Monthly Archives: February 2022

In a recent study, an Indian researcher traced the tectonic evolution and the nature of the Greater Maldive Ridge (GMR) --- a very crucial geodynamic features in the western Indian Ocean whose origin has been the centre of many a scientific debate.

The study can help reconstruct the original Gondwanaland break up and dispersal that led to present-day configuration of continents, continental fragments, and formation of ocean basins in the Indian Ocean.

The Maldive Ridge is an aseismic ridge that is not associated with earthquake activities. This ridge, located in the western Indian Ocean, southwest of India, is not well investigated. It is of paramount importance to gain knowledge on the structure and geodynamics of aseismic ridges (as it provides valuable inputs towards understanding the evolution of ocean basins).

The study by the Indian Institute of Geomagnetism, Mumbai, an autonomous institute of the Department of Science & Technology, Govt. of India, has chalked the possible geological cross-sections along the GMR for the first time with the help of satellite-derived high-resolution gravity data. The researchers postulated that the GMR may be underlain by an oceanic crust. The results from their study can provide additional constraints in understanding the plate-tectonic evolution of the Indian Ocean, better.

The research work carried out by Dr. Priyesh Kunnummal under the guidance of Dr. S.P. Anand provides the crustal architecture and the state of gravitational equilibrium between Earth's crust and mantle (isostasy) of the Greater Maldive Ridge segment of the larger Chagos-Laccadive Ridge (CLR) system. Their study, based mainly on the interpretation of gravity anomalies (small differences in the pull of gravity caused by the lateral variations of density within the subsurface) with broadband seismic and refraction seismic data, provided for the first time a three-dimensional picture of the variation of Moho along the Greater Maldive Ridge and the adjoining ocean basins. The depth to the boundary between the earth's crust and the mantle or the Mohorovicic discontinuity (Moho) over the GMR was systematically mapped along with the finer variation of effective elastic thickness (Te) at the place. The research related to Te variations and isostatic compensation has been published recently in the journal 'Gondwana Research'.

IIG team found that Moho is deeper over the Maldive Ridge (MR) segment and shallows southwards in the Deep Sea Channel region (DSC). However, the effective elastic thickness (a proxy for the strength of the lithosphere) values were lower over the MR compared to DSC region. Maldive Ridge and Deep Sea Channel region may probably be oceanic in nature with the presence of underplated materials associated with the Reunion hotspot volcanism. The research suggests that Maldive Ridge might have formed in the close vicinity of the Mid-Oceanic Ridge (where creation of a new ocean floor occurs due to divergent motion of lithospheric plates or spreading centre). Meanwhile, the DSC region was under a long transform fault (offset between the spreading centres, which neither create nor destroy lithosphere), which hindered melt production and gave rise to gap between Chagos and Maldive Ridge during the Plume-ridge interaction.

Satellite-derived gravity anomalies are very helpful in deciphering the crustal architecture where traditional shipborne geophysical data are either not available or scanty.

"The study provides new insights into the crustal architecture, isostatic compensation mechanism, and the tectonic evolution of the Greater Maldive Ridge, said Dr. Priyesh.

(With Inputs from PIB)

Excerpt from:

Tectonic evolution of Greater Maldive Ridge traced in western Indian Ocean - Devdiscourse

A star-studded Los Angeles Rams beat the Bengals 23-20 in Super Bowl LVI while another year of star-studded auto industry Super Bowl Ads confirm the EVolution is here. While Super Bowl regulars like Audi, Mercedes, and Ford skipped this years show, BMW, GM, Hyundai, Kia, and startup Polestar showcased their commitment to an EV future. Even the Toyota and Nissan ads, while not directly promoting EVs, emphasized how new technology doesnt mean less fun, or performance. Toyota showcased its new 437-hp iForce MAX twin-turbo V-6 hybrid in its Tundra pick-up, while the iconic Nissan Z was the star of Thrill Driver.

