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2023-04-12

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2022-11-13

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2022-11-06

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Chaos, Confusion at Twitter in Elon Musk’s First Week

2022-11-06

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3 Stocks That Warren Buffett, Cathie Wood, and Wall Street All Like Right Now

2022-09-13

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Grab’s Share Price Has Tumbled 70% Since its IPO: Is it Poised for a Rebound?

2021-07-31

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2021-04-27

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09:40","market":"us","language":"en","title":"Chaos, Confusion at Twitter in Elon Musk’s First Week","url":"https://stock-news.laohu8.com/highlight/detail?id=1179650981","media":"wall street journal","summary":"He said he gave a copy of the cartoon to Mr. Musk.On Monday, Mr. Cornet said he was summoned to work on new projects. Two days later, he received an email that read, in part: “We regret to inform you that your employment is terminated effective immediately. Your recent behavior has violated multiple policies.”He said he wasn’t sure which policies he had violated. He added that he had recently created a browser extension for downloading work emails, which he believed would help colleagues save im","content":"<html><head></head><body><p><img src=\"https://static.tigerbbs.com/eaf6c671c81ce0cff97e0f1328b85621\" tg-width=\"1278\" tg-height=\"1278\" referrerpolicy=\"no-referrer\"/>Inside Twitter Inc. in the week after Elon Musk took it over, almost no one seemed to know for sure what was going on.</p><p>As Mr. Musk opined and joked on the platform about possible product changes, the mood among many inside the company was anxious and grim, according to interviews with employees. The one thing that seemed certain to employees was thatmany of them would soon lose their jobs, they said.</p><p>Late Thursday,the ax started falling, as the company hacked away large parts of the workforce of roughly 7,500 people, aiming to reduce costs and reshape Twitter to align with Mr. Musk’s vision. Befitting a platform built for real-time reaction, staffers tweeted as they lost access to company Slack and email accounts, not knowing for sure if that meant they were fired until official termination notices were sent on Friday morning.</p><p>The mass layoffs were the culmination of a dizzying week under Mr. Musk’s leadership, in which employees tried to adjust to his frenetic working style as their own futures at the company were in doubt. In internal messages and public posts, workers confronted the chaos with a mixture of anguish and wry jokes.</p><p>One programmer,Sheon Han, tweeted a picture of the Twitter logo next to a head of lettuce, in a spoof on theU.K. tabloid stuntto see if an unrefrigerated head of lettuce would last longer than Prime MinisterLiz Truss. In the case of Ms. Truss, the lettuce won.</p><p>“My employee login @Twitter vs. Lettuce,” Mr. Han tweeted on Wednesday night, adding, “Let’s goooooooooo.”</p><p>Mr. Han declined to provide comment about his employment status Friday.</p><p>Manu Cornet, a 41-year-old software engineer, said he was among the employees who met Mr. Musk at Twitter’s San Francisco headquarters in the billionaire’s first days as the self-styled “Chief Twit.”</p><p>Mr. Cornet, also an artist, had drawn a cartoon of a man who had accidentally broken a figurine of a bird resembling the Twitter logo, with another man saying: “You break it, you buy it!” He said he gave a copy of the cartoon to Mr. Musk.</p><p>On Monday, Mr. Cornet said he was summoned to work on new projects. Two days later, he received an email that read, in part: “We regret to inform you that your employment is terminated effective immediately. Your recent behavior has violated multiple policies.”</p><p>He said he wasn’t sure which policies he had violated. He added that he had recently created a browser extension for downloading work emails, which he believed would help colleagues save important documents in case they got laid off.</p><p>Mr. Cornet is among agroup of employees who filed a lawsuit against Twitterin San Francisco federal court accusing the company of violating federal and state law by not providing the legally required warning in advance of mass layoffs.</p><p>Twitter representatives didn’t respond to requests for comment.</p><p>In an email late Thursday telling employees that they would be informed the following morning if they were fired, the company said the layoffs were “an effort to place Twitter on a healthy path.”</p><p>Mr. Musk, in a tweet late Friday, said: “Regarding Twitter’s reduction in force, unfortunately there is no choice when the company is losing over $4M/day.” He said affected employees were offered three months of severance.</p><p>On Saturday, Twitter co-founderJack Dorsey, who stepped down as CEO last year and who supported Mr. Musk’s acquisition, tweeted saying he took responsibility for growing the company too quickly. “I apologize for that,” he wrote.</p><p>Employees trickled out of Twitter steadily in the months after Mr. Musk’s $44 billion deal in April to buy the company, anxious about how things would play out. As Mr. Musk began to get cold feet, helashed out publicly at Twitter leadersincluding then-CEOParag Agrawal, fueling tension among many employees. Mr. Musk waged a monthslong legal battle to escape the deal before finally agreeing, again, to buy the platform last month.</p><p>As the billionaire completed the takeoveron Oct. 27, Mr. Agrawal and several other top executives were fired immediately. That was followed by media reports ofplanning for broad layoffs. Fears grew among many employees that Mr. Musk could try to cut jobs before a Nov. 1 stock vesting date, employees said. In a tweet after taking over, Mr. Musk denied that he would do so.</p><p>That meant employees’ grants were expected to be paid as cash at $54.20 a share, the price Mr. Musk paid for the company, according to SEC filings. The price represented a healthy premium over what Twitter had been valued at before the acquisition, creating a substantial windfall for employees with equity holdings.</p><p>Shortly after Mr. Musk’s takeover, Twitter managers were told to draw up lists evaluating staffers—essentially deciding who might stay and who might get fired, according to people familiar with the matter. Some employees referred to Mr. Musk’s allies as “goons,” they said.</p><p>The frustration among some employees was amplified, some of them said, byTesla engineers being brought into examine Twitter employees’ coding work. The Twitter employees believed those evaluations were being factored into the layoff plans, the people said.</p><p>The specifics of when the layoffs would come, and on what scale, were closely guarded.</p><p>One senior employee said that even information communicated to the inner circle was unreliable and contradictory. “The chaos level is so high,” the employee said.</p><p>Mr. Musk gathered acircle of advisers to help him reshape Twitter, including venture-capitalistsJason CalacanisandSriram Krishnan, also a former Twitter product leader. Meanwhile, Mr. Musk fired off tweets about various business possibilities. Employees were given days to develop new products, and plans appeared to change.</p><p>This rapid-fire approach to product development was a radical departure from the development style at the old Twitter, where any new products were closely studied to gauge how they would affect usage rates and other potential impacts.</p><p>Mr. Musk’s plan includes changing the platform byexpanding user verificationand improvingthe subscription offeringsto become less reliant on advertisers. He also discussed adding ways for content creators to make money on the platform so that they could earn a living on it, the way creators do on TikTok and YouTube.</p><p>Mr. Musk at one point tweeted a poll asking whether he should bring back Vine, the short-video service that Twitter shut down in 2016. The company has discussed relaunching a version of Vine by the end of the year, according to one employee.</p><p>Soon after the email to all employees went out Thursday, a staffer posted to the company’s internal Slack channel wishing everyone well and concluding with the “saluting face” emoji, according to employees.</p><p>That kicked off an hourslong series of such salutes from hundreds of Twitter employees. It eventually spilled into public tweets, with the saluting emoji becoming a symbol of the end of the pre-Musk version of the company. “There was this weird sense of celebration,” one employee said. “We were all together marking the ending of this thing.”