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Drones 101: The Future of Drones for Consumers, Businesses, and the Military

<ul class="summary-list"><li>The coronavirus is wreaking havoc on consumer businesses, but is especially threatening to digital-based startups that raised a lot of money on the promise of rapid growth.</li><li>The economic shock from the coronavirus adds to existing pressures on these companies.</li><li>Beauty and apparel are especially hurting, but some sellers of home and essential products have seen sales upticks, sources said.</li></ul><p>Arfa, a direct to consumer brands startup, planned to launch a new personal care line called Hiki. That all changed as the coronavirus shut down industries and consumer spending. </p><p>So Arfa's founders huddled with board members and investors and decided to do something drastic: Give the products away for free, to hospitals and health care workers. Regular customers are also being offrered two Hiki products for free, in exchange for customers being kind to others.</p><p>"Our mission is to make people feel more comfortable in their skin," said Ari Wengroff, cofounder of Arfa. "So encouraging human connection at an intimate level when a lot of us are feeling isolated is a strategy we believe is going to work."</p><p>Not every DTC firm has the capital to be able to give product away, however. For others in the space, which had been booming in recent years, the pandemic's impact could be the final straw.</p><ul><li>Direct-to-consumer companies, many of which grew by taking advantage of cheap advertising rates on Facebook, have seen those costs go up.</li><li>At the same time, their conversion rates have gone down as more competition enters the category. Online mattress company Casper seemed novel when it started in 2014, but now there are more than 100 "bed in a box" sellers.</li><li>Many of these DTC companies are venture-backed and built on a fast-growth model. The barrier for new funding is now higher as funders scrutinize founders more closely after seeing massively venture-funded bets go awry like WeWork and Uber. And the inability to have face-to-face meetings hampers deals.</li></ul><p>"Funding will become harder. Businesses will shut down. A lot more investors will circle their current portfolio to make sure they can weather the storm," said Mike Duda, managing partner at hybrid accelerator agency and venture capital fund Bullish, whose investments have included Warby Parker and Peloton.</p><h2>'Nobody's buying anything'</h2><p>A primary function of DTC startups has been to test and learn fast, said Heather Hartnett, CEO of Human Ventures, a VC fund and startup studio. You can do that when there's a steady stream of people purchasing, generating data. But as people stop shopping, that data goes away.</p><p>DTC insiders say companies are slashing their advertising by as much as 80% as their sales, especially of nonessential items, have plunged and advertising risks landing flat or being tone deaf when people aren't in a buying mood.</p><p>"I've seen apparel go completely in the gutter as well as beauty," said Nik Sharma, who consults to DTC startups. "No one's really buying anything." </p><p>In addition, early-stage companies are more likely to have the added vulnerability of relying on a single factory or distribution center to make and ship their products from, which puts their entire business at risk of freezing if the facility has to shut down due to the coronavirus. </p><p>Some startups are already feeling the strain of the pandemic on their logistical operations. Gautam Gupta, partner at M13, a venture fund that invests in early-stage consumer companies, said that he was aware of at least one San Francisco-based e-commerce beauty company that was forced to shut down its distribution centers because of the "shelter in place" rule rolled out in the city this week. If such a rule was mandated elsewhere, like in New York and New Jersey, it would have disastrous consequences, he said.</p><p>Hardest hit are DTC companies with brick-and-mortar stores including Everlane, Glossier and Heyday that are closing their stores as part of a wave of retailers shutting their doors and thereby an important avenue of marketing to customers, said Andrea Hippeau, principal at Lerer Hippeau Ventures.</p><h2>Startups scramble to stay connected with consumers</h2><p>Some are scrambling to find ways to keep connected with consumers even if they might not be in a buying mood. Baby food startup Tiny Organics, a Human Ventures portfolio company, is doubling down on the amount of online content it publishes, Hartnett said, in what she calls a shift to "direct to community."</p><p>Frida, which sells products for newborn babies and their parents, diversified its supply chain to avoid the issues that those reliant on Chinese manufacturers had when the coronavirus spread there and has been overstocking inventory in case of future workforce stoppages or mandatory quarantines.</p><p><a href="https://www.businessinsider.com/investor-advice-for-startups-during-coronavirus-outbreak-2020-3">VC investors are advising their portfolio companies on how navigate the challenge</a>. Hippeau said she was telling startups to conserve as much as possible. Jon Keidan, founder of Torch Capital, said that he was advising DTC companies to reduce salaries across the board to preserve people's jobs.</p><p>And some categories are seeing a boost. Companies that sell products for the home, online grocers and meal kits, stress relief, fitness and meditation companies, survival products and a toilet paper delivery service are doing well. </p><p>Bullish portfolio company Nom Nom, a dog food maker, "had three of their best days," Duda said. M13 portfolio company Daily Harvest Daily is having its biggest week ever, said M13 cofounder Courtney Reum.</p><p>But those may be the exceptions. Many DTC startups, which were the <a href="https://www.businessinsider.com/dtc-brands-are-chasing-profitability-over-market-share-says-iab-2019-11">big growth spot in consumer products</a>, now face a big reality check. <a href="https://www.businessinsider.com/investor-advice-for-startups-during-coronavirus-outbreak-2020-3"></a></p><p>"In general, we think that without true product differentiation or a unique distribution advantage, DTC has become a lot harder and the COVID-19 outbreak may make matters worse," Gupta said.</p>