In BMWs Zeus & Hera the terminator, Arnold Schwarzenegger, plays Zeus the god of lightning, and Salma Hayek is Hera, goddess of women, marriage, family and childbirth. Seeing Zeus grow frustrated trying to adapt to retired life with continual requests for electric charges, Hera gets him a little pick me up in the form of an all-electric BMW iX. To the tune of Eddy Grants Electric Avenue, a clearly happy Zeus and Hera drive away in what BMW promotes as the Ultimate Electric Driving Machine.

Following up on last years Will Farrell No Way Norway showcasing the companys commitment to an EV future, GM continues its EVerybodyIn campaign with EVerybodyIn: Dr. EV-il. In this catchy ad, the Austin Powers team of Mike Meyers as Dr. EVil, Mindy Sterling as Frau Farbissina, Seth Green as Scott Evil, and Rob Lowe as Number Two has taken over GM. With climate change as the No. 1 threat to the world, the Dr. EVil team vow to reduce tailpipe emissions and its carbon footprint by using GMs new Ultium battery platform, saving the world so that Dr. EVil can then take it over. Heading off to a fleet of EVs, including a Silverado EV, Dr. EVil announces Were going all electric with GM promising 30 EVs globally by 2035.

GMs second ad certainly made Sopranos fans happy. Jamie-Lynn Sigler, who played Tonys daughter Meadow, makes her fathers famous Manhattan-New Jersey commute. But, instead of Tonys black Suburban, Sigler is driving a royal blue Chevrolet Silverado EV. The tag line: The All Electric Silverado, A whole new truck for a whole new generation.

After skipping 2021, Kia returns with Robo Dog, where a neglected Robo Dog falls in love with a Kia EV6. As it pulls away from the charging station, Robo Dog chases it down to Bonnie Tylers Total Eclipse of the Heart all while dodging pedestrians, hopping on an elevator, and finally leaping towards the sunroof only to have its battery die mid-air. Kias theme of live fully charged is showcased by the driver reviving Robo Dog with the EV6s reverse charging feature (a nod to a V2G future?) before driving off with Robo Dog in the passenger seat, head out the window.

Little known EV start up Polestar, which sold less than 30,000 cars in 2021 but promises to release its Polestar 3 electric SUV later this year, made its Super bowl debut with its No Compromises ad. Polestar used a simple ad with white on black punchy words for a no-nonsense introduction.

Toyota featured two ads. First, similar to last years Upstream featuring Team USA Paralympic gold medalist Jessica Lang, Toyota aired another inspirational ad with Start Your Impossible, the story of the McKeever brothers who worked together to help Brian, who lost his eyesight, become the most decorated Paralympic cross-country skier with 17 medals. Toyota's second ad The Joneses featured Tommy Lee Jones, Leslie Jones, Rashida Jones, and Nick Jonas, driving the new 2022 Tundra full-size pickup truck, powered by the Toyotas new 437-hp iForce MAX twin-turbo V-6 hybrid. To Tom Jones Its Not Unusual the Joneses show off the fun and performance of Toyotas hybrid technology, even in a full size pick-up.

After a 7 year hiatus, Nissan returned, also with its performance themed Thrill Driver ad. Eugene Levy, Brie Larson, Danai Gurira, and Catherine OHara reenact an action thriller after Larson gives Levy the keys to her iconic Nissan Z. While Thrill Driver clearly promotes the excitement and performance of the Nissan Z, Nissan cleverly features Nissans EV Ariya, first as Levy passes a surprised Catherine OHara and at the end when the stars leave the fictional Thrill Driver movie premiere and Brie Larson, Nissans brand ambassador, takes her keys back before they drive off in an Ariya.While Nissan had Daniel Levys fictional film, Porsche leveraged its reunion with the highly anticipated "Top Gun: Maverick"to showcase its cars speed, maneuverability and performance.

