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Last Friday, Nintendo announced the launch of a spoof double-playing game called "Stretcher Block" in the state of zero announcement. According to recent data mining, the game may have been completed six months ago.
According to the discovery of data mining enthusiast SimonTime, the 1.0.0 version of this work has been uploaded to the Nintendo server as early as May 29th. From the time schedule, it is likely to be prepared for E3. But I don’t know why the reason was delayed for half a year before I officially met with you.
(Before the "Fitness Ring Adventure" and "Brain Exercise" new work is also staggered E3 and September two times will be announced separately, I do not know how many such games are waiting to be released in Nintendo)


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US seafood group Bumble Bee Foods has agreed to plead guilty for its role in a conspiracy to fix the prices of shelf-stable tuna fish, such as canned and pouch tuna, in the US – and pay a US$25m criminal fine, the Department of Justice (DOJ) has announced.
The DOJ said yesterday (8 May) the fine will increase to a maximum criminal fine of $81.5m “payable by a related entity, in the event of a sale of Bumble Bee subject to certain terms and conditions”.
The move comes after two Bumble Bee executives pleaded guilty last year for their roles in a conspiracy to fix the prices of packaged seafood sold in the country.
According to a one-count felony charge filed yesterday in the US District Court for the Northern District of California in San Francisco, “Bumble Bee and its co-conspirators agreed to fix the prices of shelf-stable tuna fish from as early as the first quarter of 2011 through at least as late as the fourth quarter of 2013”, the DOJ said.
Under the terms of the plea agreement, which is subject to court approval, Bumble Bee will cooperate with the DOJ antitrust division’s ongoing investigation into price fixing.
The antitrust division’s acting assistant attorney general Andrew Finch said the charge is the third to be filed – and the first to be filed against a corporate defendant as a result of the probe.

domain: news


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We might learn more about Apple's latest products sooner than expected. BleepingComputer has reported that a cybercrime group called REvil is threatening to leak "stolen product blueprints" unless it's paid a $50 million ransom by April 27.
The report was published mere hours after Apple revealed a completely redesigned iMac that has USB 4 support, the first iPad Pro models to feature its M1 chip, and other new products. That probably wasn't an accident—this way REvil can take advantage of all the hype.
BleepingComputer reported that REvil stole the product blueprints from Quanta Computer, the second-largest notebook original design manufacturer in the world, alongside what the cybercrime group described as "a lot of confidential data."
Right now, it seems like the information stolen from Quanta Computer was limited to the MacBook line, which likely includes the latest MacBook Air and MacBook Pro models (the current MacBook Pro made our list of best ultrabooks and premium laptops), but the company may have had blueprints for other Apple devices as well.
REvil has already published some schematics that they allegedly stole. 9to5Mac claims to have seen some of these documents, which allegedly include technical specs for upcoming MacBook Pros that have a few new features, including HDMI, an SD card reader and a MagSafe connector.
The group has given Quanta Computer—or, presumably, Apple—until April 27 to pay a $50 million ransom in exchange for the stolen data. That ransom will double after the deadline expires; it's not clear when the affected files might actually be leaked.
Neither amount would be significant to Quanta Computer or Apple. The former reported $709 million in annual profit as of September 2020, according to Fortune, and Apple's market cap is well over $2.2 trillion. They can afford it.
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The problem is that paying a ransom, or even negotiating with a group like REvil, can make a company a more appealing target in the future. It's kind of like the "we don't negotiate with terrorists" rule cited by politicians in every modern action movie. Except, you know, with product blueprints instead of some kind of deadly weapon.
Nathaniel Mott is a freelance news and features writer for Tom's Hardware US, covering breaking news, security, and the silliest aspects of the tech industry.
Apple's plans get leaked all the time. Hopefully, they just tell them to go pound sand. Or go full "Payback". Offering a $50 million reward for the group, dead or alive.Reply
But..but...Apples can't get viruses, right?Reply
Would it really matter? At best we just know about something Apple hasn't told us yet and it wouldn't really change things. Okay cool, a rumored product gets "confirmed." I mean, I guess this gives a heads up to everyone else what Apple is up to.Reply
Also I doubt anyone who covers Apple products would take a look at the data or at the very least, let it be known they looked at it.


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Desk Report: Recently Scottish government has said. the destruction of unsold, durable goods could be banned in Scotland as part of plans to reduce waste, t, Proposals for a ban will be put forward in a consultation on a new Circular Economy Bill to be published in May.,It is intended to address public concerns about unsold products being destroyed or ending up in landfill. Retailers may have to look for other options for unsold products, including donation and recycling.
Circular Economy Minister Lorna Slater said: “It is absolutely senseless for perfectly good products to end up in landfill. Rather than being wasted in landfill or incinerated, they should be reused or repurposed.”
France has recently enacted such a ban and the EU is currently considering similar interventions.
A circular economy is a key component of the Scottish government’s response to the climate crisis, aiming to reduce waste and keep products and materials in use for as long as possible.


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It's clear the Virgin Megastore in Downtown Disney's freshly minted West Side project is huge. But how huge?
Walt Disney World has an official size: 49,000 square feet. That would make the store the second-largest in Virgin's group of record and book stores.
Virgin Entertainment Group Chief Executive Ian Duffell says the store is, in fact, his biggest. Although he didn't offer specifics, he said it is a lot larger than Disney publicity materials say it is.
Why the discrepancy?
Duffell suspects dimension envy.
Disney's largest commercial structure, the World of Disney character store, is 50,000 square feet. Disney, he said, doesn't want an outsider boasting that it is the biggest thing going at Lake Buena Vista.
Officially, the largest of Virgin's 10 stores in the United States is on Times Square in New York City.
When Disney Development Co. applied for a building permit with the Reedy Creek Improvement District in December, plans called for a building of slightly more than 56,000 square feet. The newly filed certificate of occupancy puts the size at 51,314 square feet.
Disney officials acknowledge that there's probably more to the Virgin store than previously announced.
"We asked that whatever number Virgin came up with reflect the total amount of retail floor space," Walt Disney World spokesman Craig Dezern said. "I asked them to do this because the retail floor space is what people see when they enter the store."
Dezern said he knows nothing about an effort to downgrade Virgin.
"On a retail-space to retail-space comparison, Virgin likely has a bigger store than we have," Dezern said. "Frankly, we don't really know why anyone would really care about this."


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ST. LOUIS (KMOX) – It’s been said that for every $100 spent in locally-owned, independent stores, $68 returns to the community through taxes, payroll, and other means (according to the 3/50 Project).
More than 80% of the businesses in the city of St. Louis are considered small businesses.
Jessi Cerutti brought a number of them together for a Rock-N-Roll Craft Show, Saturday, at the 3rd Degree Glass Factory on Delmar, “You don’t realize almost everyone you know might work for a small business or be involved somehow. Or you may not know your neighbor might be crafting things in their closet.”
Business was brisk on Saturday, as Mayor Francis Slay and others helped the locals celebrate Small Business Saturday, “It’s a packed house. There’s a lot of unique, locally-made items people can enjoy. We’ve got people supporting small business, and that’s what this is all about.”
Slay says St. Louis recently was named by Kiplinger as one of the ten best U.S. cities for starting a small business.


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Rare Nintendo video game Stadium Events didn't break any records during its latest eBay auction.
Though factory sealed, the 28-year-old fitness game known as one of the rarest games in the world only nabbed $35,100 over the past two weeks.
Some bids had put the asking price past $100,00, but were later removed due to possible fraud.
Two copies of Stadium Events earned $13,105 and $41,300 in 2010 during separate eBay auctions.
The 8-bit game soured into history after being recalled shortly after its limited release in the US. It's believed only 200 copies sold at $29.99 sneaked into the hands of consumers before the rest were inevitably destroyed, industry experts say.
The game, developed by Bandai for the original Nintendo console, had players compete in a track and field competition by running on a Family Fun Fitness.
Attempts by the Daily News to contact the seller — only known as "Menaceone" of Black Diamond, Wash. — were not immediately returned.
He got the game while working at Nintendo during a 22-year career and didn't realize its worth until 2011.
His game's starting price was $5,000 and on its first day, it skyrocketed to $20,000.


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October 25, 2006 -- D-Link has introduced its DHP-301, a 200-Mbit/sec powerline network kit that enables consumers to tap into existing electrical wiring to extend their home networks.
The company says that network-enabled devices can easily be added to a home network using the kit, which contains two powerline adapters, Ethernet cabling, and an installation disk. No new cables or wires are necessary, since the kit's adapters employ ordinary AC power and wall sockets for transferring data.
"Our powerline networking solution makes it even easier for consumers to enjoy the benefits of a true digital home designed for high-definition media streaming, online gaming, and other next-generation applications," remarks AJ Wang, chief technical officer for D-Link. "The technology is fast, extremely easy-to-use, and is a natural complement to our popular wired and wireless home networking for moving data into areas of a home, where it may be difficult to run a cable or achieve a strong wireless signal."
According to the company, connecting to the home network with the kit requires only plugging one adapter to a router and the other to an Ethernet-ready device such as a PC, HDTV, digital video recorder, game console, print server, or digital media player. The company says the technology is ideally suited for bandwidth-demanding applications such as high-definition media streaming, music sharing, and online multi-player gaming.
Suggested retail pricing for the kit is $219.99.


