The Information : Why Netflix Will Lose in Sports

Why Netflix Will Lose in Sports

Netflix shareholders may be a happy bunch right now, after the bonanza year the video-streaming stock has enjoyed. Though its revenue is growing at a decent but unspectacular clip—15% in the third quarter—its shares have so far risen 87% this year to above $900 a share. Since their low point in mid-2022, during a freakout about Netflix’s subscriber stall, the stock has soared more than 440%. Given how badly every other streamer is doing, investors seem to regard Netflix as the only streaming stock worth buying.

Shareholders shouldn’t get too comfortable. Today’s news that Netflix has won the rights to exclusively stream the FIFA Women’s World Cup in 2027 and 2031 is a bearish sign for the stock. It’s further evidence—on top of next week’s NFL games streaming on Netflix—that the company has abandoned the admirable discipline that kept it out of live sports and is charging into that morass. That should worry anyone who owns shares in the company.

Buying the TV rights to live sports is a ticket to lose a boatload of money. Traditional TV networks feel they have little choice because it’s the only way left for them to draw lots of viewers and the ad dollars that follow. It doesn’t seem to matter to them that, given how much sports rights have risen in cost, the networks (aside from Disney’s ESPN) may not make money from sports programs.

Sure, the TV executives may not be wrong. Witness the impact of Warner Bros. Discovery’s loss of the NBA rights to companies willing to pay more: The future of its cable channels is in doubt.

But Netflix isn’t in that unenviable situation. It has a global lead in subscribers, giving it the resources to spend enough on programming to maintain its lead. It’s making a bundle of money—$5.5 billion in free cash flow in the first nine months of 2024, nearly three times as much as Warner Bros. Discovery, which has slightly more revenue.

True, Netflix isn’t growing fast anymore. To remedy that, it’s introduced an advertising tier, which in turn is why it is turning to sports. The flaw with this strategy is that all sports will do is pit Netflix against every other TV network and streaming service for both ad dollars and streaming rights. The only winners are the sports leagues, who rake in the money.

Bulls will argue that Netflix’s sports deals so far haven’t been exorbitant. That’s true—but its sports investment won’t end there. If it wants to really use sports to draw a significant amount of advertising dollars, it will have to spend a lot more money buying more rights. It’s a no-win situation that Netflix would be better off avoiding.

(ZeroHedge) Santa Claus Rally Or Did The Fed Steal Christmas?

Santa Claus Rally Or Did The Fed Steal Christmas?

