The online retailer Amazon India is hosting several new quiz contests for its users. One of the games that are available for users is the Amazon HP Victus quiz contest. During this quiz contest, participants can win a prize of Rs. 25,000 as Amazon Pay Balance that can be used to pay bills and buy products on Amazon India.
Notably, the Amazon HP Victus Quiz is live from 12 AM on July 13, 2022 to 11:59 PM on August 14, 2022. The winner will be announced on July 31, 2022 and their prizes will be credited to their Amazon Pay accounts later. The name of the winner will be revealed under the Funzone winners section of the app once the contest ends. Check out the questions and the correct answers to the quiz contest from here.
Question 1: Which of the following features make HP Victus the best gaming laptop?
Answer: All of the above
Question 2: HP Victus is available with NVIDIA GeForce RTX 3060 6GB Graphics.
Question 3: Which of the following features make the HP Victus display unique?
Answer: All of the above
Question 4: Which of the following make HP Victus thermals better than the others?
Answer: All of the above
Question 5: Which of the following features are unique to HP Victus?
Answer: All of the above
As usual, there will be a lucky draw for those participants who answer the questions correctly. Given that many users will answer all questions correctly, the winner will be selected via a lucky draw. Notably, you need to make your way to the same to be eligible to get a chance to win the prize. For this, you should keep in mind to answer all questions asked as a part of the contest in less than five seconds. There will be 10 winners who will be selected via the lucky draw to get Rs. 25,000 as the Amazon Pay Balance.
We already know Amazon quiz is the only available mobile app. To play the quiz, you need to install the Amazon mobile app on your smartphone from the Google Play Store or Apple App Store. Now, go to the Home Page > Menu > Programs and Features > FunZone. You can see the Amazon Samsung Laptops quiz banner at the top. Just click on it to participate in the quiz contest.
By MIKE PASINI
The Imaging Resource Digital Photography Newsletter
Review Date: June 2009
Touchsmart interface connects to Web to print coupons, tickets, boarding passes without a computer.
SAN FRANCISCO -- Across the street from the ballpark where Giants fans have become accustomed to the grand dreams of Spring withering with the autumn leaves, Hewlett-Packard announced new printing technology it will introduce in September. The HP Photosmart Premium printer is an all-in-one device using the company's TouchSmart Web technology to print online content without waking up your computer. It's the world's first Web-connected home printer.
At the event, held at Current TV headquarters on King St., Vyomesh Joshi, HP executive vice president of the Imaging and Printing Group, unveiled the new device. He was later joined in a panel discussion moderated by Sarah Lane, Current.com Tech channel producer, with four HP partners in this new approach from Google, Coupons.com, Nickelodeon and Fandango.
Afterwards, we took a look at the new printer in action and got a few images of the interface posted in an HP Premium gallery.
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During his opening remarks, Joshi said HP introduced its first home printer 25 years ago, riding the personal computer wave. But now the company was leaving the computer behind to print content directly from the Web.
Just as photos have moved from analog prints to digital photography and many other analog products, including social networking and video, have "gone digital," Joshi said he expects printing to go digital to keep up with a "content explosion" on the Web. And HP wants a part of that.
"Printing will continue to grow," Joshi said, because even at a constant seven percent print rate, the number of pages are exploding from 312 extabytes to 3,000. An extrabyte is a million terabytes, he explained (a terabyte being a million megabytes).
So HP wants to make sure its customers have wireless access to the Web and that printing is very easy. For 25 years, you had to use your computer to print anything but today's announcement, he said, unleashes the printer from your computer. You will be able to print anything you can get on your computer with an HP Premium printer alone.
The Web-connected printer and the "power of touch" using HP's TouchSmart technology combine to make that possible.
The first all-in-one was introduced in 1993, he said, and has evolved into a wireless device that can print anything. But today it will become a Web appliance, too. "What we want to do," he said, "was to have the world's first Web-connected home printer."
Joshi then demonstrated how the new printer connects to the Web using small apps associated with each Web site to deliver its content to the printer.
The apps are displayed in uniform icons across the large LCD on the printer. A swipe of your finger scrolls through the available apps. You can download new ones, too (but you aren't really downloading software, just a link to the Web site's HP service).
Tap the icon for Coupons.com, say, and you can look through the available coupons, tap the ones you want to print and then print up to three on a sheet in color or black and white.
No worries about the printer driver or formatting the page or what printing application to use. Instead, the printer makes it easy to find the coupons you want and print them to take to the store. It's the power of customizing and personalizing the Web, Joshi said.
And what goes for coupons goes for recipes and maps and even newspapers, Joshi said. It can be your daily ritual to print out your favorite sources to take with you on your train ride or flight.
"We are giving the customer the all-in-one that can be connected to the PC in wireless fashion," he summarized. "But now you have access to the Web directly."
To encourage the development of printing apps for the new system, HP has developed an open application programming interface for building them. The company hopes Web sites will develop their own custom apps for the printer. To that end, the company partnered with Google, Nickelodeon, Fandango and Coupons.com to show the way. In addition, HP has developed apps for its own Snapfish image sharing service.
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In the panel discussion following Joshi's remarks, the details of the new printing capability became a little more fleshed out.
The HP partners on the panel included Michael Jones, Google chief technology advocate, Steven Boal, president and chief executive officer of Coupons.com, David Williams, senior vice president and general manager of Nickelodeon Kids and Family Games Group, and Rachel Dardinski, director of marketing for Fandango.
Moderator Lane's first question to the group was the obvious one: why's the approach make sense for your company?
Jones, eyeing this from the perspective of Google maps, liked the accessibility and usefulness the printer provides. "Where ever there's a printer," he said, "you have a portal to the Web." And it lets you take the output with you in a permanent form.
Dardinski, the Fandango representative, sees it as being where the consumers are, making the sale on their turf rather than requiring them to be at a certain place at a certain time.
Boal, from Coupons.com, finds it "a natural fit" for coupons, which were introduced in newspapers in 1894. Newspapers, the primary carrier for the 350 billion coupons delivered in the U.S. every year, have been declining but in the last three years digital coupons have grown from one to five percent. So this technology is a natural fit.
Williams observed his company wants to entertain kids and make life easier for moms. This does both. Moms can print activity booklets, for example, at the last minute as something to do on the long car trip.
Joshi elaborated on that, pointing out it's wireless so you can put it anywhere. And it's very easy to use, he said. HP is starting out with a $399 device using the technology but eventually, he predicted, it will be available in even $99 printers.
Lane asked the group if they'd noticed trends in the industry that make this technology "not just cool but necessary?"
Boal said there were probably more articles written about using cell phones to display coupons than the number of cell phone coupons actually redeemed. How, after all, do you use a cell phone coupon at the supermarket checkout stand? Paper coupons, he said, still have about 10 years of useful life before digital coupons will be as convenient.
Williams observed that 30 percent of Google map users print maps every week and an additional 30 percent print a map every day, about 100 million people total. So there's a need to print a map for an awful lot of people. And this makes it easy.
Dardinski added that printing movie tickets with a bar code lets customers bypass the lines and go straight to the ticket taker.
When Lane asked the group to highlight some features they'd like to see in future apps, Boal said he's already got it. The ability to customize what kind of offers he's interested in and delivery them at a specific time.
Dardinski would like to see recipes, she said, which are something you want in hand when you're cooking.
Jones likes to have printed maps and "an incredibly hard Sudoku puzzle" every day.
Williams liked being able to print games, too, but said for him it was all about being in control, selecting which games to print, having "the puzzles I want" rather than being stuck with a big fat book of puzzles.
Lane wondered how Joshi would answer those concerned about the paper usage issue.
Start with the customer, he said, who has a specific task to do of which there is a necessary printing component. Like printing a map. You have to have the physical map to bring with you on the trip. This revolutionary technology is really at the service of some common, familiar needs.
Digital photography, he said, is a good example. People thought it would change everything but what we are seeing is that people want to customize and organize their photos and to then print photo books.
Lane asked about coupon printing now that people aren't buying as many newspapers.
