Goodell is paid more than the highest paid players in the NFL
exploringmarkets:

Here is a list of the 9 highest paid players in the NFL this year. Keep in mind that NFL commish Roger Goodell makes more than all of them. Roughly $44 million a year. #NFL #Football #Money #JayCutler #PeytonManning #AdrianPeterson

Goodell is paid more than Peyton, Eli and Philip Rivers combined. For that, he should make sure to foster the integrity of the league. Zoom Permalink

Goodell is paid more than the highest paid players in the NFL

exploringmarkets:

Here is a list of the 9 highest paid players in the NFL this year. Keep in mind that NFL commish Roger Goodell makes more than all of them. Roughly $44 million a year. #NFL #Football #Money #JayCutler #PeytonManning #AdrianPeterson

Goodell is paid more than Peyton, Eli and Philip Rivers combined. For that, he should make sure to foster the integrity of the league.

Netflix breaks trend on European launch and momo rout
The chart above comes to us from @ACInvestorblog on StockTwits. It shows Netflix breaking an increasingly tenuous trend line from the April low.
Yesterday, Netflix stock dropped almost 4% on above average volume. The move came on a day when Netflix’s European launch fell flat in France where the telecoms will not support the service at least for now.
It didn’t help that momentum names in general got crushed with the NASDAQ 100 falling 1% and other momentum darlings like Tesla got clobbered.
Netflix is a critical momentum bellwether having rallied 300% from the 2009 bottom. As such, it will be a key tell here. If the stock is able to recapture the longer term trend, which is not broken, yesterday’s drubbing will be viewed as a hiccup.
On the other hand, if NFLX continues to fall, it will be a signal that momentum in general is suspect going forward.
NFLX still has a long way to go before challenging the longer term trend line viewable on the chart below.
Zoom Permalink

Netflix breaks trend on European launch and momo rout

The chart above comes to us from @ACInvestorblog on StockTwits. It shows Netflix breaking an increasingly tenuous trend line from the April low.

Yesterday, Netflix stock dropped almost 4% on above average volume. The move came on a day when Netflix’s European launch fell flat in France where the telecoms will not support the service at least for now.

It didn’t help that momentum names in general got crushed with the NASDAQ 100 falling 1% and other momentum darlings like Tesla got clobbered.

Netflix is a critical momentum bellwether having rallied 300% from the 2009 bottom. As such, it will be a key tell here. If the stock is able to recapture the longer term trend, which is not broken, yesterday’s drubbing will be viewed as a hiccup.

On the other hand, if NFLX continues to fall, it will be a signal that momentum in general is suspect going forward.

NFLX still has a long way to go before challenging the longer term trend line viewable on the chart below.

Bullish sentiment and bad breadth suggest near-term caution

The charts above are the handiwork of Oppenheimer’s technical strategist Ari Wald on the short-term technical outlook for US equities.

Wald is taking a more cautious near-term view than he has in the recent past. He notes that the OPCO % Bullish Sentiment Composite is above 80% while the 5 day moving average of NYSE net new 52 week highs is now trending down indicating deteriorating breadth across the broader market even as the S&P 500 makes new highs.

Wald writes:

When the OPCO Sentiment Composite is above 80% and the five-day average of net new 52-week highs is below 200 (as it is now), forward performance has tended to be below-average over the coming quarter. Since 1990, this combination has produced an average of 0.6% gain over the next 13 weeks, while high optimism + strong breadth (>= 200 NHNLs) has led to an average 2.2% gain, in line with the period average.

Longer term, Wald remains bullish and foresees a continuation of the bull market cycle as the S&P 500 remains in an uptrend.

Its official: Minecraft joining Microsoft

Here’s the announcement from Xbox blog.

Today is an incredibly exciting day for our team as Mojang and the Minecraft franchise join MicrosoftMinecraft is one of the most popular video games of all time, with more than 100 million downloads, on PC alone, from players since its launch in 2009. Minecraft inspires millions to create together, connects people across the globe, and is a community that is among the most active and passionate in the world.