'Businesses will shut down': The coronavirus threatens to crush direct-to-consumer businesses' wild growth

<ul class="summary-list"><li><keyword id="6386585" type="UNKNOWN" weightage="60" keywordseo="Barclays">Barclays</keyword> reported third-quarter profit of £610 million ($796 million), compared with forecasts for £201 million ($262 million) and versus a loss £292 million ($381 million) in Q3 2019.</li><li><keyword id="11101" type="COUNTRY" weightage="60" keywordseo="Britain">Britain</keyword>'s second-biggest lender set aside £608 million ($794 million) in the third quarter for bad loans, down from the £1.6 billion ($2.1 billion) in the previous quarter, thanks in part to an improvement in its <keyword id="6354868" type="COUNTRY" weightage="60" keywordseo="UK">UK</keyword> consumer business.</li><li>"We expect the impairment charge in the second half of the year to be materially lower than the first half," CEO Jess Staley said.</li></ul><p>Barclays reported a return to profit in the third quarter of the year on Friday, beating analyst expectations, after an improvement in its lending business allowed it to set aside less cash to deal with bad loans than it had earlier in the year. </p><p>Barclays recorded a profit of £610 million ($796 million) in the third quarter, up from a loss of £292 million ($381 million) in the third quarter of 2019 and above a consensus forecast compiled by the bank for a profit of £201 million ($262 million). </p><p>Britain's second-largest lender said it had set aside £4.3 billion ($5.6 billion) for bad loans. Barclays had already <a href="https://markets.businessinsider.com/news/stocks/barclays-h1-results-profits-drop-66-bank-sets-47-billion-2020-7-1029443434#">put aside £3.7 billion</a> ($4.83 billion) in the first half of this year and said added an additional £608 million in the third quarter, down from the £1.6 billion ($2.1 billion) it allocated in the second quarter of this year. </p><p>"Our impairment charges now total £4.3 billion ($5.61 billion), with an additional £608 million ($794 million) taken in Q3 20, a figure down 63% on the previous quarter," Barclays chief executive Jes Staley said in a <a href="https://home.barclays/investor-relations/reports-and-events/results/q3-2020-results/#ceoreview">statement</a>. "We expect the impairment charge in the second half of the year to be materially lower than the first half."</p><p>For the first nine months of the year, profits fell to £1.306 billion ($1.701 billion) from £1.78 billion in the same period in 2019, the bank said.</p><p>Barclays shares surged by as much as 7.9% to £1.124 in London, compared with a 3.1% gain in the broader European banking sector.</p><p><strong>Below are the key numbers for Barclays 3rd-quarter <keyword id="6357061" type="SPONSORED" weightage="60" keywordseo="earnings">earnings</keyword>:</strong></p><ul><li>Profit attributable to shareholders: £610 million ($796 million) compared with forecasts for £201 million ($262 million) and versus a loss £292 million ($381 million) in Q3 2019.</li><li>Profit after tax: £819 million ($1.069 billion) versus estimates for a profit of £419 million ($547 million) and with a loss of £23 million ($30 million) in Q3 2019.</li><li>Credit impairment charge: £608 million ($794 million), compared with £1.6 billion ($2.1 billion) in Q2.</li></ul><p>The UK economy has been one of the hardest hit in Europe by the pandemic, having suffered the highest death rate in the region so far and one of the worst losses in GDP, leaving <keyword id="6368751" type="UNKNOWN" weightage="60" keywordseo="banks">banks</keyword> to struggle with rising unemployment and corporate bankruptcies among their customers. </p><p>Barclays said its UK division had returned to profitability in the third quarter, with pre-tax profit £196 million ($255 million), as economic activity recovered from the spring low point and impairment charges reduced.</p><p>Income from the bank's investment banking division rose 24% to £9.8 billion ($12.7 billion) in the quarter, with <keyword id="31671" type="CITY" weightage="60" keywordseo="markets">markets</keyword> income up 52%. Pre-tax profit rose 25% to £3.2 billion ($4.2 billion), roundly beating expectations for profit of £580 million ($757 million). </p>

