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International Business Machines (NYSE:IBM) reports its Q2 earnings soon.
Several years back, I looked into the quarterly patterns in IBM to find that Q2 is pretty much random. Now, with six more years of data - and with honing in specifically on holding over Q2 earnings - I've rerun the test to find different results. Put simply, from a statistical and seasonal perspective, buying IBM before its Q2 earnings report pays off:
Even though we are holding over earnings, the max drawdown is 17%, which is only one-third as large as the buy-and-hold max drawdown, implying that holding over Q2 earnings - volatile as it may be - is actually relatively safe. The Sharpe ratio of this strategy concurs: At 42% higher than the Sharpe for buy-and-hold, simply holding IBM over Q2 earnings is a superior strategy from a risk/reward standpoint. Most interesting, however, is that Q2 earnings movements account for 65% of the upward trajectory of the stock.
It is natural to ask why Q2 would be special here. Based on EPS patterns, IBM is a rather cyclical stock. FQ2 is when IBM returns to upward momentum in EPS, after a reliably seasonal drop in FQ1 EPS:
Q2's EPS performance is an important piece of novel information with implications for IBM's performance for the rest of the year. Notably, FQ2's actual EPS tends to beat estimates and produce a significant surprise (read: stock reaction) 63% of the time, which not only helps explain the alpha produced by holding IBM over Q2 but is also a phenomenon that is reliably tradable.
Moreover, the risk/reward of this trade greatly favors the bulls. We saw above that the max drawdown of holding over Q2 is acceptable in respect to the max drawdown of buy-and-hold, but the reward, too, is bullish. The earnings movements for Q2 tend to be 85% larger for upward movements than downward movements.
Just the risk/reward of winning $1.85 for every $1.00 risk is enough to justify a trade if the probability of win is 50%. But recall that the probability of win is 63%, making this trade what we call a "phoenix" play in Timing the Market. That is, both the probability and risk/reward are in our favor, and this is the main reason I'm recommending this play.
Of course, it's also good to know what's going on with the company before diving into an earnings trade. We don't want to get snagged by a one-off event, such as a sudden rise in expenses or a business restructuring.
As for IBM, perhaps the biggest happening is simply economic in nature. The economy is seemingly headed toward a recession, and Fed tightening is putting further pressure on corporate earnings. This isn't necessarily bad for IBM, though, as the company is more of a recurring-revenue business - this is not a growth stock, and we will likely see some extra capital inflow into the stock as a defensive holding.
Arvind Krishna, CEO of IBM, stated in the last quarter's earnings call that "demand for technology is going to sit at 4 points to 5 points above GDP. Even if GDP falls to flat or there's a quick recession or if it's a very slight recession, we see demand staying strong and continuing." So, it appears that IBM is at least someone recession-proof. As the saying goes (for potential clients), "Nobody gets fired for buying IBM."
From a valuation perspective, IBM is slightly undervalued relative to its peers by several metrics, supporting the bullish thesis. For instance, IBM's price-to-sales is about two-thirds that of the industry average:
And its price-to-earnings is slightly below average:
From an absolute valuation perspective, IBM has about 20% upside:
Overall, the data - including statistical, seasonal, macro, and valuation data - are highly supportive of a long position on IBM over Q2. Here is my trade idea:
The short calls are just to reduce the cost of the play; we reduce the cost by 14% by selling these short calls against the long call, at the detriment of capping our upside profit at $1500. However, we also get a positive theta from this, thereby profiting if IBM trends sideways due to the difference in time decay between the two options. Your max risk is merely the debit of the play, which is $535, at the time of writing.
Let me know if you have any questions.
IBM has referenced its relationship with Logicalis as evidence of the approach and commitment it is taking with partners.
Big Blue has evolved its business over the years, but it has been keen to stress that its commitment to the channel has remained unwavering, as well as its drive to deliver results, as seen with relationships like the one with Logicalis.
Andrew Wilcock, vice-president of ecosystems for UK and Ireland at IBM, said that the company has a defined offering and wants to support partners that would take its technology out to market.
“[IBM] has a strategy that’s very much focused around hybrid cloud and AI [artificial intelligence]. What we are doing is working with our partners, like Logicalis, in terms of how we enable them and how we help them to grow their respective businesses, using the underpinning of our technology to help them to differentiate themselves in the marketplace,” he said.
“We’ve got build, sell and service. Within build, we’re working with ISVs [independent software vendors] to embed our technology to enable them to be successful in terms of the marketplace.
“[As well as] Logicalis and other partners and distributors, you’ve also got [the service angle] within the ecosystem, working with the global systems integrators about how we embed our technology to enable them as they’re going through digital transformation journeys with their clients,” he said.
Working with the channel is as important as ever because of the need to ensure customers are given the results they were looking for from a solution, said Wilcock.
“One of the phrases coming down the line for a lot of this is ‘co-creation’,” he said, adding that the days of IBM dictating to partners is over. “It’s about, ‘How do you co-create?’”
Alex Louth, CEO of Logicalis UK and Ireland, said that the company’s relationship with IBM is about making sure customers are well served and supported.
“It’s important that we have a partnership with IBM. Together we can answer a lot more of the questions for the customer than on our own or IBM on its own and even beyond, even wider than that, as the ecosystem should go wider than that,” he said.
