMC, HGS received the award for its Cloud-Based Data Lake. The award recognizes companies that have most effectively leveraged cloud computing in their efforts to bring new, differentiated services and solutions to market.
- The 12th Annual Golden Bridge Business and Innovation Award – Awarded silver for its HGS PULSE contact center analytics portal, the Golden Bridge award honors the world’s best in business organizational performance solutions.
In addition, HGS was featured in the 2020 ISG Provider Lens™ Contact Center – Customer Experience Services global report. The report was published recently by Information Services Group, a leading global technology research and advisory group. HGS was named a leader in Digital Operations for its focus on bringing automation, analytics, and AI to customer care clients around the globe, including specific solutions to address COVID-19 volume increases.
Also, in the ISG Provider Lens report, HGS was named a leader in AI & Analytics for its extensive intelligent automation offerings, as well as its HGS EPIC Social™ Care solution that uses AI to filter content and manage a brand’s social media presence. The report cites HGS’s implementation of chatbots to enable healthcare insurance providers to offer end users symptom checkers, appointment scheduling, and more.
HGS solutions that led to industry and analyst recognition include:
- HGS PULSE - a contact center data analytics platform that provides visibility into business performance and customer insights, with access to predictive analytics and real-time information that enables contact center leaders to act proactively to predict customer churn, as well as manage workforce by tracking customer demand.
- Video Brand Ambassador – a video customer service solution designed to help bridge physical and digital customer relationships
- Contact Center as a Service – Systems integrations and managed services for Amazon Connect & Twilio Flex to help clients migrate their contact center infrastructure to the cloud
- HGS Agent Assist Bot – a solution designed to help increase efficiency of contact center agents, by reducing clicks, copy/paste, and screen pops
- HGS Automated Enterprise™ – A bot store made up of over 600 front and back office bots that help streamline processes
- HGS EPIC Social™ Care – a social media solution that uses AI, Automation, analytics and the human touch to drive high response rates and decreased response times, cutting in half the industry average response time while using advanced AI to filter out spam posts.
About Hinduja Global Solutions (HGS):
A global leader in business process management (BPM) and optimizing the customer experience lifecycle, HGS is helping make its clients more competitive every day. HGS combines technology-powered services in automation, analytics and digital with domain expertise focusing on back office processing, contact centers and HRO solutions to deliver transformational impact to clients. Part of the multi-billion dollar conglomerate Hinduja Group, HGS takes a true “globally local” approach, with over 37,165 employees across 60 delivery centers in seven countries, making a difference to some of the world’s leading brands across nine key verticals. For the year that ended 31st March 2020, HGS had revenues of US$ 737 million.
Visit www.teamhgs.com to learn how HGS can help make your business more competitive.
HGS Media Contacts:
+1 888 747 7911
+1 312 766 5501


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Despite a lagging economy, emissions regulations and fluctuating fuel prices, they have some fresh new things to talk about.
They are happy to be serving folks in the Cherokee area for the past five years and are thankful that their customers stick with them.
O'Halloran International was founded with its first location in Altoona, in 1981 and is a truck dealership plus a lot more -- providing an array of transportation services to a variety of customers, large and small, in Cherokee.
On any given week you can drive by and see buses, farm vehicles, over-the-road semi tractors or even snowplows.
"We work to improve up-time and decrease overall costs so our customers can focus on their business and serving their customers better," according to Steve Hirschman General Manager.
O'Halloran in Cherokee is located on Highway 59 and that location has a rich history. It served the Cherokee area from 1919 to 2006 under operation by Bushlow's. Much of the Bushlow's team, including Hirschman as leader, transitioned from Bushlows to O'Halloran International five years ago.
Through four locations in central Iowa and mobile capabilities, O'Halloran International services and sells parts for all makes and models of diesel trucks and buses as well as trailers. They lease and rent trucks and sell used trucks and new International trucks. The Cherokee shop also helps businesses manage their fleets, through well-trained manpower, reporting, and technology.
O'Halloran International is Iowa-based and employee-owned. Its approach is to invest in serving local customers and that includes increasing local parts inventory, their new Emergency Breakdown Service available 24 hours-seven days a week, mobile maintenance for fleets, and offering classes (like the Diagnosing and Trouble-Shooting Electronics class on June 23) onsite.
"We believe investing locally is the right approach and that local expertise means better service and parts availability for our customers," says Jim O'Halloran Jr., President.
They are constantly investing in shop technology and looking for economy-appropriate products and services. The Cherokee location has steadily increased the products and services it offers -- all will a focus on decreasing down time and operating vehicles as efficiently as possible.
* The new TerraStar will be on site this week (unless it's sold). The O'Halloran local salesmen would be glad to help spec out a truck; the TerraStar is flexible, an option for fire trucks, landscaping, pick-up and delivery and more. John Koster is the local Cherokee salesman.
* Emergency Breakdown service -- O'Halloran understands that downtime is lost revenue for their customers -- as much as $1000 a day for a 'basic' breakdown including towing, repairs and lost wages. O'Halloran's new Emergency Breakdown Service truck, staffed with a seasoned technician, again available 24 hours-seven days a week, will go to the vehicle to repair it.
* Community outreach -- very soon O'Halloran will be rolling out a new community outreach program called Truckin' for the Troops and is designed to support and encourage citizenship in local students of all ages. This effort is being spearheaded by the company President Jim O'Halloran, Jr.
The O'Halloran team will be hosting activities throughout this week. Hirschman and Michele Clark are the Masters of Ceremony on these activities. For more information call 225-2553 or stop out and visit O'Halloran International in Cherokee at 1324 S. 2nd St.

domain: news


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Westbury-based PL Developments, a manufacturer, packager and distributer of solid over-the-counter medications and supplements, has reached a deal to acquire Aaron Industries, which specializes in liquid doses.
The firms announced the deal at the Private Label Manufacturers Association 2013 Private Label Trade Show in Chicago. Terms of the deal weren’t disclosed.
The agreement, which could close as early as this month, still must obtain government approval under the Hart-Scott-Rodino Act, indicating that it doesn’t violate antitrust laws.
After acquiring Clinton, S.C..-based Aaron, PL Developments said it will would be supplying products to retailers worth more than $1 billion in sales.
The transaction will create the nation’s second-largest manufacturer, packager and distributor of liquid and solid-dose medicines to the retail and consumer packaged-goods industries in terms of capabilities and product offerings, trailing only Perrigo.
The firm will have more than 1,000 employees and a nationwide manufacturing and distribution footprint spanning solid and liquid dose medicines and consumer health care products.
Evan Singer, PL Developments’ executive vice president of corporate development, called the combined firm “a rare combination of two industry leaders with complementary product lines that fit perfectly together.”
PL Developments and Aaron Industries serve most of the nation’s largest retailers including WalMart, Sam’s Club, Costco, Walgreen’s, CVS, Rite Aid, Kroger, Topco, Target, Dollar General and Family Dollar.
The combined company will be based in Westbury, although Aaron’s manufacturing and distribution facilities will remain in Clinton and Los Angeles.
PL Developments recently announced it is moving its administrative operations to a new facility in Westbury and expanding manufacturing and production at its existing site.
“It’s a good thing for Long Island. This means that a company growing rapidly,” said Richard L. Anderson, a spokesman for PL Developments. “The combined companies will have over 300 products.”


