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JVZOO - WSO PRODUCT REVIEW | Software - Ebook - Plugin - Theme - PLR - Training Review Activity Book Generator By Amber Jalink - Discover the Faster, Easier Way To Create Coloring & Activity Books and Printables In Seconds That You Can Sell To Raving Fans! Activity Book Generator By Amber Jalink lets you create unlimited adult and kids coloring and activity books, in under a minute! The activity book generator does exactly what it says: It creates Coloring and Activity books AND PRINTABLES with the click of a button. These can be published on Amazon KDP, or Etsy and anywhere else. The system is broken down into two parts: the Coloring book generator, and the Activity book generator, which also includes coloring mixed in. The coloring book generator includes both adult coloring images (created by me personally!), as well as Kids coloring images (which was created by my in-house graphics specialist). A walk through is available upon request, but the point of this is to help people REMOVE the barriers to publishing by having to come up with everything themselves, position it in the pages, and so on. It's SO simple, with about 3 clicks of the mouse, they have you could say, a "push button" approach to product and printable creation. Hundreds upon hundreds of hours have been spent over the past SIX+ months creating these graphics in addition to the programming. Initially I intended to have this out back at the end of May, however, I decided to make sure everything was RIGHT, and to give as many options as possible. With Activity Book Generator you have PLR rights in that you can use these to sell as you wish, however, you can not include plr rights to others. (There is an add on Developer option that allows that). Learn More:Activity Book Generator By Amber Jalink Review - Discover the Faster, Easier Way To Create Coloring & Activity Books and Printables In Seconds That You Can Sell To Raving Fans! Activity Book Generator By Amber Jalink Review Activity Book Generator By Amber Jalink Review Activity Book Generator By Amber Jalink Review Activity Book Generator By Amber Jalink Review Activity Book Generator By Amber Jalink Review Activity Book Generator By Amber Jalink Review What Do We GInside Activity Book Generator: There are over 1,000 adult coloring images (over 700 new created JUST for this project), plus another 800+ kids coloring (preschool and up), AND over 3,500 activity pages included. The activities include your typical hangman, tic tac toe pages, but also find the match, mazes, activity placemats, what doesn't belong, how many words can you find, and more that we CUSTOM CREATED for this. WHY Choose the Activity Book Generator: Create printables and books in less than a minute every time, allowing you to create 30-60 books or multi-page printables in an hour.Choose between Coloring or Activities (Activities also may include some coloring)Completely random so you will rarely (if ever) see the same image twice. The odds of having an exact same book are in the millions because there are so many images in the system.Easily edit the PDF with a free editor if you wish to adjust or add wordsRoyalty free! Publish as many as you want, and keep all the profits Activity Book Generator Related Product: Front End: Activity Book GeneratorOTO 1: will have TWO options on the page, creating RECURRING income for you:The Deluxe Upgrade - This allows the user to unlock EVEN MORE coloring and activity books and printables, with ongoing constant updates and enhancements weekly.The PRO Upgrade - This allows the user to unlock even more new printables such as journals, calendars, and other low content books, with ongoing constant updates and enhancements weekly, many exclusive to this level.OTO 2: Agency/Teacher's/Developer's license.The Agency license allows to create for others like local businesses that THEY can sell (i.e., a Chiropractor might want one created for their patients' kids, or adult coloring for stress relief), restaurants may wish to use the activity placemats… and Teacher's will want to be able to distribute these to their students, as well as those who may wish to sell as full PLR. Testimony "I love how fast and easy books can be generated and the influx of ideas…""I love how fast and easy books can be generated and the influx of ideas that accompany looking through finished PDF books. Personally I'm going to use coloring pictures to create some coloring calendars for adults and kids. That's just one of many uses. Thanks Amber - awesome product with new stuff being updated and added frequently." - Helen Doherty, CalendarCandy.com "EVERY mom and every low content creator should run to secure their access…""I couldn't imagine a more useful software than this one. I mean, EVERY mom and every low content creator should run to secure their access. Really easy to use, quick to generate PDFs on demand and not much work involved on my part. In fact, I first grabbed it for my son: No more searching the internet for hours to find suitable coloring and activity pages for my him! No more worries when I hear: "Mom, I'm bored" at a time I'm just not available lol. Plus, there are also pages for busy moms who want to take their mind off…." - Stephanie Gilbert, StephieTheHappyMom.com "This thing totally rocks…""Simply brilliant. The Activity Book Generator from Amber Jalink is an awesome piece of kit that creates, coloring books, activity books, & printables. It's a well-oiled machine. If you can't figure out how to make money with this, you need to find another profession. This thing totally rocks. Big George approved." - George Nieves, Digital Renegade Activity Book Generator helps you create books and printables in seconds… to at the most, under a minute! In fact, there are thousands of images, and thousands of activities to be created for you … in under a minute! What Are You Waiting for? Get Activity Book Generator Now!
