The minister’s criticism against Netflix also focused on its content.Hung said some of its shows feature “violence, use of drugs, and pornography,” violating censorship laws that govern Vietnam’s tightly controlled film industry. He also specifically singled out a Vietnam War documentary for its “wrong reflection of history”. Separately, in 2017 Netflix removed the Stanley Kubrick classic Full Metal Jacket from its catalogue after a request from the government. Vietnam is hoping to build a reputation as a Southeast Asian hub for fintech, but is hampered by draconian laws governing media and digital spaces. Netflix’s run-in with the Vietnamese authorities comes amid growing concern in countries around the world about taxes paid, or not, by US tech giants. Amazon, Google, and Facebook have all come under fire for paying seemingly negligible tax on huge revenues.Earlier this month, Spain said it is preparing legislation that would impose a five percent tax on platforms such Netflix, with the aim of using the funds to boost domestic film production.Apple has not yet responded to a request for comment. Which is the best TV under Rs. 25,000? We discussed this on Orbital, our weekly technology podcast, which you can subscribe to via Apple Podcasts, Google Podcasts, or RSS, download the episode, or just hit the play button below. Netflix insisted Wednesday it was prepared to pay tax in Vietnam after a government minister accused the streaming giant of dodging its obligations to the communist nation.The information minister this week singled out Netflix and newcomer Apple TV for not paying tax, saying foreign platforms earn an estimated $44 million (roughly Rs. 300 crores) a year in revenues from a skyrocketing subscriber base across Vietnam.- Advertisement – “However today such a mechanism does not exist.”The streaming juggernaut’s entry into Southeast Asia has had a major impact on viewing habits. The massive popularity of the service has pushed Netflix to invest in locally produced shows and films, such as Vietnamese martial arts movie “Furie”.- Advertisement – “Some cross-border platforms have neither paid taxes nor operated in accordance with the laws, creating unfair competition,” Nguyen Manh Hung told Vietnam’s national assembly Tuesday.But a Netflix spokesperson told AFP the company complies with relevant Vietnamese laws and is in talks with authorities on the issue. “We are supportive of the implementation of a mechanism that will make it possible for foreign service providers like Netflix to collect and remit taxes in Vietnam,” they said in a statement. – Advertisement – – Advertisement –
The company will focus spending on building a new piping system for the 50-year-old Rokan Block in Riau and on exploiting the oil-rich Pangkah Block in East Java.PGN’s parent company, state-owned oil and gas company Pertamina, ordered the new piping system prior to taking over Indonesia’s second-most productive oil block from United States-based Chevron next year.Meanwhile, PGN’s upstream subsidiary, PT Saka Energi Indonesia, is the sole operator of the Pangkah Block that produced 3,024 barrels of oil per day in the first quarter, making it the company’s most productive oil block.Company cash reserves stood at $1.35 billion in March, up 29.3 percent from December 2019, according to PGN’s latest available financial report.Even though oil prices have rebounded since March, analysts expect the international oil price benchmark Brent to remain below $50 per barrel, lower than last year’s average.PGN saw its net profit fall by 31.8 percent year-on-year to $56.48 million in the Jan-March period this year, the report also shows.Topics : Gas distributor PT Perusahaan Gas Negara (PGN) is looking to cancel most of its capital expenditure planned for this year to secure its cash flow amid weak global oil prices.The publicly listed company has asked its board of commissioners for permission to only disburse between 40 and 44 percent of the initially budgeted US$705 million in capital expenditure for this year, according to PGN finance director Arie Nobelta Kaban.“We will prioritize [spending] on projects that will generate short-term revenue,” he told the press on Friday, estimating that 10 percent of the budget has been disbursed as of June.
