#Nontraditional Revenue Streams

[garvescope]

The Global Revenue Stream Filmmakers Always Forget

You finished your film. You hit the festival circuit. You pitched to streamers. Maybe you got an AVOD deal. Maybe you’re grinding through self-distribution. But there’s a good chance you’re missing one of the easiest, most overlooked revenue streams in the industry: Foreign educational licensing. Yes—classrooms. Lecture halls. Academic libraries.Especially if your film tackles international…

[jcmarchi]

CFOs Should Embrace Gen AI’s Potential and Encourage Innovation, Not Obsess Over Its Cost or Likely Scale of Impact

New Post has been published on https://thedigitalinsider.com/cfos-should-embrace-gen-ais-potential-and-encourage-innovation-not-obsess-over-its-cost-or-likely-scale-of-impact/

CFOs Should Embrace Gen AI’s Potential and Encourage Innovation, Not Obsess Over Its Cost or Likely Scale of Impact

The breathless publicity surrounding Gen-AI often makes it difficult for CFOs to avoid the conventional approach of obsessing about the costs of Gen-AI adoption or its likely scale of impact in the near-term. However, I believe the time has come for CFOs to break with convention and become advocates for the technology within their organizations, for three reasons:

The role of the CFO is expanding beyond just financial stewardship to strategic leadership

The business case for Gen-AI adoption in Finance has improved

Not embracing Gen-AI now could lead to competitive risk, as Gen-AI could very quickly evolve from a novelty to a necessity, much like Cloud did previously

Role of the CFO

The first reason for CFOs to break with their conventional approach to Gen-AI is the inherent expansion of the CFO’s role in an enterprise. In one recent study, 85% of CFOs said they expect to play a more significant role in shaping business strategy. On average, the study found, financial leaders spend more than four hours each day on nontraditional CFO activities—tech decisions, talent management, strategic planning and more.

CEOs are looking to CFOs to not just manage the financial health of an organization, but also to drive innovation and transformation. Gen-AI will undoubtedly play a critical role in the next wave of enterprise transformation – both from a productivity and innovation perspective, and it would be beneficial for CFOs to gain experience early on with the capabilities of this technology, to play their expanded role more effectively.

Business case for Gen-AI adoption

The business case for Gen-AI adoption has improved recently. The dollar cost of pilot projects today is relatively low in relation to the benefits of testing Gen-AI’s potential. This is due to the large number of Finance use cases that Gen-AI is suited for (e.g., automated data management, contract reviews, forecasting and scenario analysis, report creation, risk & compliance management), and a proliferation of recently launched tools that address several of these use cases.

While these tools are still nascent, recent surveys show that CFOs that have adopted Gen-AI tools are already seeing significant, measurable impact. In a recent survey of 375 CFOs across multiple sectors, over three-quarters (76%) said they have “noted significant gains in efficiency and process speed,” and  68% said they have seen “accuracy and error reduction” due to the adoption of Gen-AI tools. Finally, more than a third (36%) said that “generative AI is already adding value and impacting their revenue streams,” and another 40% said that they were “expecting it to do so within a year.”

Risk of inaction

Not embracing Gen-AI now could lead to competitive risk. It’s important to remember that not all hyped technologies disappoint. Consider cloud, another technology that was hyped early on but went on to become a crucial component of enterprise computing. In 2010, enterprise concerns around cloud adoption included cost and security. By 2015, however, the technology was a business staple, “a safe bet.” The pandemic then cemented the adoption of cloud, spurring companies to exceed their adoption schedule by up to seven years. Gen-AI similarly, could very quickly evolve from a novelty to a necessity, and early adopters will enjoy a competitive advantage.

Recent surveys by Gartner highlight the increased competitive risk of inaction. In their survey on Gen-AI adoption in 2023 Gartner found that “other administrative functions such as HR, legal and procurement were twice as likely to be using or scaling AI solutions compared to the finance function.” However, in the same survey conducted in September 2024, “the gap is almost non-existent.” In this poll of 121 finance leaders across industries, Gartner found that “58% of respondents said their teams were using AI, an increase of 21 percentage points from 2023.” Further, Gartner found that “of the 42% of finance functions that aren’t currently using AI, half are planning implementation.”

Next steps

Success factors for any major tech initiative include motivation and methodology. As outlined above, the expanding role of CFOs, the improved business case for Gen-AI adoption in Finance, and the competitive risk of inaction, should serve as sufficient motivation. As for a methodology to help start the organization down a productive gen AI path while also performing their traditional role as fiscal steward, there are several steps CFOs can take now:

Encourage manageable pilot projects: By supporting a small-scale pilot, CFOs can demonstrate their grasp of generative AI’s importance—and set themselves up to help create the budget, adjudicate the project’s success, and, if appropriate, scale the initiative.

Fund useful innovation: There’s always risk that IT groups and others will treat a new technology like a shiny toy. In the case of gen AI, CFOs should ameliorate this risk by rewarding only use cases that genuinely advance the interests of the business.

Find an experienced partner: A global talent shortage is one of the top inhibitors slowing gen AI adoption. CFOs should consider partnering with a tech provider that can provide the skills needed to successfully implement the technology; at this point in the development of generative AI, this will likely prove more affordable and achievable than provisioning talent in-house.

Naturally, CFOs must be mindful of their duties to stakeholders—but where generative AI is concerned, an unconventional approach can encourage experimentation and innovation, drive growth, and serve as a bridge for the expanding role of financial leaders.

[klubwork]

The Rise of Alternative Financing: How eCommerce Businesses Benefit

In the fast-paced world of eCommerce, the traditional paths to business financing are being rapidly outpaced by innovative and flexible alternatives. As online businesses strive to stay competitive and scale up, alternative financing emerges as a game-changer, offering a lifeline to those who might otherwise be left behind.

The Alternative Financing Landscape

Alternative financing refers to nontraditional methods of securing funds outside of the conventional banking system. This includes various options, such as peer-to-peer lending, online lending platforms, merchant cash advances, and crowdfunding. These methods have gained popularity due to their accessibility, speed, and less stringent requirements compared to traditional banks.

Benefits for eCommerce Businesses

For eCommerce businesses, alternative financing means quicker access to funds, less paperwork, and more flexible repayment terms. This can be particularly advantageous for businesses that experience seasonal fluctuations or rapid growth spurts that require quick capital injections to keep up with demand.

Revenue Based Financing: A Closer Look

One form of alternative financing that stands out for eCommerce businesses is Revenue Based Financing (RBF). RBF allows businesses to receive upfront capital in exchange for a percentage of future revenues. This model aligns perfectly with the variable income streams typical of eCommerce operations, as repayment is directly tied to the business’s performance.

Advantages of RBF

Flexibility: Payments are based on monthly revenues, which means they align with the business’s sales performance.

No Equity Loss: Businesses can secure funding without diluting ownership or control.

Quick Access: RBF providers often boast fast approval processes, swiftly getting funds into the hands of business owners.

As the eCommerce sector continues to evolve, the need for ecommerce business loans and funding for ecommerce business becomes increasingly critical. Startup finance options like RBF revolutionise how online businesses approach growth and sustainability.

Klub stands at the forefront of this revolution, offering a beacon of hope for eCommerce startups in need of ecommerce funding. With Klub’s innovative financing solutions, businesses can navigate the financial challenges of the eCommerce world with confidence, ensuring they have the resources they need to thrive.

[slotsrite712]

Satellite Slots In Space

SINGAPORE — Satellite feet operator ABS says it has more orbital slots than it can use and is willing to sell the extras to other satellite operators.

Satellite Slots In Space Shuttle

Satellite Slots In Space Launch

Multiple slots exist for payloads up to 1kg with dimensions compatible with a 1U cubesat (or smaller). Some of these payloads will have external (nadir, limb or deep space) views, some will be internally facing. Most requirements can be accommodated. The new usable satellite slots would bridge the gap in the African communication sector and leapfrog sustainable development in the continent. Speaking on the idea behind the workshop, the Secretary-General of the ATU, John Omo, reiterated the importance of the training. Although the allocation of a slot does not come with an ownership right to the areas of space, it does grant an operator exclusive rights to the resource for the lifetime of its satellite (usually. A draft plan for the allocation of rights to use satellite orbital slots has come under fire for several loopholes that some potential bidders said make them reluctant to join the bids.

Satellite Slots In Space Shuttle

“We have 15 unpopulated slots that we are looking for partners with,” Jim Simpson, ABS’s CEO, said June 25 at the CASBAA Satellite Industry Forum here.

Not every orbital slot is of the same value. Simpson said some are only a year or two away from expiring, per International Telecommunication Union rules. That limited time means preserving such a slot would likely require using an existing satellite as a placeholder until a new satellite could be built and launched.

The usefulness of each slot also depends on its position above the Earth and the associated spectrum rights.

Bermuda-based ABS, which operates six satellites, accumulated its surplus orbital slots through a variety of sources, one being the Moscow-based consortium Intersputnik. In 2014, Intersputnik undertook a similar effort to give purpose to unused orbital slots.

“Unfortunately we don’t have infinity money, so we can’t just populate every different slot,” Simpson said.

ABS is willing to provide orbital slots to “nontraditional” owners such as tech giants or satellite manufacturers, Simpson said. As a former Boeing satellite executive, Simpson said such arrangements would have been unprecedented from a manufacturer’s perspective.