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Use of the social-media photo application Instagram has been filtering into the restaurant business slowly over the past two years, but Facebook’s announcement this week of a $1 billion deal to buy the photo-sharing platform turned more heads.
In addition, the free application was added earlier this month to Google’s Android operating system after spending its first two years as an iPhone-only app. Instagram recently said it has about 30 million registered users.
“A picture really is worth a thousand words,” Daniel Barrett, restaurant and service manager at Ava Kitchen & Whiskey Bar and Pizzeria Alto in Houston. “It’s a great tool, because food is very much about the visual — how it’s plated, how it looks.”
The Instagram posts have led to incremental sales, Barrett said. “One day we posted a picture of a vegan-friendly pizza, and one of our followers had a Houston vegan website. They reposted the photo, and we got a few people come in because of it.”
The Instagram app allows users to post simultaneously to a choice of Twitter, Facebook, Flickr, Tumblr, Poseterous and Foursquare.
“It’s uncommon when a brand and social media channel align so naturally both from a business [brand] benefit and social media user scenario perspective,” Pamela Naumes, director of digital for Los Angeles-based Pinkberry, wrote in an email to Nation’s Restaurant News.
She said Pinkberry also capitalizes on the viral nature of the social-media platform.
“There’s great opportunity to reach out to new customers and really leverage this channel as an awareness builder for the brand,” Naumes said.
Nation’s Restaurant News asked restaurant Instagram users for their top tips for using the social media application.
Mama Fu’s Asian House, Albert Im, marketing manager of Austin, Texas-based (@mamafus on Instagram):
Tell a story: In social media, every word counts, Im said. “Think about your audience. Who are they? What do you want them to know about your brand? Mama Fu's Asian House is a fun place for friends and family alike. We create that same environment in our Instagram stream by incorporating photos of our guests and staff whenever we can.”
Reveal: People love to feel included, Im said. “Give your guests an experience beyond the dining room. Are you preparing for a special event? Maybe you're testing a new item in the kitchen. These are all wonderful opportunities to grant behind-the-scenes access to your fans, and they'll love you for it.”
Engage and learn: “The single most important rule of social media is to engage,” Im said. “Interact with your followers: Take the time to visit their feeds and comment on them. This lets people know that you are an active member of this visual community and have a genuine interest in others.”
These interactions also help the restaurant learn about the fans of the brand, and a lot of information can be gleaned from looking at fans’ Instagram feeds for their habits, lives and passions. “Invest some time and get to know your fellow Instagrammers,” Im said. “Doing so will give you a richer understanding of the people that have been nice enough to follow you.”
Ava Kitchen & Whiskey Bar and Pizzeria Alto, Daniel Barrett, restaurant and service manager (@AvaAlto on Instagram):
Remember search: Tagging photos with hashtags makes your posts searchable. “Make sure your tags are relevant to your post, and always post them to Twitter as well,” Barrett said. Keep the description of your photo short and concise. Also remember to not over post.
Post more than just food: “People want to know about the restaurant as a whole,” Barrett said. “Photos of the chefs, restaurant, and people make for interesting posts.” Also don’t be afraid of color as it makes food pop, he said.
Make the posts worthwhile: Play with all the filters Instagram offers, as variety is a good thing, said Barrett. Make sure to provide hyperlinks to your restaurant’s Facebook, Twitter, website and any other online content.
Pinkberry, Pamela Naumes, director of digital (@PinkberrySwirl on Instagram):
Leverage channel strengths: “Understand how and why your customers use Instagram,” Naumes said. “What kind of photos of your brand do Instagrammers post? Deliver an experience based on that learning and don’t forget to curate content that’s original, authentic and brings your brand to life visually. For example, if you’re a food brand, then show foodie and appetite appeal.”
Create contests: “Ask your community to tag your brand photos in Instagram and then integrate them into other social media channels like Facebook, Twitter [and] even your website,” she said. “We love user generated content and often use Instagram photos on Facebook as the ‘Instagram photo of the week.’ We like to celebrate the community and recognize their efforts.”
Engage with your audience: Don’t just post images, connect with the community, Naumes said. “Instagram is passionate,” she said. “Respond to comments, ask questions, follow back, listen and develop a relationship. You’ll earn trust and gain advocates … and learn something new.”


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Nissan board chairman shedding CEO duties
Ghosn is leaving as CEO but will continue working with the company as its board chairman, a recent release on the Shults Auto Group website said.
Ghosn has led Nissan for the past 16 years. Before taking on that position, he was the executive vice president at Renault and formed an alliance with Nissan.
His leadership helped make Nissan's vehicles more appealing to customers, according to the Shults post.
Ghosn took over the leadership position at Mitsubishi in December and the brand is already seeing the effects of his help.
“As Nissan’s chairman, I will continue to supervise and guide the company, both independently and within Renault-Nissan-Mitsubishi,” Ghosn said in the posting.


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The joint venture is being formed to launch a new category of natural, healthy and functional ingredients based on microalgae that provide nutritional properties along with outstanding taste and texture. Solazyme-Roquette Nutritionals plans to launch a variety of oil, protein and fiber based products aimed at delivering improved performance with a superior health profile compared to ingredients in the market today.
The joint venture, which will be 50% owned by each parent company, will be named Solazyme-Roquette Nutritionals, and will be operational by the beginning of 2011. The management team and board of directors will be drawn from both parent companies with Solazyme’s CEO, Jonathan Wolfson, serving as the initial CEO. Roquette will fund and build a joint venture-owned, commercial-scale manufacturing plant with capacity in the tens of thousands of tons of annual production, sited at a Roquette corn wet mill. In addition, Roquette will provide upfront licensing payments to Solazyme and working capital to fund the joint venture until reaching profitability.
This venture combines Roquette’s history and capabilities as a global food ingredient supplier with Solazyme’s innovative microalgae-based technology. Like Solazyme, Roquette has been actively developing a microalgal nutritional platform and runs the ALGOHUBÒ program while currently selling algae-based nutritional products. Roquette also possesses global manufacturing assets, and access to carbohydrate feedstock in multiple geographies through its network of highly efficient mills. In addition, the joint venture will leverage Roquette’s large, global nutritional sales force to stimulate rapid market entry and provide access to major food companies worldwide. The merger of Roquette’s extensive resources with Solazyme’s revolutionary microalgae-derived food ingredient technology, which includes heart-healthy algal flours and oils, will provide solutions that improve both product functionality and nutritional profile in large market food ingredient applications.
“Roquette is a family-owned company with outstanding values which create the basis for a long-term relationship with Solazyme. Beyond that, Roquette provides a total package including feedstock, manufacturing and applications expertise, and robust sales, marketing and customer relationships,” says Jonathan Wolfson, CEO and co-founder of Solazyme. “Combined with Solazyme’s technology, the joint venture is extremely well-equipped to commercialize revolutionary natural products into the food industry that provide all of the performance benefits consumers have come to expect, while providing the improved nutritional profiles they deserve.”
“Solazyme and Roquette share a very clearly-defined vision that microalgae will provide a major new class of food ingredients and we enter this joint venture very enthusiastic about the future,” said Guy Talbourdet, CEO of Roquette. Marc Roquette, chairman of Roquette continued, “We believe that along with Roquette, Solazyme possesses the most innovative microalgal food ingredient technology in the world, and we look forward to using our extensive skills and assets to help bring this technology to market.”


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MP turns fire on to leading chain store
The campaigning Dewsbury MP who forced high street chain WH Smith to climb down on its hospital pricing policy has turned her fire on Marks & Spencer.
Speaking in Parliament, Paula Sherriff called for a debate on the practices of big businesses and singled out the FTSE-100 retailer.
The Labour MP said: “Marks & Spencer continues to charge a significant premium on products such as flowers in hospital shops and has failed to follow the requests to remove guilt lanes packed with unhealthy snacks by its tills.
“Now, it has refused to meet me to discuss its appalling treatment of British workers who staff its major UK depot and are kept on insecure contracts. It is exploiting loopholes in EU law to pay new staff less than others who are doing the same work.
In response, Chris Grayling MP said: “I have not looked at those details in Marks & Spencer, but every company today benefits from being a responsible employer and a responsible organisation. The honourable.”
Ms Sherriff said Marks & Spencer came to her attention when she was looking into policies in hospital shops in the summer.
She said she was disappointed with the response from the retailer at their meeting, unlike WH Smith which was more receptive and made concessions on its policies.
After her meeting, she said she became aware of other claims about Marks & Spencer.
She said: “I’m not going for M&S however I think it is important that those brands which trade on British ideals behave and act in a responsible manner.
“If I’m presented with evidence that does not support them, then as an MP I feel I have a duty to look into that.
“It is really important consumers and staff are getting the best deal.”


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In his 2017 National Day Rally speech, Prime Minister Lee Hsien Loong spoke about how Singapore was lagging behind other countries, such as China, when it comes to e-payments. A cashless society plays a huge part in Singapore’s move towards becoming the world’s first Smart Nation, along with digital and technological progress and innovation. However, 60% of payments in Singapore are still transacted using cash and cheques.
Answering to Mr Lee’s call is Grab, whose aim of driving mass adoption of mobile payments in Singapore and across Southeast Asia is gaining traction quickly. The feature of transferring Grab credits to others was rolled out in September last year, and these credits can be used to pay for your Grab ride. It’ll also help to split bills when taking rides with others.
On a further push towards cashless transactions, at least 25 eateries – including homegrown bakery chain Cedele, and the recent night market Flashbang – are currently utilising the electronic GrabPay platform. In fact, at Grab’s pop-up store held at Plaza Singapura over Christmas, seven out of ten shoppers reportedly used up all their GrabRewards points.
To use GrabPay to purchase merchandise, you need to scan the QR code and key in the amount that you want to pay, then swipe an icon to confirm the transaction. No additional application or further download is required, making it extremely convenient.
Merchants also receive their earned revenue at the end of each day, ensuring a smooth cash flow for these small businesses. Grab does not impose any transactional charges for the first six months, and neither is any additional device needed to facilitate the system.
While Grab’s mobile wallet is open to all merchants, the firm will be focusing on our island’s 20, 000 cash-only merchants, such as hawker stalls. “We want to help these home-grown businesses and micro-entrepreneurs grow by giving access to a low cost and easy-to-use mobile payment solution, new revenue and marketing exposure to our large customer base of 4 million users in Singapore,” GrabPay SEA Managing Director Jason Thompson explains.
Thompson carried on to share that Singapore is the first country chosen to trial GrabPay beyond transportation, with 75% of Grab riders here using GrabPay to pay for their trips.
At the same time, an improved GrabRewards system is also in play to entice more users. This includes existing partnerships with brands such as Starbucks, Zalora and Singapore Airlines.
Grab hit one billion rides in October, and currently has more than 77 million mobile downloads across the region.


