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While Apple’s new iPhone XS, XS Max and XR have fast-charging circuitry built in, they ship with regular chargers that would likely take more than two hours to top their larger batteries, for example. Apple does offer a fast 30W USB-C Power Adapter that will load your new iPhones at 50% in 30 minutes flat, but that one will cost you $49 extra.Still, Apple does give you other options, as it lists on its official support pages that the fast-charging functionality of the new iPhones is certainly accessible by plugging in certain third-party USB Power Delivery (USB-PD) adapters, and combining …
Read more: phonearena.com
Steve Jobs was notorious for his autocratic leadership style. Instead of empowering his employees to make their own decisions, he would set the strategy, goals and method—and expect them to follow suit. While Apple was incredibly successful under his leadership, some of the downsides of this style are apparent since his passing in 2011 .
The most recent example involves the removal of movies from people’s iTunes accounts. Jobs believed that content (like movies) could be treated like software—instead of buying it, you license it. Now, some media providers are pulling their movies from iTunes, making them unavailable to people who purchased them. If someone had been empowered while Jobs was in leadership to say, “Content isn’t like software. When people buy a movie, they want to keep it forever,” Apple’s customers might be a little happier.
As a company leader, it can be tempting to make all the decisions yourself, but if you want to set your organization up for success (even after you leave) then you need employees who are able to make good decisions on their own—and who feel empowered to do so.
To keep reading, click here: How to Empower Your Employees to Make Better Business Decisions
The post How to Empower Your Employees to Make Better Business Decisions appeared first on Evil HR Lady.
Read more: evilhrlady.org
Uber, Zenefits, Tanium, Lending Club CEOs of companies with billion dollar market caps have been in the news – and not in a good way. This seems to be occurring more and more. Why do these founders get to stay around?
Because the balance of power has dramatically shifted from investors to founders.
Here’s why it generates bad CEO behavior.
Unremarked and unheralded, the balance of power between startup CEOs and their investors has radically changed:
IPOs/M&A without a profit (or at times revenue) have become the norm
The startup process has become demystified – information is everywhere
Technology cycles have become a treadmill, and for startups to survive they need to be on a continuous innovation cycle
VCs competing for unicorn investments have given founders control of the board
20th Century Tech Liquidity = Initial Public Offering
In the 20th century tech companies and their investors made money through an Initial Public Offering (IPO). To turn your company’s stock into cash, you engaged a top-notch investment bank (Morgan Stanley, Goldman Sachs) and/or their Silicon Valley compatriots (Hambrecht & Quist, Montgomery Securities, Robertson Stephens).
Typically, this caliber of bankers wouldn’t talk to you unless your company had five profitable quarters of increasing revenue. And you had to convince the bankers that you had a credible chance of having four more profitable quarters after your IPO. None of this was law, and nothing in writing required this; this was just how these firms did business to protect their large institutional customers who would buy the stock.
Twenty-five years ago, to go public you had to sell stuff – not just acquire users or have freemium products. People had to actually pay you for your product. This required a repeatable and scalable sales process, which required a professional sales staff and a product stable enough that customers wouldn’t return it.
Hire a CEO to Go Public
More often than not, a founding CEO lacked the experience to do these things. The very skills that got the company started were now handicaps to its growth. A founder’s lack of credibility/experience in growing and managing a large company hindered a company that wanted to go public. In the 20th century, founding CEOs were most often removed early and replaced by “suits” — experienced executives from large companies parachuted in by the investors after product/market fit to scale sales and take the company public.
The VCs would hire a CEO with a track record who looked and acted like the type of CEO Wall Street bankers expected to see in large companies.
A CEO brought in from a large company came with all the big company accoutrements – org charts, HR departments with formal processes and procedure handbooks, formal waterfall engineering methodology, sales compensation plans, etc. — all great things when you are executing and scaling a known business model. But the CEO’s arrival meant the days of the company as a startup and its culture of rapid innovation were over.
