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Thread:

#DishaRavi, one of the founders of "Fridays for future India" has been arrested promptly by Delhi Police.
Let's look at why this was the best move to make.

Also let's see who she is and what her connection is to Greta.

Time for #PapersThatMakeYouGoHmmm! A weekly summary of new ML papers from arXiv that make me think one or more of:

1. That looks useful!
2. That's an interesting approach!
3. A business could be built around this!
4. How did they do that?!

Argument Schemes and Dialogue for Explainable

Neural Fitted Q Iteration based Optimal Bidding Strategy in Real Time Reactive Power

A design of human-like robust AI machines in object

Single Shot Multitask Pedestrian Detection and Behavior

It's endlessly fascinating how economic datapoints get interpreted.

When I was in charge of a P&L, the guy who ran Finance for us and I had what we called the 'shelf plan.'

There were maybe 3-4 of us who knew it existed.

What's a shelf plan?
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Well it's a plan you keep on the shelf (full FP&A model), that you hope you never have to use.

It reduces forward hires, cuts back various line items (typically ad spend, travel, that sort of thing).

Oh, it also has a big fat RIF in there.

That's why we don't talk about it.
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Why have a plan instead of winging it?

Because this is where companies (particularly young companies) sometimes err. They do little cuts - 2-3% here and there, preserving as much headcount as they can, that sort of thing.

This is incorrect.
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If you're at the point where you need to make material changes to your forward P&L, at 2-3% RIF will be followed by another.

And another.

And this series of progressive cuts will cripple morale, incrementally reducing the productivity of the staff you retain to survive.
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And so the shelf plan cuts deep.

Your goal is to go from being a peacetime machine to a wartime machine, so you gotta lean out quick. Can't do that without a plan, hence the need to have one.

~30% cut is what you need.

And then you need to tell everyone left they're safe.
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Red Bull is a weird and fascinating company.

- $7.4 billion in 2020 revenue
- 43% energy drink market
- Makes nothing

Nope, not even the drinks they sell. Instead, they focus 100% on marketing.

Here's what's going on

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Before Red Bull there was Krating Daeng (KD).

Founded by pharmaceutical entrepreneur, Chaleo Yoovidhya, KD was created to serve Thailand's country's working class.

Yoovidhya chose the gaur, a member of the bovine family from the region, as the brand's symbol.

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Dietrich Mateschitz was a toothpaste marketer. On a business trip to Thailand he discovered KD and fell in love with the drink.

With Yoovidhya, he decided to bring it to Europe. He made changes:

- Name became "Red Bull"
- Added bubbles
- Used a thin can
- Targeted elites

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The deal Mateschitz and Yoovidhya struck outsourced production of the drink to the Thai entrepreneur's pharmaceutical company.

That fundamental structure has remained in place today: Red Bull outsources production and focuses on distribution (marketing).

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Mateschitz noticed the rise of extreme sports starting in the 1990s. He thought Red Bull should be a part of it.

The years since have seen the company amass an insane empire across sports, media, and apparel.

Diff between Bajaj Finance and HDFC bank customer experience

My friend who got loan from both says BAF charged him 4% higher interest rate than HDFC bank. But process of disbursement was so fast and simple that he got amount in his account in 2 days. While HDFC bank took 2 weeks

It’s all about cost saving against convenience/urgency. I think Bajaj Finance has a very good value proposition.

10 reasons your product will fail.

Words: @BrianNorgard

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1. Too complex

2. Can't be easily described