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Puma sales increased by 25.8 percent currency adjusted to 1,548.8 million euros, or increased 19.2 percent reported, despite Covid-19- related lockdown measures and supply chain constraints due to port congestion especially in North America. The company said, all regions and product divisions supported this sales growth with a currency adjusted double-digit increase.
Commenting on the first quarter trading, Bjørn Gulden, chief executive officer of Puma SE said in a release: “Despite the uncertainty about the longevity and impact of the Covid-19 pandemic, continued capacity issues and cost increases in global freight and a tense political situation between key regions that could have a negative impact on our industry, we feel confident that 2021 will be a better year than 2020. We believe that we should achieve a full-year sales growth in the mid-teens and that we will achieve a significantly better profitability compared to last year.”
Highlights of Puma’s first quarter results
The company added that sales in Americas were up 38.5 percent, driven by North America, Asia/Pacific grew 28.8 percent, led by Greater China and EMEA was up 14 percent, despite lockdowns in Europe.
The growth was lead by footwear sales growth of 27 percent and apparel sales growth of 27.2 percent, based on strong demand for running and training as well as sportstyle categories. Accessories growth was at 19.4 percent, supported by golf, as well as the leg- and bodywear business.
Puma’s wholesale business increased by 24.3 percent to 1,202 million euros, despite lockdown related store closures in several markets and supply chain constraints in North America. The direct to consumer business (DTC), which includes company-owned and operated retail stores as well as e-commerce, increased by 31.3 percent currency adjusted to 346.8 million euros, driven by strong growth in ecommerce of 74.9 percent currency adjusted.
Puma reports strong profit growth
The gross profit margin in the first quarter improved by 90 basis points to 48.5 percent despite negative currency effects.
The company further said that operating result (EBIT) in the first quarter increased to 154.3 million euros due to strong sales growth, higher gross profit margin and continued OPEX control. This resulted in an improved EBIT margin of 10 percent in the first quarter of 2021.
Net earnings increased from 36.2 million euros to 109.2 million euros and earnings per share were up from 0.24 euros in the first quarter of 2020 to 0.73 euros in the first quarter of 2021.


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As part of a companywide effort to up its digital ad game, ESPN is looking to innovate in an area often shunned by tech advancements: radio.
For the sports giant, the online radio and podcasting arms of the business are surprisingly robust. The ESPN Radio mobile app has registered over 3 million downloads while popular podcast titles like Bill Simmons' B.S. Report have attracted tens of millions of downloads over the years. To take advantage of this audience, ESPN digital audio is unveiling a dynamic cloud-based ad insertion program with the hope of targeting listeners by device, location, age and gender in real time across live national broadcasts.
The new technology, developed with online radio provider Abacast, is a departure from the standard, static ad insertion platforms available to online radio providers where ads must undergo somewhat cumbersome coding and delivery processes.
Essentially, this means that during large radio broadcast events like last month's BCS Championship game, during which ESPN Radio hosted nearly 110,000 mobile audio streams, ESPN will be able to serve individual ads to each one of those listeners during live breaks. While it may sounds obvious, for online radio it is a first-of-its-kind technology for an industry largely behind the times in digital ad technology.
"This was a huge hole in the radio industry," ESPN Digital Audio senior manager Blair Cullen told Adweek. "Before, it was one stream to thousands of people, and it didn't make sense that we were targeting women with a lot of the ads that were running. Now, hundreds of thousands of people are going to get different ad breaks. You could be in the same car as your friend wearing different headsets, and you'll still be served a different ad than that person," he said.
While this is a first for live programming, the ripple effects may be slow across the radio industry. ESPN is in a very small class in terms of scale, with large listenership and four physical radio properties in New York, Los Angeles, Chicago and Dallas.
For local radio stations, the new technology is a definite advancement, but probably not one with much application for smaller players. However, as the digital audio business continues to grow across mobile, sophisticated targeting methods may add a new, stable revenue stream that could help to supplement the low CPMs currently plaguing mobile display ads.


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Burger Become Top Rated Food Restaurants French
Burger identical as American popular foods. But in France, buns contain meat patty is now a favorite menu in the restaurant.French people's tastes seem to change to match the Americans. This is evident from the results of a recent study which reveals 75% of restaurants in France offers a burger on the menu. In 80% of those restaurants, burger even so the best-selling menu."Listening burger (in France) is unstoppable," said Bernard Boutboul Food Consulting Company as Director of Gira Conseil, which is behind the study.
Last year, about 1:19 billion burgers consumed in France. When converted, this quantity is equal to the consumption of 16 burgers per person each year. The total is up 11% from the previous year.
Because of the popularity, burger shifting the main menu of French society that is jambon-beurre consisting of ham and baguette butter. This classic sandwich sales fell to 1.23 billion in 2015.
"If it continues like this, then in the next 2 years sales jambon-beurre and burgers can be competing," said Boutboul as reported by Fox News
Not only luxury restaurants are reaping the benefits of increased sales of burgers. McDonald's France is the largest market outside the United States experienced an increase in revenue this year.
Boutboul explains fast food restaurants such as McDonald's, Burger King, and accounted for a third of total sales Quick burger in France.
"Burger has developed from a basic menu into a menu of fast food restaurants Michelin-star restaurant. More than just a fad foods, burgers have become a way of life," he said.
Seeing an opportunity in France, an American company burgers, Five Guys plans to open its first store in Paris in the next few weeks.
But the burger popularity in France is not currently able to beat the Americans. In 2014, the restaurants there sold more than 9 billion burger. That is, every average person ate 28 burgers in the year.
About the sale, the more burger marketable. It encouraged the presence of a chain restaurant quality such as Shake Shack and Five Guys. Revenues in American restaurants that sell burgers reached 70 billion USD in 2013.
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Whether it’s phishing, Trojan Horses or a DDoS attack, cyber crime is getting more and more complex and efficient
All of which is obviously concerning, but have you ever wondered how hackers actually make their money?
According to stats from Varonis, more than two-thirds (68%) of business leaders feel their cybersecurity risks are increasing. (Accenture), while just 5% of companies’ folders are properly protected, on average.
Figures also show that data breaches exposed 4.1 billion records in the first half of 2019 and almost three-quarters (71%) of breaches were financially motivated with a quarter (25%) motivated by espionage.
To date, the 2013 attack on Yahoo remains the biggest security breach in history, as hackers got their hands on the names, email addresses, phone numbers, birth dates, security questions and answers, and encrypted passwords associated with at least half a billion Yahoo accounts, about 8 million of which are thought to be from the UK.
It’s thought the hack was funded by another country in a ‘state-sponsored’ attack, but it’s not known which country was behind it, and it eventually compromised the data of 3 billion people!
How cyber crime pays
Hackers use all sorts of tricks, such as Trojan Horses, viruses, spam attacks, crawl bots and all kinds of malware to get their hands on sensitive data – and they can make thousands of pounds worth of profit with relatively little initial outlay.
This infographic below from Kaspersky, developers of internet security and antivirus software, tallies up out the victim’s losses and the criminal’s gain…
Back to the Yahoo attack
So now you know how hackers can make money out of any kind of security breach you can see how getting the details of half-a-billion Yahoo email users could turn a profit.
The big worry about the Yahoo hack though is the length of time it took the internet giant to acknowledge the attack – a lot of damage can be done in two years!
Professor Alan Woodward of the University of Surrey said of the hack: “It is really worrying that a breach from 2014 can have gone undetected for so long. It is also surprising the public statement took so long to appear.
He added: “I would have thought most companies had learned by now that early disclosure is better, even if you have to revise and update as you learn more.”
And to put the whole hack into some sort of perspective, it goes way beyond other recent data breaches like MySpace (359 million), LinkedIn (164 million) and Adobe (152 million).


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India and Mexico are both strong trading and investment partners. Mexico is the main Latin American destination for Indian investments and in turn the largest Latin American investor in India. Both countries have maintained a friendly relantionship for over 70 years, and currently share a "Privileged Partnership ". In 2018, bilateral trade between India and Mexico exceeded 10 billion dollars.
(source: Bank of Mexico)
Trade grew from 6.4 billion dollars in 2016 to 10.16 billion dollars in 2018. During the pandemic, trade suffered a downturn reaching 2016 figures and in 2021, trade amongst both countries has reached again the 10 billion dollars mark and has reached again the list of the top ten trade partners for Mexico.
Mexico has received Indian company's joint investments of more than 3 billion dollars, creating employment opportunities for over 60 thousand people, mainly in the sectors of Pharmaceutical, Information Technology, and Automotive.
According to data released by the Ministry of Economy of the Government of Mexico, there are 224 Indian companies in Mexico in diverse sectors.
Today, Mexico continues to be an important and attractive destination for Indian companies, for its strategic location, trade treaties and conection to United States of America, Canada and Latin America.
Companies like Uflex and TCS continue to expand their operations in Mexico. Uflex in 2020 announced the investment of the energy plant in Altamira, Tamaulipas and have also confirmed investment expansions in 2022 in the State of Tamaulipas, the total of the new invesment is valued at $ 200 Million USD.


