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NIO: The Path To A $1 Trillion Valuation

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Given that the mobility industry is becoming increasingly software-driven,","content":"<p><b>Summary</b></p>\n<ul>\n <li>NIO is known by many as a large cap Chinese electric vehicle company.</li>\n <li>However, it is actually much more than that and possesses several key competitive advantages.</li>\n <li>We discuss how these factors could combine with its focus on China to transform it into a $1 trillion mega cap.</li>\n</ul>\n<p class=\"t-img-caption\"><img src=\"https://static.tigerbbs.com/17cdcfe41a4b886c29dad01d4512e84e\" tg-width=\"1536\" tg-height=\"1024\" referrerpolicy=\"no-referrer\"><span>Lintao Zhang/Getty Images News</span></p>\n<p>Similar to how we analyzed Palantir(NYSE:PLTR)in our recent piece<i>Palantir: The Path To A $1 Trillion Valuation</i>, NIO Inc.(NYSE:NIO)is unique in that it is already a large cap stock, but has a massive growth runway that could quite conceivably make it a mega-cap stock and eventually even approach a valuation of $1 Trillion. Here are five reasons why it could successfully achieve that valuation:</p>\n<p><b>#1. \"Gas Station\" Of The Future</b></p>\n<p>NIO is a major designer and manufacturer of high-tech electric vehicles in China and as a result competes with the likes of Tesla(NASDAQ:TSLA)in innovative technologies like connectivity, batteries, autonomous mobility, and artificial intelligence.</p>\n<p>NIO's status as an emerging leader in these innovative technologies is perhaps the biggest reason to believe that they could become a multi-bagger from today's already lofty valuation and become a true mega cap.</p>\n<p>For example, its Battery-as-a-Service (BaaS) potential is immense. The company has already begun building out the infrastructure for this business through its&nbsp;recent partnership&nbsp;with Sinopec(NYSE:SHI)through which they aspire to create a 5,000 battery swap station network by 2024. This will give NIO a decisive network advantage in this space just as it begins to really take off in the world's largest electric vehicle market, enabling it to form partnerships with other automakers in the country and drive strong revenue growth from this business alone. Essentially, this would make NIO the number one \"gas station\" company in China as the country and world enter the age of electrification.</p>\n<p>Given that they possess hundreds of patents in battery swap technology, NIO seems to already have the intellectual property moat necessary to transform this potential into reality. It appears to be merely a matter of time for them to implement and scale now.</p>\n<p><b>#2. Autonomous Mobility &amp; AI Technology</b></p>\n<p>NIO also has a strong foothold on autonomous mobility technology thanks to filing nearly 50 patents in the area and boasts AI-powered smart \"cockpits.\"</p>\n<p>Given that the mobility industry is becoming increasingly software-driven, its intellectual property portfolio here is important as well. Even more important, though, is its competitive positioning to emerge as a long-term leader in the electric vehicle space in China, not only because of the vehicle sales potential it offers, but much more importantly because it is the largest source of consumer data in the world. As a result, NIO will have access to a vast amount of data with which it can improve its A.I. and build one of the best mobility software platforms in the world.</p>\n<p><b>#3. Government Support</b></p>\n<p>Another big reason to believe in NIO's long-term potential stems from the simple fact that it is a leading local company in China in high-priority technology fields. As a result, it will likely enjoy significant support from the Chinese government so that it can serve as a vehicle whereby China can advance its goals towards becoming the pre-eminent global technological superpower.</p>\n<p>This principle has already played out several times to NIO's benefit.</p>\n<p>For example, the&nbsp;government recently gave&nbsp;NIO a RMB7 billion (US$1b) bailout to give it the cash it needed to sustain and scale operations.</p>\n<p>Additionally, government-owned auto manufacturer - Anhui Jianghuai Automobile Group Corp - has also assisted NIO by providing it with manufacturing services, enabling it to scale with minimal additional capital investment.</p>\n<p>Perhaps the most glaring example of this was how the Chinese state media&nbsp;recently successfully harmed&nbsp;the reputation of TSLA - NIO's top foreign rival - to the point where the Elon Musk-led company had to issue an apology.</p>\n<p>Furthermore, the Chinese government is making a major push to transition the automotive market towards electric vehicles in an effort to battle its huge pollution problem. It is achieving these aims by offering purchase rebates and tax exemptions for the industry, while also placing restrictions on new gasoline and diesel powered vehicle permits.</p>\n<p><b>#4. Global Expansion</b></p>\n<p>NIO is also poised to begin expanding its sales into global markets, beginning with Norway. Not only will the company be selling its cars there, but it will be building out local physical and digital infrastructure to create a high quality user-friendly ecosystem to add value to its brand and bolster its competitive positioning. Once it has built significant scale in Norway, it will then have a greater position of strength from which to infiltrate the rest of the European market. Given the geopolitical tensions with the United States at the moment as well as Tesla's dominance in the U.S. electric vehicle market, Europe seems like a much more logical choice to begin global expansion.</p>\n<p><b>#5. Crunching The Numbers</b></p>\n<p>Electric Vehicle sales are already growing exponentially - especially in China - and we expect that number to explode much higher in the years to come.</p>\n<p><img src=\"https://static.tigerbbs.com/00cdeb70c618caeddbbd16df936194ad\" tg-width=\"960\" tg-height=\"572\"></p>\n<p>In fact, while just barely over 1.2 million electric vehicles were sold worldwide in 2017,Bloomberg New Energy Finance&nbsp;expects that number to soar to 60 million by 2040. Not only that, but battery and battery charging infrastructure demand will soar as well.</p>\n<p>If NIO can seize on its early leadership in China in both the electric vehicle and battery charging infrastructure businesses and also successfully scale its business internationally, there is certainly room for it to achieve a $1 trillion valuation by 2040. For example, its gross margin is expected to be nearly 20% in 2021 and 2022. TSLA's gross, meanwhile, is around 23% and its net margin is roughly half of that, or ~11.5%.</p>\n<p>NIO's BaaS business should also be higher margin given that it could be entirely automated and the actual real estate could be leased instead of owned in order to free up capital for higher return investment elsewhere. With continued scaling in both businesses and overall positive trends in the business with reduced costs across the board through automation and enhanced data analytics, we think gross margins of 25% and net margins of 15% by 2040 are entirely feasible.</p>\n<p>If NIO were to grab just 7.5% of the global EV market (TSLA's is currently 11%) by 2040, it would be selling ~4.5 million cars per year. We think this share is actually very feasible when you consider that the majority of electric vehicle sales are expected to be in China and that NIO has an inside track on that market given the support it is receiving from the government.</p>\n<p>If the average sale were for $40,000 per electric vehicle, its profit would be ~$6,000 per vehicle, translating to $27 billion in annual profit from auto sales alone. At a 30x price-to-earnings multiple, that would put the automotive business at a $810 billion valuation.</p>\n<p>Meanwhile, its BaaS business could likely generate $150 in profits per year per vehicle in its sphere in China. By 2030,it is estimated&nbsp;that there will be 50 million electric vehicles on the road in China and that EVs will account for 40% of total auto sales. A very conservative estimate is that the number of EVs on the road in China will double to 100 million by 2040. If NIO's BaaS business serves 20% of the electric vehicles in China by 2040, that would equate to an additional $3+ billion in annual net income. Once again applying a 30x price-to-earnings multiple, that would equate to roughly another $100 billion in market valuation.</p>\n<p>Meanwhile, the potential for using its data and autonomous vehicle technology as well as vast BaaS infrastructure to launch an autonomous taxi business network is also immense. While it is hard to know exactly what sort of value this would command as it is hard to project how it would be regulated by the Chinese government and how well consumers would adopt it, it is not a stretch that NIO's scale and capabilities by this point in such a potentially massive market as is offered in China would put the valuation for this business at $100 billion.</p>\n<p>Combining all three businesses gets us to a $1 trillion total valuation under a bullish, but not entirely implausible scenario.</p>\n<p><b>Risk Analysis</b></p>\n<p>While the path to $1 trillion certainly looks viable, there are numerous risks to consider along the way.</p>\n<p>First and foremost, NIO faces a lot of competition from both foreign and domestic companies. TSLA has a large presence in China and overseas and sports a premium brand to go along with an extremely driven and innovative CEO and engineering team. While the Chinese government has helped NIO some already with surviving the TSLA threat, it is unknown the depths that it will have to and be willing to go to continue giving NIO a boost to sustain its competitive standing in its domestic market.</p>\n<p>Of course, NIO also faces competitive pressures from fellow Chinese electric vehicle manufacturers including Baidu(NASDAQ:BIDU), which already has a&nbsp;partnership&nbsp;with a government-owned automaker (BAIC Group) to put 1,000 driverless cars on the roads over the next 3 years as a prelude to establishing an autonomous taxi service in China. Facing off against fellow major domestic players who also have government backing poses another threat to NIO because it means that it cannot solely rely on government assistance to survive and thrive.</p>\n<p>On that same note, it also increases the political risk for NIO. Given that it is not the only horse that China is betting on in the mobility space, if their leadership were to run afoul of the Chinese Communist Party and/or they were to simply lag behind in performance, they could quickly be \"dropped\" by the government and the business could fall into a downward spiral. If Alibaba(NYSE:BABA)&nbsp;could face this, NIO certainly could too. If nothing else, the Chinese government could easily seize some or all of NIO's physical or intellectual property for state use, depriving NIO shareholders of much of their equity value.</p>\n<p>Furthermore, expanding overseas could also be complicated by the fact that China is currently dealing with growing geopolitical tensions with other Asia-Pacific nations, Europe, and the United States. As a result, trade barriers may go up, especially in such high-priority technologies as mobility and autonomous technology. The U.S., Europe, Japan, Korea, and even India have well-established automobile industries and if they feel threatened by a Chinese competitor, they may well decide to throw up barriers to entry in their markets.</p>\n<p>Of course, as the China hustle pointed out, many Chinese companies have a troubling track record of fudging accounting numbers. As a result, investors should always view Chinese company - to include NIO's - financial numbers with a healthy dose of skepticism. While it is very possible - if not likely - that NIO's numbers are completely accurate, it is still a risk that needs to be considered.</p>\n<p>Last, but not least, NIO is currently priced quite expensively as it is still running up massive losses and trades at 71 times expected 2021 gross income. Therefore, the range of potential future outcomes is quite wide and investors could very well be dramatically overpaying by purchasing at today's prices. It should be viewed as a highly speculative investment accordingly.</p>\n<p><b>Investor Takeaway</b></p>\n<p>NIO is currently struggling to turn a profit and has had to be bailed out by the Chinese government. At the same time, its valuation is sky-high. While this might steer many investors away and the stock is indeed a very speculative investment, there is also a plausible path for the company to become a $1 trillion mega cap by 2040 and generate attractive long-term returns for investors as a result.</p>\n<p>While not for the faint of heart and certainly not without risks, NIO could continue on its path towards becoming one of the world's pre-eminent mobility companies.</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>NIO: The Path To A $1 Trillion Valuation</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\">\nNIO: The Path To A $1 Trillion Valuation\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-28 16:43 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://seekingalpha.com/article/4436753-nio-the-path-to-a-1-trillion-valuation><strong>seekingalpha</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Summary\n\nNIO is known by many as a large cap Chinese electric vehicle company.\nHowever, it is actually much more than that and possesses several key competitive advantages.\nWe discuss how these ...</p>\n\n<a href=\"https://seekingalpha.com/article/4436753-nio-the-path-to-a-1-trillion-valuation\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"NIO":"蔚来"},"source_url":"https://seekingalpha.com/article/4436753-nio-the-path-to-a-1-trillion-valuation","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1124372919","content_text":"Summary\n\nNIO is known by many as a large cap Chinese electric vehicle company.\nHowever, it is actually much more than that and possesses several key competitive advantages.\nWe discuss how these factors could combine with its focus on China to transform it into a $1 trillion mega cap.\n\nLintao Zhang/Getty Images News\nSimilar to how we analyzed Palantir(NYSE:PLTR)in our recent piecePalantir: The Path To A $1 Trillion Valuation, NIO Inc.(NYSE:NIO)is unique in that it is already a large cap stock, but has a massive growth runway that could quite conceivably make it a mega-cap stock and eventually even approach a valuation of $1 Trillion. Here are five reasons why it could successfully achieve that valuation:\n#1. \"Gas Station\" Of The Future\nNIO is a major designer and manufacturer of high-tech electric vehicles in China and as a result competes with the likes of Tesla(NASDAQ:TSLA)in innovative technologies like connectivity, batteries, autonomous mobility, and artificial intelligence.\nNIO's status as an emerging leader in these innovative technologies is perhaps the biggest reason to believe that they could become a multi-bagger from today's already lofty valuation and become a true mega cap.\nFor example, its Battery-as-a-Service (BaaS) potential is immense. The company has already begun building out the infrastructure for this business through its recent partnership with Sinopec(NYSE:SHI)through which they aspire to create a 5,000 battery swap station network by 2024. This will give NIO a decisive network advantage in this space just as it begins to really take off in the world's largest electric vehicle market, enabling it to form partnerships with other automakers in the country and drive strong revenue growth from this business alone. Essentially, this would make NIO the number one \"gas station\" company in China as the country and world enter the age of electrification.\nGiven that they possess hundreds of patents in battery swap technology, NIO seems to already have the intellectual property moat necessary to transform this potential into reality. It appears to be merely a matter of time for them to implement and scale now.\n#2. Autonomous Mobility & AI Technology\nNIO also has a strong foothold on autonomous mobility technology thanks to filing nearly 50 patents in the area and boasts AI-powered smart \"cockpits.\"\nGiven that the mobility industry is becoming increasingly software-driven, its intellectual property portfolio here is important as well. Even more important, though, is its competitive positioning to emerge as a long-term leader in the electric vehicle space in China, not only because of the vehicle sales potential it offers, but much more importantly because it is the largest source of consumer data in the world. As a result, NIO will have access to a vast amount of data with which it can improve its A.I. and build one of the best mobility software platforms in the world.\n#3. Government Support\nAnother big reason to believe in NIO's long-term potential stems from the simple fact that it is a leading local company in China in high-priority technology fields. As a result, it will likely enjoy significant support from the Chinese government so that it can serve as a vehicle whereby China can advance its goals towards becoming the pre-eminent global technological superpower.\nThis principle has already played out several times to NIO's benefit.\nFor example, the government recently gave NIO a RMB7 billion (US$1b) bailout to give it the cash it needed to sustain and scale operations.\nAdditionally, government-owned auto manufacturer - Anhui Jianghuai Automobile Group Corp - has also assisted NIO by providing it with manufacturing services, enabling it to scale with minimal additional capital investment.\nPerhaps the most glaring example of this was how the Chinese state media recently successfully harmed the reputation of TSLA - NIO's top foreign rival - to the point where the Elon Musk-led company had to issue an apology.\nFurthermore, the Chinese government is making a major push to transition the automotive market towards electric vehicles in an effort to battle its huge pollution problem. It is achieving these aims by offering purchase rebates and tax exemptions for the industry, while also placing restrictions on new gasoline and diesel powered vehicle permits.\n#4. Global Expansion\nNIO is also poised to begin expanding its sales into global markets, beginning with Norway. Not only will the company be selling its cars there, but it will be building out local physical and digital infrastructure to create a high quality user-friendly ecosystem to add value to its brand and bolster its competitive positioning. Once it has built significant scale in Norway, it will then have a greater position of strength from which to infiltrate the rest of the European market. Given the geopolitical tensions with the United States at the moment as well as Tesla's dominance in the U.S. electric vehicle market, Europe seems like a much more logical choice to begin global expansion.\n#5. Crunching The Numbers\nElectric Vehicle sales are already growing exponentially - especially in China - and we expect that number to explode much higher in the years to come.\n\nIn fact, while just barely over 1.2 million electric vehicles were sold worldwide in 2017,Bloomberg New Energy Finance expects that number to soar to 60 million by 2040. Not only that, but battery and battery charging infrastructure demand will soar as well.\nIf NIO can seize on its early leadership in China in both the electric vehicle and battery charging infrastructure businesses and also successfully scale its business internationally, there is certainly room for it to achieve a $1 trillion valuation by 2040. For example, its gross margin is expected to be nearly 20% in 2021 and 2022. TSLA's gross, meanwhile, is around 23% and its net margin is roughly half of that, or ~11.5%.\nNIO's BaaS business should also be higher margin given that it could be entirely automated and the actual real estate could be leased instead of owned in order to free up capital for higher return investment elsewhere. With continued scaling in both businesses and overall positive trends in the business with reduced costs across the board through automation and enhanced data analytics, we think gross margins of 25% and net margins of 15% by 2040 are entirely feasible.\nIf NIO were to grab just 7.5% of the global EV market (TSLA's is currently 11%) by 2040, it would be selling ~4.5 million cars per year. We think this share is actually very feasible when you consider that the majority of electric vehicle sales are expected to be in China and that NIO has an inside track on that market given the support it is receiving from the government.\nIf the average sale were for $40,000 per electric vehicle, its profit would be ~$6,000 per vehicle, translating to $27 billion in annual profit from auto sales alone. At a 30x price-to-earnings multiple, that would put the automotive business at a $810 billion valuation.\nMeanwhile, its BaaS business could likely generate $150 in profits per year per vehicle in its sphere in China. By 2030,it is estimated that there will be 50 million electric vehicles on the road in China and that EVs will account for 40% of total auto sales. A very conservative estimate is that the number of EVs on the road in China will double to 100 million by 2040. If NIO's BaaS business serves 20% of the electric vehicles in China by 2040, that would equate to an additional $3+ billion in annual net income. Once again applying a 30x price-to-earnings multiple, that would equate to roughly another $100 billion in market valuation.\nMeanwhile, the potential for using its data and autonomous vehicle technology as well as vast BaaS infrastructure to launch an autonomous taxi business network is also immense. While it is hard to know exactly what sort of value this would command as it is hard to project how it would be regulated by the Chinese government and how well consumers would adopt it, it is not a stretch that NIO's scale and capabilities by this point in such a potentially massive market as is offered in China would put the valuation for this business at $100 billion.