hey everyone welcome back to another counter side video today's video we're going to be speculating on the next awakened unit but before that we want to update counter side videos please hit the subscribe button down below okay guys so we're starting off with replacer king there's a probability that replacer king will be part of one of the counter pass we're not sure yet when but in the taiwan server they actually got it around august 11th 2021 so there's also a good chance that we will be getting him um from the counter pass but the next counter pass will be liudmila so i'm ruling him out of the race um let's take out uh let's take a look at the other two and see if which is most likely to be the one that will be dropping this month all right guys so before we start you know speculating on who will be dropping within this month for the awakened unit why don't you go to the comments section below and write down your answers on who you want to drop this month so far we don't have any leaks pointing towards any of these two that i'm going to discuss um the first one is going to be replacer queen um for october nothing yet we usually have one awakened unit every month um there was there was actually one month that we had two but again i'm expecting at least one this month so let's take a look at the replacer queen so she is an awakened ssr sniper counter and only at five cost okay just to note a bit both of the awakened units that we'll be discussing today is going to be five costs so they're going to be very good um especially pvp once we once they drop or at least one drops first and the other drops next they will be very good in terms of your team you could put them as a leader and drop them to four which will be very very um good value in terms of deployment cost so again for the pracer queen she is at five cost so she is a sniper we'll be getting our first snipe awakened sniper when she comes out so kr pvp she's a 10 out of 10 just very good and unusual pve sorry this is going to be pve 10 out of 10 and most pve modes because of her absurd damage once she manages to get full stacks on her passive okay next is going to be kr pvp so she's also going to be a 10 out of 10 most probably especially when she drops in southeast asia she's a top tier borderline overpowered sniper who can decimate the enemy's team by herself she also is easier to fit in the team due to her only being five cost again i mentioned that earlier and um we most of our snipers actually at four cost some are at three so she can actually go down to four if she's going to be a leader and is she worth pulling for yes i think so because she is going to be useful for both pve and for pvp okay guys so here we are uh with the pracer queen let's check out her skills guys and see what she can do okay so she is a sniper guys so let's take a look at her basic attack first so nice um nice animation guys um very large thorns which uh shoot out something so far as an enemy projectile at the enemies in front okay shackles this is going to be her passive so permanently increases her skill haste by 1% up to 15% every time any unit in the field is killed okay after every fourth basic attack she knocks surrounding enemies backward and stuns and seals its skill for three seconds okay so that is what she gives for her passive bosses and ships excluded so at skill level five ultimate skill cooldown minus one upon unit kill at 15 buff stacks okay next is going to be her um special skill which is queen's gambit um which is a 28 second cooldown vertically this charges in uh energy inflicting aoe damage on enemies in a broad area okay stuns and afflicts enemies for two seconds at skill level five uh target damage taken minus uh plus 15% for 10 seconds as well let's take a look at another run at her special skill so that is her special skill guys very unique for a sniper and her her ultimate is going to be checkmate it's going to be 56 second cooldown someone's a globe that follows an enemy and repeatedly inflicts aoe damage on a broad area at skill level five attack plus one percent per affected targets up to plus 20 percent let's take a look at her um ultimate so that is the orb um it's gone okay anyway it's a very quick animation for her orb and that is more or less her ultimate let's take a second look at what she has and that is it so that is it for the replace her queen we now move on to our next awakened unit okay guys so our next probable awakened unit is going to be li suyun so she is actually an ssr ranger counter and also again at five cost so again she has a very good enter the battle passive um and she damages the whole battlefield um very good but it can it can shoot most of the flying units like rosalia and yudmila so she is very centered towards anti air as well buffs non-awakened counter rangers and gives them 30 skill haste and immunity to hit stun so kyle for example kyle gave rosaria in other rangers get an absurd boost when paired with ace of wings okay in kr pve score is going to be 9 out of 10 which is actually pretty decent and pretty pretty good actually she's a great pvpv content where you need to deal with air units or just to act as buffer to rangers a must have unit for guild co-op for boss for the boss there because the boss actually needs do needs um needs to have a needs to be controlled in terms of air units because he has little minions there that fly in the air kr pvp score is going to be 11 out of 10 which is actually pretty much um more than perfect she's beyond overpowered because of her five base cost she's easier to fit in your team again she can be four once you put her as leader um rosaria and other flying units will be in danger when ace of wings isn't banned okay recently she became the third unit in the history of kr pvp to be reached band level four okay so again if is she future proof definitely she is okay here she is in a second look at her skills and skill deployment as well so for this um this particular awakened unit so she's a ranger and we already have a ranger that is um in play which um is going to you know give us more options in terms of awakened units so again i like the way she is actually designed she looks like a mech she's she's similar to a weakened healer but she's a bit bigger in terms of the wings and the weapons that she has so that is actually her basic attack so far as a blaster reflecting aoe damage on the ground on and around the target in gauntlet aerial melee attacks additionally inflicts damage with 20% of current hp so she is going to be have a buff with her hp at basic attack level five air targets it by her melee attack receive minus 100 healing for 20 seconds so again she is going to have um the debuffs as well her passive is called ace quickly enters the battlefield and attacks all units when deployed so let's um let's uh kill her for a bit and let us deploy her again sorry so enters the battlefield see there's going to be enter the battlefield damage um it's actually across the whole battlefield um in um in gauntlet additionally inflicts damage on air units except for ship by 30% other current hp so grants all non-awakened ranger counters immunity to stun from special or lowered skills so again she is uh air unit with mostly um counter to air units so she actually is your solution to a lot of air units at skill level five her buff also adds skill haste plus 30% so for her special skill release arsenal wings so it's going to be a 23 second cooldown releases her new strategic uniform arsenal wings autonomous weapons including aoe damage on and around her target has a bar equal to 30 max hp for six seconds after the skill and uh at level five she's going to be as she's going to have a negative 30 damage taken by your duration okay next is going to be her ultimate which is uh strike code let's take a look at her ultimate first and she looks like a a mix of a counter in a way mech i really love um her design by the way combines her arsenal wings and receives in reactive sword inflicting aoe damage in front with their powerful energy grants immunity to sit stun for special or lower skills for 12 seconds after the skill so at level five over ultimate cooldown minus six seconds which brings down the cooldown to 48 seconds buff also adds attack plus 15 percent let's take another look at her ultimate so by the way guys um so you have you know you you see the showcase for most likely to drop so either the replace her replace her queen or it's going to be li suyun for me if you want my you know if you want my take on who is going to drop my initial thoughts are going to be who do we need right now in the meta so what do we you know what do we lack we actually lack a ranger as an awakened unit but again in terms of where i think um the meta is moving towards i think it's going to be li suyun is going to be next probably next is going to be the replace her queen so what i'm thinking is because the replace her king is going to be probably a month from now or probably two months from now uh replace her queen will be more or less be near replace her king in terms of her banner so i'm going with li suyun for the next um awakened um ssr two drop in southeast asia so hopefully we could get her within the month of october so far there hasn't been any leaks in terms of when she's going to be out but again i'm pretty very much excited to see her out and definitely i'm going to summon for her anyway guys if you've stuck this far this video please consider subscribing because this helps my channel a lot and also don't forget to click the bell icon and also to put a like to this video thank you guys take care stay safe this is the warden and i'm out of here


