giant

Inditex has discovered that its giant stores are less and less profitable. The problem is that you can’t close them

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Barclays has put his finger on the sore of the Inditex business model. His analysts question whether the megatiendas of the textile giant can continue to generate the productivity improvements that have promoted their growth during the last decade, according to Five days. The origin of the doubts is in its weak growth of the start of the fiscal year, which has slowed that until now it was a strong and almost uninterrupted growth. What has happened. Between 2019 and 2024, Inditex has increased its sales by 37% despite reducing the number of stores by 29%. The average size of its establishments grew 23% to 836 square meters, but sales growth is deflated: 11% in March 2024 to 4% in March this year. Why is it important. The figures show an uncomfortable paradox: While online sales grow with higher margins and minor costs … … physical megatiendas devour resources and generate decreasing profitability. However, closing those megatiendas, in emblematic or high visibility locations, with very high costs that eat a good part of the margin, could be counterproductive. The context. The Inditex megatiendas They are not just stores: they are Showrooms strategic Its real function goes beyond maximizing sales per square meter, they also serve to legitimize online prices. A jacket of 80 euros on the Zara website seems reasonable because the customer can touch it, try it and validate its quality in a store, especially in a 1,000 square meters in the center of Madrid or Barcelona. And because of the fact that this brand is there, conquering that space. In detail. The model works like this: Megatiendas create the perception of premium brand that justifies online prices. It is not something that has invented Inditex or exclusive to fashion stores. McKinsey already talked about this phenomenon Before pandemic. Without that physical presence, Zara would lose some reputational credibility in the face of much cheaper purely digital competitors such as Shein. Physical spaces act as confidence anchors that allow to collect higher prices on the digital channel. Yes, but. The equation is complicated when the profitability of these Showrooms It deteriorates. Barclays estimates that the growth of sales per square meter will decelerate 8% historical annual to 3% in the next four years. Maintaining very expensive spaces that do not generate proportional direct benefits is a bit more difficult to sustain in the long term. Turning point. Inditex will possibly redefine your megatiendas without loading your strategic value. Closed would save costs but destroy a part of the credibility that supports online prices. Keep them as the margins are erodes. The departure is to reinvent them as brand theaters that justify their cost through their impact on the digital business. It is something very similar to what happens with telecos stores, especially Flagship: They maintain strategic establishments in central and privileged locations for a more reputational and Awareness (Brand recognition, perception, prestige) that by pure profitability. Outstanding image | Inditex In Xataka | Wallapop taught us to sell what was used. Decathlon has learned to earn money with it

Xiaomi has turned the windshield of his Yu7 into a giant screen. Electric SUV will be a technological deployment

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Tomorrow is the big day for Xiaomi. The company will present its second electric car, a SUV under the name of Yu7brother of the sedan su7. The expectation is maximum: the company’s first car is dying of success in Chinaand with this new Xiaomi SUV, it has the opportunity to consolidate even more as a avant -garde manufacturer in the territory of electric cars. As a little pill of what we will see tomorrow, the company He has shown what the interior of the Xiaomi Yu7 will be. While drinking in a certain part of his “little” brother, there is a technological bet that will mark a before and after: his hud. Why does an electric car have less autonomy than the announcing The interior of the Xiaomi Su7. Xiaomi has given some brushstrokes about what we will see inside his new SUV. In the central part, a huge similar screen (if not identical) to that of the Xiaomi Su7, with a very minimalist philosophy, very tesla. The steering wheel also seems practically identical to that of the Berlina, and that is that the main change that we will see in this new model is not so much in the design, but in technology. In Xataka we could go up to the previous version And the summary was clear: the screen was the protagonist, but there was also room for the buttons. This is something to maintain If Xiaomi wants to bring this car to Spain one day. Xiaomi’s head-up. First, a little context. What you are seeing just up is the Head-Up Display of the Xiaomi Su7. It is a striking, but not new technology. It is an optical projection system on a small front windshield area, showing information about GPS indications, speed, safety warnings ADAS and others. It is completely adjustable in height and brightness, and even adapts to the driver’s height. An essential in a car that wants to lead at the technological level, but with little to do with what Xiaomi will show in SU7. Xiaomi Yu7, revealed in a new emerald green. The next step. Xiaomi wants to take this head-up display a step further, and will do it with its SUV. It will be the first to release what Xiaomi calls how Hypervision Hud. The image is not projected here in a small portion of the windshield: it is projected in the entire lower part. Projection area. They have not transcended details about the additional information it will provide, but the margin of maneuver is much higher. Everything indicates that it is not thought so that only the driver has access to information: all passengers can perfectly visualize what is being projected. More technological product than car. The Xiaomi Yu7 comes to continue marking its own story for Xiaomi. One in which their cars do not depreciate, demand is absolutely triggered And, according to the brand, it has the competition worried in launching discredit campaigns. Tomorrow we will know Xiaomi’s second proposal for the electric car, while we are still waiting for the first to end up arriving in Spain. Image | Xiaomi In Xataka | Electric cars with more autonomy that can be bought in 2025