“When I was on the manufacturing side, the greedy satellite owner-operators would never give up any of their potential revenue streams to a manufacturer, but things change,” he said. “This is an area where, yes, you may be giving up some of your upside, but you are creating additional space in the market.”

Satellite Slots In Space Launch

One satellite operator, APT Satellite of Hong Kong, signalled interest in obtaining new orbital slots.

“We are also actively looking at achievable or usable orbital slots,” Huang Baozhong, executive vice president at APT Satellite, said during a panel discussion that included ABS and other operators. “Those are hard to acquire. We have fully utilized our available orbital slots, so if there are opportunities I think we are very keen to explore those.”

APT Satellite has ambitions to field a global system of geostationary high-throughput satellites, but lacks the orbital slots to fulfill that vision, Baozhong said.

“We launch Apstar-6D next year, and it will cover one third of the globe starting from Asia, and we are still actively looking for partners or suitable orbital slots to further extend to other parts of the world,” he said.

Apstar-6D is a Ku-band high-throughput satellite from China Great Wall Industry Corp., and is slated to launch on a Chinese Long March 3B rocket.

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Satellite Internet home page

If you access this 'list of satellites in orbit' page, please help by sending updates and changes to me: Eric Johnston

List below updated 12 October 2020

Total number of active satellites =

535 (12 October 2020) * 534 (26 April 2020) * 517 (12 Dec 2019) * 448 (17 December 2018) 446 (3 Oct 2018) 450 (8 April 2018) 449 (10 Jan 2018) 447 (10 Aug 2017) 443 (11 Feb 2017) 419 (20 November 2015) 427(9 July 2016) 429(16 Aug2016)

* This includes some satellites with an indicated high inclination angle.

Name refers to the official spacecraft designation, 5 digits and one or two letters. Made up as follows: 2 digits=year of launch so 12=2012; next 3 digits= day of year so 061 is 2nd of March, followed by letter(s) so A= is first item off the rocket, B= second item off the rocket, etc. Z= 26th, AB is 27th item off the rocket.

Common name is what companies use to give it an easy (?) to remember name. They are changed from time to time, for example if the satellite leased to a new customer or marketing people think of some new idea.

Geo Orbit position is the longitude position around the geostationary orbit. The satellites are all approximately fixed in the sky above the equator. Negative orbit position numbers are degrees West from Greenwich meridian, like Spain, Portugal, Atlantic, West West Africa, Canada, USA, Central and South America. Positive numbers are degrees East, like Central Europe, East Africa, Middle East, Asia, China, Japan and Australia.

Inclination: Some older satellite, whose north-south station-keeping fuel has run out are in inclined orbits. The inclination angle is shown. This means they move north-south across the equatorial plane on a daily basis, by plus or minus the amount shown. Tracking earth station antennas are used to follow these satellites. Example of tracking antenna methods and mechanisms: https://www.s3sat.com/index.php/satsio

If you access this list of satellites in orbit page and find it interesting, please help by sending updates and changes to me Eric Johnston

The above information is derived from 2 line elements using a spreadsheet.

Legacy old listings:

Page last updated and amended, 13 October 2020

[starmarketingz]

What Exactly Is Direct Selling?

Direct Selling Definition and Examples

Direct selling is the practice of selling goods directly to customers in a non-retail setting. Instead, sales take place at home, work, internet, or in other non-store settings. Learn more about direct selling to help you explore various income sources and avoid frauds. What Exactly Is Direct Selling? Distributors use direct selling to bypass middlemen in the supply chain and offer goods directly to customers. Products are sold online or in a physical shop in conventional retail settings, while direct selling depends largely on salespeople getting in front of consumers in nontraditional venues. How Does Direct Selling Work? Direct selling removes many product distribution middlemen, such as the regional distribution center and wholesaler. Instead, goods are transferred from the producer to a direct sales firm, then to a distributor or representative, and ultimately to the customer. Direct sales goods are often not available in conventional retail places, thus locating a distributor or salesperson is the only way to purchase the products or services.

Direct selling is often linked with party-plan and network marketing businesses. Although these firms employ direct sales, they are not the only ones; many businesses who sell business-to-business (B2B) use direct sales to target and sell to their end clients. Many businesses that offer advertising or office supplies, for example, may send their representatives straight into shops that might benefit from their services. Direct selling should not be confused with direct marketing. Direct selling occurs when individual salespeople approach customers directly, while direct marketing occurs when a business markets directly to the consumer. Direct Selling Varieties Direct selling may be used in a number of ways by company owners, including: Direct sales at a single level Sales of hostess or party packages Multi-level marketing (MLM) Single-level direct sales are usually done one-on-one through door-to-door or in-person presentations, online meetings, or catalogs. In general, revenue is based on sales commissions, with incentives available for exceeding set objectives. Host or party-plan sales are often conducted in a group environment, with the distributor or salesperson doing a presentation at their own or a prospective customer's house. A corporation may sell to people in a business in certain circumstances. A real estate software sales representative, for example, could give a group sales presentation to a group of Realtors. Income may be derived through sales commissions and, in certain cases, from the recruitment of additional representatives. MLM sales are generated in a variety of methods, including those connected with single-level and party-plan sales. MLM income is derived from sales commissions as well as sales produced by other business partners recruited into the organization by the distributor. Direct sales is often confused with MLM or network marketing, although the words are not interchangeable. While MLM and network marketing are both types of direct sales, MLM is not used in all direct sales systems. In single-level marketing, for example, the sales representative is only paid commission on sales that they individually produce; there is no recruiting of additional sales team members or commissions earned from their sales. Pyramid Schemes vs. Direct Selling Unfortunately, distinguishing between a genuine MLM business opportunity and a pyramid scam may be difficult since they have many of the same features. MLM and pyramid schemes both demand members (referred to as "distributors") to recruit others, and both connect an individual's pay directly to their recruitment success. The major distinction between the two is that pyramid schemes are intended to maintain money coming into the business through distributors. 1.Most pyramid schemes will maintain a revenue stream by collecting fees and forcing distributors to buy a specific quantity of goods to sell on a regular basis—even if they don't need it. There may be goods or services to offer, but most people's income is mainly determined by their ability to recruit, since the business is more interested in having a consistent flow of revenue from distributors. Here are some possible indicators of a pyramid scheme: Expensive promises of becoming wealthy quickly Too much focus is placed on hiring more distributors. You must first "invest" a large sum of money. Promoters utilize emotive sales techniques to persuade you to join, with minimal emphasis on the real product or service. 2.Is it legal to work for a direct sales company? Direct sales, especially MLM and network marketing, have received a bad reputation as a result of numerous businesses being investigated for using marketing techniques resembling pyramid schemes. Direct selling is completely lawful, but pyramid schemes are both illegal and fraudulent. In the United States, recruiting individuals into a pyramid scheme is a crime, and the Federal Trade Commission is the main body in charge of putting an end to such instances. Three Key Takeaways Distributors offer goods or services directly to customers via direct selling. Direct selling is classified into three types: single-level direct, party-plan direct, and multi-level marketing. Pyramid schemes are not the same as multi-level marketing and are prohibited.

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[dippedanddripped]

Niche stars and not-quite celebrities are churning out namesake products — T-shirts, coloring books, tissue boxes — made for a dedicated few.

By Jon Caramanica

When he was 13, Leo Mandella began posting photos of his street wear outfits to his Instagram account, @gullyguyleo, and with his sophisticated color sense, confident poses and baby face, he was a quick hit. His hundreds of posts earned him a follower count comfortably in the six figures, but still he craved more.

“I want to show that I’m more than a kid who wears outfits,” Mr. Mandella, now 15, said in a recent interview. “I’ve always known if this blows up, I can create a brand on the back of it.”

Making clothing of his own would be a natural extension of his brand — Mr. Mandella eventually released a few items under the Gully brand name — but he wanted to make a loud, unexpected splash. His idea: a coloring book, with 25 line illustrations of him wearing high-end street wear, accompanied by a pack of Gully crayons. Released late last year, it sold several hundred copies.

“We wanted to make it exclusive, for the people who were actually passionate about buying,” Mr. Mandella said.

Which is to say, for the people who were so passionate about Mr. Mandella — a teenager living in Warwick, England who invented himself online from whole designer cloth — that they craved an even more tactile connection. His coloring book is part of an emergent movement of micromerch: personal merchandise for niche public figures and celebrities (or even not-yet celebrities) made possible by innovations in manufacturing and distribution, and with mechanisms greased by the ease of the internet.

Consider it the modern-day equivalent of the private-press LP or the small-batch zine, amplified for social media and very late capitalism.

Buying merch — T-shirts, key chains, mugs, etc. — to support a band, or a favorite actress, has been a common expression of fandom for decades. And in recent years, merch has begun to infiltrate fashion on two fronts. Companies like Bravado, the merchandising arm of the Universal Music Group, have propelled traditional musician merch into the hypebeast cycle. And brands including Vetements and Balenciaga have absorbed merch aesthetics into meta-referential clothing.

Now, though, small-batch merch — a couple dozen to a couple thousand items — can be made available for almost anyone, from emergent social media or reality TV demicelebrities to casual dadaists who toy with the dissemination of ideas in the modern marketplace. In an era when personal branding is presumed, no following is too small to monetize.

