Welcome to Intro to JavaScript for Absolute Beginners with Tokyo EdTick. Today on this video, we're going to be taking a look at basic JavaScript, like how it works on a web page. We're going to be looking at events, which is how we tell the computer, like when we want something to happen. This is kind of analogous to input. And then we're going to have three different types of output. We're going to have the computer do three things in response to our input. Our input is going to be clicking a button or moving the mouse over that button. So we're going to have the computer pop up an alert. We're going to have the computer change the background color of the page. And we're going to have some text change. So through this, you'll learn some really, really basic concepts, fundamentally how JavaScript interacts with web pages. Let's go ahead and get started. So again, this is for beginners. But we want to think you should know at least a little bit about HTML. You don't have to know anything about JavaScript. We do need to know a little bit about HTML. I'm making this video for my students. And so they've done a little bit of HTML. They've done a little bit of CSS. And we're going to try and build on those skills here in this particular unit. So what you can see here is on the left, I've got the Genie coding editor open, and I've added an HTML page. I've added a head, title, body, and an H1. And you can see over here, this is the rendered HTML, Tokyo EdTech's beginner intro to JavaScript. Okay, so as I mentioned earlier, what we're going to do is we are going to do some events. So we're going to put some buttons on the screen and we're going to have the computer do something when we click or move the mouse over. So first we're going to need a button. Okay, so I'm going to go ahead and type button. And then I can just say that the button will say something here. So for example, since we're going to do alert, I'm going to do that. Now I'm going to save it. So I'm going to do control S or command S depending on what your operating system is. And I'm going to come back over to here and I'm going to refresh. Or if you're using Genie, you should be able to click this button. But this is probably a more safer way of doing it. So let's go ahead and reload it. And now we've got this cool little button here. So notice button, close button. And then whatever we type here is what's going to be shown on the button. So if I click it, nothing happens. Okay, so this is where JavaScript comes in. So we're going to do a simple event, which is called on click. Now note the capitalization. Note there's a space here. And note that it's inside this opening button tag. So I'm going to type equals. I'm going to do double quote, double quote. So we want to make sure all the quotation marks are balanced. Then inside of that, inside of the quotation marks, this is where our JavaScript is going to go. Later we're going to learn how to put it in a separate section. But for now, this is just going to get us started on the idea. So there is a JavaScript command called alert. I'm going to put this in parentheses afterwards. I'm going to use single quotes and then a semicolon. So notice the balance with the double quotes. Notice the balance with the parentheses. And notice the balance with the single quotation marks. So inside here, I'm just going to have it say, you know, warning, for example. So I'm going to hit Control S. I'm going to save it again. I'm going to refresh. And hopefully you'll still see this. If that disappears, something went wrong. Check your balance here. So let's say if I forgot to put the second quotation mark, it disappears. So you can see how everything is green here. So the color kind of helps you to figure out where problems exist. So let's go ahead and refresh that. If I click Alert, we're going to get a warning pop up. And it's going to say warning. So let's go ahead and hit Alert.  It says Warning. And then all we can do is click OK. So I'm going to go ahead and click OK. It takes us back to the page. I can do that again, et cetera, et cetera. So this is what I like to say to my students is the foundation of all programming. If this, do that. So if I click this button, it's going to, so if I click this button, it's going to do Alert Warning. So this is our actual JavaScript here from the page. So let's try it again. And it will happily do it over and over and over. So that is the absolute fundamental concept that you need to learn at this point. Let me go ahead and make this maybe just a little bigger so you can see the buttons. So let's go ahead and try one of the other ones. So the other one was background color. So I'm going to go back to my code. I'm going to go ahead and make a new button. And oops, button. And I'm going to call this green because green is one of my favorite colors. And I'm going to go ahead and just test it right now. And you see how it came next to the Alert, but it's on a different line here in the HTML. HTML ignores that. So if we wanted to put it on a different line, we would have to put the break tag, BR. Let's go ahead and test that. Now we put that below. It's up to you. You can do it however you like. I personally like it this way. So now what I want to do is when I click the green button, I'm going to change the background color of my web page to green. So again, if I click this, then I'm going to do that. I'm going to change the background color. So again, I'm going to go in here. I'm going to do on click equals quote, quote. It's a lot easier if you just put this here at the beginning than start typing your JavaScript. Now this one's a little bit long. It is document dot body. Oops, body dot style dot background color color. And notice it is the American spelling of color. Do not put a U there. It will not work. Sorry to people that use use. Now I'm going to put equals and I'm going to put single quotes again. So I'm just going to put green. And after that, I'm going to put semicolon and save it. So I'm going to refresh. I'm going to test it and click this. And you can see now when I click this button, it changes the background color to green. So I'm going to refresh that. I'm going to make sure it alerts still works. Yes, it does. I'm going to click on green. Yes, it does. Everybody's happy. So again, here's the code on the screen. Again, let me explain it on click. So it means when I click this particular button, I'm going to change the document. This whole thing over here is the document. The body, which we've talked about before, the body is this section of our HTML. The style. So we're changing the color or some other elements, some other aspect of the style. In this case, it's background color. Note the capital C. And we're going to say it is green. Now, we didn't have to do green, but this is just what I chose. And that is the second one. So again, we're still doing if this, then that. If we click, then make this change. Let's go back to our last coding concept, which is changing text. It's a little bit more complicated because we need to have a place for the text to change. So first, let's go ahead and do the button since we know how to do that part. And we're going to call. We're going to put a question here. So what is my favorite flavor? I'm going to save it. I'm just going to test it. Make sure it works. Okay. And you notice it's over there. So I'm going to put another BR tag. Oops. Put another BR tag here. And refresh it. There we go. So what I want to happen is when I click this, I want my favorite flavor to appear here. So to do that, we need to create a div. And I'm just going to put some question marks in there so that we know where the text is going to go. Notice how I'm testing it. Every time I add something, I test it to make sure. So the alert should still work. Background color change should still work. Everything should still work the way we have it. Okay. Now here's a key thing. If we're going to change something, we have to give it a name. Name has to be unique to that thing. So we know what we want to change. So I'm going to give this div an ID. Okay. So again, notice I'm putting my double quotes in. And I'm just going to call this answer. I could call it div answer. That's usually what I do. So we know it's a div. And I find my students really don't like adding the div part. I don't know why. But it just makes your code a lot clearer and easier to understand. And I'm going to refresh it just to make sure nothing changed, which is good. So here's what we have to do. We're going to go back to on click equals quote, quote. And then what we want to do is when I click this, I want to change the text in this element. It's called an element div answer to the answer. So I've already got my on click part. So I'm going to do document just like we did before. So instead of body, we're going to do get element by ID. Single quotes. Dot inner HTML equals and then our single quotes. And then our semicolon. Okay. So that's a complicated one. So notice we got document dot get element by ID. Note the E is capitalized. The B is capitalized. The I is capitalized. If you don't follow the proper capitalization, it will not work. Note the dot inner HTML all capital letters. And now we need to put our information here. So which ID and it's going to be this one div answer. So I can just copy that. And now it's kind of going off the screen. So I'm going to scroll over. So see where it says inner HTML equals. I'm going to put chocolate. Because that is my favorite flavor. I'll put an exclamation point because I really like it. Okay. So I've saved it. I'm going to refresh it. And now when I click this, it comes up with chocolate. Okay. So yeah, let me review that. That's basically it. So we've looked at events. I haven't talked about on mouse over. I'm going to show you that real quick at the end. But what we've done is we've created some HTML elements, in this case buttons. We've said that when we click on a particular button, we can show an alert. We can change the background color, or we can change the text of a particular div. We're actually changing the inner HTML. We can go full on HTML. But for now, we'll keep it simple. And again, in a future lesson, we'll learn how to put this into a different part of the program. So it's easier to deal with the code instead of putting this big long thing here. But that is a story for another day. What I wanted to show you real quick is instead of on click, we could also do, so I'm going to do this with green. We could do, well, let's do it with alert. That makes more sense. Mouse over. So we'll notice the capital M, capital O. So I want to refresh it. And what that means is when the mouse pointer you see here goes over that button, it will execute this JavaScript code. So let's see it. Okay, notice that I didn't click it. It just popped up. So I'm not going to click. I'm just going to move it. And as soon as I go over that, it does that. So I can do the same thing here. So I saved it, refreshed it. The alert pops up. And then as soon as I go over green, the background changes to green. I can do the same thing here with click as you've seen before. Again, these are called events. Okay, saved it. Refresh. As soon as I do that, it changes. So we can change how we input information into the computer. So that's about it. So we learned a little bit about events on click and on mouse over. Showed how to pop up an alert to the user. Showed how to change the background color. And we showed how to change text of a particular div. Actually, the HTML of a particular div. So that, my friends, is that. Thank you for watching and keep on coding.