\nCombining all three businesses gets us to a $1 trillion total valuation under a bullish, but not entirely implausible scenario.\nRisk Analysis\nWhile the path to $1 trillion certainly looks viable, there are numerous risks to consider along the way.\nFirst and foremost, NIO faces a lot of competition from both foreign and domestic companies. TSLA has a large presence in China and overseas and sports a premium brand to go along with an extremely driven and innovative CEO and engineering team. While the Chinese government has helped NIO some already with surviving the TSLA threat, it is unknown the depths that it will have to and be willing to go to continue giving NIO a boost to sustain its competitive standing in its domestic market.\nOf course, NIO also faces competitive pressures from fellow Chinese electric vehicle manufacturers including Baidu(NASDAQ:BIDU), which already has a partnership with a government-owned automaker (BAIC Group) to put 1,000 driverless cars on the roads over the next 3 years as a prelude to establishing an autonomous taxi service in China. Facing off against fellow major domestic players who also have government backing poses another threat to NIO because it means that it cannot solely rely on government assistance to survive and thrive.\nOn that same note, it also increases the political risk for NIO. Given that it is not the only horse that China is betting on in the mobility space, if their leadership were to run afoul of the Chinese Communist Party and/or they were to simply lag behind in performance, they could quickly be \"dropped\" by the government and the business could fall into a downward spiral. If Alibaba(NYSE:BABA) could face this, NIO certainly could too. If nothing else, the Chinese government could easily seize some or all of NIO's physical or intellectual property for state use, depriving NIO shareholders of much of their equity value.\nFurthermore, expanding overseas could also be complicated by the fact that China is currently dealing with growing geopolitical tensions with other Asia-Pacific nations, Europe, and the United States. As a result, trade barriers may go up, especially in such high-priority technologies as mobility and autonomous technology. The U.S., Europe, Japan, Korea, and even India have well-established automobile industries and if they feel threatened by a Chinese competitor, they may well decide to throw up barriers to entry in their markets.\nOf course, as the China hustle pointed out, many Chinese companies have a troubling track record of fudging accounting numbers. As a result, investors should always view Chinese company - to include NIO's - financial numbers with a healthy dose of skepticism. While it is very possible - if not likely - that NIO's numbers are completely accurate, it is still a risk that needs to be considered.\nLast, but not least, NIO is currently priced quite expensively as it is still running up massive losses and trades at 71 times expected 2021 gross income. Therefore, the range of potential future outcomes is quite wide and investors could very well be dramatically overpaying by purchasing at today's prices. It should be viewed as a highly speculative investment accordingly.\nInvestor Takeaway\nNIO is currently struggling to turn a profit and has had to be bailed out by the Chinese government. At the same time, its valuation is sky-high. While this might steer many investors away and the stock is indeed a very speculative investment, there is also a plausible path for the company to become a $1 trillion mega cap by 2040 and generate attractive long-term returns for investors as a result.\nWhile not for the faint of heart and certainly not without risks, NIO could continue on its path towards becoming one of the world's pre-eminent mobility companies.","news_type":1},"isVote":1,"tweetType":1,"viewCount":135,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":150412072,"gmtCreate":1624924432396,"gmtModify":1703847904255,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"T","listText":"T","text":"T","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/150412072","repostId":"2147837201","repostType":4,"repost":{"id":"2147837201","pubTimestamp":1624922100,"share":"https://ttm.financial/m/news/2147837201?lang=&edition=fundamental","pubTime":"2021-06-29 07:15","market":"us","language":"en","title":"Language-learning app Duolingo files for U.S. IPO, reveals revenue surge","url":"https://stock-news.laohu8.com/highlight/detail?id=2147837201","media":"StreetInsider","summary":"(Reuters) -Language-learning app Duolingo Inc on Monday filed for a U.S. initial public offering and","content":"<p>(Reuters) -Language-learning app Duolingo Inc on Monday filed for a U.S. initial public offering and revealed that its revenue more than doubled in the first quarter this year.</p>\n<p>The company was last valued at $2.4 billion after a $35 million funding from Durable Capital Partners and General Atlantic in November.</p>\n<p>Duolingo recorded revenue of $55.4 million for the three months ended March 31. Net losses in the same period widened to $13.5 million from $2.2 million a year ago.</p>\n<p>The Pittsburgh-headquartered company, which expects to be listed on the Nasdaq, was founded in 2011 by two engineers, Luis von Ahn and Severin Hacker. The co-founders met at Carnegie Mellon University, where Luis was a professor in the computer science department and Severin was his Ph.D. student.</p>\n<p>Duolingo's flagship app has more than 500 million downloads and is the top-grossing app in the education category on both Google Play and the Apple App Store, the company said in its prospectus.</p>\n<p>The company offers courses in 40 languages to about 40 million monthly active users. There are more people learning certain languages, such as Irish and Hawaiian, on the company's platform than there are native speakers of those languages worldwide, it said in the filing.</p>\n<p>Goldman Sachs &amp; Co as well as Allen &amp; Company are the lead underwriters for the IPO. The company plans to start trading under the symbol \"DUOL\".</p>","source":"highlight_streetinsider","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>Language-learning app Duolingo files for U.S. IPO, reveals revenue surge</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\">\nLanguage-learning app Duolingo files for U.S. IPO, reveals revenue surge\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-29 07:15 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.streetinsider.com/dr/news.php?id=18615473><strong>StreetInsider</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>(Reuters) -Language-learning app Duolingo Inc on Monday filed for a U.S. initial public offering and revealed that its revenue more than doubled in the first quarter this year.\nThe company was last ...</p>\n\n<a href=\"https://www.streetinsider.com/dr/news.php?id=18615473\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{".IXIC":"NASDAQ Composite"},"source_url":"https://www.streetinsider.com/dr/news.php?id=18615473","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2147837201","content_text":"(Reuters) -Language-learning app Duolingo Inc on Monday filed for a U.S. initial public offering and revealed that its revenue more than doubled in the first quarter this year.\nThe company was last valued at $2.4 billion after a $35 million funding from Durable Capital Partners and General Atlantic in November.\nDuolingo recorded revenue of $55.4 million for the three months ended March 31. Net losses in the same period widened to $13.5 million from $2.2 million a year ago.\nThe Pittsburgh-headquartered company, which expects to be listed on the Nasdaq, was founded in 2011 by two engineers, Luis von Ahn and Severin Hacker. The co-founders met at Carnegie Mellon University, where Luis was a professor in the computer science department and Severin was his Ph.D. student.\nDuolingo's flagship app has more than 500 million downloads and is the top-grossing app in the education category on both Google Play and the Apple App Store, the company said in its prospectus.\nThe company offers courses in 40 languages to about 40 million monthly active users. There are more people learning certain languages, such as Irish and Hawaiian, on the company's platform than there are native speakers of those languages worldwide, it said in the filing.\nGoldman Sachs & Co as well as Allen & Company are the lead underwriters for the IPO. The company plans to start trading under the symbol \"DUOL\".","news_type":1},"isVote":1,"tweetType":1,"viewCount":236,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":150419812,"gmtCreate":1624924318836,"gmtModify":1703847897935,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/150419812","repostId":"2146836375","repostType":4,"isVote":1,"tweetType":1,"viewCount":318,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":127123229,"gmtCreate":1624840436961,"gmtModify":1703845795153,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"Like","listText":"Like","text":"Like","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/127123229","repostId":"1152478622","repostType":4,"repost":{"id":"1152478622","pubTimestamp":1624840033,"share":"https://ttm.financial/m/news/1152478622?lang=&edition=fundamental","pubTime":"2021-06-28 08:27","market":"us","language":"en","title":"Doximity CEO ignored Silicon Valley wisdom and built a $10 billion health-tech company","url":"https://stock-news.laohu8.com/highlight/detail?id=1152478622","media":"CNBC","summary":"Jeff Tangney launched his first health-tech start-up, Epocrates, in the middle of the dot-com bubble","content":"<p>Jeff Tangney launched his first health-tech start-up, Epocrates, in the middle of the dot-com bubble. While the company survived the crash and eventuallywent public, the endgame was a disappointingacquisitionfor less than $300 million.</p>\n<p>By the time Tangney started his next venture, Doximity, in 2010, he'd learned a few things: Don't raise too much money. Don't burn too much cash. Fix a real problem for doctors.</p>\n<p>With Doximity, Tangney created a web service that's both a professional network — think LinkedIn for doctors — and a secure way for medical experts to communicate and share information with patients and colleagues. It now counts 1.8 million medical pros in the U.S. as users, including over 80% of physicians.</p>\n<p>On Thursday,Doximity debutedon the New York Stock Exchange, closing the week with a market cap of almost $10 billion after raising around $500 million in its IPO. Tangney's stake is worth $2.9 billion.</p>\n<p>Those are big numbers especially when you consider that, prior to this week, Doximity never showed up on a \"unicorn\" list of billion-dollar tech companies. Itslast financing roundin 2014 valued the company at under $400 million. Tangney said that because Doximity is profitable it still hasn't touched the $50 million it raised seven years ago.</p>\n<p>\"I did resist some of the Silicon Valley wisdom of, you need to go big, you need to hire 40 more salespeople and do all these things,\" Tangney, 48, said in an interview on Thursday, after ringing the bell at the NYSE.</p>\n<p>In Doximity’s target market, there’s no point in aiming for rocketship growth, Tangney said. The company generates revenue from drugmakers, who use the site to market treatments to a very targeted audience, and health systems looking to promote content to doctors across the country. It’s also a recruiting tool hospitals and health centers use to fill key jobs.</p>\n<p>Tangney recognized early on that he could expand only as rapidly as customer budgets would allow.</p>\n<p>“The reality of health care and our clients, who are very staid institutions, a lot of non-profits that have been around for 100 years, is that even if you lean in and hire tons of sales and marketing people, they’re not going to let you grow,” Tangney said.</p>\n<p>He’s also not inclined to pay for branding just for the sake of building his profile — another reason why the company has remained largely unknown in Silicon Valley even though it’s headquartered in San Francisco. Doximity’s advertising budget for last fiscal year totaled $2.6 million, or roughly the amountUberspends on an average day.</p>\n<p>Tangney said the best advertising has come from doctors touting the product within their practitioner networks.</p>\n<p>Meanwhile, the company generated over $200 million in revenue last fiscal year and produced over $50 million in net income.</p>\n<p>Climbing trip at Stanford</p>\n<p>Tangney’s journey to Doximity started in the late 1990s while he was living in New York with a trained physician namedRichard Fiedotin. From their un-air-conditioned apartment, the pair came up with the idea of creating an app for the Palm Pilot, which had just hit the market, that would allow doctors to get critical information.</p>\n<p>Tangney and Fiedotin took that idea with them to Stanford Graduate School of Business, where they met another physician named Tom Lee. The three bonded over the intersection of tech and health care while on a teambuilding climbing trip for students in the program.</p>\n<p>In 1998, they started what became Epocrates, and over the next two years raised about $40 million from some of Silicon Valley’s top health investors. As mobile moved to BlackBerry devices and then to iPhones, Epocrates gained traction as a way for doctors to make decisions about prescriptions and patient safety while on the move.</p>\n<p>The venture capitalists told Tangney to hire like crazy, so he did. Then came the tech crash and the crisis from the 9/11 terrorist attacks. In 2002, Epocrates was forced to cut a bunch of jobs, Tangney said.</p>\n<p>The company held on, but it was a slog. Fiedotin left a few years later, and Lee departed to startOne Medical, a chain of primary care clinics that uses technology to improve the patient experience. Tangney stuck around a bit longer, and tried to take Epocrates public. Then came the financial crisis of 2008, and the company had towithdraw its prospectus.</p>\n<p>Tangney finally left in late 2009, a year before the eventual IPO and four years beforeAthenahealth bought the company for $293 million.</p>\n<p>“There was a point during the last couple years of my tenure where it felt like we were in this tunnel, marching toward a goal,” Tangney said. “I wasn’t having as much fun. When you’re not in that place of loving what you do, you’re not doing your best work.”</p>\n<p>Tangney had spent the past decade selling products to medical centers and talking to doctors about the challenges they faced doing their jobs. He kept those conversations going and learned that communication was a constant point of stress, whether it’s getting in touch with patients, other doctors, administrators or recruiters. In Tangney’s estimation, 80% of communication in the industry “is done via snail mail and fax.”</p>\n<p>“Software is indeed eating the world but it kind of choked a little bit on health care,” he said.</p>\n<p>Shari Buckhad worked with Tangney at Epocrates. She’s one of the first people he approached with the idea of creating a professional network designed for doctors. Buck said she hopped on board “without reservation,” joining as one of the three co-founders, along withNate Gross, a doctor who is also the founder of health-tech incubatorRock Health.</p>\n<p>“Before we had an office, Jeff would drive up to Marin to meet me,” Buck said. “We would meet in a workspace above the garage. We used to laugh at howAppleit was,” she said, referring to thestoried locationwhereSteve JobsandSteve Wozniakstarted their computer company.</p>\n<p>Tangney also turned to Lee as a sounding board and advisor. At One Medical, Lee had the perfect test audience for Tangney: A growing base of doctors who were enthusiastic about technology.</p>\n<p>At the time, Tangney was not at all focused on revenue, but was rather pursuing an approach more akin to consumer internet start-ups, trying to build a big base of engaged users with the hope that money would eventually follow.</p>\n<p>Lee said they batted around ideas for future revenue opportunities. Helping medical recruiters find talent was a clear possibility.</p>\n<p>“Recruiting doctors is not a well-defined profession and had been done poorly,” said Lee, who’s now founder and CEO of health company Galileo. “A doctor receives a lot of job opportunities. In classic medical marketing, you’d get these glossy photos of opportunities that were completely outdated, showing glorious pictures of suburban communities and symphony life and fishing.”</p>\n<p>Best ideas come over cocktails</p>\n<p>For Tangney, product development at Doximity has always been centered around what doctors need. So he created a medical advisory board a decade ago, bringing together a few dozen physicians in the network for a weekend every year.</p>\n<p>The group gets together on a Saturday afternoon to provide feedback on new products, learn about updates that could be coming and for some general brainstorming. The talks continue informally over evening drinks and then resume Sunday morning, ending with lunch.</p>\n<blockquote>\n “Software is indeed eating the world but it kind of choked a little bit on health care.”Jeff TangneyDOXIMITY CEO\n</blockquote>\n<p>While Doximity had to skip this year’s gathering because of Covid-19, the event has been held in Napa and at Pebble Beach, and more recently at the company’s San Francisco office.</p>\n<p>“It’s been probably the biggest influence on our product roadmap,” Buck said. “We talk about what we plan on building, individual features and new crazy ideas that we have. The best ideas come at cocktail hour on Saturday night.”</p>\n<p>Buck said Tangney is known for carrying around little notebooks that he diligently fills up cover to cover over the two days.</p>\n<p>Kevin Spain of Emergence Capital attended the Napa weekend in 2012, not long after his venture firm led Doximity’s first investment, a$10.8 million financing round.</p>\n<p>Spain was thoroughly invested in Doximity’s success, and not just because of the money Emergence had on the line. He wasn’t yet a partner at the firm but had convinced his superiors to back a pre-revenue business. It was an atypical bet for Emergence, which focuses on early-stage cloud software companies.</p>\n<p>Spain said that while board meetings were instructive because he could see signups going in the right direction and engagement on the site increasing, the Napa weekend was much more insightful. He got to hear directly from doctors about what they needed to improve their practice.</p>\n<p>“They felt like they had a hand in co-creating this thing Doximity was building,” said Spain, whose firm owns a $1.35 billionstake in the companyas of Friday’s close. “I’d never seen that before.”</p>\n<p>Some of those doctors ultimately made good money from the IPO. Doximity allocated up to 3.5 million shares to doctors on the platform, representing 15% of the offering. After Doximity’s stock price jumped 115% in its first two days, the value of shares owned by doctors climbed from $91 million to over $195 million.</p>\n<p>“Physicians are sort of outsiders in the financial markets and business world,” Tangney said. “Yet in our life and world they’re the insiders, they’re the people we care about most. We’d rather the shares go to them if there’s a pop than to some hedge fund somewhere.”</p>\n<p>One challenge for Tangney as he continues to seek expansion opportunities is that there’s a finite universe of users and the core product already reaches the vast majority of them. The company serves more than 80% of U.S. physicians and over 90% of recent medical school graduates. There are only about 1 million doctors in the country.</p>\n<p>Still, Tangney sees a decade of revenue growth ahead. There are digital ad dollars to capture as pharmaceutical companies move spending online. And there’s the power of medical referrals, helping doctors get patients to the right places based on where the top experts work and which hospital specializes in treating a particular disease.</p>\n<p>DoximitySource: Doximity</p>\n<p>Doximity also just entered telehealth, a $4.3 billion market opportunity, according to theprospectus. As a response to the pandemic, Doximity launched a video-based virtual visit service that doctors can use from their existing app and patients can use without having to download anything.</p>\n<p>The company said it signed over 150 telehealth subscription agreements with medical systems and served over 63 million virtual visits in the fiscal year that ended in March. Yet the product only accounts for 2% of its revenue.</p>\n<p>At the highest level, Tangney said, health care accounts for 18% of the U.S. economy, so there’s no shortage of money available if Doximity’s service continues to add valuable features.</p>\n<p>“We’re steadfastly focused on these very busy million people who really take care of the sick all day and aren’t given great tools to collaborate with each other easily and to make care better,” he said.</p>","source":"lsy1609915699154","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>Doximity CEO ignored Silicon Valley wisdom and built a $10 billion health-tech company</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\">\nDoximity CEO ignored Silicon Valley wisdom and built a $10 billion health-tech company\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-28 08:27 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.cnbc.com/2021/06/27/doximity-ceo-ignored-silicon-valley-wisdom-built-10-billion-company.html><strong>CNBC</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Jeff Tangney launched his first health-tech start-up, Epocrates, in the middle of the dot-com bubble. While the company survived the crash and eventuallywent public, the endgame was a ...</p>\n\n<a href=\"https://www.cnbc.com/2021/06/27/doximity-ceo-ignored-silicon-valley-wisdom-built-10-billion-company.html\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"DOCS":"Doximity, Inc."