you know animals are more intuitive right if you have a pet you know what I'm talking about or you have a cat you know what I'm talking about right so animals are more intuitive and they can actually pick up these energies extra magnetic fields from the cheek oils they respond to the sound frequencies more they respond to the magnetic frequencies more and they respond to the chi energies the scalar energy more than humans because they're just more perceptive of it and then if you look at the reviews there's so many people have pets that have these amazing reviews of pets they love it because some pets have some like health issues or some pets get injured or have surgery and this really helps them to recover regenerate and stay young too


Are you an artist struggling with this question? Which marketing strategies should I use for my art? With so many choices out there right now, it can be really overwhelming. What do I do? Online? Offline? Paid? Not paid? This latest thing over here? This latest thing over there? Well, don't worry. In today's video, I've got you covered. I'm going to walk you through 10 strategies that I think are brilliant to market your art and then stay right to the end to find out how to choose which ones are right for you. Well hello and welcome or welcome back to my channel. My name's Sophie and I love to help artists just like you to set up and grow a highly profitable successful art business doing what you love. And if learning more tips and tricks on how to build that successful art business is what you're looking for and you're in the right place. On this channel, I share all things art business related, so don't forget to subscribe and hit that bell to get notified every time I post a new video. So back to this question. Which marketing strategies should I use to market my art? Well, I'm so pleased you asked, here are my 10 faves coming up right now. Number one, it's that good old email marketing. Now as far as I'm concerned, email marketing and building your mailing list are the number one marketing strategy you should be doing no matter what. If you only do one thing, you need to be building your mailing list and sending emails out regularly to that list. That really is the fundamental marketing thing that you need to be doing in order to grow your business successfully. Because let's face it, if all you're doing is posting on good old social media, social media is not owned by you, it's owned by other people. And at any point that could go down and you're left with nothing. The only thing you own as an art business is your list of prospects, your mailing list. So number one, and these are not really in any order apart from this one. This one's top of the list. Email marketing as part of growing your mailing list. Now I have a few videos on that very topic. I'm going to put my favorite one up here where you can get started. And I'm also going to put links below to other videos where you can find out more about exactly how to set up and grow your mailing list and how to email effectively to that list. Number two, and that's ads.  I know that I don't. And one of the most effective ways to get to an audience that you perhaps don't have any contact with yet is to send an ad. So there are lots and lots of varieties of online ads. So anything from Facebook and Instagram ads to Google ads, which are great if you operate in a specific geographic location to, of course, ads that are platform specific. So YouTube ads on YouTube and Pinterest ads on Pinterest and Etsy ads on Etsy. Don't forget to watch all the Etsy videos that I've been doing recently. And again, links to those below the video. The benefit of running ads, you set it up once and it's running along in the background while you are in the studio painting more product or creating more of what you love to do. So, yes, there's one consideration, of course, with ads, and that's your budget. So you might say to me, Sophie, I'm just starting out. I have zero marketing budget. I'm not going to be able to run ads right now. And I'm going to say to you, that's fine. That's OK. But put it on your marketing plan to be doing in six months time because it's going to be really hard work to do lots of free organic marketing. It's possible to do, but it's going to take up your most precious resource, your time, and sometimes just working out how you can get together a marketing budget and getting some ads up and going straight away. It's going to fast track your results like nothing else. All right. So number one, email marketing to your mailing list. Number two, ads online ads. Number three, this is online. This is to do with your website and to do with other platforms as well. And that is SEO. And you might just recoil in the horror and think, oh, my God, I don't know anything about that, Sophie. I don't even know how to get started. In fact, I don't even know what it is. SEO stands for search engine optimization. And really what that is, it's using what we call a key word or a key phrase to help somebody find what they're looking for. So we all go searching, right? You go to Google, you type something in when you're looking for something and results pop up. So it's understanding what somebody, i.e. your ideal customer is typing into Google or to Pinterest or YouTube or whatever search platform they're on in order to find exactly what they're looking for, which we hope is your product. So once you understand what your audience is searching for, those phrases can be added into your listings, your website, your description on your Pinterest pin, your descriptions and titles and all things Etsy, wherever it is you're selling your products or services by using search engine optimization that doesn't cost you anything. If you do it yourself, there'll be a bit of an outlay. If you get a third party company, if you say, I don't want to do anything to do with search engine optimization. So if you pay someone to do it, that's fine. Then that at least will get it up and running. Honestly, for me, search engine optimization has been really, really, really integral part of growing my business. So maybe consider it if you haven't considered it before. Let's ask this question. How many artists do you think are using SEO right now to sell their work? I'm thinking not so many.  Then maybe you have just that little bit of a head start. Number four, PR.  You want to get a bit of a buzz around what you're doing. Getting some free PR is absolutely invaluable. That's anything from press release out to the papers article in a magazine, perhaps gets you suddenly in front of way bigger audience than you had before. Maybe some radio, some TV, any of those good things are going to be absolutely fundamental to growing your business. Number five, a personal favorite, and that is networking. Now, I built up my first business by networking. I went to loads of local networking events and I worked really hard to get to know people and put them into my network. You may have heard that phrase, your network is your net worth. In other words, when you can build a collection of people that you know, like and trust, that you refer to and they refer to you, that's invaluable for growing your business.  I'm sure I can put you in touch. Oh, my friend over here has an SEO company. I'm sure they'd give you a great deal and look after your website. Who you know is really important. And if you're somebody that likes to get out of the studio, out of the working space, then going networking again, but like PR can give you a bit of a fast track when you meet some super influential people.  Do you like to chit chat? Is that something that you like to do? And if it is, networking is going to be great for you. Number six, referrals. This is such a traditional marketing strategy that we sometimes forget about somebody's bought a piece. They really love it. What if you said to them, hey, if you've got five friends that you think might be interested in coming along to my exhibition, I'll give you 10 percent of whatever they purchase, or I'll give you 20 percent off another piece for yourself or something that might be of value to that customer. Now, if you have small items online, that's really easy to do. It's really easy to give an existing customer a referral percentage. So they've bought a print that they really love. They tell 10 friends about that print. Some of their friends say, oh, actually, I'd like a print like that.  