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South Africa part 3: Cecil Rhodes
To think of these stars that you see overhead at night, these vast worlds which we can never reach. I would annex the planets if I could; I often think of that. It makes me sad to see them so clear and yet so far. -- Cecil Rhodes, Last Will and Testament
This is the 3rd post in a series on South Africa and Apartheid and so far in the first two neither Apartheid nor South Africa even exists. But we are to the mid climax. In first part we discussed how our groups of players: Afrikaners, British, Xhosa, Zulu, minor tribes, other ethnicities got to what would become South Africa. In the second part we discussed how the Zulus and Xhosa knocked themselves out of the game leaving the British and Afrikaners as the main players standing for who got rule what would become South Africa. We also discussed how the British policy was non-viable. This part is going to discuss how the British changed course and consequently won control. We are also going to get to the genesis of the Western Left's hatred of the Afrikaners and the genesis of Apartheid, We'll end on the creation of the Union of South Africa which while not the Republic of South Africa will allow me to stop talking about "Southern Africa", "territory that will become South Africa".... But unfortunately you will have to sit through this one more post where South Africa doesn't exist yet. Cecil Rhodes was born in 1853 the sickly asthmatic 5th son of a not particularly notable clergyman. He'd remain sickly his entire life dying in 1902 at the age of 48 from the sorts of deterioration of the heart and lung one wouldn't expect to see until a man was at least well into their 90s. In that short span he would: become one of the richest men in the world; found several countries; change the entire economic structure of the territories that would become: South Africa, Botswana, Zambia, Mozambique, Namibia and Zimbabwe; found 2 major corporations: the British South Africa Company and De Beers; rethink British imperialism inventing what would become the British Commonwealth; becoming one of the defining figures and great visionaries of the Victorian Age; trigger the 2nd Boer War; demonstrate the strategy changing nature of the machine gun decades before World War 1; be the only genuinely important Prime Minister of the Cape Colony; invent the concept of corporate armies; play a large role in saving the South African wine industry and most importantly be the only individual getting his own post in this series. :) Rhodes was sent to South Africa at the age of 17 so that the British weather didn't kill him. Rather than doing the normal thing and spending the money (amounting to a decade or less of a comfortable middle class salary, but no great fortune) on living with some gambling and girls thrown in he decided to head to the newly discovered diamond mines in Kimberly and started buying up small diamond mining operations leveraging each mine's output and outside financing to buy the next. Later he partnered with leading financing and trading firms so by 1888 had what amounted to monopoly control of diamond industry turning De Beers into the diamond powerhouse it remains to this day though the last pieces wouldn't fall into place until 1890. He by the 1880s De Beers was throwing off enough excess profits that he could pay investors and continue expending De Beers while being able to found the predecessor to the British South Africa Company operating much further into the interior opening up Bechuanaland and Rhodesia as colonies using his own profits to fund the administrative expenses much as the East India Company had done a century earlier. Rhodes believed that British policy wasn't viable because it was petty. A vibrant healthy economy throws off an enormous amount of tax revenue. Petty colonialism, like the kind the British were engaging in would never generate much profit because of its very short term nature. Britain should make money by investing in the local economy, spend some on upkeep, reinvesting most of the profits and just skim a little of a forever growing payout. What Britain had tried to do with the American colonies encouraging economic development was the right approach. The problem was London had been shortsighted and selfish turning the local administrators against them. The independence of the USA wasn't a strategic failure it was the result of poor tactical implementation. The problem the British were facing in Southern Africa was similar and since the policies had been similar the results would be as well. The Afrikaners had no reason to be loyal to a Britain which had spent almost a century making very clear that it had no interest in their welfare or society beyond some ports which were frankly not nearly so important since Suez had opened. Rhodes changed policy to have Britain stop acting like a colonizing power and start acting like the domestic government of South Africa as much as possible .Outlining his changes to colonial governing policy:
Colonial financing -- utilize profits from business ventures fund army. Rhodes' companies were good examples of this the British charter and the backing of British troops allowed him to make excess profits which allowed him to incur expenses which the previous skinflint administration could never have tolerated. For example British colonial bonds generated an average return of 4.7%. Investments in independent American bonds generated an average return of only 2.9%. The difference was not being taken into account when the Colonial Office calculated their return on investment which to Rhodes' mind was simply lousy accounting.
Long term investment -- In general rewire the metrics used at the London Colonial Office to focus on long term investment not short term profits.
Demographics -- The British were the world's first people. Physically populate as much of the world as possible. Assimilate other people's into the British way of life. In South Africa in particular he intended to win the hearts and minds of the Boer.
Stability -- The previous administration had focused on stability because instability created upheavals that increased administrative costs. For too long British colonial policy was to tolerate and coexist with local culture. To create a profitable economy agricultural efficiencies are going to need to be introduced. That means 90% of the natives are going to freed up to work in a manufacturing and processing workforce. It also means the agricultural tribal traditional culture is going to be completely destroyed. Instability not stability should be policy. Seek to replace local culture with British culture to enhance the potential for economic growth.
Glory to British not England -- English colonies exist for glory of England. British colonies self exist. England's glory is that is the Birthplace of the 1st people not how much of the world remains completely non-British while in some vague unimportant sense recognizing Victoria as their Queen.
Representation -- As long as colonial governments respond to a English democracy they will be unrepresentative of their people. Create a democratic institution which provides representation for all British people in a British Parliament. There should be an English parliament for England. Invite the United States to join this new institution. "Inauguration of a system of Colonial representation in the Imperial Parliament which may tend to weld together the disjointed members of the Empire and, finally, the foundation of so great a Power as to render wars impossible, and promote the best interests of humanity" (NB: this is essentially the British Commonwealth, though of course the USA was not invited)
Devastating defeat of enemies -- Colonial policy was designed to solve conflict cheaply. Small military victories do not undermine the hostile's economy nor their society and thus don't accomplish much. They simply delay and prolonging the problem created by the enemy allowing the enemy to choose points in time to achieve advantage. Avoid costly wars certainly but when war is needed seek to inflict devastating defeat so the subject people realize their inferiority. This realization facilities undermining their institutions and thus during the peace their way of life easily becomes more British. Further a willingness to war like this makes challenging Britain very costly and risky for potential enemies and thus wars will be far less frequent. The financial people are correct that the aggregate cost of inflicting devastating defeats infrequently is higher than more frequent small wars but the benefits are far greater. War carried out towards devastating defeat becomes a form of investment not a pure non-productive expense.
Scope -- The British were far to unambitious in their aims. The goal of British colonialism should be "all lands where the means of livelihood are attainable by energy, labour and enterprise". The scope was, "the occupation by British settlers of the entire Continent of Africa, the Holy Land, the Valley of the Euphrates, the Islands of Cyprus and Candia, the whole of South America, the Islands of the Pacific not heretofore possessed by Great Britain, the whole of the Malay Archipelago, the seaboard of China and Japan, the ultimate recovery of the United States of America as an integral part of the British Empire"
map of Cecil Rhodes' proposed British Empire You'll notice that all of Africa was in the map. Rhodes was of the opinion that Africa was incredibly rich in minerals and peoples. But it wasn't exploitable for profit because of a lack of transportation infrastructure. Rhodes was pushing to start fixing this by creating a full African north-south railway connecting "Cairo to the Cape". Rhodes' BSAC conquests were designed to drive north while he used his political influence to push the Egyptian conquest further south into Anglo-Egyptian Sudan and then a business similar to BSAC run by Sir William Mackinnon to push into Uganda. For the northward push (primarily in what today is Zambia, Zimbabwe and Botswana) Rhodes was directly implementing his policy using a private army funded from the British South Africa Company. The Ndebele and Shona (Zulu tribes) were handled easily by the devastating defeat principle. Rhodes' forces demonstrated how effectively Maxims (a primitive form of machine gun) and barbed wire worked against simple rifles, spears and long shields achieving kill ratios never before seen in the history of warfare. As an aside these battles against the Zulus would also be used by those military theorists and historians who correctly anticipated in the later 1890s through 1910s how devastating a war between the great powers would be using these weapons against each other. Rhodes through BSAC had managed to push north of Lake Mweru and to the Northern tip of Lake Nyasa. Which almost connected with Sudan were it not for German East Africa (Burundi, Rwanda, and Tanzania) in the middle. In theory an alternative route through the Belgian Congo would also work but the gold mines in Tanzania kept Rhodes focused on taking German East Africa. Further Rhodes met his match in ruthlessness when it came to the Belgians. When Rhodes' negotiating agent sought a development contract for mineral-rich Katanga (in Congo) the native ruler Msiri refused. King Leopold II of Belgium obtained the same concession by having his agent signing it to Belgium himself over Msiri's dead body in the name of the "Congo Free State". At the same time Rhodes worked with the Colonial office and in 1890 British issued the "1890 British Ultimatum" to Portugal. This ultimatum by the British government forced the retreat of Portuguese military forces from areas which had been claimed by Portugal on the basis of historical discovery and recent exploration, but which the United Kingdom claimed on the basis of effective occupation. Portugal had attempted to claim a large area of land between its colonies of Mozambique and Angola including most of present-day Zimbabwe and Zambia and a large part of Malawi, which had been included in Portugal's "Rose-coloured Map". This ultimatum violated the Anglo-Portuguese Treaty of 1373 which to that point had been the longest standing peace treaty in history. Who owned what by the early 1900s Take a look at the map above and imagine the British controlling the north-south line connecting to a British/Portuguese line running east-west in the south and a joint French/British/Italian line running east-west in the north. From there local government and companies could construct smaller feeder lines creating a modern rail system. Hopefully and you start to see how Rhodes