Want to show support for Sean Bryan, a.k.a. the Papal Ninja, an American Ninja Warrior contestant and lay minister? There’s a shirt (and laptop case) for that. Enthralled by the 1980s sunglasses worn by the rubber-legged teen social media star Roy Purdy in his absurdist dance videos? For a while, he sold them, too. Obsessed with Gordie, the French bulldog owned by Alex Tumay, who engineers Young Thug’s records? Buy a shirt.

“I’d never pitched myself as a product to people,” Mr. Tumay said. “It was kind of a sellout angle I was worried about.” But he’s sold around 50, and the money he took in paid for flights for him and his partners to go to the South by Southwest Music Festival in Austin last month.

Peloton, the home indoor cycling business, has a stable of a dozen instructors, and sells merch inspired by each. Jill Foley, Peloton’s director of boutique apparel, said the company has sold hundreds of T-shirts and tank tops with instructor catchphrases like “It’s Not That Deep” (Cody Rigsby) and “Sweat Sing Repeat” (Jenn Sherman).

“We’re getting messages to people in this micro way,” Ms. Foley said, emphasizing the intimacy of the relationship Peloton riders develop with their chosen instructors. “We’re in people’s homes in their daily life.”

At times, the micromerch comes before the notoriety. On the most recent season of “The Bachelorette,” Lucas Yancey spent most of his energy screaming “WHABOOOOOOM,” rather than pursuing Rachel Lindsay. Conveniently, he was already selling shirts with the phrase on his website.

In this, at least, he was ahead of the curve. Most graduates of the Bachelor ecosystem migrate into the murky worlds of paid Instagram posts and event appearances, but Ashley Iaconetti, a contestant known for persistent waterworks and committed virginity, decided to become the brand herself. “I always thought myself being so known for crying,” she said. “Why don’t I have a deal with Kleenex or Puffs?”

Instead, she began selling her own tissue boxes (in truth, a printed sleeve with line drawings of Ms. Iaconetti’s forlorn face sheathing a plain white tissue box) along with other merchandise. “Snooki was Snooki, and now she’s kind of her own brand,” she said. “Also, Kylie lip kits subconsciously encouraged me.” (Indeed, the peak micromerch endgame is something like Kim Kardashian West’s Kimoji, which sells pool floats, mouse pads and Post-it notes shaped like her derrière, among other items.)

These nascent micro-personality businesses may never reach that level of name recognition or profitability, but they’re something more than mere pet projects. “The easiest term is to call it a brand,” Matthew Hwang of Pizzaslime said, but conceded that wasn’t quite sufficient. “We almost need to come up with new words.”

Pizzaslime is a creative agency specializing in creating viral moments, and also a rapid-response merchandise business specializing in capitalizing on them. Early last year, a sharp-tongued teenager, Danielle Bregoli, went viral following a hilarious moment on “Dr. Phil” where she threatened judgmental audience members to “cashmeoussidehowbowdah” (say it slow). Within two weeks, Pizzaslime had made a slew of merch for her featuring the catchphrase, including a $250 blanket featuring her face — all sold out.

“When anyone is smart enough to build a following on social media, strategic in the ways they build their content, they can utilize those same sort of strategies for merchandise,” Mr. Hwang said.

Which raises the question of what the smallest following a person can have while still being able to sell merchandise can be. “I’ve worked with people who have 10 million Instagram followers and they’ve done less than someone with 20,000,” said Chase Ortega, who owns the Hyv (pronounced “hive”), a merchandise company that primarily handles emerging musicians, but which has employed the same infrastructure to service merch for several nontraditional clients, including the feminist artists Grace Miceli and Molly Soda, the social media star Too Poor (an ex-girlfriend of Lil Peep and something of a modern-day Nancy Spungen), and the surrealist comic artist Zack Fox.

“I think of it as a new record label. I’m not trying to be Bravado,” Mr. Ortega said. “I want to be the Matador. I want a cool roster.”

That frees him up him to sell, with Mr. Fox, a couple of hundred water bottles emblazoned with a reclaimed bigoted phrase (that can’t be published here) derived from a Twitter meme.

For Mr. Fox, merch isn’t strictly about celebrity. “I’ve always leaned more into making things artistically valid to me,” he said. In buying the water bottle, he explained, “You’re buying a piece of performance; you’re not really trying to rep Zack Fox.”

That tension between the intentions of the purchaser and creator also intrigues Ayesha Siddiqi, a creative consultant specializing in trend forecasting with a robust Twitter following who, in partnership with the artist and musician Saba Moeel, recently collaborated on the design of a collection of shirts and hoodies. Some are drawn directly from Ms. Siddiqi’s tweets, like the hoodie that reads Spider Labor Solidarity. “It means what it says — that my solidarity is with the workers, especially those who work quietly and alone and for the benefit of all those around them,” Ms. Siddiqi wrote in an email.

But even though they weren’t intended as personal merch, some people have been buying them, she said, “because they were fans of ours to begin with and liked the opportunity to support something we’d made.”

In some cases, micromerch may be the pretense for providing an undersupported creative with some revenue, a cousin of Patreon subscriptions or Twitch micropayments. For Mr. Fox, selling merchandise has provided an alternate revenue stream, and one with ideological punch. “The idea is a seed, and it’s always going to upstream to someone making money off it,” he said. “Me selling this stuff is a way to, in one moment, protect the idea and also give myself what’s due.”

It can also be a way to extend a moment that might otherwise be fleeting, give it physical form so that it might travel far beyond where it began. And it can lead to bigger things. Recently, Mr. Mandella was tapped by a Converse to help relaunch the One Star sneaker. On his Instagram, he posted a photo of himself inside a bus covered in a 15-foot-tall photo of him. Who’s micro now?

[andreagillmer]

Coverage Initiated on Firm 'Set to Outperform Other New Entrants to the Royalty Space'

Source: Streetwise Reports   09/03/2020

An investment thesis for Vox Royalty is presented in a Red Cloud Securities report.

In a Sept. 2 research note, analyst Derek Macpherson reported that Red Cloud Securities initiated coverage on Vox Royalty Corp. (VOX:TSX.V) with a Buy rating and a CA$4.75 per share target price. The company is currently trading at around CA$3.06 per share.

"Vox is set to outperform other new entrants to the royalty space as it grows organically via previously acquired assets and inorganically through its innovative and lower cost approach," the analyst commented.

By employing a unique approach to identifying and selecting target acquisitions, the Canadian company is "disrupting the royalty space," Macpherson indicated. Vox's use of digital claim maps and its proprietary database of more than 7,000 existing royalties, which are tied to established mining claims and resources, affords it the advantage of often being the only bidder for a single royalty, the analyst commented.

It also "has allowed Vox to acquire new royalties from nontraditional vendors at a significant discount to peers," wrote Macpherson, at "an average acquisition multiple of 0.28x net asset value (NAV) versus peer typical royalty acquisitions at 0.66x NAV."

Today, the Toronto-based company has 47 royalties in its portfolio, five of which it purchased after its May 2020 initial public offering.

"As Vox executes on its strategy and continues to demonstrate its ability to acquire royalties at a discount to peers, we believe it should eventually garner a premium multiple to junior royalty peers," Macpherson commented.

The analyst pointed out that early-stage royalty companies like Vox tend to outperform their larger peers, due to the cash flow growth and improved share price that generally come from every purchase. On top of that, Vox has the added benefit of growth born out of its exclusive acquisitions database. As such, Red Cloud expects that Vox will continue to add royalties at a faster pace than its peers and at much better values.

Also for Vox, growth is already built into the royalties it owns but it is not fully baked into its valuation, Macpherson noted. The company currently has three producing royalties. Two more are coming online in 2021, resulting in roughly 56% year-over-year growth, according to Red Cloud's projections. With nine royalties expected to be producing in 2025, revenue growth for Vox between 2021 and 2025 is an estimated 673%.

Macpherson noted upcoming potential catalysts for the royalty and streaming company include initial guidance expected in Q3/20, Q3/20 financial results anticipated in Q4/2020 and additional royalty acquisitions.

Read what other experts are saying about:

Vox Royalty Corp.

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Disclosure: 1) Doresa Banning compiled this article for Streetwise Reports LLC and provides services to Streetwise Reports as an independent contractor. She or members of her household own securities of the following companies mentioned in the article: None. She or members of her household are paid by the following companies mentioned in this article: None. 2) The following companies mentioned in this article are billboard sponsors of Streetwise Reports: Vox Royalty. Click here for important disclosures about sponsor fees. 3) Comments and opinions expressed are those of the specific experts and not of Streetwise Reports or its officers. The information provided above is for informational purposes only and is not a recommendation to buy or sell any security. 4) The article does not constitute investment advice. Each reader is encouraged to consult with his or her individual financial professional and any action a reader takes as a result of information presented here is his or her own responsibility. By opening this page, each reader accepts and agrees to Streetwise Reports' terms of use and full legal disclaimer. This article is not a solicitation for investment. Streetwise Reports does not render general or specific investment advice and the information on Streetwise Reports should not be considered a recommendation to buy or sell any security. Streetwise Reports does not endorse or recommend the business, products, services or securities of any company mentioned on Streetwise Reports. 5) From time to time, Streetwise Reports LLC and its directors, officers, employees or members of their families, as well as persons interviewed for articles and interviews on the site, may have a long or short position in securities mentioned. Directors, officers, employees or members of their immediate families are prohibited from making purchases and/or sales of those securities in the open market or otherwise from the time of the decision to publish an article until three business days after the publication of the article. The foregoing prohibition does not apply to articles that in substance only restate previously published company releases. As of the date of this article, officers and/or employees of Streetwise Reports LLC (including members of their household) own securities of Vox Royalty, a company mentioned in this article.