So, they finally released FreeNAS 11.1-U3, it's available for update and stable. So, this is an important update because of a really big annoyance and I'm really happy they fixed. Now, this didn't seem to affect all the servers, it just affected a few of them, but one of those was mine, so it was an important update to me. And what FreeNAS 11.1.3 also has a very important update for Samba. So, let's run through it real quick here. This is the bug, I'm going to zoom in a little bit here. This is the bug that fixes the FreeNAS-Health warning that goes on via log messages. And if you're like me and you watch your logs looking for potential issues, you don't like a random health warning that's not relevant going in there. And like I said, this didn't affect our win servers, but for those that did, yes, this bug has been quashed. There's a link in here. I'll leave these links in here to the main update so you can read through this yourself. But yeah, this was problematic, we'll just say that, so I'm really happy that that's fixed. Now the other things that are fixed are a couple CVEs in Samba. Now the Samba ones aren't devastating, but they're not good. It's a denial of service attack on the RPC, but the one that's a little bit more worrying, and this is where I like to read the CVE rather than just panic, is this is if you have Samba with a DC configured, domain controller configured with the LDAP server, they found basically a nonprivileged user could change another user's password. It took a certain scenario for this to work. So yes, it's bad, yes, we're happy they fixed it, but not everyone runs this in that same format. But if you do, definitely patch it, because this solves that problem. And of course, Samba should never be public facing, I'm going to throw that out there. It shouldn't be facing internet, but we know from Shodanskans it is. So it should be an internal thing, but either way, once someone's in your network, that doesn't mean you should let down your guard and not have all these things patched, but the details are in there. The last bug is address arty and use. I hadn't seen this one. Prevent address arty and use by not using SO reuse address. I hadn't seen this bug before, so I don't know why it takes you to the login page for that. But the update on FreeNAS, if you're not sure how to do it, pretty straightforward, you're going to go over here to system, then you're going to go to update and you can, as long as you're on the stable branch, unless you're feeling frisky and want to go to the nightlies, you can go ahead and jump on that. So that's where you go for the FreeNAS update. Pretty simple to update. It does take a little while. Side note, in case you didn't know, this is the history of updates. Do check before you do the update on this right here. Make sure you have enough room because you can have some problems there. And I'll give you an example because I think this has come up with some confusion. This is on reboot now. And you can say activate this if I want to roll back to the U2 version in case there's a problem. But I know the system works. I know there's not a problem. And you may have more in your history. Maybe you want to keep one or two versions. I generally just keep one previous version, but this is my demo machine. So I'll show you how you delete a version. So this is the active one. Don't mess with this. And we're going to go ahead and hit delete. And now we're only down to one. Now, if you've never deleted anything, you have the initial install and all of them down there. But you just want to make sure that you have, for whatever you're using for your storage, a lot of people using a thumb drive, which is fine. Make sure you don't run out of room on it. And this is the easy way to do that. So you can just go ahead and do a status of it or check it out and make sure it's working. But just before you do an update, make sure you have enough space for the update. Little side note there, but that's it. It's pretty straightforward. The update worked. I didn't have any problems. Please be patient when it updates. It does take a little while because it has to download. It has to install it. And then if you watch the terminal while it's installing, you'll watch it go through and replace all the files and do all the stuff that it does. It takes a little while. The patient depends on the speed of your computer, but even on this computer, which is a Xeon X570 at 3 GHz with lots of cores, it still took about 10, 15 minutes to get the update done. So your mileage may vary. If you have an older slower system, be real patient with it. The U2 update took a little while as well. So just want to throw it out there. It is available. It does fix that samba vulnerability, so get patching on there. And so far, so good. I've patched a couple of machines that we have and haven't any issues. I'll keep you posted or I'll file a bug report if there's a problem. All right. Thanks for watching. If you liked the content here, like and subscribe.


Ashwadu, Allah illaha, Allah illaha, illallah, illallah. Wa Ashwadu, Wa Ashwadu, Anna, Anna, Muhammadan, Muhammadan, Rasulullah, Rasulullah. Wow, it feels like I'm in traveling. Really beautiful city. Assalamu alaikum. Hello, I'm Dawood Kim. Ansan Mosque, Imam invited me to come Ansan Mosque. So, that's why I'm going now. Oh, I think I arrived. Ansan Islamic Center. Wow, Islamic Center. Wow, it looks really nice. Okay, let's go inside. Oh, I think here is place for Wudu. It's really tour building. Ah, it's coming? Yes, please come. Ah, okay. Oh, here is Masjid. Yes, first time. Ansan. Brother, Assalamu alaikum. Did you arrive? 10 minutes ago. 10 minutes? Oh, sorry. It's okay, it's okay. It's really beautiful. Really? Yes, so beautiful. Mashallah. 8, 15. 15? Yeah, yes. I'm at our next prayer, you know. And we already have one Wudu can practice. Yes. I thought it was very short. But it's really long. Really long, isn't it? Now is Azan time. This Azan will be for Isha. Learn Azan also. How to do Azan? InshaAllah one day you will do Azan. Ah, yeah, I hope so. Oh, wow. He is saying Allah Akbar. We have to say Allah Akbar. Also we will say Allah. As-Salaamu alaikum. Yes, ah. Yeah, ah. As-Salaamu alaikum. As-Salaamu alaikum. As-Salaamu alaikum. Yes. Yeah, doubt with no Jai Kiwi. Doubt, change me. Doubt, Doubt. Yes, right. Pass, pass, pass. After Isha, we will give him reception, inshaAllah. Oh, ma'sha'Allah. Thank you, ma'sha'Allah. Thank you, ma'sha'Allah. Manisha Chingu Manisha. Yeah, Manisha Indonesia. Thank you. Ma'am. Ah, as-Salaam. Maybe, ah. Can I? Can be, as-Salaam. It's too small. My head, head is big. Hair, like this. Ah, okay, okay. Good. It's small. It's okay, it's okay. I think I should learn more. I'm so, I'm so embarrassing that I cannot say Arabic, Al-Fatiha. I think you will learn, inshaAllah. Maybe I can help you a little bit online. Where did you live? I lived in Seoul. Seoul? Yes. I lived in Jamsil. Jamsil? Yes. Wow, you live far away. I lived in Dawosan. What is your job? I was working part-time. I quit my job. I'm looking for a job while I'm on YouTube. Ah, you are a YouTuber? Yes, I'm a YouTuber. I'm very happy to meet you. Ah, why? I don't know. Nice to meet you. Nice to meet you. I met you, I'm really happy to meet you. Big family. I love you a lot. It's always nice to see you. Alhamdulillah. Always nice to see you. Thank you, thank you. After pre-inshaAllah, we'll talk inshaAllah. Okay, inshaAllah. It's called Iqamat. Before restricting inshaAllah. Yes. Allah is the greatest. Allah is the greatest. You also follow the people, follow us, okay? Okay. Allah is the greatest. Allah is the greatest. Allah is the greatest. La biya la biya Allah. Peace be upon you all. Alhamdulillah, Lord of the worlds. Rahim. Maliki yawmideen. Allah is the greatest. Allah is the greatest. Allah is the greatest. Peace be upon you all. So, Alhamdulillah. Salat al Salam alaykum. Korean YouTuber and singer. InshaAllah, I'll call him for giving some speech, experience about Islam, how he became a Muslim and how he is feeling now after becoming a Muslim. So, that was it. Alhamdulillah. Alhamdulillah. So, one takbir, okay? Allah is the greatest. Okay, so, IFRs, thank you so much to congrats.  And my whole family is Catholic and as you know many Koreans have very negative thoughts about Islam at first because of media always show the negative things but I'm so lucky I could meet the real Muslim, not the media and now I'm impressed them and they teach me so many things and finally I knew that I'm in Allah's plan, he made plan for me and he always helped me to go the right path. I can know the direction that I have to go. I'm so happy that I can have the opportunity to know and learn the right things and the true of my life and I'm so proud of it. So, thank you so much. Are you happy? I'm so happy. So, one more takbir for you, takbir. Allah is the greatest. May Allah excuse him. So, brother Dawud, in the name of Allah, may Allah open his heart to Islam and Muslims and may Allah bless you. I say this word and I ask Allah's forgiveness for me and may Allah bless you. May Allah bless you and peace and blessings of Allah be upon you. Peace be upon you. Thank you. Thank you so much. Thank you so much. I have no back reading, so... Thank you so much, thank you so much. I'm thrilled.  Now you can do the meditation. Come on, one more time. Peace be upon you. Thank you. Thank you so much. Thank you. Thank you. Mashallah, mashallah. Mashallah. Mashallah, brother. Congratulation. Thank you. Peace be upon you. Peace be upon you. Peace be upon you. Thank you. Peace be upon you. Thank you. Alhamdulillah, brother. How are you? Alhamdulillah. Peace be upon you. Thank you. Thank you. Peace be upon you. Thank you so much. You are welcome. Thank you. Thank you so much. Thank you. Thank you so much. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. How are you? I'm fine. Right. Imam Muntaz, thank you for teaching me how to pray. Thank you for coming. This is our duty. I feel so peace. Yes, Alhamdulillah. Whenever you feel proud and peaceful, Alhamdulillah. Alhamdulillah. Yes, yes. Okay. I will come often, Ansan, Masjid to learn from you. Thank you for watching my video and take care and be safe. Alhamdulillah. Okay. Bye bye.


