The information : Nvidia Acquired AI Startup That Shrinks Machine-Learning Model

Nvidia Acquired AI Startup That Shrinks Machine-Learning Models

THE TAKEAWAY
• OmniML helps complex models run on devices
• The deal could help Nvidia improve its chip for autonomous vehicles and robots
• Nvidia faces competition from smaller chipmaker in edge computing

Nvidia in February quietly acquired OmniML, a two-year-old artificial intelligence startup whose software helped shrink machine-learning models so they could run on devices rather than in the cloud, according to a spokesperson and LinkedIn profiles of former OmniML employees who now work at Nvidia.

The acquisition could be a sign that the chipmaker, whose data-center server chips have fueled a recent AI boom and enabled chatbots including ChatGPT, wants to improve its separate AI chips for cars, industrial robots and drones. The startup’s engineers also could potentially aid an effort to shrink the AI software that powers chatbots so it can run on devices rather than in data centers.

Terms of the deal weren’t disclosed. Since the acquisition, Nvidia has become an increasingly active investor in hot AI startups that buy its chips. In recent weeks, for instance, it bought equity stakes in chatbot developer Inflection AI and video-editing software firm RunwayML. (See our Generative AI Database.)

Nvidia designs most of the world’s graphics processing units, which have been particularly useful for developing AI software such as large-language models, the technology behind ChatGPT.
Now developers of LLMs, including ChatGPT creator OpenAI, are increasingly working on ways to make the software smaller so it can run on industrial or personal devices such as smartphones or laptops. Running such software locally on a device is typically faster and less expensive than running it in the cloud.

It isn’t clear whether the OmniML technology or personnel would aid in the effort to shrink LLMs. But the LinkedIn page of one of the startup’s founding engineers says he now works at Nvidia on “model and pipeline optimization for large generative models.”

The startup previously said its software could compress the size of machine-learning models so they could power AI on devices, but the examples it cited primarily involved computer vision—helping a smart camera or autonomous vehicle identify objects around it, for example.

The OmniML technology would fit in with Nvidia’s existing business of selling chips that process data on vehicles and industrial devices so they can handle such tasks. Nvidia does not break out financials around that business, known as edge computing.

Nvidia has cornered the market on GPUs for data center servers, but it faces some competition in edge computing chips.
Startup SiMa.ai, for instance, is working on AI chips for devices ranging from robots to cars to cameras. The startup has raised $200 million in venture capital and recently beat Nvidia in a closely watched test, called MLPerf, of chip power and performance.

Nvidia declined to comment on when the OmniML purchase closed and how much it paid to buy the startup. OmniML said it raised $10 million last year in a seed round led by GGV Capital that also included Qualcomm Ventures and Foothill Ventures. In January, OmniML announced a strategic partnership with Intel, an Nvidia rival, to bring its software to Intel hardware for some customers.
That partnership may have ended following the Nvidia purchase.
Intel did not immediately respond to a request for comment.

OmniML was founded by Song Han, an electrical engineering and computer science professor at the Massachusetts Institute of Technology; Di Wu, a former software engineer at Meta Platforms; and Huizi Mao, who co-invented “deep compression” technology, which came out of Stanford University and is at the heart of the startup’s software.
Wu and Mao, who did not immediately respond to a request for comment, now work at Nvidia, according to their LinkedIn profiles.

“AI is so big today that edge devices aren’t equipped to handle its computational power,” Wu said in a March 2022 press release.

Nvidia plans to use OmniML’s technology to help Nvidia’s customers develop AI models faster, including by improving accuracy and reducing latency for complex machine-learning models, according to the spokesperson.

The acquisition happened three months before Nvidia stock jumped 25% following its announcement of a blowout sales forecast for the current fiscal quarter, which ends in July, owing to exploding interest in LLMs.
Nvidia has a market capitalization of $1 trillion.

The New Yorker : Could Putin Lose Power?

Could Putin Lose Power?
Regime stability is a funny thing. One day it’s there; the next day, poof—it’s gone.

For the past several months, I have been talking to experts about a possible coup in Russia. I approached the question gingerly. It seemed too much to hope for; it seemed naïve. Vladimir Putin had been in power for more than two decades. Many had predicted his demise—always prematurely. There was a small cottage industry on Twitter of people insisting that Putin was ill. They liked to post photos of him sitting at meetings, clutching his desk as if he were about to fall. I didn’t want to be like that. “Is this ridiculous to even think about?” I would ask the experts. The experts laughed. They felt the same way. A coup was unlikely, they agreed. A popular uprising—a “Ceaușescu scenario,” in which the people stormed the Party’s headquarters, convened a hasty trial, and murdered their dictator—probably even less so. To a scenario like the one that actually played out last weekend—one of Putin’s warlords raising a mutiny, taking over one of the country's military headquarters, and marching on Moscow, all while Putin was still in power—we gave very little consideration. It just seemed too outlandish to talk about.

And yet, since the war began, all of the experts had been thinking about ways in which the Putin regime might collapse, and watching what Putin was doing to protect himself. Peter Clement, a former director of Russia analysis at the C.I.A., noted a televised meeting, days before the war, in which Putin browbeat members of his security council into pledging their support for his Ukraine policy. It was a brilliant move by Putin, Clement thought, to bring his senior administration officials in line. “They’re all complicit now,” Clement said. “It’s not like one of them can say, ‘I thought this was a stupid idea.’ They all signed on.”

For that reason, Clement thought it more likely that a move against Putin would come from the second circle, from someone less in the public eye, someone we’d not heard of. Clement was willing to speculate with me, but he considered the chances low. You’d have to have the security services on board, he said, because you’d need to physically arrest the President, and it was unlikely you could appeal to security hawks with an antiwar agenda. And you’d have to be prepared to run the country. It’s a big country and in the thick of a long war. “It can’t just be, ‘We got rid of the Wicked Witch of the West! Let’s all stand up and cheer!’,” Clement said. You’d have to have a plan, and Clement was having trouble thinking of people who might have one.

Another former C.I.A. analyst, Andrea Kendall-Taylor, who was a deputy national intelligence officer for Russia and Eurasia between 2015 and 2018 and now runs the Transatlantic Security Program at the Center for a New American Security think tank, walked me through the political-science literature on how authoritarian regimes tend to fall. Of the four hundred and seventy-three authoritarian regimes that had fallen between 1950 and 2012, a hundred and fifty-three had done so via coup. But the coup was on the wane; after the end of the Cold War, the U.S. had stopped propping up quite so many military dictatorships, which are what tend to get militarily couped. It was unlikely, Kendall-Taylor explained, that the security services, or anyone from Putin’s inner circle, would move against the Russian President, because the regime had entered the stage that the political scientist Milan W. Svolik called “established autocracy.” In an established autocracy, the leader has monopolized power to such an extent that he can no longer be threatened by what Svolik calls an “allies’ rebellion.” The truth is, Kendall-Taylor said, most personalist dictatorships, such as Putin’s, ended with the dictator dying in power, especially when the dictator was older than sixty-five (Putin is seventy). “That is by far the most likely scenario,” she told me. She put the chance of regime change in Russia in the next two years at ten per cent, and that “ten per cent includes Putin having a heart attack.”