Boal said newspaper coupons were redeemed at a rate of half a percent but coupons printed from the Web are redeemed at a rate of 17 percent and are integrated into shopping lists. You don't have to wait for the paper to come out either.
Joshi said since all newspapers and 60 percent of magazines are thrown away, printing just the coupons you need on your printer is more efficient. There's much less waste.
Boal added that every coupon in a publication comes with a full page ad, so there's even more waste in publishing them. But the Coupon.com app prints three coupons per page and at an average of a dollar savings each that's the most cost effective use of your printer you can make.
Williams emphasized that it's characteristic of the Web in general as "a personal voyage of discovery." What you search for is a tiny fraction of what's available on the Web but it's 100 percent of what you actually care about.
Boal said consumers want to customize and create. It used to be a one-way street but now it's an interactive process, which this technology facilitates.
It's a pull not push technology, Joshi said. The customer decides, not the publisher.
Lane then asked Joshi where the technology will evolve from here.
This is just the beginning. You launch a product and then you learn from the customers and launch the next product. He doesn't expect this to be a three year cycle but a much shorter one. By this time next year, he said, he expects to see many more apps for the printer. There will be speed issues, connectivity issues, services levels to be discussed. It will be very exciting.
What's the revenue model, Lane asked.
The starting point, he said, is an all-in-one device just like any other. The good thing is there is no premium pricing for this new technology. You're buying an all-in-one but it includes more capability.
He said he believes in a simple business model. Delight the customer and they will print. And enable the developers to make the apps.
Lane confessed to Dardinski that she finds it a hassle to go to the movies and asked how this technology helps.
Going to the movies is still a popular form of entertainment. But this makes it a lot easier to do, she answered. You skip the long lines and for those shows that sell out before the movie is even released, you can buy your tickets in advance.
APPS IN DETAIL
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After a brief question and answer session, we were able to get a closer look at a few models in action.
Our accompany Fact Sheet details the printer, scanning, copy and fax specification, which reveal the Premium to be a very fast all-in-one featuring HP's new single ink cartridges (black, photo black, cyan, magenta and yellow). The paper tray in front delivers letter-size sheets or photo paper up to 5x7 in a separate tray. Scan resolution is 4800x1200 and the fax address book can store up to 60 numbers. You can connect to the printer wirelessly (802.11 b/g/n), via USB 2.0 Hi-Speed, Ethernet or Bluetooth. A card reader is also built-in.
Like the HP C4680 all-in-one we recently reviewed, the real highlight of the device is the touchscreen menu system. As we said of that unit, "The decision tree is very clear and easy to manage, even better than Canon's (our previous favorite). HP isn't wrong to beat its breast about how simple it is to use the C4680. If you've never used one of these before, you'll get more done sooner with this one."
You might worry that tossing the Web into that menu system might convolute things, but while the printer accesses the Web, you really aren't. You don't use a browser. You select an app.
So the first big issue is whether or not there's an app for what you want to do. You can't, for example, select an Imaging Resource gallery shot and print it on 4x6 paper because Imaging Resource hasn't written an app for that. You can't even browse our site. In fact, you can't browse any site.
You can only connect to a site and interact with it to the extent the app hosted on the site allows you. Since apps are free, there's little incentive for third-party developers to develop them. But you might see a Wordpress app for the printer that would let bloggers using Wordpress allow you to print pictures on their blogs, for example.
The Snapfish app, illustrated in our gallery, is a good example. You click on the Snapfish icon, enter your user name and password with the onscreen keyboard, and then your images are displayed on the LCD (rather than the Snapfish interface you're familiar with on your computer). You select which images you want to print and supply the print command (no slide shows, no product ordering that we could see). And that's it.
The apps do a lot of formatting for you that the HP techs were proud to show off. Google maps doesn't print the Web page with the map embedded but the map itself with a notes section, if you want. A Google calender is printed full-page in a landscape orientation. And so on.
If that reminds you a little of HP's built-in ruled papers printing, no one will blame you. It's a little like that, only using the Web as the source for the image rather than some popular images in firmware.
The apps themselves are not really resident on the printer, we were told, although you can "get" apps from the printer. The Web site hosts the code and the printer merely accesses it. This helps protect the printer from security issues.
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The unanswerable question we had leaving Current TV was whether you could revolutionize Web display with, uh, paper and ink. Clearly HP wants to sell a lot more ink -- and if a compelling number of apps start appearing it may supply away the printers.
The coupon example seemed to answer no. While we appreciated Boal's argument that paper coupons are universally accepted, the big problem is that printers aren't portable. Portability matters quite a bit here. How many Borders coupons have you printed without using them before they expired? How many have you not printed and then found yourself in the store wishing you had?
An iPhone, though, is portable and of sufficient resolution to present a scannable bar code. In fact, Greg Grunberg's Yowsa iPhone app will tell you what coupons are active in nearby stores and makes it very easy for the merchants themselves to deploy coupons. Because the phone's always with you, so are your coupons. And if you want to do a little comparison shopping at the list minute, well, you can.
Maps, too, seem transitional if far from obsolete. Who hasn't printed out directions and a map? And yet with the growing popularity of GPS navigation, how long will that be going on? Would you buy a new car without GPS?
There may be some usefulness in printing a boarding pass or ticket ahead of time, particularly if you can avoid standing in line longer than it takes to print the thing. But at what point do you resent paying for the ink and paper for the airline or studio? It's a convenience that's costing you money.
But what's most troubling about this revolution is the requirement for every single site to develop their own app for the printer. That's going to be a real problem for a long time. You can't really customize unless you can choose and you can't choose until the site becomes available.
The partners said development of their apps was rapid, taking only weeks instead of months. They're a mix of HTML5 and Java, apparently. But that's an investment we don't see being made casually by many sites (like Imaging Resource where you might want to print the current news, demo images, the newsletter, a review). Perhaps the New York Times will follow USA Today in developing an app, but will Engadget? Will your favorite RSS feeds come with apps? It seems a flawed solution to depend on others for something as fundamental as this.
The thing needs a browser, period, with selective printing of page elements. And an email reader would be just the ticket for those inline photos from your sister-in-law. Tap the photo to print it on 4x6 photo paper and forget the message.
On the old other hand, HP isn't charging a premium for the Premium and you won't have to install HP's horrendous drivers on your computer to use the printer. If what's available now (coloring books, Snapfish photos, coupons, movie tickets) is of interest, why not buy the HP instead of the Canon or the Kodak all-in-one?
Well, we can think of a reason or two. In our review of the C4680 we weren't terribly impressed with the image quality. So if printing great pictures is what you're really interested in, you might skip the HP. We can't really say until we've put it to the test, though.
If we came away underwhelmed, we only had to cross the street to the ball park to remember the season isn't over yet.
HP Photosmart Premium with TouchSmart Web is the world's first Web-connected home printer. Powered by touch, this sleek device provides quick, simple touchscreen access to important, useful and personal online content -- without the need for a PC. (1) With the largest LCD touchscreen of any all-in-one inkjet printer (4.33 inches), the HP TouchSmart Web control panel conveniently connects users to the Web (1) via pre-installed print apps. These apps enable easy printing of maps, coupons, movie tickets, recipes and more from partners including Google, DreamWorks, Fandango and Coupons Inc., among others.
Users can also connect to Snapfish and the HP Creative Studio directly from the HP Photosmart Premium Web, which saves time and enables customers to archive or print photos from the site like never before -- just touch, print and go. (3)
A versatile printing solution with print, fax, copy and scan functionality, the HP Photosmart Premium with TouchSmart Web is perfect for multi-tasking households -- meeting all their high-quality home printing needs in one premium product, from laser-quality text to lab-quality photos. With a full range of wired and wireless connectivity options, this printer provides the freedom and flexibility to print directly from WiFi enabled PCs, Bluetooth-enabled devices, the iPhone and the iPod touch using HP iPrint Photo. (4)
This Energy Star-qualified all-in-one helps users save paper with automatic two-sided printing and reduces packaging waste by using an innovative, reusable bag.
10) Energy Star qualified -- use less energy, save money and help reduce the environmental impact of printing.
11) Easily print Web pages with HP Smart Web Printing (10) and save both ink and paper by combining multiple Web pages onto one printed page.