Disclosures from Red Cloud Securities, Vox Royalty Corp., Initiating Coverage, September 20, 2020

Red Cloud Securities Inc. is registered as an Investment Dealer in Ontario, Quebec, Alberta and British Columbia and is a member of the Investment Industry Organization of Canada (IIROC). Part of Red Cloud Securities Inc.'s business is to connect mining companies with suitable investors. Red Cloud Securities Inc., its affiliates and their respective officers, directors, representatives, researchers and members of their families may hold positions in the companies mentioned in this document and may buy and/or sell their securities. Additionally, Red Cloud Securities Inc. may have provided in the past, and may provide in the future, certain advisory or corporate finance services and receive financial and other incentives from issuers as consideration for the provision of such services.

Company Specific Disclosure Details 3. In the last 12 months preceding the date of issuance of the research report or recommendation, Red Cloud Securities Inc. has performed investment banking services and has been retained under a service or advisory agreement by the issuer.

Analyst Certification Any Red Cloud Securities Inc. research analyst named on this report hereby certifies that the recommendations and/or opinions expressed herein accurately reflect such research analyst's personal views about the companies and securities that are the subject of this report. In addition, no part of any research analyst’s compensation is, or will be, directly or indirectly, related to the specific recommendations or views expressed by such research analyst in this report.

( Companies Mentioned: VOX:TSX.V, )

from The Gold Report - Streetwise Exclusive Articles Full Text https://ift.tt/353R7yE

[goldcoins0]

Coverage Initiated on Firm 'Set to Outperform Other New Entrants to the Royalty Space'

Source: Streetwise Reports   09/03/2020

An investment thesis for Vox Royalty is presented in a Red Cloud Securities report.

In a Sept. 2 research note, analyst Derek Macpherson reported that Red Cloud Securities initiated coverage on Vox Royalty Corp. (VOX:TSX.V) with a Buy rating and a CA$4.75 per share target price. The company is currently trading at around CA$3.06 per share.

"Vox is set to outperform other new entrants to the royalty space as it grows organically via previously acquired assets and inorganically through its innovative and lower cost approach," the analyst commented.

By employing a unique approach to identifying and selecting target acquisitions, the Canadian company is "disrupting the royalty space," Macpherson indicated. Vox's use of digital claim maps and its proprietary database of more than 7,000 existing royalties, which are tied to established mining claims and resources, affords it the advantage of often being the only bidder for a single royalty, the analyst commented.

It also "has allowed Vox to acquire new royalties from nontraditional vendors at a significant discount to peers," wrote Macpherson, at "an average acquisition multiple of 0.28x net asset value (NAV) versus peer typical royalty acquisitions at 0.66x NAV."

Today, the Toronto-based company has 47 royalties in its portfolio, five of which it purchased after its May 2020 initial public offering.

"As Vox executes on its strategy and continues to demonstrate its ability to acquire royalties at a discount to peers, we believe it should eventually garner a premium multiple to junior royalty peers," Macpherson commented.

The analyst pointed out that early-stage royalty companies like Vox tend to outperform their larger peers, due to the cash flow growth and improved share price that generally come from every purchase. On top of that, Vox has the added benefit of growth born out of its exclusive acquisitions database. As such, Red Cloud expects that Vox will continue to add royalties at a faster pace than its peers and at much better values.

Also for Vox, growth is already built into the royalties it owns but it is not fully baked into its valuation, Macpherson noted. The company currently has three producing royalties. Two more are coming online in 2021, resulting in roughly 56% year-over-year growth, according to Red Cloud's projections. With nine royalties expected to be producing in 2025, revenue growth for Vox between 2021 and 2025 is an estimated 673%.

Macpherson noted upcoming potential catalysts for the royalty and streaming company include initial guidance expected in Q3/20, Q3/20 financial results anticipated in Q4/2020 and additional royalty acquisitions.

Read what other experts are saying about:

Vox Royalty Corp.

Sign up for our FREE newsletter at: www.streetwisereports.com/get-news

Disclosure: 1) Doresa Banning compiled this article for Streetwise Reports LLC and provides services to Streetwise Reports as an independent contractor. She or members of her household own securities of the following companies mentioned in the article: None. She or members of her household are paid by the following companies mentioned in this article: None. 2) The following companies mentioned in this article are billboard sponsors of Streetwise Reports: Vox Royalty. Click here for important disclosures about sponsor fees. 3) Comments and opinions expressed are those of the specific experts and not of Streetwise Reports or its officers. The information provided above is for informational purposes only and is not a recommendation to buy or sell any security. 4) The article does not constitute investment advice. Each reader is encouraged to consult with his or her individual financial professional and any action a reader takes as a result of information presented here is his or her own responsibility. By opening this page, each reader accepts and agrees to Streetwise Reports' terms of use and full legal disclaimer. This article is not a solicitation for investment. Streetwise Reports does not render general or specific investment advice and the information on Streetwise Reports should not be considered a recommendation to buy or sell any security. Streetwise Reports does not endorse or recommend the business, products, services or securities of any company mentioned on Streetwise Reports. 5) From time to time, Streetwise Reports LLC and its directors, officers, employees or members of their families, as well as persons interviewed for articles and interviews on the site, may have a long or short position in securities mentioned. Directors, officers, employees or members of their immediate families are prohibited from making purchases and/or sales of those securities in the open market or otherwise from the time of the decision to publish an article until three business days after the publication of the article. The foregoing prohibition does not apply to articles that in substance only restate previously published company releases. As of the date of this article, officers and/or employees of Streetwise Reports LLC (including members of their household) own securities of Vox Royalty, a company mentioned in this article.

Disclosures from Red Cloud Securities, Vox Royalty Corp., Initiating Coverage, September 20, 2020

Red Cloud Securities Inc. is registered as an Investment Dealer in Ontario, Quebec, Alberta and British Columbia and is a member of the Investment Industry Organization of Canada (IIROC). Part of Red Cloud Securities Inc.'s business is to connect mining companies with suitable investors. Red Cloud Securities Inc., its affiliates and their respective officers, directors, representatives, researchers and members of their families may hold positions in the companies mentioned in this document and may buy and/or sell their securities. Additionally, Red Cloud Securities Inc. may have provided in the past, and may provide in the future, certain advisory or corporate finance services and receive financial and other incentives from issuers as consideration for the provision of such services.

Company Specific Disclosure Details 3. In the last 12 months preceding the date of issuance of the research report or recommendation, Red Cloud Securities Inc. has performed investment banking services and has been retained under a service or advisory agreement by the issuer.

Analyst Certification Any Red Cloud Securities Inc. research analyst named on this report hereby certifies that the recommendations and/or opinions expressed herein accurately reflect such research analyst's personal views about the companies and securities that are the subject of this report. In addition, no part of any research analyst’s compensation is, or will be, directly or indirectly, related to the specific recommendations or views expressed by such research analyst in this report.

( Companies Mentioned: VOX:TSX.V, )

from https://www.streetwisereports.com/article/2020/09/03/coverage-initiated-on-firm-set-to-outperform-other-new-entrants-to-the-royalty-space.html

[soccernetghana]

Modernizing Asante Kotoko to recapture glorious past; harness advantages for growth