The historian Vladislav Zubok, who is the author of a recent book on the collapse of the Soviet Union, described the various ways in which other Russian and Soviet leaders—Nicholas II, Nikita Khrushchev, Mikhail Gorbachev—had been ousted, and explained why none of those scenarios mapped onto this one.
Nicholas II had abdicated, in 1917, after large protests in Petrograd (current-day St. Petersburg, then the Russian capital) shattered confidence in his regime, and the military joined the mutiny; Putin, Zubok pointed out, had made sure that his capital, Moscow, was well-provisioned and maximally isolated from the war in Ukraine; there is a loyal paramilitary force to control protests.
Khrushchev was overthrown, in 1964, by a plot from within his own inner circle, led by his deputy, Leonid Brezhnev, who worked within the structures of the Communist Party to urge others to turn against their leader.
The K.G.B. played a key role in the coup. Putin’s regime, by contrast, is highly informal, much more like Stalin’s, with all paths leading, in the end, to Putin. It is hard, under such circumstances, to plan a coup. And there are several branches of secret police, each competing with the others, making any plotting very complicated. As for Gorbachev, the comparison seemed the least apt of all. He had not only allowed his rival, Boris Yeltsin, to run for President of Russia—he permitted the government to finance his campaign.
Putin was unlikely to do something like that.
If there was a leader to whom Putin could be compared, Zubok said, it was Ivan the Terrible, who ruled Russia in the second half of the sixteenth century. Ivan fought a long war of attrition with his Western neighbors; he demoralized his ruling élite, and murdered his own son and heir. After his reign was over, the country eventually fell into civil war, the period known in Russian history as the Smuta, the Time of Troubles.

Two experts on Russian public opinion described their understanding of Russian attitudes toward the war in Ukraine, and what might cause those attitudes to change. Oleg Zhuravlev, a founding member of the Public Sociology Laboratory, an independent Russian research collective, summarized a series of in-depth interviews that his team had done with young Russians in the past year. They had found that support for the war was both thinner and narrower than it looked. There was a small group, about ten to fifteen per cent, of genuine supporters; there was a similarly small group of genuine opponents. In between was a large group of people, most of whom had come around to supporting the war not because they thought it was a good idea but because they didn’t know how to oppose it, and because they felt totally alienated from the people in charge of it. “Over and over we heard the same thing,” Zhuravlev said. “ ‘If there’s one thing I know about politics, it’s that I don’t know anything about politics. The people in the Kremlin are foreign to me; they are not like me. But they must have their reasons.’ ”

It was depoliticization in its purest form. Zhuravlev’s occasional collaborator, the longtime polling expert Elena Koneva, had spent the year and a half since the war began running a project called ExtremeScan, through which she designed polls to figure out the basis for Russian public support of the war and what could cause it to contract. She had seen signs, mostly in the border regions of Russia, that, when the war began to truly affect people’s lives, their opinions started to change. First they experienced fear of retribution—“We have done so many horrible things to Ukraine,” one respondent said, “that the Ukrainian Army will inevitably come here”—but the actual experience of war, of shortages, of shelling, of people being forced to evacuate, began to erode support for the war. And Koneva predicted that, if things got worse, support would erode further. “If people are constantly having to sit in bomb shelters, and women are giving birth without medicine,” she said, “then an end to the war will become their most passionate wish.”

Yevgeny Prigozhin figured in our conversations as a grotesque and somewhat comic character. When looking at the Putin regime, one Moscow-based historian said, “We’re all wondering who the Beria figure is going to be,” referring to one of Stalin’s most efficient henchmen, tried and executed by his former comrades after Stalin’s death. “Who are they going to take out and shoot right away? And then you look at the criminal types who are working for the Kremlin—and you see Prigozhin. There’s your Beria.”

For Kendall-Taylor, speaking in May, Prigozhin’s antics—his profane insults and increasingly aggressive rants, which included accusations of treason against the Russian Army’s leadership—were a sign of élite discord. In a post-Putin world, she said, the presence of warlords like Prigozhin and Ramzan Kadyrov, the head of the Chechen Republic, could lead to a “Sudan scenario,” in which these forces would start a civil war. In the near term, though, with Putin still in power, she did not think Prigozhin would undertake an actual rebellion. At the time, his criticisms of the military seemed only symbolically significant, a sign that the élite was in disarray and that protest actions, whether secessionist or antiwar, might not be met with as much force as people had once thought.

Regime stability is a funny thing.
One day it’s there; the next day, poof—it’s gone.
The Moscow-based historian, who asked that his name not be used since he was still in Russia, recalled what it was like to observe the Politburo in the early nineteen-eighties. “They looked like a totally homogeneous mass,” he said. “There was no indication, in their public statements or in anything else, that any of these people thought differently from one another.” But Gorbachev, it turned out, did think differently. In the years to come, he undertook a series of reforms that ended with the Soviet Union ceasing to exist.
Authoritarian regimes could seem very stable, until suddenly they weren’t.

On the first anniversary of the Russian invasion of Ukraine, Kendall-Taylor convened a group of experts to compile a “stability tracker” for the Putin regime. The tracker identifies ten “pillars,” ranging from “Absence of an alternative to Putin” to the idea, among Russian citizens, of “Russia as a besieged fortress,” and tries to indicate whether these are growing stronger or weaker. As of this spring, several factors were going in the wrong direction for Putin: his élite was becoming fragmented; his economy was suffering the effects of the war and of sanctions; and his military, historically apolitical, was being pulled into the political arena by concerns over Prigozhin’s rising influence and its access to military resources. But the factors going in the other direction were more numerous: according to Kendall-Taylor’s experts, Putin had strengthened his control over the information environment; the people most discontented with his rule were leaving the country; and the idea of Russia as a besieged fortress was gaining rather than losing adherents. Most important, there remained no viable alternative to Putin: his warlords were politically unpopular, and his heroic opponent, Alexey Navalny, was being denied food, sleep, and medical care in a Russian prison.
In the absence of an alternative, the status quo would continue.