},"source_url":"https://www.cnbc.com/2021/06/27/doximity-ceo-ignored-silicon-valley-wisdom-built-10-billion-company.html","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1152478622","content_text":"Jeff Tangney launched his first health-tech start-up, Epocrates, in the middle of the dot-com bubble. While the company survived the crash and eventuallywent public, the endgame was a disappointingacquisitionfor less than $300 million.\nBy the time Tangney started his next venture, Doximity, in 2010, he'd learned a few things: Don't raise too much money. Don't burn too much cash. Fix a real problem for doctors.\nWith Doximity, Tangney created a web service that's both a professional network — think LinkedIn for doctors — and a secure way for medical experts to communicate and share information with patients and colleagues. It now counts 1.8 million medical pros in the U.S. as users, including over 80% of physicians.\nOn Thursday,Doximity debutedon the New York Stock Exchange, closing the week with a market cap of almost $10 billion after raising around $500 million in its IPO. Tangney's stake is worth $2.9 billion.\nThose are big numbers especially when you consider that, prior to this week, Doximity never showed up on a \"unicorn\" list of billion-dollar tech companies. Itslast financing roundin 2014 valued the company at under $400 million. Tangney said that because Doximity is profitable it still hasn't touched the $50 million it raised seven years ago.\n\"I did resist some of the Silicon Valley wisdom of, you need to go big, you need to hire 40 more salespeople and do all these things,\" Tangney, 48, said in an interview on Thursday, after ringing the bell at the NYSE.\nIn Doximity’s target market, there’s no point in aiming for rocketship growth, Tangney said. The company generates revenue from drugmakers, who use the site to market treatments to a very targeted audience, and health systems looking to promote content to doctors across the country. It’s also a recruiting tool hospitals and health centers use to fill key jobs.\nTangney recognized early on that he could expand only as rapidly as customer budgets would allow.\n“The reality of health care and our clients, who are very staid institutions, a lot of non-profits that have been around for 100 years, is that even if you lean in and hire tons of sales and marketing people, they’re not going to let you grow,” Tangney said.\nHe’s also not inclined to pay for branding just for the sake of building his profile — another reason why the company has remained largely unknown in Silicon Valley even though it’s headquartered in San Francisco. Doximity’s advertising budget for last fiscal year totaled $2.6 million, or roughly the amountUberspends on an average day.\nTangney said the best advertising has come from doctors touting the product within their practitioner networks.\nMeanwhile, the company generated over $200 million in revenue last fiscal year and produced over $50 million in net income.\nClimbing trip at Stanford\nTangney’s journey to Doximity started in the late 1990s while he was living in New York with a trained physician namedRichard Fiedotin. From their un-air-conditioned apartment, the pair came up with the idea of creating an app for the Palm Pilot, which had just hit the market, that would allow doctors to get critical information.\nTangney and Fiedotin took that idea with them to Stanford Graduate School of Business, where they met another physician named Tom Lee. The three bonded over the intersection of tech and health care while on a teambuilding climbing trip for students in the program.\nIn 1998, they started what became Epocrates, and over the next two years raised about $40 million from some of Silicon Valley’s top health investors. As mobile moved to BlackBerry devices and then to iPhones, Epocrates gained traction as a way for doctors to make decisions about prescriptions and patient safety while on the move.\nThe venture capitalists told Tangney to hire like crazy, so he did. Then came the tech crash and the crisis from the 9/11 terrorist attacks. In 2002, Epocrates was forced to cut a bunch of jobs, Tangney said.\nThe company held on, but it was a slog. Fiedotin left a few years later, and Lee departed to startOne Medical, a chain of primary care clinics that uses technology to improve the patient experience. Tangney stuck around a bit longer, and tried to take Epocrates public. Then came the financial crisis of 2008, and the company had towithdraw its prospectus.\nTangney finally left in late 2009, a year before the eventual IPO and four years beforeAthenahealth bought the company for $293 million.\n“There was a point during the last couple years of my tenure where it felt like we were in this tunnel, marching toward a goal,” Tangney said. “I wasn’t having as much fun. When you’re not in that place of loving what you do, you’re not doing your best work.”\nTangney had spent the past decade selling products to medical centers and talking to doctors about the challenges they faced doing their jobs. He kept those conversations going and learned that communication was a constant point of stress, whether it’s getting in touch with patients, other doctors, administrators or recruiters. In Tangney’s estimation, 80% of communication in the industry “is done via snail mail and fax.”\n“Software is indeed eating the world but it kind of choked a little bit on health care,” he said.\nShari Buckhad worked with Tangney at Epocrates. She’s one of the first people he approached with the idea of creating a professional network designed for doctors. Buck said she hopped on board “without reservation,” joining as one of the three co-founders, along withNate Gross, a doctor who is also the founder of health-tech incubatorRock Health.\n“Before we had an office, Jeff would drive up to Marin to meet me,” Buck said. “We would meet in a workspace above the garage. We used to laugh at howAppleit was,” she said, referring to thestoried locationwhereSteve JobsandSteve Wozniakstarted their computer company.\nTangney also turned to Lee as a sounding board and advisor. At One Medical, Lee had the perfect test audience for Tangney: A growing base of doctors who were enthusiastic about technology.\nAt the time, Tangney was not at all focused on revenue, but was rather pursuing an approach more akin to consumer internet start-ups, trying to build a big base of engaged users with the hope that money would eventually follow.\nLee said they batted around ideas for future revenue opportunities. Helping medical recruiters find talent was a clear possibility.\n“Recruiting doctors is not a well-defined profession and had been done poorly,” said Lee, who’s now founder and CEO of health company Galileo. “A doctor receives a lot of job opportunities. In classic medical marketing, you’d get these glossy photos of opportunities that were completely outdated, showing glorious pictures of suburban communities and symphony life and fishing.”\nBest ideas come over cocktails\nFor Tangney, product development at Doximity has always been centered around what doctors need. So he created a medical advisory board a decade ago, bringing together a few dozen physicians in the network for a weekend every year.\nThe group gets together on a Saturday afternoon to provide feedback on new products, learn about updates that could be coming and for some general brainstorming. The talks continue informally over evening drinks and then resume Sunday morning, ending with lunch.\n\n “Software is indeed eating the world but it kind of choked a little bit on health care.”Jeff TangneyDOXIMITY CEO\n\nWhile Doximity had to skip this year’s gathering because of Covid-19, the event has been held in Napa and at Pebble Beach, and more recently at the company’s San Francisco office.\n“It’s been probably the biggest influence on our product roadmap,” Buck said. “We talk about what we plan on building, individual features and new crazy ideas that we have. The best ideas come at cocktail hour on Saturday night.”\nBuck said Tangney is known for carrying around little notebooks that he diligently fills up cover to cover over the two days.\nKevin Spain of Emergence Capital attended the Napa weekend in 2012, not long after his venture firm led Doximity’s first investment, a$10.8 million financing round.\nSpain was thoroughly invested in Doximity’s success, and not just because of the money Emergence had on the line. He wasn’t yet a partner at the firm but had convinced his superiors to back a pre-revenue business. It was an atypical bet for Emergence, which focuses on early-stage cloud software companies.\nSpain said that while board meetings were instructive because he could see signups going in the right direction and engagement on the site increasing, the Napa weekend was much more insightful. He got to hear directly from doctors about what they needed to improve their practice.\n“They felt like they had a hand in co-creating this thing Doximity was building,” said Spain, whose firm owns a $1.35 billionstake in the companyas of Friday’s close. “I’d never seen that before.”\nSome of those doctors ultimately made good money from the IPO. Doximity allocated up to 3.5 million shares to doctors on the platform, representing 15% of the offering. After Doximity’s stock price jumped 115% in its first two days, the value of shares owned by doctors climbed from $91 million to over $195 million.\n“Physicians are sort of outsiders in the financial markets and business world,” Tangney said. “Yet in our life and world they’re the insiders, they’re the people we care about most. We’d rather the shares go to them if there’s a pop than to some hedge fund somewhere.”\nOne challenge for Tangney as he continues to seek expansion opportunities is that there’s a finite universe of users and the core product already reaches the vast majority of them. The company serves more than 80% of U.S. physicians and over 90% of recent medical school graduates. There are only about 1 million doctors in the country.\nStill, Tangney sees a decade of revenue growth ahead. There are digital ad dollars to capture as pharmaceutical companies move spending online. And there’s the power of medical referrals, helping doctors get patients to the right places based on where the top experts work and which hospital specializes in treating a particular disease.\nDoximitySource: Doximity\nDoximity also just entered telehealth, a $4.3 billion market opportunity, according to theprospectus. As a response to the pandemic, Doximity launched a video-based virtual visit service that doctors can use from their existing app and patients can use without having to download anything.\nThe company said it signed over 150 telehealth subscription agreements with medical systems and served over 63 million virtual visits in the fiscal year that ended in March. Yet the product only accounts for 2% of its revenue.\nAt the highest level, Tangney said, health care accounts for 18% of the U.S. economy, so there’s no shortage of money available if Doximity’s service continues to add valuable features.\n“We’re steadfastly focused on these very busy million people who really take care of the sick all day and aren’t given great tools to collaborate with each other easily and to make care better,” he said.","news_type":1},"isVote":1,"tweetType":1,"viewCount":341,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":125176978,"gmtCreate":1624666208394,"gmtModify":1703843018358,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"?&nbsp;","listText":"?&nbsp;","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/125176978","repostId":"2146071375","repostType":4,"repost":{"id":"2146071375","pubTimestamp":1624627260,"share":"https://ttm.financial/m/news/2146071375?lang=&edition=fundamental","pubTime":"2021-06-25 21:21","market":"us","language":"en","title":"Better Buy: Apple or All 30 Dow Jones Stocks?","url":"https://stock-news.laohu8.com/highlight/detail?id=2146071375","media":"Motley Fool","summary":"Investors should apply a bit of mass psychology here, recognizing a couple of unusual nuances have set the stage for a surprising outcome.","content":"<p>It may be the biggest, best, and best-known component of the<b> Dow Jones Industrial Average</b> (DJINDICES:^DJI), but shares of <b>Apple</b> (NASDAQ:AAPL) have conspicuously trailed the blue chip index of late. The Dow's up to the tune of 13% for the past six months, while Apple is barely breaking even for the timeframe.</p>\n<p>Its big gains logged in 2020 of course only made Apple stock more vulnerable to the chip shortage as well as the \"big tech\" antitrust crackdown continuing to gel this year. Congress is considering six different pieces of legislation that could crimp Apple's grip on consumers, if not force an outright restructuring of the company. Investors are understandably hesitant.</p>\n<p>We're in a scenario, however, where it just might pay to play the role of contrarian. That's the fancy way of saying you should assume everything's about to reverse its present course, boosting Apple at the expense of the Dow as a whole.</p>\n<h3>Stumbling blocks</h3>\n<p>Don't misread the message. The brewing regulatory threat to Apple is real; CEO Tim Cook reportedly even called House Speaker Nancy Pelosi to stave off the impending legislation. No dice. Intellectually honest investors, of course, had to know this day of reckoning was coming sooner or later.</p>\n<p>The computer chip crunch is another headache that's kept buyers at bay. Would-be Apple investors are content to remain on the sidelines, waiting for more clarity.</p>\n<p><img src=\"https://static.tigerbbs.com/29dbac0b63be269b4cff305740052847\" tg-width=\"700\" tg-height=\"466\" referrerpolicy=\"no-referrer\"></p>\n<p>Image source: Getty Images.</p>\n<p>At least some of those sidelined would-be Apple buyers are stepping into anything and everything else instead though. The <b>S&amp;P 500</b> (SNPINDEX:^GSPC) joined the Dow in reaching record highs earlier this month, and the <b>Nasdaq Composite</b> (NASDAQINDEX:^IXIC) isn't far behind. This strength has shocked traders anticipating the usual summer weakness behind the whole \"sell in May and go away\" thing. The momentum is still bullish. Not participating means you're leaving money on the table... even if Apple isn't contributing much to the marketwide rally.</p>\n<p>There are two big premises most investors just aren't fully seeing here, however. Together, they just might make you rethink this described dynamic.</p>\n<h3>Understand this</h3>\n<p>The first of these two noteworthy premises is the market's typical behavior during the summertime. The momentum is still bullish in defiance of the calendar to be sure. But, bullish strength during the early days of summer doesn't preclude weakness later in the summer that would bring the broad market back to its average year-to-date performance. Indeed, if anything this degree of bullishness thus far sets the stage for an even bigger pullback that puts the market's performance back on course, so to speak.</p>\n<p>And for perspective, in the average year the Dow is up 3.6% by late June. This year it's up an incredible 10.9% so far.</p>\n<p>The second idea is a bit more complicated.</p>\n<p>When investors see (or at least fear) a market correction is in the offing, as a group they don't necessarily dump stocks altogether. There's a subtle -- and sometimes not-so-subtle -- shift into defensive names like utilities or consumer staples. Makes sense. These industries are going to do reasonably well regardless of the environment.</p>\n<p>Over the course of the past several years, however, what constitutes a \"safe\" name capable of holding up against the headwind of a marketwide correction has evolved. Consumers may skip a trip to the mall or postpone a vacation. But, Apple's created such a degree of customer loyalty and fandom that it's unlikely current iPhone owners will take a pass on their next opportunity to upgrade their device.</p>\n<p>The evidence? Even when the pandemic was raging in September of last year, cellphone reselling platform SellCell found that four out of ten iPhone owners intended to upgrade when the iPhone 12 became available later in the year; BankMyCell suggested the number was closer to half of all iPhone owners. In October, RBC Capital Markets reported a little more than <a href=\"https://laohu8.com/S/AONE\">one</a>-third of current iPhone owners were participants in Apple's annual upgrade plan, while another <a href=\"https://laohu8.com/S/AONE.U\">one</a>-fourth said they intended to sign up for the continual upgrade agreement. In a similar and more recent vein, SellCell recently reported survey results indicating Apple's iPhone brand loyalty currently stands at a record-high 92%.</p>\n<p>Read between the lines. Apple is a surprisingly defensive play should things turn tough for the overall market.</p>\n<h3>Keep it in perspective</h3>\n<p>A marketwide correction wouldn't drive Apple shares upward every single day of any correction, of course. On any given trading day three out of four stocks move in the same direction as the market. Apple shares would most definitely be fighting a headwind.</p>\n<p>Think bigger-picture though, and think strategically. Should a little bit of market weakness turn into something more prolonged and investors clamor for companies they can count on in tough times, Apple's antitrust woes won't matter quite as much. Loyalty among iPhone owners will matter a little more. That's just enough edge to snap this stock out of its lull.</p>\n<p>And if the overall market continues to buck the calendar and continue marching higher? Well, Apple's future is still more than bright enough to make it a core long-term holding. The company's always found a way to push through challenges on par with the current chip shortage and antitrust campaigns. This recent weakness is a gift from that perspective as well.</p>","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>Better Buy: Apple or All 30 Dow Jones Stocks?</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\">\nBetter Buy: Apple or All 30 Dow Jones Stocks?\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-25 21:21 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.fool.com/investing/2021/06/25/better-buy-apple-or-all-30-dow-jones-stocks/><strong>Motley Fool</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>It may be the biggest, best, and best-known component of the Dow Jones Industrial Average (DJINDICES:^DJI), but shares of Apple (NASDAQ:AAPL) have conspicuously trailed the blue chip index of late. ...</p>\n\n<a href=\"https://www.fool.com/investing/2021/06/25/better-buy-apple-or-all-30-dow-jones-stocks/\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","03086":"华夏纳指","09086":"华夏纳指-U"},"source_url":"https://www.fool.com/investing/2021/06/25/better-buy-apple-or-all-30-dow-jones-stocks/","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2146071375","content_text":"It may be the biggest, best, and best-known component of the Dow Jones Industrial Average (DJINDICES:^DJI), but shares of Apple (NASDAQ:AAPL) have conspicuously trailed the blue chip index of late. The Dow's up to the tune of 13% for the past six months, while Apple is barely breaking even for the timeframe.\nIts big gains logged in 2020 of course only made Apple stock more vulnerable to the chip shortage as well as the \"big tech\" antitrust crackdown continuing to gel this year. Congress is considering six different pieces of legislation that could crimp Apple's grip on consumers, if not force an outright restructuring of the company. Investors are understandably hesitant.\nWe're in a scenario, however, where it just might pay to play the role of contrarian. That's the fancy way of saying you should assume everything's about to reverse its present course, boosting Apple at the expense of the Dow as a whole.\nStumbling blocks\nDon't misread the message. The brewing regulatory threat to Apple is real; CEO Tim Cook reportedly even called House Speaker Nancy Pelosi to stave off the impending legislation. No dice. Intellectually honest investors, of course, had to know this day of reckoning was coming sooner or later.\nThe computer chip crunch is another headache that's kept buyers at bay. Would-be Apple investors are content to remain on the sidelines, waiting for more clarity.\n\nImage source: Getty Images.\nAt least some of those sidelined would-be Apple buyers are stepping into anything and everything else instead though. The S&P 500 (SNPINDEX:^GSPC) joined the Dow in reaching record highs earlier this month, and the Nasdaq Composite (NASDAQINDEX:^IXIC) isn't far behind. This strength has shocked traders anticipating the usual summer weakness behind the whole \"sell in May and go away\" thing. The momentum is still bullish. Not participating means you're leaving money on the table... even if Apple isn't contributing much to the marketwide rally.\nThere are two big premises most investors just aren't fully seeing here, however. Together, they just might make you rethink this described dynamic.\nUnderstand this\nThe first of these two noteworthy premises is the market's typical behavior during the summertime. The momentum is still bullish in defiance of the calendar to be sure. But, bullish strength during the early days of summer doesn't preclude weakness later in the summer that would bring the broad market back to its average year-to-date performance. Indeed, if anything this degree of bullishness thus far sets the stage for an even bigger pullback that puts the market's performance back on course, so to speak.\nAnd for perspective, in the average year the Dow is up 3.6% by late June. This year it's up an incredible 10.9% so far.\nThe second idea is a bit more complicated.\nWhen investors see (or at least fear) a market correction is in the offing, as a group they don't necessarily dump stocks altogether. There's a subtle -- and sometimes not-so-subtle -- shift into defensive names like utilities or consumer staples. Makes sense. These industries are going to do reasonably well regardless of the environment.\nOver the course of the past several years, however, what constitutes a \"safe\" name capable of holding up against the headwind of a marketwide correction has evolved. Consumers may skip a trip to the mall or postpone a vacation. But, Apple's created such a degree of customer loyalty and fandom that it's unlikely current iPhone owners will take a pass on their next opportunity to upgrade their device.