For three decades (1978-2008), investors controlled the board. This era was a “buyer’s market” – there were more good companies looking to get funded than there were VCs. Therefore, investors could set the terms. A pre-IPO board usually had two founders, two VCs and one “independent” member. (The role of the independent member was typically to tell the founding CEO that the VCs were hiring a new CEO.)
Replacing the founder when the company needed to scale was almost standard operating procedure. However, there was no way for founders to share this information with other founders (this was life before the Internet, incubators and accelerators). While to VCs this was just a necessary step in the process of taking a company public, time and again first-time founders were shocked, surprised and angry when it happened. If the founder was lucky, he got to stay as chairman or CTO. If he wasn’t, he told stories of how “VCs stole my company.”
To be fair there wasn’t much of an alternative. Most founders were woefully unequipped to run companies that scaled. It’s hard to imagine, but in the 20th century there were no startup blogs or books on startups to read, and business schools (the only places teaching entrepreneurship) believed the best thing they could teach startups was how to write a business plan. In the 20th century the only way for founders to get trained was to apprentice at another startup. And there they would watch the canonical model in action as an experienced executive replaced the founder.
Technology Cycles Measured in Years
Today, we take for granted new apps and IoT devices appearing seemingly overnight and reaching tens of millions of users – and just as quickly falling out of favor. But in the 20th century, dominated by hardware and software, technology swings inside an existing market happened slowly — taking years, not months. And while new markets were created (i.e. the desktop PC market), they were relatively infrequent.
This meant that disposing of the founder, and the startup culture responsible for the initial innovation, didn’t hurt a company’s short-term or even mid-term prospects. A company could go public on its initial wave of innovation, then coast on its current technology for years. In this business environment, hiring a new CEO who had experience growing a company around a single technical innovation was a rational decision for venture investors.
However, almost like clockwork, the inevitable next cycle of technology innovation would catch these now-public startups and their boards by surprise. Because the new CEO had built a team capable of and comfortable with executing an existing business model, the company would fail or get acquired. Since the initial venture investors had cashed out by selling their stock over the first few years, they had no long-term interest in this outcome.
Not every startup ended up this way. Bill Hewlett and David Packard got to learn on the job. So did Bob Noyce and Gordon Moore at Intel. But the majority of technology companies that went public circa 1979-2009, with professional VCs as their investors, faced this challenge.
Founders in the Driver’s Seat
So how did we go from VCs discarding founders to founders now running large companies? Seven major changes occurred:
It became OK to go public or get acquired without profit (or even revenue)
In 1995 Netscape changed the rules about going public. A little more than a year old, the company and its 24-year-old founder hired an experienced CEO, but then did something no other tech company had ever done – it went public with no profit. Laugh all you want, but at the time this was unheard of for a tech company. Netscape’s blow-out IPO launched the dot-com boom. Suddenly tech companies were valued on what they might someday deliver. (Today’s version is Tesla – now more valuable than Ford.)
This means that liquidity for today’s investors often doesn’t require the long, patient scaling of a profitable company. While 20th century metrics were revenue and profit, today it’s common for companies to get acquired for their user base. (Facebook’s ~$20 billion acquisition of WhatsApp, a 5-year-old startup that had $10 million in revenue, made no sense until you realized that Facebook was paying to acquire 300 million new users.)
2. Information is everywhere
In the 20th century learning the best practices of a startup CEO was limited by your coffee bandwidth. That is, you learned best practices from your board and by having coffee with other, more experienced CEOs. Today, every founder can read all there is to know about running a startup online. Incubators and accelerators like Y-Combinator have institutionalized experiential training in best practices (product/market fit, pivots, agile development, etc.); provide experienced and hands-on mentorship; and offer a growing network of founding CEOs. The result is that today’s CEOs have exponentially more information than their predecessors. This is ironically part of the problem. Reading about, hearing about and learning about how to build a successful company is not the same as having done it. As we’ll see, information does not mean experience, maturity or wisdom.