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Attorney General Alan Wilson announced Wednesday that South Carolina will receive part of a $1.25 million dollar multi-state settlement that resulted from the 2019 Carnival Cruise Line data breach.
Carnival Cruise Line, based out of Florida, first announced the breach in March 2020. But breach notifications sent to Attorneys General offices revealed that the cruise line became aware of suspicious email activity in late May 2019.
A multi-state investigation into Carnival’s email security and compliance with state breach notification statues ensued.
The breach included names, addresses, passport numbers and driver license numbers, payment card numbers and some Social Security Numbers from more than 180,000 customers and employees nationwide.
A reported 2,259 South Carolinians were affected by this breach. The Palmetto State will receive a $20,500.21 payout from the settlement, which involved 45 other states.
“What happened in this case is a reminder that it could happen to any other business, so it’s important for businesses to take preventive measures to protect the private information of their customers,” Wilson said. “They also need to follow regulations about notifying consumers promptly when there is a breach of private information.”
Under the provisions of the settlement, Carnival has agreed to fix the issues with its email security and breach responses.
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Angela Schumpert is a wife, mother and veteran of the United States Air Force. Originally from Ohio, she is a Buckeye fan and loves college football. Angela loves to write about local hot spots, so if you know of one, let her know! She is the creator of Lexington Yankee Blog.
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WASHINGTON, March 22 (UPI) -- Joining what is likely to be the world's biggest trade deal can be a mixed blessing.
Advocates insist that joining the Trans Pacific Partnership could boost exports, create jobs and jump-start economic growth. Naysayers argue that the less competitive industrial sectors may flail and even go bust as they face foreign competition.
But for Japan -- and for its northeast Asian neighbors, too -- joining TPP may be the one last chance to regain lost ground and move forward as an economic powerhouse. In fact, joining the global trade deal may provide the outside pressure to force Japan, and potentially South Korea, to push through much-needed structural and social reform.
Japan's decision last week to be a founding member country of the Trans Pacific Partnership agreement was heralded by Japan's powerful manufacturers as a step in the right direction.
While farmers have been quick to howl about opening the hitherto heavily protected rice sector in particular, many are quick to point out the advantages of joining the framework.
Increased overseas market access and increased exports are expected to boost the bottom line for corporate earnings and government coffers alike.
What's more, joining TPP from its inception will allow Japan and other original signatories to set the rule, instead of merely following them.
"This is our last chance to join the TPP and take part in the rule-making," said Japanese Prime Minister Shinzo Abe in announcing the decision to push Japan to become the 12th country to join the trade pact.
The prospect of being a founding member of the trade pact, rather than simply signing on to what has already been agreed by others, is certainly attractive for South Korea and Taiwan.
Certainly, Tokyo's latest decision should further encourage South Korea as well as the Philippines, Thailand and Indonesia to join the pact that includes the United States, Australia, and Canada.
Assuming that Japan will be accepted into the TPP framework, the 12 countries that make up the pact will account for nearly 40 percent of world gross domestic product. That alone would make it more difficult for neighboring countries to argue against joining the agreement.
Granted, many analysts view TPP as the economic half of the U.S. pivot toward Asia, with the United States taking the lead in defining the Asia-Pacific's future trade framework, which also happens to exclude China. Asian nations that sign onto the deal can rest assured that their political as well as economic ties to the United States will solidify still further. It could, however, put a dent in their relations with China.
Yet increased exports and stronger geopolitical ties with the United States are far from the only benefits for Japan to join the TPP. Instead, the fact that TPP requires member countries to lift tariff barriers and level the playing field to foreign competition will push Japan to move forward with structural reform that faces domestic opposition. The fact that Japan remains largely closed to immigrant labor will be challenged by the TPP and membership could push Japan to confront the fact that Japanese women are among the most woefully underemployed in the world. In short, TPP could prove to give Japan the much-needed it needs to address politically sensitive social issues that are keeping the country from moving forward.
South Korea, meanwhile, continues to mull the possibility of joining the trade pact. TPP may well provide the impetus President Park Geun-hye needs to push through painful structural reforms, not least tackling the overbearing presence of powerful conglomerates.
The newly elected leader faces an uphill struggle to give greater leverage to small and medium enterprises on the one hand, and chipping away at some of the powers held by the chaebols on the other. It may, however, be easier for South Korea to accept such overhauls if they are perceived to be a price to be paid for TPP membership.
What is clear is that both Japan and South Korea need to redefine their economic futures, as their formula for exporting higher-end manufactured goods is unlikely to be sustainable in the longer term.
Yet in order to grow as innovation leaders, both will have to be willing to undergo social as well as economic reforms which will not be easy to accept without outside pressure. And TPP may provide just that.
Of course, TPP is not a done deal. In Japan, Abe will need to confront the fear-mongers who will focus on what Japan will lose as a result of greater market openness. Opposition will only intensify as he gears up for an Upper House election in July. In the United States, meanwhile, more lawmakers may oppose joining Japan's entry into TPP as it is perceived to harm U.S. competitiveness, especially in the automobile industry.
Signing on to the world's biggest free trade pact will invariably lead some industries to lose in all member countries. TPP should nonetheless provide the impetus for all member nations to embrace much-needed change, and make them stronger in the longer term.
(Shihoko Goto is the Northeast Asia associate of the Woodrow Wilson International Center for Scholars in Washington. She is also a former business writer for United Press International.)
(United Press International's "Outside View" commentaries are written by outside contributors who specialize in a variety of important issues. The views expressed do not necessarily reflect those of United Press International. In the interests of creating an open forum, original submissions are invited.)


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The fund's launch was announced earlier this week at the Chrome Dev Summit 2018, Google's annual web dev conference.
Frameworks with original ideas to improve performance and those which ship "on by default" performance-boosting features will be favored in the funds allocation process. Framework dev teams can sign-up for a Google sponsorship via this link.
Nicole Sullivan, Chrome Product Manager, and Malte Ubl, Google Engineering Lead, have told ZDNet that the popularity, size, or the adoption of any participant framework will not count as a defining factor for being selected to receive funding.
"The objective of this initiative is to help developers hit performance goals and hence serve their users with high-quality user experiences by default and ensure that this happens at scale," the two told ZDNet in an email.
ZDNet: Black Friday 2018 deals: Business Bargain Hunter's top picks | Cyber Monday 2018 deals: Business Bargain Hunter's top picks
"So while we're not keeping any explicit size threshold for the frameworks that we may want to support, we'll be critically analyzing the overall proposals based on creativity of the solution proposed, its propensity to making an impact and the scale of developers that it can directly affect.
"One key factor is also whether the respective feature can be turned on by default and thus have maximum impact rather than being only made available optionally," Sullivan and Ubl said.
More details about the funding and selection process will be published in the coming weeks, but the two offered a general idea of what developers should be aiming for.
"We want developers to be creative in approaching and solving the performance problem on the web but at a high-level we'll be looking at features that directly impact loading performance (e.g. use of feature policies, smart bundling, code-splitting, differential serving) and runtime performance (e.g. breaking tasks into smaller, schedulable chunks & keeping fps high)," Sullivan and Ubl told ZDNet.
But in addition to putting up funds to help frameworks improve their codebase, Google has also invited the development teams some of these frameworks to provide feedback in a more prominent role as part of the Google Chrome development process.
"We want to use this process to include the voice of frameworks within the features that we prioritize," Sullivan and Ubl said.
"It's funny to announce this today because it's actually something that we started in the summer and we've been working with a bunch of frameworks for the past several months," Sullivan said while on stage on the Chrome Dev Summit.
"Frameworks sometimes make web apps slower. They are also our best hope to make it faster," a slide in Sullivan and Ubl's Chrome Dev Summit presentation read.
The top open-source rookies, projects in 2018
More browser coverage:
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American auto giant, General Motors decided to pull the plug on its operations in India. Earlier, the company had announced plans of expansion into the Indian market by the launch two new cars the Beat facelift and the Essentia which were showcased last year at the Indian Auto Expo. The Beat Facelift was supposed to launch in 2017, which clearly never happened.
The company had already put a seal to its Halol manufacturing plant last month and will now only focus on exporting to other markets from its Talegaon manufacturing facility. Stefan Jacoby, GM executive vice president and president of GM International, said, “We explored many options, but determined the increased investment originally planned for India would not deliver the returns of other significant global opportunities. It would also not help us achieve a leadership position or compelling, long-term profitability in the domestic market. Difficult as it has been to reach this decision, it is the right outcome to support our global strategy and deliver appropriate returns for our shareholders.” Chevrolet promises to continue to honour its guarantee and warranty services to its customers and dealers.
GM India had multiple occasions to bail out from its fall and it didn’t really need to look far but that never happened apart from the exception of the Beat and Cruze for a while. GM’s competitor Ford too proved that a company can sell cars in India only when they’re made for the market. GM India on the other hand kept forcing incompetent products in the market at a time when the Indian consumer was partying with global car makers offering maximum features at the lowest possible price. There simply was no way this poor management by GM India could’ve gone forever and finally the carmaker decided to leave the Indian market.


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Fraqtal, an investment platform focused exclusively on the psychedelics industry, recently launched in beta.
The platform is part of the Energia portfolio. Energia, a psychedelics-focused venture capital firm, partnered with the law firm McCarter & English to build out the regulatory compliance systems.
The company reported the platform features detailed research and analysis on more than 1,000 companies. More than $1 million has already been invested through it.
“There’s a lot of excitement around psychedelics, but the number of high-quality opportunities that are truly able to bring value in the long run are limited and investors need to be able to find information in one place. That’s what we’ve built with Fraqtal,” said Energia Founder and CEO Marik Hazan.
For Marik, “creating trust and integrity” within the marketplace is essential to the long-term success of psychedelics. He doesn’t want to repeat some of the mistakes make in the early days of the hyped-up cannabis industry.
The platform looks to create a sense of trust by providing experts available with the due diligence process for investors, community boards for investors to chat with other members and an intensive 200-page report on the growing psychedelic sector.
“A core piece in building Fraqtal and the Energia portfolio is creating value for the entire ecosystem, including the communities that have been most harmed by terrible drug policies, unregulated capitalism, and neo-colonialism. We’re starting with reinvesting a portion of the carry on every investment into underrepresented founders, including female, BIPOC, LGBTQIA+, low-income and refugee entrepreneurs, but that’s really just the beginning of how this platform and the team behind it is working to bring greater equity into the space,” said Hazan.
The platform is currently open to the public through beta.
Más contenido sobre psicodélicos en Español en El Planteo:
© 2022 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.
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Join us April 11-12, 2023 at Fontainebleau Miami Beach in sunny Florida.