</p></body></html>","source":"wsj_highlight","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Chaos, Confusion at Twitter in Elon Musk’s First Week</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nChaos, Confusion at Twitter in Elon Musk’s First Week\n</h2>\n\n<h4 class=\"meta\">\n\n\n2022-11-06 09:40 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.wsj.com/articles/first-week-of-elon-musks-twitter-was-chaos-and-confusion-for-employees-11667670558?mod=hp_lead_pos1><strong>wall street journal</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Inside Twitter Inc. in the week after Elon Musk took it over, almost no one seemed to know for sure what was going on.As Mr. Musk opined and joked on the platform about possible product changes, the ...</p>\n\n<a href=\"https://www.wsj.com/articles/first-week-of-elon-musks-twitter-was-chaos-and-confusion-for-employees-11667670558?mod=hp_lead_pos1\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"TSLA":"特斯拉","TWTR":"Twitter"},"source_url":"https://www.wsj.com/articles/first-week-of-elon-musks-twitter-was-chaos-and-confusion-for-employees-11667670558?mod=hp_lead_pos1","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1179650981","content_text":"Inside Twitter Inc. in the week after Elon Musk took it over, almost no one seemed to know for sure what was going on.As Mr. Musk opined and joked on the platform about possible product changes, the mood among many inside the company was anxious and grim, according to interviews with employees. The one thing that seemed certain to employees was thatmany of them would soon lose their jobs, they said.Late Thursday,the ax started falling, as the company hacked away large parts of the workforce of roughly 7,500 people, aiming to reduce costs and reshape Twitter to align with Mr. Musk’s vision. Befitting a platform built for real-time reaction, staffers tweeted as they lost access to company Slack and email accounts, not knowing for sure if that meant they were fired until official termination notices were sent on Friday morning.The mass layoffs were the culmination of a dizzying week under Mr. Musk’s leadership, in which employees tried to adjust to his frenetic working style as their own futures at the company were in doubt. In internal messages and public posts, workers confronted the chaos with a mixture of anguish and wry jokes.One programmer,Sheon Han, tweeted a picture of the Twitter logo next to a head of lettuce, in a spoof on theU.K. tabloid stuntto see if an unrefrigerated head of lettuce would last longer than Prime MinisterLiz Truss. In the case of Ms. Truss, the lettuce won.“My employee login @Twitter vs. Lettuce,” Mr. Han tweeted on Wednesday night, adding, “Let’s goooooooooo.”Mr. Han declined to provide comment about his employment status Friday.Manu Cornet, a 41-year-old software engineer, said he was among the employees who met Mr. Musk at Twitter’s San Francisco headquarters in the billionaire’s first days as the self-styled “Chief Twit.”Mr. Cornet, also an artist, had drawn a cartoon of a man who had accidentally broken a figurine of a bird resembling the Twitter logo, with another man saying: “You break it, you buy it!” He said he gave a copy of the cartoon to Mr. Musk.On Monday, Mr. Cornet said he was summoned to work on new projects. Two days later, he received an email that read, in part: “We regret to inform you that your employment is terminated effective immediately. Your recent behavior has violated multiple policies.”He said he wasn’t sure which policies he had violated. He added that he had recently created a browser extension for downloading work emails, which he believed would help colleagues save important documents in case they got laid off.Mr. Cornet is among agroup of employees who filed a lawsuit against Twitterin San Francisco federal court accusing the company of violating federal and state law by not providing the legally required warning in advance of mass layoffs.Twitter representatives didn’t respond to requests for comment.In an email late Thursday telling employees that they would be informed the following morning if they were fired, the company said the layoffs were “an effort to place Twitter on a healthy path.”Mr. Musk, in a tweet late Friday, said: “Regarding Twitter’s reduction in force, unfortunately there is no choice when the company is losing over $4M/day.” He said affected employees were offered three months of severance.On Saturday, Twitter co-founderJack Dorsey, who stepped down as CEO last year and who supported Mr. Musk’s acquisition, tweeted saying he took responsibility for growing the company too quickly. “I apologize for that,” he wrote.Employees trickled out of Twitter steadily in the months after Mr. Musk’s $44 billion deal in April to buy the company, anxious about how things would play out. As Mr. Musk began to get cold feet, helashed out publicly at Twitter leadersincluding then-CEOParag Agrawal, fueling tension among many employees. Mr. Musk waged a monthslong legal battle to escape the deal before finally agreeing, again, to buy the platform last month.As the billionaire completed the takeoveron Oct. 27, Mr. Agrawal and several other top executives were fired immediately. That was followed by media reports ofplanning for broad layoffs. Fears grew among many employees that Mr. Musk could try to cut jobs before a Nov. 1 stock vesting date, employees said. In a tweet after taking over, Mr. Musk denied that he would do so.That meant employees’ grants were expected to be paid as cash at $54.20 a share, the price Mr. Musk paid for the company, according to SEC filings. The price represented a healthy premium over what Twitter had been valued at before the acquisition, creating a substantial windfall for employees with equity holdings.Shortly after Mr. Musk’s takeover, Twitter managers were told to draw up lists evaluating staffers—essentially deciding who might stay and who might get fired, according to people familiar with the matter. Some employees referred to Mr. Musk’s allies as “goons,” they said.The frustration among some employees was amplified, some of them said, byTesla engineers being brought into examine Twitter employees’ coding work. The Twitter employees believed those evaluations were being factored into the layoff plans, the people said.The specifics of when the layoffs would come, and on what scale, were closely guarded.One senior employee said that even information communicated to the inner circle was unreliable and contradictory. “The chaos level is so high,” the employee said.Mr. Musk gathered acircle of advisers to help him reshape Twitter, including venture-capitalistsJason CalacanisandSriram Krishnan, also a former Twitter product leader. Meanwhile, Mr. Musk fired off tweets about various business possibilities. Employees were given days to develop new products, and plans appeared to change.This rapid-fire approach to product development was a radical departure from the development style at the old Twitter, where any new products were closely studied to gauge how they would affect usage rates and other potential impacts.Mr. Musk’s plan includes changing the platform byexpanding user verificationand improvingthe subscription offeringsto become less reliant on advertisers. He also discussed adding ways for content creators to make money on the platform so that they could earn a living on it, the way creators do on TikTok and YouTube.Mr. Musk at one point tweeted a poll asking whether he should bring back Vine, the short-video service that Twitter shut down in 2016. The company has discussed relaunching a version of Vine by the end of the year, according to one employee.Soon after the email to all employees went out Thursday, a staffer posted to the company’s internal Slack channel wishing everyone well and concluding with the “saluting face” emoji, according to employees.That kicked off an hourslong series of such salutes from hundreds of Twitter employees. It eventually spilled into public tweets, with the saluting emoji becoming a symbol of the end of the pre-Musk version of the company. “There was this weird sense of celebration,” one employee said. “We were all together marking the ending of this thing.”","news_type":1},"isVote":1,"tweetType":1,"viewCount":293,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9984731062,"gmtCreate":1667736779856,"gmtModify":1676537957249,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"👍","listText":"👍","text":"👍","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":5,"commentSize":1,"repostSize":0,"link":"https://ttm.financial/post/9984731062","repostId":"2281651091","repostType":4,"repost":{"id":"2281651091","pubTimestamp":1667703061,"share":"https://ttm.financial/m/news/2281651091?lang=&edition=fundamental","pubTime":"2022-11-06 10:51","market":"us","language":"en","title":"3 Stocks That Warren Buffett, Cathie Wood, and Wall Street All Like Right Now","url":"https://stock-news.laohu8.com/highlight/detail?id=2281651091","media":"Motley Fool","summary":"This unlikely trio usually aren't on the same page. But they are with these three stocks.","content":"<html><head></head><body><p>Red, white, and turquoise. Sausage, egg, and chocolate. Mickey Mouse, Donald Duck, and Wolverine. All three are unlikely trios.