3. Technology cycles have compressed
The pace of technology change in the second decade of the 21st century is relentless. It’s hard to think of a hardware/software or life science technology that dominates its space for years. That means new companies are at risk of continuous disruption before their investors can cash out.
To stay in business in the 21st century, startups do four things their 20th century counterparts didn’t:
A company is no longer built on a single innovation. It needs to be continuously innovating – and who best to do that? The founders.
To continually innovate, companies need to operate at startup speed and cycle time much longer their 20th century counterparts did. This requires retaining a startup culture for years – and who best to do that? The founders.
Continuous innovation requires the imagination and courage to challenge the initial hypotheses of your current business model (channel, cost, customers, products, supply chain, etc.) This might mean competing with and if necessary killing your own products. (Think of the relentless cycle of iPod then iPhone innovation.) Professional CEOs who excel at growing existing businesses find this extremely hard. So who best to do it? The founders.
Finally, 20th century startups fired the innovators/founders when they scaled. Today, they need these visionaries to stay with the company to keep up with the innovation cycle. And given that acquisition is a potential for many startups, corporate acquirers often look for startups that can help them continually innovate by creating new products and markets.
4. Founder-friendly VCs
A 20th century VC was likely to have an MBA or finance background. A few, like John Doerr at Kleiner Perkins and Don Valentine at Sequoia, had operating experience in a large tech company, but none had actually started a company. Out of the dot-com rubble at the turn of the 21st century, new VCs entered the game – this time with startup experience. The watershed moment was in 2009 when the co-founder of Netscape, Marc Andreessen, formed a venture firm and started to invest in founders with the goal of teaching them how to be CEOs for the long term. Andreessen realized that the game had changed. Continuous innovation was here to stay and only founders – not hired execs – could play and win. Founder-friendly became a competitive advantage for his firm Andreessen Horowitz. In a seller’s market, other VCs adopted this “invest in the founder” strategy.
5. Unicorns Created A Seller’s Market
Private companies with market capitalization over a billion dollars – called Unicorns – were unheard of in the first decade of the 21st century. Today there are close to 200. VCs with large funds (~>$200M) need investments in Unicorns to make their own business model work.
While the number of traditional VC firms have shrunk since the peak of the dot com bubble, the number of funds chasing deals have grown. Angel and Seed Funds have usurped the role of what used to be Series A investments. And in later stage rounds an explosion of corporate VCs and hedge funds now want in to the next unicorns.
A rough calculation says that a VC firm needs to return four times its fund size to be thought of as a great firm. Therefore, a VC with a $250M fund (5x the size of an average VC fund 40 years ago) would need to return $1 billion. But VCs own only ~15% of a startup when it gets sold/goes public (the numbers vary widely). Just doing the math, $1 billion/15% means that the VC fund needs $6.6 billion of exits to make that 4x return. The cold hard math of “large funds need large exits” is why VCs have been trapped into literally begging to get into unicorn deals.
6. Founders Take Money Off the Table
In the 20th century the only way the founder made any money (other than their salary) was when the company went public or got sold. The founders along with all the other employees would vest their stock over 4 years (earning 1/48 a month). They had to hang around at least a year to get the first quarter of their stock (this was called the “cliff”). Today, these are no longer hard and fast rules. Some founders have three-year vesting. Some have no cliff. And some have specific deals about what happens if they’re fired, demoted or the company is sold.
In the last decade, as the time startups have spent staying private has grown longer, secondary markets – where people can buy and sell pre-IPO stock — have emerged. This often is a way for founders and early employees to turn some of their stock into cash before an IPO or sale of company.
One last but very important change that guarantees founders can cash out early is “founder friendly stock.” This allows founder(s) to sell part of their stock (~10 to 33%) in a future round of financing. This means the company doesn’t get money from new investors, but instead it goes to the founder. The rationale is that since companies are taking longer to achieve liquidity, giving the founders some returns early makes them more willing to stick around and better able to make bets for the long-term health of the company.