Suddenly, you've got more customers. And of course, what do we do when we buy something or we go somewhere and we enjoy what we like? So if we go out for a meal, we're going to tell what, oh, we went to this amazing restaurant. We tell everybody, right? We went to see a movie we really liked. And we say, oh, we went to this amazing movie, or I love this book. So sometimes the easiest way to get more customers is to ask your existing fans, hey, who do you know that you think might really like what I've got on offer? And how about we give them a percentage off when they first purchase? Pretty easy stuff, right? Referrals. Number seven, blogging. Perfect for you if you like to share content or you're building an online brand and you want to drive traffic to your website. What better way than creating a blog with some images in, a good amount of text, and of course, using a keyword or two so that you can fulfill what people are actually looking for. How do I use or the best way to hang artwork in my room, the best way to look after? If you teach a course, it's perfect. Five ways with watercolors. And you've written a blog about that. Somebody finds that blog, reads that blog. You happen to have a course. They read the blog. They love it. They get on your mailing list, they buy your course. Right, it's not an overnight strategy. It's a medium to long burn. But it's great for your website. It's great for your authority as you keep writing blogs. But not only that, you can also promote them on other platforms, social media platforms. So, blogging, really, really good, safe for building the brand. And specifically, if you teach, for example, you have art services. Number eight, what you're watching this video on, YouTube, all right? Fundamental, if you teach your art, you create something that people can really follow and buy in the how-to videos. So, for example, you're watching this. We're building the channel on how to build an art business. If you sell courses on watercolor painting, then you want to create a YouTube channel with lots of little tip bits and how-tos and videos all around watercolor painting. Because that way, people who wanna learn will come in via your YouTube channel and then they can do exactly what I offer. Freebies below the video, links up here, over to the website. And before you know it, they're on your mailing list and they're purchasing that watercolor course that you happen to have handy. So, YouTube, phenomenal. The other bonus about YouTube, bit linked with SEO, it is a primary search engine. So, people are already on the platform looking for things. For me, it's the number one reason why I'm here. So, people are already searching for information. If you can then provide videos around that information that they're looking for, it's a win-win, right? Number nine, Pinterest. Who just doesn't love using that search engine platform? That's another great reason why to be on there because there's already people using it searching for content.  Really, really good if you're teaching or you have services, easy to make pins around those. But more importantly, it's essential if you're selling your artwork online and you have perhaps lots and lots of listings on Shopify or on Etsy or on any other online gallery site. You want to make multiple pins leading back to each one of those products. So, Pinterest is great for two things. It is a search engine and not only that, it's a massive traffic source. So, what does that mean? That means it's a massive way of people going from Pinterest to wherever you direct them, your website or your sales platform. So, brilliant, brilliant way. And of course, a lot of these strategies that I've talked about work really well for online or offline. Some of them are more specific offline and others are more specific online. Number 10 on that list. Number 10 strategy, probably in the right order too, is social media. So, social media primarily is great to build your brand awareness. And of course, we have got tagging product tools in Instagram and on your Facebook page. But there's also, of course, things like Twitter and TikTok. There are lots of other platforms and there are always new social media platforms. So again, it completely depends on how you feel comfortable, where you feel best, the best use of your time is. A lot of artists use Instagram because it's easy to run stories and reels and post out pictures and videos of what you're doing.  Perhaps I'm just gonna be on Facebook. Other people feel more comfortable. You're perhaps making short videos on TikTok. It's still a marketing strategy but as far as I'm concerned, you don't own those platforms, like I said. And I prefer to put all my focus on actually getting people onto the mailing list because I own that. Okay, that's the overview of the 10 strategies. Now I hear you saying, well, Sophie, how on earth do I make a choice? Well, I'm glad you asked that because I've got three simple questions for you to consider so that you can make the best choice possible. Question number one, who and where are your target audience? All right, if you're not sure about your target audience, don't forget to check out this video after you've watched this one. It's also linked in the description below. Understanding who your audience is and where they are right now is absolutely essential. So for example, if you've done a whole audience sort of break down and you've done an ideal customer avatar profile, all things that I talk about a lot in these videos, again, links are all below that. Don't forget to get your free worksheet so that you can fill out that as well, your ideal customer avatar.  Then you've got an audience searching for what you offer over here and you've got what you're writing over here. All right, and it's a mismatch and it's going to be a huge waste of your time. So you want to make sure to understand your audience. Well, where are they?  But if you discovered that your audience, that's their primary place for searching. They spend hours engaging, looking, saving, posting things to their stories that they love and ultimately shopping through Instagram and you've said, oh no, I don't wanna be on Instagram. Then again, you've got this mismatch. So you've gotta understand who your audience is, the ideal customer and where they're already hanging out. Number two, what's your marketing budget? So you might say, oh my God, I love the idea of ads, because I said you can set them up once and they run in the background while you're doing things, but you have zero budget. That's not really gonna be a win for you. So you might be further down the track, you might be a little bit further along with your business and you say, do you know what? Actually, I'd forgotten that I could be running ads and right now, the primary thing I'm gonna be doing is running ads because I can reach my audience wherever they are in the world while I'm getting on into the studio and I'm happy to allocate a few hundred dollars a month to do that, right? That's gonna be massively impactful for your business. You can run ads to grow your mailing list. You can run ads direct to your shop. You can run ads to a promotion that you've got running on one specific product. You can run ads anywhere, but it comes down to at the end of whether you've got the budget to do it. So have you got a marketing budget? And then really number three, how much time can you make available? Notice I didn't say how much time have you got because we've all got the same 24 hours. Totally depends how we chop up those 24 hours or how we chop up the sort of eight working hours we might be using. How much time could you allocate to your marketing? If you said to me, okay, I've got two hours a day, five days a week to do marketing, I'm gonna say, great, that's probably about what you should be doing when you're starting out. Then you could do something like blogging because you have the time to write the blog. So if you've discovered your audience really reads a lot, they're readers and they love to read a blog when they find the right one, they find it really inspiring, then why not do blogging? So again, Pinterest, that's another bit of a time that takes quite a bit of time, even YouTube takes time. So these are the three strategies that really take quite a bit of time to do on an ongoing basis. And with those two hours a day, you can definitely do those strategies. But if you say, look, I'm in a full-time job, my art business is kind of being squeezed in in the evenings and weekends, then I'm probably gonna say to you, you're probably in a good position to use ads because you likely have the budget, you haven't got the time, so maybe you're gonna look at that. So it all depends on those three criteria. Okay, so you've looked at the 10 strategies, you've mulled over those three questions and presumably come up with your answers. So the next thing you might say to me is, well, how many do I choose, Sophie? And my answer to that is three to five maximum. Three, really prime one, primary, it's gonna be your email list. And then really two others that are gonna work well in terms of building that email list. And then five, you might add some more in, especially while you launch something or running a specific campaign, you might use some different strategies. So overall, think of it in terms of three to five strategies. And I have lots of other videos on marketing and all the topics that I've mentioned on YouTube, on Pinterest, on Instagram, on Facebook, on all the things. So I will put links to those below this video as well. Okay, that's all for now. Don't forget to check out my Marketing Your Art playlist that's a link below this video so you can get some deeper insights into exactly how to do some of these marketing strategies. And if you'd like me to make any specific video on any of the things that I've talked about today, then don't forget to leave a comment below and say, oh, could you really do a video on this particular topic? So there will be some future topics coming up. I feel like SEO is one that's bubbling to the surface. So if you're watching this at time of posting, then look out for an SEO video. If you're watching it later in the day, then I guess you're gonna find a link to it below this video. All right, thank you so much for watching and I'll see you on the next one.


Hey folks, it's Hari Swaminathan from optiontiger.com looking at our swing trades here. Adobe is up $950 and so that is let's see the trade price 5 contracts 4.6 that's about $2,300. So that's about a 40-45% return, 40% return. So I'm going to take it, I'm going to close this right now and let's book this profit and we can get in again if we need to but right now I'm going to sell it 660 I think we're getting a little bit more almost $1,000 okay so that's a 40% return there. So let's see if we can get this filled here 6.6 we should get filled yeah 6.6 so that's a $1,000 trade right there Adobe and we're going to keep everything else you can see even Nvidia and Netflix they're all recovering Apple is just we just opened this today thanks.