Powell & A Government Shutdown Hits Stocks
Last week, we noted the ongoing market churn that could last into this week’s Fed meeting. To wit:
“That certainly seemed the case this past week, with the market trading being fairly sloppy. Attempts to push the market higher were repeatedly met with sellers, and we saw a rotation from over-owned to under-owned assets. Notably, that selling pressure arrived as expected, and while such could persist until early next week, we should be getting close to the end of the distribution and rebalancing process. The good news is that the recent consolidation paves the way for ‘Santa Claus to visit Broad and Wall.”
That process continued as expected this past week but became violent on Wednesday following the Federal Reserve meeting. While the Fed cut rates as expected, the market shock came from the lift in its outlook for interest rates in 2025 by a half percentage point. The market is assuming that the Fed is giving up on the idea that inflation will return to the 2% target next year, an idea that they had confidence in as recently as September. That more hawkish outlook undermined the view that elevated valuations were justified by easier monetary conditions, which now seems to be reversing. We suspect that this view is rather short-sighted, and given the economic dynamics both abroad and in the U.S., slower economic growth will lead to a “dovish” pivot by the Fed in the first half of 2025.
The markets also struggled with concerns about a Government shutdown. As we discussed in October 2023, shutdowns are NOT a threat to the market in the long term. To wit:
“What is critical to understand about Government shutdowns is that mandatory spending (social security, welfare, interest on the debt) continues as needed. Shutdowns are primarily about discretionary spending. Such is why it mainly involves Government employment and the shuttering of national parks and monuments. According to Goldman Sachs, the shutdown would have only impacted about 2% of Federal spending overall. Notice that the vast majority of Government spending is directly a function of the social welfare system and interest on the debt.”
Please note that during a Government shutdown, all MANDATORY spending continues. In other words, the government WILL NOT default on its debt, and social security payments will continue, despite rhetoric to the contrary.
Furthermore, market reactions to government shutdowns have become increasingly muted. The reason is that the markets have learned that funding typically arrives at the 11th hour via a ‘continuing resolution’ to provide temporary funding through the next political event, such as midterm elections, inauguration, etc. While these short-term spending bills eventually translate into longer-term spending bills, the real problem is that continuing resolutions (CRs) increase spending by 8% annually. Such is why debt has exploded since Congress stopped passing budgets in 2009 under President Obama and opted for CRs. The debt surge is the direct result of automatically compounding 8% annual spending increases plus additional spending.
However, as shown, government shutdowns, if they occur, can temporarily impact markets, but the event tends to be mild and short-lived.
Nonetheless, the market has triggered a short-term MACD sell signal, which warned investors that some “event” could exert downward pressure on stocks. As noted, the Fed and “Government Shutdown” drama sufficiently triggered sellers as portfolio rebalancing and distributions concluded. With relative strength oversold on Friday, the setup for a reflexive rally into year-end has become a much higher-probability event. However, the ongoing sell signal is deep enough to limit whatever reflexive rally does arrive. Such is particularly true as money flows have deteriorated over the last few weeks.
While we still expect a rally into year-end, as we will discuss, there is a not-so-insignificant possibility of further turmoil. We suggest continuing to manage risk, and with significant gains already booked for this year, there is little need to stretch for further returns at this juncture.
Will Santa Claus Visit Broad And Wall?
Will “Santa still visit Broad and Wall?” That is the question on everyone’s mind. As we will discuss, there are certainly reasons to be concerned, but let’s start with the market statistics and reasons behind the fabled year-end rally.
The actual Wall Street saying is, “If Santa Claus should fail to call, bears may come to Broad & Wall.” The Santa Claus Rally, also known as the December effect, is a term for more frequent than average stock market gains as the year winds down. However, as is always the case with data, average returns sometimes differ from reality.
Stock Trader’s Almanac explored why end-of-year trading has a directional tendency. The Santa Claus indicator is pretty simple. It looks at market performance over a seven-day trading period – the last five trading days of the current trading year and the first two trading days of the New Year. The stats are compelling.
The stock market has risen 1.48% on average during the 7 trading days in question since both 1950 and 1969. Over the 7 trading days in question, stock prices have historically risen 76% of the time, which is far more than the average performance over a 7-day period.
The end of the year tends to be strong for a couple of reasons. First, professional managers tend to “window dress” portfolios for year-end reporting purposes. Secondly, given that many professional funds make year-end distributions, there tends to be a need to rebalance portfolios. The following graph in orange shows aggregate cumulative returns by day count for the December months we analyzed. In the graph, we plotted returns alongside daily aggregated average returns by day. Unsurprisingly, the recent sloppy trading and correction this past week all coincide with the historical norms of December.
Visually, one notices the “sweet spot” in the two graphs between the 10th and 14th trading days. The 14th trading day, in most cases, falls within a few days of Christmas.
However, there is always a risk.
Did The Fed Steal Christmas?
While there is a decently high probability that stock prices will climb heading into year-end, there is a not-so-insignificant 24% chance they won’t. With the substantial November advance and new highs into early December, the question is whether anyone is “left to buy?” As noted, not every December has a “Santa Claus Rally.” 2018, as shown, is a good reminder that once in a while, investors receive a lump of coal in their stockings. At that time, the Federal Reserve was on a rate hiking campaign and insisted that it was “nowhere near the neutral rate” on monetary policy. Furthermore, since the market had declined steeply since early September, sentiment and investor positioning were very negative.
Interestingly, December 2024 has some of the same backdrops as September 2018.
First, the S&P 500 rallied strongly this year, approaching our year-end target of 6000. That rally has led to a sharp increase in bullish sentiment between retail and professional investors. As shown, U.S. equity allocations are at record highs among professional investors.
Furthermore, like in 2018, when retail equity allocations and valuations were elevated, investor allocations are at the highest on record, coinciding with the second-highest valuation levels.
There is also an abundance of optimism about future stock prices, just like in 2018.
What is important to remember about 2018 is that investor optimism was fine until the Fed said it “was nowhere near the neutral rate.” Of course, following a 20% decline and two months later, the Fed was magically at that neutral rate.
Today, investor exuberance is tied to a further accommodative easing in 2025. However, like in 2018, the Fed suggested it isn’t near its “neutral rate,” as shown in its latest projections. While the “long-run” projections are still for economic growth of 1.8% (down from 2.0% and 1.9% previously) and inflation of 2%, the short-term outlooks for 2025 were adjusted modestly higher. That uptick disappointed investors even though the end goals remain the same, which will require Fed funds to adjust lower.(Side note: The Fed’s projections are almost always too optimistic, which suggests the recent bout of hawkishness will give way to a dovish reversal next year.)
The adjustment to the Fed’s view was minimal from an investing perspective. However, the market reacted violently because the combination of exuberance and overbought factors created the perfect environment for a reversal.
Technically Speaking
First, while the market rallied into year-end on many optimistic assumptions, breadth has been deteriorating noticeably. From the NYSE Advance-Decline line to the percentage of stocks trading above their respective 50 and 200-DMA, overall participation has declined rapidly. While such does not mean a market crash is imminent, such previous deterioration has eventually coincided with short-term corrections and consolidations. Unsurprisingly, that is exactly what happened as the collision of the Fed and a looming shutdown gave sellers the push they needed.
Secondly, the market was, and is, technically extended on many levels after the past two years of excess returns. The monthly market analysis shows the S&P 500 is significantly overbought on a relative strength basis, deviated from the long-term mean, and pushing well into the top of its bullish trend from the 2009 lows. While we discussed the same factors in the middle of 2021, it took several months before the market gave way and corrected the excesses in 2022. Given the market’s current momentum, we suspect the bullish run will likely last into the first half of next year but could be sooner if earnings expectations decline.
What is crucial to understand is that these technical extremes are just the “kindling” for a correction. To “ignite” the correction, some event must provide the catalyst. In this case, it was the more hawkish pivot by the Fed and the threat of a shutdown. As is always the case, the event that causes a sharp unwinding of the market, like we saw on Wednesday, is always unexpected. The “surprise factor” causes the sudden shift in market expectations for earnings growth and outlooks. The risk going forward is “if” the Fed is correct in its outlook, the more optimistic outlook for earnings expectations will need to be reassessed. If that is the case, the market will decline to reduce valuations for a new reality.
Given that current valuations are at the second-highest level on record, such an event would seem more likely. Notably, short-term valuations are solely a function of sentiment. Investors are paying well above the earnings growth that is occurring. Historically, earnings have disappointed those expectations.
Does any of this mean that “Santa Won’t Visit Broad And Wall?” Of course not. However, I would not completely dismiss the risk of “getting a lump of coal” this year.
Given the uncertainty, both into year-end and 2025, how should we approach it?
Calculating The Madness
Let me repeat something that seems apropos:
Sir Isaac Newton once said:
“I can calculate the motions of the heavenly bodies, but not the madness of the people..”
As we head into year-end, we will navigate the risk of overly extended and bullish markets against the seasonally strong end-of-year period.
We believe that capital preservation and risk management lead to better outcomes over the long term. However, managing risk can be frustrating in the short run as the “Fear Of Missing Out” overrides common sense and logic.
If you disagree, that is okay.
When the opportunity presents itself and the “madness has subsided,” these are the questions we will ask ourselves before we add exposure to portfolios:
  1. What is the expected return from current valuation levels? (___%)
  2. If I am wrong, what is my potential downside, given my current risk exposure? (___%)
  3. What actions should I take now if #2 exceeds #1? (#2 – #1 = ___%)
How you answer those questions is entirely up to you.
What you do with the answers is also up to you.
We are all trying to answer the question, “How much of the ‘narrative’ already got priced into the market?”
By looking at the data, it would be easy to assume the answer is “much.”
While bullishness prevails, this is a great time to set aside the narratives and return our focus to the basic portfolio management rules.
How We Are Trading It
Since we have our “stockings hung by the chimney with care,” we can stuff them with a few essential investment guidelines to follow as we approach year-end.
  • Investing is not a competition. There are no prizes for winning but severe penalties for losing.
  • Emotions have no place in investing. You are generally better off doing the opposite of what you “feel” you should be doing.
  • The ONLY investments you can “buy and hold” provide an income stream with a return of principal function.
  • Market valuations (except at extremes) are very poor market timing devices.
  • Fundamentals and Economics drive long-term investment decisions – “Greed and Fear” drive short-term trading. Knowing what type of investor you are determines the basis of your strategy.
  • “Market timing” is impossible– managing risk exposure is logical and possible.
  • Investment is about discipline and patience. Lacking either one can be destructive to your investment goals.
  • There is no value in daily media commentary– turn off the television and save yourself the mental capital.
  • Investing is no different from gambling—both are “guesses” about future outcomes based on probabilities. The winner is the one who knows when to “fold” and when to go “all in.
  • No investment strategy works all the time. The trick is knowing the difference between a bad investment strategy and one temporarily out of favor.
While anxiously anticipating the arrival of the “Santa Claus Rally,” we must also remember the lesson of 2018.
Nothing is guaranteed.