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Improtec Inc | Live on Technology The original content pays off. Especially when it comes to attracting users and getting them to subscribe to video on demand services. But how much are these investments really worth and weigh to create exclusive shows? This is explained by a report dedicated to the USA and signed by Hub Entertainment Research, which tries to give some numbers regarding the importance of guaranteeing original and quality content on its platform. When the subscription passes for exclusive shows The analysis by Hub Entertainment Research reveals first of all that more than half of users between 16 and 34 who use video on demand subscriptions decide to subscribe to a service in order to access the vision of a specific and particular show (54%). And when it comes to "original content", the market reference today is Netflix. The streaming entertainment giant is in fact mentioned as the best producer of original shows by almost a quarter of the panel of respondents (23%). And the audience of the respondents is absolutely heterogeneous: it covers, in fact, an age group from 16 to 74 years, all users who regularly watch TV during the week and who have access to broadband. Netflix distances everyone in video on demand Behind Netflix, the void: or almost. In fact, speaking of original content, the top 5 of the networks mentioned by users sees Amazon Prime Video, Espn, Cbs and Hbo follow : but if for the first two the mentions are around 6%, for the fourth and fifth service it drops to 5% and 4% respectively. Data that on the one hand are explained by the Netflix domain among the most popular streaming platforms, on the other by its strongly generalized adoption. How much does the original content weigh? As we said in the beginning, the term "original content" has a strong impact on users' choices . For the most part, in fact, it has a decisive impact on the interest they can show towards a show. Three out of five consumers, in fact, point out that they are a little more (41%) or much more interested (16%) in a new program when announced as exclusive. Disney + on boarding: Here are the most popular video on demand services with Netflix Never without Netflix : this unwavering evidence for 44% of consumers interviewed by Hub Entertainment Research last year, is confirmed also in this but with a slight drop in consents (39%). The streaming giant is, in fact, still considered the most indispensable among video on demand services, but increasingly more and more fierce competitors appear: in fact, in the ranking, follow Cbs (28%), Abc (28%), Nbc (26%) and Espn (22%). Another player, on the market for just a few months, is already gaining a lot of ground and is preparing to play an absolute leading role in the near future: it is Disney +, already considered an indispensable service by 14% of respondents from the Hub Entertainment Research survey. On a further note: it seems that Mickey Mouse and company streaming subscribers are more likely to sign up for a new service linked to a particular show, with 61% claiming to have done so in the course of 2019. How streaming subscribers behave Not all users who choose a streaming service behave the same way. The first discriminant, in terms of choices, is connected to the age group. If between 16 and 34 years old, as explained at the beginning, 54% of users choose to subscribe to a subscription to access the vision of a specific show, only 22% of those over 35 years of age behave in the same way. But it is not the only difference in terms of choices. 44% of the oldest of the users of a service are more likely to choose a show on the basis of gender than the panel of the youngest (32%).At the same time, the so-called older viewers are more inclined (24%) to choose a program based on the criterion of which is the service that makes it usable compared to younger viewers (19%). To counterbalance, the predisposition of the youngest (25% vs. 16%) to be more attracted by the vision of shows where all the episodes in a single solution are made available by the on demand service : a propensity that brings them even to an uninterrupted view of the program until its conclusion, the so-called binge watching phenomenon . Never again without: Which are the video on demand services that cannot be renounced The latest consideration of Hub Entertainment Research's analysis of video on demand services is linked to a possible forced choice. What could users not give up? For those aged between 16 and 34 the answer is obvious: Netflix (53%). But, somewhat surprisingly, for the younger ones they follow Hulu (26%) and Disney + (25%). Instead, the choices of the over 35 years and of the older users in general are completely different : the option of indispensable services, for them, sees Cbs (38%), Nbc (35%) and Abc (35%) excel. With all due respect to Netflix. You may also like https://bloghuff.co.uk/