“It’s very important for us to consult with our customers to co-write, ‘What does good look like for you?’, and having this partnership in place allows us to spread much wider than we would have on our own,” he added.
Wilcock said that the Logicalis relationship is not unique and that IBM wants to work with more partners in a similar way as it continues to build its channel business.
“We want to work and invest in our partners and we want to recruit new partners. We’re seeing a number of new partners at an individual technology point come and talk to IBM in the past 12 months, given where IBM is in terms of its market-leading technology,” he said.
“The landscape from a partner perspective is definitely changing. Ecosystem is core to IBM strategy. For the past 12 to 24 months, the ecosystem has been very firmly a core part. How does IBM get to a partner-first approach in a lot of its partners? Working with the likes of Logicalis enables us to do that,” he added.
Louth described the channel as a “team sport”, and said customers are looking for solutions that are delivered from an ecosystem that could solve their problems.
“Many of our solutions have a number of different moving parts. That’s a huge opportunity for the partners to be that glue and be that important team member, that captain of that team, to make sure that the customer really gets a successful deployment and a successful answer to the business case,” he added.
Technology companies have a special place in the world of marketing. Users expect high-quality innovation news and easy-to-understand technical articles from them. And 78% of customers visit websites of IT companies for educational content that helps to solve issues in the IT environment. And all this work must somehow lead to sales. Without a well-built content strategy, technology companies risk being left behind the competition. Let’s consider the cases of four corporations that have become leaders in their niche thanks to thoughtful content marketing.
For over 50 years, the German corporation SAP, a leader in the development of enterprise application software, has been constantly improving its content marketing strategy.
Jung Suh, Vice President of Digital Marketing, noted that the company is constantly creating and improving content. The manager emphasized that with the right tools, this is not difficult to do. Marketers detect which content is not true, identify gaps, and find new opportunities. They also must measure the content performance to understand whether the resources are spent correctly.
The marketing department focuses on a continuous cycle strategy that includes three elements: demand orientation, content optimization, and measurement of results.
In 2011, Michael Brenner, a marketer, conducted a large-scale optimization of SAP’s marketing strategy according to this principle. Previously, the company posted only product information on its website so as to communicate with the audience. SAP CEO Bill McDermott asked the marketing department to refocus on customers. The manager came up with the idea of publishing inspiring stories about how SAP products helped customers reach business heights.
The company launched Digitalist, its first content marketing site with intensive research and storytelling. By the end of the year, the new strategy had produced an astonishing result. About 1,000 new clients brought in $750,000 in revenue. The digital magazine created by Michael Brenner contained customer stories and kept attracting clients and maintaining sales.
The American technology company IBM is rightfully considered the leader in content marketing for IT companies. The company maintains about 45 independent blogs for different audiences (target industries, businesses, developers) and publishes texts on various platforms. IBM has over 1.1 million Facebook followers, about 670,000 Twitter followers, and nearly 300,000 followers on its main YouTube channel. The company generates information, scientific, and advertising content:
A core part of an IT company’s content marketing program is a group of influencers. It includes business partners, IT analysts, independent bloggers, and writers with a unique view of a particular field. Indeed, influencers create content for the target audience and share information and their opinions about cloud computing, data security, or other technologies that correspond to the IBM portfolio of products and services. The company even launched the Watson Advertising Social Targeting with Influential program to find influencers who support the brand’s values.
At the OPA Content All-Stars conference, Ann Gould Rubin, Global Brand Marketing Executive at IBM, explained how the corporation builds its content marketing strategy: “We know IBM is a very complex and technical company. Yet, although what we sell is complicated, we try to talk about it in a very simple way.”
In 2008, the international network company Cisco made a discovery, stepping aside from the traditional content marketing. It released a new product (a router) and covered this news on Facebook, Twitter, and YouTube. The event was the best of the five grand launches of the company: thanks to this project, Cisco managed to cut costs by six times. Since that time, marketers have been actively using social networks to promote and launch products. Cisco’s Facebook audience has more than 1.7 million subscribers, over 730 thousand followers read the company’s tweets, and 299,000 people are interested in its YouTube channel.
But the most momentous decision was the refocusing of its marketing strategy on content when Cisco hired 200 content marketers in 2015. So, the company has invested a lot of money in the development of its website and refocused on the clients’ interests.
Neil Patel, former Technical Product Marketing Manager at Cisco, noted that content marketing alone won’t deliver organic traffic. When used strategically, it will provide the organic traffic one needs. Employees abandoned the principle of “first create content, then ask questions.” They began to combine creative content with marketing technologies so that users could receive personalized valuable information.
Another example of the uniqueness of Cisco content marketing is the SuperSmart cybersecurity superhero comic. Even though the company does not work with the most exciting industries and creates software solutions for the Internet, it has found a way to talk about its product temptingly. In an eight-page story, a superhero travels the world to stop Doctor Analog from ruining the nation’s digital programming. So, marketers replaced a boring blog article with something unique and interesting.
Certainly, this approach brings good results. The company’s revenue continues to grow: according to Statista, it reached $49.8 billion in 2021. Moreover, marketing costs are decreasing: in 2011, the company allocated $9.8 billion on it; in 2021, the spending amounted to $9.25 billion.
Although the European software development company Andersen has not yet become a technology giant, it is adopting the positive experience of industry leaders.