Mashable : Tesla recalls nearly 700,000 vehicles for a warning light issue

Tesla recalls nearly 700,000 vehicles for a warning light issue
That's a lot of cars.

Tesla recalled nearly 700,000 vehicles this week due to an issue with the tire pressure warning light. The problem could cause users to unknowingly drive on low-pressure tires.

"The tire pressure monitoring system (TPMS) warning light may not remain illuminated between drive cycles, failing to warn the driver of low tire pressure," wrote the National Highway Traffic Safety Administration (NHTSA) in a statement.

The recall affects certain 2024 Cybertrucks, 2017-2025 Model 3s, and 2020-2025 Model Ys. In good news for Tesla owners, the company said it released a free over-the-air software update that would remedy the problem. Letters notifying affected owners are scheduled to be mailed on Feb. 15.

A Reuters report, citing recall management firm BizzyCar, stated that Tesla accounted for 21 percent of all U.S. recalls in the first three quarters of 2024, though most issues were resolved with software updates.

The Cybertruck, especially, has been the subject of several high-profile recalls throughout the year.

WWD : Nike’s New CEO Admits the Brand Has Been Competing With Its Partners, Pled

Nike’s New CEO Admits the Brand Has Been Competing With Its Partners, Pledges to Fix Relationships With Foot Locker, JD Sports and More

In his first earnings call as Nike‘s chief executive officer, Elliott Hill pledged his “unwavering commitment” to the company’s retail partners.

Hill, who succeeded John Donahoe as CEO in October, said in a call with analysts on Thursday that re-earning the trust of the company’s wholesale partners is a top priority to help realign the business as a whole. Nike’s decision to exit several wholesale doors in 2021 has kept the company behind competitors that have achieved controlled distribution in crucial channels like run specialty. Now Hill must build on recent efforts to bolster wholesale sales and reengage key partners.

Hill acknowledged that the strong focus on Nike’s digital sales over the last few years has led the brand to compete with its own retail partners for consumer demand.

“Some partners and channels feel we’ve turned our back on them and we’ve stopped engaging consistently,” Hill said, adding that he has met with many of these key retailers directly in recent weeks. He called executives by name from Dick’s Sporting Goods, Foot Locker, JD Sports, Sports Direct and more chains, many of whom have offered positive commentary about Nike’s turnaround in recent weeks.

“They’re all encouraged by our commitment to delivering new, innovative product, telling emotional and inspiring stories and elevating Nike Direct,” Hill said. “We know our sales teams will have to earn every open-to-buy dollar, but we’re investing to make sure our partners feel supported. We’ll give them access to our best products and the breadth and depth they need, educate their teams on the latest Nike innovation and provide them with the marketing support both in store and out of home.”

“We will win when our partners win,” Hill added.

In line with this goal, Nike recently rehired and elevated Tom Peddie to the role of vice president, general manager of North America to oversee wholesale.

In addition to fixing wholesale, Hill’s turnaround strategy hinges on a renewed “obsession with sport,” which includes a focus on product innovation, demand creation and less centralization of teams. While he noted some changes might impact financial results in the short term, Hill said he is “making the decisions that are best for the health of our brand and business.”

In the second quarter, Nike reported top- and bottom-line results that beat the expectations of analysts.

WSJ : The Next Great Leap in AI Is Behind Schedule and Crazy Expensive

The Next Great Leap in AI Is Behind Schedule and Crazy Expensive
OpenAI has run into problem after problem on its new artificial-intelligence project, code-named Orion

OpenAI’s new artificial-intelligence project is behind schedule and running up huge bills. It isn’t clear when—or if—it’ll work. There may not be enough data in the world to make it smart enough.

The project, officially called GPT-5 and code-named Orion, has been in the works for more than 18 months and is intended to be a major advancement in the technology that powers ChatGPT. OpenAI’s closest partner and largest investor, Microsoft, had expected to see the new model around mid-2024, say people with knowledge of the matter.

OpenAI has conducted at least two large training runs, each of which entails months of crunching huge amounts of data, with the goal of making Orion smarter. Each time, new problems arose and the software fell short of the results researchers were hoping for, people close to the project say.

At best, they say, Orion performs better than OpenAI’s current offerings, but hasn’t advanced enough to justify the enormous cost of keeping the new model running. A six-month training run can cost around half a billion dollars in computing costs alone, based on public and private estimates of various aspects of the training.

OpenAI and its brash chief executive, Sam Altman, sent shock waves through Silicon Valley with ChatGPT’s launch two years ago. AI promised to continually exhibit dramatic improvements and permeate nearly all aspects of our lives. Tech giants could spend $1 trillion on AI projects in the coming years, analysts predict.

The weight of those expectations falls mostly on OpenAI, the company at ground zero of the AI boom.

The $157 billion valuation investors gave OpenAI in October is premised in large part on Altman’s prediction that GPT-5 will represent a “significant leap forward” in all kinds of subjects and tasks.

GPT-5 is supposed to unlock new scientific discoveries as well as accomplish routine human tasks like booking appointments or flights. Researchers hope it will make fewer mistakes than today’s AI, or at least acknowledge doubt—something of a challenge for the current models, which can produce errors with apparent confidence, known as hallucinations.

AI chatbots run on underlying technology known as a large language model, or LLM. Consumers, businesses and governments already rely on them for everything from writing computer code to spiffing up marketing copy and planning parties. OpenAI’s is called GPT-4, the fourth LLM the company has developed since its 2015 founding.