It's the Pellow Alto at Pier 2.0. Brought to you by the Pier 2.0 Foundations. Learn, connect and grow. Now here are your hosts, John Furrier and Jeff Frick. Everyone to the Cube, we are here in Silicon Valley for a special Cube presentation of Pier 2.0. I'm John Furrier, the founder of Silicon Angel. I'm my co-host Jeff Frick here in the Pellow Alto. As a prelude to the Cube Silicon Valley, Pier 2.0 is really a grassroots, awesome influencer, authoritative event, people in networking. Jeff, we're here right across from our offices in Pellow Alto, great event. What's your take on what's happening? Well, it's funny, you know, John, just what a week or so ago, we were at AT&T Park really focusing on the practitioners and kind of the pointy end of the spear, if you will, in terms of technology and innovation and people leveraging it and actually internet and high density wifi and connectivity was a big part of that conversation. So now we've kind of gone down into the weeds. We're excited to be here at an event. It's really an educational event. It's a community event put on by the foundation to talk about next-gen peering and next-gen internet protocols. And I look forward to really getting into it with some of these guys. We're going to get techy, we're going to get geeky. I know you're excited to talk about what are the challenges that we've come up to now and what are these guys really putting down to take us to the next level to enable things like internet of things and the industrial internet and all kind of the promise that we talk about quite often. Yeah, one of the things that's really important about this event here at Pier 2.0 is that the networking business has changed. Certainly we've chronicled and documented the whole software-defined networking opportunity, certainly going way back to Nassiria and then VMware. So software-defined networking is really part of that whole virtualization trend with cloud mobile and social. But there's a whole another theater of innovation, Jeff, going on, where net neutrality and the freedom of the internet has forced the government and the lobbyists to kind of change their tune about who gets access to the internet. And right now, everyone wants that internet for free. And that's enabled the Netflixes of the world. So what you're seeing is a huge changing of the guard between who runs these big networks, Comcast and Time Warner, obviously in an emergency situation. If they control access to the internet, we might not see the next Netflix. We might not see the next Google. So there's a huge pressure to maintain that internet freedom, that broadband evolution. We're still, as a country, lacking relative to other countries in terms of broadband penetration and speed. So we all want faster broadband. We all want our MTV, or we want to have broadband. That's a philosophy. And this group here are guys who built the internet. You got executives from YouTube, LinkedIn, people who built the original hosting companies here in Silicon Valley running the big networks. They're changing the game. That's what it's all about. Yeah, the other thing that's interesting is they're actually giving back, too, in a way. There's a huge focus on education here. There's a large number of students from Stanford and Berkeley and some of the other local universities. So it's nice that the guys that kind of pioneered a lot of the innovation founded a lot of the early companies like Equinix are now really starting to provide the education and giving back to the next generation of engineers that are coming up through the system that will help us to find where this thing goes next and what the future holds. Yeah, we're going to talk to Jay Adelson, who's also the founder of Dig, Steve Pound, co-founder of Equinix. Great, great companies. Obviously Rev3 involved in tech TV and all these emerging technologies. Early on, we were doing, when I was doing podcasting, he was also involved in Dig. Jay's a veteran in terms of hosting internet freedom, internet democratization. Also with Dig, you saw the first social crowd sourcing kind of application. Obviously that kind of went into a different direction. But Rev3 was an episodic video operation which was bought by Discovery. So Jay's an awesome guy, he's involved in IIX, which has recently got funded by NEA for 10 million. There is definitely some action happening here in the valley around a lot of these alpha geeks around networking, Jeff, and what's going to happen is the output of all this is this grassroots organization called peer2.0.org. And that's a group of experts who come together to be the guardians, the custodians of this freedom of the internet. So at the same time, having an organic freedom-based internet, you also want to enable innovation. So as companies that we talk to move to the hybrid cloud, that's where the innovation starts to connect. When you see business is getting funded by VCs, it's not philanthropy, it's for business. And that's really where the collision is. It's that grassroots organization who are doing the right thing but also enabling business growth. Yeah, and it's fun because we talk about, cloud is not only an architecture and an infrastructure but really is a way of thinking and a way of delivering applications and a way of delivering capability out to the people that need to use it. But as we know, the cloud's got to actually exist somewhere. There's got to be some servers, there's got to be power, there's got to be networking, compute and storage. So again, we take the cube out, we like to go to all types of events. This is really a different type of event than kind of our typical really large show because we're talking about to the technicians, we're talking about the guys that invented it, we're talking about the guys that are implementing it and talking about the guys that are really helping to find the future. Well, we're here live in Silicon Valley, it's the cube. You're watching live broadcast of peer 2.0 here in Silicon Valley, it's where all the action is. We're going to go out and talk to the experts here and just really get the scoop and what is this all about? It's going to be kind of a deep dive format, Jeff. We're going to just ask the tough questions which are really more educational, exploratory and get into the weeds and find out what are the core issues? Is this net neutrality debate a forcing function? Is the freedom of the internet a concern? What is the purpose of this grassroots organization? Where's the business model? Where's the money being made and who's making it? So that's the question we're going to ask. Stay tuned. This is the cube, we'll be right back.


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What is going on guys? It's your boy DPJ here today with another Destiny video and in today's Destiny video I bring you guys another exotic wager video and the weapon that may get dismantled at the end of the video is the Mida Multi Tool. Now this is a weapon I haven't actually even used I mean I had it back in the day I dismantled that got another one and I just left it I've had it in my vault for ages but I am actually looking forward to getting this weapon leveling it up and using it when the 2.00 patch comes because we all know that everything's going to be balanced out and I think the Mida Multi Tool will be a great weapon for that shit so I really don't want to lose it.