The team is actively developing the company’s blog, which explains the meaning of technologies relevant to business, publishes analytics, and the company’s expertise. Engineers share their experience and views on the development of software for logistics, healthcare, banking, and other industries. The company’s website has a catchy design because Andersen designers create unique images for the blog and vacancies.
IT experts maintain scientific blogs for Finextra and Forbes, which increases the credibility of the company in the eyes of customers. Andersen is actively developing Instagram, Facebook, and LinkedIn, where it publishes news, event announcements, and the company’s achievements. In 2017, the IT provider launched the Andersen People YouTube channel. It publishes interviews with scientists, science popularizers, and tech experts. The channel attracts people interested in science and technology. It covers syllabus such as Mars colonization, human evolution, DNA secrets, the darknet, and other global issues.
As you can see from the experience of technology leaders, content is the best sales tool. Julie Fleischer, a global marketing leader, notes that content marketing delivers a fourfold return on investment compared to traditional marketing spending. But not everyone manages to achieve such profitability. For content to work, it is necessary to generate ideas, experiment, and calculate the results of global changes.
For those who are interested in John and Jane's full background, please click the following link here for the last time I published their full story. The details below are updated for 2022.
I started helping John and Jane with their retirement accounts because I was infuriated by the fees their previous financial advisor was charging them. I do not charge John and Jane for anything that I do, and all I have asked of them is that they allow me to write about their portfolio anonymously in order to help spread knowledge and to make me a better investor in the process.
Generating a stable and growing dividend income is the primary focus of this portfolio, and capital appreciation is the least important characteristic. My primary goal was to provide John and Jane as much certainty in their retirement as I possibly can because this has been a constant point of stress over the last decade.
No stocks in Jane's Traditional or Roth IRA paid a decreased dividend during the month of June.
Three companies paid increased dividends/distributions or a special dividend during the month of June in the Traditional and Roth IRAs.
IBM continues to be the dividend stock that investors love to hate. For years the concern has been a slow but steady drop off in revenue which has resulted in pressure on corporate earnings and ultimately limited the ability to grow its dividend. The most exact increase is a perfect example of the problem that this has created with the average three-year dividend growth rate coming in at less than 2.5% while the 10-year average dividend growth rate comes in at 8.17%. This is a problem for a tech company like IBM which is why it currently yields a whopping 4.61% and explains why the share price has been stagnant for so long. The acquisition of Red Hat ("RHT") appears to have given IBM a new sense of relevance in the hybrid cloud platform. Another positive is that the company has been able to deleverage since the acquisition of RHT with debt levels closing in on the same level prior to the RHT acquisition.
We have sold shares of IBM at $140/share and higher over the last year but view stock as a buy under $130/share (I prefer under $125/share). With the current position carrying an average cost basis of $122/share, we do not plan on selling any shares in the near future.
The dividend was increased from $1.64/share per quarter to $1.65/share per quarter. This represents an increase of .6% and a new full-year payout of $6.60/share compared with the previous $6.56/share. This results in a current yield of 4.61%% based on the current share price of $139.18.
It’s not every day that a company raises its dividend and offers a massive special dividend payout at the same time. The awesome announcement was accompanied by the following statement:
"LyondellBasell established new records for cash generation in 2021 and we have a strong outlook for our company. Capital returns have always been an important component of LyondellBasell's value proposition for shareholders. 2022 will mark our 12th consecutive year of regular dividend growth. The combination of today's special and quarterly dividends returns $2.1 billion to shareholders. As the incoming CEO, I would like to make it very clear that I support the continuation of our balanced and disciplined capital allocation strategy with both dividends and share repurchases playing a central role."
We sold shares prior to the dividend announcement as the stock pushed its 52-week-high. The 25 shares we sold were at $108.35/share and were used to reduce the exposure the position had to high-cost shares that had been purchased at around $115/share. We have since added 20 shares back at a major discount and plan to add more. Analyst downgrades have been common in the news but I see a Strong Buy under $90/share and enjoy locking in the 5%+ yield in the meantime.
The dividend was increased from $1.13/share per quarter to $1.19/share per quarter. This represents an increase of 5.3% and a new full-year payout of $4.76/share compared with the previous $4.52/share. This results in a current yield of 5.29% based on the current share price of $85.93.
LYB paid a special dividend of $5.20/share which was paid on June 13th, 2022.
Q2-2022 earnings will be coming out in less than a month and I expect it will demonstrate many of the strengths that made Q1-2022 push record levels in multiple metrics. Q1-2022 recorded interest income of $59.4 million compared to $43.5 million in Q1-2021 and we expect this number to continue improving due to the fact that most of MAIN’s portfolio is variable rate and therefore increases its income when the Federal Reserve raises rates. Another important indicator is the net asset value per share of $25.89/share and is up from $25.59/share in the previous quarter. MAIN’s management is top-notch and has always been consistently shareholder friendly and focused on long-term results.
Although the NAV continues to climb, shares are not cheap by any means. The exact pullback into the $34/share range represented a buying opportunity and we nibbled a little too early when it dropped below $40/share. We a hesitant to add too much more exposure to MAIN so we will be looking for a price under $35/share. For those who prefer to follow the dividend yield metric I would say a yield close to 7% would be the best/most opportunistic entry point. Other than COVID, this does not happen often so buyers need to be prepared to act when the opportunity arises.
MAIN paid a special dividend of $.075/share which was paid on June 30th, 2022.
