How Americans feel about Biden's infrastructure plan. Ex-Playmate shares intimate details about Hefner. Khloe Kardashian speaks out after unedited pic's release. Black golf legend's Masters moment nearly ruined. Ohio official on his viral anti-hate speech: It 'was time'. When you register for Disqus, it collects information about you which may include your name, email address, IP address as well as your device ID.
J Station X does have some access to this information including name, IP address and email address , we use this information to engage and interact with you and to verify who you are. You can click here to read the Disqus privacy policy. J Station X may also collect email addresses and names in order to send you email newsletters. Our newsletter services are operated by MailChimp, which collects information such as your name, email address, telephone number, and how you interact with an email this uses cookies and tracking technologies.
You can click here to read the MailChimp privacy policy. J Station X does use cookies to offer you a better experience and to improve what we do. We use services such as Google Analytics which uses cookies to anonymously track which articles you have read and the time you spent on them, while Google AdSense uses cookies to show you relevant ads. Naruto ultimate ninja 4 Shippuden help? What's the name of this song? It isn't that gorilla zoe song It goes like this I've been lost on the road for long I've been trying to find my way back home Thats all I know There are obviously opportunities in terms of bringing on new partnerships with different states as well as growing the various businesses within there as well.
So the VUE capabilities we have in certifications as well as our Clinical business. So I don't think it's a year-on-year thing. It's more of a steady over time. But assessments is really important for us as a division, but it's also really important in terms of the end-to-end product that we have across the business. So whether that's Pearson Test of English within our English business or the opportunities to reinforce learning within workforce, we think the capabilities we have in assessments are important across all of our divisions as well.
In areas like English Language Learning and work skills, you have some pretty formidable competitors like Duolingo and Babel, and then a wide range of training companies.
For consumers to choose your offerings, won't you need to ramp up your marketing spend more in line with those competitors?
I don't see any discussion of marketing costs in the presentation today. But thanks for the question, Nick. We -- I think the world is going in 2 ways. There is a real split. We're seeing it in many sectors between sort of commoditization en masse and a flight to quality, and we very much look at the flight to quality side of the business. And so there are many in the English Language Learning space -- as you referenced, there are many well-established companies. I don't think you're going to see us going necessarily directly head-to-head with some of those.
Sally just referenced Pearson Test of English in relation to our assessments and qualifications division. I mean that's really high-stake stuff. That is getting your opportunity for you and your family to get a new job to immigrate to a new country. You can imagine, as we're in discussions with multinational corporations, as they're hiring, in some instances, hundreds of thousands of employees from around the world in a single year, which is a particular instance of a conversation I was having recently.
Their need to improve the English Language Learning skills of their employees so that they get a -- they're able to learn and train at a faster rate. So you're going to see us, again, lean into some of the great competencies that have carried us well in the educational space and expand it beyond into this lifetime of learning space. And along with that, I want Pearson -- my ambition is for Pearson to become a preeminent learning company in the world.
And to do that, we're going to rely a lot on our brand and a lot on the trust that people have to deliver those exciting, engaging experiences of the highest quality. There is a lot in -- of different products and services out there. I want -- largely, the part of the reasoning to separate pearson. We -- one of my first appointments was to bring Lynne Frank into the company as Chief Marketing Officer.
And Lynne brings a vast amounts of skill in her prior roles, and her and the team, we've been sitting down, working around not just the Pearson brand, but the other brands we have.
Longman brand, for example, it's very strong in China. And so you are going to see us have a focus and spend appropriately, but also leverage our relationships and partnerships with third parties to build on the already high brand awareness that we have globally around the world. As so I said in the presentation, we've reached tens of millions of learners around the world every year. In fact, in , we reached over GBP million learners around the world.
You think of the assessments business, as I referenced, every 2 seconds, someone is taking a Pearson VUE assessment somewhere in the world. So as we start to look at our business through a consumer lens, which wasn't primarily the focus of the company previously.