\nThe evidence? Even when the pandemic was raging in September of last year, cellphone reselling platform SellCell found that four out of ten iPhone owners intended to upgrade when the iPhone 12 became available later in the year; BankMyCell suggested the number was closer to half of all iPhone owners. In October, RBC Capital Markets reported a little more than one-third of current iPhone owners were participants in Apple's annual upgrade plan, while another one-fourth said they intended to sign up for the continual upgrade agreement. In a similar and more recent vein, SellCell recently reported survey results indicating Apple's iPhone brand loyalty currently stands at a record-high 92%.\nRead between the lines. Apple is a surprisingly defensive play should things turn tough for the overall market.\nKeep it in perspective\nA marketwide correction wouldn't drive Apple shares upward every single day of any correction, of course. On any given trading day three out of four stocks move in the same direction as the market. Apple shares would most definitely be fighting a headwind.\nThink bigger-picture though, and think strategically. Should a little bit of market weakness turn into something more prolonged and investors clamor for companies they can count on in tough times, Apple's antitrust woes won't matter quite as much. Loyalty among iPhone owners will matter a little more. That's just enough edge to snap this stock out of its lull.\nAnd if the overall market continues to buck the calendar and continue marching higher? Well, Apple's future is still more than bright enough to make it a core long-term holding. The company's always found a way to push through challenges on par with the current chip shortage and antitrust campaigns. This recent weakness is a gift from that perspective as well.","news_type":1},"isVote":1,"tweetType":1,"viewCount":342,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":125179329,"gmtCreate":1624666073261,"gmtModify":1703843012164,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/125179329","repostId":"2146500392","repostType":4,"repost":{"id":"2146500392","weMediaInfo":{"introduction":"Reuters.com brings you the latest news from around the world, covering breaking news in markets, business, politics, entertainment and technology","home_visible":1,"media_name":"Reuters","id":"1036604489","head_image":"https://static.tigerbbs.com/443ce19704621c837795676028cec868"},"pubTimestamp":1624658618,"share":"https://ttm.financial/m/news/2146500392?lang=&edition=fundamental","pubTime":"2021-06-26 06:03","market":"fut","language":"en","title":"Bitcoin falls 8.5% to $31,700","url":"https://stock-news.laohu8.com/highlight/detail?id=2146500392","media":"Reuters","summary":"June 25 (Reuters) - Bitcoin dipped 8.51% to $31,699.83 at 22:04 GMT on Friday, losing $2,937.27 from","content":"<p>June 25 (Reuters) - Bitcoin dipped 8.51% to $31,699.83 at 22:04 GMT on Friday, losing $2,937.27 from its previous close.</p>\n<p>Bitcoin, the world's biggest and best-known cryptocurrency, is up 14.3% from the year's low of $27,734 on Jan. 4.</p>\n<p>Ether, the coin linked to the ethereum blockchain network, dropped 7.37 % to $1,843.07 on Friday, losing $146.56 from its previous close.</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>Bitcoin falls 8.5% to $31,700</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; 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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\">\nBitcoin falls 8.5% to $31,700\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/1036604489\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/443ce19704621c837795676028cec868);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">Reuters </p>\n<p class=\"h-time\">2021-06-26 06:03</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<p>June 25 (Reuters) - Bitcoin dipped 8.51% to $31,699.83 at 22:04 GMT on Friday, losing $2,937.27 from its previous close.</p>\n<p>Bitcoin, the world's biggest and best-known cryptocurrency, is up 14.3% from the year's low of $27,734 on Jan. 4.</p>\n<p>Ether, the coin linked to the ethereum blockchain network, dropped 7.37 % to $1,843.07 on Friday, losing $146.56 from its previous close.</p>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"GBTC":"Grayscale Bitcoin Trust"},"is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2146500392","content_text":"June 25 (Reuters) - Bitcoin dipped 8.51% to $31,699.83 at 22:04 GMT on Friday, losing $2,937.27 from its previous close.\nBitcoin, the world's biggest and best-known cryptocurrency, is up 14.3% from the year's low of $27,734 on Jan. 4.\nEther, the coin linked to the ethereum blockchain network, dropped 7.37 % to $1,843.07 on Friday, losing $146.56 from its previous close.","news_type":1},"isVote":1,"tweetType":1,"viewCount":670,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":120376153,"gmtCreate":1624311103572,"gmtModify":1703832968184,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"[Smile]&nbsp;","listText":"[Smile]&nbsp;","text":"[Smile]","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/120376153","repostId":"1188659531","repostType":4,"isVote":1,"tweetType":1,"viewCount":321,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":164247320,"gmtCreate":1624217269260,"gmtModify":1703830730703,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/164247320","repostId":"2144779706","repostType":4,"repost":{"id":"2144779706","weMediaInfo":{"introduction":"Reuters.com brings you the latest news from around the world, covering breaking news in markets, business, politics, entertainment and technology","home_visible":1,"media_name":"Reuters","id":"1086160438","head_image":"https://static.tigerbbs.com/a113a995fbbc262262d15a5ce37e7bc5"},"pubTimestamp":1624022837,"share":"https://ttm.financial/m/news/2144779706?lang=&edition=fundamental","pubTime":"2021-06-18 21:27","market":"hk","language":"en","title":"Aihuishou International Co. Ltd. Announces Pricing Of Initial Public Offering","url":"https://stock-news.laohu8.com/highlight/detail?id=2144779706","media":"Reuters","summary":"AiHuiShou International Co Ltd:Aihuishou International Co. Ltd. Announces Pricing Of Initial Public ","content":"<p>AiHuiShou International Co Ltd:Aihuishou International Co. Ltd. Announces Pricing Of Initial Public Offering.Aihuishou International - Pricing Of Ipo Of 16.2 Million American Depositary Shares At A Price To Public Of Us$14.00 Per Ads.</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>Aihuishou International Co. Ltd. Announces Pricing Of Initial Public Offering</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\">\nAihuishou International Co. Ltd. Announces Pricing Of Initial Public Offering\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/1086160438\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/a113a995fbbc262262d15a5ce37e7bc5);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">Reuters </p>\n<p class=\"h-time\">2021-06-18 21:27</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<p>AiHuiShou International Co Ltd:Aihuishou International Co. Ltd. Announces Pricing Of Initial Public Offering.Aihuishou International - Pricing Of Ipo Of 16.2 Million American Depositary Shares At A Price To Public Of Us$14.00 Per Ads.</p>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"RERE":"万物新生","00626":"大众金融控股"},"is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2144779706","content_text":"AiHuiShou International Co Ltd:Aihuishou International Co. Ltd. Announces Pricing Of Initial Public Offering.Aihuishou International - Pricing Of Ipo Of 16.2 Million American Depositary Shares At A Price To Public Of Us$14.00 Per Ads.","news_type":1},"isVote":1,"tweetType":1,"viewCount":137,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":165560756,"gmtCreate":1624151804775,"gmtModify":1703829443578,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"It’s crazy!!","listText":"It’s crazy!!","text":"It’s crazy!!","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/165560756","repostId":"1113942445","repostType":4,"isVote":1,"tweetType":1,"viewCount":236,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":165587446,"gmtCreate":1624151762585,"gmtModify":1703829442274,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"It’s crazy&nbsp;","listText":"It’s crazy&nbsp;","text":"It’s crazy","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/165587446","repostId":"1161408410","repostType":4,"repost":{"id":"1161408410","pubTimestamp":1624065771,"share":"https://ttm.financial/m/news/1161408410?lang=&edition=fundamental","pubTime":"2021-06-19 09:22","market":"us","language":"en","title":"Wall Street Crime And Punishment: The Rise And Fall Of Crazy Eddie","url":"https://stock-news.laohu8.com/highlight/detail?id=1161408410","media":"benzinga","summary":"Wall Street Crime and Punishment is a weekly series by Benzinga's Phil Hall chronicling the bankers,","content":"<p><i>Wall Street Crime and Punishment is a weekly series by Benzinga's Phil Hall chronicling the bankers, brokers and financial ne’er-do-wells whose ambition and greed take them in the wrong direction.</i></p>\n<p>If you were living in the New York metropolitan area during the 1970s and 1980s, you probably remember the commercials for the Crazy Eddie electronics retail chain. They were impossible to miss:&nbsp;More than 7,500 spots featuring a frenetic, motor-mouthed spokesperson bombilating frenetically about the “in-saaaaaaaaane” discounts offered by the store.</p>\n<p>Crazy Eddie was never the biggest retail operation in the region. At its peak, there were only 43 locations spread across four states.</p>\n<p>But the ubiquity of the commercials made it seem more prominent than it actually was, and the excess attention eventually brought harsh spotlights on the financial chicanery perpetrated by its chief executive,<b>Eddie Antar.</b></p>\n<p><b>An Audacious Start:</b>Eddie Antar was born in Brooklyn, New York,&nbsp;on Dec. 18, 1947, the grandson of Syrian Jewish immigrants. Antar was an intelligent youth but found school boring, dropping out at 16 to work odd jobs before setting up a small stand at New York’s Port Authority in the heart of Manhattan where he sold portable televisions. While Antar belatedly realized he had the wrong product line in the wrong location, he used the experience to sharpen his sales skills.</p>\n<p>By 1969, Antar saved up enough money to go into business with his father Sam and cousin named Ronnie Gindi, creating a retail operation called ERS Electronics. They opened an electronics store in the Kings Highway business shopping district in Brooklyn called Sights and Sounds.</p>\n<p>At the time, small and independently-owned electronics retailers operated at a significant disadvantage against major chains due to the fair trade laws of the era that enabled manufacturers to establish a single standard retail price&nbsp;all retailers needed to list. To stand out from the competition, Antar challenged the laws by marking down his merchandise, thus offering a discount absent elsewhere in this retail sector.</p>\n<p>Some manufacturers got wise to this and refused to do business with Antar, but he circumvented their boycott by purchasing excess stock from other businesses and obtaining products through grey-market channels from overseas sources.</p>\n<p>The stress was great and Gindi eventually lost interest in the enterprise, selling his one-third of the business to Antar.</p>\n<p>But how could the store remain afloat financially through its seemingly reckless discounting? As Antar’s father Sam would later recall in an interview, the lo-fi nature of old-school retailing work&nbsp;enabled them to put their ethics on hold.</p>\n<p>“Back then, most customers paid in cash,” he said. “If we don’t disclose the sale, we keep the sales tax. That’s a good cushion to be able to afford to beat the competition.”</p>\n<p>Sights and Sounds began to attract bargain hunters from outside of Brooklyn and Antar turned into something of a one-man, in-store comedy show, going so far as taking the shoes of cash-strapped customers who wanted to buy stereos for deposits and jokingly preventing shoppers from leaving unless they made a purchase.</p>\n<p>Antar’s shtick was so amusing that his first wife Deborah came home one evening in 1971 with a story about how one of her co-workers was talking about his shopping trip to Sights and Sounds.</p>\n<p>The co-worker, who was unaware of Deborah’s connection to the store, talked happily about dealing with a salesperson that he dubbed “Crazy Eddie.” At that point, Antar decided to change the name of Sights and Sounds to Crazy Eddie.</p>\n<p><b>An Advertising Assault:</b>The fair trade law that initially stifled Antar and other smaller businesses was repealed in 1972. Antar’s aggressive discounting and colorful personality enabled him to prepare for a business expansion —&nbsp;he moved to a larger store on Kings Highway, then opened a location in the Long Island town of Syosset in 1973 and in the heart of Manhattan in 1975.</p>\n<p>Antar recognized how his larger competitors used advertising to their advantage, and in 1972 he began marketing his business over the airwaves via WPIX-FM, a popular music station that mixed rock oldies with current Top 40 hits. Antar created an ad copy script that would be read live on the air by Jerry Carroll, one of the station’s disk jockeys. But Carroll decided to improvise, reading the copy in a mock-frenzied manner and creating a new closing line with “Crazy Eddie —&nbsp;his prices are in-saaaaaaaaane.”</p>\n<p>Rather than be upset by the deviation to the script, Antar was ecstatic with Carroll’s flippant approach as&nbsp;his delivery stood out wildly from the other advertising running on the station. Antar contracted Carroll to be his on-air pitchman for radio, and in 1975 Carroll was brought in front of the cameras for a television campaign.</p>\n<p>It was through the television commercials&nbsp;Crazy Eddie became the center of consumer attention. For the next 10 years, the commercials offered endless variations on the same set-up: Carroll wore the same outfit — a dark blazer and a turtleneck sweater —&nbsp;and stood surrounded by displays of the electronics being peddled.</p>\n<p>Each commercial ran about 30 seconds, but Carroll spoke so rapidly that it seemed he was trying to cover 60 seconds of a script in half of his allotted time.</p>\n<p>Carroll’s physical delivery was comically spastic, with flailing arms, bulging eyes and the most manic smile this side of the Joker.</p>\n<p>He would inevitably challenge shoppers to “shop around, get the best prices you can find, then bring ’em to Crazy Eddie and he’ll beat ’em.” And each commercial ended with Carroll stretching his arms out while proclaiming, “Crazy Eddie —&nbsp;his prices are in-saaaaaaaaane.”</p>\n<p>There would be a few variations to the presentation, including a Christmas season ad campaign and a “Christmas in August” summertime effort with Carroll dressed in a Santa suit while being pelted with Styrofoam snowballs and papery snowflakes.</p>\n<p>A couple of movie spoof spots put Carroll in parodies of “Casablanca,” “Saturday Night Fever,” “Superman” and “10,” and one ad had a man in a gorilla suit grunting dialogue while subtitles offered simian-to-English translations.</p>\n<p><b>Not So Funny:</b>After the commercials came on in full force, Crazy Eddie generated $350 million in annual revenue during its prime years.</p>\n<p>But as Crazy Eddie grew, Antar’s approach to business became more problematic: cash payments were not recorded, the sales tax was pocketed and employees received off-the-books pay rather than paychecks that clearly deducted federal and state taxes.</p>\n<p>Antar helped finance his cousin Sam Antar’s college education and brought him on as a chief financial officer, but Sam would later recall this was not done out of love of family.</p>\n<p>“The whole purpose of the business was to commit premeditated fraud,” Sam recounted in an interview with MentalFloss.com. “My family put me through college to help them commit more sophisticated fraud in the future. I was trained to be a criminal.</p>\n<p>\"People have a certain idea of Crazy Eddie —&nbsp;in reality, it was a dark criminal enterprise.”</p>\n<p>Antar initially kept his ill-gotten gains hidden within his home, but later began sending the money far into the world. Offshore bank accounts in Canada, Gibraltar, Israel, Liberia, Luxembourg, Panama and Switzerland were set up, and by the early 1980s, Antar and his family were skimming upwards of $4 million annually in unreported income and unpaid taxes.</p>\n<p>Eventually, the graft became too big to easily hide. The solution, Antar theorized, was not to hide but to be in the greatest spotlight imaginable:&nbsp;Antar decided to take Crazy Eddie public.</p>\n<p><b>Hello, Wall Street:</b>Crazy Eddie conducted its initial public offering on Sept. 13, 1984, taking the NASDAQ symbol CRZY. The popularity of the television commercials helped bring in the initial wave of investor interest, while gourmet-level cooked books gave the phony impression of a well-run retail operation.</p>\n<p>Two years after first trading at $8 a share, Crazy Eddie stock was at a split-adjusted $75 per share.</p>\n<p>Why Antar believed he could continue with his shenanigans amid the added scrutiny given to public companies is a mystery, but by 1987 he found himself in lethal shoals.</p>\n<p>The increased retail competition saw Crazy Eddie’s sales decline, resulting in a tumbling stock price.</p>\n<p>Antar announced his resignation in December 1986, but four months later he shocked shareholders by revealing he never stepped down —&nbsp;and&nbsp;while still at the helm, he sold off his shares in the company, gaining about $30 million in the transaction.</p>\n<p>The company had begun planning to go private when an outside investor group successfully agitated to take over what they believed to be a struggling but respectable company. But when their auditors came in, they were flabbergasted to find grossly exaggerated inventories of up to $28 million, $20 million in phony debit memos to vendors and sales reports that were closer to fiction than accountancy.</p>\n<p>The chain went bankrupt in 1989 and was forced to shut down its retail network. Federal and state investigations overwhelmed what remained of the Crazy Eddie and Antar was hit with an endless flurry of lawsuits.</p>\n<p>\"By any measure, this is a staggering securities fraud,\" said<b>Michael Chertoff</b>, the U.S. Attorney for New Jersey, who accused the Antars of creating \"a giant bubble\" rather than a successful business.</p>\n<p>By 1990, Antar disappeared after failing to appear at a court hearing. He obtained a phony U.S. passport issued to “Harry Page Shalom” and left the country. After a two-year global search, he was located in 1992 in a Tel Aviv suburb living under the name Alexander Stewart.</p>\n<p>Antar was brought back to the U.S. to find his cousin Sam Antar had taken a plea deal with federal prosecutors and agreed to testify against him in court.</p>\n<p>“There’s no better motivator than a 20-year prison term,” Sam Antar stated. “I didn’t cooperate because I found God. I cooperated to save my ass.”</p>\n<p>In July 2013, Antar was found guilty of 17 counts of fraud and sentenced to 12½ years in prison. Two years later, his verdicts were overturned on appeal.</p>\n<p>Rather than face the stress of another trial, Antar pleaded guilty to federal fraud charges in May 1996 and was sentenced in 1997 to eight years in prison.</p>\n<p><b>The Legend Lives On:</b>Antar was released after four years in prison and federal law enforcement officials managed to find more than $120 million from his offshore bank accounts, which was repaid to investors.</p>\n<p>Several attempts occurred over the subsequent years to revive the Crazy Eddie brand, first as a brick-and-mortar retailer and then as an e-commerce venture, but all of these efforts failed.</p>\n<p>In June 2019,<b>Jon Turteltaub</b>, the director of the “National Treasure” film franchise, announced plans to make a biopic about Antar. But that project has yet to come to life.</p>\n<p>Many of the Crazy Eddie commercials can be found on YouTube, and marketing experts consider them to be among the most imaginative and successful examples of television advertising.</p>\n<p>Antar stayed out of the public light after leaving prison and died of complications from liver cancer on Sept. 10, 2016. He never publicly spoke about his past, although in a brief late-life exchange with a Newark Star-Ledger reporter he acknowledged the unique impact he had on retailing.</p>\n<p>“Everybody knows Crazy Eddie,” he said. “What can I tell you? I changed the business. I changed the whole business.”</p>","source":"lsy1606299360108","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>Wall Street Crime And Punishment: The Rise And Fall Of Crazy Eddie</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\">\nWall Street Crime And Punishment: The Rise And Fall Of Crazy Eddie\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-19 09:22 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.benzinga.com/news/21/06/21596990/wall-street-crime-and-punishment-the-rise-and-fall-of-crazy-eddie><strong>benzinga</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Wall Street Crime and Punishment is a weekly series by Benzinga's Phil Hall chronicling the bankers, brokers and financial ne’er-do-wells whose ambition and greed take them in the wrong direction.\nIf ...</p>\n\n<a href=\"https://www.benzinga.com/news/21/06/21596990/wall-street-crime-and-punishment-the-rise-and-fall-of-crazy-eddie\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{},"source_url":"https://www.benzinga.com/news/21/06/21596990/wall-street-crime-and-punishment-the-rise-and-fall-of-crazy-eddie","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1161408410","content_text":"Wall Street Crime and Punishment is a weekly series by Benzinga's Phil Hall chronicling the bankers, brokers and financial ne’er-do-wells whose ambition and greed take them in the wrong direction.