(CMC) – MIDFIELDER Reggie Lambe, a former Bermuda captain, is looking for a new club after being released by English League Two club Cambridge United.Lambe, 29, who joined Cambridge in 2018 on a two-year deal, is one of nine out-of-contract players being released at Abbey Stadium this summer.Lambe joined Cambridge after two seasons at Carlisle United following two seasons at League Two rivals Mansfield Town.Earlier, Lambe had spells with Ipswich Town, now an English League One side, where he began his professional career, and in Toronto’s Major League Soccer and Nykopings in the third tier of Swedish football.Meanwhile, fellow Bermudian Jonté Smith’s future at League Two outfit Cheltenham Town is also up in the air.Smith, a 25-year-old striker, will be a free agent from June 30.Manager Michael Duff said he was currently “not in a position” to offer new deals to the club’s 11 out-of-contract players, including Smith, the son of former Bermuda national cricket coach Clay Smith.Duff said: “I don’t know what my budget will be or what division we will be in so I am not in a position to offer people anything.“I feel for the players as they want to know.”League Two clubs have unanimously expressed their wish to end the regular season with nine or 10 matches left owing to the coronavirus pandemic. Cambridge United were in 16th place.But Cheltenham, Northampton Town, Exeter City and Colchester United are still in line for a place in League One as the English Football League still hopes to stage the regular end-of-season play-offs.The semi-finals are planned to take place behind closed doors over two legs at the clubs’ grounds with a final to follow.Crewe Alexandra, Swindon Town and Plymouth Argyle filled the top three spots when play was halted and are expected to win automatic promotion to League One.
Manager Arsene Wenger says injuries may force him to look at signing someone in January. Arsenal’s injury problems continue to get worse – as they could be without Aaron Ramsey for a number of weeks with a hamstring problem.Defender Laurent Koscielny is also a concern – as the Achilles injury he’s only just returned from hasn’t fully healed – and now he also has a calf problem.They’ll both miss tomorrow’s game against Newcastle.
WATCH US LIVE First Published: 19th August, 2020 07:58 IST Associated Press Television News Last Updated: 19th August, 2020 07:58 IST Astros Top Rockies 2-1 In 11; Greinke, Senzatela Fine Thru 9 Myles Straw’s RBI single with one out in the 11th inning lifted the Houston Astros over the Colorado Rockies 2-1 on Tuesday, extending their winning streak to a season-high six games Written By SUBSCRIBE TO US COMMENT LIVE TV Myles Straw’s RBI single with one out in the 11th inning lifted the Houston Astros over the Colorado Rockies 2-1 on Tuesday, extending their winning streak to a season-high six games.The back-and-forth finish came after the teams were scoreless going into extra innings, highlighted by splendid performances from starters Zack Greinke and Antonio Senzatela.The right-handers had nearly identical lines: They both went eight innings, allowed just three singles and walked none. Greinke struck out seven for Houston, one more than Senzatela.After both teams scored in the 10th, Abraham Toro started Houston’s 11th on second base and the Rockies intentionally walked pinch-hitter Carlos Correa. A sacrifice bunt by pinch-hitter Garrett Stubbs moved up the runners and Straw singled to left field off Jairo Díaz (0-1).Andre Scrubb (1-0) walked one in a scoreless 11th for the win.The Astros wrapped up a 7-1 homestand after losing five in a row. The Rockies have dropped five of their last six.Raimel Tapia hit an RBI single with two outs in the 10th to put Colorado up 1-0. A sacrifice fly by Kyle Tucker scored Alex Bregman and tied it in the bottom of the 10th.The eight innings matched a career high for Senzatela, who last got through eight on May 26, 2017, against St. Louis. And he’s just the third pitcher in Rockies history to pitch eight or more scoreless innings and not get a win.Enoli Paredes struck out two in the ninth for Houston and Daniel Bard struck out one in the ninth to send it to the 10th.Greinke allowed two singles in the first inning and Charlie Blackmon singled to start the fourth, but still faced the minimum in that inning after Nolan Arenado grounded into a double play.Grienke didn’t allow a baserunner after that, sailing through the next four innings with the help of several groundouts. He finished his outing strong when Tapia grounded out to start the eighth before Greinke struck out Ryan McMahon and Sam Hilliard on just seven pitches to end his day.Senzatela didn’t allow a hit until a single by Bregman with two outs in the fourth inning. Yuli Gurriel followed with a single, but Tucker grounded into a forceout to end the inning.The Astros got a single from Straw with one out in the sixth and he stole second base. But he was left stranded when Senzatela retired Josh Reddick and Bregman to end the inning.That was the first of eight straight batters Senzatela retired to wrap up his outing.TRAINER’S ROOMRockies: CF David Dahl was scratched from Tuesday’s lineup because of tightness in his lower back. He was replaced Hilliard.Astros: Houston placed DH Yordan Alvarez on the injured list with right knee discomfort retroactive to Sunday. Alvarez, last year’s AL Rookie of the Year, missed the beginning of the season after being diagnosed with COVID-19 and played just two games before he was shelved again because of the knee problem. … OF George Springer was scratched from Tuesday’s lineup because of soreness in his right wrist. Springer was injured sliding on Monday night. … Manager Dusty Baker said Tuesday that right-hander Justin Verlander played catch on Monday for the first time since he was injured and felt good. Verlander has been on the injured list since July 25 with a strained right forearm.UP NEXTHouston’s Framber Valdez (1-2, 1.90) opposes Ryan Castellani (0-0, 1.04) when this series moves to Denver for two games starting on Wednesday night.Image credits: AP FOLLOW US