Barclays swings to profit with 3rd-quarter earnings, beating expectations as UK consumer business picks up

<p><div class="KonaFilter image-container display-table"><div><div class="image on-image"></div><p></p></div></div><span style="line-height: 1.5em;">Business Insider is hiring consumer tech reporters and editors to cover everything from apps to gadgets to video games to virtual reality to connected cars. And everything in between.</span></p><p>Sound like a cool job? Of course it does. You should totally apply if:</p><ul><li><span style="line-height: 1.5em;">You're obsessed with consumer technology and tech news.</span></li><li><span style="line-height: 1.5em;">You know how to make the crazy, fast-paced world of tech easy to understand for smart people who want to learn more about it.</span></li><li><span style="line-height: 1.5em;">You understand tech is more than what the latest smartphone can do. It touches every part of our lives from news to transportation to dating. You know how to explain and contextualize that for our large, eager audience.</span></li></ul><p>Want to apply? <a href="mailto:skovach@businessinsider.com">Shoot an email to Steve Kovach</a>, one of Business Insider's tech editors, with your resume, clips, and a few words about yourself.</p>

Business Insider is hiring consumer tech reporters and editors!

<ul class="summary-list"><li>Doug Herrington will replace <keyword id="12751515" type="UNKNOWN" weightage="60" keywordseo="dave-clark" source="Orion">Dave Clark</keyword> as CEO of Worldwide <keyword id="11893181" type="UNKNOWN" weightage="60" keywordseo="amazon" source="Orion">Amazon</keyword> Stores.</li><li>Herrington has been with Amazon for 17 years and is a "terrific inventor," Amazon's CEO wrote in a company-wide email.</li></ul><p>Amazon has named the replacement for one of its top lieutenants. </p><p>CEO <keyword id="11936944" type="UNKNOWN" weightage="60" keywordseo="andy-jassy" source="Orion">Andy Jassy</keyword> announced Tuesday that Doug Herrington will become the CEO of Worldwide Amazon Stores business, replacing the recently departed Dave Clark. Clark had served in the role — previously called CEO of Worldwide Consumer — until <a href="https://www.businessinsider.com/amazon-consumer-ceo-dave-clark-resigns-2022-6">he resigned on June 3</a>. </p><p>Jassy wrote in an email to employees that Herrington has been with Amazon for 17 years and "is a builder of great teams." </p><p>"He's also a terrific inventor for customers, thinks big, has thoughtful vision around how category management and ops can work well together, is a unifier, is highly curious, and an avid learner," Jassy wrote. </p><p>Herrington now oversees the divisions Amazon customers interact with most, including physical stores, online <keyword id="11893588" type="UNKNOWN" weightage="100" keywordseo="retail" source="Orion">retail</keyword>, and delivery operations.</p><p>Herrington steps into a role that changed hands multiple times over the past few years. Clark, who joined Amazon in 1999, had only assumed the consumer CEO role in January 2021 after <a href="https://www.businessinsider.com/jeff-wilke-amazon-consumer-chief-leaving-early-2021-2020-8">another longtime exec, Jeff Wilke, stepped down</a>.</p><p>But Clark's tenure was marred by multiple missteps, including overexpansion and over-staffing at Amazon fulfillment centers, mounting costs, and failing to stop union progress, <a href="https://www.businessinsider.com/amazon-consumer-ceo-dave-clark-resigns-missteps-2022-6">current and former employees recently told Insider</a>. Those company insiders also said that Clark's relationship with Jassy had become tense due to what they described as Jassy's penchant for micro-managing, as well as his bias toward AWS, the division he used to lead. </p><p>With Herrington's appointment to Clark's former role, he will report directly to Jassy and become one of Amazon's most powerful executives.</p><p>"This is a very strong and experienced leadership team," Jassy wrote in the email. "I remain very optimistic about our Stores business, and believe we're still in the early days of what's possible."</p>