Our relationship with Mojang began when we initially talked to the team about bringing Minecraft to the console. Minecraft quickly became the top online game on Xbox Live, with over two billion hours played on Xbox 360 in the last two years. That working relationship set the ground work for other opportunities. We’ve long seen the incredible potential of Minecraft.

At Microsoft, we believe in the power of content to unite people. Minecraft adds diversity to our game portfolio and helps us reach new gamers across multiple platforms. Gaming is the top activity across devices and we see great potential to continue to grow the Minecraft community and nurture the franchise. That is why we plan to continue to make Minecraft available across platforms – including iOS, Android and PlayStation, in addition to Xbox and PC. 

The Minecraft community is passionate and diverse, ranging across all ages and demographics. We respect the brand and independent spirit that has made Minecraft great, and we’ll carry on the tradition of innovation to move the franchise forward. Our investments in cloud, Xbox Live and mobile technology will enable players to benefit from richer and faster worlds, more powerful development tools, and more opportunities to connect with the Minecraft community. 

We’re excited to confirm that MINECON will continue next year. We’ll look to create even more ways for the vibrant community of YouTuber’s, innovators, bloggers and players to connect with each other – both in person and online. We will have much more to share in the coming months. 

The Minecraft team’s unique vision, creative energy and innovative mindset make them a perfect fit alongside our other global studios. Microsoft Studios includes 343 Industries, Turn 10 Studios, and Lionhead Studios just to name a few. These industry-leading game studios within Microsoft that have had great success with beloved games and massively popular franchises like Halo, Forza, and Fable. We’re excited to welcome Mojang to the Microsoft family and we are thrilled to support the success and longevity of Minecraft for years to come.

Phil
@XboxP3

Source: Xbox Wire

Photo Credit: Mike Cooke

 

Did Apple just copy Google’s Nexus 4 circa 2012?
The graphic above is the creation of the Ars Technica’s awesome Ron Amadeo who posted it to Twitter yesterday afternoon.
It shows the specs and image of Apple’s new iPhone 6 (the one with the 4.7 inch screen) compared to Google’s Nexus 4 which went on sale a full 2 years ago in 2012.
Its difficult to imagine Apple behind the curve given the history of the company and the revolutionary products it has launched. Since the original iPod in 2001, Apple has been the innovator of mobile devices with the iPhone, the iPad and now a set of smart watches.
To me though, Amadeo’s graphic is not so much about Apple moving from innovator to copycat but speaks more to the larger trend - the commoditization of smart phones in general.
They’re all pretty similar at this point and as the magnitude of incremental improvements lessen, fundamental differences between products will continue to recede. Zoom Permalink

Did Apple just copy Google’s Nexus 4 circa 2012?

The graphic above is the creation of the Ars Technica’s awesome Ron Amadeo who posted it to Twitter yesterday afternoon.

It shows the specs and image of Apple’s new iPhone 6 (the one with the 4.7 inch screen) compared to Google’s Nexus 4 which went on sale a full 2 years ago in 2012.

Its difficult to imagine Apple behind the curve given the history of the company and the revolutionary products it has launched. Since the original iPod in 2001, Apple has been the innovator of mobile devices with the iPhone, the iPad and now a set of smart watches.

To me though, Amadeo’s graphic is not so much about Apple moving from innovator to copycat but speaks more to the larger trend - the commoditization of smart phones in general.

They’re all pretty similar at this point and as the magnitude of incremental improvements lessen, fundamental differences between products will continue to recede.