12) Use Windows Live Photo Gallery to easily edit, store and print photos, make photo cards, calendars and more.
13) Enjoy convenient and responsible ink cartridge recycling at no additional cost through HP Planet Partners. (11)
14) Identify features that reduce environmental impact with the HP Eco Highlights label.
15) Replace each cartridge separately when it's needed with individual inks.
16) Original HP inks: Print photos with enhanced detail using dual-drop volume technology that delivers an extremely small drop size.
(1) Requires an Internet connection to the printer.
(2) Coming soon.
(3) Requires a Snapfish.com account and an Internet connection to the printer.
(4) Using HP iPrint Photo software. Free download available from Apple's App Store, details at http://www.hp.com/go/iPrintphoto
(5) Wireless performance depends on physical environment and distance from access point.
(6) Requires Windows Vista
(7) When using HP Advanced Photo Paper.
(8) Requires a WPS router with an integrated push-button. Wireless performance depends on physical environment and distance from access point.
(9) Printing screen captures is only available on games that support this feature.
(10) For Windows only. Requires Internet Explorer 6.0 to 8.0.
(11) HP ink cartridges return and recycling is available in 41 countries and territories around the world; see http://www.hp.com/recycle for details.
(12) After first page. More information about print speeds is available at http://www.hp.com/go/inkjetprinter.
(13) Maximum resolution may be limited by PC system and scan size.
(14) Does not support Windows XP Professional x64.
(15) Estimated U.S. street price. real price may vary.
(16) Not included, please purchase separately.
The clock is ticking on the current Dodge Challenger, but the model has had a remarkable run.
When it comes to sports cars, muscle cars, coupes and convertibles, sales are typically great for the first year or two, before slowly trickling off as buyers flock to the latest and greatest model.
However, the Challenger turned that convention on its head as U.S. sales increased for seven consecutive years after its launch in 2008. The model continues going strong as Dodge sold 54,314 Challengers last year, which bested the Ford Mustang by 1,900 units and trounced the Chevrolet Camaro by a margin of more than 2:1.
Also Read: What Button Have You Never Pressed In Your Car?
That’s a remarkable accomplishment for a model that’s more than a decade old and especially for a coupe. It’s a tribute to the Challenger’s staying power and that brings us to our question of the day: what makes the Challenger so special?
While there’s no easy answer, there’s no denying that designers hit it out of the park with their retro-inspired creation that can be best described as timeless. The lineage to the original Challenger is unmistakable without being too old school or over the top.
Power obviously plays a big role as well as the original Challenger SRT8 cost $37,995 and featured a 6.1-liter HEMI V8 pumping out 425 hp (317 kW / 431 PS) and 420 lb-ft (569 Nm) of torque. It was eventually replaced by a 6.4-liter HEMI V8 with 470 hp (350 kW / 477 PS) and 470 lb-ft (637 Nm) of torque.
As the years passed, Dodge introduced the Hellcat, Demon, and Hellcat Redeye. The latter boasts a supercharged 6.2-liter V8 pumping out 797 hp (594 kW / 808 PS) and 707 lb-ft (957 Nm) of torque, which is a ridiculous 372 hp (277 kW / 377 PS) and 287 lb-ft (389 Nm) more than the original SRT8.
While the high-performance models grabbed plenty of headlines, Dodge didn’t neglect the more mainstream variants. Quite the opposite, as the company added an all-wheel drive system for 2017, which meant the Challenger could offer year-round appeal to those living in colder climates.
With all that being said, why do you think the Challenger has remained so successful over all these years?
I wanted to buy a house of my own.
After several years filled with changes in location, finances, relationships, and goals, I was ready to settle down, stop renting, and buy a place. I just wanted to buy something simple, in reasonable shape, but at a price I could comfortably manage. That meant that I needed to obtain a mortgage.
As a “solo aging” self-employed 63-year-old, I wasn’t sure if I could pull it off. The pandemic had altered the real estate universe, resulting in higher prices and shrinking inventory. Still, I felt it was the right time for me — I had a good credit score, money available for a down payment, and my debt load was very low.
So I began by making a list of things I desired in a home. I also determined a monthly payment range I could comfortably manage. The next step was to find out how much I could borrow.
Applying for a loan can be both confusing and intimidating. I had an idea of what I wanted in a house, but I didn’t know whether I would qualify for a mortgage or how much I could afford to borrow. So the first thing I needed to do was to contact a loan company.
“The key with any borrower is preparation and planning,” says Valerie Saunders, executive board member of the National Association of Mortgage Brokers. “Speaking to a mortgage broker in their area early in the process can be very beneficial in providing them with the financing options available, amount of down payment necessary, documentation required to be provided as part of the approval process and more.”
I found that organizing my finances ahead of time helped me stay positive and focused. Then I was faced with a decision: should I apply for a prequalification or preapproval?
“A prequalification means that the mortgage broker or mortgage lender has reviewed the financial information you have provided and believes you will qualify for a loan,” says Saunders. “The estimated amount of the loan is based on the income provided and debt reflected as part of a credit report. This estimate is subject to change based on final confirmation of the information provided.”
I decided to apply for a preapproval, as I was sure I wanted to move forward with a mortgage once I found the right house. A preapproval is a more formal offer letter that only mortgage lenders can provide; it may affect your credit score but still is not a commitment by the lender for a specific amount.
“The borrower will complete a mortgage application and the lender will verify the information provided including creditworthiness,” says Saunders.
Lenders look for a number of factors when you apply for a preapproval or a mortgage, such as:
According to a survey by the National Association of Realtors, 61% of home buyers use their savings as a source for their down payment, and 56% use the proceeds from another home sale to fund the down payment. I planned to use the money from an equity fund to pay for the down payment on my future house.
Because I am a freelance writer and sole proprietor, I was also required to submit a latest profit and loss statement and other proof of income. Other documents requested from the loan officer included:
I had organized most of those items ahead of time, but I still had to search for a few things. It took nearly a full workday to pull together all my paperwork, copy bank statements, and then scan and send documents.
All of this paperwork was submitted through a secure portal provided by the loan company. Then, I had a phone conversation with the loan officer, repeated much of what I had already submitted and answered questions about my financial health and whether I had a loan amount in mind.
I fully expected to wait a few days for an answer, and wondered if I would qualify for a loan sufficient to let me buy a home in a condition good enough to let me move in right away. Would they approve my application, even though my income varied from month to month? Would I be starting over with a fixer upper, using only the cash from the equity fund?
Surprisingly, the answer came the next morning.
The amount I could borrow was enough to purchase a home in reasonably good condition, and I felt comfortable with the estimated monthly payment on the 30-year fixed-rate loan. I did a happy dance as I printed out the loan preapproval.
Conventional mortgages like the one I have are not the only option for older buyers. If you are 62 years of age or older, for example, you may qualify for a Reverse Mortgage for Purchase loan using loan proceeds from a Home Equity Conversion Mortgage.
This Housing and Urban Development loan allows you to obtain a reverse mortgage and purchase a new home in a single transaction, says Saunders. However, you still have to come up with the down payment, and the amount might be higher than for a standard single-family-home purchase. You will be responsible for homeowner’s insurance and property taxes but would not have to pay toward the principal balance of the loan.
The NAR survey found that on average buyers search for eight weeks before finding a home. With very little inventory in my area and in my price range, I expected my search to last at least through the summer. I went to the multiple listing service in my region to view homes that were currently listed and active in my area. Although the loan company was affiliated with a few real-estate agents in my area, I chose to go with another agent for various reasons.
Some Realtors train to be Seniors Real Estate Specialists (SRES) “to be able to meet the special needs of maturing Americans when selling, buying, relocating or refinancing residential or investment properties,” according to the National Association of Realtors website.
“I’ve worked with many older adults who are moving to be near family or are moving to a home that provides the care they now need due to changes in health,” says Barb Trousdale, SRES agent and owner/broker of Preferred Properties in Williston, Vermont. “There is a misconception that older adults cannot obtain a mortgage. Lenders offer mortgages to buyers of any age if they have the good credit and the income to support the payments.”