Amazon reveals new CEO of consumer business to replace Dave Clark

<p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span>REUTERS/Thomas Peter</span></p><p class="caption">A man looks at television sets by Japanese firm Panasonic at an electronics retailer in Tokyo June 10, 2015.</p></div><p></p></div></div></p><p>In the United States, Japanese giant Panasonic is best known for its televisions, like the plasma TV sets that were popular a decade ago and the more recent 4K super high-definition sets.</p><p>But Panasonic is primarily an <keyword id="6356323" type="UNKNOWN" weightage="100" keywordseo="Enterprise">enterprise</keyword> company. And starting this year at the Consumer Electronics Show, it's going to start talking about it.</p><p>Peter Fannon, the company's VP of corporate and government affairs, told Business Insider that 70% of the company's revenue worldwide - and 80% of it in the United States - comes from selling products to businesses, rather than consumers. </p><p>For instance, Panasonic makes the battery technology used by nearly every major hybrid and electric car, including the Toyota Prius and all of Tesla's vehicles, and it's one of Tesla's biggest partners in its forthcoming Gigafactory in Nevada. It makes huge-scale audio/video equipment for sports stadiums and arenas, and recently won a big contract to provide the gigantic scoreboard that will be in the new Atlanta Braves baseball stadium. It sells body cameras to police forces. It builds materials used in airplanes. It's partnering with the city of Denver to create an entire new "smart city" - a mixed-use office park/residential city that will make extensive use of solar power. (It already has several up and running in Japan.)</p><p>And at CES, it's announcing a new disc-based technology called FreezeRay, a successor to the Blu-ray technology Panasonic helped invent with Sony and a host of other companies, which will store 100GB per disc, and which Facebook will use to archive terabytes of data (the "Freeze" part refers to putting data in deep storage - it's meant for data that does not need to be accessed quickly, unlike, say, the data stored in a database running in flash memory).</p><p><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>iStock</span></p><p class="caption">A gigantic Panasonic LED screen.</p></div><p></p></div></div></p><p>Overall, Panasonic intends to grow its revenue from about $65 billion a year today to more than $73 billion by March 2019, the fiscal year that will cap the company's 100th anniversary. (Panasonic used to be known in Japan as Matsushita, but adopted the name of its American subsidiary in 2008.)</p><p>The only way it will get there, according to Fannon, is by focusing on its core enterprise business, then growing that business organically and through smart acquisitions.</p><p>That's why the Panasonic booth at CES this year will be different than in past years. Instead of being packed primarily with TVs, camcorders, and stereo gear, this year's booth will be arranged like a "physical rendition of a smart city," Fannon told us. The biggest part of it will mimic a solar-powered smart home with connected devices, while other parts will feature mobile solutions like hybrid cars and the devices used in them, and the company's professional A/V solutions for stadiums. </p><p>Fannon insists that Panasonic's focus on the enterprise does not mean it's getting out of the consumer electronics business, unlike companies like IBM (which sold its PC business to Lenovo a decade ago) or General Electric (which got rid of its appliance and TV businesses.)</p><p>The reason? Panasonic looks to its consumer business to inform its enterprise business.</p><p>"Those businesses are fundamental to Panasonic's ability to understand what consumers want, where we think they're going," he says. "That helps us sell to businesses."</p>    <div class="margin-top">        <h3>NOW WATCH: <a href="http://www.businessinsider.com/faraday-future-first-car-ffzero1-f-f-zero-0-one-1-batmobile-tesla-rival-2016-1">Tesla's rival just unveiled its first car -&#xa0;and it looks like a futuristic Batmobile</a></h3>        <div>            <div>        <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="1tNTkwMDE6Dnj5rVvQjupmlKl3CjKnMe" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div>        </div>        </div>            </div>