While GPT-4 acted like a smart high-schooler, the eventual GPT-5 would effectively have a Ph.D. in some tasks, a former OpenAI executive said. Earlier this year, Altman told students in a talk at Stanford University that OpenAI could say with “a high degree of scientific certainty” that GPT-5 would be much smarter than the current model.

There are no set criteria for determining when a model has become smart enough to be designated GPT-5. OpenAI can test its LLMs in areas like math and coding. It’s up to company executives to decide whether the model is smart enough to be called GPT-5 based in large part on gut feelings or, as many technologists say, “vibes.”

So far, the vibes are off.

OpenAI and Microsoft declined to comment for this article. In November, Altman said the startup wouldn’t release anything called GPT-5 in 2024.

Training day
From the moment GPT-4 came out in March 2023, OpenAI has been working on GPT-5.

Longtime AI researchers say developing systems like LLMs is as much art as science. The most respected AI scientists in the world are celebrated for their intuition about how to get better results.

Models are tested during training runs, a sustained period when the model can be fed trillions of word fragments known as tokens. A large training run can take several months in a data center with tens of thousands of expensive and coveted computer chips, typically from Nvidia.

During a training run, researchers hunch over their computers for several weeks or even months, and try to feed much of the world’s knowledge into an AI system using some of the most expensive hardware in far-flung data centers.

Altman has said training GPT-4 cost more than $100 million. Future AI models are expected to push past $1 billion. A failed training run is like a space rocket exploding in the sky shortly after launch.

Researchers try to minimize the odds of such a failure by conducting their experiments on a smaller scale—doing a trial run before the real thing.

From the start, there were problems with plans for GPT-5.

In mid-2023, OpenAI started a training run that doubled as a test for a proposed new design for Orion. But the process was sluggish, signaling that a larger training run would likely take an incredibly long time, which would in turn make it outrageously expensive. And the results of the project, dubbed Arrakis, indicated that creating GPT-5 wouldn’t go as smoothly as hoped.

OpenAI researchers decided to make some technical tweaks to strengthen Orion. They also concluded they needed more diverse, high-quality data. The public internet didn’t have enough, they felt.

Generally, AI models become more capable the more data they gobble up. For LLMs, that data is primarily from books, academic publications and other well-respected sources. This material helps LLMs express themselves more clearly and handle a wide range of tasks.

For its prior models, OpenAI used data scraped from the internet: news articles, social-media posts and scientific papers.

To make Orion smarter, OpenAI needs to make it larger. That means it needs even more data, but there isn’t enough.

“It gets really expensive and it becomes hard to find more equivalently high-quality data,” said Ari Morcos, CEO of DatologyAI, a startup that builds tools to improve data selection. Morcos is building models with less—but much better—data, an approach he argues will make today’s AI systems more capable than the strategy embraced by all top AI firms like OpenAI.

OpenAI’s solution was to create data from scratch.

It is hiring people to write fresh software code or solve math problems for Orion to learn from. The workers, some of whom are software engineers and mathematicians, also share explanations for their work with Orion.

Many researchers think code, the language of software, can help LLMs work through problems they haven’t already seen.

Having people explain their thinking deepens the value of the newly created data. It’s more language for the LLM to absorb; it’s also a map for how the model might solve similar problems in the future.

“We’re transferring human intelligence from human minds into machine minds,” said Jonathan Siddharth, CEO and co-founder of Turing, an AI-infrastructure company that works with OpenAI, Meta and others.

In AI training, Turing executives said, a software engineer might be prompted to write a program that efficiently solves a complex logic problem. A mathematician might have to calculate the maximum height of a pyramid constructed out of one million basketballs. The answers—and, more important, how to reach them—are then incorporated into the AI training materials.

OpenAI has worked with experts in subjects like theoretical physics, to explain how they would approach some of the toughest problems in their field. This can also help Orion get smarter.

The process is painfully slow. GPT-4 was trained on an estimated 13 trillion tokens. A thousand people writing 5,000 words a day would take months to produce a billion tokens.

OpenAI also started developing what is called synthetic data, or data created by AI, to help train Orion. The feedback loop of AI creating data for AI can often cause malfunctions or result in nonsensical answers, research has shown.

Scientists at OpenAI think they can avoid those problems by using data generated by another of its AI models, called o1, people familiar with the matter said.

OpenAI’s already-difficult task has been complicated by internal turmoil and near-constant attempts by rivals to poach its top researchers, sometimes by offering them millions of dollars.

Last year, Altman was abruptly fired by OpenAI’s board of directors, and some researchers wondered if the company would continue. Altman was quickly reinstated as CEO and set out to overhaul OpenAI’s governance structure.

More than two dozen key executives, researchers and longtime employees have left OpenAI this year, including co-founder and Chief Scientist Ilya Sutskever and Chief Technology Officer Mira Murati. This past Thursday, Alec Radford, a widely admired researcher who served as lead author on several of OpenAI’s scientific papers, announced his departure after about eight years at the company.

Reboot
By early 2024, executives were starting to feel the pressure. GPT-4 was already a year old and rivals were starting to catch up. A new LLM from Anthropic was rated by many in the industry as better than GPT-4. Several months later, Google launched the most viral new AI application of the year, called NotebookLM.

As Orion stalled, OpenAI started developing other projects and applications. They included slimmed-down versions of GPT-4 and Sora, a product that can produce AI-generated video.

That led to fighting over limited computing resources between teams working on new products and Orion researchers, according to people familiar with the matter.

Competition among AI labs has grown so fierce that major tech companies publish fewer papers about recent findings or breakthroughs than is typical in science. As money flooded the market two years ago, tech companies started viewing the results of this research as trade secrets that needed guarding. Some researchers take this so seriously they won’t work on planes, coffee shops or anyplace where someone could peer over their shoulder and catch a glimpse of their work.

That secretive attitude has frustrated many longtime AI researchers, including Yann LeCun, chief AI scientist at Meta. LeCun said work from OpenAI and Anthropic should no longer be viewed as research, but as “advanced product development.”

“If you’re doing it on a commercial clock, it’s not called research,” said LeCun on the sidelines of a recent AI conference, where OpenAI had a minimal presence. “If you’re doing it in secret, it’s not called research.”

In early 2024, OpenAI prepared to give Orion another try, this time armed with better data. Researchers launched a couple of smaller-scale training runs over the first few months of the year to build up confidence.

By May, OpenAI’s researchers decided they were ready to attempt another large-scale training run for Orion, which they expected to last through November.