\nIf you were living in the New York metropolitan area during the 1970s and 1980s, you probably remember the commercials for the Crazy Eddie electronics retail chain. They were impossible to miss: More than 7,500 spots featuring a frenetic, motor-mouthed spokesperson bombilating frenetically about the “in-saaaaaaaaane” discounts offered by the store.\nCrazy Eddie was never the biggest retail operation in the region. At its peak, there were only 43 locations spread across four states.\nBut the ubiquity of the commercials made it seem more prominent than it actually was, and the excess attention eventually brought harsh spotlights on the financial chicanery perpetrated by its chief executive,Eddie Antar.\nAn Audacious Start:Eddie Antar was born in Brooklyn, New York, on Dec. 18, 1947, the grandson of Syrian Jewish immigrants. Antar was an intelligent youth but found school boring, dropping out at 16 to work odd jobs before setting up a small stand at New York’s Port Authority in the heart of Manhattan where he sold portable televisions. While Antar belatedly realized he had the wrong product line in the wrong location, he used the experience to sharpen his sales skills.\nBy 1969, Antar saved up enough money to go into business with his father Sam and cousin named Ronnie Gindi, creating a retail operation called ERS Electronics. They opened an electronics store in the Kings Highway business shopping district in Brooklyn called Sights and Sounds.\nAt the time, small and independently-owned electronics retailers operated at a significant disadvantage against major chains due to the fair trade laws of the era that enabled manufacturers to establish a single standard retail price all retailers needed to list. To stand out from the competition, Antar challenged the laws by marking down his merchandise, thus offering a discount absent elsewhere in this retail sector.\nSome manufacturers got wise to this and refused to do business with Antar, but he circumvented their boycott by purchasing excess stock from other businesses and obtaining products through grey-market channels from overseas sources.\nThe stress was great and Gindi eventually lost interest in the enterprise, selling his one-third of the business to Antar.\nBut how could the store remain afloat financially through its seemingly reckless discounting? As Antar’s father Sam would later recall in an interview, the lo-fi nature of old-school retailing work enabled them to put their ethics on hold.\n“Back then, most customers paid in cash,” he said. “If we don’t disclose the sale, we keep the sales tax. That’s a good cushion to be able to afford to beat the competition.”\nSights and Sounds began to attract bargain hunters from outside of Brooklyn and Antar turned into something of a one-man, in-store comedy show, going so far as taking the shoes of cash-strapped customers who wanted to buy stereos for deposits and jokingly preventing shoppers from leaving unless they made a purchase.\nAntar’s shtick was so amusing that his first wife Deborah came home one evening in 1971 with a story about how one of her co-workers was talking about his shopping trip to Sights and Sounds.\nThe co-worker, who was unaware of Deborah’s connection to the store, talked happily about dealing with a salesperson that he dubbed “Crazy Eddie.” At that point, Antar decided to change the name of Sights and Sounds to Crazy Eddie.\nAn Advertising Assault:The fair trade law that initially stifled Antar and other smaller businesses was repealed in 1972. Antar’s aggressive discounting and colorful personality enabled him to prepare for a business expansion — he moved to a larger store on Kings Highway, then opened a location in the Long Island town of Syosset in 1973 and in the heart of Manhattan in 1975.\nAntar recognized how his larger competitors used advertising to their advantage, and in 1972 he began marketing his business over the airwaves via WPIX-FM, a popular music station that mixed rock oldies with current Top 40 hits. Antar created an ad copy script that would be read live on the air by Jerry Carroll, one of the station’s disk jockeys. But Carroll decided to improvise, reading the copy in a mock-frenzied manner and creating a new closing line with “Crazy Eddie — his prices are in-saaaaaaaaane.”\nRather than be upset by the deviation to the script, Antar was ecstatic with Carroll’s flippant approach as his delivery stood out wildly from the other advertising running on the station. Antar contracted Carroll to be his on-air pitchman for radio, and in 1975 Carroll was brought in front of the cameras for a television campaign.\nIt was through the television commercials Crazy Eddie became the center of consumer attention. For the next 10 years, the commercials offered endless variations on the same set-up: Carroll wore the same outfit — a dark blazer and a turtleneck sweater — and stood surrounded by displays of the electronics being peddled.\nEach commercial ran about 30 seconds, but Carroll spoke so rapidly that it seemed he was trying to cover 60 seconds of a script in half of his allotted time.\nCarroll’s physical delivery was comically spastic, with flailing arms, bulging eyes and the most manic smile this side of the Joker.\nHe would inevitably challenge shoppers to “shop around, get the best prices you can find, then bring ’em to Crazy Eddie and he’ll beat ’em.” And each commercial ended with Carroll stretching his arms out while proclaiming, “Crazy Eddie — his prices are in-saaaaaaaaane.”\nThere would be a few variations to the presentation, including a Christmas season ad campaign and a “Christmas in August” summertime effort with Carroll dressed in a Santa suit while being pelted with Styrofoam snowballs and papery snowflakes.\nA couple of movie spoof spots put Carroll in parodies of “Casablanca,” “Saturday Night Fever,” “Superman” and “10,” and one ad had a man in a gorilla suit grunting dialogue while subtitles offered simian-to-English translations.\nNot So Funny:After the commercials came on in full force, Crazy Eddie generated $350 million in annual revenue during its prime years.\nBut as Crazy Eddie grew, Antar’s approach to business became more problematic: cash payments were not recorded, the sales tax was pocketed and employees received off-the-books pay rather than paychecks that clearly deducted federal and state taxes.\nAntar helped finance his cousin Sam Antar’s college education and brought him on as a chief financial officer, but Sam would later recall this was not done out of love of family.\n“The whole purpose of the business was to commit premeditated fraud,” Sam recounted in an interview with MentalFloss.com. “My family put me through college to help them commit more sophisticated fraud in the future. I was trained to be a criminal.\n\"People have a certain idea of Crazy Eddie — in reality, it was a dark criminal enterprise.”\nAntar initially kept his ill-gotten gains hidden within his home, but later began sending the money far into the world. Offshore bank accounts in Canada, Gibraltar, Israel, Liberia, Luxembourg, Panama and Switzerland were set up, and by the early 1980s, Antar and his family were skimming upwards of $4 million annually in unreported income and unpaid taxes.\nEventually, the graft became too big to easily hide. The solution, Antar theorized, was not to hide but to be in the greatest spotlight imaginable: Antar decided to take Crazy Eddie public.\nHello, Wall Street:Crazy Eddie conducted its initial public offering on Sept. 13, 1984, taking the NASDAQ symbol CRZY. The popularity of the television commercials helped bring in the initial wave of investor interest, while gourmet-level cooked books gave the phony impression of a well-run retail operation.\nTwo years after first trading at $8 a share, Crazy Eddie stock was at a split-adjusted $75 per share.\nWhy Antar believed he could continue with his shenanigans amid the added scrutiny given to public companies is a mystery, but by 1987 he found himself in lethal shoals.\nThe increased retail competition saw Crazy Eddie’s sales decline, resulting in a tumbling stock price.\nAntar announced his resignation in December 1986, but four months later he shocked shareholders by revealing he never stepped down — and while still at the helm, he sold off his shares in the company, gaining about $30 million in the transaction.\nThe company had begun planning to go private when an outside investor group successfully agitated to take over what they believed to be a struggling but respectable company. But when their auditors came in, they were flabbergasted to find grossly exaggerated inventories of up to $28 million, $20 million in phony debit memos to vendors and sales reports that were closer to fiction than accountancy.\nThe chain went bankrupt in 1989 and was forced to shut down its retail network. Federal and state investigations overwhelmed what remained of the Crazy Eddie and Antar was hit with an endless flurry of lawsuits.\n\"By any measure, this is a staggering securities fraud,\" saidMichael Chertoff, the U.S. Attorney for New Jersey, who accused the Antars of creating \"a giant bubble\" rather than a successful business.\nBy 1990, Antar disappeared after failing to appear at a court hearing. He obtained a phony U.S. passport issued to “Harry Page Shalom” and left the country. After a two-year global search, he was located in 1992 in a Tel Aviv suburb living under the name Alexander Stewart.\nAntar was brought back to the U.S. to find his cousin Sam Antar had taken a plea deal with federal prosecutors and agreed to testify against him in court.\n“There’s no better motivator than a 20-year prison term,” Sam Antar stated. “I didn’t cooperate because I found God. I cooperated to save my ass.”\nIn July 2013, Antar was found guilty of 17 counts of fraud and sentenced to 12½ years in prison. Two years later, his verdicts were overturned on appeal.\nRather than face the stress of another trial, Antar pleaded guilty to federal fraud charges in May 1996 and was sentenced in 1997 to eight years in prison.\nThe Legend Lives On:Antar was released after four years in prison and federal law enforcement officials managed to find more than $120 million from his offshore bank accounts, which was repaid to investors.\nSeveral attempts occurred over the subsequent years to revive the Crazy Eddie brand, first as a brick-and-mortar retailer and then as an e-commerce venture, but all of these efforts failed.\nIn June 2019,Jon Turteltaub, the director of the “National Treasure” film franchise, announced plans to make a biopic about Antar. But that project has yet to come to life.\nMany of the Crazy Eddie commercials can be found on YouTube, and marketing experts consider them to be among the most imaginative and successful examples of television advertising.\nAntar stayed out of the public light after leaving prison and died of complications from liver cancer on Sept. 10, 2016. He never publicly spoke about his past, although in a brief late-life exchange with a Newark Star-Ledger reporter he acknowledged the unique impact he had on retailing.\n“Everybody knows Crazy Eddie,” he said. “What can I tell you? I changed the business. I changed the whole business.”","news_type":1},"isVote":1,"tweetType":1,"viewCount":319,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"hots":[{"id":153330215,"gmtCreate":1625009406037,"gmtModify":1703849864679,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"Go Nio","listText":"Go Nio","text":"Go Nio","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/153330215","repostId":"1124372919","repostType":4,"repost":{"id":"1124372919","pubTimestamp":1624869783,"share":"https://ttm.financial/m/news/1124372919?lang=&edition=fundamental","pubTime":"2021-06-28 16:43","market":"us","language":"en","title":"NIO: The Path To A $1 Trillion Valuation","url":"https://stock-news.laohu8.com/highlight/detail?id=1124372919","media":"seekingalpha","summary":"NIO is known by many as a large cap Chinese electric vehicle company.However, it is actually much more than that and possesses several key competitive advantages.We discuss how these factors could combine with its focus on China to transform it into a $1 trillion mega cap.NIO also has a strong foothold on autonomous mobility technology thanks to filing nearly 50 patents in the area and boasts AI-powered smart \"cockpits.\". Given that the mobility industry is becoming increasingly software-driven,","content":"<p><b>Summary</b></p>\n<ul>\n <li>NIO is known by many as a large cap Chinese electric vehicle company.</li>\n <li>However, it is actually much more than that and possesses several key competitive advantages.</li>\n <li>We discuss how these factors could combine with its focus on China to transform it into a $1 trillion mega cap.</li>\n</ul>\n<p class=\"t-img-caption\"><img src=\"https://static.tigerbbs.com/17cdcfe41a4b886c29dad01d4512e84e\" tg-width=\"1536\" tg-height=\"1024\" referrerpolicy=\"no-referrer\"><span>Lintao Zhang/Getty Images News</span></p>\n<p>Similar to how we analyzed Palantir(NYSE:PLTR)in our recent piece<i>Palantir: The Path To A $1 Trillion Valuation</i>, NIO Inc.(NYSE:NIO)is unique in that it is already a large cap stock, but has a massive growth runway that could quite conceivably make it a mega-cap stock and eventually even approach a valuation of $1 Trillion. Here are five reasons why it could successfully achieve that valuation:</p>\n<p><b>#1. \"Gas Station\" Of The Future</b></p>\n<p>NIO is a major designer and manufacturer of high-tech electric vehicles in China and as a result competes with the likes of Tesla(NASDAQ:TSLA)in innovative technologies like connectivity, batteries, autonomous mobility, and artificial intelligence.</p>\n<p>NIO's status as an emerging leader in these innovative technologies is perhaps the biggest reason to believe that they could become a multi-bagger from today's already lofty valuation and become a true mega cap.</p>\n<p>For example, its Battery-as-a-Service (BaaS) potential is immense. The company has already begun building out the infrastructure for this business through its&nbsp;recent partnership&nbsp;with Sinopec(NYSE:SHI)through which they aspire to create a 5,000 battery swap station network by 2024. This will give NIO a decisive network advantage in this space just as it begins to really take off in the world's largest electric vehicle market, enabling it to form partnerships with other automakers in the country and drive strong revenue growth from this business alone. Essentially, this would make NIO the number one \"gas station\" company in China as the country and world enter the age of electrification.</p>\n<p>Given that they possess hundreds of patents in battery swap technology, NIO seems to already have the intellectual property moat necessary to transform this potential into reality. It appears to be merely a matter of time for them to implement and scale now.</p>\n<p><b>#2. Autonomous Mobility &amp; AI Technology</b></p>\n<p>NIO also has a strong foothold on autonomous mobility technology thanks to filing nearly 50 patents in the area and boasts AI-powered smart \"cockpits.\"</p>\n<p>Given that the mobility industry is becoming increasingly software-driven, its intellectual property portfolio here is important as well. Even more important, though, is its competitive positioning to emerge as a long-term leader in the electric vehicle space in China, not only because of the vehicle sales potential it offers, but much more importantly because it is the largest source of consumer data in the world. As a result, NIO will have access to a vast amount of data with which it can improve its A.I. and build one of the best mobility software platforms in the world.</p>\n<p><b>#3. Government Support</b></p>\n<p>Another big reason to believe in NIO's long-term potential stems from the simple fact that it is a leading local company in China in high-priority technology fields. As a result, it will likely enjoy significant support from the Chinese government so that it can serve as a vehicle whereby China can advance its goals towards becoming the pre-eminent global technological superpower.</p>\n<p>This principle has already played out several times to NIO's benefit.</p>\n<p>For example, the&nbsp;government recently gave&nbsp;NIO a RMB7 billion (US$1b) bailout to give it the cash it needed to sustain and scale operations.</p>\n<p>Additionally, government-owned auto manufacturer - Anhui Jianghuai Automobile Group Corp - has also assisted NIO by providing it with manufacturing services, enabling it to scale with minimal additional capital investment.</p>\n<p>Perhaps the most glaring example of this was how the Chinese state media&nbsp;recently successfully harmed&nbsp;the reputation of TSLA - NIO's top foreign rival - to the point where the Elon Musk-led company had to issue an apology.</p>\n<p>Furthermore, the Chinese government is making a major push to transition the automotive market towards electric vehicles in an effort to battle its huge pollution problem. It is achieving these aims by offering purchase rebates and tax exemptions for the industry, while also placing restrictions on new gasoline and diesel powered vehicle permits.</p>\n<p><b>#4. Global Expansion</b></p>\n<p>NIO is also poised to begin expanding its sales into global markets, beginning with Norway. Not only will the company be selling its cars there, but it will be building out local physical and digital infrastructure to create a high quality user-friendly ecosystem to add value to its brand and bolster its competitive positioning. Once it has built significant scale in Norway, it will then have a greater position of strength from which to infiltrate the rest of the European market. Given the geopolitical tensions with the United States at the moment as well as Tesla's dominance in the U.S. electric vehicle market, Europe seems like a much more logical choice to begin global expansion.</p>\n<p><b>#5. Crunching The Numbers</b></p>\n<p>Electric Vehicle sales are already growing exponentially - especially in China - and we expect that number to explode much higher in the years to come.</p>\n<p><img src=\"https://static.tigerbbs.com/00cdeb70c618caeddbbd16df936194ad\" tg-width=\"960\" tg-height=\"572\"></p>\n<p>In fact, while just barely over 1.2 million electric vehicles were sold worldwide in 2017,Bloomberg New Energy Finance&nbsp;expects that number to soar to 60 million by 2040. Not only that, but battery and battery charging infrastructure demand will soar as well.</p>\n<p>If NIO can seize on its early leadership in China in both the electric vehicle and battery charging infrastructure businesses and also successfully scale its business internationally, there is certainly room for it to achieve a $1 trillion valuation by 2040. For example, its gross margin is expected to be nearly 20% in 2021 and 2022. TSLA's gross, meanwhile, is around 23% and its net margin is roughly half of that, or ~11.5%.</p>\n<p>NIO's BaaS business should also be higher margin given that it could be entirely automated and the actual real estate could be leased instead of owned in order to free up capital for higher return investment elsewhere. With continued scaling in both businesses and overall positive trends in the business with reduced costs across the board through automation and enhanced data analytics, we think gross margins of 25% and net margins of 15% by 2040 are entirely feasible.</p>\n<p>If NIO were to grab just 7.5% of the global EV market (TSLA's is currently 11%) by 2040, it would be selling ~4.5 million cars per year. We think this share is actually very feasible when you consider that the majority of electric vehicle sales are expected to be in China and that NIO has an inside track on that market given the support it is receiving from the government.</p>\n<p>If the average sale were for $40,000 per electric vehicle, its profit would be ~$6,000 per vehicle, translating to $27 billion in annual profit from auto sales alone. At a 30x price-to-earnings multiple, that would put the automotive business at a $810 billion valuation.</p>\n<p>Meanwhile, its BaaS business could likely generate $150 in profits per year per vehicle in its sphere in China. By 2030,it is estimated&nbsp;that there will be 50 million electric vehicles on the road in China and that EVs will account for 40% of total auto sales. A very conservative estimate is that the number of EVs on the road in China will double to 100 million by 2040. If NIO's BaaS business serves 20% of the electric vehicles in China by 2040, that would equate to an additional $3+ billion in annual net income. Once again applying a 30x price-to-earnings multiple, that would equate to roughly another $100 billion in market valuation.</p>\n<p>Meanwhile, the potential for using its data and autonomous vehicle technology as well as vast BaaS infrastructure to launch an autonomous taxi business network is also immense. While it is hard to know exactly what sort of value this would command as it is hard to project how it would be regulated by the Chinese government and how well consumers would adopt it, it is not a stretch that NIO's scale and capabilities by this point in such a potentially massive market as is offered in China would put the valuation for this business at $100 billion.</p>\n<p>Combining all three businesses gets us to a $1 trillion total valuation under a bullish, but not entirely implausible scenario.</p>\n<p><b>Risk Analysis</b></p>\n<p>While the path to $1 trillion certainly looks viable, there are numerous risks to consider along the way.</p>\n<p>First and foremost, NIO faces a lot of competition from both foreign and domestic companies. TSLA has a large presence in China and overseas and sports a premium brand to go along with an extremely driven and innovative CEO and engineering team. While the Chinese government has helped NIO some already with surviving the TSLA threat, it is unknown the depths that it will have to and be willing to go to continue giving NIO a boost to sustain its competitive standing in its domestic market.