Thank you for the chance to participate in the launch of the African Women's Leadership Fund. It is really inspiring to be surrounded by so many leaders who have done so much to advance gender equality and human rights here on the continent and around the world. This is crucial work, work that benefits not only women and girls, but entire countries. Increasing gender equality is not just the right thing to do, it's the smart thing to do. You know the facts, you've seen the research, you've witnessed the results. In 2018, Ethiopia became the latest country to appoint a gender-balanced cabinet with 10 women taking on key portfolios like defence, trade and transport. Increasing the participation of women across all sectors leads to better outcomes, not just for women themselves, but for our businesses, our communities, our economies. As I have seen directly within my own cabinet, having more women in leadership positions leads to better decisions. And that's why our government has made advancing gender equality a priority at home and abroad. Many of you in this room have been working to promote gender equality for decades. African women, many leaders in this room, have been at the forefront of this fight since the beginning. But we know there is more work to be done so long as women are denied opportunities just because they are women. That's why Canada has been working with like-minded partners and leading experts to help move this agenda forward. It's why we chose to make gender equality a women's empowerment, a core theme of our G7 presidency two years ago, a theme that has continued to engage the international community at those levels. In the context of our G7 presidency, we have mobilized a historic investment of $4.3 billion for the education of women and girls in crisis or conflict situations. We have also set foot on the consultative advice on gender equality, which was aimed at integrating gender equality in terms of activities and the results of the summit. That was really important to me for our G7. Not just that we have a session on women's equality, because those come up every now and then in various organizations. No, we made women's empowerment a horizontal priority through every single theme and discussion we had at the G7 that year, whether it was economics, security, health, oceans. Women are involved in everything, and as we all know, women are often the solutions to everything. In 2018, we set up the ELSI initiative to include more women in UN peacekeeping missions. Thanks to the partnership of countries like Senegal, Ghana, and South Africa, we're making meaningful progress. We're committed to continuing this work and understand the leading role our African partners are playing. Today, as part of Canada's increased support to the African Union, I'm pleased to announce that we will provide $10 million to help build the capacity of the African Union Commission to advance gender equality. This will support the African Union's important work on priorities like economic development, trade and investment, regional integration and peace and security. 2020 is a big year for gender equality, but while we mark important anniversaries and celebrate progress, we cannot lose sight of the work that lies ahead. We cannot take for granted what we have achieved, and instead, we must vow to redouble our efforts. Achieving gender equality both at home and abroad must be the business of every nation, of every person, regardless of gender, if we are to empower women, men need to be allies willing to share and fight alongside women for gender equality and opportunities for everyone. Because we all know this, no country can reach its full potential without the full participation of all of its citizens. That's why Canada has stepped up as your partner, your friend in this fight, and will continue to stand alongside you. Once again, thank you all for the opportunity to be with you here today. Merci mes chers amis.


So how do you navigate to different lines in your document using VIM? Well, you're going to use the G key for that. Unfortunately, it does a lot else as well. Hey, welcome to the next video in VIM alphabet, a series where we cover VIM from A to Z, literally every letter in the alphabet one at a time. Today, we're talking about G. Now G is a cluster. It is, it's got a bunch of stuff jammed into it. And I think that the approach that I'm going to take is just going to show you, I'm going to show you the things that I use most.   And that works for a subset of the things that G can do. But it can also be used as a modifier, a general purpose modifier to a lot of the other commands. So for that reason, I don't like to think about G as go, but only a couple of the commands as go. But typically I think of G as general or garbage. There's just so much stuff jammed into it. And usually I show you the help at the end, but today I'm going to show you from the beginning. So we're going to look at help for G real quick. And you can see that there are a lot of G commands. Now, typically it's like you have the lowercase version, the uppercase version, maybe there's like a double letter and that's kind of about it. Not so with G, G really is stuffed with a bunch of stuff. There are two keys like this is G and Z. And they just are kind of the junk drawers for a lot of additional commands. Now, that isn't to say that G has to be complicated. You can just learn the things that you need to know and you'll be good to go. A lot of these things are really kind of like obscure and bizarre anyway. And you'll see that in many cases that G just acts as a prefix to other letters that you already know kind of changing their behavior just a little bit slightly. So for example, G E, we know that E goes to the end of a line go backwards to the end of the previous word. So whereas E usually moves forward, G capital E will move backward. What I want to show you are a handful of G commands that I use all of the time. So the first one, I'm going to use the arrow keys to navigate down a little bit is double G, G G. That will take you to the first line in your document. Pretty simple. Now capital G will do the opposite. Capital G will take you to the bottom of your document, the very last line in your document. So again, G G to go all the way to the top, the first line, capital G to go all the way to the bottom. Now, what if we want to hit any of these lines in between? Well, we can use a number, so like two and capital G, and that will navigate to the number that we provided prefixing the command. So if we go for G, that'll go to the fourth line. Now, not all files have these line numbers here because I added these just to differentiate which one was which. So in Vim, I'm going to show you another command where we can do set, which is setting a preference or a variable, I'm going to say number. Set number gives us line numbers for each of our numbers. The opposite of that is set no number and that will turn those line numbers off. Now, what I wanted to show that to you for is so that you can kind of see how this would work and if you wanted to use it, that you would be able to see those line numbers if you're not just throwing line numbers in the dark.  Now you're on line three, you know exactly where to go. So this is a very useful tool. I'm going to show you one more thing which has to do with visual mode. In visual mode, you can make a visual selection as we've covered before. Something very cool. This is really one of the G commands that I use the most or G prefixed variations that I use the most. If I do G and V, it will reselect the last visual selection that I made. So that's just a little bit of a bonus. I think the other ones are going to be more useful to you generally. So again, GG goes to the top, first line document, capital G, bottom of the document, last line. And then if we give it a number and capital G, it will go to the line number that we gave it. So that's it, that's everything that you need to know about G right now. If you want to see what else is in there and see if there are any helpful alterations to commands that we've already learned, you can dive in there with the help and kind of find something fun and exciting for you to use. But really that's it for today. Tomorrow we will be covering H, J, K and L. Now I'm doing those together because they would be really boring individual videos if we did them individually. But that's what we will cover tomorrow. I'll see you then.