Among experts thinking about the Russian regime, there are, very roughly speaking, two kinds: those who look at Russian and Soviet history and culture to determine what might happen next, and those who look at Russian authoritarianism in comparative perspective—that is, alongside authoritarian regimes in Egypt and China and Turkey. This is also known as the political-science-versus-area-studies debate. The different approaches yield slightly different hypotheses. Before joining the C.I.A., Clement wrote a Ph.D. dissertation on the so-called Congress of Victors, in 1934, at which Stalin consolidated his rule and also began to see that not everyone was satisfied with it. In the eighties, Clement analyzed the succession struggles during the post-Brezhnev period. His interest in regime insiders partly stems from this experience. Kendall-Taylor, a comparativist with a Russian focus, who studied in graduate school with Barbara Geddes, one of the founders of modern quantitative authoritarian studies, prefers looking at the numbers: this many regimes of this type fell in this manner; this many regimes of this different type fell differently. But everyone agrees that the life of a regime is full of contingencies; leaders can make mistakes. They can, for example, start a brutal and senseless war against a neighboring country, and refuse to relent even when the war is going badly.

War is a known stressor for personalist dictatorships, which (paradoxically, one might argue) also tend to start more wars. War puts pressure on the economy and on security services, and also has a way of being unpredictable. Between 1919 and 2003, according to the political scientists Giacomo Chiozza and H. E. Goemans, nearly half of all rulers who lost wars then lost power within a year. (Of these, half were sent into exile and nearly a third were jailed.) This is true of Russian history as well. War losses, such as Russia’s 1905 defeat by Japan, have sometimes led to tectonic shifts in the country’s political life; in 1905, it led to an uprising that forced the tsar to grant his people a constitution. In 1917, the Russian Army’s struggles in the First World War were a major factor in pushing the tsar out of power.

But wars have an upside for authoritarians, too. They offer an excuse to increase repressions and take over the information space. And repression, unfortunately, works. It makes people more fearful of voicing their dissent and of coming out into the street. In the current situation, Kendall-Taylor gave credit to the work of the Russian security services, who have tended to respond to protest with some restraint. “They don’t overreact in ways that could spiral and trigger a public reaction,” she said.
“They’re using facial recognition and other things.
It’s a knock on the door out of the public eye rather than beating people in the square.” This tends to mitigate some of the dangers of public disapproval that are inherent to a repressive system.

On the other hand, repression’s ability to decrease the flow of information can be dangerous for a regime. People don’t know how dissatisfied other people are—and neither does the government. Kendall-Taylor recalled Mohamed Bouazizi, the Tunisian fruit vendor who set himself on fire in December 2010 and started the Arab Spring. This was an example of the downside of repression. Repression works, until it doesn’t. In Tunisia, one desperate act led to a popular uprising and the fall, in weeks, of a regime that had been in power for decades.

Prigozhin’s march to Moscow came as a shock to just about everyone. Clement had been on high alert ever since the Russian authorities declared, on June 10th, that they would require all Wagner soldiers to sign a contract with the Ministry of Defense—that is, technically, to dissolve Wagner as an independent entity. Zubok had also noted the increasing fractiousness of the Russian élite, and wrote to me before the uprising that the emperor might not be clothed. Kendall-Taylor, in an article she co-wrote for Foreign Affairs, mentioned Prigozhin as a possible pretender to the throne after Putin’s departure. But no one expected the sequence of events that unfolded last weekend.

In their aftermath, there were more questions than answers. Zubok wrote a piece for the New Statesman in which he compared Prigozhin’s act to Julius Caesar crossing the Rubicon and marching on Rome in 49 B.C.; he recalled that the oligarch Mikhail Khodorkovsky had once proclaimed, when he was a young man on the make in the new Russia, that the man with the rifle—an iconic symbol of the Bolshevik Revolution—had been replaced by the man with the ruble. But now the man with the rifle was back; a new political era had dawned in Russia.

I asked Zubok why he had decided to go outside of Russian history to try to explain the Prigozhin phenomenon. He said that Russian history can sometimes feel like a straitjacket. “ ‘Hey, it’s the Smuta! Hey, it’s 1917! Hey, it’s 1991.’ I’m the last person to argue that those patterns don’t matter.” But sometimes you want a little something different. Sometimes you want to explore other historical connections.

But, he added, “there is a huge caveat.” Despite its many wars and campaigns, Russia has never actually produced a Caesar—that is, a warlord who marches on the capital with his men and takes political power. There is a reason for that. The traditional political system, arguably still in place to this day, is a triangle comprising the tsar, the boyars, and the people. In times of trouble, the tsar can play the people against the boyars, and vice versa. If things go bad, the boyars can take the blame. This is, in effect, what Prigozhin was asking for—that Putin sack his boyars in the Army, who had made such a hash of the war. Zubok acknowledged the danger inherent in such a strategy for Putin: “You may think that someone is a Red general, but next thing you know they’ve turned around and are executing the Bolshevik leadership”—as happened with Ivan Sorokin, a revolutionary commander in the Russian Civil War who went rogue in the North Caucasus and attacked the Soviet leadership in his own district before finally being killed himself. But this is the sort of thing that happens in the absence of a tsar, when the Smuta is in full swing, whereas Putin, however weakened, remains the tsar. “You have to acknowledge the sources of resilience in this crazy system,” Zubok said. His prediction was that Putin would remain in power, chastened but basically unchanged.

This was also Clement’s analysis. There were many things about the events of the weekend that he found notable, including the fact that Prigozhin’s column of trucks and armor, travelling, exposed, along Russia’s highways, had managed to go as far as they did. “When was the last time you saw a column on a highway?” Clement asked, recalling the Russian trucks and tanks on the road to Kyiv last year that had been methodically picked apart by Ukrainian forces. His conclusion was that local commanders did not feel that they could take the initiative to destroy Prigozhin’s column; it was above their pay grade. He was also fascinated by Putin’s five-minute video address, recorded during the uprising, in which Putin spoke of treason and betrayal and seemed to compare himself to Nicholas II, unable to prosecute a war because of intrigues behind his back. “Was it absolutely necessary to make this speech?” Clement asked. It made Putin look panicky and weak, he said: “If you really think it’s a full-blown rebellion, why don’t you take him out?”

Nonetheless, he could see no pathway to a Russia without Putin. An analysis in the Times had suggested that there could be talk in his inner circle of asking Putin not to stand for reëlection in 2024. Clement was skeptical. “The trouble with that is, who’s the person who’s going to go in there and say that to him? Who is going to say, ‘Vladimir Vladimirovich, look: you are a very rich man—we think you should go and retire and just live happily ever after’?” Clement recalled an incident during the Iran-Iraq War, in which one of Saddam Hussein’s advisers suggested that a way to forge peace would be for Saddam to temporarily step down as Prime Minister. The man was executed and his body parts delivered to his family the next day. “Dictators don’t like to be told that they should retire,” Clement said. He added that, in this, they weren’t necessarily wrong: Could Putin actually retire? Who could guarantee his safety? Wouldn’t whoever replaced him as the ruler of Russia find it very uncomfortable to have Putin still hanging around? “This isn’t like Khrushchev, where he can just go live quietly on his farm,” Clement said. This was a person with a lot of enemies.