intended to start developing the transpiration infrastructure needed to create a strong African economy. All this was going to be for naught though if Southern Africa ended up as a Boer state hostile to British interests on the model ZAR (Zuid-Afrikaansche Republiek, Transvaal Republic). So Rhodes decided to run for Prime Minister of the Cape Colony and solve the problems of British strategy explicated in part 2. The primary problem the Boer had with British government is their divide and conquer approach. The British tilted to whomever was losing (a standard British policy they would also follow in Palestine) which for decades meant treating the Boer and native Africans as both being subject peoples while favoring the native Africans against the Boer. In Rhodes mind you could not expect to get loyalty from people you were obvious disfavoring. The British were the ones turning the Boer into enemies. So in 1892 Rhodes instituted the Franchise and Ballot Act. This was seen as a compromise between factions in the Colonial Office and the traditions in the Cape Colony for a broad democracy (anyone with £25 in property could vote) and Orange and ZAR's (Zuid-Afrikaansche Republiek, Transvaal Republic) more exclusive democracy. Rhodes raised the amount of property to £75, an amount specifically chosen to disempower many of the native Africans while allowing many Boers to vote. With a Boer and British based democracy locked in the Cape Colony's democratic powers could be strengthened, creating more self rule and making the involvement of the London Colonial Office less obvious. This concept of using a not explicitly racial criteria while instituting laws with racist intent is very modern. Various Liberals in the London Colonial Office especially missionaries disagreed strongly with Rhode's policies. They had been the ones advocating for the enlightened colonialism that was British policy. Missionaries in particular saw their role as: combating godlessness, superstition and backwardness. In particular encourage better use of land; encourage paycheck work; become trusted advisor to tribal leaders. The slogan "Bring the 3Cs into Africa" referred to Commerce, Christianity and Civilization. To their mind Rhodes' vision of British Imperialism was straight up military tyranny. If followed he would make England no different than a modern day Genghis Khan, creating a empire loathed by a vast expanse of subject peoples who would unite against it from all directions. Instead interfering minimally and being seen as an ally while slowly educated the elite in British custom and religion would cause a gradual consensual change that would build British alliances that would last centuries. Plus such an approach would fulfill the Lord's Great Commission (term for Jesus' command to convert the entire world to Christianity) in a way that honored God rather than shamed him. One need only look at how the Spanish, Portuguese and Balkans had thrown off Islam after centuries to see how ineffective military tyranny was at long term conversions that didn't require force. So in their mind: No the London Office should stand by its traditional values of: monopoly companies and plantations run in (unequal) partnership with indigenous elite. free trade, free (and indeed forced) migration, infrastructural investment, balanced budgets, sound money, the rule of law and incorrupt administration. As far as their Boer, in their mind the Boer were the primary impediment to enlighten British rule in South Africa, being Christians they were obligated to agree with the missionaries on the vision of the White Man's Burden and Enlightened Empire. Rather than making concession to the Boer they needed to be crushed to demonstrate the moral difference between the Boer and the British. With Rhodes' change in policy tilting towards rather than away from the Boer the Western Left came to truly hate the Boer in 1890s. Since the point of this series is the analogy I'll add that I wrote two posts about more or less the same groups of Liberal Christians turning against Israel again having to do with Israeli/Jews discrediting Liberal Western values and thus interfering with the Great Commission: WCC churches and Quakers. Rhodes in debates before and at the time considered this Liberal Empire stuff to be simply aspirational. Without economic interference there wasn't enough money to fund anything like what the Liberals proposed. He'd point to facts like that after a century of such rules in India they had increased the secondary schooling 7x to a whopping 2% while England with not nearly as many well funded missionary organizations was over 16%. Rhodes hoped to unify all of Southern Africa around this compromise approach to the franchise. ZAR however rejected this compromise. By the mid 1990s approximately 1/3rd of their white population were British (Anglicans). ZAR had every intent of maintaining religious based voting criteria (i.e. citizenship in ZAR was only open to people who were members of several Dutch Reformed Churches, see part 2). Obviously for Rhodes a situation where British people were the disempowered minority was intolerable. Additionally the ZAR were maintaining an anti-Cape Colony / anti-British / anti-Rhodes trade policy. It was becoming increasingly clear there would need to be regime change. So in 1895 Rhodes organized an attempted coup d'état now called the "Jameson Raid" (yes the same Jameson who went on to be Prime Minister 1904-8 of the Cape Colony after the 2nd Boer War). The Afrikaners were more astute than natives had been caught wind of the early organization and waited until the forces were committed trapping hundreds of Rhode's people creating a great embarrassment. Its at this point that the Boer made by far the greatest mistake of their history as a people. The 4 years between 1895-9 were when they made the choices that led to their ruin. The British were really embarrassed. A colonial governor who had a crown chartered corporation had been caught red handed engaging in a serious act of war against another sovereign state with no approval from Parliament. The Colonial Office admitted as much and forced Rhodes out of office in 1896. The Afrikaners had real negotiating leverage to work out a deal. It obviously would be extremely important that the next leader of the Cape be friendly. But they didn't decide to negotiate. Instead they started flirting with the Germans, while not actually signing a formal alliance with Germany that at least had the potential to provide them real protection. The flirtation however, turned a nasty incident into a serious threat to all British interests in Southern Africa forcing a British response. In Britain an alliance of Jingoists (populist military hawks) angry about the humiliation of 1st Boer War, Conservative Imperialists who wanted to end Boer independence especially in the ZAR (the 3 core values for Conservatives at the time were: Union with Ireland, the Empire and the superiority of the British race), Liberal Imperialists who supported Rhodes' vision and Missionaries who hated the Boer formed pushing for a war. Seeing this alliance form against them the Afrikaners did nothing to avert the danger. Rather they made a mistake many 2nd tier powers do when it comes to 1st tier powers. The Afrikaners confused the light force and weak will the 1st tier power is willing to spend on them with the amount of force the 1st tier power is capable of employing if it so chooses. Having beaten the British handily in the 1st Boer War when they were fighting the C-team (as I called in part 2) the Afrikaners grossly underestimated what they would face against a British army that had a political mandate for victory, what Britain's A-team would look like. Preparing for something slightly worse than the 1st Boer War the Boer began a serious arms buying program in 1897. ZAR also got more belligerent in their rhetoric which led to a formal alliance with the Orange State and Boer guerilla groups that could support the war effort in the Cape. The Boer had about 63k troops including some foreign troops. . The British were determined not to lose the 2nd Boer War. This was going to be the British-A team. By the second phase of the war between British soldiers, soldiers from other colonies and local Africans providing auxiliary Boer were facing a 500-600k man army. Nor was the command third or even second rate as it had been in the 1st Boer War. For example, the top military command would be Herbert Kitchener who was fresh from the victorious Anglo-Egyptian invasion of Sudan. Kitchener after the 2nd Boer War would go on to be the Commander-in-Chief for the armies in India and a decade after that the UK's Secretary of State for War during World War 1. He's this guy: Kitchener famous 1914 recruiting poster The cost to maintain that army would be £60m / year far more than Britain could ever pull out of Southern Africa (GDP and inflation adjusted the Boer War would cost the UK about $250b). The first phase of the war was a Boer offensive while the British were still deploying troops in October–December 1899. Once the British were done they conquered all pockets of resistance in the Cape and Orange as well as essentially the entire ZAR territory January to September 1900. The Afrikaners decided to fight when surrender was the better option. Leading to a guerrilla war between September 1900 and May 1902. The British simply could not afford to keep an army of that size in the field for years dealing with guerilla tactics until the Boer admitted they were beat. Facing time pressure the British felt they had no choice but to come down hard. The British cut the guerilla war short by instituting a scorched earth policy against areas giving support to guerillas in the ZAR (most of the ZAR). ZAR men were mostly in the militias. Scorched earth destroyed the food supply in the ZAR so the British threw the women and children in concentration camps. The army hadn't prepped for needing to support massive numbers of civilians so malnutrition and disease were rampant in the concentration camps. This disease and malnutrition resulting in a camp death rate of approximately 30% annually. A policy amounting to genocide. Pro Boer forces in the UK generated widespread opposition to the camps so the military response was to not confine woman and children and instead leave civilians on the now barren earth to die of starvation and exposure. Actual POWs were deported to Bermuda and India preventing the Boer from standing any chance of liberating them. African tribes that had lost territory to the Boer began moving in. While both sides had agreed not to arm natives or recruit tribes. But the British weren't going to fight for the Boer if tribes decided to take advantage of their defeat. The Boer were quickly losing everything they were fighting for: freedom, their lands, their family, the self dependence and surrendered rather than have their population geocoded to oblivion, being left with no economy and whatever lands they managed to hold being assaulted on all sides by natives who would take it from them. The Boer society that emerged from the surrender did not have separatist attitude. Destitute Boers now willing to work in the minds and alongside black Africans swelled the ranks of the unskilled urban poor competing with the "uitlanders" in the mines. The new economy was unambiguously focused on gold causing mine production to swell enriching the British interests. The Afrikaners were both physically and psychologically crushed, and wouldn't be causing any more problems for decades. In the UK the war came to be seen as excessive especially as the financial cost of the war sunk in. The Conservatives' suffered a spectacular defeat in 1906 driving the Conservative Prime Minister at the time (12 July 1902 – 4 December 1905) Arthur Balfour from office. He comes up rather regularly on this sub in his later role as Foreign Minister. As the Boer are no longer resisting the British Empire the shift towards more pro-Boer policies from England continues. In 1909 the British Parliament dissolves the British colonies of: Cape of Good Hope, Natal, Orange River Colony, and Transvaal and combines them into a Federal Union of South Africa. This makes South Africa into a Dominion (essentially Australia's status at the time). Jan Smuts (an Afrikaner) resurrects Rhodes' idea of a Common Wealth and the British embrace it. And so we conclude part 3 our story of how the British eventually won and South Africa came to exist. How the Western Left started to hate the Boer, a hatred they would resurrect later. And how the first steps towards apartheid were taken. Whew that was longer than I intended!