</p>\n<p>Of course, NIO also faces competitive pressures from fellow Chinese electric vehicle manufacturers including Baidu(NASDAQ:BIDU), which already has a&nbsp;partnership&nbsp;with a government-owned automaker (BAIC Group) to put 1,000 driverless cars on the roads over the next 3 years as a prelude to establishing an autonomous taxi service in China. Facing off against fellow major domestic players who also have government backing poses another threat to NIO because it means that it cannot solely rely on government assistance to survive and thrive.</p>\n<p>On that same note, it also increases the political risk for NIO. Given that it is not the only horse that China is betting on in the mobility space, if their leadership were to run afoul of the Chinese Communist Party and/or they were to simply lag behind in performance, they could quickly be \"dropped\" by the government and the business could fall into a downward spiral. If Alibaba(NYSE:BABA)&nbsp;could face this, NIO certainly could too. If nothing else, the Chinese government could easily seize some or all of NIO's physical or intellectual property for state use, depriving NIO shareholders of much of their equity value.</p>\n<p>Furthermore, expanding overseas could also be complicated by the fact that China is currently dealing with growing geopolitical tensions with other Asia-Pacific nations, Europe, and the United States. As a result, trade barriers may go up, especially in such high-priority technologies as mobility and autonomous technology. The U.S., Europe, Japan, Korea, and even India have well-established automobile industries and if they feel threatened by a Chinese competitor, they may well decide to throw up barriers to entry in their markets.</p>\n<p>Of course, as the China hustle pointed out, many Chinese companies have a troubling track record of fudging accounting numbers. As a result, investors should always view Chinese company - to include NIO's - financial numbers with a healthy dose of skepticism. While it is very possible - if not likely - that NIO's numbers are completely accurate, it is still a risk that needs to be considered.</p>\n<p>Last, but not least, NIO is currently priced quite expensively as it is still running up massive losses and trades at 71 times expected 2021 gross income. Therefore, the range of potential future outcomes is quite wide and investors could very well be dramatically overpaying by purchasing at today's prices. It should be viewed as a highly speculative investment accordingly.</p>\n<p><b>Investor Takeaway</b></p>\n<p>NIO is currently struggling to turn a profit and has had to be bailed out by the Chinese government. At the same time, its valuation is sky-high. While this might steer many investors away and the stock is indeed a very speculative investment, there is also a plausible path for the company to become a $1 trillion mega cap by 2040 and generate attractive long-term returns for investors as a result.</p>\n<p>While not for the faint of heart and certainly not without risks, NIO could continue on its path towards becoming one of the world's pre-eminent mobility companies.</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>NIO: The Path To A $1 Trillion Valuation</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\">\nNIO: The Path To A $1 Trillion Valuation\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-28 16:43 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://seekingalpha.com/article/4436753-nio-the-path-to-a-1-trillion-valuation><strong>seekingalpha</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Summary\n\nNIO is known by many as a large cap Chinese electric vehicle company.\nHowever, it is actually much more than that and possesses several key competitive advantages.\nWe discuss how these ...</p>\n\n<a href=\"https://seekingalpha.com/article/4436753-nio-the-path-to-a-1-trillion-valuation\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"NIO":"蔚来"},"source_url":"https://seekingalpha.com/article/4436753-nio-the-path-to-a-1-trillion-valuation","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1124372919","content_text":"Summary\n\nNIO is known by many as a large cap Chinese electric vehicle company.\nHowever, it is actually much more than that and possesses several key competitive advantages.\nWe discuss how these factors could combine with its focus on China to transform it into a $1 trillion mega cap.\n\nLintao Zhang/Getty Images News\nSimilar to how we analyzed Palantir(NYSE:PLTR)in our recent piecePalantir: The Path To A $1 Trillion Valuation, NIO Inc.(NYSE:NIO)is unique in that it is already a large cap stock, but has a massive growth runway that could quite conceivably make it a mega-cap stock and eventually even approach a valuation of $1 Trillion. Here are five reasons why it could successfully achieve that valuation:\n#1. \"Gas Station\" Of The Future\nNIO is a major designer and manufacturer of high-tech electric vehicles in China and as a result competes with the likes of Tesla(NASDAQ:TSLA)in innovative technologies like connectivity, batteries, autonomous mobility, and artificial intelligence.\nNIO's status as an emerging leader in these innovative technologies is perhaps the biggest reason to believe that they could become a multi-bagger from today's already lofty valuation and become a true mega cap.\nFor example, its Battery-as-a-Service (BaaS) potential is immense. The company has already begun building out the infrastructure for this business through its recent partnership with Sinopec(NYSE:SHI)through which they aspire to create a 5,000 battery swap station network by 2024. This will give NIO a decisive network advantage in this space just as it begins to really take off in the world's largest electric vehicle market, enabling it to form partnerships with other automakers in the country and drive strong revenue growth from this business alone. Essentially, this would make NIO the number one \"gas station\" company in China as the country and world enter the age of electrification.\nGiven that they possess hundreds of patents in battery swap technology, NIO seems to already have the intellectual property moat necessary to transform this potential into reality. It appears to be merely a matter of time for them to implement and scale now.\n#2. Autonomous Mobility & AI Technology\nNIO also has a strong foothold on autonomous mobility technology thanks to filing nearly 50 patents in the area and boasts AI-powered smart \"cockpits.\"\nGiven that the mobility industry is becoming increasingly software-driven, its intellectual property portfolio here is important as well. Even more important, though, is its competitive positioning to emerge as a long-term leader in the electric vehicle space in China, not only because of the vehicle sales potential it offers, but much more importantly because it is the largest source of consumer data in the world. As a result, NIO will have access to a vast amount of data with which it can improve its A.I. and build one of the best mobility software platforms in the world.\n#3. Government Support\nAnother big reason to believe in NIO's long-term potential stems from the simple fact that it is a leading local company in China in high-priority technology fields. As a result, it will likely enjoy significant support from the Chinese government so that it can serve as a vehicle whereby China can advance its goals towards becoming the pre-eminent global technological superpower.\nThis principle has already played out several times to NIO's benefit.\nFor example, the government recently gave NIO a RMB7 billion (US$1b) bailout to give it the cash it needed to sustain and scale operations.\nAdditionally, government-owned auto manufacturer - Anhui Jianghuai Automobile Group Corp - has also assisted NIO by providing it with manufacturing services, enabling it to scale with minimal additional capital investment.\nPerhaps the most glaring example of this was how the Chinese state media recently successfully harmed the reputation of TSLA - NIO's top foreign rival - to the point where the Elon Musk-led company had to issue an apology.\nFurthermore, the Chinese government is making a major push to transition the automotive market towards electric vehicles in an effort to battle its huge pollution problem. It is achieving these aims by offering purchase rebates and tax exemptions for the industry, while also placing restrictions on new gasoline and diesel powered vehicle permits.\n#4. Global Expansion\nNIO is also poised to begin expanding its sales into global markets, beginning with Norway. Not only will the company be selling its cars there, but it will be building out local physical and digital infrastructure to create a high quality user-friendly ecosystem to add value to its brand and bolster its competitive positioning. Once it has built significant scale in Norway, it will then have a greater position of strength from which to infiltrate the rest of the European market. Given the geopolitical tensions with the United States at the moment as well as Tesla's dominance in the U.S. electric vehicle market, Europe seems like a much more logical choice to begin global expansion.\n#5. Crunching The Numbers\nElectric Vehicle sales are already growing exponentially - especially in China - and we expect that number to explode much higher in the years to come.\n\nIn fact, while just barely over 1.2 million electric vehicles were sold worldwide in 2017,Bloomberg New Energy Finance expects that number to soar to 60 million by 2040. Not only that, but battery and battery charging infrastructure demand will soar as well.\nIf NIO can seize on its early leadership in China in both the electric vehicle and battery charging infrastructure businesses and also successfully scale its business internationally, there is certainly room for it to achieve a $1 trillion valuation by 2040. For example, its gross margin is expected to be nearly 20% in 2021 and 2022. TSLA's gross, meanwhile, is around 23% and its net margin is roughly half of that, or ~11.5%.\nNIO's BaaS business should also be higher margin given that it could be entirely automated and the actual real estate could be leased instead of owned in order to free up capital for higher return investment elsewhere. With continued scaling in both businesses and overall positive trends in the business with reduced costs across the board through automation and enhanced data analytics, we think gross margins of 25% and net margins of 15% by 2040 are entirely feasible.\nIf NIO were to grab just 7.5% of the global EV market (TSLA's is currently 11%) by 2040, it would be selling ~4.5 million cars per year. We think this share is actually very feasible when you consider that the majority of electric vehicle sales are expected to be in China and that NIO has an inside track on that market given the support it is receiving from the government.\nIf the average sale were for $40,000 per electric vehicle, its profit would be ~$6,000 per vehicle, translating to $27 billion in annual profit from auto sales alone. At a 30x price-to-earnings multiple, that would put the automotive business at a $810 billion valuation.\nMeanwhile, its BaaS business could likely generate $150 in profits per year per vehicle in its sphere in China. By 2030,it is estimated that there will be 50 million electric vehicles on the road in China and that EVs will account for 40% of total auto sales. A very conservative estimate is that the number of EVs on the road in China will double to 100 million by 2040. If NIO's BaaS business serves 20% of the electric vehicles in China by 2040, that would equate to an additional $3+ billion in annual net income. Once again applying a 30x price-to-earnings multiple, that would equate to roughly another $100 billion in market valuation.\nMeanwhile, the potential for using its data and autonomous vehicle technology as well as vast BaaS infrastructure to launch an autonomous taxi business network is also immense. While it is hard to know exactly what sort of value this would command as it is hard to project how it would be regulated by the Chinese government and how well consumers would adopt it, it is not a stretch that NIO's scale and capabilities by this point in such a potentially massive market as is offered in China would put the valuation for this business at $100 billion.\nCombining all three businesses gets us to a $1 trillion total valuation under a bullish, but not entirely implausible scenario.\nRisk Analysis\nWhile the path to $1 trillion certainly looks viable, there are numerous risks to consider along the way.\nFirst and foremost, NIO faces a lot of competition from both foreign and domestic companies. TSLA has a large presence in China and overseas and sports a premium brand to go along with an extremely driven and innovative CEO and engineering team. While the Chinese government has helped NIO some already with surviving the TSLA threat, it is unknown the depths that it will have to and be willing to go to continue giving NIO a boost to sustain its competitive standing in its domestic market.\nOf course, NIO also faces competitive pressures from fellow Chinese electric vehicle manufacturers including Baidu(NASDAQ:BIDU), which already has a partnership with a government-owned automaker (BAIC Group) to put 1,000 driverless cars on the roads over the next 3 years as a prelude to establishing an autonomous taxi service in China. Facing off against fellow major domestic players who also have government backing poses another threat to NIO because it means that it cannot solely rely on government assistance to survive and thrive.\nOn that same note, it also increases the political risk for NIO. Given that it is not the only horse that China is betting on in the mobility space, if their leadership were to run afoul of the Chinese Communist Party and/or they were to simply lag behind in performance, they could quickly be \"dropped\" by the government and the business could fall into a downward spiral. If Alibaba(NYSE:BABA) could face this, NIO certainly could too. If nothing else, the Chinese government could easily seize some or all of NIO's physical or intellectual property for state use, depriving NIO shareholders of much of their equity value.\nFurthermore, expanding overseas could also be complicated by the fact that China is currently dealing with growing geopolitical tensions with other Asia-Pacific nations, Europe, and the United States. As a result, trade barriers may go up, especially in such high-priority technologies as mobility and autonomous technology. The U.S., Europe, Japan, Korea, and even India have well-established automobile industries and if they feel threatened by a Chinese competitor, they may well decide to throw up barriers to entry in their markets.\nOf course, as the China hustle pointed out, many Chinese companies have a troubling track record of fudging accounting numbers. As a result, investors should always view Chinese company - to include NIO's - financial numbers with a healthy dose of skepticism. While it is very possible - if not likely - that NIO's numbers are completely accurate, it is still a risk that needs to be considered.\nLast, but not least, NIO is currently priced quite expensively as it is still running up massive losses and trades at 71 times expected 2021 gross income. Therefore, the range of potential future outcomes is quite wide and investors could very well be dramatically overpaying by purchasing at today's prices. It should be viewed as a highly speculative investment accordingly.\nInvestor Takeaway\nNIO is currently struggling to turn a profit and has had to be bailed out by the Chinese government. At the same time, its valuation is sky-high. While this might steer many investors away and the stock is indeed a very speculative investment, there is also a plausible path for the company to become a $1 trillion mega cap by 2040 and generate attractive long-term returns for investors as a result.\nWhile not for the faint of heart and certainly not without risks, NIO could continue on its path towards becoming one of the world's pre-eminent mobility companies.","news_type":1},"isVote":1,"tweetType":1,"viewCount":135,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":150419812,"gmtCreate":1624924318836,"gmtModify":1703847897935,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/150419812","repostId":"2146836375","repostType":4,"repost":{"id":"2146836375","pubTimestamp":1624894957,"share":"https://ttm.financial/m/news/2146836375?lang=&edition=fundamental","pubTime":"2021-06-28 23:42","market":"us","language":"en","title":"Here's Why I'm Waiting to Buy BlackBerry Stock","url":"https://stock-news.laohu8.com/highlight/detail?id=2146836375","media":"Motley Fool","summary":"Fiscal first-quarter results showed worrying weakness in one of the company's key segments.","content":"<p>Last year,<b> BlackBerry</b> (NYSE:BB) announced an ambitious goal of creating a software platform for the vast automotive market. But because of the company's current challenges with its cybersecurity portfolio, that opportunity may not translate into profits for investors.</p>\n<h2>A vast addressable market</h2>\n<p>Following its transition to a software-based security business initiated several years ago, BlackBerry announced a partnership with <b>Amazon</b>'s Amazon Web Services (AWS) to create IVY, a software platform to securely exchange and manage standardized vehicle data. That platform, which should hit the market by February 2022, should provide automotive industry players with new opportunities, such as reducing costs and monetizing new services.</p>\n<p>The success of such initiatives remains to be seen. But those developments expose BlackBerry to a vast total addressable market that management estimated at $89 billion by 2025, which corresponds to an attractive compound annual growth rate (CAGR) of 19%.</p>\n<p class=\"t-img-caption\"><img src=\"https://static.tigerbbs.com/5d31abfbbf6cdcc04c5e000fbffa8cee\" tg-width=\"700\" tg-height=\"466\"><span>Image source: Getty Images.</span></p>\n<h2>Challenges in cybersecurity</h2>\n<p>However, BlackBerry remains far from reaching that growth trajectory. During its first fiscal quarter, which ended on May 31, revenue declined 15.5% year over year to $174 million.</p>\n<p>The ongoing negotiation to sell an important part of the company's patent portfolio had a negative effect on revenue. But more worryingly, revenue from the cybersecurity segment declined by 10.1% year over year to $107 million,&nbsp;which seems weak considering the secular growth in that market, boosted by the recent rise of ransomware attacks.</p>\n<p>In contrast, given that favorable context, the endpoint protection specialist <b>CrowdStrike</b> generated another quarter of impressive revenue growth (70% year over year to $302.8 million) during its latest quarter, despite its much larger scale.</p>\n<p>In particular, BlackBerry's endpoint protection cybersecurity offering Cylance hasn't caught up yet with the competition. As an illustration, the research specialist <b>Gartner</b> positioned Cylance far away from many competitors in its May 2021 endpoint protection platforms magic quadrant in terms of ability to execute and completeness of vision.</p>\n<p>Granted, BlackBerry enhanced its cybersecurity offerings last quarter with additional cloud-based capabilities to protect remote workers. But competitors, such as CrowdStrike, have already been proposing similar features for several quarters, or even years.</p>\n<h2>Internet of Things</h2>\n<p>In contrast, BlackBerry's Internet of Things (IoT) segment showed encouraging signs of recovery. That segment mainly includes QNX, the company's embedded operating system that can be integrated into any kind of device.</p>\n<p>So during the first fiscal quarter, revenue from IoT increased by 48.3% year over year to $43 million, partly thanks to the deployment of QNX in vehicles. Indeed, the research outfit Strategy Analytics estimated QNX software is now embedded in more than 195 million vehicles, compared to 175 million the year before.</p>\n<p>That's an encouraging development for BlackBerry over the long term, as it plans to leverage its footprint in the automotive industry to grow the adoption of its IVY platform. In addition, after having announced its IVY Innovation Fund several months ago to drive innovation, it launched its IVY Advisory Council during the last quarter to develop use cases.</p>\n<h2>Growth priced in</h2>\n<p>Despite the drop following these mixed fiscal first-quarter results, BlackBerry's stock is still up more than 80% since the beginning of the year. The company's market cap, now at $6.8 billion, corresponds to 7.9 times trailing 12-month revenue of $861 million, which indicates the market is pricing in strong growth going forward.</p>\n<p>So with cybersecurity representing 61.5% of revenue during the last quarter, the company must significantly improve its security business to match the market's expectations, which won't be easy given the crowded and strong competition in that area.</p>\n<p>In addition, the success of the company's IoT business will partly depend on its cybersecurity portfolio. Indeed, BlackBerry will leverage its cybersecurity infrastructure and software to protect connected vehicles as well, as they remain exposed to similar threats as traditional computing devices, such as computers and laptops.</p>\n<p>Thus, before considering investing in BlackBerry for the attractive potential of its IVY platform over the long term, I'll stay on the sidelines and wait for tangible improvements in the company's cybersecurity segment.</p>","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>Here's Why I'm Waiting to Buy BlackBerry Stock</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\">\nHere's Why I'm Waiting to Buy BlackBerry Stock\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-28 23:42 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.fool.com/investing/2021/06/28/heres-why-im-waiting-to-buy-blackberry-stock/><strong>Motley Fool</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Last year, BlackBerry (NYSE:BB) announced an ambitious goal of creating a software platform for the vast automotive market. But because of the company's current challenges with its cybersecurity ...