Telefónica has a plan to become a giant. Has lit the alarms among local operators

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The Spanish telecommunications market enters a new phase of concentration. With Masorange already underway and A possible movement between Telefónica and Vodafonethe president of the first, Marc Murtra, defends a consolidation of the sector to win scale. But Aotec – the association that groups more than 150 local telecommunications operators – has been more than reluctant to The declared objective of Telefónica to create a “European champion”. What has happened. During the presentation of the Congress AOTEC 2025which will be held in June in Madrid, the main representatives of the Association have raised the tone, as he has collected Digital economy. Its executive director, Gonzalo Elguezábal, has been clear: “We are not against consolidation, but that it is forced by legal or regulatory means.” Between the lines. AOTEC does not oppose concentration per se. What rejects is the political and regulatory thrust to facilitate great mergers, to the detriment of an alternative model that is already working: Small operators, with local implementation. Direct attention, without subcontractors. Physical stores that open where the big ones close. For his part, María Jesús Cauhé, vice president of AOTEC, has valued that “close operators are generating more and more business, compared to the destruction of employment that is taking place in large operators.” A growth that, remarks, occurs especially in the rural environment. The context. The notice is not free. In recent months, the CNMC has approved an average rise of 20% in wholesale prices of the Framework model, for which alternative operators pay Telefónica for using their infrastructure. This measure, according to AOTEC, lacks technical and economic justification, and “can strangle the competitiveness of the sector.” The dossier has already reached the European Commission, and the association is confident for Brussels to force a review. The pulse. Beyond prices, what is at stake is the future of the operator ecosystem. AOTEC defends a decentralized, competitive and rooted model in the territory, in front of a vision that Prioritize European concentration and scale To compete better worldwide. Antonio García Vidal, president of the association, summarizes it as follows: “Where others see fear, we see opportunity. The bigger they are, worse they attend.” The contrast. While the big ones seek efficiency based on mergers, local operators put the focus in the vicinity, use of proximity and capillarity in areas where no one else wants to be. According to AOTEC, the consolidation proposed by Telefónica does not guarantee a better service, and can translate into less real competition and more client disconnection. The Murtra Teleco is complicated by his great project. Of course there are many pages to write in that book. Outstanding image | Telefónica In Xataka | 100 years after his birth, Telefónica faces the greatest existential dilemma in its history: what wants to be older