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UK: HQ jobs to go in Asda restructuring
Asda to cut jobs
Asda, the UK supermarket arm of Wal-Mart, has confirmed it will be cutting head office jobs as part of a cost cutting drive.
The company declined to detail the number of jobs impacted, although some reports have suggested in the region of 200 head office positions could be eliminated. No shop floor positions are impacted, a spokesperson for the supermarket operator told just-food.
The spokesperson said the move followed a review of the business prompted by a "structural change taking place in the market".
"This led us to set a new strategy in 2013 which will see Asda redefine value retailing in the UK. Consequently, we have been talking to our colleagues for some time about the need for change. In the spirit of openness, we've let our colleagues know that we will be having some more detailed discussions with them this week about a new structure."
Asda is lowering prices in a bid to defend its market share in a growingly competitive - and price-focused - landscape where discount retailers Aldi and Lidl are stealing sales from mainstream multiples.
Rival supermarket Morrisons revealed it will invest GBP1bn (US$1.67bn) in "self help" measures over the next three years, with a GBP300m investment in its proposition planned for fiscal 2014/15. Meanwhile Tesco, the UK's largest supermarket, said last month it will invest GBP200m in pricing.
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Content type: Advocacy
7th December 2018
Consumers benefit from the existence of competitive markets, in which they can freely choose among a wide range of products and services. Competition policy plays an important role in this regard by ensuring that competition is not disrupted in a way that can harm consumers directly (e.g. leading to price increases or less choice) or indirectly (e.g. weakening competition as a process by hampering the ability of firms to compete on the merits).
Content type: News & Analysis
9th October 2018
Image Source On 10 October 2018, the US Senate Committee on Commerce, Science, and Transportation, will convene a hearing titled “Consumer Data Privacy: Examining Lessons From the European Union’s General Data Protection Regulation and the California Consumer Privacy Act". The Senate will hear from: Dr. Andrea Jelinek, Chair, European Data Protection Board Mr. Alastair Mactaggart, Board Chair, Californians for Consumer Privacy Ms. Laura Moy, Executive Director and Adjunct…
Content type: Advocacy
2nd October 2018
Privacy International encourages the European Commission to consider ways to reform or at least re-interpret competition regulation to address the data protection implications and the broader societal challenges posed by the exploitation of data by big corporations. This includes, for example, systematic consideration of data protection issues (including though consultation with relevant data protection authorities and organisations protecting privacy and consumer rights) when assessing mergers…
Content type: Explainer
26th September 2018
In the digital economy there is a trend towards corporate concentration. This is true for social media platforms, search engines, smart phone operating systems, digital entertainment, or online retailers. Meanwhile, the way in which market dominance is measured traditionally does not always capture the extent of their control: firstly, their products and services are often “free” and secondly, it’s often not clear in which “markets” and “sectors” these companies operate, since there is so much…
Content type: Report
1st August 2018
Privacy International welcomes the opportunity to file these comments in advance of the Federal Trade Commission’s public hearings on competition and consumer protection in the 21st century.


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Business Diary: May 1-6
By Hubert B. Herring
Published: May 8, 1994
THE ECONOMY Would Bread Lines Make the Financial Markets Happier? In the perverse financial world, no good news goes unpunished. The markets hate job numbers that are too strong, because they're afraid the inflation bells will go off -- though no one's actually seen any inflation -- and the Federal Reserve will clamp down again. So on Friday's surprising report that unemployment fell to 6.4 percent and 267,000 payroll jobs were added in April (to top it off, without the truckers' strike that would have been 73,000 higher), the stock and bond markets went into mourning. The Dow industrials, off more than 50 at one point, lost 26, while 30-year Treasury bond yields hit 7.54 percent, an 18-month high. . . . Even as the job numbers soar, though, there are dark spots: New York State has lost 97,000 jobs in 12 months, a worse performance even than California. And last week Digital Equipment said it would cut at least 20,000 more jobs.
The Noisy Month of May A silent spring? Not a chance. As nature bursts blissfully forth, gardeners brace for attack, their deafening arsenal -- lawn mowers, weed bashers, leaf blowers, you name it -- gassed up and ready. But noise pollution is just the beginning. While car emissions are scrutinized, garden tools spew far more filth, creating fully 10 percent of air pollution, the E.P.A. says. Mowing for an hour matches the pollution caused by driving 11 1/2 hours. So last week the E.P.A. said it will regulate garden-tool emissions. But it didn't mention one clean, silent, forgotten alternative: the reel mower. How does it run? You push it. 'Healthy,' Redefined For many, food-buying is a constant struggle between healthy foods and high-salt, high-fat siren calls. And some food packagers seemingly offer the best of both worlds by slapping words like "healthy" on all sorts of things. No more. Last week the F.D.A. and the Agriculture Department said that from now on "healthy" on a label must mean healthy inside. Products must be low in fat and low in salt, and have certain redeeming vitamins. An industry lobbying group says the rule is too restrictive because, say, green beans do not meet the vitamin threshold. But wouldn't it be silly to put "healthy" labels on beans? Shopping for Dollars Governments and currency speculators have very different wish lists. Governments want things nice and steady, otherwise trade gets distorted. A strong dollar makes American goods too costly abroad, while a strong mark makes German goods too costly here. But speculators like movement: then they can roll their dice and -- with all their fancy strategies -- score big if they bet right. Speculators have been betting heavily against the dollar lately -- perhaps because they thought President Clinton wouldn't act to support it -- and their bets have helped batter the dollar. But last week Washington and its allies decided it was enough and, in the biggest intervention in the currency markets in nearly two years, 16 nations went on a dollar shopping spree, propping it up for the moment. The question is, Will speculators be scared into reverse -- or will they simply take a breather? Auto Sales Hit Cruising Speed When sales surged 19.7 percent in March, auto makers worried that their recovery was so dazzling it would burn out -- that no buyers would be left. They prefer steady growth, a foundation for lasting good times. That's just what they got in April, as the most recent figures showed a far more modest 4.9 percent rise. What cooled things off? Higher interest rates, probably -- but also, many dealers simply didn't have enough cars and trucks to sell. The buyers -- or, as one analyst described them, "close to six million units of pent-up demand waiting to be satisfied" -- are still out there, to keep this recovery purring. COMPANIES Drug Makers Face Reality Even without health reform, drug makers are racing to adjust to new realities. One new reality: the spread of "managed care" andhealth plans that buy vast quantities of drugs at discount. Managed-care drug companies could control 80 percent of the market in five years. So to keep from being left behind, drug giants are climbing aboard. Just last week SmithKline Beecham agreed to buy Diversified Pharmaceutical Services, a discount-drug marketer, and Pfizer and Value Health said they'd create a managed-care unit. I.B.M., at Your Service I.B.M. has set itself a reasonable goal: make a decent profit. But the way it's always done so, making computers, provides only scant returns these days. So last week it had a new idea: It will, in effect, try to turn its vast marketing force into consultants, experts who can give clients just what they need, including software and tailor-made plans, not just sell them machines. Marketers will be divided by industry, not by which machine they sell. A Low-Voltage Send-Off It was a moment that could have marked the beginning of an era: a leading auto maker saying it would mass-produce an electric vehicle. But when Chrysler announced plans for its electric mini-vans last week, it did so as if it had already given up on selling them. It said it would build the mini-van to comply with a California law requiring such vehicles by 1998 but said its range was so short, and its price would be so high, that few people would buy it. But now, at least, electric vehicles have a foot -- well, a battery -- in the door. A Death at Tenneco Michael Walsh could handle simple matters like turning Tenneco around, but not brain cancer. In February, after a long battle, he stepped aside. Last week he died at 51. At Kodak, Less Is Sharper George M. C. Fisher knew he had to get hopping. He's Kodak's chairman now only because his predecessor was ousted for not cutting costs fast enough. His plan: pare Kodak to the basics. Last week he said he'd sell just about everything but pictures: the drug unit Sterling Winthrop, plus household products and medical testing businesses. It'll be a far smaller company, with revenues more like $13 billion than $20 billion. Southwest: On Its Own No matter how much pressure the industry's heavies put on Southwest Airlines, it refuses to play by their rules -- and this upstart has become the nation's most profitable airline. For one thing, it has refused to pay fees to be listed on the big computer reservation systems, and last week rival carriers moved toward deleting Southwest from those systems. Southwest's response was typical of its I'll-take-you-all-on approach. It simply started its own computer system. Pretty soon, American et al. may clamor to be listed there. Jett Wants His Money Joseph Jett wants his money. Kidder, Peabody dismissed him as its top government bond trader, saying he'd created $350 million in fake profits to inflate his $9 million bonus, and froze nearly $5 million Mr. Jett had in a Kidder account. But last week, "vehemently" denying wrongdoing, Mr. Jett went to court to try to dislodge that money. So what about that $350 million? Mr. Jett may say supervisors knew what he was doing. But if those profits were fiction, how could his pay -- presumably a cut of those profits -- be treated as fact? INTERNATIONAL If Ribbons Count, Yes, It's Open In a sense, the Channel Tunnel is here. Opening ceremonies were held last week, complete with heads of state cutting ribbons. The huge project, intoned the Queen, rejoins "what nature separated some 40 million years ago." It was fitting that she took the long view, for the tunnel was supposed to open a year ago, and its cost, at $15 billion, is nearly twice the original budget -- and counting. And, ribbons aside, it's still not open: Shuttles for trucks? In a few days, maybe. Passenger trains and car shuttles? This summer, maybe -- for special guests. Regular service? With luck, this fall. And where do investors stand? Don't ask. Vietnam Comes Calling Unlikely as it may sound, Vietnam wants Americans back. It badly needs rebuilding and foreign investment, and it is wary of getting it only from Asian neighbors. Last week, a delegation from Ho Chi Minh City was here in search of investors, the first such expedition since the American trade embargo was lifted in February. But if it gets any nibbles, all sides must be patient. The two nations have no diplomatic relations yet, and Vietnam is not likely to get most-favored-nation status, which brings low tariffs, for a couple of years.
Photos: High-speed train entering the tunnel. (Mario Fourmy/R.E.A.-Saba); Ho Chi Minh City, when it was Saigon. (Ernest Zaugg) Graphs showing change in nonfarm business payrolls from Jan. 1993 to April 1994 (Source: Bureau of Labor Statistics) and the value of the dollar against a trade weighted index of foreign currencies (Sources: Datastream, Federal Reserve)