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21 June 2010 16:26 [Source: ICIS news]
LONDON (ICIS news)--European polypropylene (PP) buyers are having to pay further increases in June on top of prices that already are the highest in the world as technical issues continue to impact supply and buyers hesitate to take advantage of any arbitrage opportunities out of fear that European values may fall even before imports reach them, sources said on Monday.
“The supply side is a total mess,” said one large buyer, who was not able to get all it needed.
“A price collapse is inevitable,” commented a trader, who had not dared buy material offered for import into ?xml:namespace>
“The time it takes for product to get to
European buyers were being forced to pay even higher increases for June contractual business, after already accepting hikes of 30% so far in 2010. Some sources reported a slight change in product availability in June, however, as PP producers began to offer spot product for the first time in several weeks, albeit at high prices.
“I have been offered homo injection at €1,300/tonne delivered to my warehouse,” said a reseller. “There might be a €10/tonne negotiation margin, but no more than that.”
“For the first time in months I am seeing better availability,” said another reseller. “It’s not a lot - in fact it’s peanuts, but it is the first time that I have seen stuff on offer for quite some time.”
The most recent force majeure in the European PP market came on Friday 18 June, as INEOS announced legal restrictions on supply from its share of the PP plant it runs jointly with Total Petrochemicals at Lavera in
Earlier, cases of force majeure had been called by INEOS, LyondellBasell and SABIC, and while production at the sites where restrictions had been in place was now largely running normally, inventory levels across the board were low. Buyers have been expecting lower prices from new Middle Eastern and Asian capacities throughout 2010 and many had been living with very low stock levels, which they have not had the opportunity to replenish.
Production in Europe was reduced, initially because of a lack of propylene caused by a cutback in cracker output for commercial reasons, but more recently because of technical issues which impacted availability in
The price level in Europe was now considerably higher than in
However, a weaker euro, high freight rates, import duties and, above all, the time it takes for product to arrive in
“I am only doing back-to-back business,” said another trader. “It’s too dangerous any other way.”
European PP producers expected to be able to maintain high prices in July, however, in spite of expectations of a lower July contract price.
“We are so tight that we will be able to keep any reduction in the next propylene contract price,” said a confident producer.
The June monomer contract had been settled at €1,000/tonne FD NWE, and many PP sources expected July to go down by around €30/tonne.
PP producers in
($1 = €0. 80)For more on INEOS, LyondellBasell and SABIC visit ICIS company intelligence
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Two limited-edition Krispy Kreme doughnuts, dunked in Caramilk chocolate, are now available from over 700 7-Eleven stores across the country.
Cadbury Caramilk is the fastest growing chocolate brand with $56 million of sales and 43 per cent growth in the past year.
Olivia Sutherland, Marketing Director at Krispy Kreme Australia said: “The Cadbury Caramilk craze didn’t go unnoticed here at Krispy Kreme, so we knew we had to give Aussies the chance to taste the two iconic flavours brought together in our delicious doughnuts! No one can resist Caramilk, and we love coming up with new flavours for our fans which we’re sure will be an irresistibly tasty new addition to the range.”
Using 16 tonnes of Cadbury Caramilk, Krispy Kreme has created two new products: The Caramilk Shell and The Caramilk Ring.
The Caramilk shell features shell-filled crème, dipped in Caramilk chocolate and covered in Caramilk flakes while the Caramilk ring is Krispy Kreme’s original glazed donut, dunked in Caramilk chocolate, sprinkled with Caramilk flakes and topped with a white truffle drizzle.
7-Eleven Head of Food, Emma Metcalf-King, said the 7-Eleven team are excited about the new flavours: “We love providing our customers with innovation, and we are so excited about this exclusive launch of Krispy Kreme Cadbury Caramilk at 7-Eleven! Caramilk is one of our customers favourite flavours so we cannot wait to bring these amazing products to life instore – they are irresistibly delicious!”
The doughnuts retail for $3.75 each and are available through 7-Eleven stores and 7-Eleven Delivery.


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The Galaxy S21 FE 5G is now one step closer to launch from Samsung, because its support page is now live, suggesting an imminent release. The phone’s support page appeared on the company’s official website in Germany. As we can see in the image below, the Samsung Galaxy S21 FE 5G is listed with model number SM-G990B / DS. Unfortunately, this support page doesn’t exactly share much information. That model number is all that was shared.
It is clear from this that Galaxy S21 FE 5G will soon enter the global market. However, this support page does not reveal the launch date, details, and pricing information of the device. But, according to other reports, Qualcomm’s Snapdragon 888 processor or Exynos 2100 chipset can be given in Galaxy S21 in FE 5G.
Furthermore, the smartphone will feature a flat-screen, with a centered viewing camera hole. Three cameras will be included on the back, while the phone will come in multiple color variants. There are rumors of a 6.5-inch fullHD+AMOLED display with a 120Hz refresh rate for the phone. A fingerprint scanner on the display will also be included, but it is not yet known whether it will be ultrasonic or optical.
A triple rear camera setup can be given in Samsung Galaxy S21 FE 5G so that good pictures can be clicked. It will have a 12MP main lens, 12MP ultra-wide-angle lens, an 8MP telephoto lens. The front of this phone comes with a 32MP camera.
The Galaxy S21 FE 5G is expected to use a 4500mAh battery with a 25W fast wired charging. Wireless charging will also be supported, in case you’re wondering. In the software department, the Android 11 will come pre-installed, along with Samsung’s One UI skin. Apart from this, the smartphone will have connectivity features like Wi-Fi, GPS, Bluetooth, audio jack, and USB Type-C port.
According to the leaks, the Samsung Galaxy S21 FE 5G smartphone can be priced between Rs 40,000 to Rs 50,000. Also, it will be available in Green, Blue, White, White, and Gray color options. The company has not yet commented on the launch, price, or features of the phone. For your information, let us tell you that Samsung unveiled the Galaxy S21 earlier this year. The price of the phone is Rs 69,999.
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Mwansabombwe District Commissioner Morton Sikazwe says Zamtel’s expansion programme in the country reaffirms the government’s commitment to taking service delivery closer to the people as possible.
Speaking during the official launch of a customer service centre in Mwansabombwe, Mr Sikazwe said the opening of the customer service centre is welcome as it is in line with the new dawn government’s vision of ensuring that the country moves forward.
“This is part of the over 100 centres that ZAMTEL intends to open,” he said adding that,” it will create over 1,500 direct and indirect jobs for the people across the country.”
And ZAMTEL Luapula province regional manager Jaison Ng’oma said the company is implementing a number of innovations and digital solutions and is positioning itself to be a digital dominant player in the digital space
Mr. Ng’oma said his company is targeting to open 250 new service centres which will result in an increase in the number of vendors who are making a living through selling Zamtel products and services.
“The service centre will address a number of challenges which local people have been experiencing in accessing such services like mobile money, sim card sales and replacements among others, “ he said.
With government’s support, the parastatal has heavily invested in network expansion and improvement making it the largest network provider in Zambia.
Meanwhile, area councilor Christine Ng’andwe also thanked Zamtel for the opening up of the service centre and appealed to the local people to make effective use of the services being provided.


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In an open letter posted to the company's website, Apple CEO Steve Jobs finally explains why he has refused to let Adobe's popular Flash videos run on iPhones and iPads.
The letter, titled "Thoughts on Flash," offers six reasons why the company has restricted prevented Flash from running on iPhones, iPods and iPads, reasons that run the gamut from philosophical issues about the nature of closed and open platforms to simple complaints about performance and the frequency of crashes.
Steve's statement comes on the heels of a very public dispute between the two technology giants; earlier in the month, complaining about a developer agreement from Apple that makes it a violation of terms to use a non-sanctioned development language, Adobe Flash evangelist Lee Brimelow registered his disgust with Apple.
"Speaking purely for myself, I would look to make it clear what is going through my mind at the moment. Go screw yourself, Apple."
Apple did not comment on Brimelow's words, but the letter by Jobs is clearly the company's official response. In it, Jobs begins by questioning the closed nature of the product, noting that "Adobe’s Flash products are 100% proprietary. They are only available from Adobe, and Adobe has sole authority as to their future enhancement, pricing, etc." Closed products stifle innovation, Jobs argues.
Many Apple products are proprietary as well, of course, notably the iPod -- which works only with Apple's iTunes software, and the App Store that the company tightly controls. But with regard to Web standards, Jobs believes in open standards, notably HTML5, Flash's chief competitor.
"HTML5 is completely open and controlled by a standards committee, of which Apple is a member," he explains.
Jobs also suggests that Flash is old, describing videos encoded through with other compression technologies as H.264 as "more modern formats." The largest issue seems to be the performance problem. Jobs describes Flash as "the number one reason Macs crash."
He also complains about performance. But the main issue?
"We know from painful experience that letting a third party layer of software come between the platform and the developer ultimately results in sub-standard apps and hinders the enhancement and progress of the platform," Jobs argues.
"We cannot be at the mercy of a third party deciding if and when they will make our enhancements available to our developers."
Adobe was not immediately available for comment on Jobs' letter. But PCMag.com editor in chief Lance Ulanoff wasn't surprised that Jobs fought back so publicly. "There's tremendous frustration on both sides, and a lot is at stake," he told FoxNews.com, describing Jobs' missive as "well reasoned...with the occasional zinger in there."
But more than anything, Ulanoff wonders if Apple's public scolding of Adobe may be the beginning of the end for the Flash technology.
"This seemingly well-reasoned letter from one of the most important technology companies in the world can have devastating effects" on future development, he pointed out, both by independent developers and by Adobe itself.
"It's an incredible attack on Flash, and could shake its very foundations," he said.