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The Conservative Income Investor | Aside from the usual recommendations to own companies with dominant market positions, strong balance sheets, and high earnings growth, what is something that investors should keep in mind over the next 20+ years of investing that maybe didn't matter as much in the past? My view is that investors should be taking to heart the 1970s recommendations of Peter Drucker who predicted that one of the endings of perpetual technological development is that friction will cease to exist between the original source of a product and the consumer. This means that you should be wary about investing in companies that act as middlemen. Take something like Dick's Sporting Goods (DKS). It's a $5.3 billion company that is divided into 114 million pieces that trade at $47 per share each. It earns a profit of $350 million, or $3.07 per share. The valuation of 15x earnings is pretty low for a company that has ten-year top-line growth of 11.5%, ten-year earnings per share growth of 16.5%, and a valuation of 19-23x earnings during that time. Since the $3 per share IPO in October 2002, the stock has grown a $10,000 investment into $151,000 in just fourteen years. That is especially impressive when you consider that the current valuation of the stock is competitive with the recession-level P/E ratio level and is otherwise the cheapest opportunity to buy Dick's Sporting Goods since the IPO. Yet, when I study Dick's Sporting Goods, there is a limitation on the type of way it should be considered. It's not something like General Electric, Coca-Cola, Colgate-Palmolive, Nestle, or Brown Forman where you can buy the shares, and then set it and collect the dividends for the rest of your life knowing with a high probability that something will be there decades from now. There will come an expiration date for the company because the original source goods--the Nike and Under Armour products that get customers through the door--are now beginning to contact customers directly without the need for a vendor middleman like Dick's Sporting Goods to act as an intermediary to connect Nike shoes and golf clubs to the consumer. At first, I noticed that Nike and Under Armour were beginning to sell their own products directly to consumers online. That was something that would compete with Dick's Sporting Goods, but not necessarily in a mutually exclusive way--it is conceivable to think of a world where Nike and Under Armour's online sales grow while Dick's Sporting Goods also earns a tidy growing profit selling those goods to customers as well. That's because shoes, jackets, shirts, pants, and so on are the type of good you like to see firsthand and get a feel for--it's distinguishable from buying a book on Amazon because there is a certain in-person customization that enough customers will require. But what has bothered me, from the perspective of someone studying the business model at Dick's Sporting Goods, is that Nike and Under Armour have successfully opened their open stores that sell their products directly to consumers. If there is a pair of Nike shoes that you want, why not just go to Nike instead of an intermediary that will have to raise the price enough to own their own keep as well? The coherence of the intermediary's business model takes on a substantial impairment when the end products that a customer desires can be purchased through the end company itself. There are three reasons why a business earns a profit over the long term. You may buy something because it is cheap, you may buy something because it is convenient, and you may buy something because you want the specific product itself. An example of the first category is airlines--unless you belong to a frequent flyer program, you will choose which airline to travel based on price. If Delta tickets cost $139, and Southwest tickets cost $129, you're going to choose Southwest unless there is some other externality weighing on your decision--e.g. maybe you had a bad experience flying Southwest before, maybe the Delta routes are more timely, etc. Absent an intervening externality, price wins out. Convenience is the second moat, and this is the weakest of them all. You might frequent a grocery store because it's by your house--you wouldn't actively choose it based on price, and you don't seek out the grocery store for it's own