(The Associated Press contributed to this report) WASHINGTON — A judge has temporarily halted plans to execute a north-central Iowa drug kingpin for the 1993 murders of three witnesses and two children.Dustin Honken of Britt was convicted of the July 1993 murders of 34-year-old Greg Nicholson, 31-year-old Lori Duncan, as well as Duncan’s two children, 10-year-old Kandace and six-year-old Amber, at Duncan’s Mason City home. Honken was also convicted of murdering another informant, 32-year-old Terry DeGeus, four months later. Their five bodies were found buried in a field southwest of Mason City in the fall of 2000. Honken was one of the Midwest’s early large-scale producers of methamphetamine and was sentenced in 1997 to a 27-year term for making and distributing drugs.Honken’s girlfriend Angela Johnson was also convicted in connection with the murders and was sentenced to death, but her punishment was reduced to life in prison in 2014.US Attorney General William Barr announced in July that he had directed the Federal Bureau of Prisons to clear the way to resume capital punishment after a nearly two decade lapse. Honken was scheduled to be executed on January 15th at the federal prison in Terre Haute Indiana.U.S. District Judge Tanya Chutkan put the cases of Honken and four others on ice while the challenge plays out. She said in a Wednesday evening ruling that the public is not served by “short-circuiting” legitimate judicial process. Barr told the Associated Press on Thursday that he would take the issue all the way to the US Supreme Court if necessary.
Scaling a sales organization is both exciting and a little terrifying. Having been in sales for thirty-eight years, I know there’s a lot on the line, and a lot of things that can go wrong if you don’t know what you’re doing. There are a lot of moving parts to manage and, if your company has hit a growth spurt, timing is of the essence.As part of our recent Go-to-Market Forum, I had the opportunity to sit down with sales leader, Mike McGuinness, and pick his brain about his best advice for successfully scaling enterprise sales organizations. Mike was the first sales person at PTC and ran that company’s sales organization between ’94 and ’97 during which time the company grew from $250 million to $750 million. Later he helped Sophos grow from $200 million to $400 million.Today, Mike is at Veracode, which was recently acquired by CA Technologies. The following is an inside look into our conversation about some of the key lessons he’s learned from these experiences.What’s your process for hiring a lot of people to scale an organization?First, define a hiring process focused on finding strong candidates fast and ensure everyone in your organization understands your expectations of velocity and quality.Often, it’s not until the end of the process that companies ask a candidate to demonstrate their ability to sell something. An example of a process change that accelerates hiring and reduces mistakes is to flip that around and put that role playing at the start. Do the screen and then jump right into the role play. This avoids everyone getting super enthusiastic about a candidate only to find out at the end that they don’t have the sales skills you need.If you are hiring for an entry level job, and the person you’re interviewing doesn’t have much experience, you need to find ways to assess how they’ve demonstrated success in the past. At PTC, we were famed for asking people their SAT scores. It may seem silly, but it put them in a challenging situation and either let them lean in with a score they thought was strong or forced them to defend their candidacy despite one they weren’t so proud of. Many companies look for collegiate athletes when hiring salespeople because it’s easy to see levels of success and competitiveness, but achievement in any area of focus works too: academics music, arts, chess, debate, etc.How do you think about hiring for culture fit vs. focusing only on skillset?Obviously, you must understand what the culture is (easier said than done). Then you need to develop a line of questioning and/or background queries — that will help confirm or deny that a person fits the culture. You also want to think about how to evolve your culture. How will a candidate bring a diverse perspective or experience?I like promoting from within, but I also like adding people from the outside. I feel like a 70:30 mix is good. Promoting from within creates a culture of ambition and meritocracy, while hiring from outside helps expand your culture.Throughout all of this, you have to pay attention to the fact that culture is a living, breathing thing. It can’t change overnight.How do you manage year-to-year territory adjustments as your company grows?A key thing for me when you’re building an organization is to avoid pandering to your early stars within the company. Too many times, I’ve come into a company and learned that all the good accounts are with a handful of people, and the new hires are left to survive with no momentum.As a company grows, chances are your territories are going to get smaller, and you’re going to need to reset the playing field each year so new hires will have equal opportunity. Eventually, people will catch on that if their territories are getting bigger, that’s bad. They will understand that smaller territories are how the company scales and how we all become more successful.Building on Mike’s advice, I also believe