For the moment, at least, it was also a person with a lot of power. “He still controls the Army and the F.S.B.,” Clement said. “And people are still afraid of him.” Clement suspected that Prigozhin would meet an unhappy end. Putin is notably vengeful, widely believed to have approved the murder of people he deemed to have betrayed Russia, long after they had done it, though the Kremlin has repeatedly denied the country’s involvement. But Clement also believed that the experience with Prigozhin could make Putin more cautious: he might make some changes among his advisers, as a way of explaining the failures of the war; he might even conclude, Clement speculated, that the war was taking away too many resources, that he needed to focus on domestic concerns, and that he would therefore consider engaging in ceasefire talks, so that he could regroup and possibly resume war later. That, Clement went on, was still low probability. But the probability had increased.

Zhuravlev, the sociologist, observed Prigozhin’s uprising from a hospital in Almaty, Kazakhstan, where he had gone to do research and had come down with appendicitis. He found the spectacle fascinating—both terrifying and encouraging—but the videos of ordinary Russians in Rostov-on-Don greeting Prigozhin’s fighters and cheering them on did not entirely surprise him. Zhuravlev interpreted it, optimistically, as a sign of engagement. In his interviews with young Russians, he had been struck by how many of them wanted to talk about the war but had no opportunities to do so. Now there was an opportunity—not owing to a democratic movement, to be sure, but an opportunity nonetheless. The uprising was encouraging in another way, too: it showed that it might not be so hard to organize a revolution in Russia. “For now, the people who want to do it don’t have the means,” Zhuravlev said, “and the people who have the means don’t want to do it.” But perhaps this could change.

Kendall-Taylor was quick to clarify that the events of the past weekend were not an attempted coup but an insurgency, a sign of frustration rather than a planned attempt at regime change. Nonetheless, the message that Prigozhin’s actions had been sending for months—that the regime was not as strong as it seemed; that you could defy it and survive—had been significantly strengthened. “So much of the glue of these regimes is that no one knows how widely held the discontent is,” she said. “When something like this happens, it sends such an informative signal that others are as dissatisfied as you are. It starts to change people’s calculus about what is possible.” The next time something happens in Russia that people do not like—it could be a major military defeat, or, slightly more likely, according to Kendall-Taylor, something to do with the 2024 Presidential election—they may not be so worried about going out into the street to say so. Prigozhin may or may not survive his stay in Belarus, but here was a person who marched with a small army several hundred miles through Russia, without encountering any real resistance. That didn’t mean the regime was in danger of imminent collapse—but it suggested that the chances had increased slightly. “That’s the way these regimes unravel,” Kendall-Taylor said. “At the end of the day, whether it comes from a coup or an insurgency or a protest, Putin will at some point give an order to crack down and fire, and people won’t do it. And that’s the end of the regime.”

No one could predict the future. But it was worth trying to analyze the situation and think it through. Earlier, Kendall-Taylor had said that the chances of Putin no longer being in power in two years were ten per cent. Now she was willing to go up to twenty.

Vice : Tranq Dope Deaths In the U.S. Are Skyrocketing

Tranq Dope Deaths In the U.S. Are Skyrocketing
Overdoses linked to tranq, the street drug that can cause horrific wounds, have spiked 276 percent, according to the CDC.

Fatal overdoses linked to tranq dope—the deadly combination of illicit fentanyl and the veterinary sedative xylazine—are skyrocketing according to new data from the Centers for Disease Control and Prevention.

The report said fentanyl overdoses that included xylazine spiked 276 percent from 2.9 percent to 10.9 percent between January 2019 and June 2022, in 21 jurisdictions.
The deaths are more prevalent in the Northeast U.S..

Tranq has become notorious because of the severe skin lesions that some users develop, in extreme cases requiring people to have amputations. It also knocks users out for hours, and many users previously told VICE News they would take a hit of tranq, pass out, and wake up in withdrawal without experiencing any euphoria.
Because xylazine is a sedative and not an opioid, it does not respond to naloxone; naloxone should still be given to people having suspected tranq overdoses to reverse the effects of any opioids they may have taken.
But extended rescue breathing and oxygen tanks may also be required.

In April, the White House Office of National Drug Control Policy (ONDCP) designated fentanyl adulterated with xylazine an “emerging threat.”
Dr. Rahul Gupta, head of the ONDCP, has said tranq has been detected in all 50 states.

In early June, Pennsylvania temporarily made xylazine a Schedule III drug, purportedly to more easily arrest people cutting it into the illicit drug supply.
In 2021, 575 overdose deaths in Pennsylvania involved tranq dope, up from 90 overdose deaths in 2017.

“This action will protect veterinarians and other legitimate users and manufacturers of xylazine, which is an important medication for animal sedation, while also creating penalties for people who add illicit xylazine to the drug supply that is harming people in our communities,” said Dr. Debra Bogen, acting health secretary for the state, in a news release.


Ohio undertook a similar measure in March.

The Combating Illicit Xylazine Act, a bipartisan House and Senate bill, was introduced in March to schedule xylazine federally to allow the Drug Enforcement Administration to more easily track its presence in the supply chain.

However, drug policy and addictions experts previously told VICE News they’re concerned that scheduling xylazine will make it harder to study its impact on humans and could make the drug supply even more toxic once something else takes its place.

The Senate recently passed a bill that directs the National Institute of Standards and Technology to further research tranq and other synthetic opioids.

FT : China urges developing countries to oppose ‘unrealistic’ shipping levy

China urges developing countries to oppose ‘unrealistic’ shipping levy
Emissions tax would impose high costs on maritime trade, says world’s largest exporter

China has urged poorer countries to oppose a levy on shipping emissions and stronger targets for decarbonising one of the world’s most polluting industries, criticising wealthy nations for setting “unrealistic” goals with “significant” financial costs.

Beijing distributed a “diplomatic note” to developing nations as they prepared for a critical meeting at the UN’s International Maritime Organization in July, according to four people present at IMO discussions. The lobbying effort comes days after France rallied 22 allies behind a shipping emissions levy.

China warned that “an overly ambitious emission reduction target will seriously impede the sustainable development of international shipping, significantly increase the cost of the supply chain and will adversely impede the recovery of the global economy”, according to a document seen by the Financial Times.

It added: “Developed countries are pushing the IMO to reach unrealistic visions and levels of ambition. [They are advocating] a flat [levy that] will lead to a significant increase in maritime transport costs.” Wealthy nations have not agreed a price for the emissions levy.