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Burberry PLC (LON:BRBY, OTC:BURBY) has revealed plans for the surprise departure of Christopher Bailey, its chief creative officer who also acted as the fashion group's chief executive officer until earlier this year.
In a statement today, Burberry said that - after 17 years with the FTSE 100-listed firm - Bailey will leave the company by the end of 2018 to “pursue new creative projects”.
The group said Bailey will remain its president and chief creative officer until 31 March 2018, when he will step down from the board, but he will provide his full support to new chief executive officer Marco Gobbetti and his team on the transition until 31 December 2018.
Gobbetti commented: "Burberry has undergone an incredible transformation since 2001 and Christopher has been instrumental to the Company's success in that period."
He added: “While I am sad not to have the opportunity to partner with him for longer, the legacy he leaves and the exceptional talent we have at Burberry give me enormous confidence in our future. We have a clear vision for the next chapter to accelerate the growth and success of the Burberry brand and I am excited about the opportunity ahead for our teams, our partners and our shareholders."
Shares fall; interims due soon
In reaction to the shock news, Burberry shares in London were down 1.25%, or 24p at 1,898p in mid-morning trading.
Burberry will release its first half results next Thursday, November 9.
In a preview note today, JPMorgan Cazenove raised its target price for Burberry shares to 1,800p from 1.620p and repeated a ‘neutral’ rating on the stock.
The US bank’s analysts said: “We expect a relatively good set of numbers on easy sales and profit comparables. We expect H1 18E Sales up 8% reported to £1,256mln and adj PBT up 23% yoy to £180mln.”
They added: “The H1 18E Results presentation will also mark the first time CEO Mr Gobbetti presents to the investment community and there is much positive anticipation building into what he might announce.”


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U.S. Reps. Annie Kuster and Chris Pappas, both D-N.H., on Wednesday led a letter, signed by a bipartisan group of 38 members of Congress, to Agriculture Secretary Sonny Perdue calling on the Trump administration to include the hardwood industry in any future trade mitigation assistance packages.
The letter follows the administration’s announcement of its latest trade mitigation assistance package on May 23. This package includes financial support to industries impacted by the escalating trade tensions between the U.S. and China. Prior to the levying of this tariff in September, China purchased 50% of U.S. hardwood grade lumber exports – approximately $2 billion worth of product.
Once the tariffs were in place, demand slowed, and the value of hardwood exports fell by $154 million per quarter as exports to China declined by 42%. These harsh economic conditions jeopardize small businesses and good jobs in communities across New Hampshire and around the country.
“We ask that hardwood producers be included in any future assistance packages the administration may undertake. China is by far the largest importer of American hardwood, and our trade dispute with the Chinese is ravaging this industry that supports jobs and communities across our country,” the bipartisan group of members wrote in the letter. “The impact of Chinese counter tariffs on hardwood, part of the escalating trade tensions between our nations, will be detrimental if a solution is not found.”


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By Charles Q. Choi, Small Times Contributing Editor
Mar. 22, 2007 — Nanotube manufacturer Carbon Nanotechnologies Inc. (CNI), co-founded by late Nobel Laureate and nanotube pioneer Richard Smalley, will merge with nanotube patent aggregator and product developer Unidym in Menlo Park, Calif.
Unidym has exclusive licenses to carbon nanotube patents from eight universities, including the California Institute of Technology, the University of California Los Angeles, Duke University and Rensselaer Polytechnic Institute. The combined company, known as Unidym, will also have exclusive licenses to all the intellectual property in CNI’s portfolio, for control of 59 U.S. issued carbon nanotube-related patents. The merger is expected to close in early April.
While Hyperion Catalysis in Cambridge, Mass., “controls the large-diameter multi-walled carbon nanotube landscape, Unidym will control the small-diameter carbon nanotube space,” asserts John Miller, vice president of business development at Arrowhead Research in Pasadena, Calif. Unidym is a majority-owned subsidiary of Arrowhead.
Unidym plans to begin selling transparent nanotube-based films in 2008 as replacements for indium tin oxide (ITO) in products such as touch screens and solar cells. While Unidym previously made carbon nanotubes for demonstration purposes, the merger will allow for mass production for commercial development of the ITO replacement.
The merger also enables Unidym to establish a program to license packages of patents covering carbon nanotube-based products. Such a “one-stop shop for licensing” would make previously scattered intellectual property available for product development, hopefully encouraging manufacturers to make new investments, Miller said.
CNI will “definitely benefit from this merger, since it was not able to penetrate the market as it hoped, and applications for carbon nanotubes didn’t materialize as quickly as they might have liked,” said Lux Research senior analyst Vahe Mamikunian in San Francisco. “And Unidym gains with CNI’s intellectual property, making it a more significant player.”
“We recognized that we were at a state in our growth where we needed to be nearer to downstream markets and thought Unidym was probably the farthest along in the electronics area, a high-value area we’re excited about,” said CNI president Bob Gower, who will take on a board member and advisor role in the merged company.
The merger will “really consolidate intellectual property from many diverse sources here, which will hopefully further speed up commercialization of carbon nanotube applications,” Mamikunian said. “This merger could also be the impetus for consolidation activity in the carbon nanotube space to accelerate.”
“There’s a need to get companies larger in the nanotech space. This does that. There’s a need to strengthen nanotech company intellectual property position. This does that. There’s a need to get to real in-use markets, and is a giant step forward for that,” Gower said.
The merger involves both assets and operations. Former CNI personnel will continue to work in Houston.
No investment bank assisted with the transaction. The Goodwin Proctor law firm represented Arrowhead; Gower said that as a matter of course CNI does not disclose its law firm in such matters.