</p><p>I&#39;ll add another to the mix: Warren Buffett, Cathie Wood, and Wall Street analysts. They aren&#39;t on the same page very often. But that doesn&#39;t mean they don&#39;t have <i>any</i> areas of agreement. Here are three stocks that Buffett, Wood, and Wall Street all like right now.</p><h2>1. Amazon</h2><p><b>Berkshire Hathaway</b> (BRK.A 0.75%) (BRK.B 1.27%) opened a position in <b>Amazon</b> (AMZN 1.88%) in 2019. Granted, it was other investment managers doing the buying rather than Buffett himself. However, Buffett clearly likes Amazon, referring to himself as an &#34;idiot&#34; for not buying the stock sooner.</p><p>Wood seems to be a budding admirer of Amazon as well. The stock ranks No. 15 among the holdings of her <b>ARK Space Exploration &amp; Innovation ETF</b> (ARKX 1.25%). And Wall Street still loves Amazon. 43 of the 47 analysts surveyed by Refinitiv think the stock is either a buy or a strong buy.</p><p>However, many other investors appear to have soured on the e-commerce and cloud giant. Amazon&#39;s shares have plunged more than 40% year to date, with the company&#39;s weak fourth-quarter guidance especially causing concerns.</p><p>But there were several positives with Amazon&#39;s disappointing third-quarter update. The company&#39;s long-term prospects remain bright. Don&#39;t be surprised if Buffett, Wood, and Wall Street all prove to be right about the beaten-down stock.</p><h2>2. BYD</h2><p>Berkshire owns an 18.9% stake in Chinese electric vehicle (EV) maker <b>BYD</b> (BYDDY -0.49%). Wood&#39;s <b>ARK Autonomous Technology &amp; Robotics ETF </b>(ARKQ 0.57%) owns a sizable position in the stock as well. And the average 12-month price target for BYD among analysts surveyed by Refinitiv reflects an upside potential of around 50%.</p><p>To be sure, Buffett&#39;s and Wood&#39;s enthusiasm levels about BYD appear to have waned somewhat. Berkshire and ARKQ have sold shares in recent months.</p><p>They&#39;re not alone. After rising more than 20% year to date by early July, BYD&#39;s shares have been in a virtual freefall, sinking over 40% from the peak.</p><p>The company should still have tremendous growth opportunities in the EV market. However, investors definitely have reasons to be leery about Chinese stocks right now.</p><h2>3. General Motors</h2><p>BYD isn&#39;t the only automotive stock that Buffett, Wood, and Wall Street like. <b>General Motors</b> (GM 1.27%) also appears to be in favor with the unlikely trio.</p><p>Berkshire currently owns around 3.7% of GM. Wood&#39;s ARKQ ETF owns more than 250,000 shares of the auto giant and added to its position in September. Only two of the 24 Wall Street analysts surveyed by Refinitiv think the stock will underperform. The consensus 12-month price target for GM is around 23% higher than the current share price.</p><p>The bad news for GM is that there&#39;s a lot of economic uncertainty. Inflation remains high. Interest rates continue to rise. Many expect that a recession is on the way. That&#39;s not a great picture for an automaker that depends on consumers&#39; willingness and ability to make high-dollar purchases.</p><p>But there&#39;s a solid argument that now is a good time to buy GM stock. The company plans to aggressively ramp up its production of electric vehicles over the next several years. The current headwinds won&#39;t last forever. With GM&#39;s shares trading at only 6.4 times expected earnings, Buffett, Wood, and Wall Street just might have found a diamond in the rough.</p></body></html>","source":"fool_stock","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>3 Stocks That Warren Buffett, Cathie Wood, and Wall Street All Like Right Now</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n3 Stocks That Warren Buffett, Cathie Wood, and Wall Street All Like Right Now\n</h2>\n\n<h4 class=\"meta\">\n\n\n2022-11-06 10:51 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.fool.com/investing/2022/11/05/3-stocks-that-warren-buffett-cathie-wood-and-wall/><strong>Motley Fool</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Red, white, and turquoise. Sausage, egg, and chocolate. Mickey Mouse, Donald Duck, and Wolverine. All three are unlikely trios.I'll add another to the mix: Warren Buffett, Cathie Wood, and Wall Street...</p>\n\n<a href=\"https://www.fool.com/investing/2022/11/05/3-stocks-that-warren-buffett-cathie-wood-and-wall/\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"GM":"通用汽车","AMZN":"亚马逊","BYDDY":"比亚迪ADR"},"source_url":"https://www.fool.com/investing/2022/11/05/3-stocks-that-warren-buffett-cathie-wood-and-wall/","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2281651091","content_text":"Red, white, and turquoise. Sausage, egg, and chocolate. Mickey Mouse, Donald Duck, and Wolverine. All three are unlikely trios.I'll add another to the mix: Warren Buffett, Cathie Wood, and Wall Street analysts. They aren't on the same page very often. But that doesn't mean they don't have any areas of agreement. Here are three stocks that Buffett, Wood, and Wall Street all like right now.1. AmazonBerkshire Hathaway (BRK.A 0.75%) (BRK.B 1.27%) opened a position in Amazon (AMZN 1.88%) in 2019. Granted, it was other investment managers doing the buying rather than Buffett himself. However, Buffett clearly likes Amazon, referring to himself as an \"idiot\" for not buying the stock sooner.Wood seems to be a budding admirer of Amazon as well. The stock ranks No. 15 among the holdings of her ARK Space Exploration & Innovation ETF (ARKX 1.25%). And Wall Street still loves Amazon. 43 of the 47 analysts surveyed by Refinitiv think the stock is either a buy or a strong buy.However, many other investors appear to have soured on the e-commerce and cloud giant. Amazon's shares have plunged more than 40% year to date, with the company's weak fourth-quarter guidance especially causing concerns.But there were several positives with Amazon's disappointing third-quarter update. The company's long-term prospects remain bright. Don't be surprised if Buffett, Wood, and Wall Street all prove to be right about the beaten-down stock.2. BYDBerkshire owns an 18.9% stake in Chinese electric vehicle (EV) maker BYD (BYDDY -0.49%). Wood's ARK Autonomous Technology & Robotics ETF (ARKQ 0.57%) owns a sizable position in the stock as well. And the average 12-month price target for BYD among analysts surveyed by Refinitiv reflects an upside potential of around 50%.To be sure, Buffett's and Wood's enthusiasm levels about BYD appear to have waned somewhat. Berkshire and ARKQ have sold shares in recent months.They're not alone. After rising more than 20% year to date by early July, BYD's shares have been in a virtual freefall, sinking over 40% from the peak.The company should still have tremendous growth opportunities in the EV market. However, investors definitely have reasons to be leery about Chinese stocks right now.3. General MotorsBYD isn't the only automotive stock that Buffett, Wood, and Wall Street like. General Motors (GM 1.27%) also appears to be in favor with the unlikely trio.Berkshire currently owns around 3.7% of GM. Wood's ARKQ ETF owns more than 250,000 shares of the auto giant and added to its position in September. Only two of the 24 Wall Street analysts surveyed by Refinitiv think the stock will underperform. The consensus 12-month price target for GM is around 23% higher than the current share price.The bad news for GM is that there's a lot of economic uncertainty. Inflation remains high. Interest rates continue to rise. Many expect that a recession is on the way. That's not a great picture for an automaker that depends on consumers' willingness and ability to make high-dollar purchases.But there's a solid argument that now is a good time to buy GM stock. The company plans to aggressively ramp up its production of electric vehicles over the next several years. The current headwinds won't last forever. With GM's shares trading at only 6.4 times expected earnings, Buffett, Wood, and Wall Street just might have found a diamond in the rough.","news_type":1},"isVote":1,"tweetType":1,"viewCount":186,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9935350434,"gmtCreate":1663035396429,"gmtModify":1676537188254,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"Yes","listText":"Yes","text":"Yes","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/9935350434","repostId":"1101966294","repostType":4,"repost":{"id":"1101966294","pubTimestamp":1663034206,"share":"https://ttm.financial/m/news/1101966294?lang=&edition=fundamental","pubTime":"2022-09-13 09:56","market":"us","language":"en","title":"Grab’s Share Price Has Tumbled 70% Since its IPO: Is it Poised for a Rebound?","url":"https://stock-news.laohu8.com/highlight/detail?id=1101966294","media":"The Smart Investor","summary":"It’s been a rough time for growth stocks this past year, and Grab Holdings(NASDAQ: GRAB) has not esc","content":"<html><head></head><body><p>It’s been a rough time for growth stocks this past year, and <b>Grab Holdings</b>(NASDAQ: GRAB) has not escaped the carnage.</p><p>The high-profile ride-hailing cum food delivery company’s share price has skidded nearly 70% since it went public via a combination with a special purpose acquisition company(SPAC) in early December last year.