Can someone put this on WSB for me- they have upped their BOTS and new accounts cant post at all
Sir, this is (Literally) a Casino. This is not Advice DO YOUR OWN DD What do WSB and LVS have in common- Autists trying to make cash and make it quick. Now, the pandemic has slowed down Casino’s of the like due to social distance measures and lack of tourism. LVS has casinos all over the world from Vegas, to Macao to Singapore. They’ve been hit hard but there is a light of hope. Because, regardless of a recession, depression or a pandemic people will always gamble. They've got no money? They will find $10 and hope it turns into a $100. Here we go, let's get horns- Prelude- This is the company that owns that Huge Building in Singapore shaped like a cruise ship in the sky and charged me $40 for a bottle of water with dinner. #1 MGM was upgraded but research houses reduced Las Vegas Sands due to their Asia exposure? I am sorry, what? Have you seen Asia? They are literally throwing festivals in China, Japan, Singapore and Australia etc. If you have ever been to a Asian country you will find that they love to Drink, Smoke and Gamble. I feel if you are going into a Casino/gambling company you NEED Asian Exposure. I could continue for many points on Asian casino’s but I’d lose concentration. #2- Dr Michael Burry, He is at it again, its no lie, I love him. He only has 2% of his portfolio invested in LVS but hey, he only had 4.3% in the stock that mustn't be named. Side note- Burry tweeted during the Superbowl about Covid 19 becoming an Endemic and wonders when markets will realise this. This seems Bullish to me. But my smooth Brain could be wrong #3 The House Always wins. People are going to come back, business will boom again and people are going to bet harder than they have before and the house always wins. #4 Hotels, Dining, Entertainment, Conventions and Exhibitions will all be sort after activities. Sands have a finger in each of these pies. #5 Online Casinos- there’s been rumors about them moving into deals with online casinos- which could future proof anything along the lines of this pandemic again as well as increasing their reach to a digital level. In fact, they have targeted 888 Holdings. https://www.casino.org/news/las-vegas-sands-could-make-run-at-888-holdings-to-move-into-igaming/ #6 Investing in themselves They aren’t afraid to spend money- they're about to invest another $10b into Macau. Quote from earnings call- · “When the Macanese government makes its decision I think we will continue upon a rather solid capital investment which I know is howSheldonfelt, to grab that opportunity with both hands.” · “There is just no place like Macau [and] we’re not done in Macau. We’re going to be there for many more years. · “When all this goes away, I bet one thing that will happen is the Macau government is going to necessitate that licensees make investments in Macau and we want to be there and be ready.” · Noting that LVS is already in the midst of a US$3.3 billion expansion of its Marina Bay Sands property in Singapore, Goldstein observed, “These are not small investments, they are in the billions of dollars, so we have to be prepared for outside investments in our best markets, which are Macau and Singapore for crazy growth.” #7 Numbers · Earnings forecast to grow 88% vs 70% industry/20% market · Volatility over the past 3 months has been low compared to rest of market. · Forecast to become profitable over the next 3 years · Revenue forecast to grow 33% per year- which is 3 times faster than the US Market (10.6%) · ROE forecast at 47% Numbers are from SimplyWallSt.com This isn’t advice, please do your own DD. Inb4 “Ok Boomer” Still on the pokemon train TLDR · House always wins · Dr Burry · Asia most likely to be back to normal before the US · Hotels, Casinos, Entertainment, Dining will continue to go off in Asia · Online Casino’s partnership/acquisitions · They are seeking growth and lots of it. Positon- 180 Shares
TEKK - Tekkorp Digital Acquisition Corp: Who's Who of Gaming Mgmt Teams!
Team has been involved in a substantial number of the digital media, sports, entertainment, leisure and gaming industries’ most significant merger and acquisition transactions, holding key positions at, and transacting with Scientific Games Corp, Inspired Gaming Group, FOX Bets, Ocean Casino Resort, Resorts International Holdings, PokerStars, DraftKings, Mohegan Sun, Caesars Entertainment Corporation, Harrah’s Entertainment,Tropicana Entertainment, Inc., TSG/Sky Betting & Gaming, Facebook, Inc, Wynn Resorts, Dubai World/MGM Resorts Here's all the Bios. These guys are stellar! TEKK closed at $10.30 today. Still cheap! If you don't like to read... you don't like to make money!!!! ---------------------------------------------------------------------------------------- Matthew Davey — Chief Executive Officer and Director Mr. Davey has over 25 years of experience within the digital media, sports, entertainment, leisure and gaming ecosystems, as well as experience in the public sector. He is an experienced public company executive officer and board member. He has served in executive management positions across the gaming technology arena. Over the course of Mr. Davey’s career, he oversaw more than ten mergers and acquisitions and over $1.2 billion in debt and equity capital raised to support the companies he has led. Most recently, Mr. Davey was Chief Executive Officer of SG Digital, the Digital Division of Scientific Games Corp. (“Scientific Games”) (Nasdaq: SGMS). SG Digital was established following the purchase by Scientific Games of NYX Gaming Group Limited (“NYX”) (formerly TSXV: NYX), where Mr. Davey served as Chief Executive Officer and Director. The NYX acquisition provided Scientific Games with a vehicle to significantly accelerate the scale and breadth of its existing digital gaming business, including the strategic expansion into sports betting. In his capacity as Chief Executive Officer of NYX, Mr. Davey developed and implemented a corporate strategy that generated strong revenue growth. Mr. Davey shaped company strategy to focus on digital gaming supplier platforms and content that provided various gaming operators with the underlying gaming and sports betting systems for their online gaming business. In 2014, Mr. Davey oversaw the initial public offering of NYX, and his experience in the digital media, sports, entertainment, leisure and gaming industries helped NYX recognize momentum as a public company. After the public offering, from 2014 to 2018, Mr. Davey oversaw seven acquisitions which helped establish NYX as one of the fastest growing global B2B real-money digital gaming and sports betting platforms. These acquisitions included: • OpenBet: In 2016, NYX completed the $385 million acquisition of OpenBet. This was one of the more complex and transformative acquisitions that Mr. Davey oversaw at NYX. Through securing co-investments from William Hill (LSE: WMH), Sky Betting & Gaming and The Stars Group (formerly Nasdaq: TSG, TSX: TSGI), Mr. Davey was able to get the acquisition from Vitruvian Partners completed successfully, winning the deal against much larger and well capitalized competitors. By combining two established and proven B2B betting and gaming suppliers, NYX was well positioned to provide customers with exciting player-driven solutions across all major product verticals and distribution channels. This allowed NYX to become the leading B2B omni-channel sportsbook platform in the market and the supplier to over 300 gaming operators globally with an extensive library of desktop and mobile game titles, including more than 700 on NYX platforms and more than 2,000 on the OpenBet platform. • Cryptologic/Chartwell: In 2015, NYX completed the $119 million acquisition of Cryptologic and Chartwell. The acquisition provided NYX with more than 400 titles of additional leading gaming content, a broader customer base, and direct exposure to PokerStars and Intercasino, part of the Gamesys Group (LSE: GYS) — two of the world’s largest online casino offerings. • OnGame: In 2014, NYX completed the distressed acquisition of OnGame, a premier poker content, platform and service provider. This acquisition provided NYX with one of the best poker products in the industry, access to several regulated jurisdictions, and a valuable talent pool that was instrumental in the growth of NYX. The addition of OnGame further established a path for NYX to continue its growth in both European and U.S. markets. These acquisitions, together with meaningful organic growth, increased NYX’s revenue from $24 million in 2014 to $184 million annualized in 2017. During that time, Mr. Davey helped build NYX to have over 200 customers in the global gaming industry and a team of 1,000 employees. Mr. Davey’s success at NYX ultimately led to its sale to Scientific Games for $631 million in 2018. Mr. Davey joined Next Gen Gaming, the predecessor to NYX, in 2000 as the Vice President of Technology, was appointed as Executive Director in 2003 and named Chief Executive Officer in 2005. Prior to that, he was the Senior Consultant for Access Systems, a company that specializes in the provision of back-end software for licensed online casinos. Prior to joining Access, Mr. Davey worked for the Northern Territory Government specializing in matters pertaining to the internet and e-commerce along with roles in the Department of Racing and Gaming. Mr. Davey received a Bachelor of Electrical & Electronic Engineering from Northern Territory University, Australia (also known as Charles Darwin University). Robin Chhabra — President Mr. Chhabra has been at the forefront of corporate acquisition activity within the digital gaming landscape for over a decade. His prior experience includes leading corporate strategy, M&A, and business development at two of the global leaders in the digital gaming industry, The Stars Group (“TSG”) and William Hill, and a leading supplier, Inspired Gaming Group (Nasdaq: INSE). Mr. Chhabra served on the Group Executive Committees of each of these companies. From 2017 to May 2020, Mr. Chhabra served as Chief Corporate Development Officer at TSG and, from 2019 to August 2020, he also served as the Chief Executive Officer of Fox Bet, a leading U.S. online gaming business which is the product of a landmark partnership between TSG and FOX Sports, a transaction which he led. During that period, Mr. Chhabra led several transactions which transformed TSG into the largest publicly listed online gambling operator in the world by both revenue and market capitalization and one of the most diversified from a product and geographic perspective with revenues of over $2.5 billion. Mr. Chhabra’s M&A experience is extensive and covers multiple global geographies across the digital gaming value chain and includes the following: • TSG/Flutter Entertainment Merger: In 2019, Mr. Chhabra led the TSG M&A team that was responsible for TSG’s $12.2 billion merger with Flutter Entertainment (LSE: FLTR). The merger between TSG and Flutter Entertainment is the largest transaction in the digital gaming industry to date. The combination created the largest publicly listed online gaming company with approximately 13 million active customers and leading product offerings, which include sports betting, online casino, fantasy sports and poker. The combined entity includes some of the world’s most iconic digital gaming brands such as Fanduel, Fox Bet, Sky Bet, PaddyPower, Betfair, PokerStars and SportsBet. TSG/Flutter Entertainment is one of the most geographically diverse digital gaming and media companies with leading positions in the United States, United Kingdom, Australia, Ireland, Italy, Spain, Germany and Georgia. • TSG/Sky Betting and Gaming (“SBG”): In 2018, Mr. Chhabra led the acquisition of SBG from CVC Capital Partners and Sky plc, Europe’s largest media company, in a transaction valued at $4.7 billion. At the time of the acquisition SBG was the largest mobile gambling operator in the United Kingdom and one of the fastest growing of the major operators having doubled its online market share in three years. The acquisition of SBG provided TSG with (a) greater revenue diversification, significantly enhanced expertise and exposure to