Okay, we're live. This is stink tech on a keep it Monday morning I'm Jay Fidel and I'm joined by Ken school and an economist with HPU and We're we're here to talk about What do we talk about a corona watch? we're talking about the the economics of corona watch and It's very important because you know people really don't go into the weeds on it We need to know the details. We need to know the process. So Ken welcome to the show Thank you very much Jay. This is great great to join you So we hear about you know the possibility if not the fact of a recession and or worse And we hear about you know the slowdown because we see you know people aren't coming in they've been told not to come in They're not having gatherings and gatherings are economic activity And so what we have is it is it obvious to everybody's you know Everybody knows that there's there's a slowdown going on But my question to you is how how does that ultimately work? So I don't I don't spend you know, 20 bucks getting a haircut because the barbers are high on the list of risk They're very close to you. They may breathe on you. You may breathe on them. Whatever the case may be So I'm not going to get a haircut and I'll wait and I'll wait maybe as long as it takes I'll wait. I'll I'll have long hair like yours Ken before we're done with this so Now multiply that by millions and millions and millions and what happens in the economic picture What happens to the economy of people are not doing? Transactions for the purchase of goods and services Which have been customary which have you know risen all boats in this economy or any economy all of a sudden all the boats are You know, they're quiet everything is quiet What does that do? How does that work? How does that lead to a recession? Well actually, you know, we had been under the longest expansion period in post-war era and it was I I think for a long time people were kind of wondering when when the economy might Take a downturn anyway So it's Some experience under the 19 in 2001 Where 95% of the economists at the beginning of the year said we won't have a recession Even at the end of the year in September the majority of economists saying we won't have a recession and yet the economist magazine reported We were already in a recession six months before they even recognized it So economists aren't always right in predicting when the recession is going to be there I don't presume to be any different than the than the other economists except to think about how we Would be having things that we don't yet see coming now. I think we had such a big boom with the stock market and the housing market and things like that that I that frankly we could have been due for a recession and this just prick the bubble and And set things downward, but it's downward in a much much more Rapid pace than we would have ever expected in any other manner. Oh, I'll say I mean you have every governor every mayor and the president although he's kind of resident I was just listening to his His press conference this morning and I don't think he's stepping up to this at all even now Even after the media has been criticizing him to a fairly well But everybody is saying don't go in slow down. Don't have gatherings. Don't have meetings Don't have ball games Don't don't do the kinds of things you used to do and that includes in very large part the things that feed the economy the You know the creation of goods and services the acquisition of goods and services the sale of goods and services And this it's immediate. This is different, you know than any recession you and I have ever seen This is not something that creeps up from behind. This is happening every day. It's only a week or two old It's crashing literally crashing around us and so is the stock market, you know It's not clear in the stock market crash of 1929 Whether the stocks led to the depression or there was an underlying flaw that led to the you know The crash of the stock market, but here we have both and it's hard to say which one came first So which one's affecting but they're both happening at the same time and you look around talk to your friends Nobody is doing nothing all of a sudden to me You know that is unique and Unprecedented and that could lead to the biggest recession hyphen Depression I want to ask you about that. We have ever seen this is not only unusual. It's unprecedented So query, you know, how can you get a handle on what is going to happen? I think a lot of people have stuck in the stock market. They you know, they're too, you know Deer in the headlight sort of thing. They don't they don't they can't make plans around the stock market So they stay in and and and one of these days The stock market's gonna, you know, realize that and the stock market's gonna go down much further So I suspect this is going to make 1929 1930 31 look look like look like look like easy Don't you I mean this is this is killing us every day Yes, I agree with you Jay And for Hawaii, it's especially hard because we're so dependent on travel and tourism those are the first things to go when people get worried and panic and That has been hit hard already. I think when the data comes out next, we'll see that it was down much much more even even much more than what happened after the 9-11 and 9-11 was a temporary thing, but this thing is unknown how long it's going to go I mean, I I guess you could say there was some uncertainties about the 9-11 era But this is really unpredictable if you look back at the Spanish flu, which is often presented as the pandemic that was the most horrendous in the 20th century And of all times really It really came in three stages And there was the the first stage which was relatively mild in around march of 1918 and then by july Much more there was a meeting in the in the virus led to a much more serious outbreak and much higher death toll And then it was followed by a third mutation in december, which was even worse so What they say about the corona virus is that it is a mutatable virus highly mutatable and that If if they contain it as it is and come up with vaccines, okay, we could be a Maybe within a month or maybe two, but if it if there are variations that come up I and that could be worse even it's possible that we could This could go on an unlimited or an indefinite period of time and you're right. I think with those kinds of of Worries then it would certainly be worse or as bad could be as bad as the great depression I'm not saying that as such because I don't have the evidence of it I'm just saying that when you look at the possibilities out there It's a complete unknown Well, I mean you talk about the the spanish flu of 1918-19 And so forth that was really interesting. I mean Arguably that was also a mutation But I think what happened is it it it grew it started Patient zero was here in the midwest and I think Kansas In the united states and then we had the war and we sent all these troops over To europe and they carried among them and they had training camps, right? And training camps propagated the virus And then the troops went from the training camps to europe They propagated the virus in europe And then it gets really interesting that it's often a little But it was already in europe might have mutated and it might have just been another wave, you know another another Another wave of virus coming back when the troops came back in 1918-1919 And so now the u.s. Had another another epidemic The u.s. Started it and the u.s. Caught it on the way back And so you have a combination of this this global travel Plus, you know bad hygienic conditions Plus The mutation effect that you talked about It was it was really bad and it had a profound I agree it had a profound effect on the economy for some time and it's an interesting Model to drive from because we could have maybe in different degrees But we could have that kind of experience now But one of the things you mentioned which I which I wanted to dwell on a little bit was tourism We have a mono economy here try as we we have since john burns to build a You know a diversified economy. We haven't done that. Nobody will say we've done that We don't manufacture a technology sector as peanuts You know there's nothing but importing goods and services for big box stores and a lot of People who work in waikiki and that's oversimplifying it But that's the essential mono economy of hawaii So if one day as in 9 11 you stop all the tourism you get a very sharp decline in the state product Okay, and and I guess what I'd like to ask you as an economist is that that affects everything because now The average guy who doesn't have a lot of money in the bank who doesn't have a lot of resources to draw from Who may not have enough food in his pantry? has no income and He was working in the hotel industry got laid off or there's not the same level of work or in the restaurant industry all the industries that flow out of tourism And and he's in big trouble. So the question is how does that work? How does that? That that's stoppage filter into other corners of a mono economy Well, we have Many things that are fixed expenses. I mean we have to pay rent. We have to pay on the Loans and yet our income temporarily drops off and that's not just for the worker it's for the for the business that's trying to I keep things together and and pay their workers and and they've got at the same time The customers have stopped coming in You know, and there's this this thing it's a strong motive I think for a work for an employer to allow the the worker sick leave and To even pay the testing and so on for them because you don't want a worker coming in and bringing Disease to the rest of the employees because then they'll all catch it and they'll all have this trouble So you've got these fixed expenses But the variable revenue is way off. So yeah, that's that's a dire circumstance And it matters how much time is involved if it's just one or two weeks Well, that's manageable and even if it's a very serious depression or or recession or whatever Um, well the the land labor and capital assets are still there It's just they're not being utilized and productive and you're right that we've had A monolithic sort of economy that that's not Hasn't been very flexible And I I think that there are certain things that we could do that would make it I think when emergencies hit From hurricanes in let's say in Puerto Rico one thing that they wanted to have access to was a lot more from uh from Imports and I think the jones act is something that could could figure in here in terms of opening up a lot more opportunities for Our agriculture to be able to ship to the mainland if it was a lot cheaper than uh, you know with uh lower cost shipping we'd have more More longshoremen jobs if more ships were able to come in and and bring in lower cost things from Abroad, I think uh, that's would be one way to immediately try to Soften the blow of a low economy by bringing in lower cost materials from From the mainland and then being able to sell what we produce here on the mainland What you're describing is um, you know the future hopefully a hopeful future When we're done with this when we've seen a lot at the end of the tunnel when we come out of it Then we should address these issues. Hopefully we won't have the same level of incredible complacency That we have had since john burns But but the reality is our leadership in the state has really done very little To make us more resilient And uh, we we don't have resilience to deal with this or for that matter any extreme circumstance such as Extreme weather and climate change, you know Which which could really devastate us and we we don't have The self-reliance That you need to be sustainable, but that's not the issue right now because right now it's a question of Figuring out, you know a how this is going to how's going to play out And and also as you mentioned how long it's going to take to recover and it's a very complex questions So let's take one of them before the break and that is So I give you a state where tourism dries up on a very expedited basis And then all the subsidiary