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  1. Clash of the titans is underway:$GOOG seems determined to spend aggressively to increase its share of cloud, one of $AMZN’s most profitable divisions, and is going after ecommerce with in-app advertising on You-Tube. Meanwhile, is scaling POS advertising dramatically.

  2. prije 15 sati

    Google has finally broken out cloud revenues: after a slow 2018, revenue growth accelerated to 53% y/y to reach ~$10B run rate under the new Cloud CEO Thomas Kurian. AWS decelerated in 2019, but lost only ~1% share to GCP. Azure likely gained the most share among the top 3.

  3. prije 18 sati

    “More people watch gaming and Esports than Netflix, HBO, Hulu and ESPN combined.” - and I had a great discussion w/ Roundhill Investments' CEO, Will Hershey, on esports and the new trends happenings in gaming. Check it out:

  4. proslijedio/la je Tweet
    6. stu 2019.

    Somebody will/should write a book on information-warfare, tribalism, purity-tests, and self-annihilation. TSLAQ will serve as a minor case-study.

  5. The fatality rate of the seems to have declined from 2.5-3% toward 2%.

  6. prije 22 sata

    Here's a great resource to track the evolution of the Wuhan coronavirus. Notice the deceleration of newly-identified infections in mainland China.

  7. We agree that the potential is phenomenal! Other than your launch event, how can , , and learn more?

  8. 3. velj

    Worldline to buy Ingenico When payments are a commodity, cutting costs + increasing scale is a desperate strategy against differentiated players like Square w/ software offerings and others like Finix that enable companies to bring payments in house

  9. 3. velj

    Hey . The $10 billion equity dilution in our forecast incorporates the increased share count that you are questioning. Happy Super Bowl!

  10. 2. velj
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    Re-threaded this line of thought because I mangled it the first time around. tldr Tesla vertically integrating through ride-share could pull forward the service-revenue opportunity, increase odds of success in RoboTaxi and meaningfully boost the financial model.

  12. 1. velj

    In effect Tesla could potential generate RoboTaxi-type economics as a tactical and strategic bridge to get to the actual operational RoboTaxi capability. Service layer economics could begin to feed into the financial model sooner. The future may come faster than we think. 30/

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    But the potential reward--even without a robotaxi future--could be compelling. The economics of a Model 3 sale would move from a one-time $5k operating earnings-type event, to a fleet asset expected to generate $15k *annually* in operating earnings. 29/

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  14. 1. velj

    In any market that they seek to penetrate they would likely target half of current ride-share driver new car sales. The entire initiative would, of course, be execution-intensive and require Tesla to take on new capabilities and core competencies. 28/

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  15. 1. velj

    Is any of this practical or possible? As I think about it: yes. Maybe inevitable even. To penetrate Nevada (40k uber/lyft drivers) Tesla would probably need to get 10k vehicles/drivers in-market. SF would require 15k. LA would require 30k. 27/

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    That Elon Musk can convince 20,000 to buy a not-a-Flamethrower from the Boring Company certainly implies that he could convince some subset of Uber/Lyft riders to download one additional app in hopes of spurring a more sustainable future. 26/

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    As to how to catalyze the demand side of the marketplace, seems credible that Tesla could in part rely upon its rabid fans. Many who cheer on Tesla don't yet own one, and many who do still rely on Uber or Lyft. 25/

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    Tesla also has the ability to concentrate supply as vehicles come off lease and are put back to the company; the Model 3 leases dictate that this occur. This used supply could substantially improve the economics to any prospective drivers. 24/

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  19. 1. velj

    The pitch to current Uber drivers: same take-home pay but you're paying off a Tesla instead of a Prius (and the driving is less stressful due to the integrated big-screen and FSD and some customer segmentation towards higher price-point riders). 23/

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