</p>\n\n<a href=\"https://www.fool.com/investing/2021/06/28/heres-why-im-waiting-to-buy-blackberry-stock/\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"BB":"黑莓"},"source_url":"https://www.fool.com/investing/2021/06/28/heres-why-im-waiting-to-buy-blackberry-stock/","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2146836375","content_text":"Last year, BlackBerry (NYSE:BB) announced an ambitious goal of creating a software platform for the vast automotive market. But because of the company's current challenges with its cybersecurity portfolio, that opportunity may not translate into profits for investors.\nA vast addressable market\nFollowing its transition to a software-based security business initiated several years ago, BlackBerry announced a partnership with Amazon's Amazon Web Services (AWS) to create IVY, a software platform to securely exchange and manage standardized vehicle data. That platform, which should hit the market by February 2022, should provide automotive industry players with new opportunities, such as reducing costs and monetizing new services.\nThe success of such initiatives remains to be seen. But those developments expose BlackBerry to a vast total addressable market that management estimated at $89 billion by 2025, which corresponds to an attractive compound annual growth rate (CAGR) of 19%.\nImage source: Getty Images.\nChallenges in cybersecurity\nHowever, BlackBerry remains far from reaching that growth trajectory. During its first fiscal quarter, which ended on May 31, revenue declined 15.5% year over year to $174 million.\nThe ongoing negotiation to sell an important part of the company's patent portfolio had a negative effect on revenue. But more worryingly, revenue from the cybersecurity segment declined by 10.1% year over year to $107 million, which seems weak considering the secular growth in that market, boosted by the recent rise of ransomware attacks.\nIn contrast, given that favorable context, the endpoint protection specialist CrowdStrike generated another quarter of impressive revenue growth (70% year over year to $302.8 million) during its latest quarter, despite its much larger scale.\nIn particular, BlackBerry's endpoint protection cybersecurity offering Cylance hasn't caught up yet with the competition. As an illustration, the research specialist Gartner positioned Cylance far away from many competitors in its May 2021 endpoint protection platforms magic quadrant in terms of ability to execute and completeness of vision.\nGranted, BlackBerry enhanced its cybersecurity offerings last quarter with additional cloud-based capabilities to protect remote workers. But competitors, such as CrowdStrike, have already been proposing similar features for several quarters, or even years.\nInternet of Things\nIn contrast, BlackBerry's Internet of Things (IoT) segment showed encouraging signs of recovery. That segment mainly includes QNX, the company's embedded operating system that can be integrated into any kind of device.\nSo during the first fiscal quarter, revenue from IoT increased by 48.3% year over year to $43 million, partly thanks to the deployment of QNX in vehicles. Indeed, the research outfit Strategy Analytics estimated QNX software is now embedded in more than 195 million vehicles, compared to 175 million the year before.\nThat's an encouraging development for BlackBerry over the long term, as it plans to leverage its footprint in the automotive industry to grow the adoption of its IVY platform. In addition, after having announced its IVY Innovation Fund several months ago to drive innovation, it launched its IVY Advisory Council during the last quarter to develop use cases.\nGrowth priced in\nDespite the drop following these mixed fiscal first-quarter results, BlackBerry's stock is still up more than 80% since the beginning of the year. The company's market cap, now at $6.8 billion, corresponds to 7.9 times trailing 12-month revenue of $861 million, which indicates the market is pricing in strong growth going forward.\nSo with cybersecurity representing 61.5% of revenue during the last quarter, the company must significantly improve its security business to match the market's expectations, which won't be easy given the crowded and strong competition in that area.\nIn addition, the success of the company's IoT business will partly depend on its cybersecurity portfolio. Indeed, BlackBerry will leverage its cybersecurity infrastructure and software to protect connected vehicles as well, as they remain exposed to similar threats as traditional computing devices, such as computers and laptops.\nThus, before considering investing in BlackBerry for the attractive potential of its IVY platform over the long term, I'll stay on the sidelines and wait for tangible improvements in the company's cybersecurity segment.","news_type":1},"isVote":1,"tweetType":1,"viewCount":318,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":125179329,"gmtCreate":1624666073261,"gmtModify":1703843012164,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/125179329","repostId":"2146500392","repostType":4,"isVote":1,"tweetType":1,"viewCount":670,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":127123229,"gmtCreate":1624840436961,"gmtModify":1703845795153,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"Like","listText":"Like","text":"Like","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/127123229","repostId":"1152478622","repostType":4,"isVote":1,"tweetType":1,"viewCount":341,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":150412072,"gmtCreate":1624924432396,"gmtModify":1703847904255,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"T","listText":"T","text":"T","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/150412072","repostId":"2147837201","repostType":4,"repost":{"id":"2147837201","pubTimestamp":1624922100,"share":"https://ttm.financial/m/news/2147837201?lang=&edition=fundamental","pubTime":"2021-06-29 07:15","market":"us","language":"en","title":"Language-learning app Duolingo files for U.S. IPO, reveals revenue surge","url":"https://stock-news.laohu8.com/highlight/detail?id=2147837201","media":"StreetInsider","summary":"(Reuters) -Language-learning app Duolingo Inc on Monday filed for a U.S. initial public offering and","content":"<p>(Reuters) -Language-learning app Duolingo Inc on Monday filed for a U.S. initial public offering and revealed that its revenue more than doubled in the first quarter this year.</p>\n<p>The company was last valued at $2.4 billion after a $35 million funding from Durable Capital Partners and General Atlantic in November.</p>\n<p>Duolingo recorded revenue of $55.4 million for the three months ended March 31. Net losses in the same period widened to $13.5 million from $2.2 million a year ago.</p>\n<p>The Pittsburgh-headquartered company, which expects to be listed on the Nasdaq, was founded in 2011 by two engineers, Luis von Ahn and Severin Hacker. The co-founders met at Carnegie Mellon University, where Luis was a professor in the computer science department and Severin was his Ph.D. student.</p>\n<p>Duolingo's flagship app has more than 500 million downloads and is the top-grossing app in the education category on both Google Play and the Apple App Store, the company said in its prospectus.</p>\n<p>The company offers courses in 40 languages to about 40 million monthly active users. There are more people learning certain languages, such as Irish and Hawaiian, on the company's platform than there are native speakers of those languages worldwide, it said in the filing.</p>\n<p>Goldman Sachs &amp; Co as well as Allen &amp; Company are the lead underwriters for the IPO. The company plans to start trading under the symbol \"DUOL\".</p>","source":"highlight_streetinsider","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>Language-learning app Duolingo files for U.S. IPO, reveals revenue surge</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\">\nLanguage-learning app Duolingo files for U.S. IPO, reveals revenue surge\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-29 07:15 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.streetinsider.com/dr/news.php?id=18615473><strong>StreetInsider</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>(Reuters) -Language-learning app Duolingo Inc on Monday filed for a U.S. initial public offering and revealed that its revenue more than doubled in the first quarter this year.\nThe company was last ...</p>\n\n<a href=\"https://www.streetinsider.com/dr/news.php?id=18615473\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{".IXIC":"NASDAQ Composite"},"source_url":"https://www.streetinsider.com/dr/news.php?id=18615473","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2147837201","content_text":"(Reuters) -Language-learning app Duolingo Inc on Monday filed for a U.S. initial public offering and revealed that its revenue more than doubled in the first quarter this year.\nThe company was last valued at $2.4 billion after a $35 million funding from Durable Capital Partners and General Atlantic in November.\nDuolingo recorded revenue of $55.4 million for the three months ended March 31. Net losses in the same period widened to $13.5 million from $2.2 million a year ago.\nThe Pittsburgh-headquartered company, which expects to be listed on the Nasdaq, was founded in 2011 by two engineers, Luis von Ahn and Severin Hacker. The co-founders met at Carnegie Mellon University, where Luis was a professor in the computer science department and Severin was his Ph.D. student.\nDuolingo's flagship app has more than 500 million downloads and is the top-grossing app in the education category on both Google Play and the Apple App Store, the company said in its prospectus.\nThe company offers courses in 40 languages to about 40 million monthly active users. There are more people learning certain languages, such as Irish and Hawaiian, on the company's platform than there are native speakers of those languages worldwide, it said in the filing.\nGoldman Sachs & Co as well as Allen & Company are the lead underwriters for the IPO. The company plans to start trading under the symbol \"DUOL\".","news_type":1},"isVote":1,"tweetType":1,"viewCount":236,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":120376153,"gmtCreate":1624311103572,"gmtModify":1703832968184,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"[Smile]&nbsp;","listText":"[Smile]&nbsp;","text":"[Smile]","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/120376153","repostId":"1188659531","repostType":4,"repost":{"id":"1188659531","pubTimestamp":1624286592,"share":"https://ttm.financial/m/news/1188659531?lang=&edition=fundamental","pubTime":"2021-06-21 22:43","market":"us","language":"en","title":"This Big Tech Stock Is Always on Sale","url":"https://stock-news.laohu8.com/highlight/detail?id=1188659531","media":"The Wall Street Journal","summary":"Tencent’s anchor shareholder Prosus has revealed the value of its $39 billion portfolio of startups—","content":"<blockquote>\n Tencent’s anchor shareholder Prosus has revealed the value of its $39 billion portfolio of startups—and the full extent of its discount problem\n</blockquote>\n<p><img src=\"https://static.tigerbbs.com/7190040397780616cd6d06eb9b8f423c\" tg-width=\"879\" tg-height=\"513\">Getting 50% off isn’t such an unmissable opportunity when there is no end to the discounting in sight.</p>\n<p>Prosus is one of the most valuable tech companies listed in Europeby virtue of its big stakein Chinese internet giant Tencent, bought two decades ago for $34 million and now worth $216 billion, even after two share sales. The Amsterdam-based company also owns a portfolio of e-commerce startups that, like Tencent, have mainly thrived during the pandemic. Prosus revealed an estimate by Deloitte of their valuation for the first time Monday. According to the accounting firm, they are worth in aggregate $39 billion, up from roughly $20 billion a year ago.</p>\n<p>The strong valuation is a double-edged sword. It suggests that Prosus’ operations are headed in the right direction, but it also lays painfully bare the gulf between their value and its stock price. If you add the $39 billion to $216 billion for the Tencent stake, roughly $1 billion for a similar minority stake in Russian internet company Mail.ru and almost $12 billion in net cash, you get an implied equity value of $268 billion for Prosus. Its market capitalization is just $162 billion—a discount of 39%.</p>\n<p>The gap widens further if you step further up the ownership chain. Prosus is majority-owned by South African holding companyNaspers,NPSNY-0.70%whose shares trade roughly 23% below the value of its Prosus stake. Overall, Naspers shareholders are getting less than half the value of the internet businesses and stakes owned by Prosus.</p>\n<p>Such financial inefficiency might present an opportunity if the reasons weren’t so intractable. Naspers, which built the portfolio,spun Prosus offto reduce its own heavy weighting on the South African stock market, which gave portfolio managers an ongoing technical reason to sell its stock. Less than two years later, Naspers is as dominant on the exchange as ever.</p>\n<p>Prosus and Naspers have a new plan to address the problem, involving a cross-shareholding structure that will end in Prosus owning almost half of Naspers. The project received pushback from investors partly for its complexity, forcing the company to issue a public defense. Shareholders vote on the deal next month.</p>\n<p>Complexity may itself be one reason for the discount problem at Naspers and Prosus: Tying themselves in knots to answer one question just raises more. The only real resolution is a breakup, but the companies need their Tencent shares to fund bets on cash-draining industries like food delivery. They raised $14.6 billion by selling just 2% in April.</p>\n<p>Naspers and Prosus have an attractive portfolio, but investors can’t expect the current strategy to deliver anything close to full value for it.</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>This Big Tech Stock Is Always on Sale</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\">\nThis Big Tech Stock Is Always on Sale\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-21 22:43 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.wsj.com/articles/this-big-tech-stock-is-always-on-sale-11624283672><strong>The Wall Street Journal</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Tencent’s anchor shareholder Prosus has revealed the value of its $39 billion portfolio of startups—and the full extent of its discount problem\n\nGetting 50% off isn’t such an unmissable opportunity ...</p>\n\n<a href=\"https://www.wsj.com/articles/this-big-tech-stock-is-always-on-sale-11624283672\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"PROSF":"Prosus NV"},"source_url":"https://www.wsj.com/articles/this-big-tech-stock-is-always-on-sale-11624283672","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1188659531","content_text":"Tencent’s anchor shareholder Prosus has revealed the value of its $39 billion portfolio of startups—and the full extent of its discount problem\n\nGetting 50% off isn’t such an unmissable opportunity when there is no end to the discounting in sight.\nProsus is one of the most valuable tech companies listed in Europeby virtue of its big stakein Chinese internet giant Tencent, bought two decades ago for $34 million and now worth $216 billion, even after two share sales. The Amsterdam-based company also owns a portfolio of e-commerce startups that, like Tencent, have mainly thrived during the pandemic. Prosus revealed an estimate by Deloitte of their valuation for the first time Monday. According to the accounting firm, they are worth in aggregate $39 billion, up from roughly $20 billion a year ago.\nThe strong valuation is a double-edged sword. It suggests that Prosus’ operations are headed in the right direction, but it also lays painfully bare the gulf between their value and its stock price. If you add the $39 billion to $216 billion for the Tencent stake, roughly $1 billion for a similar minority stake in Russian internet company Mail.ru and almost $12 billion in net cash, you get an implied equity value of $268 billion for Prosus. Its market capitalization is just $162 billion—a discount of 39%.\nThe gap widens further if you step further up the ownership chain. Prosus is majority-owned by South African holding companyNaspers,NPSNY-0.70%whose shares trade roughly 23% below the value of its Prosus stake. Overall, Naspers shareholders are getting less than half the value of the internet businesses and stakes owned by Prosus.\nSuch financial inefficiency might present an opportunity if the reasons weren’t so intractable. Naspers, which built the portfolio,spun Prosus offto reduce its own heavy weighting on the South African stock market, which gave portfolio managers an ongoing technical reason to sell its stock. Less than two years later, Naspers is as dominant on the exchange as ever.\nProsus and Naspers have a new plan to address the problem, involving a cross-shareholding structure that will end in Prosus owning almost half of Naspers. The project received pushback from investors partly for its complexity, forcing the company to issue a public defense. Shareholders vote on the deal next month.\nComplexity may itself be one reason for the discount problem at Naspers and Prosus: Tying themselves in knots to answer one question just raises more. The only real resolution is a breakup, but the companies need their Tencent shares to fund bets on cash-draining industries like food delivery. They raised $14.6 billion by selling just 2% in April.\nNaspers and Prosus have an attractive portfolio, but investors can’t expect the current strategy to deliver anything close to full value for it.","news_type":1},"isVote":1,"tweetType":1,"viewCount":321,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":125176978,"gmtCreate":1624666208394,"gmtModify":1703843018358,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"?&nbsp;","listText":"?&nbsp;","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/125176978","repostId":"2146071375","repostType":4,"isVote":1,"tweetType":1,"viewCount":342,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":164247320,"gmtCreate":1624217269260,"gmtModify":1703830730703,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/164247320","repostId":"2144779706","repostType":4,"isVote":1,"tweetType":1,"viewCount":137,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":165560756,"gmtCreate":1624151804775,"gmtModify":1703829443578,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"It’s crazy!!","listText":"It’s crazy!!","text":"It’s crazy!!","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/165560756","repostId":"1113942445","repostType":4,"isVote":1,"tweetType":1,"viewCount":236,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":165587446,"gmtCreate":1624151762585,"gmtModify":1703829442274,"author":{"id":"4087220384365920","authorId":"4087220384365920","name":"Liol","avatar":"https://static.tigerbbs.com/88c351765dd8f19d5891cef83e0af018","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4087220384365920","authorIdStr":"4087220384365920"},"themes":[],"htmlText":"It’s crazy&nbsp;","listText":"It’s crazy&nbsp;","text":"It’s crazy","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/165587446","repostId":"1161408410","repostType":4,"repost":{"id":"1161408410","pubTimestamp":1624065771,"share":"https://ttm.financial/m/news/1161408410?lang=&edition=fundamental","pubTime":"2021-06-19 09:22","market":"us","language":"en","title":"Wall Street Crime And Punishment: The Rise And Fall Of Crazy Eddie","url":"https://stock-news.laohu8.com/highlight/detail?id=1161408410","media":"benzinga","summary":"Wall Street Crime and Punishment is a weekly series by Benzinga's Phil Hall chronicling the bankers,","content":"<p><i>Wall Street Crime and Punishment is a weekly series by Benzinga's Phil Hall chronicling the bankers, brokers and financial ne’er-do-wells whose ambition and greed take them in the wrong direction.</i></p>\n<p>If you were living in the New York metropolitan area during the 1970s and 1980s, you probably remember the commercials for the Crazy Eddie electronics retail chain. They were impossible to miss:&nbsp;More than 7,500 spots featuring a frenetic, motor-mouthed spokesperson bombilating frenetically about the “in-saaaaaaaaane” discounts offered by the store.</p>\n<p>Crazy Eddie was never the biggest retail operation in the region. At its peak, there were only 43 locations spread across four states.</p>\n<p>But the ubiquity of the commercials made it seem more prominent than it actually was, and the excess attention eventually brought harsh spotlights on the financial chicanery perpetrated by its chief executive,<b>Eddie Antar.</b></p>\n<p><b>An Audacious Start:</b>Eddie Antar was born in Brooklyn, New York,&nbsp;on Dec. 18, 1947, the grandson of Syrian Jewish immigrants. Antar was an intelligent youth but found school boring, dropping out at 16 to work odd jobs before setting up a small stand at New York’s Port Authority in the heart of Manhattan where he sold portable televisions. While Antar belatedly realized he had the wrong product line in the wrong location, he used the experience to sharpen his sales skills.</p>\n<p>By 1969, Antar saved up enough money to go into business with his father Sam and cousin named Ronnie Gindi, creating a retail operation called ERS Electronics. They opened an electronics store in the Kings Highway business shopping district in Brooklyn called Sights and Sounds.</p>\n<p>At the time, small and independently-owned electronics retailers operated at a significant disadvantage against major chains due to the fair trade laws of the era that enabled manufacturers to establish a single standard retail price&nbsp;all retailers needed to list. To stand out from the competition, Antar challenged the laws by marking down his merchandise, thus offering a discount absent elsewhere in this retail sector.</p>\n<p>Some manufacturers got wise to this and refused to do business with Antar, but he circumvented their boycott by purchasing excess stock from other businesses and obtaining products through grey-market channels from overseas sources.