The efforts by China, the world’s biggest exporter which also has a large state-owned shipping industry, have deepened concerns over a lack of progress on decarbonising a fuel-intensive sector that delivers up to 90 per cent of traded goods globally, according to the OECD.

By the end of next week the IMO has committed to strengthening its ambition, which has long been criticised by environmental campaigners as weak, to halve annual shipping emissions from their 2008 levels by 2050. But participants in the talks at the IMO this week said China had helped to rally countries in closed-door negotiations that had become deeply divided between developed and developing member states.

Brazil, Argentina and South Africa have also opposed a levy on shipping companies’ emissions, which they fear would increase the cost of exports for their large commodities markets, according to two people close to the discussions.

Poorer countries are not united in opposition. The Marshall Islands, which are particularly exposed to rising sea levels as a result of climate change, have called for a $100-a-tonne emissions levy. Albon Ishoda, the country’s ambassador to the IMO, expressed concerns that the level of “polarisation has become unhelpful”, with some in the private discussions not living up to their national commitments on decarbonisation.

He added it was ironic that some developing countries had complained that a shipping emissions levy would increase their financial burden while at the same time calling for any money generated by this measure not to be invested outside the shipping industry.

According to the note seen by the FT, China called for any revenues generated by IMO regulations to be invested “in-sector”, arguing that wider use of these funds would transfer “the climate change financing responsibility from developed countries to . . . international shipping”.

It opposed setting 2050 as the final year to achieve net zero emissions, instead backing a broader goal of “net zero GHG emissions from international shipping around mid-century”. It said a shipping emissions levy was “a disguised way by developed countries to improve their own market competitiveness”.

President Xi Jinping has promised to cut China’s net carbon dioxide emissions to nearly zero by 2060.
Beijing’s State Council Information Office did not respond to emailed questions on Saturday.

The diplomatic note echoes comments by Premier Li Qiang, who argued at a World Economic Forum event last week: “It is unfair for developing countries to go by the standards of developed countries.
Developed countries should shoulder more responsibilities in meeting the climate challenge.”

At a summit in Paris during the same week, France and other wealthy countries called for the IMO to set targets that would align shipping with international ambitions to limit global warming to 1.5C above pre-industrial levels. The EU already plans to impose a financial cost on shipping pollution by introducing the sector into its emissions trading scheme.

China’s warnings about the effects of such measures were last week countered by the World Bank, a lender to developing countries. It argued in a blog post that allowing wider use of any revenues from an emissions levy would support poorer countries which have little opportunity to invest in the shipping sector directly.

WSJ : Tesla Deliveries to Show Whether Price Cuts Are Paying Off

Tesla Deliveries to Show Whether Price Cuts Are Paying Off
The electric-car maker is expected to release second-quarter global deliveries amid stiffening EV competition

Tesla TSLA 1.66%increase; green up pointing triangle has been slashing prices across its lineup for much of this year, trying to rally sales and prevent a buildup of unsold inventory.

The company’s second-quarter deliveries, expected as early as Sunday, will show how well the markdowns are working to entice customers.

Analysts surveyed by FactSet expect Tesla to have delivered about 445,000 vehicles globally in the April-to-June period, a roughly 75% increase over a year earlier and another record quarter for sales.

Tesla has been targeting 50% annual delivery growth on average, though it has set a more modest goal for this year.
The car company has been adding factory production at a time when underlying demand for its vehicles is showing some signs of softening following years of blistering sales increases.

Deliveries in the first quarter rose 36% from a year earlier, lifted in part by a series of price reductions that also dented earnings.

The electric-car maker will face another test in a few weeks when it reports second-quarter results. Investors will be looking closely at how Tesla’s recent pricing actions have affected the bottom line.

Tesla’s operating margin, a measure of profitability, fell to 11.4% in the first quarter, from 19.2% in the first three months of 2022.
Still, it remains higher than that of many carmakers.

The world’s top seller of electric vehicles, Tesla has regained momentum this year after a punishing 2022, in which the stock had its worst annual performance and the company fell short of its target for deliveries.

Tesla’s shares have more than doubled in the first six months of this year, ending June at $261.77, as the company has remained upbeat about its growth prospects and recruited several car company rivals to use its fast-charging network.

But the stock remains below a peak of more than $400 a share in November 2021, and Tesla is under pressure to prove to Wall Street it can keep winning over buyers amid intensifying competition in the EV market.

Other car companies are expected to release their second-quarter sales Wednesday.

This spring, Chief Executive Elon Musk unnerved some investors when he declared the company was prepared to sacrifice near-term profitability in pursuit of growth, a strategy that rival automakers have largely abandoned over the years.

“We’ve taken a view that pushing for higher volumes and a larger fleet is the right choice here, versus a lower volume and higher margin,” Musk said in April.

“This is a good time to increase our lead further,” he added.

Over the past year, Tesla has gone from having monthslong waiting lists for many of its models to accumulating inventory.

To juice demand, Tesla has employed a range of promotional tactics, from outright price cuts that are unusual in the car business to more conventional techniques such as discounts and freebies.

Since early January, starting prices across its lineup have dropped between 14% and 28% in the U.S., depending on the model, according to The Wall Street Journal’s review of the changes on Tesla’s website.

The reductions have stoked sales, pressured rivals and divided customers, some of whom have been caught on the wrong side of the price changes.

Tesla aims to boost sales from the 1.3 million vehicles delivered last year.
It has set a goal of producing 1.8 million vehicles in 2023.

To achieve its targets, it has been adding factories around the world. It officially opened one in Texas last year and another in Germany to help it churn out more cars. With the added output, it needs to keep sales rising to avoid an inventory buildup.

Adding to the pressure is that Tesla, unlike traditional automakers, doesn’t have a dealership network to help it sell down excess stock if it starts to pile up.

Because of its direct-sales model, the car company holds the inventory on its books until it can make a sale and has to do the work of storing the vehicles and finding buyers, a task that becomes more onerous if supplies build.

In the first quarter, the value of Tesla’s finished goods—a measure that reflects unsold vehicle inventory and those in transit to customers, among other products available for sale—increased to roughly $4.6 billion, up from less than $1 billion the year before, securities filings show.

While Tesla has often tinkered with prices—adjusting them up and down in a way that is similar to the dynamic pricing models of airlines and hotels—the revisions this year have resulted in substantial price cuts.

For example, in the U.S., Tesla has adjusted the price of one version of its Model Y SUV at least seven times in the past six months.
Together, those changes have resulted in a dramatic downward revision: the long-range Model Y now starts at $50,490, compared with $65,990 in early January.

Advertisement - Scroll to Continue


As of late June, Tesla also was offering thousands of dollars off certain vehicles it had in stock, and some buyers qualified for a $7,500 federal tax credit on top of that.