7. Founders take Control of the Board
With more VCs chasing a small pool of great deals, and all VCs professing to be the founder’s best friend, there’s an arms race to be the friendliest. Almost overnight the position of venture capitalist dictating the terms of the deal has disappeared (at least for “hot” deals).
Traditionally, in exchange for giving the company money, investors would receive preferred stock, and founders and employees owned common stock. Preferred stock had specific provisions that gave investors control over when to sell the company or take it public, hiring and firing the founder etc. VCs are giving up these rights to get to invest in unicorns.
Founders are taking control of the board by making the common stock the founders own more powerful. Some startups create two classes of common stock with each share of the founders’ class of common stock having 10 – 20 votes. Founders can now outvote the preferred stock holders (the investors). Another method for founder control has the board seats held by the common shareholders (the founders) count 2-5 times more than the investors’ preferred shares. Finally, investors are giving up protective voting control provisions such as when and if to raise more money, the right to invest in subsequent rounds, who to raise it from and how/when to sell the company or take it public. This means liquidity for the investors is now beholden to the whims of the founders. And because they control votes on the board, the founders can’t be removed. This is a remarkable turnabout.
In some cases, 21st century VCs have been relegated to passive investors/board observers.
And this advent of founders’ control of their company’s board is a key reason why many of these large technology companies look like they’re out of control. They are.
The Gift/Curse of Visionary CEOs
Startups run by visionaries break rules, flout the law and upend the status quo (Apple, Uber, AirBnB, Tesla, Theranos, etc.). Doing something that other people consider insanity/impossible requires equal parts narcissism and a messianic view of technological transformation.
Bad CEO behavior and successful startups have always overlapped. Steve Jobs, Larry Ellison, Tom Seibel, etc. all had the gift/curse of a visionary CEO – they could see the future as clearly as others could see the present. Because they saw it with such clarity, the reality of having to depend on other people to build something revolutionary was frustrating. And woe to the employee who got in their way of delivering the future.
Visionary CEOs have always been the face of their company, but today with social media, it happens faster with a much larger audience; boards now must consider what would happen to the valuation of the company without the founder.
With founders now in control of unicorn boards, with money in their pockets and the press heralding them as geniuses transforming the world, founder hubris and bad behavior should be no surprise. Before social media connected billions of people, bad behavior stayed behind closed doors. In today’s connected social world, instant messages and shared videos have broken down the doors.
Before the rapid rise of Unicorns, when boards were still in control, they “encouraged” the hiring of “adult supervision” of the founders. Three years after Google started they hired Eric Schmidt as CEO. Schmidt had been the CEO of Novell and previously CTO of Sun Microsystems. Four years after Facebook started they hired Sheryl Sandberg as the COO. Sandberg had been the vice president of global online sales and operations. Today unicorn boards have a lot less leverage.
VCs sit on 5 to 10 or more boards. That means most VCs have very little insight into the day-to-day operation of a startup. Bad behavior often goes unnoticed until it does damage.
The traditional checks and balances provided by a startup board have been abrogated in exchange for access to a hot deal.
As VC incentives are aligned to own as much of a successful company as possible, getting into a conflict with a founder who can now prevent VC’s from investing in the next round is not in the VCs interest.
Financial and legal control of startups has given way to polite moral suasion as founders now control unicorns.
As long as the CEO’s behavior affects their employees not their customers or valuation, VCs often turn a blind eye.
Not only is there no financial incentive for the board to control unicorn CEO behavior, often there is a downside in trying to do so
The surprise should not be how many unicorn CEOs act badly, but how many still behave well.
