Iran and Japan are the Airbus fans

France Brazil Airbus

The new Airbus found a great market in Asia after Iran’s surprise agreement to buy the Airbus Group SE A380 marks the second new deal for the superjumbo in three weeks and will help the planemaker paper over the cracks in its flagship program — for now.

The Iranian accord for 12 A380s, announced Thursday, together with the sale of three of the double-deckers to Japan’s All Nippon Airways Co., disclosed in order data on Jan. 12 and confirmed Friday, provides some cheer for Airbus after the model failed to find a single new airline buyer in three years.

The 15 jets, worth $6.5 billion at list prices, will provide a vital breathing space as the Toulouse, France-based manufacturer seeks to drum up further orders and determine whether a life-extending upgrade of the jet sought by leading buyer Emirates of Dubai is viable.

The planes will provide at least six months of work for the A380 line at the current build rate of 30 aircraft a year, swelling a backlog that was sufficient to support output only through about 2018. Airbus is seeking cost cuts to drop the annual break-even level to 25 or fewer, further eking out production.

“The new orders may help push back the need for a new-engine version of the A380, thus encouraging potential airliner buyers to move forward more quickly with orders,” said Yan Derocles, an analyst at Oddo Securities in Paris with a “buy” rating on Airbus stock.

Japan Breakthrough

The Iranian commitment, likely to be for flag-carrier Iran Air, is especially welcome since Airbus has been seeking to sell the A380 to companies beyond the best-known first-tier operators for years, with only limited success. The carrier was a global player in the 1970s and even placed an order for the supersonic Concorde, which was canceled after the 1979 revolution.

The last new airline buyer for the A380, No. 2 Russian carrier Transaero, collapsed last year after agreeing to buy four planes.

Confirmation of Japan’s ANA deal also comes as a coup, with the Asian nation not only a long-established customer for Boeing Co. but also a leading market for the 747 jumbo, which remains in production as the 747-8 Intercontinental. A bid to penetrate Japan in the past failed when Skymark Airlines Inc. went in to bankruptcy protection with six A380s on order.

While two new orders won’t by themselves save the world’s biggest commercial aircraft, the deal signed by Iranian President Hassan Rouhani points to new opportunities. Airbus will now likely step up sales campaigns in other Muslim nations, both for network needs and as mass transports in the Haj pilgrimage.

PayPal Made Their Way Up


PayPal Inc. proved that they are capable to beat the estimations with out EBay in the market, as it won new vendors and made mobile purchases easier, reassuring investors concerned about the company’s prospects as an independent company.

Profit, excluding some items, was 36 cents a share on revenue of $2.6 billion, compared with analysts’ average projections of 34 cents and $2.5 billion, according to data compiled by Bloomberg. Revenue was $2.19 billion a year earlier. The company also announced a $2 billion stock repurchase program.

After separating from EBay Inc. last year, PayPal increased its total payments volume by bringing on new merchants and enticing shoppers with a Buy button that streamlines transactions on smartphones. Spending on such devices in the U.S. is expected to hit $96.2 billion this year, up 28.4 percent from 2015, according to EMarketer.

PayPal gave a forecast for adjusted earnings in the current quarter of 34 cents to 36 cents a share, compared with estimates for 35 cents. The company said it sees revenue of $2.47 billion to $2.52 billion in the first quarter, compared with estimates of $2.47 billion.


What do you know about the Price Action?

An open-high-low-close chart (also OHLC chart, or simply bar chart) is a type of chart typically used to illustrate movements in the price of a financial instrument over time.

A candlestick chart is a style of financial chart used to describe price movements of a security, derivative, or currency.


Also, The insider bars chart and The Doji bars are basics but it is necessary to master them before you roll deep in the Forex to know the market next move and to learn the easy hunting, With Mr Sabeer Peerbaccus, the speaker from ActivTrades in their free webinar in the 28th of Jan 2016.

To register, Click here and enjoy.