Once the training began, researchers discovered a problem in the data: It wasn’t as diversified as they had thought, potentially limiting how much Orion would learn.

The problem hadn’t been visible in smaller-scale efforts and only became apparent after the large training run had already started. OpenAI had spent too much time and money to start over.

Instead, researchers scrambled to find a wider range of data to feed the model during the training process. It isn’t clear if this strategy proved fruitful.

Orion’s problems signaled to some at OpenAI that the more-is-more strategy, which had driven much of its earlier success, was running out of steam.

OpenAI isn’t the only company worrying that progress has hit a wall. Across the industry, a debate is raging over whether improvement in AIs is starting to plateau.

Sutskever, who recently co-founded a new AI firm called Safe Superintelligence or SSI, declared at a recent AI conference that the age of maximum data is over. “Data is not growing because we have but one internet,” he told a crowd of researchers, policy experts and scientists. “You can even go as far as to say that data is the fossil fuel of AI.”

And that fuel was starting to run out.

Reasoning
Their struggles on Orion led OpenAI researchers to a new approach to making an LLM smarter: reasoning. Spending a long time “thinking” could allow LLMs to solve difficult problems they haven’t been trained on, researchers say.

Behind the scenes, OpenAI’s o1 offers several responses to each question and analyzes them to find the best one. It can perform more complex tasks, like writing a business plan or creating a crossword puzzle, while explaining its reasoning—which helps the model learn a little bit from each answer.

Researchers at Apple recently released a paper that argues reasoning models, including versions of o1, were most likely mimicking the data they saw in training rather than actually solving new problems.

The Apple researchers said they found “catastrophic performance drops” if questions were changed to include irrelevant details—like tweaking a math problem about kiwis to note that some of the fruits were smaller than others.

In September, OpenAI launched a preview of its o1 reasoning model and released the full version of o1 earlier this month.

All that added brainpower is expensive. OpenAI is now paying to generate multiple answers to a single query, instead of just one.

In a recent TED talk, one of OpenAI’s senior research scientists played up the advantages of reasoning.

“It turned out that having the bot think for just 20 seconds in a hand of poker got the same boost in performance as scaling up the model by 100,000x and training for 100,000 times longer,” said Noam Brown, the OpenAI scientist.

A more advanced and efficient reasoning model could form the underpinnings of Orion. OpenAI researchers are pursuing that approach and hoping to combine it with the old method of more data, some of which could come from OpenAI’s other AI models. OpenAI could then refine the results with material generated by people.

On Friday, Altman announced plans for a new reasoning model smarter than anything the company has released before. He didn’t say anything about when, or whether, a model worthy of being called GPT-5 is coming.

WSJ : Nissan Needs a Honda Rescue. What Went So Wrong?

Nissan Needs a Honda Rescue. What Went So Wrong?
Japanese carmaker, still reeling from Ghosn affair, looks to merger to help it with aging model lineup and restless U.S. dealers

Nissan 7201 -0.40%decrease; red down pointing triangle, once a symbol of Japan’s carmaking prowess, spent the past five years trying to regain its footing after the arrest of longtime leader Carlos Ghosn, only to find itself in a precarious spot again.

The carmaker has been slashing jobs, cutting vehicle production and reporting lower profit. Nissan has been slower than rivals in refreshing its lineup, and it has fallen behind in the electric-vehicle race it once led.

Now, it is looking to Honda 7267 0.78%increase; green up pointing triangle for a lifeline.

The two carmakers said they were in talks over a merger that would be poised to create the world’s third-largest automaker by sales. The idea of two of Japan’s biggest rival brands cohabiting under the same roof would once have been considered absurd, but the companies have grown closer as Nissan weakens, announcing this year plans to share costs and work together on electric vehicles.

Nissan shares rose more than 30% in the two trading days after the announcement about merger talks, while Honda shares declined almost 5% in the same period.

The combination could help fortify the carmakers against global threats including a wave of new competitors coming from China that have taken a lead in the electric-vehicle race.

For Honda, a merger with Nissan offers the promise of sharing the high cost of developing new technologies. The Japanese government, which is worried about the auto industry’s competitiveness versus China and is subsidizing technology research, has suggested it would welcome the combination.

Nissan is also the largest shareholder in Mitsubishi Motors and collaborates with it on technology, a relationship that would likely carry over into a merged Honda-Nissan company. Together, Honda, Nissan and Mitsubishi sell more than eight million vehicles annually.

But Honda and Nissan have hurdles to overcome before they can make their deal final. The two companies have different cultures. They sell the same types of sport-utility vehicles and sedans for the mass market in the U.S. and elsewhere.

Nissan, which has a 25-year-old alliance with French carmaker Renault, has yet to fully recover from the arrest of Ghosn, its then-chairman, in late 2018. Stripped of his position and charged with financial crimes that he denied, Ghosn fled Japan a year later hidden inside a box on a private jet.

After his abrupt dethroning, Nissan reversed Ghosn’s growth plans, announcing mass layoffs and factory closures in 2019 and cycling through top executives and managers. The company’s global sales tumbled to 3.4 million vehicles last year from more than 5.6 million in 2018.

Renault and Nissan resolved their long-running tensions last year by agreeing that Nissan would regain its independence. Renault is gradually reducing its stake in Nissan to 15% from around 43%.

Freedom wasn’t as liberating as Nissan hoped. The company has struggled to fund its current business of selling mostly gasoline-powered vehicles such as the Rogue SUV and the Altima sedan while also investing in next-generation technologies. Its latest cost-cutting plan, released in November by CEO Makoto Uchida, calls for billions of dollars in savings and 9,000 job reductions.

Pooling resources could help Honda and Nissan, No. 2 and No. 3 in global sales among Japan automakers, approach the scale of No. 1 Toyota—which spends around $7.5 billion a year on research and development, and sells similar vehicles in many of the same markets.

Nissan said it was maintaining strong investments in R&D despite cost-cutting efforts. “We will also continue to leverage smart partnerships” to get the benefits of scale, said a Nissan spokesman.

Any partnership may need the blessing of Renault, but analysts say the deal is largely positive for the French carmaker because a struggling Nissan has been a weight on earnings.

The biggest fix-it job for a combined company would be in the U.S., where Nissan’s sales plummeted by one-third between 2019 and 2023.