[caption id="attachment_814745" align="aligncenter" width="1080"] Asante Kotoko[/caption] In contemporary times, the management of football/sporting clubs has undergone a paradigm shift. Importantly, association football and its organization have drifted focus from the traditional way- just on the pitch 90-minute play- essentially for the fun of it locally, to a more globalized modern football with economic, social, socio-cultural impact. In view of this failure to embrace this new era of modern football has made a lot of clubs fail to grow and become vibrant in recent years. Unfortunately, the heart and soul of Asanteman, Asante Kotoko S.C has been a victim of this circumstance. The growth of the Sporting Club has stunted for years now as fortunes also dwindle, while our elite peers continue to grow in strength and shine around the continent. They are growing in wealth, revenue, infrastructure, and reflect in what we accomplished in the 70s, 80s, and 90s, climaxing as continental giants in Africa. It’s time we rise to chart a new course, make use of innovation, and new ideas. We must start planning and re-strategize to reflect new dynamics and trends to build a formidable sporting club capable of being competitive, winning trophies, and becoming very attractive as well.  ''It is doable, it must be done” and it starts now!! Kotoko's History: Before looking forward into the future, let us delve into a short historical overview into the roots of the club, hence a quick reflection on how this great club came into existence. It all started when the scenes of football action in the capital city of Ghana caught the fancy eyes and propelled a burning desire in Opanin Kwasi Kuma, an indigenous   native of Nyankyerenease in the Kwadaso Municipality of Greater Kumasi. Opanin Kwasi Kuma was then working as a driver for an English soldier in the then Gold Coast capital of Accra. On his return to Kumasi, he formed a football club that initially struggled until advised to position the newly formed club as the national team of Asanteman under the patronage of Manhyia Palace and the then Asantehene, Otumfoɔ Sir Osei Agyeman Prempeh II in 1935 and named Asante Kotoko. The team then took on the motto and clarion call of Asanteman, 'kum apem a, apem bɛba' (to wit - if you kill a thousand, a thousand will re-emerge), a testament of resilience. Upon the solid foundation laid, the team has not looked back and after 74 years, Asante Kotoko S.C was named by the International Federation for Football History and Statistics (IFFHS), a FIFA acclaimed football statistics outfit as Africa's club of the Century (1901-2000). [caption id="attachment_814746" align="aligncenter" width="1071"] Asante Kotoko[/caption] The Way Forward: Asante Kotoko S.C is today an institution that transcends the sport of football as it is a sporting club without structures for the other disciplines other than football. It is, however, worth noting that the club is an embodiment of the ancient Asante Kingdom and typifies the might and greatness as well as resilient traditional structures and institutions. The King of Ashanti, the dignified Monarch who occupies the golden stool is the Life Patron of the club and since the days of Otumfoɔ Agyeman Prempeh II have held on as Life Patrons including the current Asantehene, Otumfoɔ Osei Tutu II, providing a solid pillar of leadership and institutional backbone. True to its traditional attributes, Kotoko’s crest highlights a fearsome porcupine and the club's slogan of ‘kum apem a, apem bɛba’ which is carved from the traits of the porcupine, with Asanteman colors of yellow, black and green. Hence, the team shouldn't lack the wherewithal to ensure resilient structures are firmed up to not only bring glory to the club in football but to the Kingdom as well. What is needed is planning and the right mix of people and skills to be assembled. The club has toiled endlessly and earned a great reputation for itself over the years. People have labored, lives have been ripped apart, many have lost their lives, businesses and precious times have been invested in this team to make it great. Legends have been made, loved, and hated for no reason all because of their unflinching love for this great club. Businesses have been affected, many lives are in worry because of this club. This generation cannot be the period when this great reputation is trampled upon and be taken for granted. But rather, the great reputation should be translated into a modern form of brand management to bring great gain to the club. Conversely, this time provides an ideal chance to rather translate the Club into a modern form of branding - leadership, and management-wise- to overturn the dwindling fortunes into great gains for the club. It is the dream of the team at W- Consult, partners, and supporters of the club that we should be visionary in the long-term plan but very strategic in the short-term activities. Once we get the foundation right, the assembling parts of our journey will fit perfectly and very fast. Time is not on our side, we will have to pause and concentrate on developing a solid plan anchored on data and technology, redevelop a solid foundation, and prepare for effective execution. It is imperative that we critically take this path and ensure all stakeholders are on board. We strongly believe that Asante Kotoko S.C remains a super brand and has not totally lost recognition in the international world. There are great prospects, the club must wake up to its actualization. Approach: Asante Kotoko S.C is undoubtedly the biggest club in Ghana and Africa at large. Having won the international award as the African club of the century, sharing the same stage with Real Madrid who also won Europe’s club of the century. This virtually puts the two teams at the same level in terms of recognition. The biggest question now surfaces, why does Real Madrid appear more attractive than Asante Kotoko? The simple answer lies in effective organizational management and modernization of the club and it’s in this vein that W- Consult inspires an effective way through this advocacy, for Asante Kotoko S.C in attaining its status as a super-brand, through; Modernization of the club, through effective and efficient organizational structures and good management practices. This will involve a clearly defined organogram and roles from the Board level to the Senior and Junior management level. By harnessing design thinking and agile management, Asante Kotoko can make decisions quicker, address challenges effectively, and position the club to attain its objectives. There is a need to develop an enterprise application system for Kotoko to create the opportunity for the club to collect data and use it for effective decision making. The accumulation of information and its analysis to predict solutions into the future is never a waste of time as constantly organizations and corporations sample out information to gather data through modern sampling techniques, procedures, market research, and observations to develop strategies to transform their organizations into a “Kra bɛhwɛ”. Aggressive branding, supporter liaison and digital content development aimed at mobilizing supporters and nontraditional revenue streams for Kotoko. By making use of digital tools and content, Asante Kotoko can build on the brand and deliver content on devices and merchandize to the doorstep of the supporters whiles we build on a new interface of business ideas that will generate more revenue lines. Infrastructure development to match the status of Asante Kotoko from an office complex edifice, with administrative offices with varied spaces, hall of fame room, medical & gym space, sports training complex, and many more. This can be done through effective business solutions strategies, partnerships and data-driven discussions with sponsors and all other stakeholders. The investments are huge, but the results are enormous.  As clubs seek both technical and managerial strategies for success, rebranding, modernization, and policy direction are still thematic areas that need critical attention. In this time of the global pandemic, where every sporting activity has ground to a halt, we can capitalize on it and plan effectively to position the club well into the future.” It can be done, it must be done! source: https://ghanasoccernet.com/

[vegas-glitz]

The Biggest Tech IPO of 2018 Is Overhyped

http://topicsofnote.com/?p=6874&utm_source=SocialAutoPoster&utm_medium=Social&utm_campaign=Tumblr

I acknowledge it... I am one of individuals people who sings a little too loudly (and a little off-vital) when I have my headphones in. Specially if Journey's "Really don't Quit Believin'" arrives on.

I can't aid it, audio moves me... to the chagrin of everyone in just listening variety.

In point, most of my iPhone's memory is devoted to my playlists. Prior to upgrading my storage just lately, I truly experienced to delete pictures in purchase to maintain all that new music prepared to blast at the touch of my finger.

Now, I have a great deal of room... but you can find a problem.

I've been acknowledged to shell out upward of $20 a month to get music from Apple. I know, that is fully unnecessary with modern streaming technological know-how. But I was stuck in my ways.

So recently, I "unstuck myself"... and I joined the well known Swedish-born immediate-listening service, Spotify. And I am under no circumstances turning back.

So when Spotify - valued at about $20 billion - announced heading community with a stock offering in March/April in a exceptional way, I perked up. I commenced combing as a result of the headlines, and by now analysts are contacting this the most significant tech initial community supplying (IPO) of 2018. The anticipation is massive!

But, alas, I'm a cynic at heart. In spite of my excitement, I experienced to request myself... is the hoopla for Spotify inventory actually value it? So these days, let us acquire a detailed search at this IPO to locate out.

Talkin' Bout a Tunes Revolution

In my intellect, Spotify is aspect of the one most significant innovation in songs due to the fact probably Kurt Cobain learned ear-splitting suggestions and uncooked, queasy lyrics about teen angst.

The strategy is simple: You stream new music on the online. For free. Or, at most, a modest $9.99 regular fee. You just have to have the Spotify app to obtain it all.

When Spotify released in October 2008, this was a disruptive, innovative plan. That's why the firm served pioneer the music streaming market, paving the way for services these types of as Apple Tunes (Apple's streaming provider, which went live a great deal later in 2015).

Spotify is an countless, user-pleasant treasure chest.

You pay attention to whatever you want, wherever you want, when you want. The app is appropriate with pretty much each gadget I can think of, from pcs to smartphones to tablets.

And if all that audio appears frustrating, you should not fear - you can also use its exclusive audio-discovery element to locate tracks that in shape your new music tastes.

The complete platform is a grand notion.

Sadly, traders like us could not consider aspect in this innovative provider because the firm was privately held for the earlier ten years. So now that we can soon choose component in the inventory, we need to make certain it is value the financial commitment.

The Occasions, They Are A-Changin' for a $1.8 Trillion Marketplace

The initially thing to note is that, in accordance to PwC, the international enjoyment industry is predicted to increase from $1.8 trillion in 2016 to $2.2 trillion by 2021. That's pleasant, but it represents a compound annual progress fee of 4.2% - down from the 4.4% forecast produced in 2016.

That means the previous-college leisure sector is starting up to plateau. To resolve that, the market requirements to focus on building sustainable relationships with shoppers.

Soon after all, consumers are king. When it arrives to recordings - movie, television, tunes - we get to dictate what we want to see, hear and experience. We vote with our time, our interest and a little membership...fee (consider Netflix, Amazon Online video and Hulu).

Just as industries and products like wellness treatment, cars, refrigerators, thermostats and so on had been in need to have of a revolution - see precision drugs and the World wide web of Things - so was enjoyment.

And that revolution is below. Spotify is just 1 of the huge players.

That's why Spotify has about 140 million energetic listeners, and 70 million of those are paying top quality costs for state-of-the-art capabilities. Improved nonetheless, the service boasts 30 million tunes and provides around 20,000 per working day.

It also features about 2 billion playlists, created by the firm's increasing consumer base (a good idea that engages the buyer a great deal more directly), and 5 million extra playlists get created or edited everyday.

This is definitely an massive access. However, you can find one problem...

The Dilemma: Dollars, Money, Cash

Irrespective of all of this, Spotify hasn't identified a way to be profitable.

Of course, revenue jumped 52% to $3.09 billion in 2016. But the web decline additional than doubled, coming in at $568 million. (Although the net-modified loss is a lot more like $310 million.)

For instance, around $2.62 billion of that revenue evaporated with the price tag of items bought. An additional $440 million disappeared to revenue and promoting costs, etc.

At minimum earnings just before desire, taxes, depreciation and amortization arrived in at damaging $169.2 million in 2016, vs . the $180 million reduction the prior 12 months, Billboard calculated.

But we will need to see the corporation creating good cash flow.

Spotify is just not. So the numbers created me elevate an eyebrow. With that in head, I turned to Paul Mampilly to get his views on Spotify's general public listing.