</p><p>Grab’s super app offers a variety of services but the company continues to struggle to turn a profit.</p><p>The digital services company released its 2022’s second quarter (2Q2022) earnings recently and disclosed that it was also going into advertising (GrabAds) and mapping and location-based services (GrabMaps).</p><p>Blue-chip telco <b>Singtel</b>(SGX: Z74) has also partnered with Grab to launch a digital bank, GXS Bank, after clinching the Singaporedigital full bank licence in December 2020.</p><p>With so much going on, could shares of the company be poised for a rebound?</p><p><b>A mixed set of financials</b></p><p>2Q2022 saw Grab’s revenue surge 79% year on year to US$321 million as the company enjoyed broad-based revenue growth across all its divisions.</p><p>Its Deliveries segment saw revenue soar nearly three-fold year on year from US$45 million to US$134 million due to contributions from Jaya Grocer, a mass-premium supermarket chain in Malaysia, that Grab acquired a majority stake in January this year.</p><p>For its Mobility division, revenue rose 37% year on year to US$161 million in line with a surge in domestic and international travel and easing restrictions for offices and leisure commutes.</p><p>Together, both divisions make up close to 92% of Grab’s total revenue.</p><p>However, Grab continued to report losses for the quarter, though the loss had reduced by 29% year on year from US$801 million to US$572 million.</p><p>It didn’t help that the ride-hailing company continued to burn cash.</p><p>The first half of 2022 (1H2022) saw negative free cash flow (FCF) of US$744 million, more than double the US$325 million negative FCF in the prior year.</p><p><b>Improved operating metrics</b></p><p>Although Grab’s financial numbers were weak, it managed to report encouraging operating statistics.</p><p>Gross merchandise value (GMV) for the company rose 30% year on year to US$5.1 billion.</p><p>Monthly transacting users (MTUs) increased by 12% year on year to 32.6 million, and around a third of these MTUs used three or more offerings in 2Q2022.</p><p>The Deliveries division saw GMV rise 19% year on year to US$2.5 billion while the Mobility segment’s GMV jumped 51% year on year to US$1 billion.</p><p>Grab’s Financial Services division saw total payments volume (TPV) climb 31% year on year to US$3.8 billion as loan disbursements grew and more users took up the division’s Buy Now, Pay Later products.</p><p><b>Fingers in (too) many pies</b></p><p>While it seems that Grab is gaining traction in growing its GMV and TPV, investors are increasingly focusing more on profitability than a “growth at all costs” model.</p><p>CFO Peter Oey is cognisant of this and has commented that management is accelerating Grab’s efforts to become profitable.</p><p>The problem is that the company seems to have its fingers in too many pies.</p><p>Mobility and food deliveries are both capital and manpower intensive, and both divisions have thus far not managed to break even.</p><p>There was also recent news that Grab’s competitor in Singapore, Foodpanda, had laid off around 5% of its staff to stay competitive.</p><p>Grab’s food delivery division could come under further pressure as demand tapers off when more people dine out in tandem with easing restrictions.</p><p>The company also has to shift capital to its Singapore digital bank initiative and has plans to also launch GXS Bank in Malaysia as a consortium comprising Malaysian investors, Singtel and Grab had clinched the Malaysian digital banking licences in April.</p><p>Aside from hiring new roles for GXS Bank, Grab is also dabbling in advertisements and location-mapping services.</p><p><b>Get Smart: Profitability seems elusive for now</b></p><p>Grab is intent on developing a regional super-app that encompasses a wide variety of useful services.</p><p>However, with its attention spread out over so many strategic initiatives, investors can expect profitability to be elusive for now.</p><p>Unless the company can demonstrate that its scale and improved operating numbers can translate into profitability, investors may be in for a long wait.</p></body></html>","source":"lsy1602567310727","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Grab’s Share Price Has Tumbled 70% Since its IPO: Is it Poised for a Rebound?</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nGrab’s Share Price Has Tumbled 70% Since its IPO: Is it Poised for a Rebound?\n</h2>\n\n<h4 class=\"meta\">\n\n\n2022-09-13 09:56 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://thesmartinvestor.com.sg/grabs-share-price-has-tumbled-70-since-its-ipo-is-it-poised-for-a-rebound/><strong>The Smart Investor</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>It’s been a rough time for growth stocks this past year, and Grab Holdings(NASDAQ: GRAB) has not escaped the carnage.The high-profile ride-hailing cum food delivery company’s share price has skidded ...</p>\n\n<a href=\"https://thesmartinvestor.com.sg/grabs-share-price-has-tumbled-70-since-its-ipo-is-it-poised-for-a-rebound/\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"GRAB":"Grab Holdings"},"source_url":"https://thesmartinvestor.com.sg/grabs-share-price-has-tumbled-70-since-its-ipo-is-it-poised-for-a-rebound/","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1101966294","content_text":"It’s been a rough time for growth stocks this past year, and Grab Holdings(NASDAQ: GRAB) has not escaped the carnage.The high-profile ride-hailing cum food delivery company’s share price has skidded nearly 70% since it went public via a combination with a special purpose acquisition company(SPAC) in early December last year.Grab’s super app offers a variety of services but the company continues to struggle to turn a profit.The digital services company released its 2022’s second quarter (2Q2022) earnings recently and disclosed that it was also going into advertising (GrabAds) and mapping and location-based services (GrabMaps).Blue-chip telco Singtel(SGX: Z74) has also partnered with Grab to launch a digital bank, GXS Bank, after clinching the Singaporedigital full bank licence in December 2020.With so much going on, could shares of the company be poised for a rebound?A mixed set of financials2Q2022 saw Grab’s revenue surge 79% year on year to US$321 million as the company enjoyed broad-based revenue growth across all its divisions.Its Deliveries segment saw revenue soar nearly three-fold year on year from US$45 million to US$134 million due to contributions from Jaya Grocer, a mass-premium supermarket chain in Malaysia, that Grab acquired a majority stake in January this year.For its Mobility division, revenue rose 37% year on year to US$161 million in line with a surge in domestic and international travel and easing restrictions for offices and leisure commutes.Together, both divisions make up close to 92% of Grab’s total revenue.However, Grab continued to report losses for the quarter, though the loss had reduced by 29% year on year from US$801 million to US$572 million.It didn’t help that the ride-hailing company continued to burn cash.The first half of 2022 (1H2022) saw negative free cash flow (FCF) of US$744 million, more than double the US$325 million negative FCF in the prior year.Improved operating metricsAlthough Grab’s financial numbers were weak, it managed to report encouraging operating statistics.Gross merchandise value (GMV) for the company rose 30% year on year to US$5.1 billion.Monthly transacting users (MTUs) increased by 12% year on year to 32.6 million, and around a third of these MTUs used three or more offerings in 2Q2022.The Deliveries division saw GMV rise 19% year on year to US$2.5 billion while the Mobility segment’s GMV jumped 51% year on year to US$1 billion.Grab’s Financial Services division saw total payments volume (TPV) climb 31% year on year to US$3.8 billion as loan disbursements grew and more users took up the division’s Buy Now, Pay Later products.Fingers in (too) many piesWhile it seems that Grab is gaining traction in growing its GMV and TPV, investors are increasingly focusing more on profitability than a “growth at all costs” model.CFO Peter Oey is cognisant of this and has commented that management is accelerating Grab’s efforts to become profitable.The problem is that the company seems to have its fingers in too many pies.Mobility and food deliveries are both capital and manpower intensive, and both divisions have thus far not managed to break even.There was also recent news that Grab’s competitor in Singapore, Foodpanda, had laid off around 5% of its staff to stay competitive.Grab’s food delivery division could come under further pressure as demand tapers off when more people dine out in tandem with easing restrictions.The company also has to shift capital to its Singapore digital bank initiative and has plans to also launch GXS Bank in Malaysia as a consortium comprising Malaysian investors, Singtel and Grab had clinched the Malaysian digital banking licences in April.Aside from hiring new roles for