Dealers say Nissan historically has been slow to refresh its lineup, and they have had to give steep discounts to unload dated-looking vehicles. That reputation has eroded the appeal of Nissan, and today buyers of the company’s vehicles tend to be people with poorer credit histories or those looking for a deal, dealers say. As a result, Nissan’s customer base has been harder hit by rising interest rates that have pushed up monthly payments.

Nissan’s replacement rate for its models—an indicator of how new its lineup is—has dropped to among the worst in the U.S. auto industry while Honda is above average, according to Bank of America’s annual “Car Wars” report.

Nissan says its sales decline over the past five years was the result of eliminating several models, such as the Maxima sedan, as well as selling fewer vehicles to rental-car companies. A company spokesman said Nissan wanted to roll out models more quickly and refresh them more often.

“Honda is a better-run company than Nissan, and I’m keeping my fingers crossed that it will rub off on Nissan,” said Adam Lee, chairman of Lee Auto Malls in Maine. His dealership group has two Nissan dealerships and one Honda store.

A survey of 600 auto retailers by Kerrigan Advisors, a buy-sell firm for dealerships, found that more than half of the respondents had no trust in Nissan. Founder Erin Kerrigan said many Nissan dealers were losing money and, if they wanted to sell their dealerships, couldn’t easily find a buyer.

On EVs, Nissan has gone from early mover to laggard. Its Nissan Leaf was one of the first fully battery-powered cars to hit the market in 2010, but Leaf sales have never taken off. Executives, wary of high development costs, have moved more slowly than rivals to expand Nissan’s EV lineup and production.

At a time when hybrid sales are taking off, Nissan doesn’t have one to sell in the U.S. It plans to sell a plug-in hybrid version of its Rogue in 2026. Honda, meanwhile, offers several hybrid models and a new all-electric SUV called the Prologue.

A merged Honda-Nissan would have to meld two distinctive cultures. Honda CEOs, starting with founder Soichiro Honda, have usually been engineers. Nissan historically favored graduates of the prestigious University of Tokyo, and its top jobs often went to sales leaders.

The history of the auto industry is littered with mergers and partnerships that didn’t work out.

Stephanie Brinley, an analyst at S&P Global Mobility, said it takes a long time for merged companies to cut costs and get more productive by combining manufacturing and product development—but Nissan needs help right now for its flailing U.S. business.

“A merger does not address the competitive issues holding Nissan’s sales back,” she said.

FT : Qatar will ‘stop’ EU gas sales if fined under due diligence law

Qatar will ‘stop’ EU gas sales if fined under due diligence law
Energy minister warns Doha ‘not bluffing’ over hefty penalties in corporate sustainability directive

Qatar has threatened to stop vital gas shipments to the EU if member states strictly enforce new legislation that will penalise companies which fail to meet set criteria on carbon emissions, human and labour rights.

Qatari energy minister Saad al-Kaabi told the Financial Times that if any EU state imposed non-compliance penalties on a scale referenced in the corporate due diligence directive Doha would stop exporting its liquefied natural gas to the bloc.

The law requires EU countries to introduce powers to impose fines for non-compliance with an upper limit of at least 5 per cent of the company’s annual global revenue.

“If the case is that I lose 5 per cent of my generated revenue by going to Europe, I will not go to Europe . . . I’m not bluffing,” Kaabi said. “Five per cent of generated revenue of QatarEnergy means 5 per cent of generated revenue of the Qatar state. This is the people’s money . . . so I cannot lose that kind of money — and nobody would accept losing that kind of money.”

The EU adopted the corporate due diligence rules in May this year. They are part of a broader set of reporting requirements aimed at aligning companies with the EU’s ambitious goal of reaching net zero emissions by 2050.

But the directive has prompted a widespread backlash from companies, both within and outside the EU, who have complained that the rules are too onerous and put them at a competitive disadvantage.

Cefic, the chemical industry body, said the due diligence rules would “create significant litigation risks” and should be thoroughly assessed “to identify and address areas for simplification and burden reduction so as to . . . limit the liability exposure.”

Non-EU companies will be liable for penalties under the directive if they earn more than €450mn in net turnover in the bloc.

Qatar is one of the world’s top LNG exporters and has become an increasingly important supplier of gas to Europe in the wake of the turmoil in energy markets triggered by Russia’s invasion of Ukraine.

As European states have sought to wean themselves off Russian gas, QatarEnergy has signed long term agreements to supply LNG to Germany, France, Italy, and the Netherlands.

Kaabi suggested that in its current form the legislation — which is due to come into effect from 2027 — would be unworkable for companies like state-owned QatarEnergy, which he is also chief executive of.

He said it would require the company to do due diligence on the labour practices of all the group’s suppliers, with a global supply chain that involves “100,000” companies.

“I probably need a thousand people with the size that I have and the billions we spend, or [would need to] shed millions on a service . . . to go and do audits on every supplier,” he added.

Kaabi said it would also be impossible for an energy producer like QatarEnergy to align with the EU’s net zero target as the directive stipulates because of the amount of hydrocarbons it produces.

The EU directive includes an obligation for large companies to adopt a transition plan for climate change mitigation aligned with the 2050 climate neutrality objective of the Paris Agreement, as well as intermediate targets under the European Climate Law.

Kaabi said the legislation would impact all Qatari exports to Europe, including fertilisers and petrochemicals, and could also affect the investment decisions of the Qatar Investment Authority, the sovereign wealth fund.

He said QatarEnergy would not break its LNG contracts, but it would look at legal avenues if it faced hefty penalties.

“I will not accept that we get penalised,” he said. “I will stop sending gas to Europe.”

However, Kaabi suggested that there could be room for compromise if the penalties targeted just income generated in Europe rather than total global revenue.

“If they said that the penalty is 5 per cent of your generated revenue from that contract that you sell to Europe, I say, ‘OK, I need to assess that. Does that make sense?’” he said. “But if you want to come to my total generated revenue, come on, it doesn’t make any sense.”

European Commission president Ursula von der Leyen promised last month to propose an “omnibus” legislation that would reduce reporting requirements from several of the bloc’s green finance laws, including the due diligence directive.

FT : Intesa Sanpaolo chief calls on governments to stay out of banking deals

Intesa Sanpaolo chief calls on governments to stay out of banking deals
Comments from head of Italy’s largest bank Carlo Messina come as rival UniCredit battles opposition from Berlin and Rome

The chief executive of Italy’s largest lender, Intesa Sanpaolo, has called on governments to stop interfering in banking deals, leaving approvals up to regulators and the shareholders free to chose.