Panasonic is majorly shifting gears and will start focusing on businesses instead of consumers

<p><span data-term="goog_1140638450"><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Manuel Balce Ceneta/AP</span></p><p class="caption">President Donald Trump</p></div><p></p></div></div></span></p><ul><li><strong>President Donald Trump's planned tariffs on aluminum and steel is bad news for pretty much everyone in the US.</strong></li><li><strong>It will even hurt the manufacturing industry Trump thinks he is protecting.</strong></li></ul><p><span data-term="goog_1140638450">On Thursday</span>, President Donald Trump <a href="http://www.businessinsider.com/trump-tariffs-taxes-on-imports-of-steel-aluminum-could-be-trade-war-2018-3" target="_blank" rel="noopener">announced that he would soon announce</a> protective tariffs on metals - 25% on imported steel and 10% on imported aluminum.</p><p><span>He brought a whole bunch of steel and aluminum executives to the White House for the announcement, and I'm sure they were happy, because this tariff is going to protect them from foreign competition and allow them to charge them higher prices.</span></p><p>Unfortunately, this policy is bad news for virtually everyone else in the US. It's even bad news for the manufacturing sector that Trump thinks he is protecting.</p><p><span>Despite the myth that US manufacturing is in decline - and despite the very real decline in manufacturing </span><em>employment </em><span>- US industrial </span>output is<span> </span><a href="http://www.pewresearch.org/fact-tank/2017/07/25/most-americans-unaware-that-as-u-s-manufacturing-jobs-have-disappeared-output-has-grown/" target="_blank" rel="noopener" data-saferedirecturl="https://www.google.com/url?hl=en&amp;q=http://www.pewresearch.org/fact-tank/2017/07/25/most-americans-unaware-that-as-u-s-manufacturing-jobs-have-disappeared-output-has-grown/&amp;source=gmail&amp;ust=1520017360244000&amp;usg=AFQjCNEfWXahV9V_S2ImG7ebGs0GNYSJ1w">nearly double what it was 30 years ago</a>. Very often, American manufacturers are in the business of making things out of steel and aluminum.</p><p>Metal tariffs will hurt American manufacturers that use steel and aluminum by raising their cost for inputs. That will discourage investment and growth, reducing both corporate profits and job creation.</p><p>And what if you're a consumer who buys things made out of steel and aluminum - cars, appliances, <a href="http://www.businessinsider.com/beer-price-after-trump-aluminum-tariff-2018-2" target="_blank" rel="noopener">canned beer</a>? This policy is going to make you poorer. It will make prices higher, and you won't get an offsetting wage increase unless you happen to work in steel manufacturing, which you probably do not.</p><p>Those problems are all before we even consider the possible effects of retaliatory trade actions - other countries may raise their own tariffs on American exports, which would cost jobs here.</p><p>This policy is bad for US business as a whole, which is why its announcement caused stock prices to fall - except steel and aluminum stocks, which went up.</p><p>And while the stock market is not the economy, this is one policy where the negative effect on expected corporate profits comes with no silver lining for consumers and workers.</p><p>Stock investors fear these tariffs because they expect companies' costs to go up, and because they are worried that retaliatory tariffs will cause American firms to lose access to foreign markets. To ordinary workers and consumers, those effects will tend to mean higher prices and fewer jobs.</p><p>It's a lose, lose policy - unless you own or work in a steel mill. Steel executives are smiling. You shouldn't be.</p>    <div class="margin-top">        <h3>NOW WATCH: <a href="http://www.businessinsider.com/we-tried-mcdonalds-in-italy-fast-food-parmesan-snack-mozzarella-bites-2018-2">We went to a McDonald's in Italy - here are all the items you can only get there</a></h3>        <div>                    </div>    </div>