The Alibaba timeline: From 0 to $160 billion in 15 years
The emergence and fast global ubiquity of the internet have allowed companies to grow very large in shorter and shorter periods of time.
Google is, perhaps, the greatest example of this phenomenon. It is less than 20 years old and has a market capitalization just over $400 billion. Facebook and Amazon are two other examples as both have market caps above $150 billion. 
So news of Alibaba pricing its U.S. IPO at a valuation above $150 billion, while incredible, should not surprise us all that much. 
Alibaba is a 15 year old company, having been founded by Jack Ma in 1999 in his apartment.
The infograph above appears in the amendment to Alibaba’s F-1 filed last week with the SEC ahead of its much anticipated IPO.
There’s lots to glean from a review of the timeline. 
For example, Alipay, which was formerly a part of Alibaba and where it still has a significant economic interest, was launched and spun off over a period of only 7 years.
The next important date to be added to this timeline is fast approaching, September 18th, when the company offers public shares in the U.S. The shares have been priced at a valuation of approximately $160 billion. This is amazing value creation in the span of 15 years but hardly unprecedented during the internet era. Zoom Permalink

The Alibaba timeline: From 0 to $160 billion in 15 years

The emergence and fast global ubiquity of the internet have allowed companies to grow very large in shorter and shorter periods of time.

Google is, perhaps, the greatest example of this phenomenon. It is less than 20 years old and has a market capitalization just over $400 billion. Facebook and Amazon are two other examples as both have market caps above $150 billion. 

So news of Alibaba pricing its U.S. IPO at a valuation above $150 billion, while incredible, should not surprise us all that much. 

Alibaba is a 15 year old company, having been founded by Jack Ma in 1999 in his apartment.

The infograph above appears in the amendment to Alibaba’s F-1 filed last week with the SEC ahead of its much anticipated IPO.

There’s lots to glean from a review of the timeline. 

For example, Alipay, which was formerly a part of Alibaba and where it still has a significant economic interest, was launched and spun off over a period of only 7 years.

The next important date to be added to this timeline is fast approaching, September 18th, when the company offers public shares in the U.S. The shares have been priced at a valuation of approximately $160 billion. This is amazing value creation in the span of 15 years but hardly unprecedented during the internet era.

Twitter testing a Buy Now button, will mean a new revenue stream

Below is the full text from a Twitter blog post outlining a new feature that will allow users to make purchases directly in stream.

Initially, Twitter will roll this functionality out for a limited number of partners, but will increase the breadth of this over time.

If Twitter is able to effectively monetize user feeds in this way, it means a whole new revenue stream for the company.

This could be a big deal.

via Testing a way for you to make purchases on Twitter:

Today we are beginning to test a new way for you to discover and buy products on Twitter. For a small percentage of U.S. users (that will grow over time), some Tweets from our test partners will feature a “Buy” button, letting you buy directly from the Tweet.

This is an early step in our building functionality into Twitter to make shopping from mobile devices convenient and easy, hopefully even fun. Users will get access to offers and merchandise they can’t get anywhere else and can act on them right in the Twitter apps for Android and iOS; sellers will gain a new way to turn the direct relationship they build with their followers into sales. We’re not building this alone: we’ve partnered with Fancy (@fancy), Gumroad (@gumroad), Musictoday (@Musictoday), and Stripe (@stripe) as platforms for this initial test, with more partners to follow soon.

In our test, an entire purchase can be completed in just a few taps. After tapping the “Buy” button, you will get additional product details and be prompted to enter your shipping and payment information. Once that’s entered and confirmed, your order information is sent to the merchant for delivery.

We built this test experience with your trust and security at the forefront. Your payment and shipping information is encrypted and safely stored after your first transaction, so you can easily buy on Twitter in the future without having to re-enter all of your information. Of course, you can always remove this information from your account. Your credit card is processed securely and won’t be shared with the seller without your permission. For more information about our security and privacy policies, please visit our Support page here.

We’ll be starting the test with a group of artists, brands, and nonprofit organizations, so follow them now and look out for great products over the coming weeks:

Watch for more offers from artists and brands you love coming soon.