Hi guys, Shalva from Life is No Yoke. So you want to get a Vitamix, but you want to know where to get your Vitamix. So let's start off by just being honest and saying, we would love it if you would get your Vitamix through us. This is what we do. We write reviews. We write recipes. We help people choose the right Vitamix for them. So obviously we would love if you would follow our links to Vitamix.com and use our promo code that gives us credit for your sale. But we do understand that there are other scenarios in which different option might be right for you. So let's quickly go over why you would get your Vitamix from someone other than us. Of course the mission for us is not to sell. The mission is to accelerate our adoption of a whole food plant-based diet. So even though ordering through us, you get automatically registered, easiest warranty service, exclusive deals, best selections, models and colors, interest-free payment plans and free shipping, six things. We get it if something else makes more sense for you. So we're quickly going to roll through all the options here. So the first thing is a live demonstration. If you saw someone demonstrating a Vitamix in a store or at a state fair, buy through them. They sold you on that. They're hustling. Costco, which we get asked about a lot. Two things you need to know if you're planning on buying from Costco. One, we kind of call these models Frankenstein models. The reason is that they back into a price and so sometimes the machine is made up of different components than if you had bought directly from Vitamix. And secondly is that Costco's in the business of making package deals for you. So oftentimes they'll offer you a lot of value and make you feel like you're getting a really good deal, but they're putting things into a package that you wouldn't necessarily buy in the first place. So yes, you might be saving $70 on everything that you're taking home, but you're spending 125 more than you initially intended to. William Sonoma, I get it. You returned all your wedding gifts and you've got credit. Use your credit. Get a Vitamix. Wait. Do I have something right here? Bed, Bath and Beyond. They're not supposed to let you use the 20% coupon. Vitamix is an exclusive company with them. But if you can talk some cashier into doing it, get it there. Amazon. We're not sure how these dealers are getting access to some of these machines. If you find a really good deal and you trust it, go ahead and get it there. And finally, the last one is a used model like from eBay, Craigslist, a thrift store. These are not a bad idea. Just make sure that there's still some warranty left on there. Give Vitamix customer service a call, read them the serial number, and make sure there's still some life left on there before you buy. And the last option, which we obviously alluded to at the beginning of this, is that you can support a blogger by direct using their links, using their promo code. If you do that, you are buying directly through them and supporting them. And if you like what they're doing, you should support them. So we hope that you like what we're doing. We hope that you do support us. We hope that when you're trying to decide where to buy your Vitamix, that life is no yoke comes up for you. Thank you so much for watching this video. Like and subscribe, and we'll see you next time. Bye. So you probably came to this video with an idea of where you wanted to buy your Vitamix already, and we're just looking for permission to buy it there. So we're giving you permission.  And please do join us at the Life is No Yoke community, whether you buy through us or not. You can find us on social media.  So join us on the website, join us on YouTube, find us on Instagram, and enjoy your Vitamix. Thanks guys. Is that what you guys wanted to hear? Okay, cool.


Welcome, everyone, and thank you for joining us today. I'm Laura Azege, your course lead for the MITx MicroMasters in Supply Chain Management program here at MIT CTL. I'm very happy to be co-hosting today this live event with Mr. Kellen Betz, also course lead at the MicroMasters program. Today, we are very fortunate to have Mr. Gerald Jackson joining us, who's a product management leader at Microsoft. Gerald has over 20 years of experience as a supply chain leader at Microsoft, GE Digital, and Accenture. So welcome, Gerald. Hello, everybody. Hi, thank you so much, Laura and Kellen, for inviting me to share some of my experience and some of the exciting things that are happening in supply chain today. Awesome. We are very happy to have you joining us. And if everyone in our audience has been here before with us, you already know we love to kick off our events with Paul. So we want to know why you're here today. We want to know more about our audience. So you can see Paul jumping in if you are watching live. And let us know if you want to learn more about IoT, if you just want to learn about cybersecurity, if you're here because you're part of our program and just love to join us every time. And while we let this populate, I will let Kellen share the agenda for this session. Awesome. Well, hi, everyone, and thank you, Laura. And welcome, Gerald. So for the next 15 minutes or so, Gerald will discuss the impact of technology and what the impact will be in supply chains, including really exciting topics, I think like control towers, logistic networks, cybersecurity, some of those topics you see there in the poll on the right-hand side. So hopefully we'll cover what you're interested in. Gerald will also be available to ask your questions. He'll also discuss cloud infrastructure and how cloud infrastructure can enable a resilience and dynamic supply chain network. After Gerald discusses these topics for a few minutes, Laura and I will have a few questions we have pre-prepared. We'll ask, and then we'll definitely save time at the end for your questions. We definitely hope to get the audience engaged here and answer some of your questions and cover some of the topics you're interested in hearing about. If you want to ask a question, please do so with that Q&A feature on the bottom. There's that Zoom button on the bottom called Q&A. Please use that Q&A feature to ask your questions. I'd love to see introductions in chat in the poll or in the chat section, but we will keep an eye on the Q&A for those questions. That's where we'll be looking for those questions. And please be logged in with a name, and we won't be answering any anonymous questions as well. So be prepared to participate. We look forward to seeing your questions. With that, let's check on that first poll and just share those results there. Awesome, so the poll, the question was, why are you here today? I'm just looking at some of the results. It looks like the most popular result was I'm interested in knowing more about the impact of just technology in general on supply chains. So that's a great, we'll definitely cover that topic. Some of the other, looks like there's some who are interested in IoT, learning more about IoT, learning more about improving their supply chain performance. Gerald, I don't know if you have any thoughts or comments on those poll results there. Well, I think you've come to the right place because we're gonna talk about some of that. And if I don't cover it in the presentation, please ask the questions in the Q&A. There's a lot of information to share. So hopefully we can get to the Q&A quickly. Awesome. With that, I'll pass it back to my co-host, Laura, who will kick it off with our first question. I actually know we're just jumping straight into, maybe just jumping straight into Gerald. Gerald, are you ready to jump into your slides and present and kick it off? Ready to go. Ready to rock and roll. Awesome, let's rock and roll. Sharing. All right, well, thank you so much for that introduction. Well, let me just get it in. OneHind is a company. Of course, it's always gonna be, it's like doing a demo, right? There's always gonna be a little flop here or there. Well, thanks for that introduction. I won't spend too much time on this. Laura did a great job. So you're gonna actually hear my passions through this presentation. So I'm gonna talk about some challenges and trends. Most supply chain transformation is a response to a need, right? There's always good ideas. People are reading white papers, but the stuff that really happens in companies is really when they need to respond to challenges. So we're gonna talk about the challenges that are driving companies towards these 21st century tools. I'll talk about some of the new tools in the toolkit, including cloud, AI, and then a couple of examples if we have time, but mostly I wanna get to your questions and comments. And that's, for me, that's the fun part. It's where I really get to focus on the things that you care about. So some of the challenges and trends. If I covered one thing, I'd look at the lower right-hand corner here, which is 50% of supply chain leaders say their supply chain is facing more frequent and more impactful business disruptions. Now, the rest of the slide just talks about a few that are happening. On the right side, you see 30% are anticipating a decrease in exports from China. Really, this is a very current trend around de-globalization, right? About 20 years ago, 15 years ago, we talked about near, short, and onshore as a way of providing better service to customers. It's shorter lead times and that sort of thing, but now the driver for de-globalization is political unrest, significant climate disasters that are happening all over. And so you're seeing more and more folks moving away from the fixed low-cost supply chain sources they've had in the past to other alternatives. In the upper right-hand corner, I wanna talk about something about its robots and situational data and analytics. People are looking at data, they're looking at automation because we're actually going through a transition of the workforce where most of the boomers are in their retirement ages. They've built up a lot of tribal knowledge in terms of how do they do their jobs and replacing them is very difficult because the subsequent generations aren't as big and quite frankly, not many of them have gone into supply chain and manufacturing. And so they're looking towards automation and robotics. So there's a number of big challenges coming our way that companies are trying to respond to. Now, what does that mean to supply chain? Here, I just have your traditional, on the left side is tier one suppliers, on the right side, you're getting to your customer's customers. I wanna just highlight a few pressures that we're all facing as supply chain managers that are driving us to create these resilient supply chains that must adapt quickly. And I'll talk about sense and respond in the next slide as well. One, short-term profit pressures are not gonna change. So the fact that we need to have resilience in our supply chains, if we had unlimited resources, we could be building factories and distribution centers and set up transportation lanes all over the world. And we would be ready to go.  