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When the pandemic started last spring, Di Fara, one of New York City’s storied pizza joints, had the same question as countless restaurants nationwide: How would it make any money when customers weren’t allowed through its doors?
One answer quickly emerged: Ship frozen (and slightly smaller) versions of its classic pies across the country in partnership with the eight-year-old e-commerce platform Goldbelly.
Sales picked up so much that Di Fara converted its two-year-old second location, in a food hall, to essentially be a Goldbelly production line. Margaret Mieles, the daughter of Di Fara’s founder, who had already struck an agreement with Goldbelly in December 2019, credits the platform with helping the pizzeria avoid layoffs.
It isn’t just iconic pizzerias that have relied on Goldbelly to survive lockdown orders. More than 400 of the 850 restaurants that sell food on Goldbelly’s platform have joined since the start of the pandemic, an influx that the company says has more than quadrupled sales over the past 12 months.
Parkway Bakery & Tavern in New Orleans, recalled dodging calls from Goldbelly representatives pitching the platform for more than a year, before relenting in September 2019. Even then, he said in an interview, he would ship perhaps 15 boxes in any given week.
Then pandemic lockdowns devastated the restaurant industry. More than 110,000 restaurants nationwide had permanently closed by December, the National Restaurant Association estimated, and a survey it conducted found that sales in October had dropped from a year earlier for 87 percent of the full-service survivors.
Mr. Kennedy shut Parkway in March 2020. When he restarted the business several months later, he began by shipping its signature po’ boy sandwiches through Goldbelly. At the height of the pandemic, Parkway shipped around 200 orders a week, doing roughly the same business that it had done prepandemic — only now its customers included people far from New Orleans.
“We got customers from Alaska calling us, asking us what to do for leftovers,” Mr. Kennedy said. “These are customers we would never have had.”
Some restaurants seeking alternate sources of revenue during the pandemic turned to local delivery services; total orders on DoorDash’s platform in 2020, for instance, jumped roughly threefold from the previous year.
But like Mr. Kennedy, many also turned to Goldbelly to ship their pork shoulder dinners, bagel brunches and huckleberry cheesecakes to locations as far away as Hawaii. (Goldbelly doesn’t consider services like DoorDash to be rivals, since its food generally takes at least a day to arrive and requires cooking).
grilled eggplant parm — something that previously would never have been served at the Michelin-starred restaurant — in part because it would do well on Goldbelly.
Spectrum Equity, the investment firm that is leading the new financing round, reached out to Goldbelly last year as it saw how the company was able to connect local restaurants with a national audience.
“The pandemic has really accelerated trends that were already happening,” said Pete Jensen, a managing director at Spectrum, adding that Goldbelly’s growth has been “extraordinary.”
Mr. Ariel said the fresh capital — raised at an undisclosed valuation — would help Goldbelly expand further, including by hiring more staff and augmenting new offerings like livestreamed cooking classes with celebrity chefs, including Marcus Samuelsson and Daniel Boulud. The company is looking to have more than 1,000 restaurants on its platform by year-end.
The goal, Mr. Ariel said, is to make Goldbelly the biggest platform on which restaurants make money outside of in-person dining, while expanding their brands nationally.
Streetbird is on the Goldbelly platform.
But others, like Ms. Mieles of Di Fara, said they remained committed to the service. “I think, honestly, Goldbelly is here to stay,” she said.
It has been only five weeks since New York State legalized the use of recreational marijuana. The board that will oversee the rollout has yet to be appointed, let alone rules set for how licenses will be issued to cannabis businesses. The sale of legal pot in the state is still a year away. And, of course, marijuana remains illegal on the federal level.
But already the rush is on to get a piece of what could be a $4.2 billion industry in the Empire State.
Brokers are talking to landlords about leasing storefronts to dispensaries. Representatives of out-of-state cannabis businesses are flying in to scope out properties. And suppliers of medical marijuana are expanding in the hope that they will be able to branch into recreational sales.
Agricultural land upstate is now marketed as being “in the green zone” for hemp farming or the construction of grow houses for cultivating marijuana.
may soon change.
heated discussions among local officials, some of whom “can’t fathom the idea of the devil’s lettuce businesses within their borders,” said Neil M. Willner, co-chair of the cannabis practice at Royer Cooper Cohen Braunfeld, a New York City law firm.
But the pandemic may have softened the stance of some officials, given the jobs and tax revenue that cannabis businesses can generate after the protracted health crisis has decimated both. The state estimates that the new industry could bring it $350 million in annual revenue and create 30,000 to 60,000 jobs.
Meanwhile, funding is pouring into the industry in anticipation of possible federal legalization, some lenders will now do business with cannabis companies, and real estate investment trusts have sprung up to serve marijuana interests.
an increase in purchasing over leasing in the past year.
“Going forward, when banking becomes more normalized for us — when we have the opportunity to get real estate debt in the way traditional industries do — we would have a preference for owning real estate,” said Barrington Rutherford, senior vice president of real estate and community integration at Cresco Labs, a cannabis company with operations in several states.
law firms, consultants, insurance agents and accountants specializes in helping clients jump through regulatory hoops. A listing service that is the industry’s answer to Zillow offers a wide range of real estate, from $65,000 lots in an industrial park in Lexington, Okla., to a $109 million, 45,000-square-foot grow house in San Bernardino, Calif.
The brick-and-mortar side of cannabis real estate has also evolved.
As cultivation of marijuana has become more sophisticated, grow houses have expanded — they can be 150,000 square feet or more, with high ceilings, heavy-duty ventilation, lighting and security. Processing typically occurs in separate buildings with high-tech machinery.
dispensaries are increasingly stylish, offering a rarefied retail experience. Accomplished architecture and design firms have gotten into the act. There are even companies that specialize in kitting out dispensaries and other cannabis real estate.
And as marijuana gains broader public acceptance — and some celebrity glamour, with Jay-Z’s Monogram and Seth Rogen’s Houseplant — stores are opening in prominent locations near traditional retailers.
“We’re next to Starbucks in downtown Chicago,” Mr. Rutherford said. “In Philadelphia, the store we’re opening is a half block from Shake Shack and down the block from Macy’s.”
“We are building a portfolio of sites that would be enviable by any retail organization,” he added.
The New York State law also provides for licenses for “consumption sites,” and this is expected to give rise to clublike lounges and cannabis cafes. The prospect of such convivial settings has led to predictions that New York City may become the next Amsterdam.
These new storefront uses would appear to be a godsend for New York’s retail real estate market, where availability has increased and rents have fallen.
“A few years ago, when the market was stronger, it was harder to find landlords willing to play ball,” said Benjamin S. Birnbaum, a broker at the real estate services firm Newmark. “What’s changed, because of the pandemic, is that every landlord is willing to talk about it.”
in a recent CNBC interview.
Regardless of size, opening a dispensary can be complicated and expensive, in part because states have required that would-be retailers have control of a site, through a lease or option to lease, before they can apply for a license. But the number of licenses in some states is limited, with no guarantee a business will get one.
In Oregon, some applicants had to wait so long — one or two years, said Andrew DeWeese, a lawyer with Green Light Law Group in Portland — they eventually gave up and essentially sold their place in line.
“It’s a Catch-22,” said Kristin Jordan, a cannabis lawyer in New York City. “You want to secure real estate, but you don’t want to jump the gun.”
Still, the prospect of operating in New York, a state with more than 19 million residents and a major tourist destination, is so enticing that cannabis companies are getting their ducks in row.
Companies that have medical dispensaries, which have been operating since 2016, are in an enviable position because it is believed they will have an advantage in securing additional licenses.
Cresco Labs has four medical dispensaries in New York, including one in the Williamsburg neighborhood of Brooklyn. It is unclear whether the state will allow recreational marijuana to be sold at those locations, but Mr. Rutherford is hedging his bets, adding parking and in some cases expanding by leasing a storefront next door to an existing space.
“We are making sure those stores are ready for the future adult use market,” he said.
Long before the coronavirus hit, nutrition programs that served the nation’s older adults struggled to keep up with a growing demand. Often, they could not.
In Charlotte, N.C., and nine surrounding counties, for example, the waiting list for Meals on Wheels averaged about 1,200 people. But Linda Miller, director of the Centralina Area Agency on Aging, which coordinates the program, always assumed the actual need was higher.
She knew some clients skipped meals because they couldn’t travel to a senior center for a hot lunch every weekday; some divided a single home-delivered meal to serve as both lunch and dinner.
Some never applied for help. “Just like with food stamps, which are underused,” Ms. Miller said, “people are embarrassed: ‘I worked hard all my life; I don’t want charity.’”
5.4 million older recipients.
For years, advocates for older adults have lobbied Congress for more significant federal help. Although the Older Americans Act has enjoyed bipartisan support, small annual upticks in appropriations left 5,000 local organizations constantly lagging in their ability to feed seniors.
From 2001 to 2019, funding for the Older Americans Act rose an average of 1.1 percent annually — a 22 percent increase over almost two decades, according to an analysis by the AARP Public Policy Institute. But adjusted for inflation, the funding for nutrition services actually fell 8 percent. State and local matching funds, foundation grants and private donations helped keep kitchens open and drivers delivering, but many programs still could not bridge their budget gaps.
food insecure,” meaning they had limited or uncertain access to adequate food.
And that shortfall was before the pandemic. Once programs hastily closed congregant settings last spring, a Meals on Wheels America survey found that nearly 80 percent of the programs reported that new requests for home-delivered meals had at least doubled; waiting lists grew by 26 percent.
Along with money, the Covid relief legislation gave these local programs needed flexibility. Normally, to qualify for Meals on Wheels, homebound clients must require assistance with activities of daily living. The emergency appropriations allowed administrators to serve less frail seniors who were following stay-at-home orders, and to transfer money freely from congregant centers to home delivery.
Even so, the increased caseloads, with people who had never applied before seeking meals, left some administrators facing dire decisions.
In Northern Arizona, about 800 clients were receiving home-delivered meals in February 2020. By June, that number had ballooned to 1,265, including new applicants as well as those who had previously eaten at the program’s 18 now-shuttered senior centers. Clients were receiving 14 meals each week.
By summer, despite federal relief funds, “I was out of money,” Ms. Beals-Luedtka said. She faced the grim task of telling 342 seniors, who had been added to the rolls for three emergency months, that she had to remove them. “People were crying on the phone,” she recalled. “I literally had a man say he was going to commit suicide.” (She reinstated him.) Even those who remained started receiving five meals a week instead of 14.
diminish loneliness and help keep seniors out of expensive nursing homes. They also may help reduce falls, although those findings were based on a small sample and did not achieve statistical significance.
Interestingly, Dr. Thomas’s research found daily meal deliveries had greater effects than weekly or twice-monthly drop-offs of frozen meals, a practice many local organizations have adopted to save money.
Frail or forgetful clients may have trouble storing, preparing and remembering to eat frozen meals. But the primary reason daily deliveries pay off, her study shows, is the regular chats with drivers.
“They build relationships with their clients,” Dr. Thomas said. “They might come back later to fix a rickety handrail. If they’re worried about a client’s health, they let the program know. The drivers are often the only people they see all day, so these relationships are very important.”
a prepandemic evaluation found.
So while program administrators relish a rare opportunity to expand their reach, they worry that if Congress doesn’t sustain this higher level of appropriations, the relief money will be spent and waiting lists will reappear.
“There’s going to be a cliff,” Ms. Beals-Luedtka said. “What’s going to happen next time? I don’t want to have to call people and say, ‘We’re done with you now.’ These are our grandparents.”
In recent weeks, a heated discussion about whether Amazon’s workers must urinate in bottles because they have no time to go to the bathroom — a level of control that few modern corporations would dare exercise — has raged on Twitter.
“Amazon is reorganizing the very nature of retail work — something that traditionally is physically undemanding and has a large amount of downtime — into something more akin to a factory, which never lets up,” said Spencer Cox, a former Amazon worker who is writing his Ph.D. thesis at the University of Minnesota about how the company is transforming labor. “For Amazon, this isn’t about money. This is about control of workers’ bodies and every possible moment of their time.”
Amazon did not have a comment for this story.
Signs that Amazon is facing more pushback against its control have started to pile up. In February, Lovenia Scott, a former warehouse worker for the company in Vacaville, Calif., accused Amazon in a lawsuit of having such an “immense volume of work to be completed” that she and her colleagues did not get any breaks. Ms. Scott is seeking class-action status. Amazon did not respond to a request for comment on the suit.
Last month, the California Labor Commissioner said 718 delivery drivers who worked for Green Messengers, a Southern California contractor for Amazon, were owed $5 million in wages that never made it to their wallets. The drivers were paid for 10-hour days, the labor commissioner said, but the volume of packages was so great that they often had to work 11 or more hours and through breaks.
Amazon said it no longer worked with Green Messengers and would appeal the decision. Green Messengers could not be reached for comment.
An Amazon warehouse in the Canadian province of Ontario showed rapid spread of Covid-19 in March. “Our investigation determined a closure was required to break the chain of transmission,” said Dr. Lawrence Loh, the regional medical officer. “We provided our recommendation to Amazon.” The company, he said, “did not answer.” The health officials ordered the workers to self-isolate, effectively shutting the facility for two weeks. Amazon did not respond to a request for comment on the situation.
And five U.S. senators wrote a letter to the company last month demanding more information about why it was equipping its delivery vans with surveillance cameras that constantly monitor the driver. The technology, the senators wrote, “raises important privacy and worker oversight questions Amazon must answer.”
LONDON — The initial public offering for Deliveroo, the Amazon-backed food delivery service, is set to be Britain’s biggest this year, giving the company an initial market value of 7.6 billion pounds, or $10.4 billion. But the listing, whose announcement was quickly heralded as a post-Brexit victory for London’s financial sector, has since been rocked by accusations of poor pay for Deliveroo riders.
Major investors, meanwhile, said they would sit out the offering.
Trading is set to begin on Wednesday, with shares priced at £3.90 a share, the bottom of the target range that originally was as high as £4.60. Earlier this week the company said that it wanted to price the shares “responsibly” and that it had received “very significant demand” from investors.
Deliveroo, which is based in London and was founded in 2013, is now in 12 countries and has over 100,000 riders, recognizable on the streets by their teal jackets and food bags. Last year, Amazon became its biggest shareholder with a 16 percent stake, which will drop to 11.5 percent after the I.P.O. The Deliveroo listing is the latest test for gig economy companies, whose business model is increasingly under threat in Europe as legal challenges mount.
Two weeks ago, Uber reclassified more than 70,000 drivers in Britain as workers who will receive a minimum wage, vacation pay and access to a pension plan, after a Supreme Court ruling. Analysts said the move could set a precedent for other companies and increase costs. In mainland Europe, where Deliveroo also operates, the European Commission is reviewing the legal status of gig economy workers.
a joint investigation by the Independent Workers’ Union of Great Britain and the Bureau of Investigative Journalism was published based on invoices of hundreds of Deliveroo riders. It found that a third of the riders made less than £8.72 an hour, the national minimum wage for people over 25.
Deliveroo dismissed the report, calling the union a “fringe organization” that didn’t represent a significant number of Deliveroo riders. The company said that riders were paid for each delivery and earn “£13 per hour on average at our busiest times.” In Britain, Deliveroo has 50,000 riders.
“Our way of working is designed around what riders tell us matters to them most — flexibility,” Deliveroo said in response to the investigation.
DoorDash, the American food delivery company, went public in December to much fanfare. Its share price jumped 86 percent on the first day of trading, closing at $189.51. On Monday, DoorDash stock closed at $129.98.
Some of Britain’s largest asset managers, including Legal & General Investment Management, which manages more than £1.2 trillion in assets, have said they will sit out the I.P.O. amid concerns about shareholder voting rights and worker rights. Like many start-up companies, Deliveroo will have two classes of shares, which for as long as three years will give William Shu, a co-founder and the chief executive, 57 percent of the voting rights.
The offering has prompted a debate over whether companies with dual-class shares should be allowed to join the “premium listings” section of the London Stock Exchange, which would permit them to be part of indexes like the FTSE 100, forcing many index funds to buy them.
While the New York Stock Exchange and other major exchanges allow this kind of privilege to dual-class companies (consider Google or Facebook), the London exchange does not — although some would like it to.
Legal & General said it was urging Britain’s financial regulator to preserve the rule keeping dual-class companies out of the premium listings.
This would protect smaller investors “against potential poor management behavior, that could lead to value destruction and avoidable investor loss,” the asset manager said. This year has also brought “increasing signs of countries and governments reviewing the gig economy status.”
But a recent review of Britain’s listings rules that has been embraced by the government recommended that companies with dual-class shares be allowed into the premium listings, with some restrictions. The review is part of a series of efforts by the Treasury to find ways to enhance London’s appeal as a global financial center, after Britain’s divorce from the European Union sent some trading activity to cities like New York and Amsterdam. One of the Treasury’s goals is to make the London stock market more appealing to tech companies after a dearth of major listings in recent years.
Rishi Sunak, said that it was a “fantastic” decision and that Deliveroo was a “true British tech success story.”
“The U.K. is one of the best places in the world to start, grow and list a business — and we’re determined to build on this reputation now we’ve left the E.U.,” Mr. Sunak said.
Michael J. de la Merced contributed reporting.