Jack Ma’s Letter to Alibaba investors

                               Founding of Taobao Marketplace 2003

The following is Jack Ma’s letter to investors included in the Alibaba’s  Form F-1 Amendment filed with the SEC on September 5, 2014.

Dear Investors,

Thank you for taking the time to read our prospectus, and for considering investing your precious resources in our company. If you invest with us, you will be embarking on a journey with Alibaba, and in this letter I would like to share with you some of our thoughts and beliefs for the future.

Our Mission and Vision

Alibaba is a values-based company driven by our mission “to make it easy to do business anywhere.” Our proposition is simple: we want to help small businesses grow by solving their problems through Internet technology. We fight for the little guy. Since our founding in 1999, we have helped millions of small businesses to achieve a brighter future, and we hope to do this for at least 102 years, thus spanning our company’s life over at least three centuries.

We do not simply attempt to push the boundaries of technology — instead we seek to harness technological improvements to expand the boundaries of business. Alibaba is not the creation of a few technology innovations or a couple of whiz kids. We have developed an ecosystem that has been built by tens of millions of participants who are passionate about the future and steadfast in their belief that the Internet should be fair, open, transparent and shared. Together, these participants have invested time, energy and passion into this ecosystem, and today the world can see what they have accomplished.

From the very beginning our founders have aspired to create a company founded by Chinese people but that belongs to the world. In the past decade, we measured ourselves by how much we changed China. In the future, we will be judged by how much progress we bring to the world. This challenge is enormous, but it is also a blessing to have this rare opportunity. This challenge requires us to do our best day-to-day, but most importantly it requires us to think about what is best over the long-term.

Our Ecosystem-based Business Model

Alibaba’s mission makes it impossible for us to become an empire-like business. We believe that only by creating an open, collaborative and prosperous ecosystem that enables its constituents to fully participate can we truly help our small business and consumer customers. As stewards of this ecosystem, we spend our focus, effort, time and energy on initiatives that will benefit the greater good of the ecosystem and its various participants. We can only be successful if our customers and business partners are successful.

We firmly believe that businesses in the 21st century must take responsibility to help solve the problems of society. In the history of our development, social responsibility has always been embedded in our corporate DNA. We believe that a healthy and prosperous ecosystem can only be achieved through solving large-scale problems of society.

The Internet has given us a once-in-a-lifetime opportunity to create a new business paradigm in China. This transformative work will not be easy, and it will require us to be consistent, to work across many dimensions, and to focus on what’s best for the long-term benefit of our ecosystem and its participants. In addition, our mission requires our company to behave with the utmost degree of fairness, transparency and efficiency toward participants in the ecosystem. This is not only a moral duty, but also the foundation of our own survival and growth. Our hard work has awarded us unique advantages — the complexity of our ecosystem and the challenges of sustaining its vigor mean that it is not easily replicated by others.

If you own shares in our company, you will become a part of our ecosystem. This means that the Alibaba team will have a duty to look after your interests. But it will also mean that you will have an important responsibility to help us maintain and grow our ecosystem by sharing our view that success will be defined as sustainable, long-term growth and prosperity.

How We Will Meet Our Challenges

Our journey over the past 15 years has not been easy, and we have faced our share of challenges. We have often found ourselves in complex situations where we must make difficult choices among competing interests: between buyers and sellers; between competing sellers; between entrepreneurialism and regulation; between innovation and the need for stability. Behind every substantial innovation or step forward, we have encountered and will continue to encounter resistance from vested interests who prefer the status quo.

In addition, many problems in the real world manifest themselves in different shapes and forms in our ecosystem, including intellectual property infringement and those who seek to exploit our ecosystem for unfair gains. Like all companies today, we must grapple with these tough issues. Even an ecosystem built on the Internet cannot be entirely free from problems in the traditional economy, because the participants in our ecosystem and their activities cannot be isolated from the physical world. It is by no means easy to handle these issues because there are no perfect solutions to regulate an economy to begin with. By the same token, an ecosystem cannot be perfectly designed ahead of time because it evolves organically. Alibaba’s development therefore must embrace rapid change according to our evolving environment.