Trump's massive new tariffs will hurt US businesses and consumers

<p style="font-weight: 400;"><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Courtesy Jay Friedman</span></p><p class="caption">Jay Friedman of Goodway Group.</p></div><p></p></div></div></p><ul class="summary-list"><li style="font-weight: 400;"><strong>Jay Friedman is president of Goodway Group.</strong></li><li style="font-weight: 400;"><strong>In this op-ed, he explains why a self-regulated Google - rather than government intervention - is better for both business and consumers.</strong></li><li style="font-weight: 400;"><strong>Government regulation meant to deflate the monopoly could have the unintended consequence of derailing future innovations, meaning everyone loses.</strong></li></ul><p style="font-weight: 400;">It's been suggested plenty of times, but Elizabeth Warren<span> </span><a href="https://medium.com/@teamwarren/heres-how-we-can-break-up-big-tech-9ad9e0da324c" data-saferedirecturl="https://www.google.com/url?q=https://medium.com/@teamwarren/heres-how-we-can-break-up-big-tech-9ad9e0da324c&amp;source=gmail&amp;ust=1552752123856000&amp;usg=AFQjCNHEP6ZOnPxCAa76N-xiv7Wy4RBYmQ">officially fired the first shot</a><span> </span>in what looks to be a sure path toward anti-trust proceedings against America's largest tech companies, Amazon, Facebook, and Google. I'm sure there were plenty of cheers for Warren's position, but a self-regulated Google is better for business and consumers.</p><p style="font-weight: 400;">Consumers have benefitted greatly from Google's many innovations in mapping, communications, and discovery.<span> </span>But Google has work to do to convince businesses and consumers that its innovations will be used within the guardrails of anti-trust without government intervention. Here are four ways I believe Google can self-regulate their business that will ultimately provide a better benefit to businesses and consumers alike than if the government stepped in.</p><h2 style="font-weight: 400;"><strong>Create hard walls to limit data sharing</strong></h2><p style="font-weight: 400;">Google's big advantage is the ability to amass data from such a wide range of products - Google Search, Google Maps, Android, Nest, Google Home, and<span> </span><a href="https://en.wikipedia.org/wiki/List_of_Google_products" data-saferedirecturl="https://www.google.com/url?q=https://en.wikipedia.org/wiki/List_of_Google_products&amp;source=gmail&amp;ust=1552752123856000&amp;usg=AFQjCNGdHwtB56oaoThr9zaZ0JZw7GnaZA">many more</a>. But as privacy concerns grow stronger, Google should eliminate data sharing between these businesses. This self-imposed hard wall would renew trust among consumers and allow Google to own all its entities.</p><p style="font-weight: 400;">A government breakup of Google would open the doors for more competition in the space, but at what cost to innovation? Google has built amazing technology in Google Assistant, Google Translate, and many more, which are valuable advancements to the tech industry and our society. The innovation isn't slowing down, either, as Google has announced<span> </span><a href="https://ai.googleblog.com/2018/05/duplex-ai-system-for-natural-conversation.html" data-saferedirecturl="https://www.google.com/url?q=https://ai.googleblog.com/2018/05/duplex-ai-system-for-natural-conversation.html&amp;source=gmail&amp;ust=1552752123856000&amp;usg=AFQjCNHkWRoaNl5U-eBED_JmonHPz9W-sw">one innovation</a><span> </span>after<span> </span><a href="https://support.google.com/phoneapp/answer/9118387?hl=en" data-saferedirecturl="https://www.google.com/url?q=https://support.google.com/phoneapp/answer/9118387?hl%3Den&amp;source=gmail&amp;ust=1552752123856000&amp;usg=AFQjCNH1LJ4AMUHnnG6Ty-Cw8F33F_E_Lw">another</a>. None of this would be possible without revenue from its highly profitable search business.