What's up, everyone? My name is Alex. I'm one of the co-founders of MyInvestingClub.com. If you are brand new to trading or are curious about trading at all, I want to let you guys know about a free two-hour mentorship course that I put together with my mentor, Bao. It is available at MyInvestingClub.co. The link is going to be right here. This is a free webinar with limited seating every week, so please click on the link and reserve your spot before the time runs out. Also, a special bonus for all of our viewers on YouTube. So if you guys have any questions about MIC or you're curious about joining or you don't know if MIC is the right fit for you, you can now text Tosh, who is one of our head mentors and head moderators at MIC, and he'll answer any questions you have about MIC. His phone number will be in the link in the description. It'll also be right here. Thank you guys for watching and enjoy the video. Alrighty, so it is March 3rd, 2020, round two big cap webinar. Today we're going to talk about the pros and cons of trading big caps versus small caps. And then we're also going to do some watch list recaps, reiterate some processes, go over some setups, and then we're going to talk about market analysis. So right now it's a crazy market. Alright, so like we talked about last week, I'm going to go over some watch list recaps. Every day I've been posting my watch list and the watch list channel for everyone to follow. This is to give you an idea and some insight on how to trade large caps and the type of analysis and process I do every day that Sam does every day that all of us do. Okay, so this was the watch list on February 26, 2020.   So this was on February 26 commentary about spy incredible sell off. It's not a penny stock though. It's not going to go straight to zero. There's going to be bounce days. Just be cautious. 300 was a big support at that point and 320 at that point was a big resistance. The stuff that was on watch. This was when Marna was gapping coronavirus related ticker really has a ability to recover off a bottom 25 was a support 29 and 30 were resistance. It's almost an all time high. I was more bullish on this. I actually think Sam actually took the short on this day at the 30 line. I don't remember if he did or did. Did you That was a Thursday. The next day. Do what? That was the next day off. Next day. The next day is when you hit it in. So and then WB and then space. So as you can see, I'm just scanning for gappers. I'm just looking for things that are gapping up and gapping down. I want a catalyst and I don't just want to trade just anything. And then I've got two continuation plays. These are the stocks that tend to trade within a range PTO in or Paladon, Paladon, Paladon. Is that what you call it? Paladon, Paladon, Paladon, Paladon, Paladon, 28 and 30. And then lift 4250 to 44. Yeah, I know, right, Tay. Yeah, I can't watch you without going on pole, Paladon. Here's your new Paladon bike, honey. So here's getting a divorce. Yeah, right. Get a divorce and done. So the plan was 25 as a support line potential long off of that line. It never reached that line 29 and 30 were the resistance. Now look at what it did right at the open, right at the open. What did we do? We played right along with it. Like we played perfectly right along with 29 right there, right 29. And then we pulled back, rebounded, hit the 30 line and then pulled back and stayed within a range the entire day. This is just the point of playing simple support and resistance. You can play long and short all day long, but just simple support and resistance from the daily chart. WB, the plan was to enter into gap down 42 as a potential short. It opened at like 40 up here, I think. Oh, no, it didn't. It opened at 41. No, no, that's talking about this candle over here. I'm sorry. So it opened somewhere in this range up here. So 42 line was invalidated at that point. Obviously you can't short the 42 line up here. So that's one of those where it's too far above my line or too close to my line. And I just move on past it. Space. Oh, space plan on this day was 33 and 35 lines for potential short 33 line in the morning. You can see we played between 33 to 34 the entire morning never moving from it pulling back all the way to nearly 31. So this is why I keep a wide stop in the mornings. I keep a wide stop and I dance around that stuff. Sam does this a lot. He'll take a short out of line cover a little bit and then start to play off a high a day. So basically, he'll short into this line right at the open cover a little bit into the wash and then it pops back to VWAP and in this area 33 is going to stop right here at the high of the day, right? And then once it pushes over 33, you know, you stop out and you reassess and then it slams back under the 33 line. You've got to reshort, right? Because it's back under your line. Your line is holding as resistance again. That's a confirmation. When it comes back under the line like that, that's confirmation 35 highest we got was 34 69. You could argue that that range but I mean, that's a little far for me. I mean, I don't know about Sam, you play these in a certain particular way during midday, you've got to consider that this is right around when you wake up. So what would you? So it's up when I wake up and then I just short, you know. So yeah, how do you choose price targets? Yeah, it's just going to be it. It's going to be pre market highs or daily resistance points. For shorts, it's going to be pre market lows, green, red. Oh, that's also for a long too, you know, red, previous closing price, pre market highs. Red to green. We never mentioned red to green is a great indicator for large caps. If something I always take something like if I'm day trading, that I'm always taking a piece of BWAP. If I'm swing trading, it has only to do with the support and the resistance of the chart. When a stock crosses the red green line, do you wait for a five minute bar to close for confirmation or just get in? I don't really buy green moves. I do rarely when like the rare times I go long, but I like to just flip so breaks through with authority, red to green goes green. I like to buy that first pullback. Yeah, volumes the key I like to buy that first pullback into the line and set the risk for red and yeah, I mean, I could get faked out, you know, could wash red, but I don't go long often, but that is a setup that I will if it's like, you know, something over high of day. Alright guys, take it easy and stay safe in this crazy market, guys. And don't buy the dip this time. Word. Alright, see you guys. See you, Joey. Later, bro. Later, folks. Thank you so much for watching our video. If you want to see more of our videos, please subscribe to our YouTube channel by clicking the button here. We do our best to post a new video every single day. If you have any questions about MIC or any general trading questions, please text us using the number here. Also, stay up to date by watching some of our most recent videos right over here.


Fine Art Experimental Media is an undergraduate studio program perfect for anyone who is excited and concerned about how digital media and technology are shaping the world and the way we see it. Over three years, you'll be taught skills in interactive and time-based media, 3D animation and VR, video and sound, alongside drawing, painting, sculpture and conceptual thinking. You'll then take those skills and work with them in the studio, creating artworks that challenge conventions of what is old and new media and challenge your own ideas about what you can do. You'll meet and work with contemporary artists from all over the world as tutors and visiting lecturers who will introduce you to new ways of thinking and making, while specialists will lead workshops in diverse areas like book-binding, 3D printing and studio photography. Research and critical thinking skills are also key, and these are taught throughout the program through discussion, writing and creative tasks, leading up to a final written thesis or media artifact. You'll learn how to present and promote your work with classes that will guide you in creating professional website and portfolio and give you real-world experience of applying for grants, residencies and internships. As an international program, you'll be working alongside people from all over the world, and as a graduate, you'll have lifelong links to Prague and across the globe. The program culminates in a final exhibition where you and your course mates will present your work to the world, collaborating using all the technical, creative and professional skills you've gained in three years. These skills allow our graduates to follow many different paths, exhibiting their work in galleries and art fairs, working in video production and 3D design studios, or as professionals in live music, theatre and interactive experiences. Many also go on to creative and academic masters programs here in Prague and all over the world. Hi, I'm Emma and I'm in the second year of fine arts and experimental media. I think that what I saw in it was an opportunity to get an oversight on the world of art and technology, which is a field that I knew that I wanted to work in in the future, but I didn't really know much about the field or how to navigate it, so this program served as a perfect opportunity to do something like that. This was basically an installation that I did for the presentation of my semester portfolio. So these two right here are from the sculpture class. This semester I picked my theme and I wanted to focus on one theme to unite all of my work, so I picked this insight into the progression of technology in the past 30 years and how technology and the internet have evolved and affected people. And in the sculptures class specifically I focused on electronic waste and the way that it is silently eating up the industry from inside out. So these are the two projects, each one of them have a little bit of a different backstory. And then going on here, this is just an Arduino board with a breadboard with some LEDs and a sound sensor connected and I used that in my performance piece where I basically used sound to interact with the LEDs. I also had a sound loop running along with that, but it was fully interactive. And this is just the way that I decided to display it for the purpose of this pre-grading presentation we had. I think I've decided on a lot this year. The classes that I had this year helped me sort of choose a path and I think I really want to go into web design and game development, overall something still artistic but sort of based in code. My name is Sherba Kamidia, I'm studying Fine Art Experimental Media, third course. It's my final semester. This one program was special for me because it had so many diversities in the media and the theory that it provided. For example, from creating 3D space through creating 2D drawings with both digital and traditional media, but also working with the sound and with sculptures. So it was a great choice for a young artist that chose their career. Experience was great, although it was challenging, especially during the COVID times but these challenges led me to rediscover myself because when I entered the faculty university I just drew horses for example or other animals. So I did illustrations but during this program I learned and tried myself in so many different media that they fought before. So this was my rediscovering of myself I would say. Taking into other account the whole political situation it's difficult right now to decide what kind of project I will do but for sure I can say that I would like to pursue working with the FBI. For example, virtual reality and with headsets and controllers and also explore the bridge between virtual and real reality how I can use it for my artistic voice. After I graduate I would like to pursue a career of concept artist and technical artist because during the days in faculty university I started studying a lot of artistic side of the art career but also I tried myself in technical stuff for example coding the game and I find that I like a lot to combine these two spheres. I like to code the game and also approach it creatively and then work with the background for example and see how it works together and kind of working on gluing things together.