GXS Bank, Grab is also dabbling in advertisements and location-mapping services.Get Smart: Profitability seems elusive for nowGrab is intent on developing a regional super-app that encompasses a wide variety of useful services.However, with its attention spread out over so many strategic initiatives, investors can expect profitability to be elusive for now.Unless the company can demonstrate that its scale and improved operating numbers can translate into profitability, investors may be in for a long wait.","news_type":1},"isVote":1,"tweetType":1,"viewCount":101,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":806424582,"gmtCreate":1627690280246,"gmtModify":1703494654394,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"Gd!","listText":"Gd!","text":"Gd!","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/806424582","repostId":"1133150500","repostType":4,"isVote":1,"tweetType":1,"viewCount":275,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":168055127,"gmtCreate":1623945157369,"gmtModify":1703824332530,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/168055127","repostId":"1118107542","repostType":4,"isVote":1,"tweetType":1,"viewCount":241,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":377358534,"gmtCreate":1619499251828,"gmtModify":1704724974693,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"Gd.","listText":"Gd.","text":"Gd.","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/377358534","repostId":"1171495583","repostType":4,"isVote":1,"tweetType":1,"viewCount":294,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"hots":[{"id":9984731062,"gmtCreate":1667736779856,"gmtModify":1676537957249,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"👍","listText":"👍","text":"👍","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":5,"commentSize":1,"repostSize":0,"link":"https://ttm.financial/post/9984731062","repostId":"2281651091","repostType":4,"isVote":1,"tweetType":1,"viewCount":186,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9984731315,"gmtCreate":1667736810537,"gmtModify":1676537957256,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"Gd","listText":"Gd","text":"Gd","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":5,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/9984731315","repostId":"1179650981","repostType":4,"repost":{"id":"1179650981","pubTimestamp":1667698820,"share":"https://ttm.financial/m/news/1179650981?lang=&edition=fundamental","pubTime":"2022-11-06 09:40","market":"us","language":"en","title":"Chaos, Confusion at Twitter in Elon Musk’s First Week","url":"https://stock-news.laohu8.com/highlight/detail?id=1179650981","media":"wall street journal","summary":"He said he gave a copy of the cartoon to Mr. Musk.On Monday, Mr. Cornet said he was summoned to work on new projects. Two days later, he received an email that read, in part: “We regret to inform you that your employment is terminated effective immediately. Your recent behavior has violated multiple policies.”He said he wasn’t sure which policies he had violated. He added that he had recently created a browser extension for downloading work emails, which he believed would help colleagues save im","content":"<html><head></head><body><p><img src=\"https://static.tigerbbs.com/eaf6c671c81ce0cff97e0f1328b85621\" tg-width=\"1278\" tg-height=\"1278\" referrerpolicy=\"no-referrer\"/>Inside Twitter Inc. in the week after Elon Musk took it over, almost no one seemed to know for sure what was going on.</p><p>As Mr. Musk opined and joked on the platform about possible product changes, the mood among many inside the company was anxious and grim, according to interviews with employees. The one thing that seemed certain to employees was thatmany of them would soon lose their jobs, they said.</p><p>Late Thursday,the ax started falling, as the company hacked away large parts of the workforce of roughly 7,500 people, aiming to reduce costs and reshape Twitter to align with Mr. Musk’s vision. Befitting a platform built for real-time reaction, staffers tweeted as they lost access to company Slack and email accounts, not knowing for sure if that meant they were fired until official termination notices were sent on Friday morning.</p><p>The mass layoffs were the culmination of a dizzying week under Mr. Musk’s leadership, in which employees tried to adjust to his frenetic working style as their own futures at the company were in doubt. In internal messages and public posts, workers confronted the chaos with a mixture of anguish and wry jokes.</p><p>One programmer,Sheon Han, tweeted a picture of the Twitter logo next to a head of lettuce, in a spoof on theU.K. tabloid stuntto see if an unrefrigerated head of lettuce would last longer than Prime MinisterLiz Truss. In the case of Ms. Truss, the lettuce won.</p><p>“My employee login @Twitter vs. Lettuce,” Mr. Han tweeted on Wednesday night, adding, “Let’s goooooooooo.”</p><p>Mr. Han declined to provide comment about his employment status Friday.</p><p>Manu Cornet, a 41-year-old software engineer, said he was among the employees who met Mr. Musk at Twitter’s San Francisco headquarters in the billionaire’s first days as the self-styled “Chief Twit.”</p><p>Mr. Cornet, also an artist, had drawn a cartoon of a man who had accidentally broken a figurine of a bird resembling the Twitter logo, with another man saying: “You break it, you buy it!” He said he gave a copy of the cartoon to Mr. Musk.</p><p>On Monday, Mr. Cornet said he was summoned to work on new projects. Two days later, he received an email that read, in part: “We regret to inform you that your employment is terminated effective immediately. Your recent behavior has violated multiple policies.”</p><p>He said he wasn’t sure which policies he had violated. He added that he had recently created a browser extension for downloading work emails, which he believed would help colleagues save important documents in case they got laid off.</p><p>Mr. Cornet is among agroup of employees who filed a lawsuit against Twitterin San Francisco federal court accusing the company of violating federal and state law by not providing the legally required warning in advance of mass layoffs.</p><p>Twitter representatives didn’t respond to requests for comment.</p><p>In an email late Thursday telling employees that they would be informed the following morning if they were fired, the company said the layoffs were “an effort to place Twitter on a healthy path.”</p><p>Mr. Musk, in a tweet late Friday, said: “Regarding Twitter’s reduction in force, unfortunately there is no choice when the company is losing over $4M/day.” He said affected employees were offered three months of severance.</p><p>On Saturday, Twitter co-founderJack Dorsey, who stepped down as CEO last year and who supported Mr. Musk’s acquisition, tweeted saying he took responsibility for growing the company too quickly. “I apologize for that,” he wrote.</p><p>Employees trickled out of Twitter steadily in the months after Mr. Musk’s $44 billion deal in April to buy the company, anxious about how things would play out. As Mr. Musk began to get cold feet, helashed out publicly at Twitter leadersincluding then-CEOParag Agrawal, fueling tension among many employees. Mr. Musk waged a monthslong legal battle to escape the deal before finally agreeing, again, to buy the platform last month.</p><p>As the billionaire completed the takeoveron Oct. 27, Mr. Agrawal and several other top executives were fired immediately. That was followed by media reports ofplanning for broad layoffs. Fears grew among many employees that Mr. Musk could try to cut jobs before a Nov. 1 stock vesting date, employees said. In a tweet after taking over, Mr. Musk denied that he would do so.</p><p>That meant employees’ grants were expected to be paid as cash at $54.20 a share, the price Mr. Musk paid for the company, according to SEC filings. The price represented a healthy premium over what Twitter had been valued at before the acquisition, creating a substantial windfall for employees with equity holdings.</p><p>Shortly after Mr. Musk’s takeover, Twitter managers were told to draw up lists evaluating staffers—essentially deciding who might stay and who might get fired, according to people familiar with the matter. Some employees referred to Mr. Musk’s allies as “goons,” they said.</p><p>The frustration among some employees was amplified, some of them said, byTesla engineers being brought into examine Twitter employees’ coding work. The Twitter employees believed those evaluations were being factored into the layoff plans, the people said.</p><p>The specifics of when the layoffs would come, and on what scale, were closely guarded.</p><p>One senior employee said that even information communicated to the inner circle was unreliable and contradictory. “The chaos level is so high,” the employee said.</p><p>Mr. Musk gathered acircle of advisers to help him reshape Twitter, including venture-capitalistsJason CalacanisandSriram Krishnan, also a former Twitter product leader. Meanwhile, Mr. Musk fired off tweets about various business possibilities. Employees were given days to develop new products, and plans appeared to change.