SRES–designated agents have completed continuing education courses to better understand issues that older homeowners face, such as reverse mortgages, selling a family home, and government programs that may aid or impact a sale or purchase.
Zillow Group’s Z, -6.52% 2020 Consumer Housing Trends Report found that 42% of buyers did not succeed in having their first offer accepted. But in my case, the stars aligned — I made an offer (several thousand dollars above asking price) on the second house I viewed, and it was accepted.
I am now working through the loan process and anticipating a closing date in a few weeks. As a solo ager and freelancer, I discovered that home buying is indeed possible.
Rosie Wolf Williams is a freelance writer whose work has appeared in USA Weekend, Woman’s Day, AARP the Magazine and elsewhere.
This article is reprinted by permission from NextAvenue.org, © 2022 Twin Cities Public Television, Inc. All rights reserved.
More from Next Avenue:
You'll find a few new additions in this week's guide to the best laptop deals available right now. There are some terrific discounts on mid-range devices for everyday use, as well as some cheap Chromebooks if your needs are less intensive. Check them out below.
It doesn't matter whether you've got $100 or $1,000 to spend, you can use the jump links to view a number of options that suit your budget and requirements. There are many more standout bargains this week now the back to school sales are fully underway at places such as Best Buy, Dell and HP. Also, we've answered some common questions further down the page and shared some of the best laptop sales happening today if you want to browse retailers for yourself.
To select the laptop deals you see on this page we've searched through all the major retailers and taken into consideration what you may need from a laptop in each price range. Know that the devices we've chosen haven't been picked on price alone, but in terms of value for money and performance for the cost.
Just because something is cheap doesn't mean it's a good deal as many discounted laptops actually offer poor value for money or rubbish performance for the price. We've skipped the cheap devices here that include rubbish components so you don't end up with an underperforming machine. Many of these also come fully recommended from TechRadar reviewers who've assembled our best laptops guide, too, so know you're getting a quality device.
If you take a look at this week's best laptop deals and find you need a few more specific options, you can check out more Chromebook deals for cheap devices running the Chrome OS. We've also got an eye on all the latest MacBook deals for those after a discounted Apple device. And for the gamers, you'd be better suited over on our guide to this week's cheap gaming laptop deals as the models on this page are built with browsing, work and general use in mind - not gaming.
When you start looking for laptop deals it can be overwhelming if you're not sure where to start. You may have an idea of how much you want to spend, what you need the device for or what key features you want included. But what else should you consider before hitting that buy button to be sure you've got the best deal possible?
Here's a few words of advice from us based on our experience hunting down the best laptop deals.
The answer to this really comes down to what you need the laptop to do.
If you just need a very basic device to check your emails, do a bit of light admin and generally browse the internet, then you should be find to spend anywhere less than $300 on a laptop. Devices in this price range usually come with lower-end components, but they will handle these light tasks without issue and have a good amount of in-built storage for all your key files and applications.
If it's a device for a youngster for their school work, you can go even cheaper at $200 or less. Look out for a Chromebook in particular. These run the Chrome OS which is less demanding that Windows, plus, they often boast the best battery life so are good if you need a device that lasts all day without the need for charging.
For those after a general all-purpose device with a bit more power behind it, you're looking at spending around $400 - $600. Laptops in this range come with more powerful processors and more RAM to supply you a considerable performance boost over cheaper models that run faster and load programs quicker. Look for at least an Intel i5 / AMD Ryzen 5 and 8GB of RAM, here. If you're at the upper end of that bracket, it's worth paying extra to get 16GB RAM if you can to dramatically Boost the device's multitasking capabilities and overall performance.
Next, is the high-end devices of $600 or more. Here is where you can find premium laptops from the likes of HP, Dell and Apple. These are good for users with more demanding workloads, including video and photo editing, as well as more intensive tasks. Machines like the MacBook Air and XPS 13 are big investments, but will usually last you a long time compared to cheaper devices so could work out as better value for money in the end, too.
Our weekly guide to the best laptop deals features a range of devices to suit every budget from $100 to $1,000, so you should be able to find something that fits your specific needs while also sticking to your chosen price range.
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Helmerich & Payne, Inc. (NYSE:HP) Q3 2022 Earnings Conference Call July 28, 2022 11:00 AM ET
Dave Wilson - Vice President of Investor Relations
John Lindsay - President & Chief Executive Officer
Mark Smith - Chief Financial Officer
Conference Call Participants
Derek Podhaizer - Barclays
Douglas Becker - Benchmark Research
Keith Mackey - RBC
Andrew Herring - JP Morgan
Tom Carstairs - Stifel Research
John Daniel - Daniel Energy Partners
Good day, everyone and welcome to today's Helmerich & Payne Fiscal Third Quarter Earnings Call. At this time all participants are in a listen only mode. Later you will have the opportunity to ask questions during the question-and-answer session. [Operator Instructions] Please note this call may be recorded and I will be sending by should you need any assistance.
It is now my pleasure to turn today's call over to Vice President of Investor Relations, Dave Wilson, please go ahead.
Thank you, Ashley, and welcome everyone to Helmerich & Payne Conference Call Webcast for the Third Quarter of Fiscal Year 2022. With us today are John Lindsey, President and CEO; and Mark Smith, Senior Vice President and CFO. Both John, and Mark will be sharing some comments with us afterwards, we'll open the call for questions. Before we begin our prepared remarks today, I'll remind everyone that this call will include forward looking statements as defined under the securities laws. Such statements are based upon current information and management's expectations as of this date, and they're not guaranteed the future performance.
Reporting statements involve certain risks, uncertainties and assumptions that are difficult to predict. As such are real outcomes and results could differ materially. You can learn more about these risks in our annual report on Form 10-K, or quarterly reports on Form 10-Q and or other SEC filings. You should not place undue reliance on forward looking statements and we undertake no obligation to publicly update these forward-looking statements. We will also make reference to certain non-GAAP financial measures such as segment direct margin and other operating statistics. You'll find the GAAP reconciliation, comments and calculations in yesterday's press release.
With that said, I'll now turn the call over to John Lindsay.
Thank you, Dave. Good morning, everyone. And thank you for joining our call today. I'm pleased with our performance during the quarter. The operational and financial results continue to reflect the benefits of our strategic initiatives we've been working on for several years now. In particular, the efforts by our sales and operations teams to Boost pricing and margin growth in our North America solutions segment. On our earnings call last February, and again in April, we discussed how rig pricing needed to reach $30,000 per day. And in our third fiscal quarter, we had roughly 20% of our fleet average revenue per day at or above that level.
This is a great start. But we also recognize that pricing needs to move further to achieve gross margins of 50% or greater to generate returns that fully reflect the value we deliver to customers with our flex fleet rigs complementary technology solutions. As intended, we saw a modest growth in rig count and exited the quarter with 175 rigs contracted in our North American solution segment. Fiscal discipline and contractual churn allowed us to re contract rigs without incurring additional reactivation costs and to redeploy them at significantly higher rates.
Our rapidly improving contract economics are driven by both H&P’s value proposition to customers as well as a market that's very tight for available super spec rigs. We believe the drilling solutions and outcomes we provide are increasingly being recognized and coveted by customers. It's encouraging to seek capital discipline in our industry. And when combined with the supply chain and labor constraints, we expect this could put a damper on the industry's ability to reactivate idled super spec rigs at significant scale during the buying season.
By the last two years that has been in calendar Q4, and Q1. This will likely perpetuate the supply demand tightness for super spec rigs and provide momentum for future improvements and contract economics. We are already seeing some customers inquiring about rig availability for the fourth calendar quarter of this year. They are realizing that the market for readily available H&P flex rigs is extremely tight. We're seeing some customers looking to add incremental rigs for 2023. The needs are typically in the range of one to four rigs. And there are some looking to replace a lower performing regular to flex rigs. But we are unable to comment on the number of rigs that we can add specifically today. It is important to underscore that going forward, we will apply the same discipline focus on financial returns and we're receiving commensurate compensation for the value we are providing.