After we become a public company in the United States, we will face new challenging issues. When an Internet company of our scale that originated from China enters the global scene, you should expect that it will encounter skepticism from different directions due to differences in cultural perspectives, values and even geopolitical positioning. While it may be difficult for a public Alibaba to side-step controversy, we hope that controversies generate constructive debate and add fresh perspectives to the dialogue on globalization.

It is not our style to shy away from challenges. As a shareholder of Alibaba, you can rest assured that we will stick to our ideals, be ourselves, focus on the future and adhere to the principles of integrity and transparency in our corporate governance. We will act in a way to safeguard the long-term value and sustainability of the ecosystem. Your trust and support will be our greatest asset, and our creed is to not forsake the trust that people have in us.

How We Set Priorities

I have said on numerous occasions that we will put “customers first, employees second, and shareholders third.” I can see that investors who hear this for the first time may find it a bit hard to understand.

Let me be clear: as fiduciaries of the company, we believe that the only way for Alibaba to create long-term value for shareholders is to create sustainable value for customers. So customers must come first.

Next come our employees, because in today’s knowledge economy, employees are most important in having satisfied customers. Without talented, happy, diligent and passionately committed employees, our commitment to serving customers will be empty. A company that does not have satisfied employees will not have satisfied customers, and without satisfied customers, we could not possibly have satisfied shareholders.

We respect and are grateful for investors who support us with their precious capital. Our history with long-term investors, including Yahoo and SoftBank, has demonstrated that our investors can benefit substantially from sharing our long-term approach. Not only that, our investors will also derive satisfaction in knowing that they will help Alibaba to create jobs, spur innovation, level the playing field for small businesses, and drive transformation for social and economic growth.

Our company will not make decisions based on short-term revenues or profits. Our strategies will be implemented with mission-driven, long-term development in mind. Our people, capital, technology and resources will be utilized to safeguard the sustainable development and growth of the Alibaba ecosystem. We welcome investors with the same long-term mindset.

Corporate Governance

To ensure the sustainability of the company and the interests of our customers, employees, investors and other ecosystem participants, we have always operated under the principles of collaboration and shared commitment among those who are responsible for our business. This operating philosophy is embodied in the Alibaba Partnership. We believe that our partnership approach has helped us to better manage our business, with the peer nature of the partnership enabling senior managers to work as a team and override bureaucracy and hierarchy.

Our ecosystem is too complex — and too important — for us to depend on one or two founders or executives, no matter how capable they are. We must deal with the issue of sustainability and succession systematically. Our partnership system promotes people with different skill sets but all having the same beliefs and values. It is not a system established to protect individual interests. It exists to safeguard our mission, values, vision and culture. Each year, by admitting new partners, we inject new energy and perspectives. In this way, we can ensure that our operations will continue to improve with time and scale.

In the interest of building a business ecosystem that is healthy, sustainable and growing, the corporate charter of the company empowers the partners in the Alibaba Partnership to have a strong say in charting the strategic direction and moral compass of the company. We have invested a lot of thought into creating this structure and, with a heavy sense of responsibility, we exercise great care in the selection and admission of partners to the partnership. I encourage you to study the description of the Alibaba Partnership in the prospectus to learn more about our philosophical approach to this important aspect of corporate governance, an aspect that we believe is unique and innovative.

Following our IPO, you will receive a letter like this one each year in our annual report. My partners in the Alibaba Partnership will take turns writing the annual letter.

I would like to thank you for considering an ownership in Alibaba. My colleagues and I would like to assure you that we are committed to serving the Alibaba ecosystem for the benefit of all of its constituents.

Jack Ma

Executive Chairman

Alibaba Group Holding Limited

via Amendment No. 6 to Form F-1 Registration Statement, September 5, 2014