McDonald Store Sales Are Rising Again

Seems that McDonald proved that they are unstoppable around the world after today  announcement of 5% rose worldwide in the fourth quarter, and 5.7 percent in the U.S., where the advent of all-day breakfast got much of the credit. Investors, sensing a turnaround, have been pushing the stock up since last fall.

Here’s what McDonald’s share price performance looks like since the company announced last Jan. 28 that Steve Easterbrook would be taking over as chief executive officer (he actually assumed office March 1):


Clearly, Easterbrook is having a good first year. Last May, the former head of McDonald’s U.K. and two more-upscale British restaurant chains — Wagamama and Pizza Express — promised to build a “modern, progressive burger company.” Lots of people wonderedwhat that meant. I guessed that it just meant a burger company “where same-store sales have stopped falling.” In that case, mission accomplished!

None of this necessarily means, though, that the forces that havemade life tough in recent years for established fast-food chains — market saturation, new competitors and changing customer tastes — have suddenly gone away. Here, for example, is McDonald’s earnings trajectory, which has yet to show any signs of an Easterbrook bump.


As you can see from the chart, McDonald’s has come roaring back from similar earnings declines before.

Microsoft’s new Researches Era

New approach from MS to beat their competitors ( Google and Facebook ) , You want to be unique ? So you have to be creative.

At a Microsoft executive retreat during his first month as chief executive officer, Satya Nadella saw a research project that captured his attention. The demonstration in February 2014 used speech recognition and artificial intelligence to translate a live conversation into another language. Nadella told the team he wanted the tool combined with Skype and ready in time to show off at his first public speech three months later.

This is not how Microsoft typically works. As Nadella, a 24-year veteran of the company, would have known, the process of turning a Microsoft Research project into a product would often happen slowly, if at all. That’s partly by design. The company’s research group was set up in isolation from the product teams to allow researchers to envision the future without worrying about how their inventions will make money or fit into the company’s mission.

Satya Nadella
Satya Nadella.

But Nadella’s tight deadline left executives with no time to debate the separation of church and state. “We did not have a formal team working on this when he made that statement,” said Lilian Rincon, the Skype group program manager. So they assembled one and immediately went to work on what would eventually become Skype Translator.

Without Nadella’s direct intercession, the translation work might have amounted to little more than a talking point among academics. While Skype Translator would set an important precedent for the company, relying on the CEO to personally vet every lab project isn’t a sustainable business plan. That’s why Microsoft is overhauling its research arm and the way it works with the rest of the company. The goal is to quickly identify technology with the most potential and get it into customers’ hands before a competitor replicates it.

To break down the walls between its research group and the rest of the company, Microsoft reassigned about half of its more than 1,000 research staff in September 2014 to a new group called MSR NExT. Its focus is on projects with greater impact to the company rather than pure research. Meanwhile, the other half of Microsoft Research is getting pushed to find more significant ways it can contribute to the company’s products.

Besides Skype, other services that have benefited from the recent transformation include cloud productivity tools in Office, faster and more power-efficient servers running Bing, and the augmented-reality headset HoloLens. The latest to come out of this initiative is a new feature for Cortana. Microsoft plans to release an update to the digital assistant on Monday that relies on work from the corporate research group. It will give Cortana the ability to scan e-mails for tasks the user has agreed to accomplish and automatically set reminders to do them.

 To read more, please click Here.


General Electric collapsed in the Q4

The Oil price dropping had the worst  impact on many of the industries around the world and one of them the giant General Electrics company who showed in the 4th quarter of 2015 that the operating earnings for the reported quarter were $3.0 billion or 31 cents a share compared with $3.9 billion or 39 cents a share in the year-ago quarter. Including industrial and other verticals, operating earnings were 52 cents per share and improved 27% year over year. Operating earnings (including industrial and other verticals) for the reported quarter exceeded the Zacks Consensus Estimate of 50 cents.