sports betting just ahead of the judicial overturn of The Professional and Amateur Sports Protection Act of 1992 (PASPA) by the U.S. Supreme Court, (b) a leading position within the United Kingdom, the world’s largest regulated online gaming market, (c) improved products and technology as a result of the addition of SBG’s innovative casino and sports book offerings and a portfolio of popular mobile apps, and (d) expertise in deeply integrating sports betting with leading sports media companies, positioning TSG to create more engaging content, deliver faster growth and decrease customer acquisition costs. • William Hill (LSE: WMH): At William Hill, from 2010 to 2017, Mr. Chhabra served as Group Director of Strategy and Corporate Development where he led several transactions which contributed to William Hill’s transformation from a land-based gambling operator in the United Kingdom to a leading online-led international business. Mr. Chhabra led William Hill’s entry into the U.S. sports betting and online lottery markets with the acquisition of four businesses, including the simultaneous acquisitions of three U.S. sportsbooks, Cal Neva, American Wagering and Brandywine Bookmaking, in 2011 for an aggregate purchase price of $55 million. These businesses ultimately led William Hill to achieve a leading position in the U.S. sports betting market with a market share of 24% in 2019. Additionally, Mr. Chhabra played a key role in structuring William Hill’s successful joint venture with PlayTech Plc (LSE: PTEC) in 2008. The combined entity created one of the largest online gambling businesses in Europe at the time of its formation and led to William Hill’s buyout of Playtech’s interest for $637 million in 2013. Prior to the transaction, William Hill had struggled in its attempt to establish a strong online gaming platform and a meaningful presence outside the United Kingdom. Mr. Chhabra has also successfully completed four transactions worth over $1.2 billion in Australia, the world’s second largest regulated online gambling market, and various partnerships in Asia. Additionally, he completed several technology and media related transactions, including William Hill’s investment in NYX, where he worked with Mr. Davey on NYX’s transformational acquisition of OpenBet. Prior to working in the gaming sector, Mr. Chhabra was an equities analyst and a management consultant. Mr. Chhabra received a Bachelor of Science in Economics from the London School of Economics and Political Science. Eric Matejevich — Chief Financial Officer Mr. Matejevich is a seasoned gaming executive with extensive experience in both the online gaming and traditional casino industries. From February to August 2019, he served as Trustee and Interim-Chief Executive Officer of Ocean Casino Resort (“Ocean”) (formerly Revel Casino, which had a construction cost of $2.4 billion) in Atlantic City, where he successfully led the management team through an ownership change and operational turnaround effort. Over the course of seven months, Mr. Matejevich managed to reduce the property’s weekly cash burn of $1.5 million to an annualized cash flow run rate in excess of $20 million. Prior to Ocean, from 2016 to 2018, Mr. Matejevich served as the Chief Financial Officer of NYX. At NYX, he focused his efforts on integrating the company’s many acquisitions and multiple debt refinancings to simplify its capital structure and provided liquidity for growth initiatives. Additionally, Mr. Matejevich was instrumental to the executive team that sold NYX to Scientific Games for $631 million. Prior to NYX, from 2004 to 2014, Mr. Matejevich was the Chief Financial Officer of Resorts International Holdings and later, from 2011, also the Chief Operating Officer of the Atlantic Club Casino, a property under the Resorts International Holdings umbrella — a Colony Capital (NYSE: CLNY) entity. As Chief Financial Officer, he provided managerial oversight for all finance functions for a six-property casino company with annual gaming revenue exceeding $1.3 billion, 10,000 gaming positions, 7,000 hotel rooms and over 11,000 staff members during his tenure. Mr. Matejevich led the transition effort to integrate a four-casino, $1.3 billion acquisition from Harrah’s Entertainment and Caesars Entertainment (Nasdaq: CZR). As Chief Operating Officer of Atlantic Club, he lobbied for and was successful in obtaining the first internet gaming legislation passed in the United States. The Atlantic Club was the sole New Jersey casino proponent of the legislation. Prior to serving in various gaming positions, Mr. Matejevich was a Vice President of High Yield Research for Merrill Lynch, where he managed the corporate bond research effort for the gaming and leisure sectors and marketed high yield and other debt transactions totaling $4.8 billion. Mr. Matejevich received a Bachelor of Science in Economics from The Wharton School and a Bachelor of Arts in International Relations from The College of Arts and Sciences at the University of Pennsylvania. Our Board of Directors Morris Bailey — Chairman Over the past 10 years, Mr. Bailey has been a leader in turning around Atlantic City, as well as being among the first gaming executives to embrace online gaming and sports betting in the United States. In his efforts, Mr. Bailey partnered with two of the largest digital gaming companies in the world, PokerStars, part of the Stars Group, and DraftKings (Nasdaq: DKNG). In 2010, Mr. Bailey bought Resorts Atlantic City (“Resorts”) and initiated a comprehensive renovation which allowed for the property to be rebranded and repositioned. In 2012, Mr. Bailey signed an agreement with Mohegan Sun to manage the day-to-day operations of the casino. In addition to Mohegan Sun’s operational expertise and ability to reduce costs via economies of scale, Resorts gained access to their robust customer database. Soon thereafter, Mr. Bailey and his team focused on bringing online gaming to the property. In 2015, Resorts established a platform to engage in online gaming by partnering with PokerStars, now part of the $24 billion Flutter Entertainment, PLC (LSE: FLTR), to operate an online poker room in Atlantic City. In 2018, Resorts announced deals with DraftKings and SBTech to open a sportsbook on-property and online. For 2020 year-to-date, Resorts has performed in the top quartile in internet gross gaming revenue in New Jersey. Mr. Bailey’s efforts in New Jersey helped set the framework for expansion of online sports and gaming throughout the United States. In addition to his gaming interests, Mr. Bailey has over 50 years of experience in all facets of real estate development, asset M&A, capital markets and operations and is the founder, Chief Executive Officer and Principal of JEMB Realty, a leading real estate development, investment and management organization. Mr. Bailey has notable investment experience within the energy, finance and telecommunications sectors through investments in the Astoria Energy Plant, Basis Investment Group and Xentris Wireless. Tony Rodio — Director Nominee Mr. Rodio has nearly four decades of experience in the gaming industry. Most recently, Mr. Rodio served as the Chief Executive Officer and director of Caesars Entertainment Corporation (“Caesars”) (Nasdaq: CZR), one of the world’s most diversified casino-entertainment providers and the most geographically diverse U.S. casino-entertainment company, from April 2019 until its acquisition by Eldorado Resorts, Inc. in July 2020. Mr. Rodio led Caesars through its $17.3 billion merger with Eldorado Resorts, one of the largest transactions in the gaming industry to date. Additionally, Mr. Rodio was instrumental to Caesars’ expansion into the digital gaming industry and oversaw the implementation of new digital segments such as its Scientific Games powered retail sportsbook solution that now operates in various states throughout the U.S. From October 2018 to May 2019, Mr. Rodio served as Chief Executive Officer of Affinity Gaming. Prior to Affinity Gaming, he served as President, Chief Executive Officer and a director of Tropicana Entertainment, Inc. (“Tropicana”) for over seven years, where he was responsible for the operation of eight casino properties in seven different jurisdictions. During his time at Tropicana, Mr. Rodio oversaw a period of unprecedented growth at the company, improving overall financial results with net revenue that increased more than 50% driven by both operational improvements and expansion across regional markets. Mr. Rodio led major capital projects, including the complete renovation of Tropicana Atlantic City and Tropicana’s move to land-based operations in Evansville, Indiana. Each of these initiatives, among others, generated substantial value for Tropicana. Ultimately, Mr. Rodio’s efforts at Tropicana led to its sale to Eldorado Resorts in 2018 for $1.85 billion. Prior to Tropicana, Mr. Rodio held a succession of executive positions in Atlantic City for casino brands, including Trump Marina Hotel Casino, Harrah’s Entertainment (predecessor to Caesars), the Atlantic City Hilton Casino Resort and Penn National Gaming. He has also served as a director of several professional and charitable organizations, including Atlantic City Alliance, United Way of Atlantic County, the Casino Associations of New Jersey and Indiana, AtlantiCare Charitable Foundation and the Lloyd D. Levenson Institute of Gaming Hospitality & Tourism. Mr. Rodio brings extensive knowledge of and experience in the gaming industry, operational expertise, and a demonstrated ability to effectively design and implement company strategy. Mr. Rodio received a Bachelor of Science from Rider University and a Master of Business Administration from Monmouth University. Marlon Goldstein — Director Nominee Mr. Goldstein is a licensed attorney with nearly 20 years of experience in the gaming space. He joined The Stars Group (Nasdaq: TSG)(TSX: TSGI) in January 2014 as its Executive Vice-President, Chief Legal Officer and Secretary until his retirement from the company in July 2020 following the merger of TSG with Flutter Entertainment, PLC (LSE: FLTR). Mr. Goldstein also previously served as the Executive Vice-President, Corporate Development and General Counsel of TSG. Mr. Goldstein was also the senior TSG executive based in the United States and was one of the primary architects of TSG’s strategic vision for its U.S.-facing business. During his tenure, TSG grew from an approximately $500 million market-cap company to an approximately $7 billion market-cap company through a combination of organic growth and strategic mergers and acquisitions. Mr. Goldstein participated in numerous M&A transactions and capital markets offerings at TSG, including several transformational transactions in the digital gaming industry. Notable transactions in which Mr. Goldstein was involved include: • TSG/Flutter Merger: In 2019, TSG merged with Flutter for a $12.2 billion transaction value, the largest transaction in the digital gaming industry to date. • TSG/Fox Bet Partnership: In 2019, TSG entered into a partnership with FOX Sports to create FOX Bet in the U.S., a leading U.S. online gaming business. Wall Street Research estimates an approximate $1.1 billion valuation for Fox Bet post-partnership with The Stars Group. • TSG/Sky Betting & Gaming: In 2018, TSG acquired Sky Betting & Gaming, the largest mobile gambling operator in the United Kingdom at the time, for $4.7 billion. • TSG/CrownBet and William Hill: In 2018, TSG simultaneously acquired CrownBet and William Hill, two Australian operators, for a total of $621 million in a multi-part transaction. • TSG/PokerStars and Full Tilt Poker: In 2014, TSG acquired The Rational Group, which operated PokerStars and Full Tilt and was the world’s largest poker business, for $4.9 billion. Through his ability to legally structure large and complex transactions, Mr. Goldstein was integral to TSG’s vision of becoming a full-service online gaming company. Additionally, he assisted in structuring TSG’s capital markets activity, which generated liquidity for acquisitions and strengthened its balance sheet. Prior to joining TSG, Mr. Goldstein was a principal shareholder in the corporate and securities practice at the