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mobile workforce - News, Features, and Slideshows
Companies will need to invest heavily in unified communications (UC) over the next four years as more staff work from home or in remote locations, according to analyst firm IDC.
Aptly named, a company's help desk is primarily focused on resolving technology issues so the business as a whole can function successfully. Despite the best of intentions, however, help desks can put the company at risk by using legacy tools, shared passwords and incomplete security practices.
Supporting staff who want to bring their own devices and applications to work may be a pain for many CIOs, but the business benefits make implementing a program worth the time and effort, according to Dimension Data's CIO Ian Jansen.
According to recent reports, the average business traveler carries three mobile devices for work and 25% of IT decision makers believe desk phones will be replaced by mobile phones within two years. The data points to an increasingly mobile workforce, one that expects a single user experience for accessing unified communications (UC) applications and services across all their preferred devices -- whether it is an employer-issued smartphone or an employee's BYOD tablet device.
- Sony's new mobile chief has hands full as handsets struggle
- IBM joins Tencent to target China's growing enterprise cloud market
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- Some Aussie businesses using DevOps to improve customer engagement and reduce IT spend: report


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In the build up to launching new iPads, CEO Tim Cook announced that Apple has sold over 170 million iPads. Cook claims that the iPad is used more than four times than other tablets.
Apple launched the first iPad in 2010 and introduced a new device category. Apple has 475,000 apps custom designed for iPads available on the App Store, out of 1 million apps available over all. The company, which gives developers 70 percent of the revenue generated, has so far paid developers $13 billion.


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Alibaba has revealed the initial public offering (IPO) of its monetary services arm, Ant Group, and is going for the world’s biggest-ever float determined by cash raised.
Ant is best known as the operator of Alipay, the payments platform that boasts over a billion active annual users and 80 million month-to-month active merchants. Ant also runs credit and finance platforms, also at massive scale.
The company filed for its IPO in July 2021 and has leaked out news of its strategies in the months because. Yesterday the last piece of the puzzle was revealed in the kind of a filing that defined just what’s on deal: a double listing in Shanghai and Hong Kong, with around $34 billion of scrip on offer to the general public and institutional investors.
If all shares are purchased the asking cost – RMB6880 and HK$8000 respectively– the company will manage the most significant IPO of all time. Larger, even, than the float of petroleum titan Saudi Aramco, which took the biggest-IPO-ever title from Alibaba.
Ant can take the title without offering the entire company: the float would value the whole outfit at over $310 billion.
Alibaba’s payment service Ant worries being crushed by United States bans on China trade
That colossal appraisal shows Ant’s supremacy of China’s payments market and the truth it has rapidly end up being a de fact alternative to money. Ant has actually also made investments in comparable operations such as India’s Paytm and has huge potential to offer more things to its client base.
An effective IPO would also be a vote of confidence in Ant’s ability to survive the US/China trade war and China’s intro of a Digital Yuan in addition to a plan that relatively sidelines Alipay by preferring commercial as issuers of wallets instead of letting brand-new payment suppliers into that market.
Those battles lie in the future. In the meantime, the world awaits the company’s very first day of trading, expected to be November 5th in Hong Kong. Couple of anticipate a flop. ®


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As Comcast Corp. continues to expand its services across the country, the responsibility for making them available to, and more important, for satisfying its subscribers falls to the cable operator’s marketing and customer-service departments.
After all, the company has lofty growth goals. Chairman and CEO Brian Roberts, in a 2005 earnings report, projected Comcast would increase revenue-generating units by 35% in 2006, tied mainly to the implementation of digital phone service. The company projects 80% of its markets will have rolled out digital phone by the end of this calendar year.
So far, the growth numbers are encouraging: In the company’s second-quarter earnings report at the end of July, Comcast tallied the addition of 306,000 digital-voice customers in the period. Digital video grew, too, adding 350,000 subscribers. That brings the company’s digital penetration to 49% of its customers.
To expand further, it’s all about price, packaging and promotion, said senior vice president of marketing Marvin Davis. Comcast customers have responded to the operator’s simplified pricing of $33 apiece for video, voice and data service in a bundle.
Comcast ads featuring turtles that live in the slow lane have been a huge success.
Three out of four digital-video customers take the triple play package, Davis said. Resisters reject the bundle, for instance, because they use cell phones for all their calls, or spurn high-speed data because they don’t have or use a computer at home, he added.
According to monthly consumer surveys, those who do sign up for the bundle do so to save money, to consolidate expenses on one bill (Davis said he was surprised how high convenience ranked among these customers) and because they perceive Comcast as a reliable, stable company.
To gain the marketplace’s attention, last October the company launched its buzz-building “It’s Comcastic” branding campaign.
The effort has included a series of hugely popular ads featuring Bill and Karolyn Slowsky, a pair of turtles (read: puppets) who swear by digital-subscriber line service because they simply find cable-modem service too fast. According to Davis, in pre-tests with focus groups, the campaign proved to be the highest-scoring effort that Comcast has ever planned.
Conceived by San Francisco-based agency Goodby Silverstein & Partners, the creative effort also featured classic TV stars, such as Loretta Swit and Mr. T, and classic TV forms, such as game shows, to convey the message that Comcast has superior products.
Adweek named it campaign of the year in February, and the individual spots have been posted by fans for viewing on Web sites such as YouTube. Davis said the campaign helped the company break through the clutter and present its value proposition. But the tagline, which beat out “Beyond the Box,” is “just a wrapper.” Seventy-five percent of the advertising message, in markets where phone has been launched, is about bundled services.
Once a consumer buys those products, it’s up to Suzanne Keenan, senior vice president of national customer service, and her extended team to fulfill those orders. Within the last two months, Comcast has restructured its divisions so that all customer contact personnel, from call-center employees through technicians, report up to Keenan, rather than to operations or other departments.
That reorganization serves to strengthen the 3-year-old “Customer First” initiative, which attempts to give each customer contact a chance to result in “moments of excellence,” Keenan said.
As part of the initiative, Comcast surveys 15,000 different customers a month, especially residents in newly installed or recently serviced homes. An outside firm asks these customers about the quality of service provided.
Comcast has an internal set of metrics that are matched against the results of these calls, and performance can be measured down to the local system.
“What I love about this survey [is] you can’t game it. The statistics are significant and it tells you whether you made the customers happy,” Keenan said.
"The statistics are significant and it tells you whether you made the customers happy."
Senior VP, National Customer Service
That kind of insight is invaluable, particularly “as Comcast moves beyond the most recent J.D. Power and Associates Customer Satisfaction Survey” in which it fared poorly, something executive vice president of operations Dave Watson attributes, at least in part, to the number of service calls the operator handles (see separate story, page 22A).
Knowledge gained by the survey prompted the operator to offer more early morning and late evening service times, more Saturday and Sunday appointments and shorter appointment windows.
In a related effort, the company also surveys its own employees annually, asking them if they have the tools they need to live up to the company’s service credo. Keenan said last year’s survey, which is conducted by an outside firm, indicated that Comcast is improving in all those metrics.
The survey indicates employees’ ability to do their jobs, but is also an indicator of personal satisfaction. That is important as Comcast expands its service force through product growth and its absorption of the former Adelphia Communications Corp. properties. The company will need seasoned personnel to support new products, and to provide the service levels that will fend off competitors such as telephone companies.
Next year, Comcast will build nine new call centers and expand 12 more facilities. The company will need to hire 3,000 customer-service representatives and 3,000 technicians.
Comcast has developed an in-house selection tool used to screen new hires. The best employees in this field are hired for personality, not skills. Skills can be taught, Keenan said.
The company is focused on innovation in the multiple touch-points it offers consumers. For instance, Comcast has pioneered the use of “directed natural speech” in dealing with callers. The company monitored 50,000 calls, to identify the words and phrases most used by potential customers. Now, an automated attendant can attempt to help a consumer self-diagnose problems and attempt fixes, before the call goes to a live CSR, Keenan said.
Other products include a “Desktop Doctor,” which can diagnose and repair in-home personal computer problems remotely. And the Comcast-developed “Mover’s Hotline” program, which helps residents identify and arrange connections with the cable company in their new hometown, has been licensed by the Cable & Telecommunications Association for Marketing for use by other member operators, a first for a proprietary operator program, Keenan said.