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Pamela Collins' participation in Sunday's Fashion on Canvas: Art on the Runway fashion show in Birmingham will be about more than clothes.
It will also be about health.
A portion of the fashion show proceeds and all of the proceeds from an art sale that day will go to the Breast Cancer Research Foundation of Alabama.
Collins' father and a niece died of breast cancer, and another niece and her godmother are breast cancer survivors.
Collins, who designs jeans, tops, dresses, skirts, T-shirts and pants for her Cloochie line, said that showcasing her designs on Sunday will help other people get involved with the fight against breast cancer and learn more about their own health.
"Sometimes, if breast cancer doesn't involve a person directly, they don't pay attention to the cause and the fight," said Collins, a Homewood resident. "By (participating in) the fashion show, I hope it will cause a lot of people to think ... and then they will want to reach out and help."
In 2002, the Fairfield native started her Cloochie clothing line and named it after her late mother, Zubia Lee "Cloochie" Saltmarch, who taught her how to sew.
On every back pocket of Collins' Zebra Instinct jeans' line is a zebra print and a "67" inside of a star.
The number represents the number of years Collins' mother lived before dying in 1993 of myeloma, cancer of the blood.
"She was an awesome person and a Christian," Collins said. "She was always helping people."
Collins said she feels like she helps people, too, just by giving them custom designs.
"People have written me letters and sent me flowers just for designing an outfit," she said. "People are real passionate about how they look."
Cloochie's sizes range from 2 to 20. Collins began offering larger sizes after plus-size women started requesting her designs. Her prices start at $27 for T-shirts and go up to $130 for different dresses and jackets.
Her Zebra Instinct jeans are $125.
In April, Collins will go to China to find a manufacturer to produce her designs on a larger scale than what she's producing in Birmingham.
Currently, her clothing can be found on her website, at K&K Fashions in Center Point and at Capelli in Five Points West.
On Sunday, she will present a fall line in chocolates, blacks and animal prints. The line will include sweater jackets, cape coats, holiday wear and more.
"My fall line is exciting and sexy. It's on the edge," she said.
"It's different. I'm excited."
Event coordinator Russ McClinton said more than 40 models will participate in Sunday's show, which will be held at the Highland Conference Center, 2012 Magnolia Ave. on the Southside.
It will include a 5:30 p.m. VIP reception and art show and sale with art that was created during at Paint-N-Party events. Proceeds made on donated art work will go to the Breast Cancer Research Foundation of Alabama, too.
The fashion show starts at 6:30 p.m. Tickets for the VIP event and fashion show are $20. It's $12 just for the fashion show.
For more information about the show, go to www.artontherunway.com.
Go to http://ww.cloochie.com/or call 205-249-9359 for more information about Collins' line.


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Batavia, a blokchain-based trade finance platform developed by a consortium of international banks and IBM, has passed its first live pilot transactions with corporate clients.
BMO has partnered with two tech startups to roll out chatbot service assistants for Facebook Messenger and Twitter.
The Bank of Montreal is set to open a massive, state-of-the-art 'urban work campus' in downtown Toronto to house 3500 staffers.
BMO Capital Markets (BMO), the investment and corporate banking arm of BMO Financial Group (NYSE:BMO)(TSX:BMO), today announced that it has partnered with Trade Informatics (TI), a leading provider of quantitative analytics and systematic trading solutions to institutional asset managers.
BMO Financial group is to inject $2 million into a new AI lab in Montreal that will aim to help startups make the transition from science projects to high-growth companies.
Swiss bank UBS has said that a migration of more than 1,000 jobs from London as a result of Brexit is "more and more unlikely" after receiving "regulatory and political clarifications".
IBM is collaborating with five international banks on the creation of a global trade finance platform based on blockchain technology.
Android Pay has arrived in Canada, with several of the country's biggest banks making the mobile payments service available to Mastercard and Visa credit cardholders as well as Interac debit card users.
Bank of Montreal is bidding to strengthen its fintech partnership ties with the launch of a second four-month accelerator programme with the DMZ incubator at Ryerson University.
BMO Harris Bank today announced a partnership with 1871 – a leading technology and entrepreneurship ecosystem which is currently home to nearly 500 high-growth digital startups in the Merchandise Mart – that will provide a select group of FinTech startups the opportunity to participate in a three-month mentorship program.
© Finextra Research 2018


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Hyundai car owners who have sent your cars for repairs and service watch out. You will have to wait for a pretty long time to get your car back. Hyundai's service stations will not be able to deliver your car on time as there is a severe crunch in spares supply.
A drastic reduction of spares supply is a result of a Mobis, the only spares supplier of Hyundai Motors suspended nearly its entire workforce a few weeks ago. Unlike other carmakers who handle spares supply themselves, Hyundai Motors has handed over its spares business to its sister concern Mobis.
Mobis has suspended all its contract workers after they joined a new trade union called the Anna Thozhir Sangam which has been backed by the AIADMK. Mobis had stated that it did not want its workers to join any trade union that had political affiliations and then went on to remove most of its workers.
With only a few workers at its disposal, mostly temporary staff, Mobis is now able to build a small portion of spares compared to the existing demand. Supply of Hyundai spares to dealers have come down drastically.
Dealers are now complaining of reducing stocks of spares and have stated customers have been forced to wait for several days. Some have even sent some customers back with minor issues as they will not be able to provide required spares.
Mobis is said to be in talks with the suspended workers. The trade union responsible for this issue has stated that it does not want to disrupt operations at the plant. Hopefully this issue is resolved soon and production of Hyundai's spare parts will resume.
But until that happens, Hyundai car owners must either be ready to wait for several days for their cars to return from service stations or take the risk of not sending the car to the service station due to the delay.


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Tesco reported a dip in sales in its international markets with underlying sales sharply lower in Thailand, South Korea and Ireland during the third quarter.
The supermarket giant said international conditions remained "challenging".
Like-for-like sales in Asia declined by 5.1 per cent while European figures revealed a like-for-like sales decrease of 4 per cent.
More top news
Labour MPs are attempting to build a consensus for a single challenger to Corbyn, while the big game in the Tory Party is Stop Boris.
Hefty showers and longer, slow moving downpours into this evening and again on Saturday - some lively with thunder.
We are entering - and we have voted to enter - a period of intense political and economic uncertainty.


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5 key questions about mobile payments and contactless cards—answered
While some industry pundits claim that mobile payments are steering us toward a cashless society, the fact is that adoption of the technology remains sluggish. Gallup reports that just 13 percent of smartphone users have a digital wallet app, and 76 percent with an app never or rarely use it. And at least one third of U.S. merchants do not currently accept digital wallets, according to Mobile Payments Today.
Nevertheless, the card brands are pushing contactless payments, and Vantiv now Worldpay experts believe that these efforts will ultimately drive adoption of digital wallets among both merchants and consumers. We caught up with Worldpay Product Manager Jared Morgan, to get his take on the subject.
- How are mobile payments competing with contactless cards currently and into the future?
- Are consumers more likely to adopt mobile payments or contactless cards?
- Why is the U.S. lagging behind in the contactless cards race?
- What are the main obstacles in consumer adoption of both mobile wallets and contactless cards?
- How big of an obstacle is the technology involved?
JM: Contactless cards are quickly becoming the norm across the globe. Several countries across Europe, Asia, and Australia perform over 50 percent of face-to-face payment transactions as contactless, so it is only a matter of time before that trend catches on in the U.S. Additionally, merchant adoption is currently one of the biggest reasons that mobile payments have struggled to take off. But with over 95 percent of new merchant terminals capable of performing contactless transactions, compared to less than 40 percent enabled to accept digital wallets, contactless payments should begin to see higher adoption rates.
JM: Similar to EMV, consumers will be forced to adopt contactless cards, as the card brands make the shift to get more of that type of card into the marketplace. The number of contactless cards in the U.S. has already increased by as much as 75 percent over the past 12 months, and overall contactless transactions have nearly tripled. This shift to contactless cards will start to change cardholder behavior, with consumers no longer relying solely on swiping their payment card at the terminal. We believe that this shift in behavior will then help accelerate the growth of mobile wallet payments.
JM: It has been noted that the U.S. payment structure is more complex, and that is definitely true. We have quite a few more processors, as well as a drastically higher number of financial institutions, than other parts of the globe. The shift to EMV also happened a few years earlier in most of Europe and Asia than in the U.S. The EMV shift is still so recent here, which has delayed merchant and consumer adoption of both contactless cards and mobile wallets.
JM: Changing consumer behavior and the rollout of EMV are two main obstacles in adoption of these payment technologies. The EMV rollout in the U.S. shifted the overall timelines. With both the merchant and cardholder adoption, it’s kind of a chicken-and-egg scenario. Merchants aren’t rolling out mobile wallet acceptance because cardholders aren’t using it…and cardholders aren’t using mobile wallets because merchants aren’t accepting it. Again, the shift toward contactless cards should start to change some of that behavior.
JM: Since 95 percent of the new EMV-capable payment terminals are also equipped to accept contactless payments, the hardware itself is there. However, in many cases, the merchant does not have the functionality enabled and is not actively using it.


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The name TCL might not mean anything to many US consumers since few of the country's major carriers add the Chinese company’s phones to their offering. Still, they’re among the cheapest devices that you can get in the United States and probably worth considering if you can’t afford other Android phones from bigger brands.
That said, if you don’t mind the fact that TCL has an insignificant market share in the US, you might be interested in the company’s latest entry-level phone, the TCL 30 LE. Actually released back in May, the phone has been picked up by Verizon Prepaid and it costs just $104.
Designed for those who just want the basic features of a smartphone, the TCL 30 LE feels a bit more than just a cheap phone. First off, it sports a large 6.1-inch HD+ display and a more than decent 13-megapixel main camera.
The only major downside is that it packs only a 2GHz quad-core MediaTek Helio A22processor, but that was bound to happen considering how cheap the TCL 30 LE really is. On the bright side, it does feature 3GB RAM and 32GB internal memory (expandable to 512GB via microSD card).
Also, the phone’s 3,000 mAh battery is rated for up to 24 hours of use on a single charge. Of course, the phone ships with Android 12 on board, but it’s really hard to say whether or not it will receive any Android OS upgrades in the future. The TCL 30 LE is exclusively available on prepaid via Verizon and Walmart.