Tesla’s discounts have stood out at a time when car companies are mostly holding the line on such promotions.
The industry on average spent about $1,900 per vehicle on sales incentives in May, according to automotive services firm Cox Automotive.

Some buyers have been frustrated by Tesla’s recent price cuts, which are more visible than the discounts and sales promotions other car companies heap on.

Paul Gassman paid $60,240 for his Model Y in December 2022, after a $3,750 discount and before taxes and fees. Six months later, that same vehicle would have cost $51,490.

“That is the cost of transparency: You know whether you got a good deal or not,” said Gassman, who owns an enterprise software company and lives outside Jacksonville, Fla. Still, he said, “I think I’d prefer that than being in the dark and feeling good because I really don’t know what the going rate is.”

Nikkei : Special report: Russia buying civilian drones from China for war effort

Special report: Russia buying civilian drones from China for war effort
Moscow relying on 'dual use' equipment and third-party exporters

Russia has for months been importing drones from Chinese companies explicitly for use in its invasion of Ukraine, despite denials from Beijing that such equipment is being deployed in the war, a Nikkei Asia investigation has found.

Between December 2022 and April 2023, Russian companies imported at least 37 Chinese unmanned aerial vehicles worth around $103,000 that were designated in customs clearance records as being "for use in the special military operation," the Russian government's name for the Ukraine war.

...

WWD : Pal Zileri’s Manufacturing Assets Get New Owner

Pal Zileri’s Manufacturing Assets Get New Owner
The menswear brand’s production arm Forall Confezioni SpA has sold its assets to Manifattura Veneta to ensure continuity.

MILAN — Pal Zileri’s tailored jackets and employees at its Quinto Vicentino plant in Italy have found their white knight, WWD has learned.

After months of negotiations, Nicola Ferraretto, founder of fellow fashion manufacturer J6, together with other investors, has bought out the industrial and manufacturing branch of Forall Confezioni SpA, Pal Zileri’s production and operative arm, through a newco named Manifattura Veneta.

The deal, whose financial details have not been revealed, entails the buyout of Forall Confezioni’s machinery, workforce and manufacturing agreements. It does not include the Pal Zileri brand, which is and remains controlled by Qatari fund Mayhoola, owner of Valentino and Balmain.

Following the deal, Manifattura Veneta will begin operations with a 70-person workforce and a new, 43,055-square-foot production complex located just opposite the storied site in Quinto Vicentino, in the outskirts of Vicenza, where Forall Confezioni operated.

In a joint interview with WWD, Ferraretto, chief executive officer of Manifattura Veneta, and Massimiliano Tintinelli, chief restructuring officer and board member at Forall Confezioni SpA, touted the M&A deal as the result of lengthy negotiations that saw all relevant parties involved, including Mayhoola, trade unions and the Veneto Region.

“The main goals were to ensure continuity for employees and manage the [Pal Zileri] brand more accurately, trying to maintain our manufacturing capabilities and craftspeople in the Veneto region, because Pal Zileri’s manufacturing is ‘Vicentina’ [from Vicenza, Italy], Venetian,” Tintinelli said.

“The most important aspect was maintaining quality, tradition and [presence on] the territory. Our stakeholder [Mayhoola] was very committed to that,” he added.

Several international, mainly financial parties, expressed interest in acquiring Forall Confezioni SpA, but none qualified as much as J6’s Ferraretto, Tintinelli said.

After a few years of stopgap maneuvers — entailing extraordinary wage support measures, employee relocations and reskilling plans — which saw the Veneto Region as well as trade unions contribute to safeguarding the workforce in the interim period, two former Forall employees liaised with Tintinelli and Ferraretto.

Mayhoola’s full support of any potential scenario that would ensure continuity for the plant also contributed to the deal, Tintinelli said.

“Forall was experiencing significant revenue drops, but Mayhoola has always recapitalized the company as it aimed for issues to be fixed and [finally] focus on the brand’s [operations],” the executive said.

In pre-pandemic years, and before Tintinelli’s appointment to his role, Forall also served as a third-party manufacturer for other fashion brands, a business it discontinued amid deteriorating market conditions.

“When I joined, Forall needed restructuring because it was operating at a significant loss. The COVID-19 pandemic further dampened the formalwear sector, as we’ve seen [happening] to other competitors and [sales of formal] jackets hit a roadblock. Today we’re experiencing, so to say, a strong rebound and that’s happening for competitors and for Forall, too, which saw [revenue] upticks in the past couple of years,” Tintinelli explained.

The executive described the road to selling Forall’s assets as a “reengineering of all processes.”

“We had to rewrite processes rather than adapt them because they were outdated and old,” he said.

Out of the 450 workers that as of 2020 were employed at different operational levels, from Pal Zileri-branded stores to manufacturing activities and brand operations, the restructuring relocated around 43 in brand activities, about 60 in retail, in addition to the 70 workers who transitioned to Manifattura Veneta. An additional 30 people were affected by a redundancy plan.

In the workforce, Tintinelli said, were about 10 to 15 percent seasoned employees whose value in preserving the company’s know-how was irreplaceable.

Manifattura Veneta will employ 70 workers at the start, but Ferraretto said he aims to grow that number to 130 to 150 artisans in due time.

The relocation to the new plant was made possible by the support of Mayhoola, Tintinelli said, highlighting how unlikely such a move would have been if the stakeholder was not really committed to the brand.

Ferraretto has been helming the J6 fashion manufacturer for 13 years and has primarily worked with up-and-coming and cutting-edge designers. “I was not much interested in the Pal Zileri brand, its name would hardly trigger any interest. That was until I visited the former Forall plant. I was mesmerized, that’s when everything began,” he said.

“Our long-term ambition, right from the start, was to acquire and revitalize this excellent production asset, becoming a strategic partner to them and [together] becoming one of the most important hubs in Italy for canvassed and half-canvassed clothing, as well as [set foot] in womenswear, courting the luxury sector for the production of jackets and pants,” he added.

He plans to resume the third-party manufacturing activity and add a made-to-measure service, banking on the assets he believes Forall never entirely lost, such as flexibility, speed and modernity.

“I think…brands need Pal Zileri’s [manufacturing expertise]. It’s an ambitious project, it’s not just about offering a second chance to some employees somewhere in the Italian province, it’s a long-term project and vision,” Ferraretto said.

Manifattura Veneta will remain fully independent from J6 and was established by Ferraretto in tandem with two other investors, Claudia Giacomelli and Luca Trevisiol.

The two former Forall employees who played a pivotal role in liaising Ferraretto with Tintinelli, Patrizia Mastromauro and Alessandro Baraldo, will also retain a minority interest in Manifattura Veneta while holding managerial roles at the company.