sake, but it's only a five minute drive away so you go there anyway. And the third type of business is the strongest--when you want the specific product itself. You don't just want shoes--you want Nike shoes. You don't just want soda--you want something sold through Coca-Cola, Pepsi, or Dr. Pepper. You don't just want acetaminophen--you want Johnson & Johnson's Tylenol. Using our Dick's Sporting Goods example, you can see that the profits are built on convenience. People don't want Nike shoes because they bought them at Dick's Sporting Goods; they buy them at Dick's Sporting Goods because that is the most convenient way to get Nike shoes with the immediate knowledge that they fit. This is the type of business model that is the most vulnerable to disruption. It doesn't mean that you shouldn't buy Dick's Sporting Goods--the current price around $47 per share does offer some protection, but it's the kind of company that you may not want to hold beyond five years. A quick 40% pop, or the spotting of a branded company with a similar valuation to Dick's, is enough justification to get out of the company because firms built on convenience exclusively are not inherently meant to be lifetime holdings. This observation usually leads to a follow-up like: So what do you do if you own Wal-Mart stock? There are three things that Wal-Mart has going for it that might distinguish from an investment in a firm like Dick's Sporting Goods. It sells products that don't face competition from the branded source; it has the additional benefit of cost advantages in addition to convenience advantages; and the firm is 50% owned by the Walton family which reduces the inherent conflict of self-interests that exists in a corporation where there is a disunity between management and shareholders. Although Wal-Mart faces convenient and price competition from Amazon, and in some instances, Aldi and Kroger, it still offers enough of a price advantage on a decent number of offerings that it may be the preferred choice of customers not only because it is close by but also because you want to see the oranges and bananas before you buy them and there's probably not a better price if you look elsewhere either. The Wal-Mart business model isn't just built on convenience; it's built on the mixture of cost and convenience. Also, anytime you buy stock in a company, you also face the disadvantage of not fully knowing what's going on inside the company. When you buy a few hundred or a few thousand shares of a billion-dollar corporation, you can't quite measure the management team's survivalist instinct and know the specifics of how that instinct (if it exists) translates into a sound strategy that will serve shareholders well. With the Walton family collectively owning over $100 billion of the company's $214 billion in market value, you can strongly presume that the survivalist instinct exists at the management level (because the Walton family's control of the board permits them to choose officers) so the only unknown is whether the survivalist instinct translates into a strategy that permits shareholders to prosper. It's one set of unknowns instead of a double set of unknowns. The most straightforward way to solve this problem--recognizing that Wal-Mart has a strong cost and convenience advantage but unsure whether it is built to withstand the decades--is to take your Wal-Mart dividends if Wal-Mart is a meaningful position you hold and then invest them in companies that more clearly have generational-holding characteristics. If the Wal-Mart business model is only meant to grow earnings for 23 more years, well, you get at least 92 dividend payments to mitigate that final outcome. But if you're trying to figure out what should be your investing north star for the next two decades, and have concerns about the rate of disruption brought about by technological change, then you should focus on companies where people seek it out to specifically acquire the products that they sell. Strong brands should be your first priority, and can easily fill two thirds of a portfolio. Then, you focus on the low-cost producers in an industry that have some type of cost advantage--companies with the GEICO, Wells Fargo, U.S. Bancorp, Exxon business model. That can take up anywhere from 10% to 30% of your selections. And lastly, you should aim to keep less than 10% of your wealth that is earmarked for long-term business ownership towards those companies that are exclusively about convenience. Those are the businesses most susceptible to shareholder wipeout, and therefore, should be a disfavored investment category.
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