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Dimitry Nakhla | Babylon Capital®
RT @DimitryNakhla: ASML Holding $ASML Q4 Earnings Report🎯
Rev: €9.26B vs €9.02B est ✅ | +28% YoY
EPS: €6.85 vs €6.73 est ✅ | +31% YoY
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Net bookings: €7.09B vs €3.53B est ✅
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Guidance 📈
Rev Q1 2025: €7.5B-€8.0B vs €7.25B est ✅
Rev FY 2025: €30B-€35B vs $32.02B est ✅ https://t.co/BpEGp9OFEX
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RT @DimitryNakhla: ASML Holding $ASML Q4 Earnings Report🎯
Rev: €9.26B vs €9.02B est ✅ | +28% YoY
EPS: €6.85 vs €6.73 est ✅ | +31% YoY
___
Net bookings: €7.09B vs €3.53B est ✅
___
Guidance 📈
Rev Q1 2025: €7.5B-€8.0B vs €7.25B est ✅
Rev FY 2025: €30B-€35B vs $32.02B est ✅ https://t.co/BpEGp9OFEX
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Startup Archive
Mark Zuckerberg explains why startups often beat big companies
“Large companies are slow and lack conviction.”
Mark wonders why a large company like Google didn’t beat Facebook in social networking:
“It wasn’t a super novel idea - there was Friendster and Myspace before… It’s not that they had a lack of talent - I mean we were a ragtag group of children and they had all these serious engineers and serious infrastructure.”
Mark thinks it’s because ”people doubt new ideas before they come to fruition.”
At first social networking was a fad service for college kids. When it decidedly wasn’t a fad, people were skill skeptical that was going to make money. Once it was making money, people thought the switch to mobile was going to be pretty hard. Then, once Facebook had figured all of these things out, it was too late for anyone - the incumbents had lost their advantage.
Mark speculates that there was probably a team deep inside these incumbents that believed in the idea of social networking, but a VP-level person ended up “pouring sand in the gears” because it wasn’t the highest priority.
“Even for things that look like they belong to large companies because they have a big distribution advantage, I would guess that big companies are going to fumble two thirds of those. And then there are all these things where there is not an apparent big advantage because it plugs into an existing distribution channel and those are just kind of free.”
Video source: @southpkcommons (2024)
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Mark Zuckerberg explains why startups often beat big companies
“Large companies are slow and lack conviction.”
Mark wonders why a large company like Google didn’t beat Facebook in social networking:
“It wasn’t a super novel idea - there was Friendster and Myspace before… It’s not that they had a lack of talent - I mean we were a ragtag group of children and they had all these serious engineers and serious infrastructure.”
Mark thinks it’s because ”people doubt new ideas before they come to fruition.”
At first social networking was a fad service for college kids. When it decidedly wasn’t a fad, people were skill skeptical that was going to make money. Once it was making money, people thought the switch to mobile was going to be pretty hard. Then, once Facebook had figured all of these things out, it was too late for anyone - the incumbents had lost their advantage.
Mark speculates that there was probably a team deep inside these incumbents that believed in the idea of social networking, but a VP-level person ended up “pouring sand in the gears” because it wasn’t the highest priority.
“Even for things that look like they belong to large companies because they have a big distribution advantage, I would guess that big companies are going to fumble two thirds of those. And then there are all these things where there is not an apparent big advantage because it plugs into an existing distribution channel and those are just kind of free.”
Video source: @southpkcommons (2024)
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Quiver Quantitative
RT @QuiverCongress: JUST IN: Senator Katie Britt has proposed a bill to appropriate $25B for the construction of a border wall.
Do you support this?
Poll below. https://t.co/9PfTpT2Nfj
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RT @QuiverCongress: JUST IN: Senator Katie Britt has proposed a bill to appropriate $25B for the construction of a border wall.
Do you support this?
Poll below. https://t.co/9PfTpT2Nfj
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Startup Archive
RT @olzare: Companies will slow down naturally. Takes a lot of effort to keep it fast.
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RT @olzare: Companies will slow down naturally. Takes a lot of effort to keep it fast.
Mark Zuckerberg explains why startups often beat big companies
“Large companies are slow and lack conviction.”
Mark wonders why a large company like Google didn’t beat Facebook in social networking:
“It wasn’t a super novel idea - there was Friendster and Myspace before… It’s not that they had a lack of talent - I mean we were a ragtag group of children and they had all these serious engineers and serious infrastructure.”
Mark thinks it’s because ”people doubt new ideas before they come to fruition.”
At first social networking was a fad service for college kids. When it decidedly wasn’t a fad, people were skill skeptical that was going to make money. Once it was making money, people thought the switch to mobile was going to be pretty hard. Then, once Facebook had figured all of these things out, it was too late for anyone - the incumbents had lost their advantage.
Mark speculates that there was probably a team deep inside these incumbents that believed in the idea of social networking, but a VP-level person ended up “pouring sand in the gears” because it wasn’t the highest priority.