“There’s great energy.…There’s a sense of release for employees because this is their life, it’s a home to them. It will bring benefits to all involved parties,” Ferraretto said.

CrunchBase : The Week’s 10 Biggest Funding Rounds: Another Inflection Point For

The Week’s 10 Biggest Funding Rounds: Another Inflection Point For AI? Investors Pour More Money Into The Space

Once again, the week can be summed up in two words we’ve heard all year — artificial intelligence. Investors went crazy again — led mainly by large corporations or their VC arms — dumping big sums of cash into everything AI. That included a huge round of more than $1 billion.

With all the big money thrown around the space, the only real question left is: When will AI start to write this weekly column?

1. Inflection AI, $1.3B, artificial intelligence: The big news of the week was undoubtedly this Palo Alto, California-based startup. Inflection AI is building what it says will be the “largest AI cluster in the world” and has created large language models to allow people to interact with its AI-powered assistant called Pi, or Personal AI. Pi lets people quickly receive relevant information and advice on their interests. To build the platform, the startup locked up a huge $1.3 billion round led by Microsoft, Reid Hoffman, Bill Gates, Eric Schmidt and new investor Nvidia, which values Inflection AI at $4 billion, according to Forbes, which first reported the news. The new funding brings the total raised by Inflection to more than $1.5 billion, per the company.
Founded last year, the generative AI platform is a competitor to other AI firms such as OpenAI and Google.
It was co-founded by Mustafa Suleyman, who previously co-founded the Google-owned AI lab DeepMind and serves as CEO at Inflection.

2. Runway, $141M, artificial intelligence: New York-based Runway made this list not that long ago after Business Insider reported on this unannounced round. It finally was announced, with Runway raising a $141 million extension to its December $50 million Series C from Google, Nvidia, Salesforce Ventures and existing investors, among others. At the time of the original report, the new cash valued the company at $1.5 billion. Runway helped develop the AI image generator Stable Diffusion, and launched its video-to-video generative AI app in April. The app lets users transform videos into different styles, such as claymation or watercolors.
Founded in 2018, the company has raised nearly $240 million, per Crunchbase.

3. Author Health, $115M, health care: Health care has been big in recent weeks, and this week a big round went to a newly launched mental health startup. Author Health locked up a $115 million round from General Atlantic and Flare Capital Partners. The Boston-based health care platform creates a team of doctors, nurses, therapists and community health workers for Medicare Advantage recipients with serious mental health disorders. Data from The Commonwealth Fund shows 1 in 4 people with Medicare have a mental illness, but only as much as 50% receive treatment. Author Health is the latest startup to look at government health programs as a revenue stream. EasyHealth, Cityblock Health, CareBridge and Spark Advisors are other startups that have done similar.

4. (tied) Celestial AI, $100M, semiconductors: It seems like photonic chips — which use light to send signals as opposed to the electricity used by conventional processors — is becoming a thing with investors. In late May, Boston-based Lightmatter raised $154 million in the space and this week Celestial AI joined it in cashing in. The Santa Clara, California-based startup raised a $100 million Series B funding led by IAG Capital Partners, Koch Disruptive Technologies and Temasek’s Xora Innovation fund. Such tech is needed now more than ever with AI requiring both faster and more energy-efficient computing.
Founded in 2020, the company has raised nearly $164 million, per Crunchbase.

4. (tied) Cyera, $100M, cybersecurity: Data may be king, keeping track of it and securing it can be a pain. Enter data security startup Cyera — which locked up a $100 million Series B led by Accel.
Cyera offers a platform that helps security teams at companies understand what data they have and how it’s used, as well as how to secure it.
Such platforms can be useful as security teams struggle with growing amounts of data while also often facing staffing issues. Since closing its Series A last March, the company says it has realized 800% revenue growth. Founded in 2020, Cyera has now raised $164.5 million across three rounds, per Crunchbase. The round comes amidst a funding slowdown in cyber — which has seen a significant dip since the fourth quarter of 2021, per Crunchbase data. The sector saw four consecutive quarters of decline before hitting $2.7 billion in the first quarter of this year — a slight uptick from the $2.4 billion in the final quarter of 2022. However, that first-quarter number represented a 58% drop from the $6.5 billion such startups saw in the same quarter of 2022.

4. (tied) Redpanda Data, $100M, data: Streaming data startup Redpanda Data raised a $100 million Series C led by Lightspeed Venture Partners, Google Ventures and Haystack. The San Francisco-based startup provides real-time streaming data services, helped by — you guessed it — artificial intelligence and machine learning. Companies are able to analyze data as soon as it’s collected. The platform works by being both a data storage system and a data streaming system in which companies can integrate their own data into the machine-learning system to bolster responses.
The company says it multiplied its revenue growth 5x over and doubled its workforce through its last fiscal year.
Founded in 2019, the company has raised nearly $166 million, per Crunchbase data.

4. (tied) Typeface, $100M, artificial intelligence: Yet another AI startup makes the list. San Francisco-based generative AI startup Typeface — which launched in February with a $65 million raise — raised a $100 million Series B led by Salesforce Ventures with participation from Lightspeed Venture Partners, Madrona, GV, Menlo Ventures and M12 (Microsoft’s venture fund). The company’s AI platform helps with enterprise content creation such as product shots, blog posts, social media ads and job posts that meet brand specifications.

8. Augmedics, $83M, health care: Chicago-based Augmedics, a developer of augmented reality surgical navigation, closed a $82.5 million Series D led by CPMG.
Founded in 2014, the company has raised nearly $144 million, per Crunchbase.

9. Presidio Medical, $72M, medical devices: South San Francisco, California-based Presidio Medical, which develops a transformational neuromodulation platform, closed a $72 million Series C led by Deerfield Management.
Founded in 2017, the company has raised $102 million, per Crunchbase.

10. (tied) Fly.io, $70M, apps: Chicago-based Fly.io, a remote app delivery network developer, raised a $70 million Series C led by EQT Ventures.
Founded in 2017, the company has now raised more than $110 million, per Crunchbase.

10. (tied) K36 Therapeutics, $70M, biotech: Cambridge, Massachusetts-based biotech startup K36 Therapeutics closed a $70 million Series B led by Nextech Invest. Founded in 2021, this is the first announced round by the company, per Crunchbase.

Big global deals
Inflection’s big round led the way in all deals raised this week, but was followed by two deals from China.

  • Anhui YOFC Advanced Semiconductor, a manufacturer of silicon carbide power semiconductor products, raised nearly $524 million in a Series A.
  • Sunwoda Electric Vehicle Battery, a developer of electric vehicle battery packs, closed a $228 million venture round.