VC/Founder relationship have radically changed
VC “Founder Friendly” strategies have helped create 200+ unicorns
Some VC’s are reaping the downside of the unintended consequences of “Founder Friendly”
Until the consequences exceed the rewards they will continue to be Founder Friendly
Read more: steveblank.com
Halloween is such a fun holiday and definitely one of our favorites. Our kids love to dress up, go to parties, and definitely trick-or-treat! It seems like it is the beginning of the holiday season and sometimes that means that nutrition goes out the window. After a fun night of trick-or-treating, my kids come home with HUGE bags of candy! But more than just the sugar overload, there are a few different reasons to handout something a little healthier to the trick-or treaters that come to your house:
Food Allergies. There are more and more kids that have food allergies. If you haven’t heard about the Teal Pumpkin Project, it is a really great thing for kids with food allergies. The purpose is to raise awareness of food allergies and helps to include all trick-or-treaters throughout the Halloween season. If you will be providing non-food treats to trick-or-treaters, then you put a teal colored pumpkin on your porch to let parents and kids with food allergies know they can come to your home to get a safe treat.
Dye Sensitivities. A lot of different candy contains food dyes which many parents are concerned about. Food dyes can have an effect on some children with hyperactivity, mood swings, and inability to concentrate.
Dental Health. Dentists agree that the worst type of sweets for kids’ teeth are the sticky or gummy type. The sticky material coats teeth, and cavity causing bacteria have an opportunity to grow and spread. Dentists recommend to limit sugar intake, consume healthy foods that strengthen teeth, and brush regularly.
If you don’t pass out candy, then what can you do on Halloween? Non-food items can be really fun and just as much of a ‘treat’ as any type of candy they would get. These ideas are things that kids really love and will get excited about!
Non-Food Trick Or Treat Ideas
Glow Bracelets/Mini Glow Sticks
Bendable Character Toys
Silicone Finger Puppets
Mini Squishy Toys
Scented Monster Markers
Mini Novelty Erasers
Mini Fidget Spinners
Mustache Lip Whistles
LED Finger Lights
Multi Color Pens
What about if you still want to hand out some kind of food item? There are plenty of options besides candy! These are some of our favorite portable, healthy and fun foods that would be perfect to hand out to trick-or-treaters!
Healthy Trick Or Treat Food Options
Mini Raisin Boxes
Mini Popcorn Packs
Mini Granola Bars
Freeze Dried Apple Packs
Trail Mix Individual Packs
Annie’s Whole Wheat Bunnies
String Cheese with ghost faces drawn on
Smart Cracker packs
Clif Kid Z Bars
Mini water bottles
Sugar-free gum (with xylitol)
Mini baby carrot bags
Mini fruit cups in natural juices
Snack size pretzel packs
Mini Craisin Boxes
Whole fruit (small apples or oranges)
Annie’s Fruit Snacks
Roasted Chickpea Snack Packs
To-go Sunflower Seed Packs
More Healthy Halloween Ideas:
Read more: superhealthykids.com
The commission’s staff has found that Apple has not violated Qualcomm’s patents and that the chipmaker’s request would harm competition.
The post Qualcomm’s case for iPhone sales ban in US looks shaky appeared first on Pocketnow.
Read more: feedproxy.google.com
We’ve now got a name for Apple‘s next iPhone and images to match. The follow-up to the iPhone X will be dubbed the iPhone XS, according to Apple blog 9to5Mac, which also got its hands on some iPhone XS photos and images of the new Apple Watch.
According to 9to5Mac, which obtained its iPhone XS photos thanks to the FCC, the OLED version of Apple’s next phone will come in 5.8-inch and 6.5-inch variants. The iPhone XS will also come with a new gold color option. Apple is also expected to launch a third iPhone model, but this one will be cheaper, reportedly with aluminum edges instead of stainless steel and an LED display instead of OLED. It’ll come in several different colors and sport a 6.1-inch display.
— 9to5Mac (@9to5mac) August 30, 2018
That’s not all, however. We’ve also got a look at the new Apple Watch Series 4. The new Apple Watch features a larger edge-to-edge display—possibly 15 percent bigger than in the Series 3, thanks to a much smaller bezel around its sides. Its main watch face is also able to share a lot more information than before, with up to eight complications around its analog-style clock. It’s likely that Apple has multiple new watch faces to go alongside the new smartwatch.