Asalaamu alaikum khabab, Ateena khazrat. We are into lecture number six of Brand Management, MPIT 624. The topic of learning today is going to be continuation of what I talked about yesterday, that is strategic management process. And I was talking about important elements of the process like graduation, admission, and I hope that we have a very clear understanding of those concepts. Just to give you a recap, vision deals with the future of the company, where the company is today, and where the management would like to take the company tomorrow, meaning years to come. So in other words, because we have to determine the destination where the company want to reach. And that is something which is dealt with by the vision statement. Mission deals with the present. And the present is all about the kind of customers the company is serving, the areas where the company is operating, and the resources which the company has engaged to achieve those objectives. Mission statement also talks about the commitments and the values of the people in the company, the meaning, management, the top management in particular, all the layers of management, and right down to the workers level. Because commitment and value create identity of the company, just like we create identity of a brand so that the brand can have the right image in the marketplace. We have to have the right commitment and values on part of the people working for the company in order to create the right most identity so that projection of the company is portrayed in the most right possible way. And also the objectives of the company are achieved. Mission statement does not really speak beyond that. And it is the job of the managers to see what is beyond that. Looking beyond that is to determine a long-term direction that the company must take for tomorrow. The reason is simple. Market is a dynamic place. Nothing is static. Things keep changing. And managers have got to stay very sensitive. They've got to keep their antennas very sensitive to feel what is going on in the market in so many different respects. Now, what are those changes which can have an impact on the thinking of managers and thereby giving them reason to consider those changes and then be prepared to come up with the right responses? One is the changing technologies. The other is changing lifestyles. Yet another is changing needs of customers, changing benchmarks of quality, and changing competition and overall conditions. Now, let us talk about these factors one by one. How and why they have an impact on the thinking of the managers just to stay abreast of all the developments. Changing technologies. When we talk of that, it doesn't always mean that we are talking of changing the equipment and machines and the apparatus within the factory. No. It may also mean that we are thinking of changes in order to improve services that the company sells or the company offers as part of sale of the product. It may mean that the company wants to bring about production efficiencies in the way it works. It may mean it wants to achieve very high productivity. The operating efficiencies in all the systems and procedures it has in place toward its working. Just to give you an example, you might as well consider induction of or improvement of the application of information technology with regard to your supply chain systems. You would like to know at every moment the status of stocks that you have spread all over the market. For example, all over the country. You have warehouses and you have stocks sitting there. From there, stocks are going out to the market and when they go out to the market, sales are taking place. You are recording transactions and serving customers. Some stocks are on the way. So you are also looking into logistics. You want to know all the time what is happening with logistics, what is happening with stocks, incoming stocks, what is the level, what is the level of the outgoing stocks, and so on and so forth. It is the application of the information technology which is going to bring about changes or rather improvements toward your informational needs so that you can make better decisions regarding the future and also in order to stay prepared for the future. So that is one example with regard to changing technologies. There could be many other examples and I would leave that to your imagination. The second factor which very necessitates thinking on part of managers is changing lifestyles. Just look around yourself, your own situations. The number of people driving cars today and the kind of cars they are driving today are the number of people riding bikes today and the kind of bikes they are riding today is very different from ten years ago. The kind of houses that we have today in this country are very different from the ones we had a few decades ago. A lot of developments have taken place. If you want to take a look at the total industry which comprises so many different sectors you will be able to draw correlations among all the products that are being produced by the industry as a whole and then arrive at a better decision for your brand because you can draw relationships. All these things move in tandem. This is one example of changing lifestyles. Another example could be look at the number of people going to restaurants in the evenings. Not so many people went to restaurants like ten to fifteen years ago or twenty years ago. Look at the concept of fast food, the way it has caught on. So all these changing lifestyles have got to be considered by brand managers and also the top managers while they are working on the strategic management process so that they are not out of step with the market. There could be so many examples but I would again leave that to your imagination and have your juices flowing here what those examples could be. Let us now get on to the other factor which makes its impact fell during the process and that is changing benchmarks of quality. Powerful brands create their own standards and it goes without saying that powerful brands are quality brands because of the innovations which they keep offering to the market and the extra attributes and benefits they offer to the market because of those innovations they keep changing their standards. In other words, they keep enhancing those standards. The enhanced standards become commonplace the one day and the process goes on. It becomes difficult for the marketplace I mean all the players who are part of the category to keep pace those who really can keep pace are successful and those who are not are not very successful or we can say they fail. Changing benchmarks is something in a way which could be initiated by yourself or by somebody else. If those benchmarks are created by a competition then you have to follow suit. If you are the one to take lead then they have to follow suit and that is the last factor which I pointed out earlier changing competition and overall conditions because anything which or any development that happens that takes place on the competition side that is something we have to be aware of and that is something that we just cannot ignore. So after managers have considered all these factors they are all set to make some fundamental choices about where to want to take the company from today to the destination and how that evolution and transformation will take place. It's a long journey. Easier said than done. That kind of stuff. The journey is long and like somebody said there is no destination. The journey itself is the destination and that's why I said the evolution and transformation how will that take place is something which managers really have to look into. That is the how part and that is something which is going to be answered by strategies that we are going to have and I shall talk about that in a few minutes. So the choices, the fundamental choices which the managers make or have made for their vision of the company and that also supplements present company mission with factors like what is going to be the future business makeup what are going to be the product lines and what is going to be the customer base. Let me clarify here that I keep talking about certain terminologies quite frequently like the segments, the segmental changes changing preferences changing technologies and customer base and so on and so forth. The reason being that we are talking about a process which is all encompassing and it takes into its fold not only marketing department but the whole business and since the brands form the backbone of the business we have to talk about these factors and these terminologies over and over again because they have the implications not only within the department of marketing they have the implications across all the functional boundaries. For example when we talk about bringing about change in technology the importance of the concept does not end at the boundary of the marketing department it goes well beyond that it goes into the department of finance because the way they have to talk about where they are from it has to travel into the area of production because they have to think about what kind of technologies they should be having in order to revamp the system. So what I am saying is when you hear things like the geographic areas to be covered or technologies which need changing or the customer base and changing preferences do not just think that we are too much focused on marketing just look upon these factors as the factors of overall business not the area of marketing. Let me now say that I have been talking about the fundamental choices that managers have to make in order to stay abreast of all the developments taking place in the market in order to arrive at the best possible decision for the future course of action. But I started talking about that in relation to the mission statement and before that of course vision statement. Back to mission statement for a while it talks about the present but there are no hard and fast rules that the mission statement only has to talk about the present. There are mission statements of companies to which are a little future oriented meaning they merge into the vision of the company also and in that case that company may not have a vision statement just one mission statement which talks about the present and it also talks about the future but what is important to understand for us is that we deal with the present in order to be prepared for the future but mostly the companies keep their mission statements concerned with the present and vision statement with their future. Having said that I can again say that the conceptual distinction between the two i.e. the vision and the mission remains valid and let me also add to this that a clear vision of future business and strategic direction is a prerequisite to strategic leadership or vice versa. If we have a clear vision if we have very clear vision of the company it leads to better leadership and we can also make this statement otherwise if we have good leadership that believes in strategic management and its thinking is also very strategic then it will have a very clear vision for the company and therefore will get down to business in real hard manner when it comes to the mission statement and following that. Good leadership is the one which steers the company, the whole company toward the desired destination. I mean nothing could direct the company better toward that destination than having good strategic leadership. I started talking about the leadership because this is an important element of the whole management process and without that nothing can move so that was and added the dimension to the discussion that we had. Anyway in the hope that we are now very clear about the vision and the mission let us now start talking about setting objectives. How do we set objectives? What is it that objectives do and what is the basis of setting those objectives? After these two elements meaning vision and mission are in place we have to convert those into specific objectives. This is what I have meant. Before we translate those we have to have a very solid and very logical basis. How we arrive at that basis I will talk about that in a few minutes. But important to the concept right now is the performance of all managers is measured by the level of achievement of the objectives that we set. And these objectives are translation of the vision and the mission of the company. It is generally said that objectives should be set in an ambitious way. Objectives should be bold because when they are bold and they are ambitious people in the company who are supposed to achieve those