industries of tourism they dry up because there's no tourism, you know to to do trade with Um, and those people who own those business worked in those business Uh, they they have no money and so the businesses that would support them They they dry up too. It's a chain reaction, isn't it? And so at the end of the day, there's no businesses Um, and I you know, I just wonder how that works and and what and what the bottom line is Where do we get to the bottom line? Is it is it soup kitchen? What is the bottom line? So much depends on how long this uh, this virus Has us in a kind of panic. I mean you you saw for example, I don't know if you I was at the sam's club of one at pearl city Over the weekend when there was just a rumor That uh, it was a false rumor that that mattson was going to suspend their Shipments for a couple weeks or so and people panicked Well, even without the rumor about mattson people were panicked about toilet paper and water and then all else that comes along with it So in a sense there's a There's a blip in terms of a huge amount of purchasing because of people are stocking up as we do every hurricane season And the shelves are empty temporarily but uh, you know, I I don't think we're at the point yet where Uh, those supply lines are shut down Uh, to my knowledge, you know The the shipping lines are still open and amazon's under tremendous, uh demand to to Uh to deliver the postal services are delivering Uh, so I'm I'm not at the point of feeling desperation yet but it as you to point out how long this Harris if we if we see that it can be Finished within a few, you know that it that it doesn't and get better the number of infections goes way down Uh, then that's good news and then we're back to normal with uh, everybody with a great story to tell But if it goes on much longer than that then I think you're you're talking about some real hard times for people where they get the money and then uh well, I I'd say have to say that I'm I'm I think that people do have a very good sense of responsibility towards it I mean look at the people's already response in terms of social distancing People have given up The hugs and the handshakes for for an elbow budge and uh a bump and that's not necessarily altruistic That's not necessarily altruistic. They're protecting themselves. They're trying to stay healthy. That's why they do that And I think it's very interesting you mentioned, uh, you know the run on the stores for silly toilet paper for everything and anything that might, uh, you know allow somebody to In maintain a household in the face of a a break in the shipping line But um reality is it's all motivated by less than altruistic motivations And that that gives me great concern about what happens when it gets even tougher Let's take a let's take a break. That's ken school and a professor of economics at hawaii pacific university When we come back, we're going to ask him the most difficult question of all when it hits bottom How does the economy knit back together again? How do you start it up from basically The low point would be right back with ken schooling. Yeah, we're back with ken schooling I'm sorry. You missed the break because in the break ken pointed out that I was a little on the pessimistic side and he was not nearly so pessimistic But what is your sense of it? I mean personally professionally ken Well, yeah, I I don't feel, uh I That armageddon has come yet and I I feel that People are very very capable of Handling situations there, you know, there's a guy named Uh, robert lucas who got the Nobel Prize in economics for what he called rational expectations that despite all the Predictions of the economists about what they think is going to happen with the economy what then what isn't going to happen on people Managed they're they're driven or desired to solve problems into their own decisions and and people In mass they get back to what they were doing before once, uh, you know, once the coronavirus the big unknown Is out of the way. Yeah, that's my question Let's just let's assume we hit bottom Wherever that is whether it's soup kitchen or just a modest production and goods and services and income and Disposable income and all that let's assume that somehow this gets saved And I I have a little trouble visioning exactly how that'll happen But now now we're on the way up now the economy is beginning to you know rise again How does that work and here's a big question? How long does it take? Uh, I I would add that in the 1918, uh flu epidemic the spanish flu It took something like in the order of six or eight months Um, what are your thoughts on that? You know the the recovery so to speak Oh, yeah, there were uh worldwide estimated estimates of uh anywhere from 20 to 50 million deaths that resulted from that And in the united states a half a million Well 650,000 people had perished more than Than all soldiers in civil war Um, and it was a terrible experience to to go through but people bounced right back over we had the the Right after that The great thing about The war was that it it ended and people came back home and they uh, and the the economy, uh Really blossomed and I would say that The the the spanish flu is the worst Case scenario Because we're we're also much more adept at at handling the medical circumstances. We can get a A vaccine uh into action Much more rapidly than they had the capacity for in those days We do have a lot more travel global and world travel And so people could take disease We're all around the planet But they had them just by the elders going abroad Um, no, I I think people bounce back pretty readily from those circumstances because they're they're They know the way things were they know how to do business. They know her What their skills are and how to work and it's not like they forget all of that when when the virus Shuts things down temporarily So as an economist can uh, I think What what is your advice to people, you know, of course, there's medical advice galore here some of it is valid Some of it is not but what's your advice in terms of economics? Uh, you know the suggestion or maybe the law is that you close down shut down limit, you know in new york You can only operate at half capacity right now Um in a restaurant. Um, what about here? What what's your advice to the business person? What's your advice to the employee? Now and when they see the light at the end of the tunnel It's funny because as I saw the the headlines about the stock market going down You know the stock market now is about where it was I mean the dow Jones is is about where it was when president trump took first took office So it's lost everything that it had in those three years Well, it can and the advice that all of these These, uh, pundits are offering is what a great time to buy the prices are so low And knowing knowing investors in the stock market. That's probably what they're gonna do as soon as as soon as things look at at all um positive in terms of reducing the numbers of of uh infections from the disease And people to go back and that's in there to get the best prize and uh and buy back in this probably is a is a good time for Uh for businesses to borrow money because interest rates are extraordinarily low If they want to get prepared And you know, I I do these surveys in my classroom Because every time the attitude towards borrowing and investment or the third prospects Is always dependent on the person's own attitude towards risk And you know about half that says I Borrow more build up The things because things aren't going to be bad forever and then I'll be in a better position others will panic and say buy less and so there's both kinds of personalities and it's uh They're there and I I'd say uh The the ones who are Are the bold risk takers are the ones who are going to set things right back on track really quickly And they'll probably come out ahead from the investments that they make Well, that leads to my last question Ken But my last question is this and this is a really interesting exercise, I think You know, they say that this uh virus this is a pandemic is going to change the world It's going to change the way people conduct themselves They're social distancing if you will it's going to change the way, um, you know The geopolitics of the relations between nations and states it's going to change government um the question is Tough question How how is it going to change the economy? When we look down through that tunnel and come out at the other side and we have our recovery And everybody including especially the ones who are willing to take quote rational risks and quote Um, how is it going to be different? How is the business world going to be different? How is the economy going to be different and how is the relationship of Business and people and the government if you can see how this works How is that all going to be different? I'd like to think that governments will be More cautious in the future about spending everything they possibly can I would like it if you know when when the state government has a surplus budget That they put money aside or they cut taxes rather than you know, in other words build up the reserve So that if there's an emergency in the future, they've got a buffer to take to take care of it I wish that we had control over what are called these um What is it when a when a hospital can't open up because oh, sir They need certificates of need. We have a probably the the fewest um hospital beds available in the country because these certificates of need Allow one hospital to prevent another hospital from uh from Opening up and competing with them and that sort of thing Restricts our our supply so that when we have a crisis, there's we're we're less flexible less able to handle these things With the federal government, you know the federal reserve lowered their interest rates to zero well I I'd wish that they were not operating at near zero for the last 10 years so that this zero meant something, you know, it They when they're always on this The booms spend everything possible attitude and then there's not much of a buffer left I mean, you know, they're they're going to borrow more money and and uh and uh I I I just wish that the governments would be a little more cautious during the good times Well, I hope we learn from this, you know, it's so easy to forget when you're not under pressure And uh, you know, it's a sign curve of remembering and forgetting remembering and forgetting Anyway, I I would like to rejoin this conversation with you Uh, we're out of time right now But uh in the next few weeks, I'd like to pick up where we left off today And uh and take another look at the economy and the economic indicators and figure out How far we've gone and where we're going and when we'll come back Thank you Ken school and appreciate your time stay healthy You too Yours in purel aloha Yeah, one of the reasons one of the reasons I want to come back with you is that your sound was up and down And I don't know why it could be that