On a GAAP basis, the company reported net income from continuing operations of $2.6 billion or 26 cents per share compared with net income of $3.7 billion or 35 cents per share in fourth-quarter 2014. The drastic fall in reported earnings was primarily due to a reshuffle in the operating portfolio in order to reduce the volatility in earnings associated with the financial businesses of GE Capital and focus on the strong industrial roots of the company.

For 2015, General Electric reported GAAP net income from continuing operations of $1.7 billion or 17 cents per share compared with net income of $9.5 billion or 94 cents per share in 2014. Operating earnings (including industrial and other verticals) of $1.31 per share for 2015 exceeded the Zacks Consensus Estimate by a couple of cents.


Total revenue for the reported quarter increased slightly year over year to $33,892 million from $33,412 million in the year-earlier quarter, but missed the Zacks Consensus Estimate of $35,921 million. While the Industrial segment revenue declined 1% year over year to $31,352 million, GE Capital revenues decreased 11% to $2,585 million. Organic revenue growth for the Industrial segment also declined 1% for the quarter due to slow growth and a volatile environment. For 2015, the company reported revenues of $117,386 million compared with $117,184 million in 2014.

Total orders for the quarter at the Industrial segment increased 3% year over year to $32.5 billion, with significant order increases from the Power segment. Total backlog of equipment and services at quarter-end was record high at $315 billion, up 18% year over year.
Revenue by Segment

During the reported quarter, Oil & Gas revenues declined 16% year over year as expected due to macroeconomic headwinds and fall in oil prices to $4,355 million, while Energy Management revenues increased 20% to $2,375 million due to positive contribution from Alstom. Revenues from the Aviation segment were up 5% year over year to $6,734 million largely due to higher services revenue. Transportation revenues improved 2% year over year to $1,612 million on higher locomotive shipments.

Power segment revenue was up 3% to $7,085 million with strong execution of projects. Appliances & Lighting segment reported revenues of $2,282 million, down 1% year over year despite higher revenues from LED bulbs. Revenues from the Healthcare segment declined 3% to $4,973 million due to soft demand from emerging markets.   

Revenues from the GE Capital segment decreased 11% year over year to $2,585 million. During 2015, GE Capital paid $4.3 billion in dividends to parent General Electric. Ending net investment or ENI (excluding cash and cash equivalents) for GE Capital was $82 billion at year-end 2015, down 77% year over year. GE Capital finished the quarter with a Tier 1 common ratio of 14.5%.

Apple invests in Europe

New step for Apple Inc. to stabilize it self in Europe by getting closer to the European costumers and knowing their needs and desires.


Apple Inc. will train mobile app developers in Italy, marking the first such push in Europe.

Apple will start an iOS app development center to support teachers and train students at a partner institution in Naples, which will be Europe’s first such facility, the company said Thursday in an e-mailed statement. It also plans to add further courses in Italy and expand the program to other countries.

“Europe is home to some of the most creative developers in the world,” Chief Executive Officer Tim Cook said in the statement. Cook will visit Italy Friday to present the plan, Italy’s Prime Minister Matteo Renzi told reporters in Rome. The center will train 600 students in the first year, Apple said.

Apple said it has helped create more than 1.4 million jobs in Europe, citing research by the Progressive Policy Institute. It said most of those jobs are linked to the ecosystem of its mobile App Store, which enables developers to sell software to users around the world for a 30 percent commission. European developers have earned more than 10.2 billion euros ($11.1 billion) from selling apps to customers globally, Apple said.

Swiss watches still on the top


Swiss watchmakers seems that they not bothered about the smart watches growing industry so far, And one year after a shock currency move roiled Swiss watchmakers, the industry now faces a fresh litany of problems that’s forced the craftsmen of luxury timepieces into an unfamiliar role: traveling salesmen.

Threats of terrorism from Paris to Jakarta, vanishing stock market wealth and the decline of Hong Kong as a luxury hub will make 2016 an even tougher year for watchmakers, executives said at Geneva’s watch fair this week. The arrival of the Apple Watch has also put them on the defensive, prompting responses ranging from innovative to cheeky to defiance. The waning demand means salesmen for brands such as Greubel Forsey have had to hit the road more to find clients.