Along those lines march -- mark will provide some high-level remarks on our fiscal 2023 CapEx response to potential future demand for our rigs in our idle super spec electrically. We continue to hear about the benefits our customers experience from our digital technology solutions, especially when combined with our uniform flex rigs fleet. As horizontal wells continue to trend toward greater complexity and longer lateral length, drilling efficiency and reliability are important factors that differentiate our premium super spec service offering.
On the international front activity is taking higher with further improvements in our South American operations and the potential for more activity in coming quarters. In the Middle East, preparations are underway to export some of our super spec capacity as part of our hubs strategy. Current plans have one rig moving overseas in the coming months with additional risks possible, depending on the speed of the opportunities that developed in the Middle East, compared to other competing international locations. Establishing our Middle East hub is an important step and expanding our presence in that region as part of a longer-term growth strategy.
Our scale and digital technology not only enhanced profitability in our North American solution segment, but we believe these are also crucial elements in our goal to grow internationally. There is a scarcity of digital solutions being applied in key energy producing regions around the globe, and developing ways to integrate new technologies will ultimately lead to Boost economic returns for all our stakeholders over time. In our offshore Gulf of Mexico segment, our people continue to deliver great value for our customers. As mentioned on the last call, we are implementing pricing improvements offshore and have made significant progress. We expect the margin contribution to continue to Boost going forward at moderately higher levels.
In closing, it is encouraging to see the industry rebound. But it should also remind us of past cycles driven by elevated commodity price was and how the drilling industry repeatedly responded by adding capacity, which then led to an oversupplied market. So far, the cycle seems different from both an operator and a service industry perspective. The plan at H&P is straightforward safety above all, value creation for customers and margin growth, getting paid for the value we provide. I'm encouraged by the achievements through the dedication of our employees, their passion and their service attitude they bring to the company. We all strive to deliver excellence each day to enhance the value we provide to our customers and our shareholders. As we move forward, I'm confident our shared values and commitments will endure and enable the company to maintain its leadership position within the oil service industry.
And now I'll turn the call over to Mark.
Thanks, John. Today, I will review our fiscal third quarter 2022. operating results provide guidance for the fourth quarter of a full fiscal year ‘22 guidance is appropriate. Look forward a bit to fiscal year 2023. And comment on our financial position. Let me start with highlights for the recently completed third quarter ended June 30 2022. The company generated quarterly revenues of $550 million versus $468 million in the previous quarter. As expected, the quarterly increase in revenue was due primarily to increase revenue per day in North America solutions segment. As we have continued to increase pricing for drilling activity.
Total direct operating costs incurred were $377 million for the third quarter versus $341 million for the previous quarter. The sequential increase is attributable in part to the higher average North American solutions segment to recap and compare it to the second quarter. General and Administrative expenses totaled approximately $45 million for the third quarter, lower than our previous quarter but still in line with our expectations. During the third quarter, we incurred losses of $17 million related to the fair market value of our add non drilling investment, which is reported as a part of gains and losses on investment securities in our consolidated statement of operations. Our fiscal year to date gains on the NOC investment are approximately $48 million.
To summarize this quarter's results, due in part to the execution of our strategies to align pricing with value delivered, as well as disciplined cost management we had our first positive net income quarter in 10 quarters. Agency earned a profit of $0.16 per diluted share versus incurring a loss of $0.05 in the previous quarter. Third quarter earnings per share were negatively impacted by net $0.11 per share of select items as highlighted in our press release, including the loss on investment securities that I just mentioned. Absent the select items adjusted diluted earnings per share was $0.27 in the third fiscal quarter versus an adjusted loss of $0.17.
During the second fiscal quarter, capital expenditures for the third quarter of fiscal ‘22 or $70 million sequentially ahead of last quarter is $60 million. This is lower than our expectations for the third quarter. But we are still comfortable with the annual range of $250 million to $270 million that was previously provided. H&P generated approximately $98 million in operating cash flow during the third quarter, which is up over $70 million on a sequential basis from the $23 million in the previous quarter. I'll have additional comments about our cash flows and working capital later in these remarks.
Starting to our free segments beginning with the North America solutions segment, we averaged 174 contracted flex rigs during the third quarter up from an average of 164 flex rigs in fiscal Q2. We exited the third fiscal quarter with 175 contracted rigs which was in line with our previous guidance. We added four rigs to our active rig count in the third quarter, including three walking flex rig, drilling rig conversions that were completed in fiscal Q3. Revenues were sequentially higher by $77 million due to pricing increases for our flex rigs in the spot market as John mentioned, and as we discussed on the second fiscal quarter call. Segment direct margin was $168 million and just above the top end of our April guidances coincidently higher than second quarter fiscal ‘20 to $114 million.
Overall effects from the North America solutions segment increase in a sequential basis due primarily to the increase in average rig count. In addition, reactivation costs of 6.5 million were incurred during Q3 compared to $14.2 million in the prior quarter. Roughly half of these reactivation costs were for the three walking rigs conversions added this quarter for the balance related to additional reactivation costs for rigs deployed at the end of the March quarter. Total segment per day expenses, excluding reconditioning costs and excluding reimbursable decreased to 15,490 per day in the third quarter from 50,030 per day in the second quarter.
Looking ahead to the fourth quarter of fiscal ‘22 for North American solutions, as of today's call, we have 176 flex rigs contracted, and we expect to continue at that level through the end of the fourth fiscal quarter of 2022. As we stated last quarter, and much like our competitors are doing and we intend to maintain, remain within our CapEx budget for the fiscal year which translates to holding the line on rig reactivations. Our current revenue backlog from our North America solutions fleet is roughly $629 million for rigs under term contract. Approximately 65% of the US active fleet is on a term contract. And we added approximately 10 rigs to our term roster early in the quarter which had previously been under negotiation for some time. Between now in calendar year in we have over 60 rigs rolling off of term contracts, which we expect to reprice in the current market.
The tight super spec rig supply dynamic is eating pricing momentum, and we expect the percentage of the US fleet on term to decrease to between 50% and 60%. During the next few quarters. As I mentioned last quarter significant inflationary pressures in calendar 2022, together with supply chain constraints are increasing consumable inventory costs. Such increases are included in our fourth guidance. Note that these costs for consumption and materials and supplies inventory did they make up less than 25% of the daily operating cost on a rig with a balance, primarily driven by labor.
In addition to the inflationary pressures on costs, constraints on supply chain capacity are increasing. In regard to supply chain access to parts and materials, we continue to utilize our proactive approach of detailed inventory planning, scale leverage, and healthy vendor partner relationships to alleviate supply chain challenges. In order to avoid a material impact or ongoing operations. We remain in close communication with our suppliers and have placed advanced orders for items in higher risk categories.
Approximately 70% to 75% of our daily costs are labor related. We implemented a wage rate increase in December 2021. Our turnover rates remain consistent with our historical turnover rates. To date, we have not experienced any loss of drilling time nor lost contracts due to crewing issues. We are monitoring and field labor rates as well as job required out of pocket expenditures. And as needed we'll respond to market conditions to assist in talent retention and attraction. As a reminder, our contracts are structured the past three labor related increases over a 5% threshold. We have commenced some early reactivation activities for rigs to deploy in fiscal year 2023 to minimize supply chain constraints where possible and are for planning.
Specifically, we are incurring costs already components of some of the rigs expected to be deployed in the first quarter of fiscal 2023. Reactivation costs will continue to increase to supply an inflation but also because the average idle super seconds is stacked for two plus years. Our expectation is that reactivation effects costs will approximate well approximately $1 million per rig moving forward. In the North America solution segment, we expect direct margins range between 185 million to 205 million inclusive of the effect of about 6 million in early reactivation costs for the fourth fiscal quarter.
Regarding our international solutions segment, international solutions business activity increased to nine active rigs at the end of the third fiscal quarter. As expected, we added two rigs in the Vaca Muerta region of Argentina this quarter in and of the second rig in Colombia. Also as expected, we incurred expenses associated with the rig startups that I just mentioned as well as investments made to establish our Middle East hub. As we look forward to the fourth quarter of fiscal ’22, for international, we expect to add two more rigs in the Vaca Muerta region of Argentina this quarter as well as a third rig in Colombia. These additions will bring our total active international rig count to 12 at the end of the fourth fiscal quarter if the projected startup timing is adhered to. We also expect to incur more expenses as we further develop our Middle East, inclusive of preparation to export a super spec flex rig that will be targeted at regional drilling opportunities.