“It is the shareholders . . . those who are invested in companies . . . who determine their future,” Carlo Messina told the Financial Times. “Governments can’t pick based on their liking . . . they should only intervene in cases where financial stability is at stake.”

The comments come as Intesa’s main rival, UniCredit, is locked in twin battles with Rome and Berlin over potential takeovers of Milan-based Banco BPM and German lender Commerzbank.

This week UniCredit lifted its Commerzbank exposure to 28 per cent, just under the 30 per cent threshold that would force it to make a formal takeover bid. Germany’s outgoing government responded by inviting the Italian lender to sell its stake.

“It is clear that today we are in a phase where political consensus is built on defending ones national borders in certain sectors, but UniCredit already owns a large German bank [HVB],” said Messina.

Last month UniCredit also launched a €10bn takeover offer for its crosstown rival BPM, derailing the Italian government’s plans to merge BPM with Monte dei Paschi di Siena, which Rome is in the process of privatising. BPM rejected the offer as too low, and said the takeover would diminish competition in the Italian banking market.

“I believe that a third big player will emerge in Italy regardless, as the market will seek this,” said Messina.

“We view more consolidation and more competition in the Italian banking sector positively as this is key to ensuring robust investments in cyber security and technology, which contribute to the strength of the Italian economy.”

Under a decade of Messina’s leadership, Intesa’s market capitalisation has more than doubled to €69bn and the bank distributed a record €31bn.

In 2020 he also launched a hostile €4.2bn takeover of rival UBI Banca, which shareholders approved after five months of tense negotiations.

“Our acquisition of UBI Banca took place within the framework [I mentioned], respecting the positions of various authorities and receiving full approval from the market,” said Messina.

Over his latest three-year term at the helm — which expires in April, when he will seek a renewal of his contract — Messina has made technology upgrades a key pillar of his strategy.

However, recent glitches, including a breakdown of its banking app this month and illegal accesses to politicians’ private bank accounts by a rogue employee, have placed the lenders’ IT system in the spotlight.

Messina said the bank had since invested more than €30mn to set up a new internal controls system and segregate politicians’ accounts.

NYT : For Syria’s Economy, the Way Forward Starts With Sanctions Relief

For Syria’s Economy, the Way Forward Starts With Sanctions Relief
Years of strife ruined the energy sector, battered the currency and strangled growth. The West must ease financial controls to help the economy, experts say.

Although the collapse of President Bashar al-Assad’s government in Syria was shockingly quick, rebuilding the devastated economy he left behind will be painfully slow.

After nearly 14 years of brutal civil war and political repression, most of Syria’s oil and gas wells, roads, electricity grids, farmland and infrastructure are in ruins. Ninety percent of the population is living in poverty. The value of the Syrian pound has plummeted, and the central bank’s reserves of foreign currency — needed to buy essentials like food, fuel and spare parts — are nearly depleted.

Before the war, oil accounted for two-thirds of Syria’s exports and agriculture made up roughly a quarter of economic activity. More recently, Syria’s most profitable export was captagon, an illegal, addictive amphetamine controlled by a cartel of politically connected elites.

“The whole economic system in Syria is not functioning,” said Samir Aita, a Syrian economist and the president of the Circle of Arab Economists.

Ahmed al-Shara, the leader of the rebel coalition that has taken power in Syria, has a daunting task ahead to unify the rebel factions, reconstitute the government, re-establish the rule of law, provide security and manage essential services like the distribution of water and other scarce resources.

Even so, there is widespread agreement that the single most important step in rebuilding Syria’s economy can be taken only by the United States: Lift the punishing layers of sanctions that have effectively cut off Syria from international commerce and investment.

U.S. restrictions imposed in 2019 on financial flows were intended to punish the Assad regime. Now, they are cutting Syria off from money it desperately needs for reconstruction and economic development. Families and relief organizations cannot send assistance; refugees cannot transfer money from Western bank accounts to invest in a home or business; the International Monetary Fund and the World Bank cannot offer aid.

Lifting sanctions, even with temporary waivers, “is a priority,” Mr. Aita said.

Ending all financial restrictions would also mean removing the terrorist designation placed on Mr. al-Shara and his organization, Hayat Tahrir al-Sham, by the United States and the United Nations. Washington and its allies are sure to offer that prospect as a bargaining chip. But ultimately, Mr. al-Shara, who has a $10 million bounty on his head for his previous links to Al Qaeda, cannot effectively function as a head of state if he is labeled a terrorist.

This week, Geir Pedersen, the United Nations’ special envoy for Syria, said rebel leaders had issued “reassuring statements” about forming a government of “unity and inclusiveness.”

Washington has other economic cards to play. The center of oil production and the functioning wells that remain are in Syria’s northeast, territory controlled by a Kurdish-led militia backed by the United States.

Oil previously provided around half of the country’s revenues, said Joshua Landis, co-director of the Center for Middle East Studies at the University of Oklahoma. Those fields, he said, belong to the government in Damascus and should be returned to its control.

Resurrecting oil and gas production will not be easy. Before the war, Syria produced 383,000 barrels a day. Now, it produces less than 90,000, according to the World Bank. Facilities and pipelines, including those that deliver energy to Iraq, Jordan and Egypt, have been destroyed or damaged. The country has been importing more oil than it exports.

David Goldwyn, a senior energy official in the Obama administration, said Syria’s government would need to clearly establish that it owned and had the right sell those resources. Then it must be able to ensure security so that infrastructure can be repaired and operated.

The other challenge, he said, will be attracting foreign companies or operators who have the resources and know-how to rebuild.

Security is essential not only for oil and gas production, but also to draw back many of the eight million refugees who fled the fighting. Attracting those with education, skills and resources to return is crucial for Syria’s revival.

“Syrians with money are key,” said Dr. Landis at the University of Oklahoma, but many of them will not return if there is no electricity or rule of law.

Syria’s neighbors also have a keen interest in the return of refugees and in rebuilding. Turkey, which shares a border with Syria and hosts more than three million refugees, is best placed and has the most influence.

President Recep Tayyip Erdogan, who supported the rebels and funded a group allied with Mr. al-Shara, is looking to extend his influence there. He also has close ties to Turkey’s construction industry, and he is likely to push for reconstruction contracts and provide rebuilding assistance, said Henri Barkey, an international relations professor at Lehigh University.