they become more aggressive in their pursuits. Why they become more aggressive because they have very ambitious objectives to achieve and that brings the best out of them they become more focused, more intentional and more attentive in their aim to improve the comparative position of the company. Having said that the next step is that objectives have got to be broken down into different levels. They've got to be broken off divisions, then into subdivisions and units whatever functional areas the company has within itself. So it is the hierarchy of the company that is going to define how the broken down parts of the objectives are going to be assigned to different people working for those departments and hence the overall company. Why it is done? It is done so that the performance can be measured only if you have goals which are quantified that when you have objectives in quantitative terms it is easy at the end of the year or even before that to see to what extent people have achieved those objectives. And it also leads to creating a work oriented culture and that kind of a culture becomes more conducive to overall achievement of the company objectives which helps the company achieve its mission and assure fulfillment of the vision. We have talked about the quantification of the objectives so that performance of different managers and the company can be measured. We also have to understand the kinds of objectives that we set for the companies. There are two kinds financial objectives and strategic objectives. Financial objectives deal with things like return on investment earnings growth dividends growth overall profitability share value appreciation and cash flows. Strategic objectives deal with things like increase in market share the number of markets that are to be covered innovations that are to be brought about the quality parameters if a change is needed in that which it will be we have got to define those in terms of objectives. And that also is something which has got to be made measurable. If a manager is in a position to achieve what has been envisaged and he gives the results in terms of placing that quality system at the right place that can be measured very easily. Technological leadership in relation to competitors so these are the kind of objectives which we have falling under the strategic area. And I would like to add one thing that financial objectives like return on investment and dividends and earnings and all those things are also very strategic. It is not to say that we have drawn a distinction between financial and strategic in the sense that one set of objectives which are financial are not strategic and others are it is not that it is just for the sake of understanding what kinds of objectives there are that fall in one area and what are the ones which fall under another area. Both financial and strategic objectives are to be fulfilled and that goes without saying in short term and also in long term. The short term fulfillment is the fulfillment of the mission and the long term sets the course for fulfilling division. It allows managers what to do next in terms of the planning and in terms of their execution. Now having said that we are done with the process of setting objectives we are quite very clear how objectives are set why they are set, how they are divided how people are going to be made responsible to achieve those and why people are made responsible to achieve those and what happens when we set objectives we develop a work oriented culture and when we have that culture everybody is out to achieve results and everybody is very clear about what one is supposed to be doing and nobody can get into the blame game pointing fingers towards others that this is something which I was not supposed to do and this is something which you were supposed to do. So once we have these objectives in place the next step is that we have to craft a compatible strategy and that compatible strategy is the business strategy and like I indicated earlier this business strategy is a combination of so many different strategies again there is no hard and fast rules you have to have as part of your total management process it all depends on the circumstances the situation the markets you are dealing with the number of brands you have and the execution process which has got to be there to achieve results if you think that we have to have a strategy regarding improving things in the office for example you should have that strategy in place if you think that setting things right in the office all over the company works toward institutionalizing the concept of total quality management then you may have a strategy on TQM and if you think that the company is already following that course you may not talk about that as part of the business plan or as part of the management process so the number of strategies is not part of some rule it all depends the kind of execution or the course of action which you are going to have or which you should have to reach that destination which I talked about strategy like I said earlier has to be very compatible with objectives meaning it has got to be in line with the objectives that we have set it just cannot go astray from objectives flow the strategy and from strategy will flow the execution and strategies like I said could be so many once we have these strategies in place the next step is how to implement those strategies this is a very important stage an extremely important stage which basically deals with the area of execution I think I did talk about this in the last lecture that according to some of the management experts of today execution has taken on such a dimension that they say execution must take precedence over strategy although this sounds like a misstatement but what the mean is that execution is so important if you do not follow that properly the strategy that you have devised may not make any sense I can say that in other words you can hire an outside consultant to help you devise a good strategy a nice worded strategy which makes a lot of sense in terms of business in terms of its competitive posture and in so many different terms but then when it comes to execution it is the people within the company who have to do that in order to make strategy work so implementation stage is a very high significance and people have got to be in place in order to be able to execute all the strategies that have been laid down in order to reach the destination when I say people have got to be in place what I am saying is that having the right organization is one of the prerequisites of implementing your strategies so in other words you may have a strategy that deals with human resource going back to my previous example when I was talking about the application of information technology to the area of supply chain management what if you don't have people or even if you have you may feel the need to impart some special training in order to bring them at par or compatible with the technology which you are going to institutionalize in the company the human resource strategy from that point of view becomes very important and execution becomes even more so that is the important significance of execution what if you have a beautiful strategy dealing with brand management and the company doesn't have a brand manager and the marketing manager complaining and ending up with a complaint that I couldn't really do justice with my job because I did not really have the proper support had I had the requisite support things would have been different but then the damage is done that's history so having the right strategy and then going for execution by mobilizing resources is the name of the game thus far we have talked about objectives strategies in terms of crafting a strategy and in terms of implementing a strategy I would like to summarize all this for your benefit and put the whole thing in the following words objectives are the ends strategies are the means and strategies answers questions relating to whether to and how to meaning whether to concentrate on one market or expand to others whether to concentrate on one product line or get into related product lines whether to be in a few product lines relating each other or get into diversified business these are all examples whether to expand the number of customers that we are serving or to restrict ourselves to just one niche whether to achieve competitive advantage a very important element of management nowadays whether to achieve competitive advantage through cost cutting cost controls or adding very unique features to the product these are the kind of questions which strategies answers as means to achieving our ends strategies also answers how to do that how to respond to competitive pressures for example how to respond to changing needs like I talked earlier how to build an organization how to further improve that so the top priority job of managers is crafting strategies and implementing strategies and giving good leadership to the execution process if execution process is not really excellent like somebody said then management really drifts into mediocrity and that is not something which any good company likes companies have thought to work like excellent companies so that they can excellent brands and those excellent brands can have a lot of power in the market and give a lot of value to the company and generate value for their consumers so having talked about all these things now let us move on to the next step of the management process which deals with the evaluation once we have implemented our strategies and we are in the process of implementing strategies we are gradually achieving our objectives and once we have completed the process we are all set to see what we have achieved in relation to the progress that we had set to ourselves the level of achievement tells to what extent managers have been successful in achieving what was envisioned and if something has gone wrong toward that achievement one has to sit, put the hat down and think about what kind of changes are needed in the strategy or in the tactics meaning execution or maybe in the organization maybe in the technology maybe in the marketplace meaning distribution systems any improvement required there you have to think of that and all the factors which have been responsible for the shortfall or for not letting you achieve 100% that you wanted to achieve you have to fix those and in case the management has succeeded in fulfilling all the objectives that is set to itself well congratulations so that is the management process and we are now done with the macro understanding of the process and with this we shall move on to the brand development model or brand management development model for which what we have talked about so far is going to be a prerequisite let's move on to the next topic just like overall vision for the company is the starting point of the strategic management process brand vision or strategic brand vision is the starting point of the strategic brand management process there is no way that the company can move ahead with its overall vision or strategic planning without taking into account its brand or brands in other words there is no way that the planning process can be completed or even initiated without taking into account what is the vision for the brand of brand managers having said that it becomes obvious that strategic brand vision has got to flow out of overall vision for the company and this can also be said otherwise that once you have the brand vision that builds up the overall vision for the company because brands are all about companies and companies are all about brands so this is kind of a process which complements each other and supplements each other whether it should start top down or bottom up that is something else and we shall talk about that but for the sake of understanding so far that the overall vision is something which gives birth to the concept of brand vision therefore overall vision must specify the way the management looks at the brand future in the long run that is a prerequisite without that vision of the company is not complete it is truncated brand future refers to the following factors and these are again the ones which I have been talking about earlier but then since it is part of the concept that we are talking about could we have to talk about those once again brand future you would agree with me and maybe you already have conjured up all the factors in your mind faster than I can are markets and market segments that are to be served by the brand in future and quality improvements that