</p><p>This rapid-fire approach to product development was a radical departure from the development style at the old Twitter, where any new products were closely studied to gauge how they would affect usage rates and other potential impacts.</p><p>Mr. Musk’s plan includes changing the platform byexpanding user verificationand improvingthe subscription offeringsto become less reliant on advertisers. He also discussed adding ways for content creators to make money on the platform so that they could earn a living on it, the way creators do on TikTok and YouTube.</p><p>Mr. Musk at one point tweeted a poll asking whether he should bring back Vine, the short-video service that Twitter shut down in 2016. The company has discussed relaunching a version of Vine by the end of the year, according to one employee.</p><p>Soon after the email to all employees went out Thursday, a staffer posted to the company’s internal Slack channel wishing everyone well and concluding with the “saluting face” emoji, according to employees.</p><p>That kicked off an hourslong series of such salutes from hundreds of Twitter employees. It eventually spilled into public tweets, with the saluting emoji becoming a symbol of the end of the pre-Musk version of the company. “There was this weird sense of celebration,” one employee said. “We were all together marking the ending of this thing.”</p></body></html>","source":"wsj_highlight","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Chaos, Confusion at Twitter in Elon Musk’s First Week</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nChaos, Confusion at Twitter in Elon Musk’s First Week\n</h2>\n\n<h4 class=\"meta\">\n\n\n2022-11-06 09:40 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.wsj.com/articles/first-week-of-elon-musks-twitter-was-chaos-and-confusion-for-employees-11667670558?mod=hp_lead_pos1><strong>wall street journal</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Inside Twitter Inc. in the week after Elon Musk took it over, almost no one seemed to know for sure what was going on.As Mr. Musk opined and joked on the platform about possible product changes, the ...</p>\n\n<a href=\"https://www.wsj.com/articles/first-week-of-elon-musks-twitter-was-chaos-and-confusion-for-employees-11667670558?mod=hp_lead_pos1\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"TSLA":"特斯拉","TWTR":"Twitter"},"source_url":"https://www.wsj.com/articles/first-week-of-elon-musks-twitter-was-chaos-and-confusion-for-employees-11667670558?mod=hp_lead_pos1","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1179650981","content_text":"Inside Twitter Inc. in the week after Elon Musk took it over, almost no one seemed to know for sure what was going on.As Mr. Musk opined and joked on the platform about possible product changes, the mood among many inside the company was anxious and grim, according to interviews with employees. The one thing that seemed certain to employees was thatmany of them would soon lose their jobs, they said.Late Thursday,the ax started falling, as the company hacked away large parts of the workforce of roughly 7,500 people, aiming to reduce costs and reshape Twitter to align with Mr. Musk’s vision. Befitting a platform built for real-time reaction, staffers tweeted as they lost access to company Slack and email accounts, not knowing for sure if that meant they were fired until official termination notices were sent on Friday morning.The mass layoffs were the culmination of a dizzying week under Mr. Musk’s leadership, in which employees tried to adjust to his frenetic working style as their own futures at the company were in doubt. In internal messages and public posts, workers confronted the chaos with a mixture of anguish and wry jokes.One programmer,Sheon Han, tweeted a picture of the Twitter logo next to a head of lettuce, in a spoof on theU.K. tabloid stuntto see if an unrefrigerated head of lettuce would last longer than Prime MinisterLiz Truss. In the case of Ms. Truss, the lettuce won.“My employee login @Twitter vs. Lettuce,” Mr. Han tweeted on Wednesday night, adding, “Let’s goooooooooo.”Mr. Han declined to provide comment about his employment status Friday.Manu Cornet, a 41-year-old software engineer, said he was among the employees who met Mr. Musk at Twitter’s San Francisco headquarters in the billionaire’s first days as the self-styled “Chief Twit.”Mr. Cornet, also an artist, had drawn a cartoon of a man who had accidentally broken a figurine of a bird resembling the Twitter logo, with another man saying: “You break it, you buy it!” He said he gave a copy of the cartoon to Mr. Musk.On Monday, Mr. Cornet said he was summoned to work on new projects. Two days later, he received an email that read, in part: “We regret to inform you that your employment is terminated effective immediately. Your recent behavior has violated multiple policies.”He said he wasn’t sure which policies he had violated. He added that he had recently created a browser extension for downloading work emails, which he believed would help colleagues save important documents in case they got laid off.Mr. Cornet is among agroup of employees who filed a lawsuit against Twitterin San Francisco federal court accusing the company of violating federal and state law by not providing the legally required warning in advance of mass layoffs.Twitter representatives didn’t respond to requests for comment.In an email late Thursday telling employees that they would be informed the following morning if they were fired, the company said the layoffs were “an effort to place Twitter on a healthy path.”Mr. Musk, in a tweet late Friday, said: “Regarding Twitter’s reduction in force, unfortunately there is no choice when the company is losing over $4M/day.” He said affected employees were offered three months of severance.On Saturday, Twitter co-founderJack Dorsey, who stepped down as CEO last year and who supported Mr. Musk’s acquisition, tweeted saying he took responsibility for growing the company too quickly. “I apologize for that,” he wrote.Employees trickled out of Twitter steadily in the months after Mr. Musk’s $44 billion deal in April to buy the company, anxious about how things would play out. As Mr. Musk began to get cold feet, helashed out publicly at Twitter leadersincluding then-CEOParag Agrawal, fueling tension among many employees. Mr. Musk waged a monthslong legal battle to escape the deal before finally agreeing, again, to buy the platform last month.As the billionaire completed the takeoveron Oct. 27, Mr. Agrawal and several other top executives were fired immediately. That was followed by media reports ofplanning for broad layoffs. Fears grew among many employees that Mr. Musk could try to cut jobs before a Nov. 1 stock vesting date, employees said. In a tweet after taking over, Mr. Musk denied that he would do so.That meant employees’ grants were expected to be paid as cash at $54.20 a share, the price Mr. Musk paid for the company, according to SEC filings. The price represented a healthy premium over what Twitter had been valued at before the acquisition, creating a substantial windfall for employees with equity holdings.Shortly after Mr. Musk’s takeover, Twitter managers were told to draw up lists evaluating staffers—essentially deciding who might stay and who might get fired, according to people familiar with the matter. Some employees referred to Mr. Musk’s allies as “goons,” they said.The frustration among some employees was amplified, some of them said, byTesla engineers being brought into examine Twitter employees’ coding work. The Twitter employees believed those evaluations were being factored into the layoff plans, the people said.The specifics of when the layoffs would come, and on what scale, were closely guarded.One senior employee said that even information communicated to the inner circle was unreliable and contradictory. “The chaos level is so high,” the employee said.Mr. Musk gathered acircle of advisers to help him reshape Twitter, including venture-capitalistsJason CalacanisandSriram Krishnan, also a former Twitter product leader. Meanwhile, Mr. Musk fired off tweets about various business possibilities. Employees were given days to develop new products, and plans appeared to change.This rapid-fire approach to product development was a radical departure from the development style at the old Twitter, where any new products were closely studied to gauge how they would affect usage rates and other potential impacts.Mr. Musk’s plan includes changing the platform byexpanding user verificationand improvingthe subscription offeringsto become less reliant on advertisers. He also discussed adding ways for content creators to make money on the platform so that they could earn a living on it, the way creators do on TikTok and YouTube.Mr. Musk at one point tweeted a poll asking whether he should bring back Vine, the short-video service that Twitter shut down in 2016. The company has discussed relaunching a version of Vine by the end of the