When one cluster gets overwhelmed, you just move over to the next. Well, you can't really do that in a world where short-term profit pressures are demanding that you don't overbuild your supply chains. So all those really cool things you're learning about in supply chain design are very, very relevant, but you're going to have to figure out, well, how do I rapidly redesign and redeploy resources when the world requires me to do so? The second one I wanna call your attention to is over on the top around challenges with visibility. And traditionally, we've wanted to see what is. The challenge now is seeing what's going to happen next. How do we use the data that's coming in today to help me to predict what's gonna happen tomorrow? So much of our supply chain tools of the past have been based on historical activity, whether it's historical shipments, historical sales data, assuming that the past was prologue, right? We could look at the past and estimate what was gonna happen tomorrow. Well, the reality is that there's things happening today that didn't happen tomorrow. Every year we hear about the 100-year storm, right? The last time this happened was 100 years ago. I don't think that's in my dataset. So we've got populations that are moving towards urban areas. We've got folks moving from state to state.  So in this world where things are just changing constantly, the challenge is how do we use data and get visibility, build these models, use AI to predict what's gonna happen next? So prediction is gonna be sort of the forecast of the future for supply chain managers. I'll talk a little bit more about diversifying operations, right? Now, we definitely know that we're gonna, we're challenged with figuring out where's our new factory going to be? Where's our distribution center need to be? When our customers are changing, geopolitical unrest is happening, I need the ability to plug and play the nodes of my supply chain wherever they need to be so that I can run my business. And so I'm gonna talk a bit about some of the barriers to making that happen. And in the interest of time, I'll only talk about a couple and then feel free to ask me some questions later. But end to end visibility continues to be a problem for supply chain managers. Back in the day, it was all the data was stuck in my ERP system. So companies were investing in, business intelligence solutions, data stores, that sort of thing. So they can just see what's happening inside the four walls of their operation. Actually about 50 years ago, when all operations in the supply chain were happening out of one factory, managers would take their offices and put them in the middle of the factory so they could actually see inbound, outbound production distribution. And they were visually managing the entire shop from the middle of the facility. Well, that's just not possible today, especially when the nodes of your supply chain are all over the world and they're constantly changing. How do we create the visibility in a very dynamic global supply chain? Next is lack of agility to meet customer demands. When I was starting my career, it took about 24 months to set up a new factory up to 18 months to get a distribution center online. And so we were thinking about in the retail space, we were thinking about Black Friday, two years out so that we could build the supply chain infrastructure today. Well, today we don't have those options because two years from now, we don't know what the world's gonna look like. So companies are now trying to figure out, well, how do I spin up or spin down elements of my supply chain, new nodes in months and not years? So companies that don't have this agility, they're not gonna be the winners in the future. And when you're plugging and playing your supply chain with outsourced partners or even factories that are changing different products based on the demand of the market, having multiple systems that are outdated and that don't talk to each other becomes a significant barrier for establishing the resilience and agility that the company needs. So this is all creating the need for some 21st century tools. And one that I'm gonna take a bit of time to go through is around the control tower. I think the control tower kind of pulls a lot of these pieces together. And I'm gonna go a little bit slower as I walk through this as it builds. First, the foundation is plug and play. This is technological connectors. In the IT world, you call them like APIs or these integration elements. This allows organizations to digitize their processes, turn them into inputs and outputs and enable folks to plug them together. In fact, this is the backbone of the way Amazon works. You've got a number of different services that represent things from distribution, logistics, even manufacturing, and they've got them digitized. And so when they need to light up a new factory or light up a new distribution center, they literally sort of plug it and play it. So having the ability to have those connectors where you can plug and play is a fundamental part of a 21st century supply chain infrastructure. Next is around connecting suppliers into your ecosystem, connecting distributors into your ecosystem. Companies like AvNet, Arvato, Ingram Micro, these are companies that are used to being, I'll call it 3PLs, third party logistics providers that support many companies. For those companies to survive, they actually have to work in this plug and play world. So they're already stubbed out to connect into N number of companies. Now, unfortunately, if your company doesn't have the ability to plug into that, you won't be able to take advantage of the power that comes from being able to adapt and light up a factory in Brazil for one season so that you can take advantage of the upside of whatever is happening in that country or the ability to ramp down a factory in Vietnam when the local economy is taking a turn and you don't wanna be saddled with that physical, the fixed infrastructure. So being able to ramp up and ramp down is dependent on your ability to plug in these suppliers, these distributors into your network. Here is one of my most interesting areas. It's now connecting the actual assets in your factory, in your supply chain into your platform. In the past, we would do procurement based on looking at inventory that's on hand and then a human being would do the math and then a human being would figure out what they need to order. In today's world, we could actually put the intelligence of reorder down to the machine level. In fact, companies like Starbucks are using the actual coffee machine itself to determine whether or not they need to buy more cups. They're able to look at the recipes that are being used today to predict what types of syrups are gonna be needed later in the afternoon. So relying on point of sale data or relying on historical shipments or historical receipts is not something that you have to do anymore. You can actually look at the equipment that's actually running the production operations in your supply chain to trigger the actions that need to be taken. Also here in the transportation space, everybody's heard about vaccines by now. Many of you have had them. But transferring vaccines around the world presents a particular problem. Vaccines, for example, need to be transported at a very specific temperature over its journey or they become no good. Now, this is fairly easy to do when you've got good roads like you have in the US, but it becomes a problem when you're starting to transport things like vaccines in the developing world. So cold chain technology becomes really important. Now the transportation equipment has to have sensors in it and they have to be monitored and you have to be able to remotely turn up or turn down the temperature so that things can stay within their good zone. So having smart and intelligent assets, smart transportation, connected suppliers all plugged into your control tower give you the ability to create a virtual representation of your supply chain in terms of a digital twin. Now you can get that visibility that managers used to have 50 years ago by sitting in the middle of a factory. Now you can get that sitting in your control tower, in your control room, where you've got digital representations of your entire supply chain on the board or on the wall or even on your phone. And so you can monitor and you can sense and you can predict and you can respond to the disruptions that are happening. So I said a lot there, so I'm expecting a few of you to have some questions about that. Now, one of the big challenges here is when you're connecting everything into your supply chain, you've got visibility to financials, customer data, you've got the ability to control different nodes of your supply chain. And so the question is, what happens if I forget security? Well, I can tell you what's been happening, right? 