Paul Mampilly Talks Spotify Inventory

Paul is our go-to dude for all issues disruptive tech, so I realized he had to have some fascinating views on this. This is what he advised me:

Spotify's general public listing is appealing from two angles: 1st, it really is a nontraditional IPO mainly because it minimize Wall Avenue out of cost environment. Rather of building shares offered to the general general public, Spotify will checklist alone instantly on the inventory exchange. That suggests only institutional buyers have obtain - reducing the will need for banks to established an initial value, connection sellers and buyers, and so on. This is some thing that tends to make the initial investing a wild card for the reason that Wall Street's participation offers price stabilization for IPOs.

Next, Spotify is nevertheless getting rid of cash, however it has a substantial subscriber foundation. Nevertheless, it really is also a membership small business, which means repeating income - and which is a excellent design. Plus, like Netflix, it really is a international company, so it can carry on rising.

So, the biggest get worried for Spotify is this: Are plenty of folks heading to buy the IPO for you to want to be in it from Working day 1? For the reason that most times you get a prospect to purchase it decrease. Which is simply because most people today enjoy IPOs for a speedy pop in the to start with working day or week, and then dump it.

I say that people who want to purchase the stock as an financial investment ought to bide their time, wait around to see how the stock trades - and see how Spotify's business enterprise performs around a several quarters. Then you can develop your position more than time, if items search excellent.

All in all, Spotify is an incredible item with a terrific product. That could in the end direct to profitability down the highway. But this is a "wait and see" 1. Don't get caught up in all the buzz just nonetheless!

Resource by Jessica Cohn-Kleinberg

[spookybarbarianflower-blog]

Think of traditional business models in nontraditional ways.

Think of traditional business models in nontraditional ways.

Spotting Nuggets of Gold: Understanding Markets

Get Rich Click helps you understand the opportunities available to you on the Internet and identify new and ongoing, significant, recurring income streams.

The key word here is “ongoing.” One time transactions typically don’t produce significant long-term revenue. If all you want to do is make a one time $5,000 or $50,000 sale on the…

[andreagillmer]

Coverage Initiated on Firm ‘Set to Outperform Other New Entrants to the Royalty Space’

Source: Streetwise Reports   09/03/2020

An investment thesis for Vox Royalty is presented in a Red Cloud Securities report.

In a Sept. 2 research note, analyst Derek Macpherson reported that Red Cloud Securities initiated coverage on Vox Royalty Corp. (VOX:TSX.V) with a Buy rating and a CA$4.75 per share target price. The company is currently trading at around CA$3.06 per share.

“Vox is set to outperform other new entrants to the royalty space as it grows organically via previously acquired assets and inorganically through its innovative and lower cost approach,” the analyst commented.

By employing a unique approach to identifying and selecting target acquisitions, the Canadian company is “disrupting the royalty space,” Macpherson indicated. Vox’s use of digital claim maps and its proprietary database of more than 7,000 existing royalties, which are tied to established mining claims and resources, affords it the advantage of often being the only bidder for a single royalty, the analyst commented.

It also “has allowed Vox to acquire new royalties from nontraditional vendors at a significant discount to peers,” wrote Macpherson, at “an average acquisition multiple of 0.28x net asset value (NAV) versus peer typical royalty acquisitions at 0.66x NAV.”

Today, the Toronto-based company has 47 royalties in its portfolio, five of which it purchased after its May 2020 initial public offering.

“As Vox executes on its strategy and continues to demonstrate its ability to acquire royalties at a discount to peers, we believe it should eventually garner a premium multiple to junior royalty peers,” Macpherson commented.

The analyst pointed out that early-stage royalty companies like Vox tend to outperform their larger peers, due to the cash flow growth and improved share price that generally come from every purchase. On top of that, Vox has the added benefit of growth born out of its exclusive acquisitions database. As such, Red Cloud expects that Vox will continue to add royalties at a faster pace than its peers and at much better values.

Also for Vox, growth is already built into the royalties it owns but it is not fully baked into its valuation, Macpherson noted. The company currently has three producing royalties. Two more are coming online in 2021, resulting in roughly 56% year-over-year growth, according to Red Cloud’s projections. With nine royalties expected to be producing in 2025, revenue growth for Vox between 2021 and 2025 is an estimated 673%.

Macpherson noted upcoming potential catalysts for the royalty and streaming company include initial guidance expected in Q3/20, Q3/20 financial results anticipated in Q4/2020 and additional royalty acquisitions.

Read what other experts are saying about:

Vox Royalty Corp.

Sign up for our FREE newsletter at: www.streetwisereports.com/get-news

Disclosure: 1) Doresa Banning compiled this article for Streetwise Reports LLC and provides services to Streetwise Reports as an independent contractor. She or members of her household own securities of the following companies mentioned in the article: None. She or members of her household are paid by the following companies mentioned in this article: None. 2) The following companies mentioned in this article are billboard sponsors of Streetwise Reports: Vox Royalty. Click here for important disclosures about sponsor fees. 3) Comments and opinions expressed are those of the specific experts and not of Streetwise Reports or its officers. The information provided above is for informational purposes only and is not a recommendation to buy or sell any security. 4) The article does not constitute investment advice. Each reader is encouraged to consult with his or her individual financial professional and any action a reader takes as a result of information presented here is his or her own responsibility. By opening this page, each reader accepts and agrees to Streetwise Reports’ terms of use and full legal disclaimer. This article is not a solicitation for investment. Streetwise Reports does not render general or specific investment advice and the information on Streetwise Reports should not be considered a recommendation to buy or sell any security. Streetwise Reports does not endorse or recommend the business, products, services or securities of any company mentioned on Streetwise Reports. 5) From time to time, Streetwise Reports LLC and its directors, officers, employees or members of their families, as well as persons interviewed for articles and interviews on the site, may have a long or short position in securities mentioned. Directors, officers, employees or members of their immediate families are prohibited from making purchases and/or sales of those securities in the open market or otherwise from the time of the decision to publish an article until three business days after the publication of the article. The foregoing prohibition does not apply to articles that in substance only restate previously published company releases. As of the date of this article, officers and/or employees of Streetwise Reports LLC (including members of their household) own securities of Vox Royalty, a company mentioned in this article.

Disclosures from Red Cloud Securities, Vox Royalty Corp., Initiating Coverage, September 20, 2020

Red Cloud Securities Inc. is registered as an Investment Dealer in Ontario, Quebec, Alberta and British Columbia and is a member of the Investment Industry Organization of Canada (IIROC). Part of Red Cloud Securities Inc.’s business is to connect mining companies with suitable investors. Red Cloud Securities Inc., its affiliates and their respective officers, directors, representatives, researchers and members of their families may hold positions in the companies mentioned in this document and may buy and/or sell their securities. Additionally, Red Cloud Securities Inc. may have provided in the past, and may provide in the future, certain advisory or corporate finance services and receive financial and other incentives from issuers as consideration for the provision of such services.

Company Specific Disclosure Details

3. In the last 12 months preceding the date of issuance of the research report or recommendation, Red Cloud Securities Inc. has performed investment banking services and has been retained under a service or advisory agreement by the issuer.

Analyst Certification Any Red Cloud Securities Inc. research analyst named on this report hereby certifies that the recommendations and/or opinions expressed herein accurately reflect such research analyst’s personal views about the companies and securities that are the subject of this report. In addition, no part of any research analyst’s compensation is, or will be, directly or indirectly, related to the specific recommendations or views expressed by such research analyst in this report.

( Companies Mentioned: VOX:TSX.V, )

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[premayogan]

Aerospace and Defense - A great platform for the Innovation Companies to invest...!!!

To keep pace with new entrants, companies must focus on innovation.

In 2019, examining the dynamics of the aerospace and defense (A&D) sector, we emphasized the need for global companies to focus on building relationships with defense agencies around the world. We said they should seek entrées into new lucrative markets even as their U.S. and E.U. business remains flat. That assessment is still pertinent in 2019? That assessment is still pertinent in 2019, even in the face of expanded U.S. defense budgets. There are many uncertainties surrounding how that money will be spent. For example, will the Pentagon return to the days of traditional long-term weapons development programs? Or will it take the more likely course of pursuing new partners — either legacy players or nontraditional entrants — that can invest in creative technology solutions and deliver them faster and cheaper? Another uncertainty involves the European Ministers of Defense, who are joining together as a bloc to increase investments in military equipment.

Aerospace and Defense Trend

New R&D rival A global strategy built upon their own innovation and capabilities is the most viable path for most companies in this industry. But is that feasible? For some time now, defense contracting has been among the most risk-averse sectors, often opting to return capital to shareholders via share buybacks and dividend payouts, leaving research and development wanting.  

Investment and Innovation

To be sure, these aerospace and defense R&D budgets greatly trail expenditures made by technologically intensive companies, which have begun to enter this sector. Slow-walking R&D efforts have never been a recipe for long-term success, and some of the significant threats confronting the A&D industry show. Commercial technology entrants have large and growing workforces dedicated to developing new technologies and can innovate rapidly.

What Pat Shanahan, a 30-year veteran of Boeing said?

He has spoken about the potential technology-deficit that defense companies must address. They may have once ruled the military equipment landscape and even led in innovation but that doesn’t insulate them from hungrier, more determined competitors. SpaceX, founded in 2002, exemplifies this group. Elon Musk’s company designs manufacture, and launches advanced rockets, covering a range of activities that in the past could have been shared by a variety of defense contractors. And in its short life, SpaceX has already proven its ability to disrupt the defense business with a breakthrough that allows it to recover and reuse booster sections.