For tech-based online used car retailers Vroom and Carvana, the evolution is about the ease of buying and selling online. In last years Dealership Pain Vroom focused on consumer dislike of the dealership car buying experience. With Flake the Musical, Vroom promotes on the ease of selling your car online. With a made-up musical, Vroom tells the story of a woman (Ariana Rosado) who just can't find someone to buy her car only to have Vroom come to the rescue. In its first-ever Super Bowl Ad the used car online retailer Carvana featured an Oversharing Mom who can't stop talking about a great Carvana buying experience, including online in person support.

EV charging company Wallbox used a 15 second ad, Seth to promote its home EV charging technology with the story of a lightning strike survivor fearful of plug in electricity but who embraces using Wallbox to charge his EV.

As we noted in our review of the 2020 and 2021 Super Bowl Ads, the evolving automobile industry presents many important strategic, legal, and regulatory issues and challenges for both established automakers and new entrants. Some of those for 2022, include:

Seyfarths Future of Automotive Task Force understands the evolving auto industry and the challenges it presents.

Link:

2022 Super Bowl Auto Ads: the EVolution is here! - JD Supra

hapabapa/iStock Editorial via Getty Images

For a company that was perpetually restructuring over the last two decades, what CEO Bjorn Rosengren has accomplished in two years at ABB (ABB) impresses me. The company has embraced decentralization with gusto and starting moving more definitively in terms of rearranging the portfolio (selling Dodge, looking to IPO the charging business, spin-off turbocharging, and so on). With that, margins have improved and the company's credibility on the Street is substantially higher.

Now comes the next phase growing off of this improved base, and this offers a different set of challenges and risks than the prior phase. I like ABBs leverage to electrification and automation, two of what I believe will be the dominant trends over the next decade, but there will still be challenges to navigate, including the ongoing question of whether ABB has invested enough in software capabilities.

ABB has been a modest underperformer since my last update, but not by a wide margin. I still see core revenue growth potential of around 4% long term, as well as high single-digit to low double-digit FCF growth, and with that I think ABB is priced for a high single-digit long-term annualized return; good enough to keep it at a buy in my book.

On balance, I cant really complain about ABBs fourth quarter results revenue and orders were ahead of expectations, as was EBITA, though margin was a little weak. That was very typical for what industrials have reported, and its a little strange in past cycles, industrials that beat on revenue and missed on margins would have been punished. Yes, this cycle is different, and its also true that some air has come out of industrial sector valuations, but its a difference worth monitoring as a sentiment risk for the time being.

Revenue rose 8%, beating by 2%. Gross margin improved almost two points year over year, but declined about a point sequentially. EBITA rose 22% as reported, beating by 1% (though one reporting source indicated a higher average estimate, where ABB would have missed by about 2%-3%), though the 160bp margin improvement to 13.1% was about 20bp short of expectation (or 60bp by that other source).

The Electrification business posted 4% organic revenue growth, beating by about 2%. By comparison, Eaton (ETN) posted 5% growth in its Electrical Americas business and 15% growth in its Electrical Global business, while Schneider (OTCPK:SBGSY) has not yet reported and Siemens (OTCPK:SIEGY) posted 6% growth in its Smart Infrastructure segment. Hubbell (HUBB), a smaller rival, reported 16% overall growth. Segment profits fell 1%, beating by 1%, with margin declining 80bp to 14.8%. Orders rose 20%.

Motion revenue rose 9%, beating by 2%. This segment is a little harder to benchmark, though Siemens did report 11% growth in Digital Industries and Rockwell (ROK) reported 26% growth in Intelligent Devices. Segment profit declined 1%, beating by 2%, with margin down 70bp to 16.1%.