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Video: Reporter shot News segment on iPad 2
A reporter known as Mike McNeil of KBTV Fox affiliate was able to take his whole St. patrick’s day video for the news segment Live on ipad 2.
Folks check out the video video below:
This work is first ever known case of iPad 2 video camera used to shoot broadcast news. The history was made at Spec’s liquor store in Beaumont Texas.


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Glendale, CA – December 5, 2019: Studio Movie Grill has announced its first official partnership with KTTV Fox 11 News in Los Angeles, CA and Toys for Tots to collect toys for less fortunate children this holiday season. Beginning this week and continuing through Monday, December 16th, KTTV Fox 11 News viewers and SMG guests can drop off new, unwrapped toys to any of the six participating SMG locations in Southern California and receive one, free adult admission ticket in exchange. All toys collected will be donated to the Marine Toys for Tots Foundation and will be distributed by Christmas to the disadvantaged children of local communities.
“In keeping with our mission to open hearts and mind, once story at a time, the SMG team is truly delighted to close out our 2019 outreach with such an incredible and positive event in partnership with the Marine Toys For Tots Foundation. With the support of our generous guests, Studio Movie Grill hopes to make a significant impact this holiday season and help bring some much-needed joy and happiness to children across Southern California,” said Brian Schultz, Founder and CEO, Studio Movie Grill. “This is just one example of how our team is constantly working to reach out and serve our local communities. We are grateful for the opportunity to assist Toys for Tots in their toy drive and are especially thrilled to team up with KTTV as they help broaden the reach of our message and help ensure that children in need will have access to toys that will certainly help put smiles on their faces this holiday season.”
Studio Movie Grill currently operates six locations in Southern California, and all of them will have Toys for Tots collection bins located in the lobby adjacent to the box office. Guests are invited to bring in new, unwrapped toys with a retail value of $10 of more to any SMG location in Southern California. In exchange, SMG will provide one full-priced adult ticket for free. Tickets may be used at any Studio Movie Grill location after January 2, 2020. Toys may be donated from December 6 through December 16, 2019.
The six participating SMG locations in Southern California are:
- Bakersfield – 2733 Calloway Dr., Bakersfield, CA 93312
- Downey – 8200 Third St., Downey, CA 90241
- Glendale – 128 N. Artsakh Ave., Glendale, CA 91206
- Monrovia – 410 S Myrtle Ave., Monrovia, CA 91016
- Redlands – 340 N. Eureka St., Redlands, CA 92374
- Simi Valley – 1555 Simi Town Center Way, Simi Valley, 93065
For more information, visit: www.studiomoviegrill.com/story/toys-for-tots
“We are very pleased to welcome Studio Movie Grill and KTTV Fox News as our regional partners of the 2019 Marine Toys for Tots Campaign,” said Staff Sergeant Joshua Patterson, Coordinator of the Pico Rivera Marine Toys for Tots Campaign. “With their generous support we will be able to fulfill the Christmas holiday dreams of so many of the less fortunate children in Southern California who otherwise might be forgotten.”


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Honda to spend Rs 25 billion in Rajasthan plant
Honda will also introduce diesel models across its entire range in India.
New Delhi: Honda Motor Co will spend Rs 25 billion on a 120,000 cars-per-year plant in India, a senior executive said, as the Japanese carmaker looks to ramp up its activity in the country after splitting from its former partner.
Honda will roll out its first car from the plant in Rajasthan in 2014, Yoshiyuki Matsumoto, Honda managing officer, told reporters on Tuesday.
The investment will allow the plant, which currently builds car parts, to produce full vehicles. Honda will also introduce diesel models across its entire range in India, the company said.
Honda's car sales in India have grown by around 45 per cent this financial year, bucking negative growth in the wider industry, thanks to its small Jazz and Brio models.
The Japanese carmaker ended a 16-year joint venture in India in August after buying out its former partner, which had disagreed with Honda over a ramping up of investment in the business that saw the Rajasthan factory delayed.
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During the past few years. Contrary to the past when the daily. Use of pork was a symbol of luxury for the middle class. the green sprouts began to sprout in China.
Meat substitutes based on flowers are winning. their place among the new generation of consumers. who are not bothered by food. Crises such as African and African diseases.
Having large quantities of GMO-free soybeans and large facilities for processing plant-based materials. Including soybeans and peanuts. China can play a major role in accelerating. The worlds meat production. the production of meat in vegetables. In the growth of vegetables Elaine Siou the director of global food management, wrote the Guardian.
As the watchdog notes, meat consumption in
China has increased dramatically since the 1960s, when an average person consumed five servings of meat a year. In this number increased to 48 kilograms.
According to the watchdog, China still Italy Phone Number consumes 28 and a half percent of the world’s meat and half of the pork. Its meat market is estimated at 86 billion dollars.
However, in 2016, the Chinese government announced plans to reduce the country’s meat consumption by 50 percent and encouraged its citizens to limit meat intake to 40-75 grams per day. day. This is noteworthy, because few countries have found “meat” in their attempts to combat the crisis of attitudes.
And there are signs that the
country’s food culture is changing. It is expected that the vegan market in China will grow from 2015 to 2020, which is the fastest growth rate in the world, reports in the Asian market.
According to the business world, in Shanghai, the number of Vegan restaurants increased from 49 in 2012 to 100 in 2017.
Interestingly, even among those who do not consider themselves vegan or vegetarian, interest in plants is growing. Although more than 90 percent of respondents did not call their plants, 86.7 percent tried meat with vegetables. In 2018, the country’s domestic meat industry based on sawdust is worth 90 million dollars, and the annual growth rate shows 14.2 percent.
KFC in China sold the Chicken Nugget, Burger King offered an “impossible bun” and Starbucks offered meat and other products.


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The British Food Fortnight is now in its fifteenth year, and will be launching its new event ‘Building the British Food Brand In Preparation For Brexit’ this weekend. The British Food Fortnight is the biggest national celebration of the diverse and delicious range of food that Britain produces.
The event will see hundreds of ships, pubs, restaurants, care homes, markets and visitor attractions embracing the challenge of ‘going British’ for two weeks. There will be a focus on showcasing the benefits and opportunities of serving British food in schools and hospitals.
There will also be a national competition led by Raymond Blanc to find the most imaginative celebration. A key event will be the crowning of the Cake for The Queen winning school and there will be a campaign to keep Harvest Festival on the national calendar.
This year, the celebration is being sponsored by the Co-op, the leading retailer in bringing the best of British food to the high street.
Founder of British Food Fortnight, Alexia Robinson, said: “Britain’s food production is one of the areas most affected by Brexit. This is a watershed moment for British food. Subsidised and regulated for 40 years by Europe, our farmers will now be competing in a global market place. British food is produced to the highest standards; it really is some of the very best in the world, and the opportunities to trade on this in the global market are immense,”
“But building the brand ‘British food’ starts at home and it is more important than ever that we excite the British public to buy it. We need to give farmers the confidence to continue to invest in innovation and quality thus ensuring our food security and a robust supply of quality domestic food.”
British Food Fortnight has been flying the flag for British food for 15 years; we now ask the Government to join us in promoting the qualities of British food to the consumer; and – as part of their Brexit planning – to make it a priority that schools, hospitals and all Government organisations lead the way by sourcing British food.”