“We expect 2016 to be very, very difficult,” Vincent Perriard, chief executive officer of watchmaker HYT, said on the grounds of the show. “One of our points of sale in Paris sold no watches at all, from any brand, from the day of the terrorist attack until now. Zero sales.”

A dearth of Chinese tourists after the Nov. 13 killings in Paris has added to a laundry list of woes. The industry, heavily dependent on demand from Asia, is considering scaling back a high-end Hong Kong watch fair. Ulysse Nardin has cut jobs in response to a slowdown in Russia, Richemont plans to decrease investments in manufacturing capacity, and other watchmakers have slashed prices on entry-level models. H. Moser & Cie. is looking to new markets like Chicago and Houston.

“It’s not anymore that you can wait and then you’re going to sell,” said David Bernard, chief operating officer at Greubel Forsey. The brand, one of Switzerland’s most expensive, has introduced a more accessible, simple timepiece starting at 150,000 Swiss francs ($149,000) for clients that can’t afford its average price of about 480,000 francs. “Now you need to go, explain, show that you’re there and communicate.”

The 24 brands exhibiting their latest models in Geneva this week include Cartier and Piaget, whose higher price tags make them more dependent on free-spending Asian buyers. Slumping Chinese equities are eroding middle-class buying power in the region, said Marc Gaudreault, CEO of Parmigiani Fleurier, whose watches sell for about 30,000 francs on average. China’s benchmark CSI 300 Index entered a bear market Thursday.

“If their money is gone, all of a sudden they can’t buy us anymore,” Gaudreault said. “The rich, instead of buying two, they will buy one.”

Just the week before last year’s watch salon, the industry was jolted by a surprise decision by the Swiss National Bank to unleash the country’s currency. The franc surged, boosting production costs for watchmakers and setting off what Swatch Group AG Chief Executive Officer Nick Hayek deemed a “tsunami.”

Bloomberg Innovation Index

USA ranked in the 8th while Sweden was the 3rd and Germany came in the 2nd place guess who came 1st ?

South Korea was the king in the world of Ideas according to Bloomberg 2016 Innovation Index, which scored economies using factors including research and development spending and concentration of high-tech public companies.

South Korea notched top scores worldwide for manufacturing value-added as well as for tertiary efficiency — a measure that includes enrollment in higher education and the concentration of science and engineering graduates. While the country’s No. 39 ranking for productivity might pass for mediocre, it was second for R&D intensity, high-tech density and patent activity and ranked sixth for researcher concentration.


While the top spot is befitting for a country that puts a lot of money toward developing new technologies and produces its fair share of the world’s engineers, the conversation in South Korea has been more about how the economy can get the bang for its buck in innovation, according to Marcus Noland, director of studies at the Washington-based Peterson Institute for International Economics, with a focus on North and South Korea.

Fresh ideas in Silicon Valley might translate to a burgeoning start-up business that adds to the U.S. economy, but pitches stay too close to home in the South Korean workplace, he said. “If you’re a scientist or engineer at Samsung Electronics, and you come up with some brilliant new idea, you don’t quit and start pitching your ideas to venture capitalists and set up your own firm — you go to management within Samsung.” 

South Koreans also are aware of institutional factors that might be limiting how much they take advantage of innovative behavior, Noland said. 

“Emphasis on wages being determined by tenure and seniority, together with a lack of pension mobility, means that there’s not that much inter-firm or inter-sectoral movement of people,” he said. “It’s thought within South Korea that that hurts them, especially in this innovative area — there’s less churn.” 

South Korea’s almost six-point edge on No. 2 Germany — and outpacing of neighbors Japan (No. 4) and China (No. 21) — also might understate the degree of economic competition felt among those in the southeast Asian nation. South Korea is “squeezed between low-wage China on the one hand and more technologically advanced Japan on the other, so there’s this sense of anxiety, or a certain degree of urgency, about maintaining this performance,” said Noland.