it’s important to treat everyone in your organization the same. If you treat people inconsistently, they will figure out how to take advantage of that. You need to be able to explain why you make certain decisions so that people understand the process and know that it’s fair.How do you design a successful onboarding process?It’s an issue of expectations – theirs and yours – and it all gets back to data. You have to make sure you have data that supports the expectations of the ramp a person has to go through. If you expect someone to make quota in three months when the data shows a consistent six-month ramp, you’re setting that person up for failure.Ultimately, it comes down to looking backwards: What does it take for a competent person to succeed and what are the milestones they’re hitting? Then, you put a ramp in place so a person feels like they’re succeeding. Maybe, instead of all revenue-based objectives, you include some training and ramping or pipeline-building objectives to help people cross the chasm from newbie to being able to see the light at the end of the tunnel.It’s also important to develop a common sales methodology and terminology to use across the organization and make that available as part of your onboarding process. Additionally, curating your sales content is critical. This is a challenging full-time job, but it’s a critical part of scaling. However, you want new hires to be impressed to have so much information at their fingertips, this will help them minimize the time they need to ramp. So, start your onboarding process early, take it seriously, curate your content and keep evolving the process.How do you incorporate sales skills development into the onboarding process?This is less about sales onboarding than an everyday approach to answering specific questions about the company and products. How do you describe the value drivers that make customers buy? This is a companywide question that permeates your go-to-market messaging. It plays a role during the onboarding process but it doesn’t end there. It never ends. It should be the subject of ongoing training sessions and role playing exercises at team meetings.When you’re on the phone with a new prospect, which discovery questions will open the customer to you and give them an epiphany about how your solution can help solve their problem? This is a skill that develops over time and the whole company needs to be talking in those terms.It’s not rocket science but it’s work. For any sales process there’s a discovery and demonstration phase, a validation phase, a justification phase and so forth. Understand the process and define the conversation you want your people to have with the customer based on what’s worked in the past. Then train on it over and over. And remember this is always evolving.How do you build next year’s model?Again, historical, factual data is what works. If you’re a really early-stage company without much data, you can use benchmarks from companies like yours who do have data.Once you have the data, approach planning with a realistic set of expectations. For example, a sales rep’s performance is driven by the number of transactions they can do in a period and the ASP of those transactions. If your plan is to increase either of those dramatically without a clear good reason (i.e. you acquired a new set of products) then you may be building a plan to defy gravity. If you have the information about your business and historic billings per quota month and it’s $50K, don’t plan for $75K in the following year unless you have a real, data-driven reason for it to increase by 50%.You can look for a 10% productivity improvement, but even there you need to know what you’re going to do to drive that improvement. Are you going to train your salespeople in a different way, come out with a new module, or market in a different way?Also, stretch plans are often seen as ways to inspire people to work harder. There’s a popular misconception that once salespeople hit plan, they take the rest of the year off. That couldn’t be further from the truth. I find that when they exceed plan and hit accelerators, they work harder and you get the added cultural benefit of people winning. It may not be everybody, but when a good percentage of people are winning, the energy feeds off itself and the company roars into the next year. Build your plan based on historical facts and if you overachieve, celebrate!At what point do you think about specializing in certain industries?Of course, you use data again. I’m a big fan of density over specialization. I’d rather have five people doing the same thing in a regional office than have one person be the banking person and one person be the healthcare and one the retail person. I hate the idea of three people running into each other at an airport because they each had a meeting with one account in the region.The time to start layering in specialization is when you’ve reached saturation and can’t fit any more people in geographically. If you have twenty people in a Boston office, for instance, you might then think about breaking it into banking, retail, and healthcare sectors.How do you align sales with marketing to get optimal productivity and efficiency while you’re scaling the business?Have one funnel. Instead of having a marketing funnel and a sales funnel, have everybody looking at what your conversion rates are at each stage on the way to a close. Look at a single funnel and do the analysis to see how you can crank things up or change something so the outcome is better.Have some sales advice we didn’t touch on in our interview? Leave it in the comments below.AddThis Sharing ButtonsShare to FacebookFacebookShare to TwitterTwitterShare to PrintPrintShare to EmailEmailShare to MoreAddThis4