So now that we've had a quick look at what the material editor does in the previous step Now it will do we start using this to actually make our material so you can see here in the middle of our graph We've got our main material node And what I'm going to do is just left click and drag to move that over to the right-hand side And the reason I'm doing it is because all the nodes that will connect will go in here So they never really go off to the right-hand side of it. It all goes to the left So I'm moving that there just to keep things organized and what we're going to use first of all to add color to this material It's called a constant three vector node and what that is is basically it constant means that what the value we give It's going to stay the same three means that there's going to be three values three vectors and Each one of those numbers Represents a color so red green and blue so what we're going to do to add this node is we're going to go in the search Panel of the palette and we're just going to start typing constant And if I have a spot that right put a three in that'll filter out all the others and it'll say constant three vector And you'll see as well It also tells you on the right-hand side that there's a keyboard shortcut for that which will touch on in later steps But for now what I want to do is just drag this from here Into the graph. Oh, there it is Okay, so you'll see that it's zero zero zero that's the three numbers that represent our color and you should also see That the details panel is now updated You can see this is highlighted by the yellow Border and in the details panel we can now see the properties for this and here's the constant this black area here This black rectangle is the swatch for this. So we're going to left-click on that And you get the color picker and what we need to do now is just choose a color So I'm going to choose green so we're going to go for a really sort of simplified grass So we're just going to go over here somewhere And you'll see that even though I've pulled this over into the green The color here that it's going to be still black and the reason for that is this second slide here So this one's gone to green but this one's down here in black, which is really unhelpful So we're going to drag that slider up into green and it'll show you the new color that you're going to have right here So once you're happy with your shade of green Click on okay, and you should notice that this swatch here on your constant three vector node updates and becomes green Okay, so that's good. We've now got this node in here, but it's currently not connected to anything and we need to choose one of these inputs here To connect it to so you can see here. This has an output. That's what this here. It's called an output pin If we left click and drag you can see a wire comes off of it and then it wants us to plop it into one of these But before we do that I just quickly want to talk about what these represent So base color Represents what color you're going to use you've also got a metallic which is when you plug things into that you're telling Unreal whether or not this is a metallic material or not You've also got things like roughness which tells it kind of how rough a surface is and this is part of a PBR Rendering workflow PBR standing for physically based rendering and I will link to a video explaining what PBR is what it means It'll either be one that I found or one of my own. So that'll be up in the top corner Can I point yeah, I'll be in the top corner over there And it'll be down in the description below. So I do recommend checking that out right, so once you've got an understanding of what that's all about what we're going to do is Left click on the output of this and we're going to drop it into the base color and then let go There we go. Right now On yours you should See this turn green But what I've done is I've purposely made it so that mine doesn't just in case yours doesn't as well So, you know what's gone wrong? So what I turned off before I start this video is this button up here in the toolbar called live preview and What that will do is we'll update whenever you make a change You see I've just made a change here, but this didn't update because this is turned off So we'll turn live preview on You can see now this is refreshing and when it's done refreshing it goes green So hopefully yours went green in the first place, but if it ever doesn't make sure you've got live preview turned on and that will update Okay, so that's as far as I want to go with the material so far Don't worry in future steps. This is going to get more complex But just for now what I want to do is save it so you can see just up here But a little asterisk at the end of our material name and that's telling us that this has not yet been saved So we're gonna save it so up here in the toolbar click on save click Okay, it should there we go. It brings up this thing here to tell us what's happening Can take quite a while to save materials. I'm not really sure why There we go. That's now saved so we're done Okay, so the next step will cover how we assign this material to our landscape So I'll see you there for that. Thanks for watching if you want to take your learning further I recommend an introduction to Unreal Engine 4 by Andrew Sanders and Unreal Engine 4 game development essentials by a Satish PV check them out using the links in the video description below Special thanks to my awesome patrons whose names are displayed on screen for supporting this video If you'd also like to support my channel then go to patreon.com forward slash Shane Whittington


Thanks everyone. My name is John Abdel Malik. I've been on Chrome for about 12 years here to talk about the internals of Chrome. My kind of purpose of this talk is to give a background of why you see the various layers in the code. Why is all this complexity there? A colleague was able to figure out the number of lines of code. And when we launched, there was about two and a half million lines of code. Today it's 25 million, so it's a huge increase in complexity. And you'd be looking through it for the engineers and be like, why is it like this? Why are there so many layers? So I'm hoping to give it back kind of why that's the case. So I'm going to start by giving an overview of Chrome's unique architecture and why it was built to support the four S's. You've heard about these, I'm guessing, already multiple times, right? Speed, security, stability, and simplicity. You're going to hear about them many times, right? If it feels repetitive, it's because really they're central to everything that we do. Every time we're trying to figure out how something should be implemented, what the user interface should look like, these are kind of the principles that drive our thinking. I'm not going to talk about the past, current, and future improvements we've made to the code base and architecture of Chrome. So what did things look like before Chrome? Everything ran in the same process. The networking, the UI, the rendering engine, the plugins, image decoding, and so on. And actually most of these things ran on the same thread. And this was obviously not an ideal, right? Because if one tab stopped working or crashed, it would take down all the other tabs in the browser itself. And if you remember those days, that's like when you would be writing a big email and then your browser would crash and you'd lose it and you have to start all over again, right? So this kind of was not great. But of course a lot of apps were written that way at the time, right? This is before most users had like multi-core CPUs and so on. But how did Chrome look like when we launched? So this is kind of what it looked like, you know, in Chrome 1.0. There were multiple processes. Each of these is denoted by like a box. Some of them are sandbox. I'll talk more about that later and that's the red line. They talk to each other through these dotted lines, which is IPC. This is a huge improvement from the status quo. We moved the code that we control and which operates on untrusted data from the Internet into these processes that we kind of limit kind of a damage that can do your system. There were multiple of these processes. So if one tab went down, it wouldn't take down the other tabs. And then there were plugins that weren't under our control. We still have to run multiple processes for these on Sandboxed. This is a different way of looking at our multi-process architecture to see which parts or which processes draw which parts of the UI. So the tab strip at the top is drawn by the browser process, the main process. The HTML is rendered by the render processes and the plugin processes were used to draw like videos like flash. So why did we do a multi-process architecture? Like everything in engineering, there's a trade-off. So multiple processes, that's going to have some memory overhead. There's some complexity in being able to pass all this data back and forth efficiently. There's obviously going to be some performance overhead in some cases. And the main reason is you just couldn't write perfect code. There's always going to be bugs in the code that we write and in all the various third-party libraries that we consume. And so because of these bugs, you could have security issues. Yeah, so there could be security issues. Bugs could be used for exploits to be able to escape the Sandbox. You could have speed problems if there's buggy code that has bad algorithm or there's poorly written HTML pages or JavaScript in your site. Not even code that you control. Things that you pulled in through various libraries, that could cause the browser to be hung. Another reason is stability. We want to make sure that if a tab crashes, it doesn't break down the whole browser or other tabs. So multi-process is sometimes like a silver bullet for all this stuff. It helps in security and stability and speed. I mentioned IPC earlier. That stands for inter-process communication. And that's how all these processes talk to each other. Generally, we use message passing and for any large data we use shared memory. This is usually between processes of different privileges. So every time you cross this IPC layer, you're going to have to go through a security review just to make sure that there aren't any ways for less privileged process to take over a more privileged process. Usually, this is asynchronous communication. There are ways of doing synchronous communication, but we heavily discourage that because of performance overhead. Sandboxing is something I mentioned earlier. Since untrusted data can be used to exploit bugs and execute code on your system, we need to guard against that. In the beginning, the rendering engines were pretty simple, right? Because it was just rendering. But as we move to web apps and more complicated browser engines or rendering engines to support that, there's a lot of extra vectors to exploit your system. So we move all this code that operates on untrusted data into processes that are sandboxed, which means it doesn't have access to your file system to make operating system calls and so on. And then this improves the security. The exact mechanism to do this is very platform-specific. So we've got sandboxing code that's specific on Android and on Mac and Windows. And we often work with OS vendors to kind of add new capabilities to further lock down these sandboxes. And sometimes there are also multiple levels of sandboxing depending on the process type. So the main kind of thing that runs all your web content is a render process. This is where you handle data from the web and things like parsing of the HTML, doing layout, executing JavaScript, decoding images and videos and audio and so on. It's completely sandboxed. So this is the most lockdown process in the browser. Another process type that we launched was with plugins. So when we launched it was a secret project so we couldn't kind of tell anyone else we were working on it. And this means that at launch, we had to support all these plugins that users or the web content depended on at that time, right? Things like Flash and Java and Adobe Reader. If you didn't support them, then a lot of the web content wouldn't render. So we figured out how to get this working in multi-processed, which was never how they were intended to run. But at the same time, we had to make them run on sandbox because this is third-party code that is kind of written with an assumption that has full access to your machine. Lastly, the browser process is kind of the dissenter coordinator. It owns a browser state like your profile data and your settings. It draws like the UI around the content area, and it handles networking. And since it's the most trusted, it can't trust all the other processes because it could be trying to lie to it. Generally, in most processes, there's at least one main thread and an IPC thread. There are also many other threads in the browser process for things like databases or just helper threads. So you can offload expensive work from the main threads. The main threads in the browser process are the UI thread, which is the main thread. That's where all the user interface code runs along the logic. Then there's