year, according to one employee.Soon after the email to all employees went out Thursday, a staffer posted to the company’s internal Slack channel wishing everyone well and concluding with the “saluting face” emoji, according to employees.That kicked off an hourslong series of such salutes from hundreds of Twitter employees. It eventually spilled into public tweets, with the saluting emoji becoming a symbol of the end of the pre-Musk version of the company. “There was this weird sense of celebration,” one employee said. “We were all together marking the ending of this thing.”","news_type":1},"isVote":1,"tweetType":1,"viewCount":293,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9935350434,"gmtCreate":1663035396429,"gmtModify":1676537188254,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"Yes","listText":"Yes","text":"Yes","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/9935350434","repostId":"1101966294","repostType":4,"isVote":1,"tweetType":1,"viewCount":101,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":806424582,"gmtCreate":1627690280246,"gmtModify":1703494654394,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"Gd!","listText":"Gd!","text":"Gd!","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/806424582","repostId":"1133150500","repostType":4,"repost":{"id":"1133150500","pubTimestamp":1627689547,"share":"https://ttm.financial/m/news/1133150500?lang=&edition=fundamental","pubTime":"2021-07-31 07:59","market":"us","language":"zh","title":"流动性疯狂！美联储逆回购工具用量首次突破1万亿美元","url":"https://stock-news.laohu8.com/highlight/detail?id=1133150500","media":"华尔街见闻","summary":"国金融系统内的流动性过剩有多严重？看一看刚刚创历史新高的美联储逆回购工具用量。\n纽约联储数据显示，美东时间7月30日周五，共有86名对手方在美联储的隔夜固定利率逆回购中接纳了总计1.039394万亿美","content":"<p>国金融系统内的流动性过剩有多严重？看一看刚刚创历史新高的美联储逆回购工具用量。</p>\n<p>纽约联储数据显示，美东时间7月30日周五，共有86名对手方在美联储的隔夜固定利率逆回购中接纳了总计1.039394万亿美元，史上首次规模突破1万亿美元，刷新了6月30日所创的最高纪录9919.39亿美元。这意味着，哪怕利率只有0.05%，创纪录规模的追逐短期收益资金也情愿趴在美联储的账上。</p>\n<p><img src=\"https://static.tigerbbs.com/0ee9d45b40d982646f0bc0512a8937a1\" tg-width=\"512\" tg-height=\"295\" referrerpolicy=\"no-referrer\" width=\"100%\" height=\"auto\"></p>\n<p>与中国央行的公开市场操作相反，美联储通过正回购释放流动性、逆回购回收流动性。<b>隔夜逆回购是流动性过剩时期的市场资金庇护所</b>，<b>隔夜逆回购利率（ON RRP）充当美联储政策利率走廊的下限。隔夜逆回购需求和接收量激增，正是疫情后无限量QE买债和财政刺激导致的市场流动性过剩体现</b>。</p>\n<p>美联储6月上调ON RRP和超额准备金利率（IOER） 两大管理利率以前，动用隔夜逆回购工具的利率ON RRP尽管只有零，仍然吸引了大批资金。这代表追逐短期收益率的资金根本无处可去，只能无息放入美联储。</p>\n<p>华尔街见闻注意到，今年6月9日，美联储逆回购工具的单日用量史上首次突破5000亿美元，而美联储6月16日才宣布，将上调5个基点，从零升至0.05%，次日逆回购工具的用量一日激增45%，首次超过7000亿美元。</p>\n<p>也就是说，<b>逆回购工具用量的最高纪录将近八周翻了一倍，美联储上调ON RRP才六周，逆回购工具用量的最高纪录就猛增了将近43%</b>。</p>\n<p>目前美联储仍以每月1200亿美元的债券购买计划持续向市场注入流动性，然后通过逆回购将流动性循环回美联储。</p>\n<p>本周四，美联储逆回购工具用量逼近最高水平后，华尔街见闻文章提到，</p>\n<blockquote>\n 自今年3月以来，美联储的隔夜逆回购使用量一直在增加。4月增加了490亿美元，5月增加了2960亿美元，6月增加了3620亿美元，7月增加了1240亿美元。\n <b>若逆回购使用量继续保持每月2000亿美元的规模增长，今年底这一数字将达2万亿美元，甚至是2.5万亿美元。</b>\n</blockquote>\n<p>而考虑到年末调整仓位迎合投资者的橱窗装饰效应，到今年底，逆回购工具用量可能接近、甚至超过3万亿美元。</p>\n<p><img src=\"https://static.tigerbbs.com/2ba0b9ae6b0e3338e4c0b16785565adb\" tg-width=\"629\" tg-height=\"479\" referrerpolicy=\"no-referrer\" width=\"100%\" height=\"auto\"></p>\n<p>逆回购工具用量爆表其实不算意外。</p>\n<p>华尔街见闻此前文章提到，在美国联邦政府的法定债务上限今年8月重新生效前，美国财政部致力于到7月底将现金账户TGA的账户余额降低至4500亿美元，相当于需要在<b>7月十几天内“泄洪”高达2500亿美元</b>。</p>\n<p>减少TGA余额最有效的方法是进一步缩减美国国债标售的规模。此举的风险在于，它将激化本已压制长端收益率的供需失衡，进而威胁美联储对关键利率指标的掌控。那么接下来应该会想到的问题就是，美联储会不会再次调整包括ON RRP在内的管理利率。</p>","source":"highlight_wallstreetcn","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>流动性疯狂！美联储逆回购工具用量首次突破1万亿美元</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n流动性疯狂！美联储逆回购工具用量首次突破1万亿美元\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-07-31 07:59 北京时间&nbsp;&nbsp;&nbsp;<a href=https://wallstreetcn.com/articles/3636794><strong>华尔街见闻</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>国金融系统内的流动性过剩有多严重？看一看刚刚创历史新高的美联储逆回购工具用量。\n纽约联储数据显示，美东时间7月30日周五，共有86名对手方在美联储的隔夜固定利率逆回购中接纳了总计1.039394万亿美元，史上首次规模突破1万亿美元，刷新了6月30日所创的最高纪录9919.39亿美元。这意味着，哪怕利率只有0.05%，创纪录规模的追逐短期收益资金也情愿趴在美联储的账上。\n\n与中国央行的公开市场操作...</p>\n\n<a href=\"https://wallstreetcn.com/articles/3636794\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/f09c44f289c2f0d40610768fe6661fab","relate_stocks":{".DJI":"道琼斯"},"source_url":"https://wallstreetcn.com/articles/3636794","is_english":false,"share_image_url":"https://static.laohu8.com/cc96873d3d23ee6ac10685520df9c100","article_id":"1133150500","content_text":"国金融系统内的流动性过剩有多严重？看一看刚刚创历史新高的美联储逆回购工具用量。\n纽约联储数据显示，美东时间7月30日周五，共有86名对手方在美联储的隔夜固定利率逆回购中接纳了总计1.039394万亿美元，史上首次规模突破1万亿美元，刷新了6月30日所创的最高纪录9919.39亿美元。这意味着，哪怕利率只有0.05%，创纪录规模的追逐短期收益资金也情愿趴在美联储的账上。\n\n与中国央行的公开市场操作相反，美联储通过正回购释放流动性、逆回购回收流动性。隔夜逆回购是流动性过剩时期的市场资金庇护所，隔夜逆回购利率（ON RRP）充当美联储政策利率走廊的下限。隔夜逆回购需求和接收量激增，正是疫情后无限量QE买债和财政刺激导致的市场流动性过剩体现。\n美联储6月上调ON RRP和超额准备金利率（IOER） 两大管理利率以前，动用隔夜逆回购工具的利率ON RRP尽管只有零，仍然吸引了大批资金。这代表追逐短期收益率的资金根本无处可去，只能无息放入美联储。\n华尔街见闻注意到，今年6月9日，美联储逆回购工具的单日用量史上首次突破5000亿美元，而美联储6月16日才宣布，将上调5个基点，从零升至0.05%，次日逆回购工具的用量一日激增45%，首次超过7000亿美元。\n也就是说，逆回购工具用量的最高纪录将近八周翻了一倍，美联储上调ON RRP才六周，逆回购工具用量的最高纪录就猛增了将近43%。\n目前美联储仍以每月1200亿美元的债券购买计划持续向市场注入流动性，然后通过逆回购将流动性循环回美联储。\n本周四，美联储逆回购工具用量逼近最高水平后，华尔街见闻文章提到，\n\n 自今年3月以来，美联储的隔夜逆回购使用量一直在增加。4月增加了490亿美元，5月增加了2960亿美元，6月增加了3620亿美元，7月增加了1240亿美元。\n 若逆回购使用量继续保持每月2000亿美元的规模增长，今年底这一数字将达2万亿美元，甚至是2.5万亿美元。\n\n而考虑到年末调整仓位迎合投资者的橱窗装饰效应，到今年底，逆回购工具用量可能接近、甚至超过3万亿美元。\n\n逆回购工具用量爆表其实不算意外。\n华尔街见闻此前文章提到，在美国联邦政府的法定债务上限今年8月重新生效前，美国财政部致力于到7月底将现金账户TGA的账户余额降低至4500亿美元，相当于需要在7月十几天内“泄洪”高达2500亿美元。\n减少TGA余额最有效的方法是进一步缩减美国国债标售的规模。此举的风险在于，它将激化本已压制长端收益率的供需失衡，进而威胁美联储对关键利率指标的掌控。那么接下来应该会想到的问题就是，美联储会不会再次调整包括ON RRP在内的管理利率。","news_type":1},"isVote":1,"tweetType":1,"viewCount":275,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":168055127,"gmtCreate":1623945157369,"gmtModify":1703824332530,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/168055127","repostId":"1118107542","repostType":4,"repost":{"id":"1118107542","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据，旨在帮助投资者理解世界，做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1623943021,"share":"https://ttm.financial/m/news/1118107542?lang=&edition=fundamental","pubTime":"2021-06-17 23:17","market":"us","language":"zh","title":"WSB概念股盘中走强，AMC院线涨超10%","url":"https://stock-news.laohu8.com/highlight/detail?id=1118107542","media":"老虎资讯综合","summary":"6月17日，WSB概念股盘中走强，AMC院线涨超10%，黑莓、高斯电子、游戏驿站涨超4%。","content":"<p>6月17日，WSB概念股盘中走强，<a href=\"https://laohu8.com/S/AMC\">AMC院线</a>涨超10%，<a href=\"https://laohu8.com/S/BBRY\">黑莓</a>、<a href=\"https://laohu8.com/S/KOSS\">高斯电子</a>、<a href=\"https://laohu8.com/S/GME\">游戏驿站</a>涨超4%。</p>\n<p><img src=\"https://static.tigerbbs.com/09113f1c85c700361ff9bd6645e89551\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>WSB概念股盘中走强，AMC院线涨超10%</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nWSB概念股盘中走强，AMC院线涨超10%\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time\">2021-06-17 23:17</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<p>6月17日，WSB概念股盘中走强，<a href=\"https://laohu8.com/S/AMC\">AMC院线</a>涨超10%，<a href=\"https://laohu8.com/S/BBRY\">黑莓</a>、<a href=\"https://laohu8.com/S/KOSS\">高斯电子</a>、<a href=\"https://laohu8.com/S/GME\">游戏驿站</a>涨超4%。</p>\n<p><img src=\"https://static.tigerbbs.com/09113f1c85c700361ff9bd6645e89551\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/fd680cd945fd32917c8ece66ec685e5f","relate_stocks":{"BB":"黑莓","KOSS":"高斯电子","GME":"游戏驿站","AMC":"AMC院线"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1118107542","content_text":"6月17日，WSB概念股盘中走强，AMC院线涨超10%，黑莓、高斯电子、游戏驿站涨超4%。","news_type":1},"isVote":1,"tweetType":1,"viewCount":241,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9942593569,"gmtCreate":1681250919451,"gmtModify":1681250923242,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"Very good for the share[Great]&nbsp;","listText":"Very good for the share[Great]&nbsp;","text":"Very good for the share[Great]","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/9942593569","isVote":1,"tweetType":1,"viewCount":152,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9969314344,"gmtCreate":1668353642288,"gmtModify":1676538044181,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"Gd","listText":"Gd","text":"Gd","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/9969314344","isVote":1,"tweetType":1,"viewCount":71,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":377358534,"gmtCreate":1619499251828,"gmtModify":1704724974693,"author":{"id":"3582021985778477","authorId":"3582021985778477","name":"Jackychua","avatar":"https://static.tigerbbs.com/da85c2e9479860997fd43352bd76a7d5","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3582021985778477","authorIdStr":"3582021985778477"},"themes":[],"htmlText":"Gd.","listText":"Gd.","text":"Gd.","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/377358534","repostId":"1171495583","repostType":4,"repost":{"id":"1171495583","pubTimestamp":1619497808,"share":"https://ttm.financial/m/news/1171495583?lang=&edition=fundamental","pubTime":"2021-04-27 12:30","market":"sh","language":"zh","title":"上汽、威马们发力SOA，是切换维度下的“弯道超车”？","url":"https://stock-news.laohu8.com/highlight/detail?id=1171495583","media":"投中网","summary":"SOA理念可能就是这次变革的马前卒，可以让这场变革更加水到渠成。今年开始，上汽、威马、岚图、哪吒等谈及智能汽车时，都有提及SOA架构。\n\n是什么成就苹果超2万亿美元的市值？\n凯文·凯利曾在演讲时指出：","content":"<blockquote>\n SOA理念可能就是这次变革的马前卒，可以让这场变革更加水到渠成。