Many of the same risks gripping countries outside of South Korea — sluggish growth, rising inequality, fewer full-time jobs — have made policy makers and consumers alike in even the world’s most innovative area “anxious” about the economy, he said. 

More recently, tumult in Chinese markets has shaken South Korea, where central bankers last week downgraded their forecasts for economic growth. Gross domestic product will expand at a 3 percent pace in 2016, down from an estimate of 3.2 percent in October, they project. The growth estimate for 2015 was cut to 2.6 percent from 2.7 percent. 

At the same time, an appearance anywhere in the top-50 list should give an economy something to cheer about, since it could mean a boost to longer-run growth.

“If you’re a really innovative economy, everything else equal, you’re going to tend to have higher productivity growth, and that goes hand-in-hand with rising living standards over time,” said Jay Bryson, global economist at Wells Fargo Securities LLC in Charlotte, North Carolina. “The pie expands for everyone.” 

The world’s largest economy, the U.S., took No. 8 in the rankings. The placement for the world’s second-largest economy, China, at No. 21 in the innovation index is reasonable given its status as a developing country in which technologies are largely copied rather than created, said Bryson.

The Indian Scout is Cool

Indian automobile industry is well known worldwide in general and motorcycles are one of the most used transport in the country.


Indian Motorcycle reintroduced the Scout to the world in August 2014. The midsize cruising model was a top-seller in the brand’s Prohibition-era heyday, so it seemed like a good way for Indian owner Polaris Industries to gear up against Harley-Davidson. Now the company has unveiled a slightly more subdued iteration dubbed the Scout Sixty.

We were so eager to ride Indian’s latest that we agreed to test the bike in a New York December. Most sane people spend this time of year considering the possibilities of human hibernation: There’s a reason motorcycle purchases don’t spike until spring. It was a chilling, thrilling, and occasionally drenching experience.

The Scout Sixty is almost identical to the original Scout—the only major differences are in power and price. The Sixty gets the same aluminum frame, suspension, brakes, and geometry as its bigger sibling. The V-twin engine, however, is 12 percent smaller and carries far less chrome than the version found on the larger Scout. Indian also simplified the transmission on the Sixty, ripping the fifth gear out of the original model’s six-speed gearbox. Don’t worry, it will not be missed.

Visually, the Scout Sixty has a rawer, more understated look than one expects in a cruiser from a heritage brand. The engine is blacked out, as are the frame, wheels, and headlight. The result is a sleeker, more modern motorcycle. Overall, it’s a bit more Brooklyn than Sturgis.

Thanks to the simplifications, a no-frills Sixty in “Thunder Black” can be had for $9,000, some 20 percent less than its big brother. If you want it in Indian “Motorcycle Red” or “Pearl White” (which you do), the price jumps $300.

The Scout Sixty is not a city bike, but it does a very good impression of one. Yes, it weighs 561 lbs with a full tank of gas, but it’s an athletic 561 pounds. Like an outside linebacker, it changes directions shockingly fast for such a large machine. It corners willingly and gracefully. Press gently on the bars, lean your torso, eye your line, and you’ll find the Sixty has arced smoothly through even the tightest of turns1. Small bumps are easily shrugged off by the beefy tires, though on particularly rotten sections of road we did wish for more than the 3 inches of travel the rear shocks provide.

Despite the weaker engine, power is ample, even at low RPMs. The bike pulls off the line with authority. It lacks the terrifying quickness of a sport bike, but that sort of speed would seem gauche on a cruiser. The 999 cc engine provides just enough power to get yourself into—and out of—trouble. The single-rotor brakes are powerful enough to operate with just two fingers even in less than ideal conditions. Shifting through the five-speed gearbox is effortless. Pull on the lever, flick your left foot, and the gears engage with a reassuring “snick.”

The nice thing about riding this detuned version of the bike is that you never have to worry about using too much throttle or too much brake: Just use all of it at all times.