are to be brought about investments that are to be made now these are the factors that we have talked about in so much detail so I do not really feel the need for going back to what we already have talked about and understood very well why there is a need for going into more markets why is the need for bringing into play newer technologies we have talked about all those quite very clear so brand vision just like companies overall vision is something this deals with brand future once we are clear about the brand future we have to get down to brand mission and just like company mission brand mission also deals with the present meaning the markets we are covering at the moment the customers that we are serving at the moment why we serve those customers why we cover those markets we are covering the quality factors that are into play why so these are the kind of things that we take into account what we talk about the brand mission what in addition to these factors we can also say what geographical areas and what benefits we are going to provide and what kind of results could we envisage in terms of sales and profits and earnings and so on and so forth in addition to these factors which form the part of the mission for the brand we also talk about values and the values relate to the company culture company culture is not something which comes up overnight company culture is something which you institutionalize and which people inculcate over you know years and years so that is something which really comes into play along with the mission of the brand in order to achieve the overall goals for the brand and hence the overall goals for the company the values relate to the areas like integrity and honesty like quality consciousness the consciousness in terms of working full hours so on and so forth now when we talk about these things these are not really proverbial things these are things which again could be translated into strategies and guess what kind of strategy you would like to have when you are talking about values I think it should be a part of the human resource strategy in which human resource specialists should talk about the kind of people companies needing in light of the values company wants to set in place it is quite very difficult to judge people when they are entering the company in terms of the honesty factor in terms of the integrity factor and in terms of the conscientiousness but what is more important here is that top management has got to create a culture which really leads to creating good values what is company culture that is a very interesting question in very simple words company culture is the behavior of the management and the behavior of the management starts from the top whatever is taking place at the top is bound to be followed like experts have said and this is part of the textbooks and research material that people even start following the way their leaders sit in chairs the way they talk to their subordinates the way they talk to their guests the way they dress up so company culture is the totality of behavior of the top management in the first place and then down the layers therefore are a byproduct of that behavior and if leaders or the managers prove through their actions not their words that they are honest they are people of integrity they believe in the hard work they really are committed to quality and they are committed to quality in a way that even if the company does not really have quality manuals which the company should have in the first place working on the assembly lines or people working in the field where they are not being forced by the immediate superiors will work in a fashion that they deliver quality so that is about the values which when coming to play along with the mission which deals with the present of the brand do a lot toward achievement of goals and we have to have good values it has been observed that companies that have very clear vision and a good mission in place and really believe in values meaning have those values in place and those values are being followed do end up very successful in terms of gaining high market share good profitability and good level of leadership and when a company has high level of profitability and high level of market share what happens I think you know that you are experts by now at least on that subject they have powerful brands they have good brand managers they have good brand management and when they have powerful brands they have good financial value so this is all about mission and vision and setting objectives and how the brands should develop the vision for themselves and what should be their mission etc etc having said that the next question which comes to the mind is why have brand vision at all we are clear what a vision is we are also clear what mission is and we are also clear what values are and we are also quite very clear how these three fundamental elements help us achieve objectives which are the real ends of the company the question still remains why a brand vision there are certain solid reasons that companies like to have brand vision let me also state the name of Scott David the author of the book I am referring to not many companies like to have a very clear vision you will be astonished to know when he is talking about that he is not talking in reference to our market he is talking in reference to the global market the recent companies do not really like to have a very clear vision in a written form and then of course a mission and so on and so forth because they think they are very clear about the concept and they are very clear about their future thinking they have a lot of foresight they don't really have to have this thing in writing but the fact remains if they do not have that in writing they do not stay as clear as they think they are thinking becomes nebulous it is clouded and it brings in mediocrity what happens is mediocrity comes because of drifting they are drifting among so many different strategies they are not sticking to one strategy or a set of strategies which you devised if you had put all that into writing as part of the overall business plan or as part of the overall management process then this drifting takes place and that leads to mediocrity and mediocrity leads to confusion managers keep changing their strategies very frequently in desperation they are not very clear what really to do the reason they are not very clear because they are also frustrated they do not really have people to support them why don't they have people to support them when I say people I mean their peers their colleagues and all the stakeholders why are they not getting their support the reason they are not getting their support because they never took them into confidence why did they not take them into confidence they did not take them into confidence because they did not have that clear vision into writing or in a form whereby they could get their commitment toward that process and this is what you have been talking about in this lecture and also in the last couple of lectures so brand vision leads to two or three rather three different factors which when come into play really make things very formal for all the managers to work on and that is when the stage is set for trastating the overall vision into objectives and then breaking those objectives into division level and so on and so forth and crafting a strategy implementing a strategy executing that and then getting results and then at the end of the day feeling either very good or disappointed and I'm sure you as a good brand manager will not like to feel disappointed you would like to be one of the good brands rather excellent brands okay so having talked about that let's get on to those other factors which a clear brand vision leads to one is that brand vision commits management how that commitment takes place that is the topic of discussion now brand vision fulfills three purposes and through fulfillment of that it commits the management and also all the stakeholders toward brand management number one is it creates consensus among top management and number two is it guides the market research number three is it mandates telling all the stakeholders where we are today and where we want to reach and what is it that we are going to take in order to reach there only then those stakeholders are going to support you in all respects so let us talk about these three factors one by one which fulfill the purpose of a brand vision the consensus among management is one of the foremost things that must emerge before other things move how that happens going back to the objectives of the overall business the traditional approaches has been that top management have been talking about growth of the business in terms of certain percentage like we are here and for the next year we have to grow another 10% and year after another 10% and year after another 10% this is just a hypothetical situation now this traditional approach is still in practice this is not to say that it has gone out the window no it has not it has taken a new dimension in light of the concept of brand management and this is what I talked about in the very first lecture just suppose that you are working in a company that has more than one brand and when you have more than one brand profitability and contribution in terms of financials have to come through brands when that happens the brands cannot be ignored and brand management and brand managers cannot be ignored so automatically what happens is that the process starts from bottom up you are the people who have to tell the top management the contribution that you are going to generate through your brands suppose once again that you are working in a company which is dealing in three different product lines one line is dairy products the other is like maybe fruit juices and the third one is something else could be biscuits for example or chocolates you have brand managers in one line looking after different products falling in that dairy product line and another you know couple in the other product line which deals with juices and another few in the third product line dealing with chocolates or biscuits all of you have to make your own respective P&Ls meaning popular loss accounts and arrive at the final figure as to what is going to be the contribution of your brands given the fact that you know your market and given the fact that you know your customers and given the fact whatever developments are taking place in the marketplace and given the fact that you are very well conversant with the segments that you are approaching and you are dealing with and also given the fact that you are having a very clear understanding of the future the way you should be handling those very segments and the way you should be adding more segments additional segments to your existing business in terms of existing brands or maybe in terms of adding a few more brands so these are the workings that you as brand managers are supposed to be doing and then you are going to be the ones who will be informing the top management about the financial contributions that your respective brands are going to make to avoid the overall financial contribution of the company so the process has started for downstairs and it goes up in order to go up and it happens is that you have got to talk with the top management, you have to present your case that this is what you have come up with and this is the vision of the brand that you have in place and this is the mission and given all this we have come up with these figures at the end of the day there is going to be either consensus or not consensus but the objective is to generate a consensus once you have created that consensus you are all set to go ahead with the brand building model the major benefit of that consensus is like I said earlier there will be no blame game and there will be no passing the buck as they say you know what you are supposed to be doing and other departments who come into play because of the context that your brand is going to have with them they will be doing their part and when that happens everybody knows what one is supposed to be doing and that is what you call developing the right corporate culture and the right corporate setup in order to execute that vision into a series of actions designed to achieve whatever you want to achieve another purpose that brand vision fulfills is research why market research whatever decisions you are going to make or whatever variables you are going to work with when it relates your vision or your mission has to have certain basis and has to have certain logic without solid logic and rationale you just cannot be whimsical in terms of giving your opinions to the top management or even if you are not supposed to give those opinions to the top management you will never convince and satisfy yourself in the absence of some solid findings and those findings always come to you by way of research so you carry out market research in order to confirm and reconfirm the preferences of your consumers in order to know what are the use what are the kind of attitudes they have toward your product and attitudes they have toward competitive products but once you are clear about these factors you come up with a research design in order to get the right findings which are going to lead you to make the right decisions how you do that we will discuss that in the next lecture and whatever we have discussed today let me give you a recap very briefly and quickly we started discussing the management strategic process and all elements of that process starting with creating an overall vision right down to the evaluation stage where we evaluate our performance in terms of our achievements we followed different managers at different levels responsible for whatever they have done for the company and then getting the process for the on, on and on having been clear about that we started talking about the brand vision which flows out of the overall business vision and still talking about that we are right in the midst of what purposes brand vision fulfill and we are done with just one in the process of talking about the second one which will continue from where we are now leaving and I will look forward to talking with you again thank you very much and good afternoon