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Despite many rumors of an incoming new, more powerful Switch model, or what many call a “Switch Pro,” Nintendo has reportedly dismissed the idea that a newer variant will be revealed in the near future. However, the gaming powerhouse’s newest response surely brings to light more questions than answers.
According to Bloomberg‘s Takashi Mochizuki, Nintendo President Shuntaro Furukawa has stated in a recent investor briefing that an announcement of a new Switch model will not happen “anytime soon.” Mochizuki notes that the president pointed to Nintendo’s focus remaining on the releases of Super Mario 3D World + Bowser’s Fury and Monster Hunter Rise.
Though, with these games only weeks away from release, the response only continues to give chance to a possible reveal later in 2021. As mentioned by Mochizuki, Nintendo last firmly denied the potential for a newer Switch when asked if it was development back in 2020.
The talks of this upgraded Switch resurfaced in 2021 after a dataminer found mention of a Nintendo console with an OLED screen and 4K capability. Even with rumors swirling, the current model is having no issue being taken off store shelves. It was only recently dispelled that over 80 million Switch units have been sold, now beating out all-time 3DS sales.


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Consumer protection organisation DGCOS and certification specialist Certass have agreed a partnership deal, commencing 1 August 2018. The agreement marks the start of a close collaboration between the two groups, one that will reportedly benefit installers that are members of both and the industry as a whole.
Certass, the glazing industry competent person scheme, has recently launched the Certass Trade Association, with the aim of offering business and technical support to its members while promising to act as a voice promoting progress within the industry.
The Double Glazing & Conservatory Ombudsman Scheme (DGCOS) is a consumer protection organisation designed to bring peace of mind to homeowners. It offers a free package of protection that includes a consumer advice line, insurance backed guarantees, mediation and access to an independent ombudsman. Installers that are part of the scheme are often said to benefit from increased sales and margins through consumer confidence, backed up by DGCOS’ marketing support.
Initially, the partnership will see the two organisations work together on promoting the industry’s professionalism, while supporting installers in a range of areas, including business, technical and consumer issues. There will also be cross-promotion of the schemes between the Certass Trade Association and DGCOS, with specific benefits available to members of both. For instance, Certass members will be able to use DGCOS to cover their mandatory alternative dispute resolution (ADR) requirement, while the joining fee for new Certass members will be covered under the agreement between the two organisations.
Jon Vanstone, chair of the Certass Trade Association, commented: “There’s a clear synergy between our organisation and DGCOS; both are focussed on promoting our industry and its professionalism to consumers, to the benefit of everyone. Certass leads the field in certification and installer support, while DGCOS leads the field on consumer advice and protection. By getting together and collaborating we can support and champion the installers that are out there every day offering great products and service to homeowners.”
Tony Pickup, founder of DGCOS, commented: “We’re known for our unrivalled consumer protection and support credentials, but an important part of what we do is promoting the quality and best practice of our members to consumers. I was delighted to see the launch of the Certass Trade Association, providing wide-ranging support to its members. It mirrors what we do but from a different angle, so the partnership between us makes sense – benefitting the industry as a whole by working and growing together.”


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Oracle is definitely not the first company that comes to mind when you think about smartphones, but it seems that at one point in time they were close to changing that perception. According to Oracle’s CEO Larry Ellison, the company did at one point consider building a smartphone of its own and had RIM and Palm in its sights as potential acquisitions. However as it turns out, RIM was too expensive while Palm was simply not competitive enough. He was also quoted as saying, “We explored the idea (of building a phone) and decided it would be a bad idea.”
This revelation was made under cross-examination by an attorney for Google who was attempting to dig up evidence that could suggest that Oracle was only suing Google due to their failed smartphone efforts. For those unfamiliar, both Oracle and Google are currently in a legal battle, with the former accusing Google of violating their intellectual property with regards to Google’s mobile platform, Android. Lawsuit aside, what do you guys think? Where would RIM and Palm stand today if Oracle had decided to purchase either company?
- 2013-07-11: Research In Motion Officially Renamed To Blackberry, As Per Shareholder Vote
- 2013-02-04: BlackBerry Z10 Review
- 2013-01-30: BlackBerry Z10 Review Sentiment
- 2013-01-30: BlackBerry 10 Launched, RIM's Roadmap for 2013
- 2013-01-30: BlackBerry Z10 Announced
- 2012-06-01: Court rules that Java APIs are not copyrightable in Google vs Oracle case
- 2012-05-24: Jury rules that Google did not infringe upon Oracle's patents
- 2012-05-08: Jury rules that Google violated copyright laws in Oracle trial
- 2012-03-29: Oracle rejects Google's offer to settle
- 2011-01-21: Android contains code copied from Java?


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OXFORD — Revlon, a company which produces beauty supplies like makeup, declared bankruptcy on Thursday. The company said via press release that it and “certain of its subsidiaries have filed voluntary petitions for reorganization” under Chapter 11.
Revlon’s plant in Oxford, at 1501 Williamsboro St., has not announced any changes as a result of the bankruptcy, Granville County government spokesman Terry Hobgood said.
Revlon is Granville County’s biggest employer, but Hobgood said the beauty company does not give an exact headcount of the number of employees at their Oxford plant. The plant advertises 37 open positions on Indeed.com.
Jackie Sergent, mayor of Oxford, commented on the company’s declaration of bankruptcy, noting that the city “supports Revlon and greatly appreciates its presence in our community.”
“It is early days and we do not want to jump to conclusions about how the company will function going forward,” Sergent said. “Revlon has had a wonderful presence in, and impact on, Oxford for many many years, including their rapid pivot to producing and donating hand sanitizer during the pandemic. We sincerely hope any reorganization will enable this great company to maintain operations in our community. In the meantime we offer our continuing support as they move forward.”
Henderson-Vance Chamber of Commerce President Michele Burgess noted that some citizens of Henderson work at the Revlon plant, but that she hasn’t heard any layoff announcements.
“A lot of times a business will come out stronger after a bankruptcy when they have a new business model,” Burgess said.
Henderson’s community experienced a similar situation with Roses Discount Stores. The Belk Inc. retail chain also went through the Chapter 11 process, but “they are doing well now,” she noted.
Jonathan Seymour, a visiting associate professor at Duke Law School, said the Chapter 11 process allows a company to repay its debts without necessarily breaking up the company. A company is more valuable as a whole, so it is in the company’s best interest to keep it together. To repay its debts, Revlon may sell the company in a process called a “363 sale,” or give its former lenders shares in the company, transferring ownership to them.
Regardless, it is too early to determine the case’s exact trajectory, Seymour said.
The company is hoping to complete the case by April of next year. Revlon “expects” to receive debtor-in-possession financing to the tune of $575 million from its existing lender base to keep day-to-day operations going during the Chapter 11 process, according to the company’s press release.
The company has been a mainstay on store shelves since its founding 90 years ago in New York City, overseeing a stable of household names, from Almay to Elizabeth Arden.
But Revlon failed to keep pace with changing tastes, slow to follow women as they traded flashy red lipstick for more muted tones in the 1990s.
In addition to losing market share to big rivals like Procter & Gamble, newcomer cosmetic lines from Kylie Jenner and other celebrities successfully capitalized on the massive social media following of the famous faces that fronted the products.
Already weighed down by rising debt, Revlon’s problems only intensified with the pandemic as lipstick gave way to a new era in fashion, this one featuring medical-grade masks.
Sales dropped 21% in 2020, the first year of the pandemic, though they rebounded 9.2% in the company’s most recent reporting year with vaccines widespread. In the latest quarter that ended in March, Revlon’s sales rose nearly 8%, but still lag pre-pandemic levels in excess of $2.4 billion a year.
The global supply chain disruptions that are hobbling hundreds of international companies in recent months were too much for Revlon, which barely escaped bankruptcy in late 2020 by persuading bondholders to extend its maturing debt.
The company’s bankruptcy filing, filed in New York, said its largest single debt, to U.S. Bank National Association, amounts to $442.5 million and is due in 2024.
Revlon’s 2021 annual report said the company lost $206.9 million for the year. It listed total assets of $2.4 billion, but liabilities that included $3.3 billion in long-term debt meant that for stockholders, the company had $2.0 billion in negative equity.
The Associated Press contributed to this article.