Images of the Series 4 also show a new hole between the Digital Crown and the side button, which could be a new onboard mic for improved voice recognition. Those two side buttons also have a different look to their incarnations on previous Apple Watch models.
On Thursday, Apple sent out invites to its next media event. The launch event, which will see the debut of the new iPhone and likely the new Apple Watch as well, is set to take place Sept. 12 at the Steve Jobs Theater in Cupertino, California.
The post Leaked photos reveal the new ‘iPhone XS’ and Apple Watch Series 4 appeared first on The Daily Dot.
Read more: dailydot.com
This post originally appeared on the blog Math Giraffe.
Have you ever had a class that actually enjoys lectures and taking notes? Probably not, I’m guessing.
In my experience, note days are the some of the most dreaded days among most students. Middle and high school students hate when they walk in the room and realize it’s note day. There are so many pain points of lecturing while the students take regular notes; it just seems like such a struggle for everyone.
If we zero in on all the problems with standard note taking, the biggest challenges are that it’s “boring” and dreaded, not effective, and information is not retained as much as we need it to be.
But, I believe sometimes lecture really is necessary.
Sometimes students just need some teacher explanation in a lecture setting. Even with inquiry lessons, everyone still has to come together to sum it up, share the properties they discovered, and clear up any confusion. Kids need a written guide to reference later.
So, I have broken down the areas in which we need to improve note taking for you to take into consideration and make note day a day the students (and you) look forward to!
Make Note Taking More Effective
Note taking is so essential to your students’ educational success, especially when done in the most thoughtful, effective ways. There are some concepts you should think about incorporating in your lessons to make note taking the most efficient for student learning and retention!
Visual connections make a huge impact in note taking and retention. The key to creating good visual notes is incorporating what I like to call “visual memory triggers.” These triggers are graphics or other images that contain or represent an analogy that helps the student understand and retain information.
Click here to read a post all about How to Create Visual Memory Triggers.
Explicitly Teaching Note Organization
Note taking does not come easily to some students, so it’s necessary to teach some organizational skills in taking notes. Students should be able to understand what information they should write down, and what information is okay to skip.
Secondly, it is helpful for them to be able to go back and easily find a certain piece of information. We want note taking to be helpful for learning during the lecture, but we also want them to be able to refer back to clear, cohesive notes.
Teaching your students to take highly organized notes is so important, especially if they are planning on attending college!
Incorporating color in some way during your lectures is so beneficial for students! Different colors, their combinations, and their placement can have an effect on attention, memory, feelings, and behaviors of students. Check out one of my recent posts, How Color Affects Student Learning.
Notes by Hand
There is a lot of research out there that shows notes are so much better when taken by hand, rather than digitally. Scientific American tells us that even though people generally type faster than write, more notes aren’t necessarily better.
In three separate studies that compare students taking notes by hand vs. students taking notes by laptop, they found those who wrote out their notes had a stronger conceptual understanding and were more successful in applying and integrating the material.
Specific Strategies for Note Taking:
Color coded notes
As mentioned above, color has a huge impact on learning and memory. It is helpful for your students to use a specific color for different kinds of information.
For example, if they use blue for all vocabulary words and definitions, they can better recall the words and definitions, or efficiently find it in their notes, later.
Graphic organizers are great for note taking because they can help with showing relationship, visualizing and simplifying ideas, and organizing information. According to Teach Hub, “Since graphic organizers present material through the visual and spatial modalities (and reinforce what is taught in the classroom), the use of graphic organizers helps students internalize what they are learning.”
Doodle Notes are amazing, because they are a blend of the best of the two strategies above! (Click here to read more about the Doodle Note strategy and the research behind it!)
The perfect way to get started and decide if Doodle Notes is right for your class is downloading this FREE “Engage Your Brain” Doodle Notes! This page is a perfect way to introduce your class to a new strategy for taking effective notes and how their brain works! They can learn a little about the way the brain reacts when you integrate the left and the right hemispheres. You will quickly realize all of the benefits and your students will be begging for more Doodle Notes!