From the ARIA Resort in Las Vegas, it's theCUBE.  Hey, welcome back everybody, Jeff Frick here with theCUBE. We're at AWS re-invent 2018, wrapping up day one. We're going to do four days of coverage. We have four sets, three locations, and we're kicking things off here at the AWS Marketplace and Service Catalog event here at the ARIA. We're excited to be joined by our next guest, first time on theCUBE, but he's been working on the security stuff for a long time. He's Brandon Traffinstel, he's the Global Director of System Engineering for CyberArk. Brandon, great to see you. Thank you very much, glad to be here. Absolutely, so we started the conversation. First off, let's just give us a quick overview of CyberArk for people that aren't familiar with the company. Definitely, so CyberArk does privileged access security. That is the vaulting rotation and management of incredibly powerful accounts. Both traditional ones, say domain admin, to ones that exist in a more ephemeral or cloud state. Access key, secret key pairs, root access into your console. So our goal is to take those out of the minds of users, out of those spreadsheets, out of hard-coded code stacks, place them in a secure location, rotate them, and then provide secure access to people as well as non-people to. So you really segregate the privileged access as a very different category than just any regular user kind of admin type of person. Absolutely, the focus is key. When we look at the general spectrum of accounts in an organization, I guess you've got the lower ones that are identity-driven. Attackers might use those to get in, but really the creamy, new giddy center are those high-value credentials. It's what brings down organizations. It's what we see kind of involved in breaches every single day. So the focus there on those powerful ones is what gets us the most security posture increase with the least amount of effort. You know, it's interesting, because I always think of security as kind of like insurance. You know, you can't absolutely be 100% positively. You can't spend every nickel you have on security, but you want to have a good ROI. So what you're saying really is this is a really good ROI investment from your security investment because these are really the crown jewels that you need to protect first. Absolutely, and like insurance, we often want to plan for the absolute worst to occur. There have been breaches in the past where, yes, there were dollars that were spent on things like remediation, but if you have a huge customer base, even the postage alone to notify folks that you've had a compelling event, tends to cost up into the seven figures. Never even thought of that. It's not a trivial expense. Absolutely. So you said you've been doing this for 20 years. So a lot of change. There was no AWS re-invent 20 years ago. There was not cloud computing as we know it today.  Has continued to escalate over these 20 years. Definitely. So, years and years ago, organizations were very monolithic for both the application side, as well as their more kind of human focused infrastructure, right? We had one or two domain controllers, typically physical systems, but what happened is the architecture broke down. So, like 10 years ago, virtualization was the biggest thing. Same types of accounts, but more systems, more automation flows. So, as we replaced humans with non-humans, what happened was more human users got overprivileged, right? They were empowered to get their jobs done, but we had more and more robots that began doing their work. So, one of the things that we saw was the breaking down of the application stack to the point where now, you can spin up thousands of instances in a matter of clicks, over a matter of seconds, move that into a more microservices model, and you now have tens of thousands of nodes that can exist in the blink of an eye, all having the same type of access restrictions, but just being far more distributed. Right, and so many more tax surfaces with IoT, and all these things all over the place, and so much more complex environment. Definitely, and one of the things about all this beautiful automation and centralization that's occurring is that now attackers don't have to go through that same type of flow they used to, right? Compromise an end user, escalate privilege on a laptop, for instance, move laterally and continue to perform that dance. Now, all it takes is one compromise into your cloud management console, for instance, and a lot of times that's game over. Our attack, er, is also changing a little bit, so I'm proud to say, but I'm a millennial, and the thing about millennials is we tend to be very, some would say lazy, but I would say efficient in how we perform tasks. So for me, performing that lateral movement versus one-stop shop for a publicly-facing entity, I'm going to choose the one-stop shop, for sure. So one of the hot topics in today's world is RPA, robotic process automation, and we are at Automation Anywhere, we are at the UI Paths show this year, it's getting a lot of buzz, both those companies have raised a ton of money, hot, hot, hot space. It adds a whole new level of complexity and opportunity on the security side. So how should people be thinking about RPA and security? So when it comes to RPA, one of the things that is simply par for the course is that in order for robots to do their jobs, to build this automation that folks are looking for, they've got to authenticate the stuff. A lot of times we'll see that authentication happen as kind of an isolated secret that's stored, say, inside of Automation Anywhere, for instance. The goal there is, well, we can rotate it, maybe, but now we have to update it here and there and a number of other spots. So one thing that we see as being a very prevalent thing is, well, let's find a centralized and secure source to manage them and allow the robotic process automation to authenticate securely to that entity, pull the secrets as they need. Now, we can rotate that as many as, what, 10, 12 times a day if we wanted to without our RPA missing a beat. At CyberArk, we have what's called the C-Cube Alliance where we brought together a number of RPA vendors, all the ones that you mentioned, as well as other automation platforms, security vendors too, to where you don't have to do the work of integrating, it's already there and has been built. And we're taking a huge direction from our customer base there to tell us what's hot, what's new for them, to let us broker those conversations. Because though the robots are actually treated inside the system, I believe, is like a person, right? They say it's kind of like your own personal assistant. So in terms of the identity and the access, it's managed very much as if it was just a new hire. For sure. And if you look at it, for instance, using something like another automation platform like Jenkins, Jenkins is personified by a Butler. Jenkins task is to go out and perform all these tasks for you. But I'll submit to you, if I were to offer you, hey Brandon, you can come to my house, vacuum my floor every Friday, that sounds like a pretty good deal. Especially if it's open source, if I do it for you for free. But you encounter risk by giving me the keys to your house. The same is true for those automation platforms. A lot of times we divorce that robot from a human so we don't do the same level of due diligence to give the robot an identity, to instantiate least privilege. It's one of the things we've seen be a very huge theme in successful customer deployments, as well as automating their security too. That's pretty, well at least they're not going to give away the security when somebody calls up and says, can you please give me the URL for the company picnic? I can't get in. Definitely, I'll be out. Hopefully I didn't train the robots to answer that question and let that social engineering answer. But is there social engineering for RPA? There is. When you look at RPA or even code that exists in public repositories, one of the quickest attacks you can do is to pop onto GitHub, search for your secret of choice. Maybe it's Postgres, maybe it's vendor name underscore secret. If you sort that code by recent commits, you'll find people's hard-coded secrets that exist inside of public repositories. It's not because our developers are malicious, it's because it wasn't top of mind for them. They didn't have a more compelling solution. So that's one of the quickest attacks and I think that's social engineering. But it could be as easy as compromising one of say your AWS administrators who happens to have a privileged key in a text file on his desktop. Same is also true there. Yeah. Right, Brandon. So we're here at AWS Marketplace Experience. Share us a little bit about how you work with AWS Marketplace and what's that meant for your company. Been around for 20 years, so you didn't need them to get started, but how are they helping you change your business? So one of the things that has been very top of mind for us over the past couple of years is supporting the community. In many cases, folks will come to us with a project, whether it be post-peach mediation, audit and compliance, whatever it may be, they have some indicator of moving forward. A lot of times when developers are building out processes, there may not be that driver from the business. So the goal was we need to be able to support the community to provide open source secrets management and do so very quickly. So there doesn't need to be a project or a red tape. AWS Marketplace has helped us provide our open source solution in a beautifully deployed package to as many folks as possible so that at least they have some secure place to store those secrets without altering the way they do things. They have to go outside of the marketplace flows that they're used to, it's extra work and we never want security to be a constraint to building good quality automation development practices. And how's Amazon been as a partner? A lot of flood out there, be careful, they're going to see what you do and copy it and knock you out of business. How have they been working with as a partner? They've been fantastic, highly supportive from both the programmatic secrets management perspective but also in providing best practices for how to deploy our core stack into AWS, how to handle things like auto scaling, as well as providing some APIs to extend our secrets management capability based on customer asks on both sides. Right Brandon, well thank you for taking a few minutes. I'm sure we're both going to be dog tired in a couple of days. We can hope so, yeah. So we started while we were fresh, so appreciate you taking a few minutes and stopping by. Always a pleasure, thank you again for the invite. All right, he's Brandon, I'm Jeff, you're watching theCUBE, we're at AWS Marketplace and service catalog experience here at the ARIA. Thanks for watching, see you next time.