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The Pandemic Accelerated the Dependence on Digital Technologies, Highlighted the Life-Saving Benefits of Connectivity
Web Summit 2020 has been a marvelous three-day virtual event packed with enough startup content to keep us busy until the end of the year. Since the weather has been miserable, the comfort of a home office was the perfect setting. Working from home and remote work were topics which startup founders widely discussed during the conference.
Basecamp's founder Jason Fried noted how productive people become working from home. Talking about the changes at Basecamp, he said that "if now there is a need for a meeting, we do them in small, two or three people, small groups, and small teams because it's more effective. Managers need to give people space and trust," he said.
Without any rush to walk lengthy distances from stage to stage, and with everything at the click of a button, the Web Summit's proprietary conference platform offered an extraordinary attendee experience.
In a message to the Web Summit, UN Secretary-General António Guterres said the pandemic has exacerbated the digital divide. “The Covid-19 pandemic has accelerated our dependence on digital technologies and highlighted the life-saving benefits of connectivity. As societies have locked down and sent people into isolation, Internet access and digital advances have kept people connected and societies running.”
However, Guterres also noted that the pandemic has highlighted and exacerbated inequalities of all kinds, including the digital divide. “Those without access to digital technology —almost half of the world— are denied opportunities to study, communicate, trade, work, and participate in much of what is now normal life for the richer half of the world,” he said.
“Disinformation, the proliferation of online hate speech, and the withdrawal into social echo chambers will continue to undermine social cohesion and reduce trust in science, in institutions, and in each other,” he said.
FedEx President and COO, Raj Subramaniam, talked about how the company is working with major pharmaceutical companies and the United States' Operation Warp Speed to deliver the COVID-19 vaccine. He discussed the logistical revolution the company has created and how they are investing in the future of healthcare delivery.
Subramaniam announced SenseAware ID, which is “specifically targeted for healthcare shipments and perfect for the vaccine. Why is that important? Because it tracks multiple parameters, it gives you not 20 [or] 30 times a day of scanning, but hundreds of times a day,” he said.
European Commissioner Margrethe Vestager talked about how Europe's failure to build a single market has become one of the reasons that the United States and China dominate the global tech industry. Vestager said that Europe needs to improve its own market rather than try to rein in U.S. and Chinese companies.
The winner of Web Summit's PITCH competition was announced on Friday. The winner was Lalibela Global-Networks, an Ethiopian medtech startup.
Lalibela Global-Networks has developed a product which digitizes hospital management processes in order to help save African hospitals hundreds of thousands of dollars in paper supply per year, alleviate process friction, and enable efficient care for patients in Africa. In Ethiopia, the startup has already digitized 1.2 million patient records.
In a very emotive short speech, Dr. Wuleta Lemma, co-founder and CEO of Lalibela Global-Networks, said: “We are honored to win PITCH. I have worked to change the African healthcare system for the last 28 years. I am determined to make sure that even the poor in Africa can get the services that most of us can get in western and eastern countries.”
Lalibela Global-Networks won against Rheaply, from the U.S., and the U.K. based swIDch.
Revolut founder and CEO Nikolay Storonsky spoke at Web Summit about regulation and competition from the east, and from the western banks.
Founder and CEO of Impossible Foods, Pat Brown, talked about the future of the meat industry, and how he believes that they can replace the use of animals as a food technology by 2035. “It’s not enough for us to be just as good [as meat]; we have to be more delicious, more nutritious, and more affordable to guarantee our success, and we will,” he said.
Interviewed by Laura Reilly, a business of food reporter at the Washington Post, Pat Brown said that “it’s game over for the incumbent industry—they just don’t realize it yet.” Impossible Foods is a company that makes delicious, nutritious ‘meat from plants’ to satisfy meat lovers, with a goal of transforming the global food system away from the negative impact of animal-based agriculture.
“The whole reason we took the approach we did is that we’re depending on making a product that consumers who don’t care about climate change will choose —because it’s delicious, and for its nutritional value, affordability, convenience. And sustainability is just a bonus. Our mission is to completely replace the use of animals as a food technology by 2035,” he said.
Announcements from partners and speakers on Web Summit Day Three included:
PitchBook and Web Summit partnered on their third venture investor survey to examine investment activity as the coronavirus pandemic persists. Here are the findings.
Cementing, Europe’s leading influencer marketing platform, announced first-to-market developments to its technology that will ensure the highest quality content for its advertiser partners.
Bain & Company announced the opening of a Milan Digital Innovation Hub –-a space dedicated to exploring disruption and helping clients build new products and experiences that will accelerate their digital ambitions.
- Project SMART wins the first edition of the AI Moonshot Challenge.
Startups making announcements on Web Summit Day Three included:
Singular Places launched an equal-opportunity and value-driven sustainable booking platform championing female entrepreneurs and imperfect positive progress.
Databank launched the world’s first deep-learning based autograder.
Aikido Finance announced the launch of its high-performance investing strategies.
Web Summit announced the return to an in-person conference in November 2021 in Lisbon, Portugal. In 2022, the company will host a brand new event: Web Summit Tokyo.
Web Summit Tokyo will take place in September, followed by Web Summit Lisbon in November. Web Summit will also come to Brazil in 2022. The cities pitching to become host are Rio de Janeiro and Porto Alegre.


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The biotech company was founded in 2009. And it has never made any money.
The losing streak continued, quite according to the recipe, in the third quarter of the year. The company reports an operating loss of NOK 29.2 million (EUR 2.6 million) on Friday morning – after a turnover of a modest NOK 7.6 million (EUR 0.7 million).
“It is a fantastically sustainable business model. We are transforming yesterday’s waste into high value health nutritional ingredients for people and pets. In the future, through R&D, the compounds of our products will form the basis of new medical therapies. Thus, sustainability and efficient use of marine resources are at the heart of everything we do,” Roger Hofseth, founder and CEO of Hofseth BioCare said.
The fish farming company Hofseth Aqua, another company in the Hofseth sphere, is the main supplier of fish trimmings to listed Hofseth BioCare.
Despite the huge deficits; Hofseth BioCare has a market cap of EUR 250 million on the Oslo Stock Exchange. The losses in the biotech company are funded by raising more money via the stock exchange.
“After the successful capital increase of NOK 200 million (EUR 18 million) which was executed in October 2020, we also have a strong capital base to continue to deliver on our strategic and R&D roadmap,” Roger Hofseth said.


text: Despite the debt crisis in Europe and other shocks experienced by the world economy, the company MoneyGram International notes the increase in the money transfer market. MoneyGram point-of-sale systems are continually upgraded to provide the latest new products and functionality. In March 2012, the company MoneyGram merged with the network of U.S. payment centers ZipZap. Experienced consultants of MoneyGram will help you in execution of documents for payment and you will be pleasantly surprised by the speed of service. MoneyGram launched a new in-person bill payment service which will be delivered through agents in their domestic network, giving consumers an easy, low-cost method to pay their bills.


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Uber on a collision course with China's taxi drivers and cartels
Robert Boxwell says Uber's aggressive push into China is unlikely to end well
News of Uber racing into China brings to mind images of young, rich guys with naked girls in Ferraris, racing late at night on a Beijing ring road. You know it's going to end badly - though in Uber's case, the young, rich guys will be in a billion-dollar wreck instead of a million-dollar one - but it really doesn't bother you that much.
Uber is making its presence felt as it chases an initial public offering. The company's reported valuation - US$50 billion - is in the stratosphere, so you know Silicon Valley and Wall Street are looking to cash out. Hyperbolic statements about the China market, which Uber chief executive Travis Kalanick isn't reluctant to make, will help keep the valuation up until an IPO.
But Uber has two big problems in China: its millions of taxi drivers, and the local cartels for which they work.
Taxi drivers universally hate Uber, Silicon Valley's latest "disruption" to make our lives better, because Uber makes their lives worse. Uber puts unlicensed, unregulated, uninsured private drivers on the roads to take taxi customers at cut-rate prices. China has millions of taxi drivers, many making barely enough money to feed their families. What exactly do they do when taxi driving dries up?
Unlike, say, Microsoft, whose apps made millions of Chinese more productive and richer, Uber's app makes millions of Chinese less productive and poorer, even as Kalanick boasts of the "jobs" the company creates. He uses the word in a Silicon Valley, new-economy kind of way. To keep costs down, Uber claims its drivers are independent contractors, not employees. The California Labour Commission rejected this argument last month, just one of scores of legal problems Uber is facing around the world as management races to build scale - and perceived value - before an IPO.
The company has got itself into so many bare-knuckle fights with regulators around the world - Portland, Oregon's transportation commissioner called company management "a bunch of thugs" last year - it hired a former Obama public relations honcho to "soften" its image. Its public statements now ooze Silicon Valley cool-talk, but its actions haven't changed. It just hides them better.
Kalanick calls Uber's serial international law-breaking "principled confrontation". Prosecutors around the world call it criminal and illegal. Impudently breaking foreign laws to be first and biggest seems more like a financial play than a "principled" one.
Following a ban in France, then large protests by French taxi drivers when Uber ignored it, prosecutors detained two Uber managers in Paris last week and set a date for their trial in September. A company spokesperson told The Wall Street Journal the two went "voluntarily to a police hearing". Sure.
The French aren't alone. Scores of Hong Kong taxi drivers protested against Uber this week. Officials in Germany, Italy, Spain, Belgium, Holland and South Korea, where prosecutors have indicted Kalanick, have all taken steps to ban or limit the company's services. So have officials in several US cities, hardly a socialist labour market.
Almost all are wrestling with the issue of what to do when Silicon Valley millionaire world-changers looking to eliminate life's little inconveniences flout laws that protect people near the bottom of the labour pool. Officials in Delhi banned Uber in December following the alleged rape of a passenger by an Uber driver. Uber ignored the ban. Principled confrontation.
Now Uber is racing into semi-opaque China, where the transport ministry in January banned taxi hailing apps from using cars and drivers without taxi licences. Following raids of Uber offices in Chengdu and Guangzhou in May, California-based Kalanick, who is "personally overseeing day-to-day progress in China", told reporters, "Uber will try to learn the local laws and bylaws to make sure its service is legal in China".
Good luck with that.
It won't make a difference. Uber's strategy is to sign up Chinese drivers by giving them free iPhones and paying them more - for now - than licensed taxi drivers, a lot more in some cases than they charge customers. Never mind that this smells like dumping. Once Uber's price-war money runs out, what will keep drivers or customers from going elsewhere? Drivers' locked iPhones? It's China.
And there's little about Uber's technology that others can't duplicate, so no edge there. Kalanick admitted to investors that one competitor "with a massive taxi user base" has already "cloned [Uber's] core product line". That local competitor, Didi Kuaidi, has an 80-90 per cent market share in taxi hailing, and is backed by Alibaba and Tencent.
Uber's price war is with local companies in regulated industries - which means that local "officials" are involved, like those who raided Uber's offices in Chengdu and Guangzhou. The only way they're not going to make life difficult for Uber will be if they get compensated for it. This could give a whole new meaning to what Uber calls the "sharing economy". But killing and cloning Uber, like officials in Guangzhou appear to be doing, may be more lucrative.
Driving a taxi - long hours, low pay and imperious customers - is hard. The last thing taxi drivers need is a bunch of Silicon Valley coders flooding their market with low-priced competition. You haven't seen "disruption" until you've seen mobs of taxi drivers blocking traffic and overturning illegal Uber cars.
And, yes, China's taxi industry might be inefficient cartels, but it's hard to picture Beijing, increasingly at odds with the US, letting a bunch of twentysomething Silicon Valley scofflaws collect billions of dollars from transactions involving unlicensed Chinese drivers driving Chinese passengers around Chinese cities, while taking income from millions of licensed, poor and angry Chinese taxi drivers.
Uber seems to be bringing social disharmony to China while picking the pockets of vested financial interests there. That's a bad combination, like doing 100km/h in your Ferrari with only one eye on the road. It's not likely to end well.
Robert Boxwell is director of the consultancy Opera Advisors