Aside from any foreign exchange impacts, we expect to have between 4 million to 7 million direct margin contribution in the fourth quarter, due in part to sequentially higher average activity, reduce startup expenses and read rate increases. Turning to our Gulf of Mexico, offshore Gulf of Mexico segment, we still have four of our seven offshore platform rigs contracted and two of our three management contracts on customer owned rigs are still unfilled drilling rates. Offshore generated direct margin of about 8.7 million very the quarter which was toward the high end of our expectations. As we look toward the fourth quarter of fiscal ’22, for the offshore segment, we expected total offshore that we expect that offshore will generate between 9 million to 11 million of direct margin. A sequential increase resulting from contractual pricing increases on our active Gulf of Mexico platform rigs and management contracts as John mentioned earlier.
Now, let me look forward to the fourth fiscal quarter update full fiscal year ‘22 guidance as appropriate and look ahead to fiscal ‘23 planning. As mentioned, we still expect capital expenditures for the full fiscal year drains between $250 million to $270 million with remaining spend and approximately 85 million at the midpoint to be incurred in the last fiscal quarter. As a reminder, the timing of some spending has pushed in the second half of the fiscal year as key suppliers continue to rebuild capacity that was taken offline during COVID restrictions and the coinciding energy downturn.
Looking forward to our fiscal 2023, which begins October 1, while our budget process is still at an early stage, we have done some preliminary work to help frame up expectations going forward. With that said, you should think about our North America solutions segment CapEx three buckets, maintenance, reactivation and conversion. Our bucket of maintenance capex costs will likely push to the high end of our historical range of 750,000 to a million proactive rig due to inflationary costs increases. The rig specific reactivation CapEx budget and the emergence for 2023 as we get deeper into the idled stack of rigs. Here one-time capital expenditures will be incurred to overhaul componentry that we optimally utilize in the protracted downturn.
For example, to delay an overhaul expenditure we swapped out like equipment from idle rigs during the downturn that had more time remaining before an overhaul was required. This was done in an effort in an effort to save capital and defend their conservative balance sheet. Such discreet reactivation CapEx could range from $1 million to $4 million for each rig reactivation fiscal 2023 depending on the particular componentry involved. Over the next few months, we will refine our planning for next fiscal year with the intent of only reactivating rigs for pricing in terms and ensure return on the significant effects and CapEx investments required to bring the rigs back online. The final bucket one should consider is a conversion bucket which relates to the continuation of our walking reconversion program. Consistent with how we have been converting rigs to walking route capability depending on customer demand and projected returns, we will likely do so in fiscal 2023 at a pace of approximately one per month. Our expectations for general and administrative expenses for the full fiscal ‘22 year are still expected to be just over $180 million.
Items impacting your tax provision and income are at levels that result in the wide variability in the estimated effective tax rate, and therefore the effective tax rate for upcoming quarters may be volatile. With that being said the US statutory rate for fiscal year ‘21 is 21%. In addition, we are expecting incremental state and foreign income taxes in permanent both the tax differences to impact our provision. There is no change to the previously guided range of anticipated cash tax of 5 million to 20 million for this fiscal year. Now looking at our financial position, homework and pain had cash and short-term investments of approximately 333 million in June 30 2022 versus an equivalent 350 million in March 31 ‘22.
The expected sequential decrease was largely attributable to our investment in Galileo and the quarter for 33 million as mentioned during the previous quarter call. Including a revolving credit facility availability, liquidity was approximately 1.1 billion at June 30. Our debt to capital at quarter end was about 17%. And our net debt was 209 million approximately. We currently expect our trailing 12 months of gross leverage churn to reach our goal of less than two times outstanding debt by September 30 2022. Following our resumption as positive cash flow generation from operations in fiscal Q2, the growth of that generation in the third quarter stems primarily from a result of the good pricing work discussed earlier.
And also due to less reactivation expenditures as recounts remained relatively steady in North America solutions segment as planning on the working capital front. Our accounts receivable in March 31, the 330 million grew by 68 million to approximately 398 million to June 30. The preponderance of our AR today continues to be less than 60 days outstanding from billing date. Although absolutely Della receivables are up primarily for price increases in North America solutions. Several additional international rigs working and Gene pricing increases in the offshore segments.
During the third fiscal quarter, we had a couple of significant cash related transactions. First, as mentioned in last quarters call, we invested approximately 33 million in Galileo. Second, we build our legacy Schlumberger stock for approximately 22 million in pretax proceeds, we still expect to in the fiscal year with between 350 million and 400 million of cash and short-term investments on hand. Although we expect to be toward the bottom half of that range due in part to some working capital lockup from accounts receivables as I mentioned. As we expected, the growth in account early in the fiscal year provided a platform for cash generation in the second half of the year. To that point in the recently completed third quarter, we fully covered our maintenance CapEx with cash flow from operations as well as funded our regular dividend.
Further, our disciplined capital planning and operational execution excellence sets the stage for cash increasing going forward. Cash returns to shareholders remains a top priority with our existing dividend, and we have a desire to augment these returns in the future. Additional returns are not yet determined by our board of directors but could consist of an assessment of our long-standing regular dividend, a potential variable type dividend, and opportunistic share buybacks. As mentioned in the press release, their financial stewardship compels us to take a measured approach in balance our maintenance CapEx requirements, growth capital opportunities for both us reactivations and international expansion and potential additional shareholder returns. More to come on this for fiscal 2023, in the coming quarters call.
Note, this concludes our prepared comments for the third fiscal quarter. Let me now turn the call over to Ashley for questions.
[Operator Instructions] And we'll take our first question from Derek Podhaizer with Barclays. Please go ahead Your line is open.
Hey, good morning, guys. Just wanted to get more of a sense on how many rigs you could add to the market next year. I know your conversations with your customers. You mentioned in the skidding to walking conversion program in the breakdown of the CapEx about one per month call that 12. Just what else do you think you can add to the market just based on your conversations and based on the demand that they're all within keeping in your framework of generating the returns based on the amount of CapEx and OpEx needs to be to deploy to player. I just love a little more color on that.
Yes, Derek. I can supply you some sense of that, as Mark said, we're really not in a position other than to just mentioned the 12 walking conversions, assuming the demand and the margins returns are there. One way to think about it is what you expect the rig count to do and the super spec space. Next year and really, I would say starting in calendar Q4 of this year, because again, as I said earlier, that that's kind of been the buying season over the last two years. So if you think about if you make an assumption that 75 rigs to 100 rigs get added over, that 12 month period starting in Q4, if you look at our 25% market share, that would be a reasonable range to think about. But again, I think the main point I want to get across is we're not making decisions based on market share. We're making decisions based on the returns that we can generate from these rigs and just making certain that we're getting reasonable rates of returns over a long period of time. So Derek, that answer your question?
Yes, no, that's helpful. And then the -- you mentioned that 30,000 per day at or above that level 20% of your fleets on that. Based on the visibility you had and the rigs coming up on term in the contract turn, how can we double that to 40%? Explain that just cadence and how long it would take to get the whole fleet up to that 30 at 30 or above on our blog day rate?
Yes. And if it's not clear in, in prepared remarks, but that 20% was effective the end of our fiscal Q3, that's not where we are today, necessarily. So that's our Q3 fiscal Q3 number, we don't have we have pretty, pretty clear insight into that it does take, a couple of quarters to get there. And so, I don't think they've really said anything about what that timing would be. I think, reasonably speaking over, two or three, two or three quarter, probably process wise wouldn't would enable us to get to that, to that level of pricing, low, low 30 pricing.
I think that's exactly right, couple more quarters, because as you said, that was in June 30, number you gave in prepared remarks. And in here, we are not far beyond that. And we're already seeing meaningful accretion to that number a month later.
Got it. That's very helpful. Appreciate the color guys sort of back.
And we'll pick a next question from the Douglas Becker with Benchmark Research. Please go ahead. Your line is open.
