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Tech enabled fulfilment centres with last mile delivery Vistar has automated significantly its 3 retail centres (small parcel shipments) . With leverage on technological capabilities with automation in picking and packing parcels, Vistar allows products to be able to deliver to 96% of the population in 1-2 days. With the tech-enabled fulfilment facilities , this helps boost PFGC E-commerce & Q-Commerce segment.Given PFGC scale and supply chain, they could act as fulfilment service centres for manufacturers and customers alike. Even if its clients utilises a third party website , PFGC would still be able to capitalise on fulfilment opportunities for them. For Q-commerce, it capitalises on customer inclination towards fast delivery for smaller sized orders. The quick commerce segment is

Mitigation: However, based on the management’s previous experiences, lack of factors beyond functionality associated with the consumption of energy drinks, and lack of differentiation compared to competitor products, there remains a high possibility that management will fail to meet targets per the street’s estimates.International Expansion Risks: Management could potentially find success in capturing market share in the overseas market having outlined Canada as their next expansion target for FY 2024, with further exploration of markets like the UK, Germany, and Japan. In moving to overseas market, they still maintain access to Pepsi Co.’s network as their primary distributor reducing the selling expenses as they do not require as many new distributors onboarded. Additionally, the new mar

Dispelling Fears of CompetitionBears are concerned about Spotify’s ability to capture market share in music streaming, with the biggest competitor being Apple Music.From online reviews, audiophiles say that Apple Music has slightly higher music quality than Spotify, and that has what has resulted in some to jump ship. For the average retail consumer, their ears are not going to be attuned to identify such minutiae differences in quality, especially for Podcasts where there will be no material difference in levels of enjoyment. While further investments in audio tech and introducing Lossless audio might help Spotify to reduce the biggest reason for churn, I doubt that this impact will be material and for now, Spotify is better off investing in expanding their product offerings, especially i

The service segment, including replacement markets and new onsite services like silo and pressure vessel fabrication, represents a significant growth avenue. These areas not only promise higher margins but also deepen customer engagement, reinforcing Kilburn's role as a vital partner in its clients' operational ecosystems. The recent project with Technip for the IOCL refinery in Paradip exemplifies Kilburn's expanding service capabilities and its strategic focus on areas with substantial growth potential.Furthermore, Kilburn's ability to forge and maintain long-term technological partnerships, such as those with Nara and Carrier, extends its market reach and enriches its product and service offerings. These collaborations, alongside new ventures like the tie-up with Idreco, highlight Kilbu

You can't use an old map to explore a new world - Albert EinsteinCompany Description:C. E. Info Systems Limited (NSEI:MAPMYINDIA), provides digital mapping, geospatial software, and location-based Internet of Things technology solutions in India. MapMyIndia derives majority of their revenue from B2B and B2B2C customers. The company reports across two revenue segments, Map-led and IoT led and obtains its revenue mainly in India, with plans for international expansion. MapMyIndia was founded in 1992 and is headquartered in New Delhi, India.Revenue breakdown:Business Segments:Map-led: This is the legacy and core business of MapMyIndia.This business involves the sale of map data and services, including royalty, annuity, subscription, software and projects.IoT-led: This is a newer segment for M

To add on my reasoning for why a long-term investment opportunity is lacking, these are the 2 concepts that I use to consider whether a furniture retailer holds any competitive advantages.Branding Positioning.An interesting thing about the furniture industry is that, outside of a few exceptions, brands are meaningless. The branding and positioning of a furniture company are not based on the type of furniture, the material of the furniture, or the collection of the furniture. Rather, it is derived entirely from the parent/retailing brand of where the furniture is sold. If you think about it, when you enter a furniture store, brands are rarely displayed. Instead, we care more about where we will be shopping for our furniture and then derive the value that we associate with the furniture.This

Naturally, one might question why close-outs were abandoned as a strategy in the first place. Specifically, why did Bruce initiate this transition initially if this was the right path all along? A clue might be found in the fact that when Bruce joined, close-outs represented less than 10% of the sales mix. This indicates that the decision to move away from close-outs had already begun before Bruce's tenure. Consequently, I don't believe the blame can be solely placed on Bruce for this strategic shift. A simpler explanation could be institutional imperative and the pressure to align with the prevailing trends in the retail sector. As Buffett noted, institutional imperative is often a key factor leading great companies to make unwise decisions. As the saying goes, it's better late than never

Daiichi Sankyo breaks through in ADC areas with blockbusters by continuous innovation   Daiichi Sankyo has positioned itself into a global pharma innovator several years ago and focus on an innovation in oncology. It keeps sustainable innovation and maintain leading positions in the pharmaceutical area. It has outstanding products to provide sufficient cash flow and keeps investing them on research, development and licensing in the best novel medicines. For oncology, the company has brought forth groundbreaking treatments that have revolutionized cancer care such as Enhertu and other products such as acute myeloid leukemia (AML) treatment with its novel FLT3 inhibitor called quizartinib. Daiichi Sankyo invested the highest proportion of R&D/Rev among the eight biggest Japane

 The ADC market is becoming crowded with more MNCs exploring the candidates. Different MNCs adopt different strategies:AstraZeneca: AstraZeneca strategically acquired Spirogen, a pioneer in PBD-based ADC technology, allowing them to enter the ADC field. They also invested in ADC Therapeutics and collaborated with Daiichi Sankyo, further expanding their presence in the ADC market.AbbVie and Gilead: These companies secured their positions in the ADC field through significant acquisitions. By acquiring companies with established ADC technologies, products, or pipelines, AbbVie and Gilead gained a foothold in the ADC market.Roche: Roche represents a risk-averse strategy by focusing on collaborations rather than developing their own ADC platform. They partnered with ImmunoGen to obtain the

Executive Summary  ADC, or Antibody-Drug Conjugate, has emerged as a groundbreaking modality for cancer treatment, revolutionizing conventional approaches across various indications. Daiichi Sankyo has established itself as the global leader in this field, boasting an industry-leading technology platform and a robust pipeline. This places the company in a unique position as a pioneering force in the disruptive biotechnology sector on a global scale.  In terms of financial performance, Daiichi Sankyo is poised for remarkable growth, primarily driven by its Her-2 ADC and Trop-2 ADC products. Revenue is projected to double, while net profit is expected to triple over the next three years. Additionally, the company's extensive ADC pipeline ensures sustainable growth for the