And while Western A&D companies battle new entrants at home, countries in other regions are expanding their defense capabilities and industries, hoping to erode the technological edge that legacy Western companies and countries have historically enjoyed.  Recent reports indicate that China is making a big push to develop military artificial intelligence technologies, and China and Russia are developing sophisticated air-to-air missile systems that use advanced imagery and sensors to thwart enemy intrusions before they pierce the skies.

A&D Companies’ adoption and changes

As a result of these pressures, executives at large A&D companies must confront a critical imperative: change how you make decisions about capital expenditures and R&D spending to increase support for new technologies and partnerships with the goal of designing and engineering new products more quickly. In other words, adopt a more rigorous and less risk-averse approach to evaluating and making strategic investment choices (for example, product development, technology innovation, and R&D) that yield long-term value. Accept uncertainty as part of the normal course of business; view it as an opportunity, not a danger. At the same time, collaborate with defense customers to tap into technology innovation outside the A&D industry and adapt it to future platforms rather than developing bespoke solutions.

We have already begun to see some movement in this direction, though not enough. Some U.S. A&D companies are using a sudden influx of free cash from massive tax cuts to widen R&D spending and investments in other capital assets (although many are still designating much of the windfall for shareholder payoffs that do little for future product development). Lockheed Martin says it intends to invest in new weapons development, while not providing any dollar figures. But these announcements are relatively few, limited to American companies and don’t specify how much, if any, of the increased spending, will go directly to R&D, as opposed to other typical capital investments.

Unorthodox Innovation Strategies

In addition, some defense outfits have developed unorthodox innovation strategies to jumpstart new programs that formerly would not have been in their wheelhouse. The U.S.-based Sierra Nevada Corporation teamed up with Brazil’s Embraer Defense & Security to retrofit Embraer’s battle-hardened A-29 light attack aircraft for the U.S. Air Force and other air forces worldwide. This contract grew out of a USAF effort to procure equipment with minimal and more rapid development work than traditionally required. Airbus has launched a new digital program called Quantum, which among other things seeks to create new business models around advanced technology. One of Airbus’ initial Quantum efforts is the development of highly complex commercial drones to buttress its military unmanned device product lines.

Acquisition and Investments

Other A&D companies are explicitly trying to establish themselves as digital leaders through M&A or partnerships. Thales has acquired Dutch-based Gemalto for more than US$5 billion, a deal that cements Thales’ new strategic vision in this sphere. Gemalto is a major player in cybersecurity products, and Thales has been on a buying binge recently to open up new revenue streams from technology. Boeing Defense, Space & Security has joined with Saab Group to build a production aircraft that provides the U.S. Air Force with a new, advanced pilot training system that could replace the T-38 in the Air Force’s T-X training program. The project is notable in that Boeing broke a norm by investing its own resources in R&D.

Some companies, such as Lockheed Martin (LM) are using venture funds to focus their long-term, strategic investments on technology innovation. LM’s fund invests in early-stage technology companies that are involved in autonomous systems and robotics, cybersecurity, artificial intelligence, advanced electronics, and sensor technologies. No A&D company can avoid the need to be much more nimble and forward-thinking than they’ve been in the past. Companies must determine how to allocate capital to build differentiating capabilities, address current and future customer needs, help customers innovate, and, of course, maximize shareholder returns.

How can they develop an investment strategy to meet these goals?

A good starting point is a more disciplined approach to valuing strategic options. This involves analyzing specific financial indicators (such as cash flows or intrinsic value) generated by the company’s current strategy, versus other strategic options. The cash flow can then be used to develop advanced products, instead of simply returning capital to shareholders. A&D companies should ensure that their approach to strategic investment decisions incorporates the following elements: A disciplined approach to managing capital investments as a portfolio of options, based on returns and on the drivers of intrinsic value. This includes a dynamic valuation of strategic options and trade-offs (potentially incorporating decision-tree analysis, what-if scenarios, and an analysis of real option value in a range of plausible future environments). Agility in the face of market uncertainty through a dynamic strategy process that is not constrained by annual financial-planning cycles. Reducing expenses by ruthlessly focusing on the assets, markets, business portfolio, technology, and core capabilities that provide the company’s competitive advantage. (We call this a fit-for-growth program.) Too often, R&D funds are allocated to business units, letting them decide what to do with the money, rather than earmarked to fund specific priorities.

Incentive and compensation programs that reward executives for investment decisions that result in successful innovation and improved competitive advantage. The traditional approach of offering bonuses for meeting annual performance objectives — equity returns, earnings, and the like — is counterproductive because executives can achieve these goals while actually destroying value in the company by, for instance, seeking savings through cutbacks in R&D. Changes in corporate culture. The average defense contractor’s workforce is skewed to a middle-aged demographic that is strong in developing and maintaining proprietary systems but does not have the tech aptitude that increasingly drives weapons equipment efforts and advances today. Defense contractors should partner with startups to adopt new technologies the A&D companies need. Acquisitions and venture capital-style investments are also possible in this realm. Boeing, Airbus, LM, and Raytheon have all bought interests in high-tech firms, working in areas that include cybersecurity, integrated circuits, drones, small electric airplanes, and augmented reality. Read the full article

[peoplehum-blog]

Engage Right – Essential Series 3 : So What Do You Feed Millennials? What Makes Them Tick?

I live and love online and am hyperconnected.

Millenials have been born and brought up in the world of the web. Their relationships have been formed and sustained using digital media.

Here are some very interesting statistics from a Neilsen study on “Average Time Spent by Generations on Social Media”:

Gen X – 35 – 49 (7 hours)

Millennials – 18 – 34 (6 hours)

Seniors > 50 (4 hours)

This is just time on social media and not total time spent online.

We will talk about the missed engagement opportunity on Gen X since they invented the internet and are more hooked onto it than millennials but a millennial, on average, spends roughly half of all productive time in a day (deducting for sleep and ablutions) connecting with the world online socially.

This is no different from Gen X, which had a lot of literature written about their time spent watching television. Every generation has social aspects that are driven by the connectivity paradigms that exist while growing up and millennials are no exception. They are online socially keeping up with the world and their relationships.

Where do I float online?

I recently observed 2 millennials meeting up and Surprise! Instead of exchanging phone numbers to stay in touch, they exchanged their Instagram and Snapchat handles.

What does that mean for organizations that are looking to tap into this workforce and customer base? Get ready for nontraditional connects. Adopt channels that take you away from the traditional. It will become more important to have an Instagram presence for a company rather than having a phone number.

What device do I use to be online?

The defacto is the mobile phone. The bigger the screen the better. My daughter, a millennial, will sacrifice free time buying clothes, ordering food, listening to podcasts, and more on her mobile phone and a pair of headphones.

Mobile phones are more important than feeding oneself. The fear of being left out of a hyperconnected generation is greater than pangs of hunger. So organizations should design mobile-first to cater to the millennial generation. Studies estimate more than half of the internet traffic in 2017 was driven by the mobile phone. Until someone comes up with a universal personal communications and entertainment device, the mobile phone is it.

How do I interact?

Studies of millennial pattern behavior point to some important conclusions on online behavior:

39% of time is spent online is on social media apps

10% of time is spent on communications apps

Out of the 39% time spent on social medial a substantial amount is feed-based and ad-hoc messaging traffic, or chat traffic. Chat traffic is classified as one of 3 following forms:

One-on-One chats

Group chats

My chat with the world

The 3rd aspect is important, where days are counted with the number of likes and views I collect on my posts. So half the time online besides searching for products, services, reading news, and following my passions is spent absorbing and interacting with what my social circle is up to.

Brands are also part of this social circle, with online ad-based behemoths of today like Google and Facebook. It is this pattern and behavior online that has driven revenues of these giants by inserting algorithmic driven messages into social streams and feeds.

The future will continue to be driven by personalization, so millennials will either reduce their time keeping up with traffic or increase their quality of interactions so more can be consumed in less time. Increasing conversational, query, and question based interactions and chat traffic significantly will be the trend to track in the coming years.

Dump the menu

What does this mean for organizations as our online behavior and patterns change? Companies will need to dump the menu. The menu-driven approach to get to choices and information has been the de facto for the last couple of decades. Interactions will need to be more fluid. In a crowded market place, this means providing interactions based on specific queries. Interactions will be more natural and conversational. Chatbots will rule as search and retrieval becomes more pinpoint rather than listing-based.

If you don’t have a chatbot, then you should seriously consider having one since our hyperconnected world wants to interact with your business in a conversational manner.

To be continued in Engagement Essentials 4.

Warmly The peopleHum team www.peoplehum.com Get the Hum!

[welfont-blog]

WHY NOW IS THE RIGHT TIME TO START A BUSINESS

Welfont Joe Johnson, Ph.D. Entrepreneur. Investor. Startup Expert.

If you’re considering starting a business, you’ve likely debated whether the time is right. Dependent on whom you ask, you’re likely to receive a range of answers. However, there’s a unique startup and entrepreneurial culture in the United States and, while TV shows may focus on Silicon Valley unicorns, the truth is that there are amazing startups and business ventures found in every geographic region, prospering and paving the way for ever more new startups.