Thanks. John, wanted to get your thoughts on a conceptual question. Investors historically have thought about gain rates reaching a soft ceiling, when it comes back to reactivation costs or upgrade costs? It seems like spot rates are getting above some of those levels. We've done a leading-edge basis, but just want to get your thoughts on, is that a still a relevant framework to think about pricing? Or have we moved into a different dynamic?
Yes, I think the historical pricing the context there. It's really different today for a lot of reasons. But, I think, when you consider the investments that we have in specifically in the super spec capacity fleet. I think most people want to compare today versus a 2014 time period, as an example. And as we said, in our previous call that was last time we had 50% gross margins, but we didn't have 230 super spec rigs in the fleet at that time. So it's a much, much different situation.
Yes, John, I would just add to that. Doug, that as I mentioned, in 2014, we didn't have a super spec rig. So going into ‘16 and beyond, we invested a lot of money in this the upgrading of the fleet resulting in the industry's largest supersonic fleet, and also resulting in a lot of benefits for our customers. Along the way, we add in a very oftentimes, what we would consider to be sub optimal returns on invested capital compared to what are working or what our weighted average cost of capital is. So as we were just trying to get back to numbers that makes sense financially, and this 50% margin is what will get us there, we're on the journey to get to that.
Separately, simultaneously, the rigs we built back then $20 million in fees, or even seven 20 million in 2014. Today, rough estimates say that somewhere between 30 million to 35 million. So a lot of capital still to be deployed to the idle assets that have been there two and a half, two years plus, which means that we get to the buying season at the end of this calendar year. At the beginning of calendar ’23, they've been sitting there two and a half years. So a lot of capital deployed for what we estimate to be nearly 150 super spec rigs in that two and a half year idle tenure by the time we get to the end of this calendar year. Have that else done.
Now that provides some good context, maybe more succinctly. It doesn't sound like you expect a meaningful increase in capacity if spot rates are 35,000 a day or higher because of the framework you've just laid out. Is that fair to say?
Then again, [indiscernible].
Sure, just trying to gauge it. rectification if we see $37,000 a day spa day rate? Do we see a big influx of capacity coming into the market?
Yes, I think the capacity that is that is out there, as we described, we're estimating around 130 super spec rigs. We know, there's other drillers that are looking at doing some upgrades to SER tech rigs. And in order to satisfy demand. Guy, I would be surprised personally to see all of those rigs reactivated in 2023 for a number of reasons that we've already talked about related to just the supply chain and the capability to be able to provide the equipment sets required to get those rigs back into working back to working condition, because we as an industry we've utilized equipment sets off of those rigs that have been idle now, as Mark said, rover will be for over two and a half years. And so I, personally, I don't think there's going to be a response we've had some people ask about new bills. And I just think that, based on what Mark just said in terms of a $30 million to $35 million price tag for a new rig. I don't think that's going to be the case, either.
Yes, take midpoint $32.5 million, if you're making $15 a day margin, that's a six-year payback. Or if you're making 20,000 a day margin, that's a four-and-a-half-year payback. And then with the customer base today, that has little appetite to contract up beyond their fiscal budget year. So yes, I think the supply chain thing, as John mentioned is actually a significant hurdle. For any, we're working with our scale and leverage with our suppliers to make sure that we can put rigs back to work and also keep the active fleet in good working condition. And that's an effort that's a lot different today than it was at any time over the last 10 years.
Great. And Doug, it really goes back to just to capital discipline, we've talked about that that's really the rallying cry within the industry. Our customers are demonstrating it. The service industry is displaying that and there's no reason to rush, even if the supply chain was there, there's no reason to rush to try to capture all this, any additional market share that you might be able to capture, one of the things that that we experienced in this last quarter, and you heard us talk about churn, we actually had 18 rigs that were given back to us for various reasons. Customers, going through their budget too fast, acreage position, the list goes on and on. 18 rigs that were, 18 points of demand, that historically speaking as an industry, we would have tried to satisfy that demand for reactivating something. And so, last quarter, we said, we're going to 175. And in Q3, we're going to finish the year at 176, we're within our capital budget, that wouldn't have been the case in previous cycles, we would have continued to try to capture additional share. So I think that's a really distinct difference in our industry, which I think is really healthy, it's healthy on the operator side and healthy on the overall services side as well.
Thank you very much.
Next question is from the line of Keith Mackey with RBC, please go ahead. Your line is open.
Hi, good morning, and thanks for taking my questions. Just wanted to maybe start out with the contracting nature. Are you seeing any increased appetite for longer term contracts from customers that are not necessarily associated with conversion or upgrade or those hot rigs or whatever you'd like to call them still on shorter term durations?
Keith, I would say it's a mix. We have customers that are that are interested in terming up rigs or a portion of their fleet, particularly larger customers that may have 10 rigs or 15 rigs running. I'm making this up 10 rigs or 15 rigs running. They don't necessarily want to turn up every rig but they may want to turn up summary. From our perspective, as Mark said, we've got 60 rigs approximately that are rolling off term. Next couple of scholars. And, we'll be looking at those very, very closely in terms of whether those remain in term or rollover into spot, I would say most of those rigs are going to probably go into more of a spot, spot type market. But I think it's really a mix that we see customers across the board, some that want to lock up on term, some that would prefer to play the spot market.
Got it? Thanks for that.
I would just add for us at this time, with the upward momentum and pricing and the supply demand dynamics of the sector, trying to get to the returns that we have been discussing. Putting more of our market into the upward mobility of the spot pricing makes sense.
Got it, that's helpful. Just curious if you can supply us a little bit more detail on the number of rigs you have that could be reactivated within that one to 4 million CapEx range. And maybe just your little more on your confidence in being able to get additional rigs to the market in early fiscal or calendar 2023 given the supply chain?
Well, we have from a reactivation standpoint, when we got into some of the supply chain work that we're doing in this fourth quarter to get ready for putting some rigs back to work. But it's too soon to know definitively how many will put into the market. As John mentioned, we're being very cognizant about capital discipline, one and two, we're not going to try to meet every demand point that comes our way because we know there will be the existence of churn in the market. In other words, rigs freeing up for whatever reason, whatever reason, it may be a contractor. I mean, an H&P running out of budget and the H&P running out of acreage. Many dynamics, we will meet every single demand for me to that makes sense. So we're still trying to balance. I don't know the last two years in the buying season at the end of the calendar year Q4 before the calendar Q1, 40 rigs and 44 rigs, these are the last two buying seasons for us to be at and we don't see that level of addition coming. You have to remember that in those two seasons, we were coming off from substantially low bottom through both the OPEC price change and the pandemic that began in March of 2020. So a substantial bottom to come back up from we're approaching numbers from March 1, 2020. Today from an activity level standpoint, so don't see the quantum of additions. So differently do not see the quantum of additions coming, that we had the last few buying seasons. So I don't know specifically what that'll be yet. We are working, though, to know what every single one of our approximately 54 remaining is in perspective takes. But not ready to comment on delineating the numbers for all for those.
Got it? No, that's helpful. Thanks very much. I'll turn it back.
And we'll take our next question from Andrew Herring with JP Morgan, please go ahead.
Thank you. Good morning. So I'm going to turn to the international outlook. So it sounds like in the near term, you're reactivating a few rigs or adding a few rigs in Argentina, and Colombia, and then transferring one into the Middle East. As many of you can comment on the outlook on some Middle East growth in activity. Do you think customers are looking for more demand before the end of calendar ‘22? And initial insights into what we might expect in 2023?
I'll start, John, if you want to chime in. I think little as we think about it, we're looking more over the next two to three years in our planning horizon. So if you think about we're always looking at a five year planning horizon, we consider the Middle East scale to be more mid cycle in that horizon. So we're preparing really our Middle East hub, which is to be able to if you just simply have an operating presence in the structure and the Gulf Coast countries so that we can respond to demand points that we see coming in at midcycle horizon. We are excited about several opportunities we have part and parcel to the brand presence that we that we've benefited from after the addenda I can bet in the last year. We're participating in many bid tenders in the region with NRCS and IOCs. alike. So it's a little too early to say if we might be successful in one of those tenders. And if we are, that sort of thing is say three rigs to six rigs per for bidding effort. So if we were fortunate enough to win to that might be 6 rigs to 12 rigs in the next couple of years is that the way to think about it. And in particular, the flex rigs that we have, are with our we've drilled more shale wells than anyone else has globally, frankly. And taking that expertise, especially in some of the burgeoning gas plays in the region, is a really good way to help the customer achieve their goals. So those are the sorts of things we're interested in. John, any, any other comments?