4.2 billion customer records have been compromised due to cyber threats. And so if you're connecting more and more of your business into the cloud, you're actually exposing, you're expanding the surface area for you to be impacted. 99 days from reach to detection, this is kind of scary. What this means is for about a quarter, somebody's been in your house looking around, taking things, stealing things, using things or just listening without you even knowing about it. And last but not least, 17 million is the average cost of a security breach. So as breaches are starting to go, it's not just about security, it's also about dollars and cents. So when you're connecting your infrastructure all to the cloud, making it accessible globally, end-to-insecurity solutions become key to a supply chain manager's toolkit.  So what I've done is I've actually created, I'm gonna show you a video of something that we do here to make sure that we're monitoring all the cyber breaches. And this is a capability that I'm expecting many of your companies are gonna be tapping into or building themselves. So give me one minute and I'll play this video. OneHUD is a company-wide annual event that we do to bring together the red teams and the blue teams. OneHUD gives us an opportunity to simulate real adversaries. It gives us the chance to be able to defend against those adversaries. I think it would surprise a lot of customers to know that Microsoft is heavily invested in developing the state-of-the-art attacks. This is a real world where adversaries will use whatever techniques or resources that are available to them to breach and get access to that data. It really is who can outsmart who between the red and the blue team. The red teams know our product better than anybody else. They're able to attack in very unique ways. As we do this type of exercise, we're able to build defenses against that before it can be used against us. What differentiates Microsoft is we have defenders who are responding to real attacks. We're actually putting our plans into action, testing them, finding weaknesses and being able to get rid of the weaknesses and strengthen that which works better. This is a war game at a massive scale, at a global scale. Our time to detect, time to respond has to be fast. It has to be in minutes, not days, not hours. The blue team has definitely gotten better at detections and remediation. It's making things a little bit trickier for us. As we look at the resources that Microsoft brings together, anti-malware Office 365, the cloud enterprise team, the Windows devices group, they're able to quickly put protections in place in the middle of the activity to help stop the attack from being successful. All the learnings that we get from One Hunt directly improve all of our products that customers use. The One Hunt operation enables us as defenders to keep on top of the game. All right, hopefully from there, what you get a sense of is when you're connecting your company, essentially, and even if it's not just to the external internet, but when you're connecting it and you're actually exposing yourself to people driving by, sniffing your network, there's lots of new threats that we need to be worried about. And it's not enough just to be a really great supply chain expert, but you need to now partner with folks that really understand the mindset of the hacker that can look at your supply chain design, look at your connectivity strategy and help you identify where those threats are and then, quite frankly, know how to attack them. And so what you saw here is there's this internal war game that we do here at Microsoft for ourselves and for our customers where we actually pretend to be the hacker. We come in and we try to breach. And then we also have a team that is looking for detection. And so by doing that, we try to stay one step ahead of the bad guys. And so each of you that are leading supply chain teams that are driving towards more connectivity, leveraging AI, leveraging the cloud, this is something that needs to be on your radar. I highly recommend that you get with your chief security officer and make sure that they're really in tune with your supply chain plans. Now, I've got a number of examples in here that I wanted to talk about, but I think I'll pause for now and go to the questions that the team has that you guys have for me. So I'll stop sharing now and I will be happy to take some questions. Thank you, Gerald, for a great presentation on all those insights and things we probably didn't have in mind we need to consider when designing or building our supply chains. So thank you for that. I want to go now to a little bit of AI. You briefly touch on AI and I really want our audience to learn about how can we use AI to optimize our supply chains? We are thinking on AI to speed up decision-making using prescriptive analytics and I'm wondering how algorithms can improve that, enhance that possibility of changing our designs on our supply chain, making that faster or even if you foresee that AI is changing the way we design from scratch, our networks. Yeah, there's a couple areas where I'll just share some of my recent experience with AI and integrating it into supply chains. One of the big drivers is actually on the reverse supply chain side, right? In the world of sustainability we're trying to keep products out of landfills and we're trying to keep equipment that's running our factories, that's running our logistics facilities, distribution networks. We want that equipment to be up and running. And I don't know if any of you have ever worked in the reverse logistics part of your organizations where you've got spare parts that are being managed. Well, those spare parts usually the inventory tracking is about looking how many inches of dust are on those components that they just need to buy just in case, right? And if you look at the ballot sheet you actually have a ton of money stuck in the ballot sheet in spare parts in most organizations that are actually building things. And so one area where AI is coming into play is they're using their instrumenting equipment so that you're able to keep track of things like vibration, right? Vibration is one of those things that we're able to take as time series data, use algorithms to detect anomalies.  You can hear when you need the oil change you can hear when something's not right with your wheels. Well, that's what vibrations do. Vibrations are sort of a leading indicator that something is gonna go really, really bad. And so they're using AI to detect, to monitor vibrations to detect when something might go bad so they can actually do the spare parts and they can also do the predictive maintenance. Now in the past maintenance, proactive maintenance was done on a schedule, right? And the issue was over servicing equipment. You're spending too much money, your downtime is too much. And so what we're using now is AI to figure out, well, I'm only gonna fix it when it needs to be fixed.  And so now you can be a bit more surgical about when you service it. And for the most sophisticated AI it will tell you which piece needs to be replaced. So you no longer have to hold on to equipment for 50 years just in case it breaks you'll be able to buy it or make it based on, you have a better way of opportunity to use your lead time. Now, you didn't ask this question but I'll tell you a complimentary emerging technology to this predictive maintenance world is 3D printing. Now I don't need to have stuff in stock at all. I can actually just 3D print my components when I need them. And so it's not like 3D print and print the stock it's like 3D print on demand. So I can imagine a world where I have a supply chain a spare parts team that drives its inventory down by 75% increases the uptime of the equipment while reducing costs. So that's one of the most exciting areas where AI is impacting supply chains today. Another one, I'll just say that it's really easy okay it's relatively easy but doing quality. Quality today, you have a quality engineer they write their stuff down they put it in a big database. We're using AI now to actually read all the reports and pick up the themes. And now you're using the same sort of AI that's used in sort of like Google that helps you do a better search. We're using AI to actually mine data that's been put into systems by humans to come out with themes and corrective actions. That's fascinating, especially the concept of like predictive maintenance and getting ahead of the curve and getting ahead of those equipment failures which can obviously like bring a node down for example on your supply chain or something like that. It's fascinating concept. I think it kind of builds on maybe like when I want to dive into a little deeper as well. I know we are was part of our theme for today which is IoT. I'm wondering how like IoT fits into this ecosystem of the control tower, you know you're connecting into suppliers, right? You have your AI engine inside that's trying to make predictions based on some of that data that it's collecting. I'm wondering how IoT like these connected devices kind of fit into this ecosystem.  