a very poorly named thread that's called the IO thread. But you can kind of, every time you see IO, just think non-blocking IO because that's never where we'll do things like disk access or any expensive operations. And so kind of what I talked about before is how we launched. And how does Chrome look like today? We've done a lot of improvements. You can see we added a bunch of more process types. There's a GPU, which is partly sandboxed. The utility process, extension process. Plugins have now a red border, which means you're sandboxed. And the render, instead of running WebKit, it's this new thing, which is Blink that we forked from WebKit. I'm going to talk more about these in the next slides. So what is the GPU process? Well, one thing we observed was that kind of machines with powerful GPUs are becoming widespread. At the same time, there were new platform features like WebGL, which to render in our old architecture means we'd have to do expensive feedback. So that wasn't good for performance. So this was a very large project to offload compositing and scrolling onto the GPU hardware. Improves performance and power consumption. And also, to do this properly, there were a lot of buggy GPU drivers, so we couldn't just run this in the browser process because then these bugs in the drivers could be used to exploit or cause crashes. So this also runs in a separate process. That's partially sandboxed. Utility process is a new process that we use for short-lived work. And as a browser, gain more capabilities like extensions or there's like JSON headers that come in various API calls and we didn't trust our JSON parser. So we wanted to run that in a separate process that we could sandbox, take the data, kind of do some operation on it, return the response, and then kind of kill itself. So that's that process. And then extensions. So when we launched, we didn't have extension support. We're just trying to scope down the problem, the massive problem of launching a new browser. But we always knew that we needed extension support because there's so many things that we'd want to do in a browser that different users would want and we couldn't possibly complement all of that ourselves. So extensions allow users to customize it without loading the product for everyone. But at the same time, we wanted to learn from issues we saw in other extension implementations. We didn't want a bad extension to be able to store down your browser or, you know, the tab. We didn't want a bad extension to be able to have full access to the JavaScript state. And we also didn't want you to have to restart your browser every time you added or removed an extension. So extension kind of processes allowed us to have a lot of this separation in terms of kind of restartability and performance and security. The next thing is PEPRA plugins. So kind of as Chrome was a new browser, it had different code base in a lot of other browsers and also had a sandbox. But our kind of weak point was NPPI plugins. And it turned out, right, having the same binary being loaded in all different browsers was a very convenient way to write, you know, cross browser exploits. And we were getting a lot of the issues we were having were with kind of code that we didn't control from third parties. So this was a multi-year effort to be able to create a new API to replace, you know, the 20-year-old plus or the 15-year-old plus API and NPPI with something much better that could be sandboxed. We ported the flash code base and we worked closely with Adobe to get the code and make it be able to run in a sandbox process. And then for PDF, we created a new plugin based on, you know, PDF rendering engine that we licensed in the third party. This was like a huge improvement for security. Another large kind of rearchitecture of Chrome happened with the Chrome content split. Originally, we started this to improve the code layering and testability of our code. We split the browser, like the product part of the browser, which is Chrome, from the platform. And the platform we kind of defined was that the code to be able to run the sandbox multi-process or platform engine. And so we kept the product code in source Chrome and created a new directory called source content. And that's where we put the low-level kind of code. The higher-level code were things like bookmarks, extensions, password manager, autofill, and that stayed in source Chrome. And everything else kind of moved to content. And the neat thing about this is originally we did this just as a way to improve our own developer productivity. But then there were a lot of external and internal products that came about as a result. So we were able to run Android WebView built on top of content. We were able to ship Chromecast and Google Home on top of this platform. And then outside there are things like Electron that were built on top of this as well. Another large kind of multi-year re-architecture was Componization. And that came about because we wanted to develop a browser in iOS. But in iOS, you have to use the browser engine that's provided by the system. And we couldn't use Blink. So all the code that we had for things like password manager and autofill depended on hooks inside Blink. So we separated that from source Chrome into source components. And we isolated the parts of top of Blink so that we could replace it with parts that work on iOS. And that's kind of why you'll see a lot of these layered components and source components. Then another massive effort, a multi-year effort, was to improve security. So originally Chrome Sandbox was great because a lot of your files were on the system. And so if you could prevent malicious content, let's say, from reading your documents directory, that was a big improvement. But as more of your data moves online or moved online, actually I don't personally care about an exploit reaching my files as to what I really care is they don't have access to my drive files and photos and so on. But if everything's running in one render process, you couldn't really like a page could just lie and say, okay, I've got a Google iFrame now give me all the Google cookies and so on to be able to pass these cookies to other sites or be able to kind of make requests to other servers and feed them all your data. And so this was a massive effort but to split the page. So instead of just running each tab in a separate process, be able to run each tab in different processes depending on the origin. And the neat thing is, this was started because we had people like Charlie and Nazco kind of could see that this was a very nice security improvement. But before it was even launched there was these new processor bugs that came about like I think last year or two years ago. And so it was like perfect timing that we could ship this and work around these security bugs and processors. So it was a big improvement and biggest for architecture in Chrome since we launched. Another new thing that we did is Mojo which is our new IPC system. Ken and Oksana will talk about this more later today, later in the afternoon but I just wanted to give you a high level overview. This is IDL based which was different than our old system. It solves a lot of the issues we had with our kind of macro based data from handles like shared memory. They had to have special code. You had to have special code depending on where the caller and the callee run and if you wanted to move something to a different process you'd have to kind of have different code tasks. We couldn't send IPCs directly from Blink so you had to have all these kind of busy work layers of just converting one type to another. So that's kind of the issues that we faced. We had to have a lot of different types of code that were automatically and we have a few kind of different primitives that are used as part of Mojo. They're message pipes which are bi-directional. The nice thing about them is they're really, really cheap so there are no like OS primitives created for each one. They're all kind of one together. There's also shared buffers and diagnostics so you could have any of these objects use them on one thread, pass them on to another thread or to a different process and everything works automatically. You can kind of use them for a little bit and then pass it off to someone else who can then reuse them so it's really powerful and we'll be able to use a lot of that to simplify the code and I'll talk more about that in the next slides. So what does the future Chrome do to so many new platforms and products that you could never have kind of forecast when you started writing the code? So kind of step back and try to figure out, okay, how do we really want to architect the code so that it's more easy to reuse? So when we have new use cases, it's headless or if it's running without all the other code, if it wants to run just a simplified version, how do you make that possible? The solution to this was to turn your code into microservices. Microservices are kind of have a well-defined API, they're reusable so you can kind of take pieces and run them in different scenarios. Services are decoupled from each other so you could run a subset of them at a time and it's also built in a layered way so you could kind of build like a file system service and then take that and reuse it to build a level DB as well. Some of the benefits we wanted to achieve from this is speed. We wanted to have fewer conversions so you could run the subsystems closer to the call sites. We wanted to be able to split code into services that could be sandbox and that improves stability because if it crashes it doesn't take down the browser, it also improves security because we could sandbox that new process type. And then also simplicity and kind of overriding simplicity that word because usually we use that for the user interface but here I'm talking about simplicity from the developer's point of view. If you could reduce boundaries if you could have way fewer methods of doing the same thing instead of doing it differently in the browser process and the render process and the utility process like maybe it should be the exact same API that you use from everywhere. And this is like a to go back to my earlier diagrams with the process models. This is one way that we could run the browser with this with microservices. So you could see we moved networking and storage into different processes and their sandbox which is a big improvement. There's also like a UI service or device service and that's if you have a lot of memory so you don't may not care about the small overhead of each process. But then on mobile when you have kind of much more constrained devices with a flip with a one line if statement you can suddenly decide okay I'm going to run these services together in the same process and that's for example a code that's something that we do already today. Another benefit is you can just say well I'm not going to run all the browser code let's say the user closed the browser but there's you know pending download instead of keeping the browser open or it could be killed by the user or the system because we're not resources we can just run a small subset just the networking code just the storage code and that would be like kind of a lot more likely to run to completion. So a lot of that is kind of benefits that we get from module gives us so much flexibility that we can kind of do these new use cases. And then lastly I'm going to just go over a quick overview of the directory structure to kind of tie all the previous things I talked about. So base is where you're going to find like the file, the string utilities and so on Chrome is our product on desktop and mobile other than IOS that is in source IOS. Components is where you move the layered components that are shared with desktop and IOS and content is like our low-level platform engine. Net is our low-level networking library services where microservices go and then Blink is our rendering engine UI is where you put like the frameworks we use to create the browser UI. These are things outside of the content area and V8 is our JavaScript engine.