A giant gas pipeline to China

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The dependence of Europe with Russia, despite the sanctions, has long been extended. Now, the European Union has decided to take control and break Russian gas imports, According to Euronews. From the Kremlin they will have to redirect their flow to other markets and China is receiving you with open arms. A change of direction. Russia has put its focus more east, betting on the Power of Siberia 2. According to Reutersthis project would allow transporting 50,000 million additional cubic meters of gas per year to China, crossing Mongolia. However, negotiations between the two countries have not been easy. The Bloomberg medium has pointed out that the project was stagnant for years due to disagreements on the route, prices and its urgency. Moscow has constantly pressed to close the agreement, but Beijing has maintained a prudent position, even delaying the signing of a preliminary agreement, since it wants to avoid passing through Mongolia. And now? According to has had access the New York medium, the internal industrial and commercial difficulties of China make A cheaper gas supply Be a difficult opportunity to ignore. During Xi Jinping’s visit to Moscow, it has been speculated, how He has collected Economist, that Beijing could be willing to negotiate a higher price, adjusted to the cost of Russian domestic gas and paid in the original gas pipeline, Power of Siberia. However, according to sources close to negotiations, the signing of a formal agreement is not expected in the short term. It has not gone unnoticed. The European authorities have not yet pronounced in this regard, since they remain focused on their own efforts to diversify their energy sources towards renewables, According to Reuters. However, we must not forget that during the commercial war against the US, China offered Europe imported from the US, so we will have to look at the origin of gas That arrives in Europe. Moving the pieces in his favor. On this geopolitical board, China is playing with advantage. While Russia desperately tries to replace its lost markets in Europe, Beijing has the opportunity to ensure a long -term energy supply in favorable terms. In addition, with the increase in global tensions, the Asian giant could be using his negotiation power to strengthen his global hegemonic position. In this sense, Xi Jinping is promoting a transformation towards A more electric economywhich gives China a strategic mattress against potential Western sanctions and reinforces it in global resources and energy markets. Image | Pixabay and Kremlin.ru Creative Commons Attribution 3.0 Unported License Xataka | Europe is caught in gas contracts with Russia. Now look for a way to break them without paying the price

You think your flight is managed by an airline, but in reality it sends a silent giant from Linear City: Amadeus

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From its central offices in Linear City, to eastern Madrid, Amadeus controls the largest travel reservation system on the planet with an almost suspicious discretion. This technological colossus, which barely sounds in the Spanish daily conversations beyond salmon pages, It is the invisible technological brain of global tourism. When you reserve a flight, a hotel room or a rental car, it is very likely that Amadeus technology intervenes at some point in the process. Its software processes billions of daily transactions According to your own data —Ans consultations, reserves and technical efforts, and connects more than 2,500 airlines and 800,000 hotels with their clients in almost all countries in the world. The 2025 first quarter data confirm your strong position: Benefit of 364 million euros (+12.3%). Revenues of 1,632 million euros (+9.1%). Unseen. The really interesting thing is how Amadeus has built a global model without giving up its European identity: Madrid is still its strategic center. Nice (France) is its ideas laboratory. And Erding (Germany) processing data. In this way he has created a viable alternative to the Californian or Chinese model. And without making too much noise. The contradiction. While the company celebrates the historical results published on Friday, the Stock Exchange He punished his shares with a 5.3%drop. The company has recognized that aerial incidents, weather problems and government developments in the United States have affected its reserves, and has cut its growth forecast due to the impact of the dollar-European exchange rate. In perspective. In times where in Europe Technological sovereignty is increasingly worried – Another question is how in time this concern comes – Amadeus is practically an anomaly. It has shown that it is possible to build critical technology with Spanish DNA and compete worldwide. Growth has been especially strong in Asia-Pacific, where reserves rose 10% and embarked passengers increased by 12%, consolidating this region as its main expansion engine. The next. Its net financial debt is at 1,875 million euros, now equivalent to 0.79 times its ebitda Of the last twelve months, 23.7% less than a year ago. As He has pointed out his CEO, Luis Marotothe company is confident in counteracting current challenges with price increases, collection of new customers and extension of services, while keeping attentive to the global uncertainty environment. The elimination of your debt instead of taking advantage of good inertia to try to grow out of control leaves us another reading between lines: Amadeus, rather than for the next quarter, is preparing for the coming years. Outstanding image | Amadeus In Xataka | The Empire of the PowerBanks of rent everywhere: the Chinese solution that should not take to reach Spain