今年开始，上汽、威马、岚图、哪吒等谈及智能汽车时，都有提及SOA架构。\n</blockquote>\n<p>是什么成就苹果超2万亿美元的市值？</p>\n<p>凯文·凯利曾在演讲时指出：“未来技术革新的所在，是在主流之外的边缘地带，比如当你的拖拉机越造越好的时候，汽车也许在另一个技术层面上逆袭。这就是未来的所在。”这句话不仅诠释苹果的创新是换一种维度的突破，也无形中道出汽车产业一种可能的变革思路。</p>\n<p>后疫情时代，SDV（软件定义汽车）成为被车企们讲烂的词汇，随后还诞生出“用户定义汽车”这一说法。但是，车企更多还是想让用户好理解罢了，当变革关乎到技术研发时，必然要考虑用什么理念设计架构以承载软件，发挥SDV的真正价值。</p>\n<p>而SOA理念可能就是这次变革的马前卒，可以让这场变革更加水到渠成。今年开始，上汽、威马、岚图、哪吒等谈及智能汽车时，都有提及SOA架构。这个月，上汽还举办了全球SOA平台开发者大会。SOA架构被引入汽车，透露出行业的哪些信号？</p>\n<p><b>SOA搭“戏台”，汽车玩起“苹果APP”式革命</b></p>\n<p>SOA并不是个新名词，在汽车行业也早有尝试。蔚来、小鹏实际上已经在尝试进行一些SOA架构设计的运用，比如目前已经较为成熟的OTA功能以及远程诊断功能，都在SOA架构的运用范畴之内。</p>\n<p>拿智能手机类比，苹果手机就具有相似的架构，表现出来的形式就是向开发者开放的平台——App Store。SOA之于汽车，就好比苹果App Store之于iPhone，它将汽车的硬件能力开放出来，供软件开发者调用，以实现相应的功能。</p>\n<p>从iPhone 3G问世并向第三方开发者开放Apple Store，到如今Apple Store上已经有超过500万应用，苹果由此拥有了全球领先的软件生态。在苹果手机上为数不多的传感器、执行器支持下，iOS已能够提供百万级应用，而汽车的硬件复杂程度远超手机，将SOA平台导入其中，背后的想象空间是巨大的。</p>\n<p>一个不懂编写代码的普通用户，可以通过将车窗、音响、氛围灯等各个模块的触发条件集合到自己的APP中，生成符合用户需求的个性化场景。APP上传到应用商店再下载到车上，用户便可使用。</p>\n<p>比如，车内需要透气时，司机希望打开汽车外循环，同时两位乘客分别希望打开车窗和天窗，这样就出现三个不同的需求，而它们完全可以通过用户自我定制来实现。这只是最简单的玩法，通过多种功能组合，理论上可产生海量全新的应用，最终拓展智能汽车的能力。</p>\n<p>类似于App Store，开发者利用SOA平台向用户提供服务时，可以采用买断式或订阅式收费。开发者取得商业收益，车企也可以获得利润。只是，SOA平台尚在起步阶段，如何制定商业模式还不明朗。</p>\n<p>目前选择将整车搭建SOA平台，上汽零束、威马是为数不多的两家，而哪吒、高合有提及引入SOA理念，不过产品目前没有落地。</p>\n<p>上汽零束已经与首批开发者一起，开发了几十个智能车专属应用场景，几百个用户“千人千面”模式，以及部分典型的汽车智能化应用，目前平台的软件可以在上汽旗下R汽车和智己汽车上通用。</p>\n<p>威马在威马W6汽车中应用SOA平台，上线了自定义编程功能，自定义场景超100个，手机端与车机端同步；哪吒S也将整个系统基于SOA架构，不过产品正式上市时间可能在2022年下半年。</p>\n<p>对比这几家，上汽、威马在SOA平台上的探索是有产品落地的，其中上汽的开放进程跑得更快，威马的落地时间即汽车发布时间则稍早一些。而哪吒因为整车未公布，进度最慢。</p>\n<p>即便如此，上汽零束SOA平台的开放性都仍有大幅提升空间。「智能相对论」了解到，其平台分为三种模式，面向普通用户、第三方开发者的两种版本已对外界公布，而面向OEM和供应商的版本并未具体展示。</p>\n<p>作为走向开放的关键部分，车企想让其实现跨品牌、跨车型是最为困难的，不仅对研发工程师团队提出高要求，而且还要关系到和Tier1、其他OEM的利益权衡。这也让大家期待SOA平台时，看到了很多的困难和挑战。</p>\n<p><b>搭“戏台”不易，还怕“没人唱戏、没人捧场”</b></p>\n<p>通过SOA架构，还有一层好处是，软件的开发主导权会回归车企。随之而来的是，车企需要大量研发工作，也需要人才。</p>\n<p>业内人士告诉「智能相对论」，“架构工程师薪酬就很高，可不是开高薪就能招到的，因为这个职位对人的要求极高，他要对车和软件都有专业的理解。”</p>\n<p>在整车功能定义初期，整个SOA团队就必须要参与进来，这个无论是上汽零束、威马、哪吒，还是其他车企都要花费一大笔钱。但除开技术层面，之后还有许多现实问题存在，比如车企如何吸引开发者入驻平台？</p>\n<p>以上汽零束SOA平台为例，若要达到让更多开发者甚至普通用户，持续参与软件开发的初衷，需要降低进入门槛来扩大用户基数，帮助平台氛围活跃起来。打造好服务和功能后，再带动整个平台质量提高以吸引新的开发者，最终反哺SOA平台。一旦运转起来就会有“飞轮效应”，形成规模化。</p>\n<p>许多互联网现象都与此类似，比如外卖、拼购电商、网约车平台，商家量和用户量是相互促进、互为前提的。平台为了扩大两者规模，砸钱补贴往往是冷启动常见的做法。</p>\n<p>事实的确如此，开发者不可能一直是“为爱发电”。类似于App Store，做好激励方案是车企需要思考的问题。车企前期投入难以避免，而之后，用户、开发者、车企三者之间的利益如何划分十分重要，这关乎到平台的长期生存。</p>\n<p>还有一个关键问题是，车企如何打破边界？手机软件开发者在开发时，只需要围绕安卓和iOS两个系统，再简单进行机型适配即可。而软件上车时，有着数不清的车型、品牌。无论是上汽零束还是威马，目前平台还只是落地在旗下车型，未来开发者规模要打开新的增长空间，无疑需要更多友商融入平台。</p>\n<p>这一块的困难其实不在于平台如何“适配”友商，更在于平台如何“吸纳”友商。汽车行业当下的趋势是，传统汽车硬件、智能化硬件这类底层的东西逐渐变成开放的、标准化、有产业规模支撑的。各家的竞争反而是软件层和服务层的竞争，它们都是“友商”不愿失去的。</p>\n<p>此外，安全问题也是平台发展的必要考量。汽车上有数百个硬件可供软件调用，考虑到驾驶安全，因此汽车软件的容错率（如闪退、崩溃）要远远低于App Store。</p>\n<p>这就意味着，一些涉及汽车运动、自动驾驶的功能无法开放给用户，只能交由研发能力强的OEM自己设计。这也就产生一个矛盾的事实：“高技术准入门槛”和“吸引更多开发者”不可兼得，因为安全必须得到保证。</p>\n<p>威马表示，W6用户可以通过“威马快捷”，创建属于自己的驾驶模式，包括L2驾驶辅助系统、音乐、空调温度、座椅调整等用户偏好的软硬件设置，按照自己的喜好进行添加和设置。而上汽零束在介绍平台时，具体谈的更多也是生活、娱乐系统功能。</p>\n<p>娱乐系统功能本身的安全等级低于其他域的要求，是最为容易实现的，而ADAS域内则完全相反。所以在SOA平台发展趋势中，功能需要上汽零束、威马一步一步去推、去完善，直至完全打通。</p>\n<p><b>灵魂拷问：大家都想做，凭什么你成功？</b></p>\n<p>理想很丰满，现实却有些骨感。车企若想建立起SOA平台这条护城河，其面临的难度不可小觑。此前提及到，盯住其巨大潜能的车企已有上汽、威马，哪吒、高合也对SOA架构跃跃欲试。</p>\n<p>当然，这些只是目前已知的主机厂。包括小米、滴滴等在内，愈多科技互联网巨头开始布局智能汽车领域。从“软件定义汽车”到“用户定义汽车”成为热门，小米、滴滴们重视“SOA”是可以想象的。</p>\n<p>小米滴滴凭借在原有业务领域的硬件制造、软件运营等优势，造车算是做了一次新相关战略延伸。其中小米背后有着比传统车企更庞大的用户量，更能够支撑起SOA平台的商业化想象。</p>\n<p>小米造车的体系架构目前尚不可知，但面对其数量庞大的“米粉”们，小米无疑会重视他们的意见，很大概率会引入“SOA”。通过SOA平台，“米粉”可以生成符合自己拥车偏好及驾驶习惯的个性化场景，这与其强调“用户参与感”是相契合的。</p>\n<p>相比于友商们，上汽零束、威马的优势在于“先发”，会更早地跑出一定规模。华为智能汽车解决方案BU总裁王军在上汽开发者大会就表示，软件平台应用范围越广，边际成本越低。规模化俨然是实现盈利最根本的商业逻辑。</p>\n<p>尽管百度、腾讯、华为等多家科技互联网公司都谈到自身与上汽SOA之间的可能性合作，但它们和上汽未来更会是竞合关系，把这些东西掌握在自己手里。同样地，其他车企也会搭建自己的SOA平台，发展思路可以是向外扩张或者选择自用，但也意味着上汽、威马SOA平台失去这部分资源。</p>\n<p>可是对于小车企而言，它们会去考虑用户规模能否支撑自建平台做好商业化。若决定使用大型车企的平台，它们会去权衡哪个平台生态做得更好，这样自身产业链每一环都有望从中受益。</p>\n<p>因此，吸纳这部分小车企会是将来上汽等大型车企扩大“朋友圈”的重要方向。长期来看，随着上汽零束SOA平台逐步开放，其将会在其他品牌车上测试。无论小车企是否采用自己的平台，第一步可以先把接口标准统一，便于小车企融入生态。</p>\n<p>总的来看，电动化、智能化正在构筑起下一轮产业竞争的新赛道，而SOA平台成为一众车企抢夺声量的关键之一。人人都想做“App Store”，可最后可能只会有一个，目前上汽零束、威马等车企在“SOA”方向尚处起步阶段，未来竞争业态仍是未知。而我们需要做的则是，让车企的“子弹”再飞一会儿。</p>","source":"tzw","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>上汽、威马们发力SOA，是切换维度下的“弯道超车”？</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ 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#494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n上汽、威马们发力SOA，是切换维度下的“弯道超车”？\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-04-27 12:30 北京时间&nbsp;&nbsp;&nbsp;<a href=https://www.chinaventure.com.cn/news/78-20210427-361891.html><strong>投中网</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>SOA理念可能就是这次变革的马前卒，可以让这场变革更加水到渠成。今年开始，上汽、威马、岚图、哪吒等谈及智能汽车时，都有提及SOA架构。\n\n是什么成就苹果超2万亿美元的市值？\n凯文·凯利曾在演讲时指出：“未来技术革新的所在，是在主流之外的边缘地带，比如当你的拖拉机越造越好的时候，汽车也许在另一个技术层面上逆袭。这就是未来的所在。”这句话不仅诠释苹果的创新是换一种维度的突破，也无形中道出汽车产业一种...</p>\n\n<a href=\"https://www.chinaventure.com.cn/news/78-20210427-361891.html\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/edb5904d62b10798f760277be625646d","relate_stocks":{},"source_url":"https://www.chinaventure.com.cn/news/78-20210427-361891.html","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1171495583","content_text":"SOA理念可能就是这次变革的马前卒，可以让这场变革更加水到渠成。今年开始，上汽、威马、岚图、哪吒等谈及智能汽车时，都有提及SOA架构。\n\n是什么成就苹果超2万亿美元的市值？\n凯文·凯利曾在演讲时指出：“未来技术革新的所在，是在主流之外的边缘地带，比如当你的拖拉机越造越好的时候，汽车也许在另一个技术层面上逆袭。这就是未来的所在。”这句话不仅诠释苹果的创新是换一种维度的突破，也无形中道出汽车产业一种可能的变革思路。\n后疫情时代，SDV（软件定义汽车）成为被车企们讲烂的词汇，随后还诞生出“用户定义汽车”这一说法。但是，车企更多还是想让用户好理解罢了，当变革关乎到技术研发时，必然要考虑用什么理念设计架构以承载软件，发挥SDV的真正价值。\n而SOA理念可能就是这次变革的马前卒，可以让这场变革更加水到渠成。今年开始，上汽、威马、岚图、哪吒等谈及智能汽车时，都有提及SOA架构。这个月，上汽还举办了全球SOA平台开发者大会。SOA架构被引入汽车，透露出行业的哪些信号？\nSOA搭“戏台”，汽车玩起“苹果APP”式革命\nSOA并不是个新名词，在汽车行业也早有尝试。蔚来、小鹏实际上已经在尝试进行一些SOA架构设计的运用，比如目前已经较为成熟的OTA功能以及远程诊断功能，都在SOA架构的运用范畴之内。\n拿智能手机类比，苹果手机就具有相似的架构，表现出来的形式就是向开发者开放的平台——App Store。SOA之于汽车，就好比苹果App Store之于iPhone，它将汽车的硬件能力开放出来，供软件开发者调用，以实现相应的功能。\n从iPhone 3G问世并向第三方开发者开放Apple Store，到如今Apple Store上已经有超过500万应用，苹果由此拥有了全球领先的软件生态。在苹果手机上为数不多的传感器、执行器支持下，iOS已能够提供百万级应用，而汽车的硬件复杂程度远超手机，将SOA平台导入其中，背后的想象空间是巨大的。\n一个不懂编写代码的普通用户，可以通过将车窗、音响、氛围灯等各个模块的触发条件集合到自己的APP中，生成符合用户需求的个性化场景。APP上传到应用商店再下载到车上，用户便可使用。\n比如，车内需要透气时，司机希望打开汽车外循环，同时两位乘客分别希望打开车窗和天窗，这样就出现三个不同的需求，而它们完全可以通过用户自我定制来实现。这只是最简单的玩法，通过多种功能组合，理论上可产生海量全新的应用，最终拓展智能汽车的能力。\n类似于App Store，开发者利用SOA平台向用户提供服务时，可以采用买断式或订阅式收费。开发者取得商业收益，车企也可以获得利润。只是，SOA平台尚在起步阶段，如何制定商业模式还不明朗。\n目前选择将整车搭建SOA平台，上汽零束、威马是为数不多的两家，而哪吒、高合有提及引入SOA理念，不过产品目前没有落地。\n上汽零束已经与首批开发者一起，开发了几十个智能车专属应用场景，几百个用户“千人千面”模式，以及部分典型的汽车智能化应用，目前平台的软件可以在上汽旗下R汽车和智己汽车上通用。\n威马在威马W6汽车中应用SOA平台，上线了自定义编程功能，自定义场景超100个，手机端与车机端同步；哪吒S也将整个系统基于SOA架构，不过产品正式上市时间可能在2022年下半年。\n对比这几家，上汽、威马在SOA平台上的探索是有产品落地的，其中上汽的开放进程跑得更快，威马的落地时间即汽车发布时间则稍早一些。而哪吒因为整车未公布，进度最慢。\n即便如此，上汽零束SOA平台的开放性都仍有大幅提升空间。「智能相对论」了解到，其平台分为三种模式，面向普通用户、第三方开发者的两种版本已对外界公布，而面向OEM和供应商的版本并未具体展示。\n作为走向开放的关键部分，车企想让其实现跨品牌、跨车型是最为困难的，不仅对研发工程师团队提出高要求，而且还要关系到和Tier1、其他OEM的利益权衡。这也让大家期待SOA平台时，看到了很多的困难和挑战。\n搭“戏台”不易，还怕“没人唱戏、没人捧场”\n通过SOA架构，还有一层好处是，软件的开发主导权会回归车企。随之而来的是，车企需要大量研发工作，也需要人才。\n业内人士告诉「智能相对论」，“架构工程师薪酬就很高，可不是开高薪就能招到的，因为这个职位对人的要求极高，他要对车和软件都有专业的理解。”\n在整车功能定义初期，整个SOA团队就必须要参与进来，这个无论是上汽零束、威马、哪吒，还是其他车企都要花费一大笔钱。但除开技术层面，之后还有许多现实问题存在，比如车企如何吸引开发者入驻平台？\n以上汽零束SOA平台为例，若要达到让更多开发者甚至普通用户，持续参与软件开发的初衷，需要降低进入门槛来扩大用户基数，帮助平台氛围活跃起来。打造好服务和功能后，再带动整个平台质量提高以吸引新的开发者，最终反哺SOA平台。一旦运转起来就会有“飞轮效应”，形成规模化。\n许多互联网现象都与此类似，比如外卖、拼购电商、网约车平台，商家量和用户量是相互促进、互为前提的。平台为了扩大两者规模，砸钱补贴往往是冷启动常见的做法。\n事实的确如此，开发者不可能一直是“为爱发电”。类似于App Store，做好激励方案是车企需要思考的问题。车企前期投入难以避免，而之后，用户、开发者、车企三者之间的利益如何划分十分重要，这关乎到平台的长期生存。\n还有一个关键问题是，车企如何打破边界？手机软件开发者在开发时，只需要围绕安卓和iOS两个系统，再简单进行机型适配即可。而软件上车时，有着数不清的车型、品牌。无论是上汽零束还是威马，目前平台还只是落地在旗下车型，未来开发者规模要打开新的增长空间，无疑需要更多友商融入平台。\n这一块的困难其实不在于平台如何“适配”友商，更在于平台如何“吸纳”友商。汽车行业当下的趋势是，传统汽车硬件、智能化硬件这类底层的东西逐渐变成开放的、标准化、有产业规模支撑的。各家的竞争反而是软件层和服务层的竞争，它们都是“友商”不愿失去的。\n此外，安全问题也是平台发展的必要考量。汽车上有数百个硬件可供软件调用，考虑到驾驶安全，因此汽车软件的容错率（如闪退、崩溃）要远远低于App Store。\n这就意味着，一些涉及汽车运动、自动驾驶的功能无法开放给用户，只能交由研发能力强的OEM自己设计。这也就产生一个矛盾的事实：“高技术准入门槛”和“吸引更多开发者”不可兼得，因为安全必须得到保证。\n威马表示，W6用户可以通过“威马快捷”，创建属于自己的驾驶模式，包括L2驾驶辅助系统、音乐、空调温度、座椅调整等用户偏好的软硬件设置，按照自己的喜好进行添加和设置。而上汽零束在介绍平台时，具体谈的更多也是生活、娱乐系统功能。\n娱乐系统功能本身的安全等级低于其他域的要求，是最为容易实现的，而ADAS域内则完全相反。所以在SOA平台发展趋势中，功能需要上汽零束、威马一步一步去推、去完善，直至完全打通。\n灵魂拷问：大家都想做，凭什么你成功？\n理想很丰满，现实却有些骨感。车企若想建立起SOA平台这条护城河，其面临的难度不可小觑。此前提及到，盯住其巨大潜能的车企已有上汽、威马，哪吒、高合也对SOA架构跃跃欲试。\n当然，这些只是目前已知的主机厂。包括小米、滴滴等在内，愈多科技互联网巨头开始布局智能汽车领域。从“软件定义汽车”到“用户定义汽车”成为热门，小米、滴滴们重视“SOA”是可以想象的。\n小米滴滴凭借在原有业务领域的硬件制造、软件运营等优势，造车算是做了一次新相关战略延伸。其中小米背后有着比传统车企更庞大的用户量，更能够支撑起SOA平台的商业化想象。\n小米造车的体系架构目前尚不可知，但面对其数量庞大的“米粉”们，小米无疑会重视他们的意见，很大概率会引入“SOA”。通过SOA平台，“米粉”可以生成符合自己拥车偏好及驾驶习惯的个性化场景，这与其强调“用户参与感”是相契合的。\n相比于友商们，上汽零束、威马的优势在于“先发”，会更早地跑出一定规模。华为智能汽车解决方案BU总裁王军在上汽开发者大会就表示，软件平台应用范围越广，边际成本越低。规模化俨然是实现盈利最根本的商业逻辑。\n尽管百度、腾讯、华为等多家科技互联网公司都谈到自身与上汽SOA之间的可能性合作，但它们和上汽未来更会是竞合关系，把这些东西掌握在自己手里。同样地，其他车企也会搭建自己的SOA平台，发展思路可以是向外扩张或者选择自用，但也意味着上汽、威马SOA平台失去这部分资源。\n可是对于小车企而言，它们会去考虑用户规模能否支撑自建平台做好商业化。若决定使用大型车企的平台，它们会去权衡哪个平台生态做得更好，这样自身产业链每一环都有望从中受益。\n因此，吸纳这部分小车企会是将来上汽等大型车企扩大“朋友圈”的重要方向。长期来看，随着上汽零束SOA平台逐步开放，其将会在其他品牌车上测试。无论小车企是否采用自己的平台，第一步可以先把接口标准统一，便于小车企融入生态。\n总的来看，电动化、智能化正在构筑起下一轮产业竞争的新赛道，而SOA平台成为一众车企抢夺声量的关键之一。人人都想做“App Store”，可最后可能只会有一个，目前上汽零束、威马等车企在“SOA”方向尚处起步阶段，未来竞争业态仍是未知。而我们需要做的则是，让车企的“子弹”再飞一会儿。","news_type":1},"isVote":1,"tweetType":1,"viewCount":294,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"lives":[]}