Good day fellow investors. Now I have made in my previous video a very strong case about why you should invest in emerging markets. Now the common environment would tell you okay find an emerging market ETF and invest and that's it. Enjoy your life. I could accept an SAP 500 ETF all right but emerging markets and ETFs are not the way to go. I'll explain why. First emerging markets are very very differentiated. The SAP 500 is one country one economic you know what you get. Emerging markets there are 20 countries in emerging markets Russia, China, Brazil, Egypt, Turkey so each country is different. Each country is a different economic short-term cycle in a different economic long-term cycle different growth different everything is different and what an emerging market does it weights those influences based on market capitalization. So when there is euphoria about China the ETF buys more stocks in China because the market capitalization is higher. When there's panic in Brazil the market capitalization is lower and ETFs sell stocks in Brazil to buy in China. A clear example of buying high and selling low you don't want to be invested in such a vehicle because what you want to do in emerging markets is look at the long-term trend and then invest when it's something is cheap like Brazil was last year and sell when something is expensive or if you buy an ETF you buy a little bit of everything and mostly the expensive stocks. If you look for yourself you can find cheap stocks that have all the qualities and the benefits of what an ETF offers you and you can find five stocks around the world I'll be making a few videos about emerging market stock picks and it's much better much lower valuations higher dividend yields higher stability than an ETF and you can buy them cheap and then sell them high in the future. The opposite of what an ETF does emerging markets are very very different and if we look at the emerging market ETF exposure 25% is in China 14% is in South Korea which I wouldn't call an emerging market but okay and Samsung is the biggest company and Samsung is a global company so you might as well buy Apple then Taiwan chips again information technology and only then 8% of the ETF is India 8% is India the company that now has 1.3 billion inhabitants is growing at above 6% economics and will have 1.7 billion by 220 so you are exposed 15% to South Korea which is a small country very technological car makers mobile phone makers very cyclical and just 8% to India which is expected to be the new China again not a reason to invest in emerging markets and then if you go to smaller countries you'd see that the exposure is practically minimal let's look now at top holdings the top holding of the ETF is Samsung with a weight of 4% Samsung electronics you might as well buy Apple is the same thing Tencent okay owning Ale Baba China Taiwan semiconductor manufacturing again information technology information technology information technology so why is an ETF so overweight information technology because they have to buy the stocks that are priced high with high market capitalizations the hot stocks they have to sell the stocks that nobody wants to look at because they are too cheap and they call it risky buy high sell low is what ETFs do especially in emerging market just look at sector allocation for the emerging market if ETF of the top 20 holdings seven are in information technology and eight are financials emerging market financials you have to know what you're doing those are big government run banks high market capitalizations with small floats but the ETFs has to buy the company the biggest company government involvement a lot of bureaucracy questionable profit making politics so okay there are good investments but you don't want to be so exposed to such investments I prefer smaller companies growth companies stable companies with a margin of safety banks okay will be good but this is not an ETF that's spread well it's an IT banks ETF and another reason why ETFs are dangerous is liquidity so an ETF is a big institution that buys or an index funds buys index according to market capitalization market capitalization higher they buy more when the shift turns they are forced to sell and emerging markets are illiquid when you compare them to developed markets if they're illiquid when an ETF has to sell it can really send the stock price extremely low like it has been the case for Brazil for example a year ago stocks were extremely cheap thankfully I took advantage of that now what can you do let me show you a few differences that from an ETF and individual stocks I checked the list and from the top 100 ETF holdings I found a few interesting stocks for example the Chinese banks bank of China has a price earnings ratio of 5.5 with a dividend yield of 5.74 much better than Korean IT company Hyundai Motor Company is a motor company price earnings ratio of 6.94 dividend yield of 4.13 17% share of the Indian car market so you want to be exposed to that on the oil side you can own ExxonMobile at the price earnings ratio of 42 or Gasprom at the price earnings ratio of 4 and a dividend yield of 5.74 with a dividend payout ratio of just 22% compared to Exxon's 158% on the utilities side Korea Electric Power Corporation has a price earnings ratio of 4 dividend yield of 7 Chinese utility price earnings ratio of 7 dividend yield of 10% Latin America, SEMIC or how do you pronounce it price earnings ratio of 12.10 dividend yield of 3.6 so just by looking a bit at individual companies we can find great companies very cheap high dividend yields high expected growth exposed to great markets like India that will make a huge difference with your portfolio an ETF will just buy what's currently hot and expensive and sell what's cheap it's your choice it's your money take responsibility for your financial future thank you for watching leave your comments below I love talking to you interesting stock picks share it share them with us let's create a community please subscribe for more content and I'll see you in the next video


Book. Connected Pages A book in Moodle is a series of connected pages. You can think of it as a mini-website or as a manual, for instance this book on a school Moodle which has a departmental policy document. A book is useful because you can include not only text, but links, images, sound and video, such as a YouTube video here. You can see that books have a table of contents showing the different sections or chapters. To add a book to our course, we first enable edit mode top right and then in the section we want to add our book, we click add an activity or resource. This brings up Moodle's activity chooser. Book is a resource because learners just read it, they don't interact with it. Click to go straight to the setup screen or click the I to get more information and then click the add button bottom right. We give our book a name and if needed a description and if we want to display this description on the course page, we check the box. Note that if you check this box the description will display at the top of each of the sections or chapters in your book. In appearance we can decide how we want the chapters, which some prefer to think of as pages, of our book to be displayed, for example numbered. In activity completion if we want to track that students have accessed the book, do we want them to manually click to confirm they've read it or do we want it automatically marked complete when they view the book? To alert course participants that a book has been added or updated, click send content change notification. When we click save and display we can start adding content to our book and once we've made one chapter you can see that its name appears over in the table of contents. We can add another one by clicking the plus icon and then when we've saved a second one you see there's an arrow allowing us to change the order of the chapters. The configure icon lets us do some edits, the bin will delete our chapter and the eye will hide it from students, so we can continue with our book by clicking the plus icon again. Finally if we click on a book and click the more link we see that it's possible to print books off, something your students might be interested to know.