No, I think I think we've talked about unconventional opportunity for really, we've talked about it internationally for many years. We're starting to see evidence that we're hoping is going to come to fruition. So I would just add to that. And I think our fleet is really designed for unconventional work. The performance, reliability, and the technology solutions that we have all of those are really complementary to that opportunity set.
Great, thank you. That's very helpful. And as a follow up, then on the economics internationally, understanding it might be a little early to comment on the Middle East. But assuming these will be more creative contracts, you're talking about comparing the US to prior cycle. To what extent is that helpful in our modeling for internationally comparing to prior year margins you've been able to achieve on these risks? With a higher technology, can we see that exceed those levels, just any common you could, help us kind of gauge where we can see margins tend to be helpful?
Well, each one of these dinners, for example that were participating in the economics have to be to be right for us. Our own history over the last couple of years International is not a we're not looking to that as any sort of guidance because of the crazy volatility and actually a wind down to zero rigs working because of the pandemic. But as we move forward, these things have to be accretive and we look at the financial returns through time. We also look though, at the ability to build scale. So if we want an initial bid with three rigs, we will be looking beyond that singular bid as an as a potential new entry point for a new customer for H&P. And looking to see what the potential might be for that customer to scale that up. And, and really get better absorption rates like we do here in the US through our scale. So we're looking at a lot of different components. But I think, easy to say that it would have to be financially free.
Thanks. That’s all for me. I’ll turn in back.
Hi, we'll take our next question from Tom Carstairs with Stifel Research, please go ahead. Your line is open.
Good morning. I want to know when it comes to the remaining inventory of ITIL and redeploy able, super separating said, fleet of 54. There's been a lot of emphasis placed on what you're trying to achieve with regards to converting the psychology around pricing, hitting new levels for leading edge day rate and the associated gross margin. But on the terms and conditions side. Are you now expecting or do you think he might be able to get some minimal term or take or pay conditions may be an early termination provision, just wondering how good the remainder of the reactivation contracts might be that we could say?
Well, in the US, we will. As I mentioned earlier, we see a movement down from 65% to 40% to 50% to 60% range for term. And for everything we enter into in the US on in term, Tom, we do get that taker pay cancellation provision. Having said that, where we are today, financially is much different than where we were coming out of a couple of two or three of the more latest downturns. What I mean by that we have one death is due in 2031. We have a base dividend at 65 versus low lower than it was going into the pandemic. We have an substantial amount of cash on hand and look to a creep. So our capital structure requirements for such taker paper visions are less necessary than they might have been in prior cycles. But we still always like to have some defensiveness, which is why we're still going to remain within that 50% to 60% target range. But supply up some term to try to capitalize on the supply demand dynamic that is creating this push up in pricing and therefore margins for us. John, any other.
Yes, it's always about balance. There will be some of our walking conversions, or probably most of our walking conversions that that we will have a term contract commitment. But as I said earlier, Mark mentioned we're going to have 60 rigs rolling off of term contract over the next couple of quarters. And I would imagine most of those are going to roll into a spot market. So we will have some certainty on returns on a larger recommission are the conversions. But as Mark said we're positioned really well to be able to manage through that.
Got it helpful. Clarifications. And then I just wanted to get supply us an update on auto slide, that the percentage of your average active rig fleet for the quarter of 174 rigs, what percentage of that count, used auto slide at any point over the course of the quarter?
I think we're around 25%. I believe that I believe that's right. And, we continue to have had uptake, it's been really well received in terms of providing automated directional drilling capacity. And as the rig count grows, it's even more important because we're bringing a lot of directional drillers back into the space. And obviously, they don't have, they don't have the experience that that a lot of operators would like to have. But just being able to automate that process, directional drilling processes is a huge win. And then we were also able to tie that into a commercial performance-based model. That's really a win, win situation for each, H&P, and for our customer.
And would you say that the 25% that used auto side at some point. Does that 25% contain the entirety of the 20% of the fleet for the quarter that realize average revenue per day 30,000 or greater?
We don't have. That's a great question. I don't have that that data. I do know that there is a portion of that is included in that. But I don't have the data for if it's only 20%, or some subset of that.
Right. I assume the overlap would be high. It's not a perfect Eclipse. But okay, thanks for taking my questions.
Another question from John Daniel of Daniel Energy Partners, please go ahead.
Guys, thanks for including me. John, and Mark, I think most of us have talked ourselves into believing this is a multi-year upcycle. And assuming and hoping that's right. I'm just curious as you look at the pricing, we keep hearing about the low mid 30s in terms of leading edge. But the rig count, if we actually, as an industry add, call it 50 to 100 range over the next 12 months. Where does pricing go to?
Well, John, obviously there's pricing has moved very, very quickly. It needed to move very, very quickly. There was a huge disconnect and in the value proposition that we provide the investments that we have and the margin generation. And if you just look at previous cycles, obviously we since 2014, we have not been able to get back to that. So, right now we're seeing leading edge mid-30s. Our goal, as we've already said, is to get to the get to the low 30s. And that's really our focus right now on getting to 50% gross margin. It's really hard to say past that, that John, I mean, we all read the same materials after that And, there's a lot of people that are surmising where it's going. And obviously, we've got a pretty good glimpse into that. But right now, we're just we're just sticking to, to, to the goals that we've laid out there. And we'll see. We'll see where it lands.
At this point, have you had any shareholders that have advocated pushing activity over price?
No, we haven't been unanimous.
Yes, got it.
We, I think there's some that, haven't didn't completely follow from our last call that we said, hey, we're recounts, going to be at the most 176 rigs this fiscal year. And that was called a quarter ago. And, but again, we're really pleased because at the beginning of the year, we thought that same 250 million to 270 million was 160 rigs, we're able to get 176 out of it. So created some great efficiencies there. But, expect to continue to see that from us. And I think that's what shareholders want. That's what investors want. Very much like, what are our customers are doing.
I got two quick ones. And I'll wrap up if you said this, I apologize, but kind of you have a range of where you might exit calendar Q4 in terms of a contracted read count calendar Q4.
Now, as we said, we're working on reactivations, it's a little too far out to know the definitive demand points. And as we alluded to earlier, we will not meet every one of them.
So still too early, John,
Fair enough, that you would expect to be above 176, I presume? And calendar Q4.
We would be. And it's again I think going back to the question as John a minute ago, I think some folks who were maybe not heard the 176 for the September 30 goal in holding rigs tight, in CapEx tight which is helping the dynamics of supply demand and helping pricing. I think that was more on the analyst side. But when we speak to investors and long-term investors, there's not a single one of them that we've talked to you that with any sort of share, over margin. So we're going to be very cognizant of that theme, as we think about your last question and figuring out how many rigs to put in the market and in our first fiscal quarter, to get to a 1231.
Yes. Okay. Well, I'm glad your shareholders are thinking wisely. You've been very generous with your time. It's coming up on the end of the hour, and I'll turn it over for anyone else and follow up with David afterwards. Thanks. Thank you.
No further questions, at this time. I'll turn the call back over to John Lindsay for any closing remarks.
Thank you, Ashley. And thanks to all of you for joining us today. We know there are a lot of earnings calls going on today, and we really appreciate your time. I will tell you the H&P team, we've already said it we're laser focused on delivering value to customers and to shareholders. We aim to deliver value to customers through top tier performance, safety and reliability and to our shareholders, continued improvement in our margin growth and our return. So thank you again for your time and have a great day.
Thank you. This does conclude today's program. Thank you for your participation. You may disconnect your lines.
AUSTIN, Texas — It took Alex Jones less than two years to go from theorizing about government involvement in the Sandy Hook Elementary School massacre to denying that the shooting had taken place at all.
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