Process Automation revenue rose a strong 19%, beating by more than 3%. Honeywells (HON) Process Solutions was down 2%, and again Siemens Digital Industries (which is about 20% exposed to similar markets) grew 11%, while Emerson (EMR) was up about 5%. While Rockwell pointed to 20% growth in its discrete automation business, process automation growth was tagged at 30%. Profits rose almost 150%, beating by 2%, with margin up almost seven points to 13.7%. Orders were up 20% adjusted for large orders in the year-ago period.

In the Robotics and Discrete Automation business revenue declined 1%, beating by 1%. Again, this can be a somewhat challenging business to benchmark, but ABB definitely lagged the reported results from Fanuc (OTCPK:FANUY) and Yaskawa (OTCPK:YASKY), something Id attribute in part to quarter-to-quarter order habits of large auto OEM customers. Segment profits rose 10%, missing by more than 12%, with margin up 80bp to 8.1%, and orders were up 59%

ABB was undoubtedly hit hard by supply shortages in the quarter, and I think that explains at least some of the differences in revenue growth with its comparables. Along those lines, the 21% order growth and 21% backlog growth werent bad the order growth in RDA was strong compared to Fanuc and Yaskawa. Likewise with the 20%-plus growth in the other businesses.

With ABBs business stabilized and margins on a better path, the next challenge will be ABBs transition to growth.

Ill start with some negatives first. Managements guidance for 4% to 7% growth at the December Capital Markets Day was an upgrade (from 3% to 5%), but not all that remarkable next to what weve seen/heard from the likes of Rockwell, Schneider, Siemens, and so on. Second, while CEO Rosengren has solid credentials where margins and business management are concerned, his ability to position businesses for growth is more questionable it was an issue with both Sandvik (OTCPK:SDVKY) and Wartsila (OTCPK:WRTBY). Last and not least, while software is widely seen as a key enabling technology for this next leg of factory automation, ABB only generates about 3% of its revenue from software; rivals like Emerson, Honeywell, Rockwell, Schneider, and Siemens have all been more aggressive in building their software capabilities.

On a more positive note, ABB has excellent positioning in what I believe will be significant growth markets, including electrification (building and factory electrification, vehicle charging), factory automation (drives, controls, robotics), and process automation (full solutions for plant automation and electrification). Second, management has made it clear that theyre open for business where M&A is concerned, though with fairly rigorous price and fit criteria ABB seemed to suggest that they passed on Aspen (AZPN) before the Emerson deal due to a lack of fit.

As far as software goes, management has gone to lengths to point to the number of engineers they have committed to software development and the R&D resources theyre spending there. This is a longstanding issue of mine with ABB and one I wont belabor further, but I think this is an area that will remain controversial.

Im still looking for long-term revenue growth of around 4% from ABB, and I think the company has excellent leverage to electrification and automation, which should serve as a strong tailwind across the next decade. I also see further margin improvement potential, with long-term FCF margins in the low-to-mid teens driving a nearly double-digit FCF growth rate. I also see an improving outlook for margins and ROIC beyond 2022, where supply chain risks are still significant, and this can support a higher forward multiple.

I do think that ABB is priced for a strong high single-digit long-term annualized return, and thats enough to make it an attractive stock in my book. That said, the valuation at Siemens is still interesting and Schneiders isnt bad (Ill get to Eaton another time). I do think investors should shop around as there are multiple plays on the key electrification and automation themes; I cant and wont call ABB my best idea in the space, but considering quality, risk, self-improvement potential, the possibility for outperformance, and so on, I still believe its a good option.

Go here to see the original:

ABB Undervalued As The Next Phase Of Its Evolution Begins - Seeking Alpha

Reading Time: 2 minutesThe latest episode of the Huddle Insights podcast features a fascinating interview with one of Canadas most distinguished market researchers, Michael Adams, the Chairman and Co-Founder of Environics Research.

In this wide-ranging conversation, Adams provides listeners with a data-based analysis of the diverging differences in values between Canadians and Americans through the pioneering work done by Environics in social values research.

He also talks about some of the differences by region within Canada and provides a surprising finding regarding Atlantic Canadians openness to immigrants.