By taking notes using an outlining method, students are organizing the material on their page, which makes it easy to identify main points, subtopics, and details.
Cornell notes have been proven to be effective in student learning. This method involves recording notes during the lecture, asking questions after the lecture, reciting notes aloud, reflecting, and then reviewing.
Make Every Note Day a Great Day!
Make note-taking fun for the students and let them use any of their coloring utensils; this actually helps them remember better! As mentioned earlier, color helps students materialize the content.
Another perfect, simple solution to livening up note day for you and your students is to implement Doodle Notes! When students use doodle notes, the two hemispheres of the brain collaborate to increase focus. They become excited, engaged, and attentive, so their retention is increased.
Students interact with visual triggers that boost their memory for the lesson material. They become proud of their creative work on their page and suddenly begin pulling out their notes sheets consistently to review, show them off, and reference them as a study guide.
Added bonuses include relaxation, coordination, and a boost in problem solving skills. Once students, try it they will be excited to try more! Doodle Notes Days will be days to look forward to. You can download a free handbook on Doodle Notes here!
Make it a goal of every note taking day to engage student brains just as much as you do on an activity / practice day. Be sure that they make solid mental connections and then walk away with a clear, colorful graphic organizer that can become their reference guide to look back at later.
Brigid has taught a range of middle and high school math courses, but her real passion is Geometry! She loves to teach proofs, and enjoys blending fun and rigor into math class. Discover creative and unique strategies for teaching by stopping by her blog. Or visit her on Pinterest, Facebook, Instagram, or at her TpT store Math Giraffe.
Read more: blog.teacherspayteachers.com
Stocks fell Friday for a fourth day on the back of trade optimism.
The US added more jobs than expected in October, and wages rose at the fastest pace in nearly a decade.
Follow the US indexes in real time here.
Stocks stumbled Friday as the latest signs of a tightening labor market fanned concerns about rising rates and disappointing Apple earnings dragged down technology companies.
The Dow Jones Industrial Average wiped out gains and fell 0.5%, or more than 100 points. The Nasdaq Composite dropped 1.1%, and the S&P 500 also turned 0.7% negative. See the rest of the story at Business Insider
Here’s everything that was announced in the Budget — and how it will affect Britain’s householdsGOLDMAN SACHS: Stocks will come roaring back, but the game has changed — here are the 3 best investing strategies for the new eraStocks are doing something not seen since the tech bubble — and it’s a signal the decadelong bull market is on its last legs
Read more: feedproxy.google.com
For the 2019 model year, Ram is introducing a special edition of the 1500 Rebel that the company says is a response to customer requests for high-end features on its off-road model.
Like much of the truck maker’s 2019 lineup, the Ram 1500 Rebel 12 will feature a highly upgraded interior over previous model years. The new Rebel interior is highlighted by the inclusion of Ram’s gigantic, 12-inch Uconnect 4C touchscreen display front and center in the dash.
You can read more about the Uconnect 4C in our in-depth review of the 2019 Ram 1500, but in short, the display’s bevy of features include the ability to run multiple apps in a split-screen view; provide a birds-eye view of the truck for parking; and act as the home of Apple CarPlay and Android Auto integration.
The Rebel 12 also features what Ram is calling “the finest audio system ever available in a pickup,” in a 19-speaker Harmon Kardon system with a 900-watt surround-sound amplifier, 10-inch subwoofer and active noise cancellation.
The interior is leather trimmed with heated front seats and metal speaker grilles trimmed in a Radar Red anodized finish.
Of course you’ll get all these interior upgrades atop a fairly capable off-road truck. The Rebel comes equipped with a factory lift, locking rear diff, Bilstein shocks, skid plates, and tow hooks, among other things. The truck sits on 33-inch tires.
Ram says the Rebel 12 special edition will be an available package on all Rebel cab, color and power train configurations.
The Rebel 12 will start at $48,685, including destination charges. It will be available in the fourth quarter of this year.
Read more: equipmentworld.com