There are currently 39 different positions in Jane's Traditional IRA and 23 different positions in Jane's Roth IRA. While this may seem like a lot, it is important to remember that many of these stocks cross over in both accounts and are also held in the Taxable Portfolio.
Below is a list of the trades that took place in the Traditional IRA during the month of June.
Below is a list of the trades that took place in the Roth IRA during the month of June.
This awesome monthly dividend payer has a current share price that is too high for us to consider adding more. I really like Agree Realty's (ADC) portfolio but again its share price is too high to justify adding common shares at this point in time. Funny enough, the reason that I found out about the company’s preferred shares was due to comments that was left on a previous portfolio update for John’s retirement accounts. At a PAR price of $25, ADC.PRA trades at a yield of 4.25% which isn’t compelling in the current rate environment at the time of purchase shares, we were able to buy all portions of the position for less than $18/share or a yield close to 6%. Additionally, if the shares are held to term and they are called for the PAR price of $25 this will result in a gain of seven dollars/share or a total of $700 in capital gains. We plan to continue adding to this position as long as shares remain attractive.
Alexandria Realty (ARE) is another new position in Jane’s Traditional IRA that was entered into at $136/share and is off its high of $225/share in January 2022. ARE’s 10-year average P/AFFO is approximately 25.5X and currently trades at a P/AFFO of 23.2X. The last time ARE treated at a discount to its average P/AFFO was during COVID and then for only a brief period of time at the end of 2018/early 2019. For those looking for a compelling article reviewing ARE’s situation I would recommend memorizing Dane Bowler’s article Alexandria Is Life Science Growth At An Office Discount.
We originally held on to Kyndryl Holdings (KD) after it was spun off from IBM. Simply put, the stock has performed terribly and with a whopping total of 18 shares we felt it was time to say goodbye to this company. KD does not provide any dividends and with its speculative growth potential it doesn’t have a place in Jane’s portfolio over the long-term.
LXP.PC typically trades above its PAR value of $50/share. Whenever the stock drops to (or in some cases below) $50/share I try to purchase some because it is a solid income investment with a 6.5% yield. These shares are what we refer to as non-callable preferred shares which provide all the benefits of preferred stock with no set redemption date. The price of these shares have been steady even when LXP’s business model was in question (the company has made a significant transition over the last five years and now focuses on industrial real estate).
If anyone has questions about the other traits that took place in either of the Traditional IRA or Roth IRA feel free to ask in the comment section and I will be happy to discuss those trades.
Income for the month of June was up significantly year-over-year for Jane's Traditional IRA and up considerably for the Roth IRA. The average monthly income for the Traditional IRA in 2022 is expected to be up about 11.3% based on current estimates (this is up from 5.3% in May due to LYB's special dividend) and the Roth IRA is looking to grow by 5.3%. This means the Traditional IRA would generate an average monthly income of $1,543.26/month and the Roth IRA would generate an average income of $623.97/month. This compares with 2021 figures that were $1,386.13/month and $592.61/month, respectively.
SNLH = Stocks No Longer Held - Dividends in this row represent the dividends collected on stocks that are no longer held in that portfolio. We still count the dividend income that comes from stocks no longer held in the portfolio even though it is non-recurring.
All images below come from Consistent Dividend Investor, LLC. (Abbreviated to CDI).
Here is a graphical illustration of the dividends received on a monthly basis for the Traditional and Roth IRAs.
The table below represents the actual full-year results for 2022 and the prior year.
Below is an expanded table that shows the full dividend history since inception for both the Traditional IRA and Roth IRA.
I have included line graphs that better represent the trends associated with Jane's monthly dividend income generated by her retirement accounts. The images below represent the Traditional IRA and Roth IRA, respectively.
Here is a table to show how the account balances stack up year over year (I previously used a graph but believe the table is more informative).
It is worth noting that with John and Jane Retired, there will be no additional contributions to these accounts. In fact, they have already begun to take regular distributions from the Taxable Account and John's Traditional IRA.
The next images are the tables that indicate how much cash Jane had in her Traditional and Roth IRA Accounts at the end of the month as indicated on their Charles Schwab statements.
The next image provides a history of the unrealized gain/loss at the end of each month in the Traditional and Roth IRAs going back to the beginning in January of 2018.
I like to show readers the actual unrealized gain/loss associated with each position in the portfolio because it is important to consider that in order to become a proper dividend investor, it is necessary to learn how to live with volatility. The market value and cost basis below are accurate at the market close on July 13th.
Here is the unrealized gain/loss associated with Jane's Traditional and Roth IRAs.
The last two graphs show how dividend income has increased, stayed the same, or decreased in each respective month on an annualized basis. I believe that the graph will continue to become more valuable as more years of data become available (with the fifth year of data being added, we can really see the trajectory of the income change for each month).
June was a rough month for account balances but the special dividends and increases were more than enough to compensate for this temporary drop in account value. In addition to this, readers can see a significant amount of trades which has allowed us to rotate capital from certain sectors and reduce exposure to certain positions while building positions in other positions that we consider to be undervalued.
I have provided the link to the June 2022 Taxable Account below.