As we start to do that and we start to, as it were, join the dots between the different businesses so we create this flywheel effect where one business can really help enhance the others. As we start to build a consumer relationship, whether it be a college or whether it be at your start of your career, and we can build on that relationship over the next 30 or 40 years of your career lifetime, these become very powerful marketing tools in of themselves. And so you're going to see us spend on digital marketing, but we as a company -- Sally mentioned it earlier.
We have a relatively healthy cost base, how we reallocate some of those existing costs is something that both Sally and I and the divisional heads are taking a hard look at. I don't know if you need to -- want to add anything there, Sally?
It's something where we have expertise. And as I said, we have allocated marketing funds to the launch of our new app for full inaudible. I'd just add, by the way, if I may. I mentioned in the presentation within our OPM business. I think we have one of the world's leading digital marketing agencies in-house that has been focused to date largely on our OPM business. But the skills that, that team possess and the knowledge that, that team possess in the area of digital marketing, has a great deal of potential to be utilized in other parts of the company.
And so as Sally alluded to, there is a lot of marketing spend already embedded within our current cost structure. Sally, what is your and higher ed enrollment expectation? And are you saying higher ed revenue will be stable for the next 5 years? So in terms of enrollment, I think we -- given what happened last year -- so let's reflect on So we're expecting that, that probably is an indication of some deferrals.
And therefore, as we look into , there's likely to be a pickup in enrollments. It's going to be relatively small. And then out into the future, I think we see a return to more -- what we've seen across the medium-term history and the enrollments will decline at a small rate over the longer term. Two questions. Sally, first one for you and then probably Andy and Sally for the second one. When you talk about recapturing the secondary market, how can we measure this?
Your print units fell by GBP 1. And the second question, is it right to think about as laying the groundwork, but is when we start to see the results, i. So first of all, in terms of recapture of the secondary market, I think the important thing for us to be watching is the overall units. And in , for the first time in a lot of years, we saw a very small unit increase, and we'll be watching out for that into the future. When you refer just to text units or just to platform units, you need to remember that our platform sales actually have a free text in there.
So you actually need to look at the full units. Jo, can you repeat that second question for me? Is it right to think about as laying the groundwork, but is when we start to see the results?
I mean obviously, is a really important recovery year for us. We see revenue growth coming off a difficult base but also profit growth, and that will lay foundations for the future growth from onwards.
So anything you'd want to add to that, Andy? I think that's right. I mean we've had the opportunity within the pandemic to assess the business, and I've had the opportunity since joining the company as CEO in October. Of course, I had the good fortune of being on the Board earlier this year. So I've had a great deal of time to think about the right direction.
And a lot of what we're announcing is -- today, we've already started work upon. I've alluded to some of those things.
And so I do think you're going to see is -- a rebound in '21 from the challenges we had in , but provide a really solid foundation for growth there forward. Andy, can you please talk about where you see this growing to? And what share you aim Pearson to get to, let's say, in 5 years from now? The -- I'm not going to get into specific market share in terms of where I think we're going to be in the future.
But I do think you can take a look at what has happened in the past. You're seeing consumers in many, many different sectors, the learning sector being no different, to really embracing a different way of working.
And so a lot of what we're doing now and the formation of the direct-to-consumer unit is really focused around driving behind that and moving us forward. And so in some respects, one could argue in 5 years' time, everything is going to be -- of the company is going to be digitally focused.
What our share of that extremely large market will be, I hope we will continue to have a significant share. Part of the thinking around the 5 divisions are -- these are 5 areas of business where we have earned the right to play, and where I believe we have the right assets and capabilities to win.
And so as we look at each of those divisions individually and then as we start to bring them together, I think that's where you're going to see an opportunity for -- to -- for us to continue growing. Obviously, a lot of that in that virtual learning arena that we've talked about before. And then as we get the secondary print market coming back in the U.
What risk or barriers do you see in rolling out your plans for becoming a direct-to-consumer business? Many of the other initiatives we're starting on english. And so I believe that we have to be laser-focused around the consumer and their needs, and we need to provide the highest quality content, products and services.
We want to make sure that bar is super, super high, and the team are really, really focused on that. And then I'd just also -- I'd just remind you around the notion that we're not starting from a 0 base here. I talked about the U. As we start to think about a coherent direct-to-consumer approach, and how we start to manage the businesses in a more coherent fashion and we create compelling product that really engages learners -- it's interesting with them.