“Even for things that look like they belong to large companies because they have a big distribution advantage, I would guess that big companies are going to fumble two thirds of those. And then there are all these things where there is not an apparent big advantage because it plugs into an existing distribution channel and those are just kind of free.”
Video source: @southpkcommons (2024) tweet
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Startup Archive
RT @markselliott: "People doubt new ideas before they come to fruition"
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RT @markselliott: "People doubt new ideas before they come to fruition"
Mark Zuckerberg explains why startups often beat big companies
“Large companies are slow and lack conviction.”
Mark wonders why a large company like Google didn’t beat Facebook in social networking:
“It wasn’t a super novel idea - there was Friendster and Myspace before… It’s not that they had a lack of talent - I mean we were a ragtag group of children and they had all these serious engineers and serious infrastructure.”
Mark thinks it’s because ”people doubt new ideas before they come to fruition.”
At first social networking was a fad service for college kids. When it decidedly wasn’t a fad, people were skill skeptical that was going to make money. Once it was making money, people thought the switch to mobile was going to be pretty hard. Then, once Facebook had figured all of these things out, it was too late for anyone - the incumbents had lost their advantage.
Mark speculates that there was probably a team deep inside these incumbents that believed in the idea of social networking, but a VP-level person ended up “pouring sand in the gears” because it wasn’t the highest priority.
“Even for things that look like they belong to large companies because they have a big distribution advantage, I would guess that big companies are going to fumble two thirds of those. And then there are all these things where there is not an apparent big advantage because it plugs into an existing distribution channel and those are just kind of free.”
Video source: @southpkcommons (2024) tweet
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Startup Archive
RT @robinhanson: "Innovation" talk usually doesn't sufficiently distinguish inventors from diffusers. Historically, most innovation gains have been diffusion gains, not invention gains. People who do the different roles have different features too.
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RT @robinhanson: "Innovation" talk usually doesn't sufficiently distinguish inventors from diffusers. Historically, most innovation gains have been diffusion gains, not invention gains. People who do the different roles have different features too.
Marc Andreessen on the 5 personality traits of an innovator
“When you’re talking about real innovators—people who actually do really creative, breakthrough work—I think you’re talking about a couple things:”
1. Very high in trait openness. “Just flat-out open to new ideas… And the nature of trait openness means you’re not just open to new ideas in one category—you’re open to many different kinds of new ideas… But of course, just being open is not sufficient because if you’re just open, you could just be curious and explore and spend your entire life reading, talking to people, but never actually create something.”
2. High level of conscientiousness. “You need somebody who’s really willing to apply themselves—typically over a period of many years to accomplish something great… For most of these people, it’s years and years of applied effort. You need somebody with an extreme willingness to basically defer gratification… Of course, this is why there aren’t many of these people—there aren’t many people who are high in openness and high in conscientiousness because to a certain extent, they’re opposed traits.”
3. High in disagreeableness. “If they’re not ornery, they’ll be talked out of their ideas… Because the reaction most people have to new ideas is ‘Oh, that’s dumb.’ So, somebody who’s too agreeable will be easily dissuaded to not pull on the thread anymore.”
4. High IQ. “They just need to be really smart because it’s hard to innovate in any category if you can’t synthesize large amounts of information quickly.”
5. Relatively low neuroticism. “If they’re too neurotic, they probably can’t handle the stress.”
Video source: @hubermanlab (2023) tweet
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Quiver Quantitative
RT @InsiderRadar: Two weeks ago, we reported on a new insider purchase at $COGT.
Since then, the stock has risen 22%, and is up 6.7% this morning. https://t.co/c6uadQoJmW
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RT @InsiderRadar: Two weeks ago, we reported on a new insider purchase at $COGT.
Since then, the stock has risen 22%, and is up 6.7% this morning. https://t.co/c6uadQoJmW
🚨BREAKING: New Insider Purchase
The Chief Commercial Officer of $COGT, a biotech company, has just reported purchasing $332k of the company's stock.
This is the first insider purchase we have ever seen him report. tweet
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Stock Analysis Compilation
Greenlight Capital on Capri Holdings $CPRI US
Thesis: CPRI is a company we increased our position in despite a court blocking its merger, as we believe its interim poor results reflect management distraction and that there is strategic potential for recovery with its Versace and Jimmy Choo brands.
(Extract from their Q4 letter)
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Greenlight Capital on Capri Holdings $CPRI US
Thesis: CPRI is a company we increased our position in despite a court blocking its merger, as we believe its interim poor results reflect management distraction and that there is strategic potential for recovery with its Versace and Jimmy Choo brands.
(Extract from their Q4 letter)
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Investing visuals
$MSFT after earnings business breakdown: solid quarter, but down -6% nonetheless. Mr. Market is not impressed🤷♂️ https://t.co/ujOfHfzJaL
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$MSFT after earnings business breakdown: solid quarter, but down -6% nonetheless. Mr. Market is not impressed🤷♂️ https://t.co/ujOfHfzJaL
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