The Retirees' Dividend Portfolio: John And Jane's June Taxable Account Update
In Jane's Traditional and Roth IRAs, she is currently long the following mentioned in this article: AbbVie (NYSE:ABBV), Agree Realty (NYSE:ADC), Agree Realty Preferred Series A (ADC.PRA), Archer-Daniels-Midland (NYSE:ADM), Broadcom (NASDAQ:AVGO), Avient (NYSE:AVNT), Broadcom Preferred Series A (NASDAQ:AVGOP), Boeing (NYSE:BA), Bank of America (NYSE:BAC), Black Hills Corp. (NYSE:BKH), BlackRock Health Sciences Trust (NYSE:BME), Bank of Montreal (NYSE:BMO), Bank of Nova Scotia (NYSE:BNS), BP (NYSE:BP), British American Tobacco (NYSE:BTI), Canadian Imperial Bank of Commerce (NYSE:CM), Cummins (NYSE:CMI), Concentrix (NASDAQ:CNXC), Digital Realty (NYSE:DLR), Eaton Vance Floating-Rate Advantage Fund A (MUTF:EAFAX), Enbridge (NYSE:ENB), EPR Properties Preferred Series E (NYSE:EPR.PE), Eaton Corporation (NYSE:ETN), Emera Inc. (OTCPK:EMRAF), East West Bancorp (NASDAQ:EWBC), General Mills (NYSE:GIS), GasLog Partners Preferred C (NYSE:GLOP.PC), Honeywell (NASDAQ:HON), International Business Machines (NYSE:IBM), Iron Mountain (NYSE:IRM), Lexington Realty Preferred Series C (NYSE:LXP.PC), Lumen Technologies (NYSE:LUMN), LyondellBasell (NYSE:LYB), Main Street Capital (NYSE:MAIN), McGrath RentCorp (NASDAQ:MGRC), 3M (NYSE:MMM), Altria (NYSE:MO), Annaly Capital Preferred Series G (NYSE:NLY.PG), NextEra Energy (NYSE:NEE), NetApp (NASDAQ:NTAP), Realty Income (NYSE:O), OGE Energy Corp. (NYSE:OGE), Oxford Lane Capital Corp. 6.75% Cum Red Pdf Shares Series 2024 (NASDAQ:OXLCM), Philip Morris (NYSE:PM), PPG Industries (NYSE:PPG), PIMCO Corporate & Income Opportunity Fund (PTY), Cohen & Steers REIT & Preferred Income Fund (NYSE:RNP), Royal Bank of Canada (NYSE:RY), TD SYNNEX Corp. (NYSE:SNX), STORE Capital (NYSE:STOR), Toronto-Dominion Bank (NYSE:TD), Unilever (NYSE:UL), UMH Properties (UMH), Verizon (NYSE:VZ), Williams Companies (NYSE:WMB), W. P. Carey (NYSE:WPC).
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This report studies the Mobile Cancer Screening Devices Market with many aspects of the industry like the market size, market status, market trends and forecast, the report also provides brief information of the competitors and the specific growth opportunities with key market drivers. Find the complete Mobile Cancer Screening Devices analysis segmented by companies, region, type and applications in the report.
New vendors in the market are facing tough competition from established international vendors as they struggle with technological innovations, reliability and quality issues. The report will answer questions about the current market developments and the scope of competition, opportunity cost and more.
Some of the key players’ Analysis in Global Mobile Cancer Screening Devices @ IBM,Strategy,Qualcomm,Microsoft,Ericsson,Nokia
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It is our aim to provide our readers with report for Global Mobile Cancer Screening Devices, which examines the industry during the period 2022 – 2028. One goal is to present deeper insight into this line of business in this document. The first part of the report focuses on providing the industry definition for the product or service under focus in the Global Mobile Cancer Screening Devices report. Next, the document will study the factors responsible for hindering and enhancing growth in the industry. After covering various areas of interest in the industry, the report aims to provide how the Global Mobile Cancer Screening Devices will grow during the forecast period.
One of the crucial parts of this report comprises Global Mobile Cancer Screening Devices industry key vendor’s discussion about the brand’s summary, profiles, market revenue, and financial analysis. The report will help market players build future business strategies and discover worldwide competition. A detailed segmentation analysis of the market is done on producers, regions, type and applications in the report.
On the basis of geographically, the market report covers data points for multiple geographies such as United States, Europe, China, Japan, Southeast Asia, India, and Central& South America
Analysis of the market:
Other important factors studied in this report include demand and supply dynamics, industry processes, import & export scenario, R&D development activities, and cost structures. Besides, consumption demand and supply figures, cost of production, gross profit margins, and selling price of products are also estimated in this report.
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The conclusion part of their report focuses on the existing competitive analysis of the market. We have added some useful insights for both industries and clients. All leading manufacturers included in this report take care of expanding operations in regions. Here, we express our acknowledgment for the support and assistance from the High-speed and Intercity Trains industry experts and publicizing engineers as well as the examination group’s survey and conventions. Market rate, volume, income, demand and supply data are also examined.