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According to the Consumer Product Safety Commission (CPSC), consumers should stop using the recalled products immediately. The CPSC announced the following warning:
- There have been 140 reports of incidents with the brewers spraying hot liquid, coffee grounds or tea leaves onto consumers, including 37 reports of second-degree burn injuries. One incident involved a 10-year-old girl from Minnesota who received second-degree burns to her face and neck and had to be hospitalized.
- The plastic disc, or T Disc, that holds the coffee or tea can burst and spray hot liquid and coffee grounds or tea leaves onto consumers using the brewer and onto bystanders, posing a burn hazard.
- There have been 21 reports of incidents of hot liquid and/or coffee grounds spraying onto consumers and bystanders, including four reports of second-degree burn injuries. One injury involved 2-year-old girl from Canada who received second-degree burns to her face.
- The recalled espresso T Discs can become clogged and spray hot liquid and coffee grounds onto consumers and bystanders during or after brewing, posing a burn hazard.
Defective products imperil adults and children. The lawyers at Liever, Hyman & Potter, P.C., are concerned for the safety of families and represent parents and their children in product liability lawsuits involving defective and dangerous products.


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Thechemical Bisphenol A (BPA), which is used in shatterproof plastics, DVDs, and ski goggles, as well as to line canned foods to keep them fresh, has come under similar attack. Trace elements of BPA can be absorbed into food. Yet study after study has shown the miniscule amounts of BPA consumed through such normal, everyday uses have no impact on human health. Unfortunately, groups like the Breast Cancer Fund ignore that research, and continue to try to convince womenthat eating a can of Campell’s soup jeopardizes your health.
It would be one thing if such tactics just unnecessarily scared people and boosted sales of BPA-free foods and household items. Those BPA-free products tend to cost more and may not function as well, but it’s up to individual moms and dads if they want to use more of the family budget to avoid certain substances, even if the science suggests it’sunnecessary.
Yet the fear-mongering around certain substances also leads to a misallocation of resources that could be identifying the real drivers of cancer or new treatments and cures. Between 2009 and 2012, National Institute of Health grant funding increased about 2.6 percent. NIH’s breast cancer research fared much better, increasing by 13 percent. Yet BPA-related research did the best of all, rising more than 135% during that time frame.
In fact, thousands of studies have been conducted on BPA’s impact, and none have ever shown harm from normal use. How many more studies do taxpayers have to pay for, for activists to be satisfied that normal use of BPA is safe? Given that the paucity of evidence that BPA really presents a risk, wouldn’t these extra research dollars be better targeted elsewhere, such as to additional research on new treatments for diseases like breast cancer?
Cancer is a scary disease. Since early detection can be key, it’s important that everyone should be aware of symptoms of disease like breast cancer and take action to try to keep themselves healthy. Yet activists who create boogie men out of harmless products don’t advance the cause of better healthy; they create distractions that impede real progress.


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BlackBerry has released some more information about its plans to keep the Priv up to date with security patches as they are available. The company has already given some details about how it added another layer of security to Android, and now it is detailing how it will keep that going forward.
BlackBerry plans to push hotfixes for critical issues, along with monthly security updates like other smartphone manufacturers have already committed to. Here are some of the details:
- Android Monthly Security Updates: BlackBerry will release these monthly updates to users that have purchased PRIV through shopblackberry.com and to PRIV resellers (carriers and other authorized dealers) that have agreed to participate in our regular monthly update program and facilitate rapid approval of our monthly updates for over-the-air (OTA) to subscribers.
- Hotfix: Depending on the severity of the problem, complexity of the fix, and timing relative to the monthly update cycle, BlackBerry will opt to perform a hotfix, where the code to address only the specific critical problem is pushed to customers. Because a hotfix is typically limited in scope, the balance between a longer testing and approval process and the risk from the critical flaw makes this approach an important addition to helping keep users safe and secure.
- Enterprise-Managed Updates: By controlling when and to which devices and users that patches are delivered, IT can avoid expensive software incompatibilities and ensure that the security issues most important to the business are mitigated. In the mobile world, enterprises have lost this control. BlackBerry aims to bring back this control through BlackBerry Enterprise Server (BES) and OTA management systems.
While it’s great to see BlackBerry being proactive and discussing these topics, now we need to wait to make sure it can follow through. Security has always been a key focus of the company, and we don’t image it will stray far from those roots.


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Coca-cola marketing communications: a critical analysis posted on february 12, 2015 by john dudovskiy this article represents a critical analysis of marketing communications materials used by coca-cola company, a global beverage manufacturer and retailer based in georgia, united states. Coca-cola has launched its first-ever global marketing plan, bringing promotion of all drinks under its namesake brands into a single, one-brand marketing strategy. Strategic marketing plan for coca-cola - 2016 in the global market, coca cola is the market leader for the beverage industry as it holds 486% as per the recent statistics (wijngaarden et al . Coca-cola is launching a new global advertising campaign, attempting to combat a decreased appetite for soda and other sugar-laden drinks the new campaign’s tagline is “taste the feeling .
As the most recognizable brand in the world, coca-cola certainly knows a thing or two about successful global marketing at over a century old, coke remains an industry leader both in product sales and marketing the following are some of the keys to the iconic company’s strategies: despite having . The marketing review, 2003, 3, 289-309 wwwthemarketingreviewcom demetris vrontis1 and iain sharp2 manchester metropolitan university business school and legal and general the strategic positioning of coca-cola in their global marketing operation examines how coca-cola has strategically positioned it self within the world’s soft drinks market. Ahmet c bozer, president of the coca-cola company’s eurasia and africa group, has spent his career demonstrating how a large international company can build a strategy and structure itself to compete in emerging markets coca-cola is one of the most globally active international companies .
Coca cola marketing strategy essays the coca-cola company is the world's leading manufacturer, marketer, and distributor of nonalcoholic beverage concentrates and syrups. Coca-cola is searching for a new global marketing campaign that could see the end of its six-year 'open happiness' activty the drinks maker has invited 10 roster agencies to pitch ideas for coke . Coca cola global marketing strategy - download as word doc (doc / docx), pdf file (pdf), text file (txt) or read online scribd is the world's largest social reading and publishing site search search.
Today at an event in paris, the company’s chief marketing officer, marcos de quinto, revealed a new 'one brand' global marketing strategy that, for the first time ever, unites coca-cola, coca-cola light/diet coca-cola, coca-cola zero, and coca-cola life under the iconic coca-cola brand positioning in one global creative campaign, taste the . Let's take a look at the coca cola social media marketing strategy which is the company's most effective marketing and customer engagement channel. Case study: coca cola integrated marketing communications and a ranking of #4 of the world’s most valuable brands place coca cola squarely on the global market coca-cola marketing .
Coca-cola used seven key design and marketing strategies, which made it as recognizable in the streets of shanghai as in its hometown of atlanta by the 1920s, says coca-cola vp of innovation and . Strengths in the swot of coca cola brand equity – interbrand in 2011 awarded coca cola with the highest brand equity award coca cola with its vast global presence and unique brand identity is definitely one of the costliest brands with the highest brand equity. Learn social media marketing (smm) through this post 'coca cola's social media marketing strategy to become a global brand'. The strategic positioning of coca-cola in their global marketing operation regarding the external and often uncontrollable factors which may impact upon a firms positioning strategy this .
Coca-cola and its global marketing strategies coca-cola is a company that is known worldwide for its product it is a drink that spans all ages, colors, races, and countries the coca-cola company is the world’s leading manufacturer, marketer, and distributor of nonalcoholic beverage concentrates and syrups. This article represents a critical analysis of marketing communications materials used by coca-cola company, a global beverage manufacturer and retailer based in georgia, united states the coca cola company is a global manufacturer, marketers and seller of non-alcoholic beverages and syrups based . Coca-cola is launching its first global marketing campaign in more than a decade as it takes its ‘one brand’ strategy global with the introduction of the new ‘taste the feeling’ strapline the ‘one brand’ strategy, which brings its four product variants – coca-cola, diet coke, coca .