</p><h2 style="font-weight: 400;"><strong>Make all products available in all channels</strong></h2><p style="font-weight: 400;">Google largely does a good job of this. Many Google apps are available on Apple, for example. But Google would do well to set a permanent policy of "no retaliation" when blocked by competitors. YouTube is better when it can be enjoyed by consumers on all devices, including Alexa, even if Amazon is blocking Google in other areas.</p><h2 style="font-weight: 400;"><strong>Enable Google ad product availability across all platforms</strong></h2><p style="font-weight: 400;">A marketer who wants to buy ads on Business Insider can do so through several software platforms. YouTube, however, can only be bought through Google's DV360. Google's entertainment division, if separate, would want to sell its ads on as many platforms as possible. The entertainment division doesn't need to be separate for businesses to benefit, though. By making Google's inventory, ad exchange, and ad units available in any tool, Google remains open to competition, which is good for advertisers wanting to buy ads on YouTube.</p><h2 style="font-weight: 400;"><strong>Improve <keyword id="35666" type="COMPANY" weightage="100" keywordseo="advertising">advertising</keyword> pricing transparency</strong></h2><p style="font-weight: 400;">The algorithm that determines the cost of an ad spot is complex, but even some visibility into winning and losing bid ranges would provide marketers with great data to make their campaigns even more relevant for consumers. Similarly, the<span> </span><a href="https://www.businessinsider.com/unilever-is-working-towards-cross-platform-measurement-2019-2" data-saferedirecturl="https://www.google.com/url?q=https://www.businessinsider.com/unilever-is-working-towards-cross-platform-measurement-2019-2&amp;source=gmail&amp;ust=1552752123856000&amp;usg=AFQjCNEl5zstl6IQ1wRTlGLBPFlVo4WCag">drum of "transparency"</a><span> </span>has been incessant from the<span> </span><a href="https://www.businessinsider.com/two-of-the-worlds-biggest-brands-are-cutting-back-on-on-digital-ads-2017-6" data-saferedirecturl="https://www.google.com/url?q=https://www.businessinsider.com/two-of-the-worlds-biggest-brands-are-cutting-back-on-on-digital-ads-2017-6&amp;source=gmail&amp;ust=1552752123856000&amp;usg=AFQjCNFltDwUUfSYRy8wXsffmfkTwNbdCg">world's largest marketers</a>. With its size, Google could provide full transparency for marketers into the pricing of its buy-side<span> </span><em>and</em><span> </span>sell-side technologies and be the first to show marketers how efficient it can be to buy through a single system.</p><p style="font-weight: 400;">Google has created significant advancements to our society and can continue to do so. Government regulation meant to deflate the monopoly could have the unintended consequence of derailing future innovations, meaning everyone loses. Instead, Google can beat them to the punch with thoughtful self-regulations that may limit short-term gains but preserve its interconnected companies and resources for the long term.</p><p class="tagline">Get the latest Google stock price<a href="http://markets.businessinsider.com/stock/GOOG-Quote"> here.</a></p>    <div class="margin-top">        <h3>NOW WATCH: <a href="https://www.businessinsider.com/elon-musk-tesla-roadster-space-spacex-orbit-2019-2">Elon Musk sent a $100K Tesla Roadster to space a year ago. It has now traveled farther than any other car in history.</a></h3>        <div>                    </div>    </div>

This is why a self-regulated Google is better for business and for the consumer

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These 5 factors are transforming the payments experience for both consumers and businesses