To inquire about the Global Mobile Cancer Screening Devices report, click here: https://www.reportsandmarkets.com/sample-request/global-mobile-cancer-screening-devices-market-4438127?utm_source=dj&utm_medium=6
Table of contents:
Mobile Cancer Screening Devices Global Market Research Report 2021
1 Market Overview
2 Manufacturers Profiles
3 Global Mobile Cancer Screening Devices Sales, Revenue, Market Share and Competition by Manufacturer
4 Global Mobile Cancer Screening Devices Analysis by Regions
5 North America Mobile Cancer Screening Devices by Country
6 Europe Mobile Cancer Screening Devices by Country
7 Asia-Pacific Mobile Cancer Screening Devices by Country
8 South America Mobile Cancer Screening Devices by Country
9 Middle East and Africa Mobile Cancer Screening Devices by Countries
10 Global Mobile Cancer Screening Devices Segment by Type
11 Global Mobile Cancer Screening Devices Segment by Application
12Mobile Cancer Screening Devices Forecast (2021-2027)
13 Sales Channel, Distributors, Traders and Dealers
14 Research Findings and Conclusion
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Dublin, July 18, 2022 (GLOBE NEWSWIRE) -- The "Industrial Internet of Things Market - Global Industry Analysis, Size, Share, Growth, Trends, and Forecast, 2021-2031" report has been added to ResearchAndMarkets.com's offering.
The study presents detailed information about the important growth factors, restraints, and key trends that are creating the landscape for the future growth of the Industrial Internet of Things (IIoT) market, to identify the opportunistic avenues of the business potential for stakeholders.
The report also provides insightful information about how the Industrial Internet of Things (IIoT) market is expected to progress during the forecast period 2021-2031.
The report offers intricate dynamics about the different aspects of the IIoT market that aids companies operating in the market in making strategic development decisions. This study elaborates on the significant changes that are highly anticipated to configure the growth of the IIoT market during the forecast period. It also includes a key indicator assessment to highlight the growth prospects of the IIoT market, and estimate statistics related to the market progress in terms of value (US$ Bn).
The study provides detailed segmentation of the IIoT market, along with country analysis, key information, and a competitive outlook. The report mentions the company profiles of key players that are currently dominating the IIoT market, wherein various developments, expansion, and winning strategies practiced and executed by leading players have been presented in detail.
Key Questions Answered:
Which regions will continue to remain the most profitable regional markets for Industrial Internet of Things (IIoT) market players?
Which factors will induce a change in demand for Industrial Internet of Things (IIoT) during the assessment period?
How will changing trends impact the Industrial Internet of Things (IIoT) market?
How will COVID-19 impact the Industrial Internet of Things (IIoT) market?
How can market players capture low-hanging opportunities in the Industrial Internet of Things (IIoT) market in developed regions?
Which companies are leading the Industrial Internet of Things (IIoT) market?
What are the winning strategies of stakeholders in the Industrial Internet of Things (IIoT) market to upscale their position in this landscape?
What will be the Y-o-Y growth of the Industrial Internet of Things (IIoT) market between 2021 and 2031
What are the winning imperatives of market frontrunners in the Industrial Internet of Things (IIoT) market?
Key syllabus Covered:
1.1. Market Introduction
1.2. Market Segmentation
1.3. Key Research Objectives
2. Assumptions and Research Methodology
2.1. Research Methodology
2.2. Key Assumptions for Data Modelling
3. Executive Summary: Global Industrial Internet of Things (IIoT) Market
4. Market Overview
4.1. Market Definition
4.2. Technology/ Product Roadmap
4.3. Market Factor Analysis
4.4. COVID-19 Impact Analysis
4.5. Market Opportunity Assessment - by Region (North America/ Europe/ Asia Pacific/ Middle East & Africa/ South America)
5. Global Industrial Internet of Things (IIoT) Market Analysis and Forecast
5.1. Market Revenue Analysis (US$ Bn), 2016-2031
5.2. Pricing Model Analysis/ Price Trend Analysis
6. Global Industrial Internet of Things (IIoT) Market Analysis, by Component
6.1. Overview and Definitions
6.2. Key Segment Analysis
6.3. Industrial Internet of Things (IIoT) Market Size (US$ Bn) Forecast, by Component, 2018 - 2031
7. Global Industrial Internet of Things (IIoT) Market Analysis, by Industry
7.1. Overview and Definitions
7.2. Key Segment Analysis
7.3. Industrial Internet of Things (IIoT) Market Size (US$ Bn) Forecast, by Industry, 2018 - 2031
8. Global Industrial Internet of Things (IIoT) Market Analysis and Forecasts, by Region
8.1. Key Findings
8.2. Market Size (US$ Bn) Forecast by Region, 2018-2031
9. North America Industrial Internet of Things (IIoT) Market Analysis and Forecast
10. Europe Industrial Internet of Things (IIoT) Market Analysis and Forecast
11. Asia Pacific Industrial Internet of Things (IIoT) Market Analysis and Forecast
12. Middle East & Africa Industrial Internet of Things (IIoT) Market Analysis and Forecast
13. South America Industrial Internet of Things (IIoT) Market Analysis and Forecast
14. Competition Landscape
14.1. Market Competition Matrix, by Leading Players
14.2. Market Revenue Share Analysis (%), by Leading Players (2020)
14.3. Competitive Scenario
15. Company Profiles
Schneider Electric SE
General Electric Company
Robert Bosch GmbH
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Attending SXSW in Austin, Texas, this spring felt like it lit up a light bulb inside me. It illuminated the potential answer to a question that I, and most other hospital leaders, have struggled with for decades: How can the American healthcare industry do better at providing high-quality, more accessible care while keeping costs down for the consumer, the payer and the provider?
The answer, I have realized, may well lie in internal design.