WSJ : Market Bets on Cheaper Oil, Dashing Saudi Hopes for a Price Rebound

Market Bets on Cheaper Oil, Dashing Saudi Hopes for a Price Rebound
The major crude producer is cutting back output, but a key indicator suggests traders believe supplies won’t shrink for months

The oil market has sent a warning to Saudi Arabia and everyone else betting that prices are poised for a rebound: Don’t count on it.

The petroleum-rich kingdom throttled back output starting this weekend, part of a high-stakes gamble unveiled last month to crimp supply. Saudi officials think that demand will outstrip production later this year, teeing up a rally that will restore a gusher of profits to oil producers. Analysts at the International Energy Agency and Wall Street banks agree that demand could return in the second half of 2023.

Trouble is, the oil market appears to be at odds with them. A key market indicator suggests traders believe that supplies won’t shrink for months.

The gauge is based on the gap between the price of oil at different dates. In recent days, contracts for Brent oil that will change hands imminently fell to a discount compared with crude that will be delivered down the line. That dynamic, known as contango, is a signal that supplies are more than sufficient to meet demand.

“It’s a really bearish sign,” said Greg Newman, chief executive of London-based brokerage Onyx Capital Group. The surprise is that the Brent price itself hasn’t tumbled, Newman added. He expects Brent to lurch down to between $58 and $62 a barrel.

The implication is that Saudi Arabia, the second-largest crude producer behind the U.S., might have to take more drastic action to boost prices in the face of sluggish demand, higher interest rates and an unexpected bounty of oil from the U.S., Iran and Russia.
A spokesperson for the Saudi energy ministry didn’t respond to requests for comment.

China’s recovery has been slower than economists had predicted. Beijing put forward a plan to kick-start growth, but investors say it is insufficient so far to prompt a big rise in commodities demand.

Brent-crude prices slid 13% in the first half of the year to about $75 a barrel Friday, despite previous cuts by the OPEC+ cartel that Riyadh leads.
That has meant cheaper prices at the pump for American drivers heading into the summer travel season.
Regular gas prices averaged about $3.54 a gallon heading into Independence Day, more than $1.30 cheaper than a year ago.

Fuel consumption is weakening in China and in Europe, according to Marwan Younes, chief investment officer of hedge fund Massar Capital Management. A portion of China’s near-record crude imports appears to be heading into strategic reserves, he said.

“The larger, broader macro forces are really going to be dampening global growth,” Younes added.

By cutting output, Riyadh has bolstered prices for the high-sulfur crude it produces but failed to jump-start the broader market, said Adi Imsirovic, director at consulting firm Surrey Clean Energy and a former trader.

As a result, a price benchmark in Dubai last week rose to a premium to Brent crude, the global standard, for the first time since the fall of 2020. It is a rare occurrence because oil traded in Dubai is denser and contains more sulfur.

Dubai prices are heavily influenced by Saudi output whereas Brent measures the price of oil produced in Europe and Texas.

Higher Dubai prices are good news for state oil giant Saudi Aramco, which bases its export prices in Asia on that market. There is a catch. Aramco is exposed to the frail North Sea market through its sales to Europe, which are priced off Brent.

“The Saudis are back on their own again, cutting output single-handedly to support the market,” Imsirovic said. “It goes back to the old mantra that’s true again: that OPEC is strong in a strong market and is weak in a weak market.”

An added risk for oil bulls is that contango in Brent deters money managers from investing in oil derivatives. When futures contracts get more expensive the farther they are from expiration, bullish investors lose money as they adjust positions to avoid taking delivery of oil cargoes.

There are pockets of strength that could prompt prices to zip higher. U.S. drivers, who consume almost a 10th of the world’s oil, are burning through 3.8% more gasoline than they were a year ago.

A change to the way Brent prices are calculated—adding U.S. crude into the mix—might also be muddying the signal the benchmark sends about the state of the global market.

Even so, Massar’s Younes said, any rally in crude could be short-lived. A big drag is the downturn in petrochemical output, part of a slump in manufacturing. Refiners are losing money for each barrel of plastics ingredient naphtha that they produce. So they cut back on purchases of crude needed to make the oil product.

Higher interest rates have encouraged refiners to sell stocks of oil by raising storage costs, weighing on prices. Add a surge in Iranian oil exports amid talks with Washington, and some analysts are growing more gloomy.

“The problem is when you cut production in an already weak environment, the impact is limited,” said Ole Hansen, head of commodity strategy at Saxo Bank. “It looks like we could be here for a while.”

FT : Nike is coming back to big retail chains


A funny thing happened on Wall Street in June: the chief executives of two massive US retail chains, Macy’s and DSW, quietly told investors they would be bringing back Nike products to their stores later this year.

Nike is “one of the most important brands for our customer”, said Macy’s CEO Jeffrey Gennette on June 1. “We had lots of customers that were disappointed that we didn’t carry it over the past year.”

The announcement was something of a surprise, and seemed to contradict Nike’s prolonged, much-publicised, and controversial strategy of focusing on selling directly to the consumer.

In 2017, Nike said it would begin trimming its network of retail partners from some 30,000 accounts to just 40. At the time, the sneaker giant was hoping to drive higher-margin sales on its website, through proprietary apps such as SNKRS, and in Nike-owned stores.

The strategy, initially called the Consumer Direct Offense, has been successful: Nike’s direct sales have grown from about 15 per cent of annual revenues in 2017 to more than 40 per cent in its fiscal 2023, which ended in May.
Some $21.3bn in Nike sales came from consumer transactions directly through the company’s own stores, apps, or website in the financial year just ended.

But the pivot has not been so kind to other retailers, some of which had relied on Nike goods for their own success. It put several independent, “mom and pop” stores out of business, while others said Nike’s sales switch had compromised sneaker culture hubs that had fostered the brand for decades.


That’s why some retail analysts were curious about the Macy’s and DSW announcements. Beth Goldstein, a footwear industry analyst at Circana, told Scoreboard that in the US, family footwear retailers (like DSW) and major department stores (like Macy’s) have been losing market share for several years as consumer preferences shifted during the pandemic.

When quizzed why Nike was reviving its relationship with Macy’s and DSW, and what that said about the brand’s retail strategy, chief executive John Donahoe insisted it was an “evolution of the same marketplace strategy . . . driven by the consumer”. He noted that “multi-brand” chains “help us serve distinct consumers or price points”.

Nike’s direct to consumer push isn’t without its own challenges: freight costs, foreign currency exchange rates, and product markdowns have all weighed on margins, despite its overall success at selling directly to consumers.

Donahoe told analysts on the company’s earnings call this week that it still intends to focus first and foremost on its own direct selling channels, followed by “neighbourhood authenticators” — local stores in select districts that lend Nike credibility in sport or culture, and lastly chain retailers.

Even so, big chain stores will be hoping the return of Nike goods can help lift their floundering fortunes.