of a 19 second video in front of some elephants to become the global video giant

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“Here we are facing the elephants.” With that phrase, simple and somewhat clumsy, the history of YouTube started. It was April 24, 2005. Jawed Karim, one of his co -founders, uploaded a Video of just 19 seconds in the San Diego Zoo. There were no tripods, no hand microphones, or an editing plan. Only one person pointing animals with long tubes, a fresh spring afternoon. No one knew it then, but those 19 seconds would mark the beginning of a revolution. They say that in January 2005, Chad Hurley and Steve Chen, two PayPal employees, were at a party. People took photos and recorded videos, but sharing those videos was an incompatible formats, formats and software. “We try to simplify it as much as possible,” Chen remembered a year later in a television interview.. With that frustration in mind, Hurley, Chen and Karim began to develop a place that allowed Upload videos and share them without headaches. The first prototype, Inspired by an appointment site called Hotornotsoon evolved towards something broader: a platform where anyone could show anything. YouTube found a great ally in MySpacethe social network created by Tom Anderson: Young people filled their profiles with videos on the most popular platform of the moment. The great impulse would arrive in December 2005, when A Saturday Night Live sketch It circulated like gunpowder and triggered YouTube traffic by 83%. Suddenly, the video on the Internet was popular culture. The viral explosion and the jump to Google In October 2006, Google bought Youtube for 1,650 million dollars. Hurley and Chen became Millionaires overnightbut there were many challenges ahead: the platform had to dodge the demands for copyright, maintain community essence and turn attention into money. YouTube was born as a spontaneity showcase. There were no filming sets or careful postproductions: only people recording in their rooms and many others uploading ads, video clips or television fragments. With the arrival of Partner Program In 2007, creators began to professionalize. Someone’s video in front of elephants gave way to an industry of Vlogs, Sketches, Tutorials and Gameplays, many of them already with television quality. The main page of YouTube in January 2006 On Spanish -speaking YouTube, the first years were marked by creativity as free as disorderly. Rubius improvised ‘Epic Vlogs’, Fernanfloo overflowed a very particular humor, Auronplay launched videos recorded in his room talking about games, and Willyrex and Vegetta published their first games of ‘Call of Duty’ and ‘Uncharted‘. The videos were homemade, the Artisanal miniatures And the goal was not to like algorithm, but to have fun. With the passage of time, the rules changed: that spontaneous spirit was left behind, buried by the professionalization and new dynamics of the platforms. In 2012, Vine broke into six second clips. Although it closed in 2017 in the hands of the original Twittersowed the seed of brevity that Tiktok It would end up germinating. YouTube, although it was born with the spontaneity of homemade videos, had to adapt: In 2021 he officially launched Shorts. The evolution of miniatures But the line that separated what is YouTube from what television is blurring. Every day, in addition, more than one billion hours of content on smart televisions are seen. Neal Mohan, Executive Director of YouTube, He did not hesitate to proclaim this year: “YouTube is the new television” And not only because we watch Youtube on TV. Also because traditional televisions are uploading their programs to YouTube. From Disney+, which has published the first episodes of ‘Andor’ on the platformeven chains that already bet fully for uploading their contents to YouTube. Is YouTube the new television? The evolution of YouTube has broken all imaginable barriers. Mrbeastwhich accumulates more than 388 million subscribers, leads a generation of creators who no longer record home videos: They produce blockbusters with film budgets. Beside him, the Sidemen, Mark Rober either Doube Perfect They show how far the professionalization of the platform has arrived. In the Hispanic world, many of the youtubers mentioned above are still present. And we in Xataka have been working on Our YouTube channelalso carrying our essence the audiovisual format. Although traditional television continues to exist, access to content is no longer exclusive. Simply open YouTube to see live newssporting events, entertainment programs or debates in real time, from any device and without fixed schedules. The main streaming platforms have also embraced this transformation: services such as Netflix or Max, for example, already include live broadcasts, sports competitions and news channels. Streaming, which was born as an alternative to linear television, It begins to look more than it seemed to the traditional offer. On YouTube, The amount of ads has increased remarkably in recent yearsand some users have detected increasingly frequent and extensive advertising pauses. Max, meanwhile, He has recovered usual cable television dynamics: content packages, programmed emissions and quality limitations according to the hired plan. The initial promise of absolute freedom is blurred among more classic market strategies. The amount of ads on YouTube has increased remarkably in recent years. To celebrate their first two decades, YouTube has deployed figures that reflect To what extent it has become a colossal platform. Every day more than 20 million videos are uploaded; More than 100 million comments are published; And users click on more than 3.5 billion “Like” daily. More than 300 video clips have exceeded 1,000 million views, a club that does not stop growing. According to similar dataYouTube is the second most visited website in the world, just behind Google, with more than 20 minutes on average per visit and more than 13 pages seen in each session. Two decades after that first video in front of the elephants, YouTube not only stands up: it dominates a good part of the global traffic on the Internet. Twenty years have passed since that first video in front of the elephants. YouTube, today part of the Google ecosystem, is still standing, stronger than ever; But in the world of technology nothing is eternal. Microsoft … Read more