At SXSW, experts across various industries, most notably Katrina Alcorn, general manager of design at IBM, and Sandy Fershee, now a design and innovation executive at Tonal and formerly a design leader at Ford, discussed how implementing internal design teams dedicated to bridging the creative (or in our industry’s case, strategy) side of the business with the operational side has allowed them to pivot in a post-pandemic era, drive innovation and technological advances, and achieve organizational objectives.
In that “aha” moment, I envisioned a similar path forward through the creation of an internal design team at the organization I lead, Tampa General Hospital. Simply stated, the core mission of a dedicated internal design team is to look five to 10 years down the road and try to forecast what consumers will want and need, how we will enhance healthcare and make it more affordable, and develop a route for getting there.
While a focused design approach isn’t new to the technology or automotive sectors—or many other industries—it isn’t widely embraced in healthcare. It should be.
Until recently, Tampa General, like most other healthcare organizations, operated in two broad silos. Our strategy side—functions such as marketing, business development, community relations and analytics—focused on driving consumers to our health system and meeting community needs. Our operations side—acute-care inpatient and outpatient services, emergency care and physician services—focused on care delivery.
But what about designing for the future? Historically, internal design has not been handled by a dedicated team. Instead, it has been managed through one-off projects assigned to collaborative working groups of strategy and operations team members. Team members would be selected, based on their specific expertise or skill sets in relation to the task at hand, to tackle one of these “special projects” while continuing to execute their other roles and responsibilities.
Then came my light-bulb experience at SXSW. After the conference, I went back to Tampa General inspired by what I had learned and launched an internal design team focused on building our future and serving as a constant bridge between our strategy and operations systemwide.
“While a focused design approach isn’t new to the technology
or automotive sectors—or many other industries—
it isn’t widely embraced in healthcare. It should be.”
In our revised organizational structure, internal design sits directly at the center, encompassing areas such as care coordination planning, our growing hospital-at-home program and our new ambulatory-care models. These are areas that were once under either the operations or strategy side but will now have a direct focus. The internal design team supporting these areas includes leadership staff, industrial engineers, project managers, data analysts and innovation specialists.
Drawing on expertise from both the strategy and operations areas, the internal design team focuses on the big questions that will determine our future: How will we provide patients with the same level of customer experience they encounter at a Starbucks or with Amazon? What innovations, technology and partnerships must we lean into now to Excellerate care delivery tomorrow?
As Tampa General has embraced internal design for the future, I’ve gained some insights worth sharing:
The macro-environment that all healthcare leaders face today can feel overpowering: staggering fatigue and burnout among clinicians, a dramatic rise in temporary staff costs due to nursing and other health professional shortages, supply chain issues and inflation, all fueled by the COVID-19 pandemic and heightened consumer expectations. I believe we’re at an inflection point, where internal design can help my organization—and, if adopted more broadly, our industry—navigate these rough seas and chart a course for a better future.
The MarketWatch News Department was not involved in the creation of this content.
Jun 24, 2022 (Market Insight Reports) -- The latest Strategic Sourcing Application Market Analysis is designed to help clients Excellerate their market position, and in line with this, this report provides a detailed analysis of several leading Strategic Sourcing Application market Key Players including Oracle, IBM, Determine, SAP, Zycus, and Others. Also, the Strategic Sourcing Application market analysis report includes information on upcoming trends and challenges that will influence market growth. This is to help companies strategize and leverage all forthcoming growth opportunities.
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RALEIGH – Matt Hicks bleeds Red Hat. Having risen through the company ranks since joining the Raleigh-based company as a programmer in 2006, he has seen the open source company grow, become part of IBM, and establish itself as a global leader for Wall Street financial management and – now – cloud computing. But in taken over as CEO in a move announced Tuesday he told Hatters now is not the time to be complacent.
Here’s what he said in an emial to employees just before his taking over as CEO in place of Paul Cormeir was formally announced:
When I joined Red Hat in 2006 as a developer on the IT team working on porting Perl applications to Java, I never imagined that my career would lead me to this moment. If I had followed my initial path, not raised my hand for certain projects, or shied away from contributing ideas and asking questions, I might not be here. That is what I love about Red Hat and it’s something that differentiates us from other companies: nothing is predetermined; we’re only limited by our passion and drive to contribute and make an impact. That’s true not just for us as individuals but also for us as a company.
Our legacy of success, however, can trick us into believing it’s a given for Red Hat. I’ve learned a lot from Paul Cormier over the years, but the thing that I try to bring in every day is that we will have to fight for Red Hat to succeed—it won’t be given to us. That was true the day Red Hat was founded, it is true today, and it will be true far into the future.
I’ve worked with Paul for over a decade and have never seen him complacent. I’ve never seen him quit. He gives Red Hat his all every single day. That drive has always motivated me to look forward to what is possible for Red Hat. And if there’s one thing I can certain in Paul’s role as Chairman, it’s that he will continue to push us towards success. And we must always be ready to earn it.
I’m honored, proud and thankful as I step into this role, to both serve you and help take Red Hat to even greater places. There’s a significant opportunity ahead of us and I’m eager to help us seize it. As I’ve prepared to step into the CEO role, I’ve spent a lot of time reflecting on what makes Red Hat unique. There are three values that I want to see us embrace, or in some cases recommit to, as Red Hatters.
We are here because we believe that Red Hat can solve many of the biggest challenges in our industry and our world with open source. We are here because we believe Red Hat can enable our customers to innovate and solve challenges for their customers with open source. We can only say open unlocks the world’s potential if we have passion behind that statement. And we do.