The conversation will also be of interest to those seeking a better understanding of current events, including the Freedom Convoy. Adams points out that the vast majority of Canadians support vaccines and restrictions to tackle the pandemic.

As for the Freedom Convoy, theyve done their cause a disservice. They probably united the other 90 per cent in saying, what is going on with these people?' says Adams.

Were all sick of Covid and we do want those restrictions gone, but we want a data-driven scientific, medically sensible way of gradually getting rid of these restrictions so that we dont have [more outbreaks] like weve had a couple of times so far.

You can listen to the conversation with Adams in the player above. Better yet, search for Huddle Insights on a podcast platform like Apple or Spotify. Follow the show and never miss an episode. You can also listen to past episodes on those platforms.

The Insights podcastcombines the experiences of an economist, David Campbell, and a social scientist, Don Mills, to explore the challenges and opportunities facing Atlantic Canada, to promote data-driven decision-making among policymakers, and to encourage a wider dialogue and debate leading to greater prosperity for the region.

Continued here:

Michael Adams On The Trucker Convoy, Immigration And The Evolution Of Canadian Values - Huddle Today

There were 7.83 billion people on the planet at the beginning of 2021, with 66.6% of them using mobile phones and more than 53.6% of them using social media. Digital advertising revenue was expected to account for 57% of all U.S. advertising in the United States last year. All of which is to say, its no longer a question of whether or when a business goes digital, but how well it embraces the opportunities digital offers for growth and gaining the competitive edge.

In terms of that competition, through the third quarter of 2021, there were nearly 1.4 million applications in the U.S. for new businesses, more than the third-quarter year-to-date data for previous years. Fueled by unemployment, pandemic concerns, and the numerous factors contributing to the Great Resignation, more people are striking out on their own, potentially adding to an already crowded digital landscape.

So, how can this cohort of new entrepreneurs position themselves for success, and how can non-digital natives shift their legacy mindsetand possibly their approachto not only survive but thrive despite the uncertainty of whats now our normal?

Lets examine a fictional case. Carla ran a healthcare organization for years, but she hadnt recognized the level of healthcare inequity for minority populations until the pandemic. She left her job to start an advocacy and resources firm, but isnt sure how much to invest in her digital presence given access issues for her target audience, the changing nature of outreach technology, and her limited resources.

For innovators, early adopters, and founders like Carla, moving forward requires a leap of faith. Disruption starts from something known, which means ideas about the way things should work may linger. You have to be willing to separate the principles of what youre trying to achieve from the method used to achieve it.

Throughout my career, Ive worked with technologies that hadnt been tested before. We made predictions that werent always right, but they always inspired creative ideas about how to use that technology to reach more people and make their lives better.

The important thing to remember is flexibility. In my industry, out-of-home advertising is the oldest form of advertising, yet it straddles the traditional and the technological to great effect. Keep your goals and your audience in mind so youre pragmatic about how to incorporate something new into something existing. Allowing yourself to adapt will allow your business to advance.

Besides, whats the worst that could happen? You choose a path and have to pivot later. Weve all shown we can do that. Or, you ignore digital innovation until it threatens your ability to meet customer expectations, dampening any chance of meaningful growth.

Growth for the sake of growth is rarely a smooth or sustainable approach. You didnt go into business to frustrate customers and drive them away, so their needs should anchor your strategy for how technology supports your growth efforts. Confront and address any gaps between what you want, what the customer needs, and what it takes to get there.

In Carlas case, she eventually envisions providing consultations and education via extended reality (XR) but doesnt have the provider or partner base to make that a useful experience for customers right now. What she can use are solutions like QR codes on transit stops and community center posters that drive her customers from the physical world of commuting and errands online to her website and social channels.