Yeah, there's, I'll talk about so I talked about the predictive piece and I'll just, if you're a, let's say you're proctoring gamble and you have over a hundred and something factories around or your GE with 300 factories or something like that. And you've got a situation where all of your experts are retiring, right? Let's just say that hypothetically, right? That's actually happening in many places. When you have the equipment connected you now have the ability to have an expert sit somewhere not in each factory that can actually remotely monitor equipment of a certain type that's all over the world and be able to provide, you know instruction or guidance. In addition to that, you've got the ability and we're actually rolling this out in some markets where you have local technicians or local operators that will pop on like a virtual reality set of goggles and they will get guidance and instruction from the expert that's sitting thousands of miles away sort of like remote surgery that you've seen in like the movies and stuff. Well, we're doing remote surgery for equipment in factories and in warehouses. Now, where you get the instructions you get the heads up display, the work instruction, all that stuff that's happening now and it's powered by IoT, right? Connecting the equipment is the first step in enabling this sort of distributed virtual way of maintaining your operations. The other thing that I think is really cool is when you have equipment that can do many things oftentimes what it does is a function of the program that it's running, right? And so whether you're in a quick serve restaurant or you're in a process manufacturing plant these recipes are really driving the action.  And so if you need to start making a different product in a different factory it's gonna take a human in time to go and do that. Now when you're connecting equipment in IoT one of the big use cases that are driving investment is the ability to do over the year updates. Sounds very simple, you do it every day on your phone but in the industrial space because of the security threats that we just talked about people are very reticent to actually connect the equipment but once they do, once they overcome that security challenge they're able to actually do things like Starbucks can now deploy coffee recipes in minutes as opposed to over a week's time doing literally truck rolls to 30,000 stores to make sure that they're doing things. The other thing they can do is innovate faster. So pushing down recipes is one thing but being able to take what's coming off what's being used, people are asking for custom stuff. You've all been to the movie theater where you kind of make your own soda or whatever. I don't know if those push button new soda fountains. Well, what Coca-Cola is doing is they're actually listening they're paying attention to the combinations that customers want and they're actually putting that into their product development cycle. And so now they're coming out with these flavors that they can put in grocery stores and mass market and they're actually using your experience to drive their innovation. And that same concept can be put in place with in your supply chain. If you're monitoring the types of equipment that you're using constantly you can now go and update your ergonomic plans. So when you have the assets in your supply chain become intelligent, you have a whole another layer of data that you can use to drive optimization. Thank you, Gerald. And I love how you mentioned all those huge supply chains and you mentioned in all those huge companies. And that's what we usually talk about very large global networks. But within this networks, however there are many, many small actors. So those small companies are still playing vital part of our supply chains. And my question is, and I also saw some questions from the audience on that how do small companies feed into the concepts like supply chain control tower or how do they plug into the systems and how can they implement the technology? Is it feasible? Is it a long-term thing? Is it too cost expensive for small companies? How do you see that? You know, I'm actually seeing the companies that are... I was just talking about this the other day. The last companies to come to the table with the emerging disruptive technologies are the biggest ones. We call them the tier ones. The tier ones are laggards, right? They're the last ones to the... They're like, oh, I don't want the cloud. I have so much money. I can build my own cloud. I don't need to go do this thing. And so you're seeing a lot of that. And so it's the mid-sized businesses that have some resource that are actually taking advantage of public cloud-based solutions. They're working with startups and they're innovating. And so they're actually starting to push the curve. For a smaller company, let's say you're... I think there's so much... The cost of technology is continuing to go down. We're still living in the world of Moore's Law. There's also a convergence that's happening between your consumer technology and industrial technology, right? And so it's no longer required for a company to buy $30,000 servers and $100,000 software to be able to have like an ERP system, right? It's now all available to be rented or subscribed based on cloud providers, right? Also, you're seeing that the equipment manufacturers are making their equipment more intelligent. For example, well-built is they make the ovens that go in your local coffee shop, right? Those ovens are now being connected, right? They're making them available to connect. And so now my daughter runs a small coffee shop. And so one of the things that we're trying to figure out is if we get one of these connected ovens, can we start doing things like paying attention to the types of things that our customers are asking for? And how do we integrate that into our point of sale system which we're using Square? Square essentially provides me with the same functionality of the ERP system, but I can do all that in a small coffee shop. So the technology is actually quite accessible for the smaller folks in the organization. The thing that I would caution is we need to make sure that they're also paying attention to security. Now, the security solutions are available. There's encryption. We just need to be smart about our Wi-Fi passwords in our shops. It shouldn't be one, two, three, four, five or PSSWD and we should be okay. So there's tremendous opportunity for experimentation all the way from Raspberry Pi to what we use here at Microsoft. So I think the small folks have an opportunity to innovate at a pace a lot faster than the big ones. That's awesome perspective. Fasting, we often hear about the big companies like Coca-Cola's with their machines, but we don't often hear about the opportunities and maybe even the innovators that are some of the smaller or medium-sized companies that are really driving some of that frontier, because they have some of those opportunities and some of those pressures that are forcing them there really as well. I tell you, Kellan, one of the areas that I'm personally very bullish about is the developing world, right? I've always believed that constraints drive innovation, right? And there's a company called Zipline in Rwanda. I don't know if you've heard about them or if they're part of like your curriculum, but they're trying to figure out, well, how do I get medicine from A to B and there's no road? Well, they're using drones and they're actually using like Ziplines and they're just innovating. And so they have this connected intelligent logistic solutions that are necessary because the actual physical infrastructure isn't there. So they're figuring out how do we leapfrog, right? If 5G is available, if they've actually got the ability to use drones, if there's remote power capabilities, right? Solar panels tied to batteries where you can actually then connect into Starlink. So you've actually got connectivity in the middle of nowhere. Now digital infrastructure can be in place faster than physical infrastructure and the types of solutions that you can put in place literally leapfrog, what you would see in the developing world. So I would say the supply chain innovation of the future is gonna come from areas on the planet where they must innovate to survive. And that's happening now, which is pretty exciting. Yeah, that's super exciting. I know we could probably have a whole session just on that specific topic. So I'm just taking a look at the time here. And so maybe in the interest of time, I want to give a chance to jump into some of the questions. We have a whole bunch of questions here from the audience. But maybe before we do that, could we launch our second poll here and we'll just, we'll jump into a couple of questions while you get a chance to fill out that second poll here. But let me see, there we go. So we got the second poll up here. So just for those, we're able to see it. So the questions, what's the most interesting part of today's session? We're just interested, to learn your tests and learn from these events. And so we're interested in learning about what you found interesting in today's events. And while we do that, maybe Laura, if you want to, if you have a question picked out from the Q&A there, you want to jump into that first question? Of course, thank you, Kellen. And we have so many questions that probably we will not get to most of those, but I want to bring one and it covers one of the topics you briefly named on one of your slides when we were talking about the challenges that are coming. And it's about workforce composition. And Mohamed Amir, if I'm pronouncing it well, is asking with IoT and supply chains, what challenges and opportunities are there for supply chain professionals in terms of job market, training, what skills are needed for our future supply chains professionals? Yeah, Mohamed, thank you for that question. I think the, first of all, the opportunities are growing, right? One of the things, one of the benefits of COVID is that supply chain ended up being on the news all over the place. And so those supply chain opportunities are there. It is an industry where we see the impact of retirements hitting us pretty hard. And so, so one, the opportunities are there. Two, the focus on, I'll just say the focus on diversity is also important in supply chain because supply chains are global. They are local and require understanding of different cultures, different ways of, different parts of the world for supply chain professionals to be relevant in the 21st century. And so you're seeing a very diverse pool for, all types of diversity in new leaders emerging in supply chain. So from a skill set standpoint though, I would say it's really important for you to understand the technologies that are available today, all right? You don't have to be a coder, but you should understand analytics. You should understand basic application layer technologies. You should, you understand the fundamentals of finance and ERP, there's physical flows, financial flows and information flows in every single supply chain. And you need to be able to master and understand all of those elements and how they work together. So I think those that are like just actually interested in the way the world works that are not averse to technology and then have some sort of acumen around finance and business, those skills will take you very, very far. The last thing I'll say is keep an end to end mindset, right? Over a long career, you will touch every element of supply chain if you're lucky and if you're focused. Planning, logistics, plan source, make, deliver, return, the whole thing, order management. So be open-minded, think end to end and take the long view. It's a marathon, not a sprint and you can have 25 years career and still not touch everything like I did. So I still haven't touched everything. So sky's the limit for new supply chain professionals. The last thing I'll say is be good at something. Like, you know, pay attention to what's going on and pick an expertise, right? Every five years or so and like go deep.  