Open source development has always resulted in better innovation faster because it brings together people with diverse experiences to work together to solve a common challenge and spark new ideas. This is Red Hat.
To live up to that statement means bringing our all to the table every day and never being complacent. We must constantly push one another, always remembering that we are on the same team. We must seek out and actively include new and differing perspectives. Ask questions, share ideas, debate approaches, and challenge assumptions as we work to solve problems and find better solutions together. This is how ideas are strengthened.
Respect goes hand-in-hand with passion and constructively challenging each other. If you are as passionate about understanding someone else’s contributions as you are about your own ideas, finding mutual respect will be easy.
Red Hat is a global company with 20,000+ associates, all with something to contribute and a unique perspective, unified on the same team by a shared mission. Approach every interaction with a curiosity for understanding one another. Listen to and respect one another, even if you disagree. Be open to learning something new or gaining a different perspective, whether on a piece of technology or an experience. Be open to the barriers others might see in the way of your idea. Learn from them. When necessary, be open to changing your mind.
I’ve learned infinitely more from being challenged and proven wrong than when I’ve been correct. Pride can make these moments hard to accept, but we must be open to them—we can’t be blinded by passion. When we can step outside of our typical mindsets, new ideas can be born.
As Red Hatters, we are called to debate ideas, not people. We will productively debate the ideas that will enable us to make progress, innovate, and deliver breakthrough solutions. We don’t have to agree on everything; truthfully, if we’re bringing that passion I talked about, we shouldn’t. The open part of Red Hat’s culture has never meant we work as a democracy, or even that we’ll get consensus. As a company, we must make swift decisions that enable us to seize the opportunity in front of us. Sometimes, this means you will voice your ideas or thoughts and then disagree and commit once a decision has been made.
No matter the course or depth of your passion, we must always bring a level of respect that can put us all on equal footing.
Being on equal footing is what sets Red Hat apart: every one of you has the power to influence the company. Every single one. Even coming in as an intern, you can make an impact. I genuinely believe this.
At Red Hat, you can influence the company and make an impact by contributing and participating. Your title has no bearing on how impactful you can be. We need your ideas, skills and expertise. You are all here for a reason and bring something unique to Red Hat no matter where you sit. But you have to share it. Everyone here should feel that you not only can but that we need you to jump in, share ideas, volunteer for projects, and push yourself. Embrace your role and excel at it, but never be limited by it.
When you contribute, we want it to count. You must have the accountability to direct your contributions. You have to understand our strategy and make contributions that progress it, not work against it or one another. How you contribute matters.
Contributing doesn’t mean your ideas will always succeed. I want to see us try new things. I also want us to make mistakes and even fail at times—that’s important because it means we are being bold and stepping outside our comfort zones. The key is that we always learn and quickly adjust so we do not make the same mistake again, and so we can make faster progress in areas that are working. Don’t get trapped in the cycle of trying to make something work when it’s not delivering results.
If you are going to contribute, you must follow through. One of the things that I believe has helped me throughout my career is that I am not afraid to dig in and do whatever task helps move the team forward. In my teens, I worked in a bagel bakery. I had a boss named Alan, who regularly reminded us that “we all empty the trash around here.” No job was beneath anyone—we all pitched in to do the work. No matter what title you hold at Red Hat, you should always be willing to jump in and do the heavy lifting. Red Hat became Red Hat by being scrappy, and we must keep that mentality because we will all empty the trash around here (thanks Alan).
We also must stay curious. Stay curious about the world around us, stay hungry for the next challenge and keep an eye out for potential, perhaps in unlikely places. In open source communities, there is a straightforward system to find out who are the most impactful contributors; often, it’s not always the most vocal person or the people you would expect.
Time and time again, I’m inspired by the incredible potential in people. I’ve seen us hire associates with no experience in open source who have become some of the world’s most impactful open source engineers. Taking the chance, whether on a person or a new project, will be critical as we scale. When we hire, look for culture add, not culture fit. Find that passion, encourage contributions, and make this a place where everyone is welcome and can thrive.
Embracing these values will provide us the team dynamic we need to win. But our playbook will need some refinement as well. With all the opportunities in the market, it would be easy to start doing more and more things to try and capture it.
Instead, I believe we are at the perfect time in our journey to simplify. There is power in simplicity and focus. Our strategy is to deliver open hybrid cloud. To do that, we must deliver the platforms that enable customer success from on-premises environments to cloud services and at the edge. We will refine our playbook to the simplest possible set of things to deliver in these areas, and with that simplicity, I believe we can become best-in-class in everything we do.
In this simplification, I also want us to reinvigorate the core of Red Hat’s value–what we provide to customers that others can’t. We make customers successful with open source software.
Sometimes we stop after the word successful, but the “with open source software” piece is what’s most important. There’s a lot of open source software out there, and yes, the marketplace is more crowded than it was at the beginning. But that’s because we’re accomplishing what we set out to do: show the power of open source to change the world.
Open source is now solidly the innovation driver for the software industry and Red Hat is the leader in enterprise open source, period. No one does it better than us. We will continue to earn that respected position and push ourselves to deliver the open source innovation that makes customers successful.
I’m here to do the work with you. Let’s roll up our sleeves together, embrace these values and earn the opportunity ahead of us.