Not every company can be a unicorn and not everyone is slated for a meteoric rise to enterprise status. But organizations that reflect on what makes sense and practice a little due diligenceeven in the middle of a sprintcan mitigate some of the headache and heartache of adopting new technology. For instance, you can:

Use data to confirm and adapt to customer needs to innovate more effectively on your product or service.

Partner with an expert and/or other leaders in your network on how best to build out your digital presence.

Ensure a convenient, hybrid, human experience for customers, allowing them to connect with you and share with others whether theyre online or offline.

There are additional considerations if youre transitioning from a legacy system. Namely, communication and buy-in. Everyone needs to understand what youre trying to achieve and why, and that the initiative is supported from the C-suite down.

Being strategicwhether youre a startup or an established brandmeans not joining the next trend for the sake of change. It also means not assuming the next thing is necessarily the best thing for your customers and where your organization wants to go. Its still possible to explore the options and not become overly excited, or alternately so overwhelmed by the nature and pace of innovation that you give up.

The reality of change and driving growth through change can be daunting. It might help, then, to think of your progress in different terms. Instead of trying to run a race across an uneven and ever-changing landscape, view your progress as a ladder.

With each rung comes solid footing, propelling you upward or providing a safe space to pause. The view forward is just you, proceeding toward the top at your own pace. You may choose to climb slowly or you may choose to run, but the key is that you get to the top without breaking something or risking a fall back down.

Technology rarely leads to setbacks if you approach change with an open mind and a solid plan. The transition from print to radio to television to the Internet meant following people where they wanted to go and reaching more of them in the process. The simple truth is, you cant grow if customers cant find you. But you want them to find you open to new ideas and feedback, leveraging technology thats intuitive and appropriate for their needs, and ready to bring them along as you climb to reach your goals.

Anna Bager is President & CEO ofOAAA, the national trade association that represents the out of home (OOH) advertising industry.

More here:

How to create growth in an age of digital evolution - Fast Company

DUBLIN--(BUSINESS WIRE)--The "Global High-Density Interconnect Market (2021-2026) by Application Type, Product Type, End-User Type, Geography, Competitive Analysis and the Impact of Covid-19 with Ansoff Analysis" report has been added to ResearchAndMarkets.com's offering.

The Global High-Density Interconnect Market is estimated to be USD 12.1 Bn in 2021 and is expected to reach USD 21.86 Bn by 2026, growing at a CAGR of 12.56%.

The Global High-Density Interconnect Market is driving due to the increasing adoption of advanced electronics, safety measures, and safety systems by various automotive, medical, consumer electronics, aerospace, and defense industries. Key factors driving the market are the growing demand for smart consumer electronics such as smartphones, gaming consoles, and wearable devices. HDI is used in many devices; it provides a high-reliability density. The benefit of small-size lightweight features is driving the market's growth. On the other hand, complex processes in manufacturing industries and high construction costs are obstacles to the market's growth.

Furthermore, rising changes in technologies rapidly with increasing different types of functionalities in electric devices are some of the significant challenges in the market. Moreover, increasing demand for connected devices, growing usage for HDI in automobiles, and evolving new technologies such as 5G IoT technology create opportunities for the market to grow.

The Global High-Density Interconnect Market is segmented based on Application Type, Product Type, End-User Type, and Geography.

Countries Studied

Competitive Quadrant

The report includes a Competitive Quadrant, a proprietary tool to analyze and evaluate the position of companies based on their Industry Position score and Market Performance score. The tool uses various factors for categorizing the players into four categories. Some of these factors considered for analysis are financial performance over the last 3 years, growth strategies, innovation score, new product launches, investments, growth in market share, etc.

Why buy this report?

Market Dynamics

Drivers

Restraints

Opportunities

Challenges

Companies Mentioned

For more information about this report visit https://www.researchandmarkets.com/r/fm7i64

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Worldwide High-Density Interconnect Industry to 2026 - Evolution of New Innovative Technologies Presents Opportunities - ResearchAndMarkets.com -...