That's awesome perspective, I appreciate that. Definitely lots of learners are starting, learning some of that and building some of that knowledge just with our presentation here today. So I appreciate it. Maybe so we'll take a look at our poll results here and we can share those results but what was the most interesting part of today? You know, it looks like everyone was interested in kind of explaining their knowledge generally. So I think that really resonates with the comments you just made, you know, is building some of that knowledge and going deep, maybe on some of these topics. So that's awesome. So maybe I'll jump into that next question here in the Q and A and we're running short on time here but I think this is a pretty good question and you touched on this kind of briefly and this is something that I had some recent experiences with and so it's an area I'm fascinated with as well but Ramesh has a, Ramesh Zafar has a question about that satellite internet opportunity, I guess you'd almost say. He's also said some of the lower frequency bands suitable for IoT gadgets and so you probably would be able to maybe address that a little more than I could but what are some of the opportunities to monitor supply chains through that satellite connectivity? Yeah, I think the opportunities are there. What we're, I'm actually seeing in terms of the most modern sort of connectivity strategies that I'm running into I'm seeing a lot of it, 5G is being introduced. I don't see a lot of practical, okay, let me back up in sort of the developed world I'm seeing a lot of 5G, you know, interest. Part of one of the things I do is some sort of consulting to healthcare supply chains in sub-Saharan Africa where there's a lot of experimentation happening around with sort of satellite or, you know, very, yeah, I'll just call it satellite types of connectivity. The type of connectivity doesn't really make a huge difference in what you can do. The key question is the connectivity reliable, right? And what that does is it drives you to figure out what your solutions need to be able to do. If it's intermittent, then you need sort of asynchronous sync up type technology where you're able to do a lot of things on the device. So the devices need to be beefier when the connectivity is spottier, right? If the connectivity is solid, then you can put some of the beefiness in the cloud and have cheaper devices, right? So that's one of the big trade-offs that I think is there relative to connectivity. I can't say too much about the different bands and how that implication, I haven't run into that. But what I have run into is intermittent versus stable connectivity and how that impacts the types of devices that you're bringing into your supply chain. Awesome, thank you, Gerald. And we are running out of time. So I would like to thank everyone in the audience for the awesome questions. We will share those with our speaker, just in case he wants to get to know our audience and what is interesting for you all as well. Remember, this is the last webinar of the session. So we are very happy that you came through all the three of them with us. Thank you, Gerald, for joining us today. We've learned a lot and thank you for your great insights because as supply chain professionals, we hear a lot about technology and sometimes we don't know where to begin with. So you've given us great insights on that. Thank you, Galen. It's been great to co-host with you. So I don't know if you have some words for Gerald and the audience. No, I just wanted to thank you, Lara, for being a co-host. It's always a pleasure and Gerald, for sharing your time and your expertise with us today. I know we could probably dive into a lot of these topics. Like some of these ones you just mentioned, like healthcare in Sub-Saharan Africa. You know, there's some of these topics that we could probably dive into with many hours of webinars. And maybe we'll try to bring you back here in one of these days soon and expand on some of these concepts. But thank you for sharing your time and your expertise with us today. It's been my pleasure. And one thing I'll leave this next generation of supply chain leaders is I learned something really early that has stuck with me and has really helped me throughout my entire career. And it was actually Six Sigma and problem solving and using data to ask questions, answer questions. And it has been the backbone of everything that I've done for the last 20-something years. So while it might be old technology, having the ability to use data to understand situations, decompose problems down to their essence and use it to validate that you're on the right track, gets you out of opinion and into fact, and it becomes a really, really powerful tool. So I'm just doing a plug for my old Six Sigma capabilities out there as a foundation even relevant for the 21st century. Anyway, thank you both very much and thanks everyone for your engagement and the questions. It's really been an honor today. Thank you. Thank you, Gerald. And thanks everyone. Stay tuned because we will have another webinar series coming soon. And hopefully we will see you around again and also Gerald, hopefully we will host you again. Thank you very much everyone. Bye-bye. Bye-bye.


5. Communicative ESL speaking activities your students will love. Speaking activities are essential for English learning as they give a chance to learn new linguistic points, including grammar and real-life listening skills. Unfortunately teachers often emit communicative tasks in the classroom, because they feel that it is difficult to manage them. There is also a lack of time to practice speaking. Many course books provide ESL speaking activities only at the end of a unit. The educational system requires reading and writing skills to succeed in tests, so the value of communicative speaking is often underestimated. In this blog post we offer you 5 engaging ESL speaking activities for English learners, to enhance their communication skills. Teachers can use these ideas to develop language usage, language meaning input, and fluency in their students. Speaking cards Prepare a set of conversation cards supporting a particular topic. For example if you discuss movies, write questions like, how often do you go to the cinema? Who do you go with? What kind of movies do you like? Why? Who's your favorite actor or actress? Why do you like them? Try to make up as many questions as you can. Avoid simple yes or no questions to make this activity more complex by allowing your students to use different structures and vocabulary. You can use this activity as a lead-in to the main point of the lesson, or the main task to engage students in lively interaction. Collaborative discussion If you work with a group of students, divide them into smaller teams and give them a matching exercise. Set a timer and see who will finish the task faster. Instruct your students to use some specific communication vocabulary during the activity. For example ask them to match scenes or genres to different movie names. While the students are working on the task, pay attention to their communication. Interview For this task you can use the speaking cards from the first activity. Make a chart with the main points to ask, and instruct the students to go around the class to interview each other. In the end each student needs to talk about another student using their interview notes. Giving directions Think of a real-life situation. For example student A needs to get to a cinema. Create students to work in pairs. For this activity you can prepare different maps in advance, or encourage participants to draw them during the exercise. Using a map student A instructs student B on how to get to the cinema. Then they switch roles. Speaking board game Make a board game using all language points you pre-taught to activate them in a conversation. You can use any traditional board game, for example snakes and ladders. Each space contains a question or a task to do. Students take turns by tossing dice. You can play this game both with groups and individual students. It is also possible to do this activity online by sharing the game on a virtual whiteboard. Are you ready to teach online or in class? Take a TEFL course today. Remember that ESL speaking activities are not to prove that students know what you taught them, but allow them to practice and learn new skills. Make sure you give clear instructions and create a safe environment for collaborative speaking. Don't be afraid to use these speaking activities online.