international law firm of Greenberg Traurig P.A., where he practiced for almost 13 years. Mr. Goldstein’s practice focused on corporate and securities matters, including mergers and acquisitions, securities offerings, and financing transactions. Additionally, Mr. Goldstein was the founder and co-chair of the firm’s Gaming Practice, a multi-disciplinary team of attorneys representing owners, operators and developers of gaming facilities, manufacturers and suppliers of gaming devices, investment banks and lenders in financing transactions, and Indian tribes in the development and financing of gaming facilities. Mr. Goldstein brings experience and insight that we believe will be valuable to a potential initial business combination target business. Mr. Goldstein received a Bachelor of Business Administration with a concentration in accounting from Emory University and a Juris Doctorate with highest honors from the University of Florida, College of Law. Sean Ryan — Director Nominee Mr. Ryan is a digital media and technology operator with extensive global experience in online payments, e-commerce, marketplaces, mobile ad networks, digital games, enterprise collaboration platforms, blockchain, real money gaming and online music. Since 2014, Mr. Ryan has been serving as Vice President of Business Platform Partnerships at Facebook, Inc. (“Facebook”) (Nasdaq: FB), where he leads a more than 500 person global organization that manages the Payments, Commerce, Novi/Blockhain, Workplace and Audience Network businesses. Prior to his current role, Mr. Ryan was hired in 2011 as the Director of Games Partnerships to lead and grow the global Games business at Facebook. While the Director of Games Partnerships, Mr. Ryan focused on re-shaping Facebook’s games and monetization strategies to derive more value for Facebook, its users and its partners, including the addition of a Real Money Gaming offering in regulated markets. Mr. Ryan’s team helped accelerate a major trend in engagement through cross-platform games and therefore the opportunity to increase users through establishing games on multiple platforms. Prior to joining Facebook, Mr. Ryan created the new social and mobile games division at News Corp, an American multinational mass media corporation controlled by Rupert Murdoch. While at News Corp, Mr. Ryan led the acquisition of Making Fun, a San Francisco social-game start-up, that created News Corp’s games publishing division. Before joining News Corp., Mr. Ryan founded multiple digital businesses such as Twofish, Meez, Open Wager and SingShot Media. Mr. Ryan co-founded Twofish in 2009, a virtual goods and services platform that provided developers with data analytics and insights for individual application’s digital economies. Twofish was later sold to online payments provider Live Gamer, where Mr. Ryan served on the board of directors. From 2005 to 2008, Mr. Ryan founded and led Meez.com, a social entertainment service combining avatars, web games and virtual worlds. The white label social casino gaming company Open Wager was spun out of Meez and was later sold to VGW Holdings, Mr. Ryan also co-founded SingShot Media, an online karaoke community, which was sold to Electronic Arts (Nasdaq: EA) and merged into its Sims division. We believe Mr. Ryan’s experience will be valuable to a potential initial business combination target and would provide an expanded perspective on the digital gaming landscape. Mr. Ryan received a Bachelor of Arts from Columbia University and a Master of Business Administration from the University of California, Los Angeles. Tom Roche — Director Nominee Mr. Roche has more than 40 years of experience in the gaming industry as a regulator, advisor and independent auditor. Mr. Roche joined Ernst & Young (“EY”) as a partner in 2003 and opened its Las Vegas office. He was subsequently appointed as the Office Managing Partner and Global Gaming Industry Market Leader. In 2016, Mr. Roche relocated to the EY Hong Kong office to supervise the expansion of the EY Global Gaming Industry practice in the Asia Pacific region. Mr. Roche has been integral to numerous transactions that have shaped the current gaming landscape, including: • Wynn Resorts (Nasdaq: WYNN) initial public offering: Mr. Roche was the lead partner on Wynn Resort’s initial public offering, which raised $450 million in 2002. • Harrah’s Entertainment/Apollo Management Group & Texas Pacific Group: Mr. Roche headed the regulatory advisory services on the buyout of Harrah’s Entertainment, the world’s largest casino company at the time, for $17.1 billion. • Dubai World/MGM Resorts: Mr. Roche headed the regulatory and due diligence advisory services to Dubai World in its approximately $5.1 billion investment in MGM. Dubai World bought 28.4 million MGM shares, or 9.5 percent of the casino operator, for $2.4 billion. It then invested $2.7 billion to acquire a 50% stake in MGM’s CityCenter Project, a $7.4 billion 76-acre Las Vegas development of hotels, condos and retail outlets. • MGM Growth Properties (NYSE: MGP) initial public offering: Mr. Roche provided tax and structural transaction services to MGM Resorts in the creation of MGM Growth Properties, a publicly traded REIT engaged in the acquisition, ownership and leasing of large-scale destination entertainment and leisure resorts. MGM Growth Properties raised $1.05 billion in its 2016 initial public offering. Mr. Roche also directed EY advisory services to boards and management teams for profit improvement and technology related initiatives. In addition, Mr. Roche provided advisory support to the American Gaming Association on several research projects, including those specifically related to sports betting, the revocation of The Professional and Amateur Sports Protection Act of 1992 (PASPA) and anti-money laundering best practices in the gaming industry. Equally, he has assisted government agencies in numerous international locations with enhancing their regulatory approach to governing the industry especially in the online gambling sector. Prior to joining Ernst & Young, Mr. Roche served as Deloitte’s National Gaming Industry Leader and as the co-head of Andersen’s Gaming Industry Practice in Las Vegas. In 1989, Mr. Roche was appointed by then Governor of the State of Nevada, Robert Miller, to serve as one of three members of the Nevada State Gaming Control Board for a four-year term, where he was directly responsible for the Audit and New Games Lab Divisions. As a board member, he spent a substantial amount of time assisting global jurisdiction regulators enact gaming legislation in the design of their regulatory structure. During his career, Roche has been involved in numerous public and private offerings of equity and debt securities. His background includes providing casino regulatory consulting services to casino licensees and to federal and state agencies including the National Indian Gaming Commission and the Nevada State Gaming Control Board, and industry associations such as the Nevada Resort Association and the American Gaming Association. We believe Mr. Roche’s highly regarded reputation as a gaming auditor and advisor in the gaming industry will be valuable for us and a potential business combination target. Mr. Roche is a member of the American Institute of Certified Public Accountants and is licensed by the Nevada State Board of Accountancy and Mississippi State Board of Public Accountancy. He received his Bachelor of Science degree in Accounting from the University of Southern California.
Real Luck Group - $LUCK Welcomes Availability of Google Play Store Gambling Apps in 15 New Countries
Luckbox CEO Says Move is "Significant Boost" for the Betting Sector Real Luck Group Ltd. (TSXV: LUCK) (the "Company") and its subsidiary companies doing business as "Luckbox" (the "Group"), a provider of legal, real money esports betting, has welcomed the news that gambling apps will be available for download in the Google Play Store in 15 countries. Google's updated policy, which can be found at https://support.google.com/googleplay/android-developeanswe10318510, states that starting March 1, 2021, gambling apps will be available for download on Android devices in the U.S., Australia, Belgium, Canada, Colombia, Denmark, Finland, Germany, Japan, Mexico, New Zealand, Norway, Romania, Spain, and Sweden. This expands the geographical reach of Google Play Store gambling apps beyond Brazil, France, Ireland, and the United Kingdom, countries where in-app gambling is already available through the Google Play Store. Quentin Martin, Real Luck Group Ltd. CEO, said: "Google's addition of 15 nations (for a total of 19) that can now download gambling apps is a significant boost for the igaming sector. As an operator offering wagering on esports and sports via our Luckbox platform, this is a positive catalyst for the mobile betting sector, as it facilitates further player uptake in a responsible manner and signals the widening global acceptance of gaming." According to the European Gaming & Betting Association, mobile betting was expected to account for 45.6% of online gambling revenue in 2020 and to reach 50.8% by 2022, surpassing the use of desktop for the first time. This trend is expected to continue, with mobile betting projected to reach a 58.2% share in 2025. Luckbox is a bespoke platform built to be mobile friendly with about 50% of our traffic coming via mobile users. The addition of a mobile app allows operators an improved connection with customers, such as real-time notifications, deeper integration with devices and additional security features. Disclaimer: this is not investment advice, please do your own research!
Hair Color Market: Global Industry Trends, Market Size, Competitive Analysis and Forecast - 2020 – 2027
According to the recent report published by Research Corridor, the GlobalHair Color Market is expected to provide sustainable growth opportunities during the forecast period from 2020 to 2027. This latest industry research study analyzes the Hair Color market by various product segments, applications, regions and countries while assessing regional performances of numerous leading market participants. The global hair color market size is expected to grow at a significant CAGR of around 8% during the forecast period 2020 to 2027. The increasing use of hair color by aging population is a key factor to drive the market growth. Furthermore, rapid urbanization and rising fashionable trends are some other factor to propel the market. The changing life style, increasing income per capita, and growing modeling industry is projected to boost the market over the forecast period. In addition, the increasing number of professional salon and spa centers is expected to uplift the market. However, increasing health risk due to use of harmful chemicals is projected to restrain the market. The report titled "Hair Color Market - Global Trends, Market Share, Industry Size, Growth, Opportunities, and Forecast - 2020 – 2027" offers a holistic view of the Hair Color industry encompassing numerous stakeholders including raw material suppliers, providers, distributors, consumers and government agencies, among others. Furthermore, the report includes detailed quantitative and qualitative analysis of the global Hair Color market considering market history, product development, regional dynamics, competitive landscape, and key success factors (KSFs) in the industry. Browse Full report on Global Hair Color Market report athttps://www.researchcorridor.com/hair-color-market/ The report includes a deep-dive analysis of key countries including the U.S., Canada, the U.K., Germany, France, China, Japan, India, Australia, Mexico, Brazil and South Africa, among others. Thereby, the report identifies unique growth opportunities across the world based on trends occurring in various developed and developing economies. Hair Color Market report summarizes the positive growth rate in upcoming years, and market size with competitive analysis. Our experts have analyzed the historical data to compare with the current market scenario to calculate the market growth in the coming years. The study provides an exhaustive report that includes an executive summary, scope, and forecast of the market.