Drug firm <keyword id="1055917" type="General" weightage="100" keywordseo="Sanofi-India" source="Orion">Sanofi India</keyword> on Wednesday said its board has approved the demerger of its consumer healthcare business into a separate entity. The company's board has approved the Scheme of Arrangement between <keyword id="14574416" type="DOMAIN" weightage="20" keywordseo="sanofi-india-ltd" botkeyword="" source="ET" sourcekeytype="COMPANY" meta.keywordsubtype="EQ" meta.aliasname="sanofi india ltd" meta.entityname="Sanofi India Ltd." meta.entityid="13607" meta.seoname="sanofi-india-ltd">Sanofi India Ltd</keyword> (<keyword id="14364443" type="DOMAIN" weightage="20" keywordseo="sil" botkeyword="" source="ET" sourcekeytype="COMPANY" meta.keywordsubtype="EQ" meta.aliasname="sil" meta.entityname="SIL Business Enterprises Ltd." meta.entityid="6832" meta.seoname="sil-business-enterprises-ltd">SIL</keyword>) and its wholly-owned subsidiary <keyword id="17375362" type="General" weightage="50" keywordseo="sanofi-consumer-healthcare-india-ltd" source="Orion">Sanofi Consumer Healthcare India Ltd</keyword> (<keyword id="280623" type="General" weightage="80" keywordseo="schil" source="Orion">SCHIL</keyword>), the drug maker said in a statement. <br /><br /> The initiative is to demerge SIL's consumer healthcare business into a legal entity, SCHIL, subject to approval by shareholders and regulators, it added. <br /><br /> This decision will open new gates for the <keyword id="3658" type="General" weightage="80" keywordseo="india" source="Orion">India</keyword> business and employees in a value-driven move to accelerate growth for both the pharmaceuticals business (SIL) and consumer healthcare business (SCHIL) in India, the drug maker said. <br /><br /> Upon completion of the proposed demerger, Sanofi will continue to own 60.4 per cent stake in both entities and SIL shareholders will receive 1:1 SCHIL equity share of Rs 10 each, for each equity share owned. <br /><br /> "This is a momentous opportunity as it will allow Sanofi to unlock and maximise its business potential in both pharmaceuticals and consumer healthcare, with the right assets, structure, and strategy," <keyword id="12396321" type="DOMAIN" weightage="20" keywordseo="sanofi-india" botkeyword="" source="ET" sourcekeytype="COMPANY" meta.keywordsubtype="EQ" meta.aliasname="sanofi india" meta.entityname="Sanofi India Ltd." meta.entityid="13607" meta.seoname="sanofi-india-ltd">Sanofi India</keyword> Managing Director Rodolfo <keyword id="17375363" type="General" weightage="50" keywordseo="hrosz" source="Orion">Hrosz</keyword> said. <br /><br /> The pharmaceuticals business will focus on its long-term success factors, expanding its portfolio of life-changing treatments available in India, and accelerating its digital transformation to improve the lives of patients in India, he added. <br /><br /> The proposed consumer healthcare business would focus on consumer-centric strategies and best-in-class digital and ecommerce capabilities, Hrosz said <br /><br /> Sanofi's consumer healthcare business' annual turnover for FY2022 stood at Rs 730 crore. <br /><br /> The company's top consumer healthcare brands include Allegra, DePURA, Avil, and Combiflam. <br /><br /> SCHIL is expected to be fully operational by the second half of 2024, subject to necessary approvals. <br /><br /> "The proposed demerger will help both entities build a sustainable growth model. Today, Sanofi is in a strengthened position in India, allowing us to deliver better value to our shareholders and other stakeholders," SIL Chairman of the Board Aditya Narayan said. <br /><br /> Other businesses of Sanofi in India, such as vaccines and clinical studies are not part of SIL and hence, are not impacted by this announcement, the company stated.<br /><br /><strong>SEE ALSO:<br /><a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/science/health/news/new-ai-powered-breathalyser-can-sniff-out-covid-in-real-time/articleshow/100129936.cms">New AI-powered breathalyser can 'sniff out' Covid in real-time</a><br /></strong><a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/smbc-aviation-capital-moves-nclat-challenging-nclt-order-allowing-insolvency-go-first/articleshow/100129929.cms"><strong>SMBC Aviation Capital moves NCLAT challenging NCLT order allowing insolvency Go First</strong></a><br />

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