Hey guys, how you doing? This is your boy rich here on behalf of rich TV live and I have some news here I want to talk to you about this is a company that's been doing some Really interesting moves believe announce a strategic alliance agreement with Rawlins Group to open and operate cannabis retail Stores across Canada Wow So the symbol is BE in Canada BLEVF in America is pleased to announce it has entered into a strategic Alliance agreement with the Rawlins Group Inc to open and operate cannabis stores Wow across Canada believe it or not. It's true Rawlins will apply for cannabis retail licenses across the country to open and operate cannabis retail stores Believe is supporting Rawlins to secure lease covenants for all planned locations Rawlins will be responsible for managing the day-to-day operations of the stores Key takeaways of the agreement Rawlins plans to open its first nine locations in Ontario with an additional 31 locations plan pending approval in the province of Ontario Rawlins has agreed to purchase up to 1,000 kgs of dry cannabis or equivalents of believe product annually per location Let's go Rawlins shall provide believe with an option to purchase up to 15% of all outstanding equity Believe and Rawlins have created a joint relationship committee to review the growth and performance of the retail locations compromised of Andrew Wenek CEO of BLEV Bojan Crassik president of CFO of BLEV and David Shetter and Daniel Stern the principal partners of Rawlins. We were happy Very happy to be working with David and Daniel We have a track record of success who have a track record of success in the cannabis industry said believe CEO Andrew Wenek We look forward to meeting our customers in these new stores and serving the communities around them Love this Rawlins has agreed to deal exclusively with belief. Did you hear that? Exclusively with believe not directly or indirectly entering into any agreement that would compete with or Conflict with the terms of the agreement without the express written consent from BLEV This is enormous news for BLEV and BLEV has been just Quietly under the radar Let's read a little bit more about Rawlins grouping launched in 2018 Rawlins is positioned to be one of Canada's top retail Shopping chains Rawlins will provide customers with a fun warm and inviting experience Which caters to both beginners and advanced cannabis users It is a mix of new age retail with an old school feel making sure that customers are comfortable and Educated at all times where you live is the busy urban city or relaxing small town Rawlins is looking to be strategically positioned and designed to cater to all demographics with many years of experience in the legal cannabis industry Rawlins management team is comprised of successful and reputable industry veterans who have founded and operated some of Canada's largest Cannabis companies to date Rawlins is truly a people's brand and will one day be a household name Wow, those are some big terms About believing believe is a vertically integrated Canadian cannabis company headquartered in Oakville, Ontario That operates streamlined facilities throughout Canada to cultivate high-quality cannabis flower oil and extracts with funded capacity in Access of a hundred fifty thousand KGs per year fully licensed to cultivate and sell medical and recreational cannabis Believe is leading the way through research partnerships with universities to bridge the gap between science and tradition and to develop pharma-grade extracts and derivatives Believe is currently developing new product lines for October 2019 as the recreational market is expected to allow for food and beverage based cannabis products believe is growing its Storefront and online sales presence rapidly through its wholly owned subsidiaries Believe cannabis corp and seven Oaks which are licensed for medical and recreational sales respectively the company's first retail location is opening this fall in Lloyd minister Saskatchewan believe has also developed a network of medical cannabis clinics in Ontario and Quebec under the Medi green banner BAM Now I'm gonna show you what this company's done because this one may be the opportunity We've been looking for take a look at this See how this stock just fell off a cliff Well, this was intentional because what they did is they actually did a forward split That's right. Not a reverse split Where you artificially take the price up and reduce the shares they did a forward split and here's the news BAM and obviously I bring all the news first and I'm gonna dissect it for you guys So you understand what's up, right? So believe announces 7 for 1 share split. This is a positive thing. Check this out Believe is pleased to announce a 7 for 1 share split of the company's issue not standing common shares Each shareholder of record of the company as of the close of business on the record date will receive Six additional shares for each share held on such date. The stock is at 16 cents people 16 cents the lowest it's been in the last year I Believe is 10 cents when you look at the share price ratio Obviously, you can't compare it because it just did a forward split So they artificially reduced their price, but this chart is based on how it's trended So it's been way higher this year Okay, and we've seen it a little bit lower just recently as low as 10 cents Now it's been a little bit higher recently on this last bump to 19 and now it's back to 16 I believe this is a stock that has an amazing Opportunity here for investors. Okay, if you can get in a 10 cents, this could be one of those opportunities of lifetime This is a company that's well poised and positioned to explode They are currently a 48 by and everybody knows that they artificially took this price down So every shareholder has more shares now They did this on purpose because they wanted to create more liquidity They wanted to create more visibility for the stock, but you can still see it is up 100 percent in the last year You can see it's been higher. It's also been lower So you might be able to get it a little bit lower But what I believe is this is a strategic move and this could be an amazing buying opportunity The shares have been artificially taken to these prices. Okay Artificially, look at this. They now have 415 million shares issued outstanding that they put out there on purpose So they have more shares that they can use to acquire their growth And they wanted more liquidity so that the stock would trade more Now all the shareholders also have more stock and let's read what they have to say This is what I'm predicting is the reason why they're doing this A sizable portion of our investor base is holding their position for the long term the stock split will increase liquidity Allowing more investors to buy and sell our shares as we continue our ambitious expansion into 2019 said andy winick Believe ceo our stock is already affordable and liquidity will free up additional shares to trade Which in turn helps believe realize its true value the current Wow, this is pretty interesting move the company currently has 59,887,917 Issued outstanding common shares upon completion of the split. There will be approximately 419,215,391 Shares issued outstanding the record date for the stock split is wednesday november 7 2018 and the shares will begin trading on the split basis on tuesday november 6 2018 This is the time for us to get into believe around now before they explode This is what we do here rich tv live.  I think this is huge news. Okay Huge news And I think this is a company that is poised to explode And if you do your due diligence and you do your research and you like this company Please smash the like button comment down below. Let me know what you think about believe ink This is a company whose stock went down because they wanted to give more shares to their investors And because they wanted to create more liquidity and because they wanted more shares so that they can go out there And strategically acquire more private entities with their stock You heard it here first from your boy rich. I've been waiting for the time to bring you believe ink You guys kept asking me about it. Well, here it is I think it's a buy if you can get it lower try to pick it up around 10 cents.  You heard it here first from your boy rich believe ink Now if you're not winning you're definitely not watching It is b l e v f in america be in canada Remember rich tv live is strictly for education entertainment purposes Do your due diligence do your research before you invest in anything that we talk about here on rich tv live All the cannabis stocks are retracting today. This may be a buying opportunity But never go against the streak two red days in a row before this we had seven green days in a row Before that we had 10 red days in a row. So this market is going in streaks Don't go against the streak sit on the sidelines weight like a sniper weight like a ninja wait for your opportunity And then snipe Hold on to your boy if you're not winning you're definitely not watching. This is your boy rich You can go to www.richtvlive.com get all the feature videos breaking news Stock information and tools that use everyday cryptocurrency tools Everything you want to know about sports about us travel you want to contact your boy You want to join our secret stock picks group? You want to join our slack and our discord and get all of our breaking news 24 hours a day follow us everywhere And remember we got all the winners and we got the sauce. Look at this. Look at our picks We have been bang on with our picks all Year, we've been bang on for the last two years Because we bring the winners because you the people are constantly bringing the winners and demanding more winners every day So I think this one could be one. It's one of the only stocks like it's climbing while we speak It's one of the only stocks that is going up on a day that is a bloodbath Why because they're a good company that took their stock down artificially Let me know what you think about this guys. Please share this video everywhere. If I win and you win We all win remember A seven for one share split a forward split That gave their shareholders more shares not less and decreased their price So they can use those shares to go and acquire their growth and so that they can have more liquidity in their stock You heard it from your boy