Key Questions Answered by Hair Color Market Report
Product popularity and adoption based on various country-level dynamics
Regional presence and product development for leading market participants
Market forecasts and trend analysis based on ongoing investments and economic growth in key countries
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number of employees and market concentration, among others
To know more about this study, request a free sample report @https://www.researchcorridor.com/request-sample/?id=81123 About Us: Research Corridor is a global market research firm. Our insightful analysis is focused on developed and emerging markets. We identify trends and forecast markets with a view to aid businesses identify market opportunities optimize strategies. Our expert’s team of analysts’ provides enterprises with strategic insights. Research Corridor works to help enterprises grow through strategic insights and actionable solutions. Feel free to contact us for any report customization at [email protected] . Media Contact: Company Name: Research Corridor Contact Person: Mr. Vijendra Singh Email: [email protected] Contact no: +91 989-368-5690 Visit us: https://www.researchcorridor.com/
Global Feminine Hygiene Products Market Report (2021-27) - Pheonix Research
Global Feminine Hygiene Products Market by Type (Sanitary Napkins/Pads, Tampons, Pantyliners, Menstrual Cup, Feminine Hygiene Wash, Period Panties,) and Distribution channel (Supermarket, Convenience Stores, Department Stores, Retail Pharmacies and Online Purchase), Geography (North America, South America, Europe, Asia-Pacific, Middle East, and Africa) - Industry Trends Analysis & Forecast till 2027 GLOBAL FEMININE HYGIENE PRODUCTS MARKET DEFINITION: Feminine hygiene products are personal care products used for women during menstrual discharge, flow, and alternative sex organ practices. Feminine hygiene products play a vital role in maintaining women's reproductive wellbeing and promoting safe intimate hygiene practices in the prevention of any form of infection. Usually, these products are made of polymeric fiber, pulp, fluffy wood, among others. They are particularly concerned with menstruation, vaginal cleanliness, contraception, and motherhood. Feminine merchandise comes in various sizes depending on different body shapes. As the size of the vagina differs across various age ranges, the different forms of the substance gain a large number of customers. Feminine demand for goods has risen in both developed and emerging countries, and the reason for this is a growth in menstrual product adoption around the world. Request Sample:https://www.pheonixresearch.com/report/global-feminine-hygiene-products-market.html GLOBAL FEMININE HYGIENE PRODUCTS MARKET OUTLOOK: Feminine Hygiene Products are now attracting popularity on a regular basis due to increased demand across the geographical area. Increased knowledge of women's personal hygiene, combined with a desire to use healthy and comfortable sanitary products, is a significant factor leading to the growth of the industry and is generating a huge market for women's hygiene products all over the world. A rising understanding of women's health and hygiene and the advent of low-cost women's hygiene products are factors that are expected to fuel demand for women's hygiene products during the forecast period. The use of chemical substances in the manufacturing of women's hygiene products can have harmful effects. In addition, the disposal of these products can contribute to the clogging of drains, which, in turn, hinders the selling of these products. In addition, developing the need for female hygiene products will create attractive market opportunities in the coming years. According to Pheonix Research, Market Size of The globalfeminine hygiene products marketregistering a CAGR of 5.7 % from 2020 to 2027. For geographically segmented the Asia Pacific dominated the market and the prime contributor in terms of revenue in the total global feminine hygiene products market GLOBAL FEMININE HYGIENE PRODUCTS MARKET DYNAMICS:Market Drivers • Rising Advancements in feminine hygiene products. • Growing awareness of environmental & personal hygiene. Market Restraints • Social stigma associated with menstruation and feminine hygiene products. • Adverse Effects of Chemical Disinfectants. GLOBAL FEMININE HYGIENE PRODUCTS MARKET SEGMENTATION:By Product Type • Sanitary Napkins/Pads • Tampons • Pantyliners • Menstrual Cup • Feminine Hygiene Wash • Period Panties By Distribution Channel • Supermarket • Convenience Stores • Department Stores • Retail Pharmacies • Online Purchase By Geography • North America o US o Canada o Mexico • South America o Brazil o Argentina o Rest of South America • Europe o Germany o France o United Kingdom o Italy o Spain o Russia o Turkey o Belgium o Netherlands o Rest of Europe • Asia-Pacific o Japan o China o South Korea o India o Australia o Singapore o Malaysia o Indonesia o Thailand o Philippines o Rest of Asia-Pacific • The Middle East and Africa o South Africa o Egypt o Saudi Arabia o United Arab Emirates o Israel o Rest of the Middle East and Africa COMPETITIVE ANALYSIS: GLOBAL FEMININE HYGIENE PRODUCTS MARKET: The global feminine hygiene products market is highly competitive, and major players have used various approaches to raise their footprints on this market such as new product advancements, acquisitions, contracts, joint ventures, alliances, acquisition, and others. The scope of the study includes feminine hygiene products market revenue for Global, Asia-Pacific, North America, Europe, South America, and the Middle East & Africa. KEY MARKET COMPETITORS: GLOBAL FEMININE HYGIENE PRODUCTS MARKET: Few of the major competitors currently working in the feminine hygiene products market are • Procter & Gamble Company • Johnson & Johnson Services, Inc. • Edgewell Personal Care • Unicharm Corporation • Kimberly-Clark Corporation • Kao Corporation • Torunskie Zaklady Materialów Opatrunkowych S A • Prestige Consumer Healthcare, Inc. • Thinx, Inc • Diva International Inc. • Premier • First Quality Enterprises Inc • Hengan International Group Co. Ltd • Essity AB • Ontex Group NV • Natracare LLC RESEARCH METHODOLOGY: GLOBAL FEMININE HYGIENE PRODUCTS MARKET Data collection modules with large sample sizes are used for data collection and base year analysis. Market share analysis and key trend analysis are the major factors for success in any market report. Market statistical and coherent models are used to analyze the market data. Please request an analyst call for more information on research methodology Phoenix research consultants use their proprietary research methodology to evaluate data that involves data mining, analysis of the impact of data variables on the market, and primary validation. Furthermore, other data models consist of market overview and guide, company matrix, key intensity vendor mapping, market forecasting analysis, company share analysis, top-down and bottom-up analysis, and others. DEMAND AND SUPPLY SIDE- PRIMARY RESEARCH RESPONDENTDemand Side: commercial Buyers, Group Purchasing Organizations, Associations, Healthcare Authorities, Academic and Universities, Technological Expertise, researcher, Promoters, and Investors among others. Supply Side: Product Managers, Marketing Managers, Senior and mid-level Executives, Distributors, Market Intelligence, and Regulatory Authority Managers among others. REPORT INSIGHTS: • To gain insights into the competitive milieu in the market • End-user assessment /Customer behaviors • Detailed Demand and Supply Assessment • Key market drivers and restraints Analysis • Competitive landscape of the key players involved • In-depth analysis of the market segmentation Read More:https://www.pheonixresearch.com/report/global-feminine-hygiene-products-market.html Contact Us Nikhil Jat Email: [[email protected]](mailto:[email protected]) Phone: US: +1 518 512 9180 India +91 881 762 1665 Skype: nikhil12318
TL-DR: I'm a former retail Day Trader with 15 years experience. I've also worked as a Professional Stockbroker. I believe that technical analysis is a scam promoted by brokers in order to generate trading revenue from retail traders who are unable to afford access to the real news and data that moves stocks. I'll be online for the next 8 hours - AMA. Edit 24 hours later: I've literally been inundated with messages asking for my website and I just don't see why I shouldn't provide it. I've made the whole thing free - there are no paywalls. It's at news.broker Post: This opinion is unpopular amongst those who are somehow convinced that technical analysis does work. These individuals either rely on the scam in order to generate their income off the fees generated by retail traders OR have invested so much time and effort into learning technical analysis and the ability to quickly identify chart patterns that they unable to admit they might be wrong. I present this opinion after more than 15 years of trading experience both as a self-employed Day Trader and as a Professional Stockbroker. I am now a Financial Journalist and offer this insight in the hope that it convinces some people to wake up and see technical analysis for the fraud it is. Now before I go on I want to first state that charts, by their definition, offer a visual depiction of historical stock price movement and are therefore very useful when it comes to analysing and researching stocks. Determining an entry and exit point using a stock chart and a few lines here and there is an excellent way of assessing previous levels of support and resistance when done properly and according to the timeframe upon which you wish to hold the stock. Technical analysis is a good tool when used properly to determine the entry and exit price points of a stock that has already been selected to invest or trade using other forms of analysis. In my first 2 or 3 years of being a Day Trader, I was convinced technical analysis was some kind of secret mystery that if mastered would lead to generating consistent profits. I figured that the short term trading of stocks was different to longer term investing and that a different approach was required to be successful. This false and incorrect belief was supported in the official literature provided by my broker in the guise of educational resources and I found plenty of guru's online and in person with very compelling arguments as to why I should pay them money to buy their books, courses, home study kits or overseas seminars. I viewed technical analysis as being a new way of trading stocks. A secret that only a few people 'in the know' knew about and definitely something that could be learned and mastered on its own in order to become a successful trader. Who wouldn't want what I have just written? It sucks people in like a cult - people who just want to learn how to trade which I believe wholeheartedly is a noble and smart endeavour that strikes at the heart of entrepreneurship. I attended seminars, purchased books, downloaded charting software and even stood up in front of a University presentation being conducted by a well known fund manager in an attempt to argue that his proven value investing philosophy was second to technical analysis. I thought it was the most purest form of generating insight into a stock price because it took it 'already took in all of the factors' - whatever the hell that means. I would spend hours each night going through the stock chart of every single listed equity trading in the ASX/S&P 200 index (I live in Australia) and would apply various studies in order to determine what to trade the next day. I'd search for elusive breakouts, stocks that were about to hit previous support or resistance levels. The fundamentals didn't bother me because as far as I was concerned, technical analysis already included that and by the time a retail trader gets word of the news about a stock, it has already moved (there is unfortunately an element of truth in that - read on). I didn't really consider the fact that for a chart pattern to develop, the price must have also already moved somewhat. My false belief as I touched on earlier was supported by my broker and again at the seminars my broker sent me to. In my opinion this was solid information/education because the people telling me were market professionals and much more experienced and educated than I was. I didn't consider that my broker only generates money when I generate fees from executing trades - it never entered my mind that this information could be a load of BS. Thankfully, I had (and still have) a genuine and almost obsessive passion for business and the financial markets. I love reading company annual reports and conducting research and so in between looking at chart patterns and colouring in lines I would also look at the fundamentals of the business out of pure curiosity. As part of this process, I would pick up on certain things that would get me bullish or bearish about a stock - a product launch, a law suit or an industry forecast for example. As I gained experience trading I would slowly place more and more emphasis on the fundamentals until one day I saw the light. A stock moves either up, down or sideways. Generally up or down - therefore, any type of analysis is going to be correct roughly 50% of the time. I would view all my profitable trades as solid examples of correctly applying technical analysis and I would view all loosing trades as being mistakes. For me, tefhncial analysis was perfect and when it didn't work it was because I hadn't properly applied it. After about 2 or 3 years of trading using technical analysis exclusively, I began incorporating more and more fundamental analysis and kind of broke even most of the time. I worked as a Security Guard part-time to fund my life, but my full-time job and career was trading. I say this because for the first few years I really didn't make any serious profits, though I didn't lose much either so I kept persisting. In my 4th or 5th year of trading I did well as I incorporated more fundamental analysis and less technical analysis but during the GFC in 2008 lost a fair bit of money. I returned to doing security work but still kept trading. Then I came into quite a bit of cash, quit my job and became a 'full-time trader' where I subsequently lost around $80,000 in one year. I was devastated and about to quit everything and go back to being a security guard when I received a telephone call from Bloomberg one day offering me a free trial of their Professional terminal. I had no idea the cost and didn't ask. The operator figured I was loaded since I had spent $80k on the market in a short period of time and had set-up a Pty Ltd / LLC company for taxation reasons. Within a few hours a courier arrived at the door with a colourful keyboard and a fingerprint authentication device that looked like something out of a 007 movie. I downloaded Bloomberg and switched on the terminal. My life pretty much changed that moment. I now had access to the exact same financial news, economic data and research enjoyed by Wall Street brokers. As I said before I didnt quite understand what I had, but as I was about to quit everything anyway I genuinely didn't care. I still remember receiving a breaking news alert on the terminal within the first few moments regarding the very first Takarta airbag recall. I decided to short the stock as a test trade and within the next few months that position alone paid for the next 2 years of terminal access. I couldn't believe the power I now had and I lived it up big time. I travelled to China, Hong Kong and stayed at luxury hotels. I flew business class and everyone who told me to get a real job and stop gambling on the market now looked at me differently. I had made it as a Day Trader and was now in the class of a 'sophisticated investor ' permitting me to various benefits and investment opportunities. Truth be told, Day Trading even when successful gets a little lonely and boring. I saw a job advertisement for a boutique Stockbroking firm in Sydney and applied using a few years of broker statements and sent my email via Bloomberg's IM directly to the CEO. I had 3x gruelling interviews and got the job. I didnt do too well at being a broker and actually got put in charge of creating a morning news briefing and research reports for clients. It was at this point I realised my real passion in life was writing about financial news and the stockmarket. To cut a long story short I quit my job as Broker and started my own financial news website- which I have never disclosed on Reddit and will never do so in the future - there is no underlying motive for posting this. I just want to say my point if view. As a Professional Broker, we did not use technical analysis unless the client requested it OR when determining support and resistance. It just doesn't work for anything else and the level of research, news, analytics and data made available to institutions is considerably better than what is made available to retail traders. So why is technical analysis promoted so heavily? For a few reasons. Firstly, your broker only makes profit when you trade. It is therefore in their best interest to get you trading and generating fees as much as possible. In order to get you to do this, they must provide you with some kind of motivation or explanation as to why to buy or sell a stock. The financial news industry is quite different to other news and whilst insider trading is illegal- it is far more common than you would think and comes in various shapes and forms. I consider insider trading to be acting on information not made available to the general public right now. For me, that includes a news story that has only been published to a select few people who can afford a subscription that costs the same as the price or a new car. The law has a different definition that favours the elite. I believe that retail traders should have access to the very same information, at the same time, as institutional traders. Organisations such as Bloomberg or Reuters should NOT be allowed to withhold their news stories to subscribers for a period of time like they do. $24k per year for a subscription is ridiculous for most people and places this valuable information well out of reach. This is the kind of information that moves the financial markets - NOT chart patterns resembling a human torso (head & shoulders) or the stars in the night sky (gann). To put it simply: Fundamental Analysis such as news, financial statements, broker recommendations, industry forecasts, product releases, trademark/copyright registrations, dividend announcements, research reports, law suits, fiscal policy, management changes, new regulations, COVID-19, opinion polls, regulatory action, fines and penalties, patent grants, consumer sentiment, predictions for interest rate changes and other economic calendar events - the list is endless. It is these that moves the financial markets - NOT chart patterns! Anybody who has worked in a professional level finance job knows what I'm saying is 100% true and correct. It is only uneducated, uninformed, inexperienced retail traders who buy into the technical analysis BS. Unfortunately, many of these traders either get a few wins and genuinely believe their own hype OR are just excellent liars and choose to promote their BS strategy using very professional looking and convincing arguments. I'm certain many will respond to this post calling me an idiot. I've quit trading and I'm not a broker. I'm an independent financial journalist and have ZERO investment holdings in any listed or non-listed company. I invest my money in AUD because it is my local currency and I own Gold - that's it. I'm 100% independent and I charge $1.00 for 12 months of access to my website which as I said is NOT given out on this reddit account. I've written this very lengthy post to provide some insight into the scam that is technical analysis. I'll be on for the next 8 hours or so, go ahead and AMA if you have questions. Thanks.