Our economy has mostly recovered from the so-called Great Recession and, while some banks remain reluctant to make new small business loans, they aren’t the only game in town. Part of the credit for the economic recovery is due to the amazing entrepreneurs and small business owners who have continued to deliver the products and services that we both want and need in our communities. These individuals constitute a vital part of our nation’s economy. As a direct consequence of their impact and influence, it’s a good time to start a business.

FIVE REASONS THAT RIGHT NOW IS THE BEST TIME TO START A BUSINESS

Lending Environment

There’s a rich lending environment in the United States; startups can choose to bootstrap, seek investors, take a loan from either traditional or nontraditional lenders, or crowdfund. Never before have there been so many options for funding a business. While not every funding stream is easy to tap, the varying options enable each would-be entrepreneur to blaze his own path to business ownership.

Technological Advancements

Technology continues to make our lives easier. For entrepreneurs, software can help to alleviate some of the workload. Project planning tools, bookkeeping packages, and even personal digital assistants can aid one in remaining ahead of the many essential tasks incumbent upon any business owner. Tech has made it simpler to scale operations and to connect with people throughout the world, both manufacturers and consumers. There are companies which provide call center, analytic, and underwriting services for insurance agents and others which support retailers with cloud-based and VoIP phone services so that customers are always able to reach them. Services that once required numerous employees to provide are now performed with software.

Gig Economy

Budgets are frequently tight when starting a new business. By utilizing the “gig economy,” you can engage freelancers to shoulder some of your workload without having to worry about the many expenses concomitant with hiring an employee. Contracting a freelancer to complete nonessential or one-time tasks can save precious resources so that you can focus on hiring the right long-term people. Whether you need a website built, branding assistance, or proofreading of marketing materials, there are freelancers available with the right expertise to solve your problem.

Lean Method

Making prototypes and creating new products used to be cost-prohibitive. Today, when applying the lean method and the minimum viable product (MVP) concept, businesses can quickly get a product to market and utilize feedback to innovate and adapt to the  target audience’s needs. This “fail quickly” method saves time and money, two assets with which entrepreneurs are frequently in short supply.

Timing Is Key

As we all know, timing can sometimes be key for success. Introducing the right product at the right time or beating a competitor to market can have a huge impact on revenue. Being late to the proverbial party may facilitate picking up some stragglers, but it’s not a sound business plan. In order to compete effectively, you must not only be in the game, but be one of its leaders. Ideas age quickly and yesterday’s hot business concept may be tomorrow’s bust. If you have a golden notion, it’s time to begin researching, exploring, and planning so that you don’t allow the opportunity to pass you by.

ARE YOU READY TO START A BUSINESS?

Now is a good time, generally speaking, to start a business – but is it the right time for you? Consider whether you possess the following characteristics:

You’re Passionate

If you’re excited about your idea and won’t be able to let it go until you’ve brought it to fruition, start taking steps today to make that vision a reality. Even if you’re only able to work on your business in the evenings after hours, getting started on the planning process and creating your business plan will both be necessary before applying for any funding.

You Have the Time

Your new endeavor will require a great deal of time. If you have those extra hours to devote, then by all means do so. This may require you to keep your day job and work on the new business in the evenings vs. working 15 hours per day in order to get your enterprise up and running. Often, entrepreneurs end up doing most of the work themselves when a business is just beginning. Be realistic about the extent of the commitment involved and resolve to give it your all.

You Have an Idea

If you have an idea, start researching to see whether it’s already been done and, if so, what approach has been taken. An idea is a great place to start, but it needs to be fleshed out. You must both investigate the logistics of running a business and compose a business plan. Along the way, you may learn more about your idea’s viability and whether it merits a continuation of your efforts.

You Spy an Opportunity

Sometimes opportunity knocks and we’d be foolish not to open the door. Whether it’s a turn-key business or a real estate deal, if you discern an opportunity which you believe will be beneficial or one that you feel should be investigated further, get your due diligence process underway.

You Have the Money

Sometimes all that’s needed to finally get your business underway is some cash. If you’ve been saving to bootstrap or are able to take out a loan so that you can ensure the ability to meet living expenses while money is tight, it may be the right time to turn your passion into a career.

You Have a Plan

Before embarking on a new endeavor, you’ll need a business plan. Whether you’re a fan of the traditional business plan or enjoy the simplicity of the business model canvas, there’s no substitute for a well-conceived plan that incorporates in-depth, accurate information about your industry, competitors, and target market.

If you’re still not sure whether now is a good time to start a business, that’s OK. It may be that you aren’t ready for the many risks which inevitably accompany entrepreneurship. That doesn’t mean that you have to give up on your idea, though. Continue investigating your industry and crafting a business plan so that you’ll be ready when the right time comes for you to join the ranks of entrepreneurs.

Follow Welfont Joe Johnson on Twitter

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Why Mergers and Acquisitions Will Define the Distributed Energy Boom

We’re in the middle of a boom in utility mergers and acquisitions. The biggest power companies in the world are scrambling to buy up new startups in order to stay at the forefront of the distributed energy transition -- and they’re spending billions of dollars in the process.

Total annual investments in distributed energy companies by European and North American utilities more than tripled between 2010 and 2016, according to data compiled by GTM Research.

In total, utilities invested $2.9 billion in 130 individual distributed energy companies since 2009 -- $1 billion of which was invested in 2016 alone. The trend has continued this year, with nearly half of global industry deals involving renewable energy during the second quarter, according to a report from Ernst & Young.

Those numbers are only a preview of what’s to come. 

“I think the appetite for acquiring startups will really increase over the next few years,” predicted Matthias Dill, the managing director of Germany-based Statkraft Ventures, a venture capital fund backed by Norwegian energy firm Statkraft. "We see three fundamental trends driving M&A activity in the energy sector: Incumbents embracing distributed energy, startups becoming relevant players in the energy sector, and players from other sectors entering the energy sector. The exciting part is that all of this is happening at the same time.”

Incumbent utilities are now grappling with the reality of distributed energy. Consequently, operations are already changing in significant ways – and utilities are doing everything they can to future-proof themselves.

The shakeup is evident in Europe, where E.ON and RWE both split up their fossil fuel and renewable assets last year. RWE created Innogy to focus on renewable energy, electric vehicles and retail markets. And E.ON established Uniper, in order to separate its upstream fossil fuel operations. Both are seeking out partnerships and acquisition targets to grow their renewables businesses. 

And there is much more money waiting to be spent. According to the International Energy Agency’s latest forecast, renewable energy investments will amount to $7 trillion by 2040. Trillions more will be invested in energy efficiency and demand-side management.

The trend holds true for midsized European power companies as well. U.K.-based Drax Group acquired the electricity provider Opus Energy last year for £340 million ($453 million). The Netherlands-based Eneco invested in two German companies -- virtual power plant developer Next Kraftwerke and renewable energy provider LichtBlick -- and acquired the Dutch smart thermostat company Quby.  

Dill said startups like Quby are especially appealing to incumbent power utilities because they bring in new business possibilities and, once acquired, no longer present an acute threat. 

Statkraft Ventures invested in one such startup in 2015. Munich-based Tado was developing intelligent climate control platforms, and Dill’s team saw an opportunity to market the product through utilities.

“When they started out, they weren’t really an energy firm. They were already successful, but mainly an e-commerce and consumer electronics firm,” said Dill. “We invested two years ago, and today their major customers are the utility sector. Now they enable incumbent utilities to offer new products to their customers and have a better customer relationship.”

A diverse and growing pool of cleantech startups like Tado is entering the scene and presenting new possibilities for mergers and acquisitions. More companies than ever are working in the energy space, and many got their start outside of the energy sector.

Technology maturation and customer preferences are drivers of the trend. Wind and solar costs rival conventional fossil fuels; customers want renewables and greater control of their energy use; and the business models are becoming more sophisticated.

“Today, the heavy lifting in developing technologies like solar, wind and storage is done, but this generates a new set of questions,” explained Dill. “Startups are in a perfect position to address these new issues, which are often centered around data-management and customer experience, and they can be addressed in a very capital-efficient way.”

Tado has become so attractive to utilities that it receives a steady stream of offers to acquire the company.

“We get inbound inquires every two months,” said Tado founder and managing director Christian Deilmann, “but Tado is not up for sale. We are just getting started.”  

Since Statkraft invested in Tado, the company has grown “tenfold” in customers and revenue, added Deilmann.

Other nontraditional players are eyeing cleantech startups too. Last year, the California-based cloud-computing giant Oracle bought Opower, a utility software company, for $532 million. Years earlier, Google was at the forefront of this trend when it bought smart-device maker Nest for $3.2 billion in 2014.

Energy-focused investment firms like Statkraft Ventures are catalyzing this market by searching for promising startups that can meet the changing needs of utilities. “It’s about finding startups that, from whatever background, can have a big impact on the energy sector,” said Dill.

As a venture arm of the Norwegian energy company Statkraft, Statkraft Ventures has an intimate understanding of large utilities.   

“It’s very useful to have a shareholder that understand the specifics of the energy sector, because [it is] not always straightforward,” said Deilmann.

With such strong demand for clean technologies over the coming decades, the recent M&A activity is only the beginning.

“We and our peer VCs are building a pipeline of targets that will be bought soon,” said Dill. “It’s a nice point in time.”

Expect the biggest energy companies to be on the hunt for acquisition opportunities.

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