You saw the examples of Revel and Mastering and MyLab. We've got survey results back to demonstrate that learners are increasing their scores by 5 points on average when they use those products because they're more engaging.
And when you create more engaging and immersive products, people learn more effectively. And so your outcome, so your scores go up. And so I'm very confident about the quality of the products that we're going to utilize. I'm not arrogant enough, and the team is not arrogant enough to say that we don't have to be focused on producing exactly the very greatest product that we can, but I blend that with the fact that we're not starting from a 0 base here.
Probably both Andy and Sally on this one. It comes from Luke Smith at Premier Miton. Please, can you discuss how you intend to grow your OPM business? And how your offering differs from competitors like [Duo] and Coursera? Luke, thank you for the question.
As I said in the presentation, I think you've got to look at our current OPM business in 3 dimensions. The first is we're in very active and progressive discussions with our partners, our university partners, college partners, about it, how we can expand the relationship. Because institutions, just like everyone else, are looking to expand their offerings.
And you only need to look at some of the phenomenal initiatives that President Crow and the team at ASU are undertaking as an example of the way that they are starting to think and the way that potentially we can partner with them.
So I think the first part is to think about how we expand our relationships with our current partners. As I alluded to earlier, the second part is then thinking about our digital marketing assets that have been focused primarily on OPM and the ability to leverage those more broadly across the company. And then finally, as we look at our pathways initiative and as we look at our Accelerated Pathways, which is a product that is focused primarily or solely on the workforce area, I think you're going to see a lot of opportunities.
So we're going to not necessarily be replicating exactly what our peers are doing, but thinking more expansively, more broadly about creating long-lasting growth and a lifetime of learning.
Thank you very much for your questions today. And with that, I will hand back to Andy. And the video will be posted on our corporate website for you to watch.
I know if any of you have any more questions, please reach out to Jo and the team. I look forward to engaging with you and with Sally over the coming days and weeks. So thanks for your interest in Pearson, and have a good rest of your day and happy International Women's Day as well. Looking for the next 'big thing'? Cathie Wood knows where to find it. Buffett is betting big on his favorite company. It might be time to follow suit.
Sanjay Gupta revealed five places where coronavirus transmission is more likely to occur than others. Gupta said. The good news: Retirement at 58 may very well be within your reach, financial advisers said. One of the highest-priority tasks you will face if you retire at 58 or any time before Medicare is available at 65 years old is health insurance. Taking a jibe at the year-old senator, Musk responded by saying "I keep forgetting that you're still alive.
Cathie Wood runs this fund and seven other tech-focused funds that are popular with growth investors. Oftentimes, when I respond to letters like yours, where the person has millions of dollars saved, I get feedback from other readers who are frustrated because they think all that money will make retirement an absolute breeze.
The metaverse is coming. The global economy might be forever changed, too. Companies both large and small are racing to develop a new virtual universe where individuals can play, socialize, and work together.
In this article, we will be taking a look at 11 cheap high dividend stocks to buy right now. Dividend stocks are perhaps some of the only ones offering a plethora of […]. After last week's slim market losses, how should investors respond? Tesla, one of several stocks in focus, may soon get key support. As prices soar, here's how to lessen the impact on your wallet. For example, you might have to take on more risk than you'd like to obtain a higher dividend payout.
Income-seeking investors tend to especially like Dividend Aristocrats. With the new year right around the corner, it could be the perfect time to consider some explosive new opportunities. Intel stock has fallen hard after the company's last five quarterly earnings reports. Yesterday, Sundial issued a press release announcing their financial results for Q3 ended on September 30, Presenting on this morning's call, we have Zach George, chief executive officer; Jim Keough, chief financial officer; and Andrew Stordeur, president and chief operating officer.
Additionally, all financial figures mentioned are in Canadian dollars unless otherwise indicated. Buying a stock is easy, but buying the right stock without a time-tested strategy is incredibly hard. So what are the best stocks to buy now or put on a watchlist?
Dow Futures 36,
0コメント