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Thousands of traders and manufacturers across the country are grappling with the Rs 50,000 weekly limit on cash withdrawals ordered by the government in the wake of the demonetisation chaos. And it’s nothing short of a nightmare for many. A peek into the informal sector—the best one can manage considering its size—shows most of them are neither familiar with the world of digital transactions nor find it convenient. And surely, that’s not what they desired. Many fear the tight flow of cash may well cripple their business if the money supply is not eased soon.
On its part, the government, in its desire to promote digital transactions, has removed a big hurdle—albeit temporarily—by doing away with service charges on debit card and smartphone transactions. But this move may not be enough to help the traders, contractors and small industries—all part of the informal sector that accounts for 45 per cent of India’s GDP and over 80 per cent of the workforce—resume normal operations.
The near-desolate look in large parts of the normally crowded wholesale markets in Delhi, whether Sadar Bazaar or Bhagirath Palace, the largest electrical goods market in Asia, or even at the retail hubs, has its own tale to tell—a story that finds an echo everywhere in the country, whether in Muzzaffarnar, Uttar Pradesh, or the hundreds of small-scale industrial hubs, all of which are operating well below their capacity due to the cash crunch. “Output has been affected, especially in large industrial hubs in places such as Moradadbad, Firozabad, Muzzafarnagar, Panipat, etc. There are over 300 such hubs. Much of the raw materials used by industries there are recycled material. One cannot buy ‘kabadi’ through cheque payment, which means the raw material supply to many units has almost dried up,” says Anil Bhardwaj, secretary general of the Federation of Indian Micro and Small & Medium Enterprises.
As most workers in these hubs are migrants who prefer cash payments, thousands of them are going back to their villages, affecting production. November is part of the peak export season for units manufacturing curios, furnishing, gift items and seasonal wear, so the cash crunch could not have come at a worse time.
Bhardwaj fears many units may be crippled beyond recovery if the total conversion of demonetised currency takes six months as many fear. This is bound to affect the loan-repayment capacity of many units, leading to a rise in bank NPAs.
Praveen Kumar Anand, president of the Federation of Sadar Bazar Traders Association, laments the lack of cash flow, which drives the low-margin wholesale business. It has led to an almost 90 per cent dip in business. “Wholesalers don’t favour a switch to digital or banking transactions,” says Anand. “Our margins are 3-5 per cent on an average. Using a swipe machine or digital payment comes with transaction and rental charges, making it unviable. If the banks take 1.5-3 per cent as charges, how will we survive? Further, even if we want to do so, there are many small traders who are unwilling to transact except in cash for selling or buying products.”
Anand points out that those who are selling without billing have an unfair advantage as the buyers often get swayed by the lure of paying 5-10 per cent less without the tax component. While welcoming the government move aimed at cleaning up the parallel economy, traders were critical of the fact that “not even five paise out of Rs 100 collected as tax gets spent on public infrastructure, which are in poor shape compared to facilities in many countries we visit for business”.
Devesh Rai, founder and CEO of B2B marketplace Wydr, says demonetisation has resulted in “a lot of white money too going out of the system, leading to a working capital crunch. Sales are down across sectors and it will take at least two months to get the liquidity back in the system.”
Reporting 35 per cent dip in ‘cash on delivery’ transactions and overall 20 per cent dip in online sales, Rai admits card transactions can be limiting as there is a threshold for such operations. Currently, many of the high-value transactions are done through NEFT or RTGS, which have higher transaction costs. On top of this, there is a lack of wherewithal, knowledge and infrastructure to handle large volume transactions.
As households try to conserve new currency in hand, given the long queues in front of banks to withdraw money, the hardest hit are the contractors who undertake renovation of homes and offices with their retinue of painters, plumbers, electricians and daily-wage helpers. “Extra expenses related to repairs, maintenance and renovation are being avoided. We are just carrying on with the work in hand. No new work is coming our way,” says A.N. Das, a contractor, who is hopeful that things will improve in two or three months.
Achint Mittal, who owns the Muzzaffarnagar-based R.R. Company, a wholesale business dealing in gur (jaggery), sugar, rice and pulses, hopes cash availability will improve soon as the weekly limit on bank withdrawals is proving to be a big handicap. “Farmers are hit as we are unable to make payments,” he says. “There is already a 50-60 per cent drop in gur production. Even rice-milling work has been impacted as we are unable to procure enough stocks.”
Mittal, who is also president of the Navin Mandi agri-produce wholesalers association, points out that farmers, on an average, bring produce worth Rs 50,000 to Rs 4 lakh to sell in the wholesale market. This is harvest season, so around 400-500 farmers come to the mandi every day. Not having sufficient cash is a major drawback as only the big farmers are able to sell their produce, on credit. The sale of stocks in hand is also moving slowly as even the retailers are not coming forth. Grappling with slow sales at their end, retailers are finding it tough to pay workers and manage other expenses with little cash in hand.
The cash crunch is despite there being sufficient legitimate money in their accounts, wholesellers complain. Even payments made through RGTS are inaccessible due to the withdrawal limit, making many businessmen “almost like beggars”.
“The market is disturbed and business affected as most transactions used to take place in cash,” says Bharat Ahuja, president of the Delhi Electrical Traders Association. “Outstation customers have stopped coming. Even the credit buyers are facing problems with banks not releasing the money in their account.”
Operating from Bhagirath Palace, Ahuja says the desired transition to cashless sales will take time as there is hardly any provision for card payment in around 4,500 shops housed in the market complex.
Indeed, cash transactions, whether accounted or unaccounted, have for long ruled many a business in India—from cloth to leather, gems and jewelry, vegetables and fruits. A rapid transition to digital or online payments seems unlikely even if the proposed Goods and Services Tax (GST) is introduced. Already cash transactions in new currency are beginning to slowly replace what was put out of circulation by demonetisation. Will the government then offer incentives to woo the business class to adopt the digital mode? Or is another surgical strike in the offing?


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In an effort to keep fingers off keypads during the coronavirus outbreak, Publix announced Friday that they’re finally accepting Apple Pay and other forms of mobile payment.
In a statement released April 2, the Lakeland-based grocer said it will roll out contactless payments including Apple, Google and Samsung options at all of its store locations by April 4.
“In these unprecedented times, we recognized the need to make our customers’ trips to our stores faster and more efficient,” said Publix CEO Todd Jones in the statement. “By expediting this payment option, we will help customers reduce contact with commonly used surfaces like PIN pads.”
The company also previously announced that that would also install plexiglass barriers at registers, customer service desks and pharmacies.
— Our small but mighty team is working tirelessly to bring you news on how coronavirus is affecting Central Florida. Please follow CDC guidelines and Orange County advisories to stay safe, and please support this free publication. Consider making a one-time or monthly donation. Every little bit helps.


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Just when it seemed like it was all over for Psystar, the infamous Mac-clone maker is reportedly set to emerge from bankruptcy and “again battle Goliath.” In an email newsletter sent to subscribers today, the company said Chapter 11 protection was critical to their daily operations, and suggested it plans to continue churning out products despite its legal and financial troubles.
In fact, the company just unveiled their new Open(7) system, which pairs an Intel Xeon CPU with up to 24GB of RAM for a fast OS X experience starting at $1,500. Psystar also announced a new bootloader, called the Darwin Universal Boot Loader (DUBL), and mentioned plans of an open source release. More details regarding the future of its business are expected soon, as the Chapter 11 process nears completion.
The lawsuit will likely continue in the meantime, which makes me wonder if Psystar folks are unusually valiant for releasing a new Mac-clone, have the financial backing of Apple’s competitors as it has been previously speculated, or are just poorly advised.


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News Item: ONS Report Outlines Price Movements in Plant Hire Since 2019
The Office for National Statistics has released an article which examines the price movements that have occurred in equipment hire and construction materials between 2019 and 2021, and analyses the causes behind them.
The article reports that global supply chain disruptions are impacting on the availability and price of construction inputs. Producer Price Inflation inputs into construction continue to push output prices, with the increased output pushing demand, thereby increasing prices.
The full report can be viewed here.


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The Auto Bild magazine has tested and compared 10 tyres for SUVs, such as the BMW X1, in the size 255/55 R17. The German magazine urges us to buy quality tyres, even if they are sometimes more expensive.
The German magazine Auto Bild has tested 12 winter tyres in the size 225/40 R18 on a Golf GTI. Is it really possible to drive a sports car safely in winter without losing any performance?
The famous British magazine, Auto Express has published a test of 9 winter tyres in the size 205/55 R16 for city and passenger cars. This comparison test is a little special since coronovirus restrictions prevented the magazine from completing the test, but it provides a good idea of the best winter tyres currently available.
ADAC and the Swiss Touring Club have compared the best SUV winter tyres for the 2020 winter season. Of the 13 tyres tested in the size 235/55 R17, only one tyre lived up to expectations whereas all the other tyres showed their limits.
Safety in all weather conditions? Such is the promise of the all season tyres that Auto Bild tested in its latest test. The German magazine selected 32 tyres in the popular size 205/55 R16 to test them on the road.
Auto Bild has published a new, comprehensive tyre comparison test. For this winter, the German magazine has tested no less than 51 winter tyres in the size 245/45 R18 for the BMX 5-Series and other high performance passenger cars and estate cars.