Premium Cosmetics Market Size, Share, New Trends, Outlook, Growth Drivers, Statistics Data and Forecast till 2025
The report on Premium Cosmetics Market is aimed to equip report readers with versatile understanding on diverse marketing opportunities that are rampantly available across regional hubs. A thorough assessment and evaluation of these factors are likely to influence incremental growth prospects in the Premium Cosmetics Market. As the report proceeds further, it emphasizes on relevant development nuances on current, historical, as well as future growth tendencies to make error free growth estimations on crucial parameters. Other vital factors related to the Premium Cosmetics Market such as scope, growth potential, profitability, and structural break-down have been distinctively documented in this Premium Cosmetics Market report to leverage holistic market growth. Get PDF Sample Copy Here @:https://www.adroitmarketresearch.com/contacts/request-sample/415 The study is done with the help of analysis such as SWOT analysis and PESTEL analysis. A significant development has been recorded by the market of Premium Cosmetics Market, in past few years. It is also for it to grow further. Various important factors such as market trends, revenue growth patterns market shares and demand and supply are included in almost all the market research report for every industry. The report also focuses majorly on the factors like market revenue share, price and production. The company profile section offers the detailed analysis about the expansion policies of companies. Further in the Premium Cosmetics Market report, readers are engaged in a clear comprehension and perspective development of multiple segment potential and their growth contributions. The report adequately identifies the segment poised to maneuver revenue generation through the growth span. The major players are Avon Products Inc., L’Oréal S.A., Unilever plc, The Procter & Gamble Company (P&G), Revlon Inc., Oriflame Holding A.G., Shiseido Company Ltd., The Estee Lauder Companies Inc. and Coty Inc. Key segments of global premium cosmetics market include: o Distribution channel segment o Hypermarket o Supermarket o Specialty Stores o Online o Others o Product type segment o Skin Care o Make-up o Hair Care o Hygiene Products o Fragrances o Multifunctional o Others o Geographical segment o North America § U.S. § Canada § Mexico o Europe § Germany § France § Italy § Spain § U.K. § Rest of Europe o Asia Pacific § China § India § Australia § Japan § Rest of Asia Pacific o Rest of the world § Brazil § Argentina § South Africa § Others Access Full Report with TOC Available @https://www.adroitmarketresearch.com/industry-reports/premium-cosmetics-market Regional Assessment: Global Premium Cosmetics Market · At the backdrop of sudden outbreak of the global pandemic, significant growth dent has been observed across local, and global markets alike. · However, as businesses are investing in recoup measures, this report outlines a detailed outlook of the various eventful developments and novel opportunity likelihood. · Typical growth hubs across regions and country-specific milestones are also observed to expedite growth in global Premium Cosmetics Market. What to Expect from the Premium Cosmetics Market Report • The report surveys and makes optimum forecast pertaining to market volume and value estimation • A thorough evaluation to investigate material sources and downstream purchase developments are echoed in the report • This report aims to holistically characterize and classify the Premium Cosmetics Market for superlative reader understanding • Elaborate references on purchaser needs, barrier analysis and opportunity assessment are also ingrained Do You Have Any Query Ask To Expert @https://www.adroitmarketresearch.com/contacts/enquiry-before-buying/415 About Us : Adroit Market Research is an India-based business analytics and consulting company. Our target audience is a wide range of corporations, manufacturing companies, product/technology development institutions and industry associations that require understanding of a market’s size, key trends, participants and future outlook of an industry. We intend to become our clients’ knowledge partner and provide them with valuable market insights to help create opportunities that increase their revenues. We follow a code Explore, Learn and Transform. At our core, we are curious people who love to identify and understand industry patterns, create an insightful study around our findings and churn out money-making roadmaps. Contact Us: Ryan Johnson Account Manager Global 3131 McKinney Ave Ste 600, Dallas, TX75204, U.S.A. Phone No.: USA: +1 972-362 -8199/ +91 9665341414
Pore Strips for Teeth Market Size Analysis by SWOT Analysis, Competitive Landscape 2020 Top Key Players, Global Share, Revenue and Growth Analysis till 2026 | Industry Research.co
"Final Report will add the analysis of the impact of COVID-19 on this industry." This comprehensive study provides a forecast and analysis of the global “Pore Strips for Teeth Market”. The report unfolds rare and distinguished intelligence regarding the market dynamics including drivers, threats, restraints, and opportunities present in the Pore Strips for Teeth industry. The report sheds light on suppliers to end-users, along with several macro-economic indicators. The research propounds crucial insights regarding the growth trajectory of the Pore Strips for Teeth market. Get a Sample Copy of the Report at -https://www.industryresearch.co/enquiry/request-sample/16070847 About Pore Strips for Teeth Market:
Increasing incidences of teeth discoloration and growing aesthetic dentistry industry is driving the global pore strips teeth-whitening market. Nowadays, use of pore strips for teeth-whitening is increasing among customers for improving their appearance. Pore strips teeth-whitening, finds their extensive application in hospitals, dental clinics, and healthcare centers.
Market Analysis and Insights: Global and Japan Pore Strips for Teeth Market
This report focuses on global and Japan Pore Strips for Teeth Global and Japan market.
The global Pore Strips for Teeth market size is projected to reach USD million by 2026, from USD million in 2020, at a Significant CAGR during the forecast period.
Global Pore Strips for Teeth Market: Competitive Analysis This section of the report identifies various key manufacturers of the market. It helps the reader understand the strategies and collaborations that players are focusing on combat competition in the market. The comprehensive report provides a significant microscopic look at the market. The reader can identify the footprints of the manufacturers by knowing about the global revenue of manufacturers, the global price of manufacturers, and sales by manufacturers during the forecast period of 2015 to 2019. To Understand How Covid-19 Impact Is Covered in This Report-https://www.industryresearch.co/enquiry/request-covid19/16070847 Top Manufacturers Covered in The Pore Strips for Teeth Market Report:
Crest
Smilo Shine
Procter & Gamble
Fairywell
Zimba
Beaming White
DaVinci Teeth-whitening
Spotlight Oral Care Ltd.
Global Whitening
Dental Duty
On the basis of product, this report displays the production, revenue, price, market share, and growth rate of Pore Strips for Teeth Market types split into:
Professional Products
DIY Products
On the basis on the end users/applications, this report focuses on the status and outlook for major applications/end users, sales volume, market share and growth rate of Pore Strips for Teeth Market applications, includes:
WHAT HAS SPORTS, LOTTERY AND CASINO GAMBLING DONE FOR YOU?
When we speak of casino gambling in Australia, we’re usually talking about new live or online pokies, fortuitous wins, or the dreaded affliction of problem gambling. That last topic has been abundantly proliferated by today’s leading politicians and anti-wagering groups. But have you ever ever stopped to ask yourself: What has gambling for you? There’s a powerful message that gambling is bad. It’s a degenerative activity that causes nothing quite pain and suffering. this is often what anti-pokies campaigns are sputtering in radio and tv ads – that nothing good can come of it. In reality, much good has come of it. The Australian government didn’t legalize lotteries because it thought the overall public needed a replacement sort of entertainment. It didn’t employ companies like Tabcorp and Tatts to officiate racing and sports betting because legislators had an excessive amount of time on their hands. Read More pokies online These gambling activities were authorized to assist raise money to enhance local communities. What Australia Casino Gambling Does For You Were you aware that the taxes our government collects from gambling operators are wont to ensure every child is provided a free and honorable education? Did you recognize that Australia uses the cash it collects from lottery sales to send promising athletes to free training camps, where they will excel into professional, tournament-worthy competitors? While anti-gambling campaigners are busy spitting out problem gambling statistics, the sports, lottery and casino gambling industry is doing little or no to defend itself. likelihood is that , an informed public – one that's made conscious of all the items those taxed wagering dollars do for them – wouldn’t be so easily swayed to side with the Nick Xenophon Team (NXT) of anti-pokies politicians. Transition To Sustainability Messages Hannah Harrison, SABMillerHannah Harrison is that the Senior Manager of worldwide Sustainable Development Strategy and Consumer Brands, otherwise referred to as SABMiller. She is of the firm belief that gambling operators should take a page from the book of the beer industry when it involves public messages in sustainability. “I really think it's interesting once you check out beer brands. you'll not think beer as being a very ethical product, but actually you'll use sustainability messages to bring a beer’s purpose to life,” said Harrison in an interview with nzpokiesonline.com/ “Purpose are some things that's here to remain ,” continued Harrison, especially when it involves things people care about. She explained that brands can improve their sale volume compared to competitors by letting consumers know “they are buying a product that resonates their own personal values…” Her company played a key role in Uganda creating a sustainable source of income through harvesting Sorghum, a crop that they were ready to become a beer product. Not only did it bring down the value of beer, the govt was compelled to supply harvesters a tax benefit since it had been ready to sell the beer at lower cost. it had been clearly a win-win situation. How does this have anything to try to to with Australia casino gambling, and therefore the benefits it brings to the people? Harrison explained: “We were competing not with the prevailing beer but with the elicit alcohol market, attracting people out of the damaging and unregulated, illegal alcohol market. So, we are making beers safer for consumer, creating new revenue for our business and creating money for the govt also , which have increased their tax income for over 50 percent since 2002.” She went on to explain a huge opportunity for Australia’s casino gambling market to tap into unique product and repair concepts which will inevitably appeal to consumers, just by invoking the facility sustainable messages.