from Boston, Massachusetts. It's theCUBE, covering WTG Transform 2019. Brought to you by Winslow Technology Group. Welcome back, I'm Stu Miniman, and we're here at WTG Transform 2019. Happy to welcome to the program first-time guest, Marty Sanders, who is the Chief Security Services Officer at Arctic Wolf. Marty, thanks so much for joining us. Thank you, Stu. All right, Arctic Wolf's a partner, but before we get there, I have to say welcome back. Thank you, thank you. You're familiar with this event quite well. You have a background at Compellent, which of course, we're just talking to Scott Winslow, is where his company started, so just give the audience a little bit, thumbnail of your background. Perfect, so Scott and I go back a long time. We actually started back working together at Xyotec back in the late 90s. After we left Xyotec, we actually went to Compellent. We started building Compellent back in 2002 as a company, we wanted to start a new philosophy, really sit down with customers prior to actually releasing products. So we actually built a customer council. We started that in Minneapolis, and then what we wanted to do is take it to the next level. We wanted to replicate that out to other parts of the country, and the first person we called was Scott. So we started to do it with Scott, and started back in 2004, had the first meeting here at the Commonwealth, actually with a handful of customers, and now it's grown into this. So it's unbelievable what he's done with the company and just when I look at what he does, he provides a tremendous amount of value to the customers and just sells them exactly what they want but what they need as well. Yeah, we always know in certain segments of the market that degree of separation you look on LinkedIn is like one and a half. Oh yeah, absolutely. Everybody knows each other. We all run around some of the same circles. So bring us up to speed. Arctic Wolf, I believe you're the first person we've had on from the company. So it gives a little bit kind of the who and the what and the why. Perfect. And again, thank you very much for inviting us out to this as well. Arctic Wolf has been around since 2012, started off in the SOC as a service. Obviously in that small, medium business, they didn't have the capabilities to do a lot of the security work. Actually, Brian Nesmith, our CEO, started the company with his other founder, Kim Tremblay. They worked at Bluecoat. They understood the security world but understood that there was a big hole in that space in that small, medium enterprise business. So they were actually way ahead of their time. I mean, you look at from 2012 to 2015, it was a little bit slow growth. But now you start to look at where we're at and the adoption of that having a SOC as a service seven by 24 hasn't been adopted very well. Yeah, I thought it was rather telling actually in the keynote this morning, some people were asking about security and they're like, wait, you know, how do I do? If I do this hybrid cloud stuff, how does that work? And I'm like, yeah, I go to too many events. It's like, I have, you know, ingrained in my system now, security is everyone's problem. There is no such thing as a moat. You know, you assume that they are going to get in. So therefore I need to build it every level of the stack I need to get in. But, you know, I'm the industry watcher. The people that are doing, you know, what's their mindset?  And you want to take that premise. I mean, one of the things that we do is we actually assign a concierge security team to that customer. So we want to be the extension of their environment. I mean, in fact, as we started to talk to some of the clients that we have here, they're repeating the words.  And it's just, it makes it so much easier. So you're not dealing with somebody fresh every time that you call in.  So it makes it so much easier if you have that consistent face that you're dealing with. Okay, Marty, what is, you know, is there a typical customer of Arctic Wolf?  Yeah, and that's a great question. I mean, when you look at where we really fit is, the first questions that we want to ask is, do you have a security team? Do you have it seven by 24? I mean, that's where we really want to make sure that we're augmenting that. I mean, when you look at, you know, a lot of the companies, they might have that office admin that became the IT person that became the security person. What we want to do is make sure that we're providing the true level of high security for those companies seven by 24.  So that's when they want to go in. So we want to make sure that we're covering that. So Scott and his clients are kind of in that medium, small, medium business, moving up into the small enterprise and it fits really well with them. Yeah, so you're saying most of them don't have an entire security SWAT team waiting to, you know, seven by 24 to do that. Walk us through, I don't know, maybe if you have a customer example or kind of a generic size version that you can share. What does an engagement look like from when they first plug into, you know, when they're fully engaged? Perfect, so typically what we do is we actually, once the deal is closed, what we want to do is sit down with the customer, understand exactly all their different applications, all their environments, understand all their ingress, egress points that they have coming in. We want to make sure that we're maximizing coverage and what we want to do is triangulate anything that comes into that. Understand all the attack vectors that the bad guys may try to come in. So it takes us about 30 days to go through all of that. So once we get them onboarded, we assign that concierge security team going to be a senior and a less senior person dedicated to that team. And basically they're going to go through and review that environment, make sure that they understand, you know, all the different applications. Is it Office 365? Is it, you know, any cloud apps that we need to hook up to it? All the different servers to make sure that we're getting all that information. We want to provide more quiet service. We don't want to be, you know, anytime someone knocks on the door, we don't want to be calling little red hand type stories. We want to make sure that anything that we actually report on is going to be actionable for those customers. So that's that trusted confidant. That's where we build that strong relationship rather than sending out a note and retracting it as a false positive or anything like that. Okay, Marty, I heard you mentioned some SaaS applications in their kind of infrastructure environment. Is public cloud included in that also? Absolutely. And what we want to do is make sure that we understand, like you said, and like Joe and Rick went through and talked about, there's going to be that private and public cloud. We want to make sure that we're capturing everything internally, but also if you're using those SaaS applications on the outside, whatever they may be, we want to make sure that we're capturing all that information so that we can help with that. Okay, and, you know, Billing, is this, you know, is there multi-year commitments or how does the financial piece of this work? It can be MRR, I mean, we're going to go through on a monthly basis and we'd like to get at least a year commitment. It can be something that they sign up for a couple months or they sign up for a year and pay monthly, whatever they need to do. But typically what we want to do is provide that level of service. And when you think about it, if you were to go and buy a security team to cover seven by 24, it's at least a minimum of six, seven people to do that. So when you look at the price point, we want to be, you know, less than that. We want to provide that high level of value. You know, when you think about a single team going out and trying to do something, the typical threat has been in their environment for at least a hundred days before they notice it. What we want to do is get it down to minutes. We want to make sure that any threat that's coming in, we're notifying on it immediately. We want to make sure that we're going to capture all those things. All right, so Marty, when I talk to the big enterprises, you know, security, it's not only top of mind, it's often a board level discussion. When you come down to kind of the mid-sized to small companies, you know, where does security fit in their overall pictures? What are some of the, you know, the biggest things on their mind? So it's very interesting. When you start to think about it, one of the things that is challenging, you look at some of the places that we're having the greatest adoption rate, are those companies that have the biggest threats. You know, you look at where the money is, you look at in the healthcare environments, the smaller healthcare, or you look at the legal side of things. I mean, people know where there's money and where they need to have that data. So when you look at it, it's becoming a higher topic and it's becoming every conversation. And we don't like to say that, you know, the conversation gets highlighted after a breach or whatever it's going to be, but it does. I mean, we'll be in the middle of some discussions and you'll hear about somebody that just got hit in a similar environment. And that's how it gets brought up. Oh boy, sounds like almost, you know, all the discussion is data is the new oil. Well, those bad actors out there know where the oil is. Absolutely. And therefore, that's a security risk for them. Absolutely.  I mean, they go after the localities and the municipalities of making sure that they're going after. And they know that they're going to pay very quickly because how incredibly important that data is to do that. And even some of the, you know, sitting talking to some of the customers here today, manufacturing, you know, just the ability to go in and steal, you know, the IP that they have to make their business a little bit unique, that's where the people are concentrating because they want to take that and find that uniqueness in that business. All right, Marty, want to give you the final word, WTT Transform 2019. Talk about the partnership, talk about the customers and final takeaways. So the partnership, I mean, obviously Scott and I've known each other for a long time, the entire sales team. I know Scott, Rick Gowan actually was a customer of ours at Travelers Insurance. Scott hires great people, great employees. They partner, they take care of their customers better than anybody that I know. I mean, I just love the passion. In fact, some of the customers that we started with back in 2004 are still here, still using the same products, but they continue to look at, you know, what provides the most value for them. Marty Sanders, the CSSO of Arctic Wolf. Thanks so much for joining us. Thank you, Stu. And I appreciate all the updates. Thank you. All right, full day of coverage here in the shadow of Fenway Park, Boston, Massachusetts, the East Coast team's home game, as we like to say. I'm Stu Miniman. Thanks so much for watching theCUBE.