The stocks in Turkish construction, cement and steel companies shot up after the Assad government fell.

At the moment, Syria’s economic future depends on the ability of the government in Damascus to consolidate control and establish its legitimacy — to the satisfaction of not only its own diverse population but also the United States and allies that have the final word on sanctions.

NYT : From Inflation to Bitcoin, 9 Charts That Explain 2024

From Inflation to Bitcoin, 9 Charts That Explain 2024
Rate cuts, stock surges, and Trump’s tariff threats are among the biggest forces shaping business and the economy.

Despite a tumultuous U.S. presidential campaign and intensifying global conflicts, the economy is poised to end 2024 in a stable position. Inflation has come down substantially and economic growth remains relatively robust, particularly for the United States. But the outlook for 2025 remains murky, as President-elect Donald Trump’s policy changes could affect the economy in unpredictable ways.

These nine charts showcase major trends shaping business and the economy — and what to watch in the new year.

Stock market highs (upon highs)
At the end of 2023, the S&P 500 was surging toward a new high. In January, it finally reached it, driven in part by the “Magnificent Seven” tech stocks: Alphabet, Amazon, Apple, Meta, Microsoft, Nvidia and Tesla.

As the bull market continued to run, stock market highs became commonplace.

The S&P 500 closed at record highs 57 times this year, with some especially large surges after the election, though the rally has slowed in recent weeks (more on that later).

A year of rate cuts
A global cool-down in inflation, and with it, anticipation of an easing of monetary policy, have also helped fuel the blockbuster stock market.

For the past couple of years, monetary tightening was the name of the game in nearly all major economies, as central bankers raised policy rates to tame surging inflation. This summer and fall, many advanced economies began to cut rates for the first time since the pandemic.

In September, the Fed followed suit with a half-point rate reduction, an unusually large move and a clear signal that they were turning their attention from combating inflation to protecting the job market.
The Fed’s recent moves, however, have made clear that inflation risks are back. On Dec. 18, the Fed announced its third rate cut of the year, a quarter-point reduction as expected. But Fed policymakers dialed down expectations for cuts next year, suggesting that it would make just two rate cuts by the end of 2025.


The announcement, along with the range of uncertainty in the Fed’s forecasts (one Fed official expects no cuts at all next year, while another expects five), sent markets tumbling.

Bonds tell a less optimistic story
On the heels of the Fed news, the yield on a 10-year Treasury note jumped to its highest level since May.

Treasury yields also spiked in September and early November, even after the Fed first started cutting rates and stocks were soaring after Trump’s victory. The average rate on a 30-year mortgage, which tends to trend in the same direction, also went up. This may seem paradoxical, given the Fed’s rate cuts.

But investors in assets like 10-year Treasuries are thinking about what’s going to happen to growth and inflation over months or years. Higher yields could indicate that investors are anticipating higher inflation in the future for longer-term investments.

Some of the same factors that have fueled a Trump rally in stocks — enthusiasm for his policies of tax cuts, deregulation, stimulative government spending and tariffs — could be cause for concern among bond investors. Such investors may worry that Trump’s economic plans would increase the federal deficit, and with it, inflation.

Trump’s tariff threats
During the U.S. presidential campaign season, both candidates expressed support for tariffs as an essential tool for protecting American manufacturers from Chinese and other global competitors.

A few weeks after winning the election, Trump announced that he would impose tariffs on all products coming into the United States from Canada, Mexico and China on his first day in office. During his first term, Trump imposed tariffs on some imports, particularly those coming from China, causing China’s share of imports to fall.

Sweeping tariffs could start a trade war if countries retaliated with tariffs of their own. Studies have shown that the cost of tariffs are often passed on to American consumers, leading to higher inflation.

A divided economic outlook
Democrats and Republicans see the potential effects of Trump’s policies differently. Consumer sentiment among Republicans soared after Election Day, according to the University of Michigan’s consumer sentiment survey. For Democrats, it plummeted.

“Throughout this month’s interviews, Democrats voiced concerns that anticipated policy changes, particularly tariff hikes, would lead to a resurgence in inflation,” Joanne W. Hsu, who runs the University of Michigan Survey, said in a statement.

“Republicans disagreed; they expect the next president will usher in an immense slowdown in inflation,” she said.

Bitcoin is back
The crypto boom has highly correlated with Trump’s victory. On the campaign trail, Trump promised to make the United States the “crypto capital of the planet”; the day after he won, Bitcoin surged to a record high.
Then, earlier this month, the price of a single Bitcoin rose to $100,000 for the first time, an astonishing turnaround after its price dropped below $17,000 in 2022 after the collapse of the FTX crypto exchange.

But, like the stock market, Bitcoin is volatile, perhaps making it more of a speculative asset than a currency. After hitting an all-time high above $108,000 this week, its price has since dropped below $100,000. “It’s not a competitor for the dollar,” Jay Powell, the Fed chair, said this month at the DealBook Summit. “It’s really a competitor for gold.”

Nvidia’s astronomical growth
Nvidia, which this year briefly overtook Apple and Microsoft to become the world’s most valuable company, also stands to gain from the crypto boom. Its chips, used in video games and to train A.I. models, are also used for mining cryptocurrency.


Of the “Magnificent Seven” stocks, Nvidia has grown the most, with shares soaring nearly 800 percent since the start of 2023. In another indicator of the A.I. surge, Broadcom, another chipmaker, hit $1 trillion in market value earlier this month.

Nvidia’s shares have fallen in recent weeks after Chinese regulators opened an antitrust investigation into the chip maker.

The future of deal making
In 2023, global M.&A. fell to a 10-year low, reflecting concerns about the global economy and geopolitical tensions, as well as uncertainty ahead of elections in several countries. This year, deal making has made a modest comeback.

In the United States, corporate deal makers are hopeful that a second Trump administration will be good for M.& A., especially as Trump’s pick for F.T.C. head, Andrew Ferguson, is expected to go easier on mergers than the agency’s current chief, Lina Khan.

But Ferguson, like Khan, has vowed to crack down on Big Tech. And interest rates could stay high, as uncertainty over Trump’s economic proposals persists.

Is the era of mega mergers over? Or will deal making come back with a vengeance? That might be the data point Wall Street is most eager to watch in the year ahead.