Supply chain issues continue to extend beyond automotive and tech; now it's starting to affect household product supply chains. According to Forbes (Link) the American giant Procter and Gamble (2019 revenue: 67.68bn USD) says that it too now has significant problems. “We access 387 suppliers in China that ship to us globally more than 9,000 different materials, impacting approximately 17,600 different finished product items,” Jon Moeller, Procter & Gamble’s chief operating officer and chief financial officer, said Thursday at a conference in New York. “Each of these suppliers faces their own challenges in resuming operations.” The article adds that this will affect P&G's profits in the China retail market. Bloomberg - another automotive runs into problems; Nissan is warning of disruptions in plants as far as the US due to the virus epidemic leading to parts shortages. They procure more than 800 parts from factories in Hubei and are concerned that many of these pats will run out (including such things as brake hoses and air conditioning controllers) if the plants do not come back online by today (the date the government indicated most production could resume). This could lead some Nissan output in Japan to be suspended as early as Jan 23rd with Malaysia following not longer after. Plants in the US, UK, India, Mexico, Russia and Spain may also have to stop production. A survey of their suppliers found only 58% said they'd be able to resume by Feb 10th with many others saying they couldn't because they couldn't get necessary government approval. Of those that have gone back online, only half of them could get the majority of their workforce working. (Link) Reuters - major automotive parts manufacturer Valeo (19.48bn EUR revenue in 2019) says that most of its Chinese factories are now back online but not at full operational capacity. It expects production to fall by 2% this year and adds that that it is too early to evaluate the impact of the virus on the company's 2020 results and the wider auto industry. (Link) The International Air Transport Association (IATA) says that Asia-Pacific airlines could lose $27.8 bn to coronavirus according to Philstar (Link). The estimate is based on projections of a 13-percent full-year decline in passenger demand, mostly in China. IATA's CEO says that this will be the first time since the 2008-2009 financial crisis that demand for air travel has declined and that stopping the virus is a top priority. Airlines in China's domestic market alone are estimated to lose around $12.8 billion in revenues, reversing an expected 4.8% growth into a 8.2% contraction. Food prices - China produces 80-90% of the worlds garlic supply (depending on which article you read) and the price of it is rising sharply. Prices in the US are up 29% from last year whilst wholesale prices are up even more to 60% higher than this time last year. The reason is difficulties in transportation and a shortage of labour as most people are yet to return to work (either because they're unwilling or they're physically unable). (Link). Amazon is beginning to worry about Prime day in July - the Seattle Times reports (link). Third party merchants account for about 60% of its sales and it has reached out to these merchants to understand how they might be impacted. Over the past few weeks, Amazon has responded to the crisis by making larger and more frequent orders of Chinese-made products that had already been shipped to the United States, according to company emails and consultants who work with major brands. Some of its suppliers have cut back on advertising and promotions on the site so they don’t run out of products too quickly. “Out of an abundance of caution, we are working with suppliers to secure additional inventory to ensure we maintain our selection for customers,” an Amazon spokeswoman said. The company later added, “We are monitoring developments related to the coronavirus and taking appropriate steps as needed.” Amazon’s algorithms have now asked for six to eight weeks of supply on products made in China instead of just two or three weeks. The Taiwanese commonwealth magazine has a thoroughly interesting read on whether Taiwanese companies can cope with the Coronavirus (link). It focuses on The Formosa Plastics Group (revenue: 67.2bn USD) first which has forecast that the coronavirus scare will hit it far harder than did the SARS crisis in 2003, with first quarter revenues, which were originally expected to take a turn for the better, likely to slump from the previous quarter. If China shuts down for an extended period of time and inventories build up, “under the worst case scenario, the crack spread [the difference in price between a refined product and crude oil] would fall below US$2, and we would cut production, which would mean we were producing below cost,” Formosa Petrochemical Corp. President Tsao Minh explained. Other industries are examined; automotive has significant issues which we all now know, but steel should be OK from a supply perspective because raw material comes from Australia, Brazil or Canada. The article finishes by explaining that the worst may yet be to come for the entertainment and tourism industries. Getting workers physically back to work - the SCMP (South China Morning Post) reports (link) that provincial governments in China’s east coast manufacturing hubs are chartering buses, planes and trains to get workers back into their factories to get things moving again; passenger traffic on public transport is only 1/5th of what it was this time last year. Couples returning to work at open factories are eligible for a one-off subsidy of 500 yuan (US$71), while a company that hires more staff than in the same period a year earlier can also receive subsidies up to 300,000 yuan (US$42,800) whilst the city of Yiwu is refunding bus and train tickets for workers who return if they arrive before tomorrow. Economic woes spread to companies who don't have supply chains: the Epoch Times has an article (link) waring that many small to medium sized enterprises don't have large cash reserves and may struggle if the situation continues for a sustained period. Just 34 percent of nearly 1,000 small and medium-sized firms said they could survive for a month on current cashflow, a recent survey by Tsinghua University and Peking University showed. A third said they could last for two months, while 18 percent said they could stick it out for three months. One analyst estimates that total job losses in China could be as high as 4.5 million. Apple's Foxconn and Pegatron factories might be open, but don't assume they're fully staffed says MPR News (link). "One production line used to have 4,000 people. Now there are about a dozen remaining. My own production line usually has 1,000 workers, with about 60 now remaining," says a female hanjia worker at Foxconn. (Hanjia means winter break, i.e. people who continue working through the spring holiday that most Chinese take off). Smaller manufacturers are having a harder time. A rare earths magnet maker that normally employs about 300 people in the city of Hangzhou, south of Kunshan, received permission to reopen from local authorities last week. The factory was able to begin manufacturing again with a skeleton crew after buying a large disinfectant machine. Rare earth magnets are used in everything from electronics to motors. For any factory to reopen now, "There's paperwork that has to be submitted to the local government, and that includes guaranteeing masks, some other protective gear that employees can wear, a disinfecting schedule," says manager Jen Ambrose, one of the few Americans who works at the magnet company. A white paper has arrived! Dun and Bradstreet have done a great report on the economic impact of the coronavirus. If you're into economics, this is definitely worth a 15 minute read. Some takeaways: 90% of all active business in China are affected. At least 51,000 companies around the world have one or more direct tier 1 suppliers and at least 5 million have at least one or more tier 2 suppliers. Alternative countries for suppliers: Electrical machinery and parts could come from Brazil, the nuclear industry could tap Chile or Singapore, Furniture, plastics, toys and games could be covered by Mexico and Brazil, Motor vehicle parts as well as optical and surgical products could be covered by Chile, Colombia or India. Growth is certainly going to drop below previous forecasts but how much by depends on how fast the virus is contained.
Online Gambling Market Worth $102.97 Billion by 2025 | CAGR: 11.5%: Grand View Research, Inc. PR Newswire SAN FRANCISCO, Aug. 27, 2019 SAN FRANCISCO, Aug. 27, 2019 /PRNewswire/ -- The global This edition of Australian Gambling Statistics contains 2017–2018 gambling statistics for all Australian states and territories. To see how Victoria compares with the rest of Australia on gambling expenditure, see Gambling in Victoria on the Foundation's website.. This comprehensive set of data covers the entire range of legalised Australian gambling products such as pokies, casino, race There are a variety of gambling games to play. The focus is on Australia pokies online table and slot games. Game #5 on the Slots. Game five is a fire hot game called Ignition. All about Ignition. Ignition is the fifth highest recommended online game to play. Earning real money from this game is an added plus. AGS comprises statistics on turnover, expenditure and government revenue from gambling activities conducted in Australian states and territories.< The publication has been produced since 1984, and is compiled annually by the Queensland Government Statistician's Office in co-operation with all Australian state and territory governments. Gambling in Australia statistics – how much do we lose? The latest statistics published by the Queensland Treasury in the 35th edition of Australian Gambling Statistics (regarded as the authoritative source of gambling statistics in Australia) show that, in total, Australians bet more than $242 billion in 2017-18. Two. Hundred. Forty-Two. Up to that point, Australia had collected almost €4.1 billion in taxes and revenue from gambling. Live poker machines dominated the statistic, contributing €2.4 billion. Some salient figures are listed as follows: Net gambling expenditure rose from €17.5 billion in 2013-14 to €18.8 billion in 2014-15, a 7.7% increase. It's illegal to provide some interactive gambling activities, such as 'online casinos', to someone in Australia. Examples include roulette, poker, craps, online 'pokies' and blackjack. Any game of chance, including games of mixed chance and skill played over the internet, is prohibited under the Interactive Gambling Act 2001 (IGA) if it's Australian Gambling Revenue 2020 Hit a Token jackpot in top games like Wheel of Fortune® Slots, Deal or No Deal™ Slots, and Video Bingo Deluxe! 5. Claim. 20. Casino review -18+, T&C Apply,, New Customers Only. 25 Free Spins Bonus on Fruit Zen. Read our full review. €500. Online Gambling Revenue Australia. that has to be wagered. For example, if you deposit €100 and receive a €500 bonus, then you have to wager Online Gambling Revenue Australia €600 * 40 = €24 000 before you can make a withdraw. Add a maximum withdraw limit to this and your chances to win big are severely decreased. Although gambling is illegal in mainland China, Macau is a gambling haven. 50% of Macau’s revenue is made up from gambling alone. In 2018 the city made almost $38 billion. 2.
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