</p>\n<p>The stress was great and Gindi eventually lost interest in the enterprise, selling his one-third of the business to Antar.</p>\n<p>But how could the store remain afloat financially through its seemingly reckless discounting? As Antar’s father Sam would later recall in an interview, the lo-fi nature of old-school retailing work&nbsp;enabled them to put their ethics on hold.</p>\n<p>“Back then, most customers paid in cash,” he said. “If we don’t disclose the sale, we keep the sales tax. That’s a good cushion to be able to afford to beat the competition.”</p>\n<p>Sights and Sounds began to attract bargain hunters from outside of Brooklyn and Antar turned into something of a one-man, in-store comedy show, going so far as taking the shoes of cash-strapped customers who wanted to buy stereos for deposits and jokingly preventing shoppers from leaving unless they made a purchase.</p>\n<p>Antar’s shtick was so amusing that his first wife Deborah came home one evening in 1971 with a story about how one of her co-workers was talking about his shopping trip to Sights and Sounds.</p>\n<p>The co-worker, who was unaware of Deborah’s connection to the store, talked happily about dealing with a salesperson that he dubbed “Crazy Eddie.” At that point, Antar decided to change the name of Sights and Sounds to Crazy Eddie.</p>\n<p><b>An Advertising Assault:</b>The fair trade law that initially stifled Antar and other smaller businesses was repealed in 1972. Antar’s aggressive discounting and colorful personality enabled him to prepare for a business expansion —&nbsp;he moved to a larger store on Kings Highway, then opened a location in the Long Island town of Syosset in 1973 and in the heart of Manhattan in 1975.</p>\n<p>Antar recognized how his larger competitors used advertising to their advantage, and in 1972 he began marketing his business over the airwaves via WPIX-FM, a popular music station that mixed rock oldies with current Top 40 hits. Antar created an ad copy script that would be read live on the air by Jerry Carroll, one of the station’s disk jockeys. But Carroll decided to improvise, reading the copy in a mock-frenzied manner and creating a new closing line with “Crazy Eddie —&nbsp;his prices are in-saaaaaaaaane.”</p>\n<p>Rather than be upset by the deviation to the script, Antar was ecstatic with Carroll’s flippant approach as&nbsp;his delivery stood out wildly from the other advertising running on the station. Antar contracted Carroll to be his on-air pitchman for radio, and in 1975 Carroll was brought in front of the cameras for a television campaign.</p>\n<p>It was through the television commercials&nbsp;Crazy Eddie became the center of consumer attention. For the next 10 years, the commercials offered endless variations on the same set-up: Carroll wore the same outfit — a dark blazer and a turtleneck sweater —&nbsp;and stood surrounded by displays of the electronics being peddled.</p>\n<p>Each commercial ran about 30 seconds, but Carroll spoke so rapidly that it seemed he was trying to cover 60 seconds of a script in half of his allotted time.</p>\n<p>Carroll’s physical delivery was comically spastic, with flailing arms, bulging eyes and the most manic smile this side of the Joker.</p>\n<p>He would inevitably challenge shoppers to “shop around, get the best prices you can find, then bring ’em to Crazy Eddie and he’ll beat ’em.” And each commercial ended with Carroll stretching his arms out while proclaiming, “Crazy Eddie —&nbsp;his prices are in-saaaaaaaaane.”</p>\n<p>There would be a few variations to the presentation, including a Christmas season ad campaign and a “Christmas in August” summertime effort with Carroll dressed in a Santa suit while being pelted with Styrofoam snowballs and papery snowflakes.</p>\n<p>A couple of movie spoof spots put Carroll in parodies of “Casablanca,” “Saturday Night Fever,” “Superman” and “10,” and one ad had a man in a gorilla suit grunting dialogue while subtitles offered simian-to-English translations.</p>\n<p><b>Not So Funny:</b>After the commercials came on in full force, Crazy Eddie generated $350 million in annual revenue during its prime years.</p>\n<p>But as Crazy Eddie grew, Antar’s approach to business became more problematic: cash payments were not recorded, the sales tax was pocketed and employees received off-the-books pay rather than paychecks that clearly deducted federal and state taxes.</p>\n<p>Antar helped finance his cousin Sam Antar’s college education and brought him on as a chief financial officer, but Sam would later recall this was not done out of love of family.</p>\n<p>“The whole purpose of the business was to commit premeditated fraud,” Sam recounted in an interview with MentalFloss.com. “My family put me through college to help them commit more sophisticated fraud in the future. I was trained to be a criminal.</p>\n<p>\"People have a certain idea of Crazy Eddie —&nbsp;in reality, it was a dark criminal enterprise.”</p>\n<p>Antar initially kept his ill-gotten gains hidden within his home, but later began sending the money far into the world. Offshore bank accounts in Canada, Gibraltar, Israel, Liberia, Luxembourg, Panama and Switzerland were set up, and by the early 1980s, Antar and his family were skimming upwards of $4 million annually in unreported income and unpaid taxes.</p>\n<p>Eventually, the graft became too big to easily hide. The solution, Antar theorized, was not to hide but to be in the greatest spotlight imaginable:&nbsp;Antar decided to take Crazy Eddie public.</p>\n<p><b>Hello, Wall Street:</b>Crazy Eddie conducted its initial public offering on Sept. 13, 1984, taking the NASDAQ symbol CRZY. The popularity of the television commercials helped bring in the initial wave of investor interest, while gourmet-level cooked books gave the phony impression of a well-run retail operation.</p>\n<p>Two years after first trading at $8 a share, Crazy Eddie stock was at a split-adjusted $75 per share.</p>\n<p>Why Antar believed he could continue with his shenanigans amid the added scrutiny given to public companies is a mystery, but by 1987 he found himself in lethal shoals.</p>\n<p>The increased retail competition saw Crazy Eddie’s sales decline, resulting in a tumbling stock price.</p>\n<p>Antar announced his resignation in December 1986, but four months later he shocked shareholders by revealing he never stepped down —&nbsp;and&nbsp;while still at the helm, he sold off his shares in the company, gaining about $30 million in the transaction.</p>\n<p>The company had begun planning to go private when an outside investor group successfully agitated to take over what they believed to be a struggling but respectable company. But when their auditors came in, they were flabbergasted to find grossly exaggerated inventories of up to $28 million, $20 million in phony debit memos to vendors and sales reports that were closer to fiction than accountancy.</p>\n<p>The chain went bankrupt in 1989 and was forced to shut down its retail network. Federal and state investigations overwhelmed what remained of the Crazy Eddie and Antar was hit with an endless flurry of lawsuits.</p>\n<p>\"By any measure, this is a staggering securities fraud,\" said<b>Michael Chertoff</b>, the U.S. Attorney for New Jersey, who accused the Antars of creating \"a giant bubble\" rather than a successful business.</p>\n<p>By 1990, Antar disappeared after failing to appear at a court hearing. He obtained a phony U.S. passport issued to “Harry Page Shalom” and left the country. After a two-year global search, he was located in 1992 in a Tel Aviv suburb living under the name Alexander Stewart.</p>\n<p>Antar was brought back to the U.S. to find his cousin Sam Antar had taken a plea deal with federal prosecutors and agreed to testify against him in court.</p>\n<p>“There’s no better motivator than a 20-year prison term,” Sam Antar stated. “I didn’t cooperate because I found God. I cooperated to save my ass.”</p>\n<p>In July 2013, Antar was found guilty of 17 counts of fraud and sentenced to 12½ years in prison. Two years later, his verdicts were overturned on appeal.</p>\n<p>Rather than face the stress of another trial, Antar pleaded guilty to federal fraud charges in May 1996 and was sentenced in 1997 to eight years in prison.</p>\n<p><b>The Legend Lives On:</b>Antar was released after four years in prison and federal law enforcement officials managed to find more than $120 million from his offshore bank accounts, which was repaid to investors.</p>\n<p>Several attempts occurred over the subsequent years to revive the Crazy Eddie brand, first as a brick-and-mortar retailer and then as an e-commerce venture, but all of these efforts failed.</p>\n<p>In June 2019,<b>Jon Turteltaub</b>, the director of the “National Treasure” film franchise, announced plans to make a biopic about Antar. But that project has yet to come to life.</p>\n<p>Many of the Crazy Eddie commercials can be found on YouTube, and marketing experts consider them to be among the most imaginative and successful examples of television advertising.</p>\n<p>Antar stayed out of the public light after leaving prison and died of complications from liver cancer on Sept. 10, 2016. He never publicly spoke about his past, although in a brief late-life exchange with a Newark Star-Ledger reporter he acknowledged the unique impact he had on retailing.</p>\n<p>“Everybody knows Crazy Eddie,” he said. “What can I tell you? I changed the business. I changed the whole business.”</p>","source":"lsy1606299360108","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>Wall Street Crime And Punishment: The Rise And Fall Of Crazy Eddie</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\">\nWall Street Crime And Punishment: The Rise And Fall Of Crazy Eddie\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-19 09:22 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.benzinga.com/news/21/06/21596990/wall-street-crime-and-punishment-the-rise-and-fall-of-crazy-eddie><strong>benzinga</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Wall Street Crime and Punishment is a weekly series by Benzinga's Phil Hall chronicling the bankers, brokers and financial ne’er-do-wells whose ambition and greed take them in the wrong direction.\nIf ...</p>\n\n<a href=\"https://www.benzinga.com/news/21/06/21596990/wall-street-crime-and-punishment-the-rise-and-fall-of-crazy-eddie\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{},"source_url":"https://www.benzinga.com/news/21/06/21596990/wall-street-crime-and-punishment-the-rise-and-fall-of-crazy-eddie","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1161408410","content_text":"Wall Street Crime and Punishment is a weekly series by Benzinga's Phil Hall chronicling the bankers, brokers and financial ne’er-do-wells whose ambition and greed take them in the wrong direction.\nIf you were living in the New York metropolitan area during the 1970s and 1980s, you probably remember the commercials for the Crazy Eddie electronics retail chain. They were impossible to miss: More than 7,500 spots featuring a frenetic, motor-mouthed spokesperson bombilating frenetically about the “in-saaaaaaaaane” discounts offered by the store.\nCrazy Eddie was never the biggest retail operation in the region. At its peak, there were only 43 locations spread across four states.\nBut the ubiquity of the commercials made it seem more prominent than it actually was, and the excess attention eventually brought harsh spotlights on the financial chicanery perpetrated by its chief executive,Eddie Antar.\nAn Audacious Start:Eddie Antar was born in Brooklyn, New York, on Dec. 18, 1947, the grandson of Syrian Jewish immigrants. Antar was an intelligent youth but found school boring, dropping out at 16 to work odd jobs before setting up a small stand at New York’s Port Authority in the heart of Manhattan where he sold portable televisions. While Antar belatedly realized he had the wrong product line in the wrong location, he used the experience to sharpen his sales skills.\nBy 1969, Antar saved up enough money to go into business with his father Sam and cousin named Ronnie Gindi, creating a retail operation called ERS Electronics. They opened an electronics store in the Kings Highway business shopping district in Brooklyn called Sights and Sounds.\nAt the time, small and independently-owned electronics retailers operated at a significant disadvantage against major chains due to the fair trade laws of the era that enabled manufacturers to establish a single standard retail price all retailers needed to list. To stand out from the competition, Antar challenged the laws by marking down his merchandise, thus offering a discount absent elsewhere in this retail sector.\nSome manufacturers got wise to this and refused to do business with Antar, but he circumvented their boycott by purchasing excess stock from other businesses and obtaining products through grey-market channels from overseas sources.\nThe stress was great and Gindi eventually lost interest in the enterprise, selling his one-third of the business to Antar.\nBut how could the store remain afloat financially through its seemingly reckless discounting? As Antar’s father Sam would later recall in an interview, the lo-fi nature of old-school retailing work enabled them to put their ethics on hold.\n“Back then, most customers paid in cash,” he said. “If we don’t disclose the sale, we keep the sales tax. That’s a good cushion to be able to afford to beat the competition.”\nSights and Sounds began to attract bargain hunters from outside of Brooklyn and Antar turned into something of a one-man, in-store comedy show, going so far as taking the shoes of cash-strapped customers who wanted to buy stereos for deposits and jokingly preventing shoppers from leaving unless they made a purchase.\nAntar’s shtick was so amusing that his first wife Deborah came home one evening in 1971 with a story about how one of her co-workers was talking about his shopping trip to Sights and Sounds.\nThe co-worker, who was unaware of Deborah’s connection to the store, talked happily about dealing with a salesperson that he dubbed “Crazy Eddie.” At that point, Antar decided to change the name of Sights and Sounds to Crazy Eddie.\nAn Advertising Assault:The fair trade law that initially stifled Antar and other smaller businesses was repealed in 1972. Antar’s aggressive discounting and colorful personality enabled him to prepare for a business expansion — he moved to a larger store on Kings Highway, then opened a location in the Long Island town of Syosset in 1973 and in the heart of Manhattan in 1975.\nAntar recognized how his larger competitors used advertising to their advantage, and in 1972 he began marketing his business over the airwaves via WPIX-FM, a popular music station that mixed rock oldies with current Top 40 hits. Antar created an ad copy script that would be read live on the air by Jerry Carroll, one of the station’s disk jockeys. But Carroll decided to improvise, reading the copy in a mock-frenzied manner and creating a new closing line with “Crazy Eddie — his prices are in-saaaaaaaaane.”\nRather than be upset by the deviation to the script, Antar was ecstatic with Carroll’s flippant approach as his delivery stood out wildly from the other advertising running on the station. Antar contracted Carroll to be his on-air pitchman for radio, and in 1975 Carroll was brought in front of the cameras for a television campaign.\nIt was through the television commercials Crazy Eddie became the center of consumer attention. For the next 10 years, the commercials offered endless variations on the same set-up: Carroll wore the same outfit — a dark blazer and a turtleneck sweater — and stood surrounded by displays of the electronics being peddled.\nEach commercial ran about 30 seconds, but Carroll spoke so rapidly that it seemed he was trying to cover 60 seconds of a script in half of his allotted time.\nCarroll’s physical delivery was comically spastic, with flailing arms, bulging eyes and the most manic smile this side of the Joker.\nHe would inevitably challenge shoppers to “shop around, get the best prices you can find, then bring ’em to Crazy Eddie and he’ll beat ’em.” And each commercial ended with Carroll stretching his arms out while proclaiming, “Crazy Eddie — his prices are in-saaaaaaaaane.”\nThere would be a few variations to the presentation, including a Christmas season ad campaign and a “Christmas in August” summertime effort with Carroll dressed in a Santa suit while being pelted with Styrofoam snowballs and papery snowflakes.\nA couple of movie spoof spots put Carroll in parodies of “Casablanca,” “Saturday Night Fever,” “Superman” and “10,” and one ad had a man in a gorilla suit grunting dialogue while subtitles offered simian-to-English translations.\nNot So Funny:After the commercials came on in full force, Crazy Eddie generated $350 million in annual revenue during its prime years.\nBut as Crazy Eddie grew, Antar’s approach to business became more problematic: cash payments were not recorded, the sales tax was pocketed and employees received off-the-books pay rather than paychecks that clearly deducted federal and state taxes.\nAntar helped finance his cousin Sam Antar’s college education and brought him on as a chief financial officer, but Sam would later recall this was not done out of love of family.\n“The whole purpose of the business was to commit premeditated fraud,” Sam recounted in an interview with MentalFloss.com. “My family put me through college to help them commit more sophisticated fraud in the future. I was trained to be a criminal.\n\"People have a certain idea of Crazy Eddie — in reality, it was a dark criminal enterprise.”\nAntar initially kept his ill-gotten gains hidden within his home, but later began sending the money far into the world. Offshore bank accounts in Canada, Gibraltar, Israel, Liberia, Luxembourg, Panama and Switzerland were set up, and by the early 1980s, Antar and his family were skimming upwards of $4 million annually in unreported income and unpaid taxes.\nEventually, the graft became too big to easily hide. The solution, Antar theorized, was not to hide but to be in the greatest spotlight imaginable: Antar decided to take Crazy Eddie public.\nHello, Wall Street:Crazy Eddie conducted its initial public offering on Sept. 13, 1984, taking the NASDAQ symbol CRZY. The popularity of the television commercials helped bring in the initial wave of investor interest, while gourmet-level cooked books gave the phony impression of a well-run retail operation.\nTwo years after first trading at $8 a share, Crazy Eddie stock was at a split-adjusted $75 per share.\nWhy Antar believed he could continue with his shenanigans amid the added scrutiny given to public companies is a mystery, but by 1987 he found himself in lethal shoals.\nThe increased retail competition saw Crazy Eddie’s sales decline, resulting in a tumbling stock price.\nAntar announced his resignation in December 1986, but four months later he shocked shareholders by revealing he never stepped down — and while still at the helm, he sold off his shares in the company, gaining about $30 million in the transaction.\nThe company had begun planning to go private when an outside investor group successfully agitated to take over what they believed to be a struggling but respectable company. But when their auditors came in, they were flabbergasted to find grossly exaggerated inventories of up to $28 million, $20 million in phony debit memos to vendors and sales reports that were closer to fiction than accountancy.\nThe chain went bankrupt in 1989 and was forced to shut down its retail network. Federal and state investigations overwhelmed what remained of the Crazy Eddie and Antar was hit with an endless flurry of lawsuits.\n\"By any measure, this is a staggering securities fraud,\" saidMichael Chertoff, the U.S. Attorney for New Jersey, who accused the Antars of creating \"a giant bubble\" rather than a successful business.\nBy 1990, Antar disappeared after failing to appear at a court hearing. He obtained a phony U.S. passport issued to “Harry Page Shalom” and left the country. After a two-year global search, he was located in 1992 in a Tel Aviv suburb living under the name Alexander Stewart.\nAntar was brought back to the U.S. to find his cousin Sam Antar had taken a plea deal with federal prosecutors and agreed to testify against him in court.\n“There’s no better motivator than a 20-year prison term,” Sam Antar stated. “I didn’t cooperate because I found God. I cooperated to save my ass.”\nIn July 2013, Antar was found guilty of 17 counts of fraud and sentenced to 12½ years in prison. Two years later, his verdicts were overturned on appeal.\nRather than face the stress of another trial, Antar pleaded guilty to federal fraud charges in May 1996 and was sentenced in 1997 to eight years in prison.\nThe Legend Lives On:Antar was released after four years in prison and federal law enforcement officials managed to find more than $120 million from his offshore bank accounts, which was repaid to investors.\nSeveral attempts occurred over the subsequent years to revive the Crazy Eddie brand, first as a brick-and-mortar retailer and then as an e-commerce venture, but all of these efforts failed.\nIn June 2019,Jon Turteltaub, the director of the “National Treasure” film franchise, announced plans to make a biopic about Antar. But that project has yet to come to life.\nMany of the Crazy Eddie commercials can be found on YouTube, and marketing experts consider them to be among the most imaginative and successful examples of television advertising.\nAntar stayed out of the public light after leaving prison and died of complications from liver cancer on Sept. 10, 2016. He never publicly spoke about his past, although in a brief late-life exchange with a Newark Star-Ledger reporter he acknowledged the unique impact he had on retailing.\n“Everybody knows Crazy Eddie,” he said. “What can I tell you? I changed the business. I changed the whole business.”","news_type":1},"isVote":1,"tweetType":1,"viewCount":319,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"lives":[]}