We thought we had solved the mystery of the giant “trees” of the Paleozoic. We couldn’t be more wrong

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More than a century ago, when the first known fossils of Prototaxitesintuition said that it should be the remains of a tree. Decades of study revealed to paleontologists that this fossil did not belong to a plant, so everything seemed to indicate that it was an immense fungus. Now a new study has reopened this unknown. Neither plant nor fungus. The study in question has revived the discussion About the nature and taxonomy of Prototaxitesprehistoric beings that so far the catalog scientific consensus as fungi. The involvement of “taking out” these beings from the evolutionary branch of fungi is that perhaps these beings belonged to an extinct and unknown branch of the tree of evolution. 400 million years ago. What we do know about Prototaxites For the fossil registry, it is that being trafficking with organisms that were alive towards the middle of the Paleozoic era, does Between 420 million and 375 million years. These beings had a more or less cylindrical structure, similar to a trunk and stood up to eight meters above the sky with a diameter that the subway could reach. These measures and their age make them one of the first large beings of those of which we have record in the fossil registry. The debate on the nature of these prehistoric living beings seemed to mid -2000s. It was then that an analysis revealed that the Prototaxites They did not obtain their carbon from photosynthesis, as is the case of plants, but obtained from other living organisms, as fungi do. Rhynie Chert. The new study that reopens the case It now contributes tests that this being did not belong to the kingdom of fungi and focuses on one of the known species of this genus, Taiti prototaxites. The team resorted to the fossils found at the Rhynie Chert site in Scotland. This site contains not only fossil remains of this species, but also of fungal species and others belonging to other kingdoms of nature. Similarities and differences. The new analysis of the fossils of this species ran into some similarities with fungal structures such as those that could be expected. However, despite having tubular internal structures similar to those of fungi, these tubes in P. Taiti They branched and linked in a different way from what they could expect. That was not, however the strangest detail. The analysis did not detect in fossils evidence of the products that are associated with the presence of chitina, a compound present in the cell walls of all contemporary fungi and that we know was also present in prehistoric fungi. They found that the chemical “firm” was more similar to that left behind by lignin, a polymer that we associate with vascular plants. The study has been published for now draft In the repository Biorxivso the standardized scrutiny of peer review has not yet passed. So what? This detail implies that we must extreme caution when drawing conclusions from the study we have in front. Even so, the signing team of the study outlines in this its conclusions, in principle preliminary. In his study, the team concludes that “the morphology and the molecular footprint of P. Taiti It is clearly different from that of fungi and other organisms preserved with it in Rhynie Chert, and we suggest that it is better considered a member of a group not described and totally extinct of eukaryotes. ” In Xataka | An amateur fossil search engine is behind a curious finding: vomiting of the dinosaurs era Image | Іщн

LaLiga breaks with mediopro. Production passes to Telefónica and a Swiss giant who comes from retransmitting world

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LaLiga has closed the contest to renew its audiovisual production and has done so marking distances: Mediapro disappears after decades to the front, and enters strong HBS (Host Broadcast Services), which takes three of the five blocks offered. This Swiss company is the new person in charge of showing the world the first and second division matches during the next five seasons, which at least until 2027 will continue to be broadcast in Spain by Movistar and Dazn. This affects production. Why is it important. Production is no longer an addition, it is part of the product. In an industry that competes for global attention, how football looks is almost as important as the game itself. And LaLiga, which in this sense has been winning for years, wants to play in the same league as the Premier and the Champions. The backdrop. HBS is not new in this. It has been producing all soccer World Cups since 2002, and has worked in Champions, Eurocups and Olympic Games. His arrival in LaLiga is marked by the technical and quality approach to retransmissions, with a commitment to international standards and centralization of key services. In detail: HBS will be in charge of the production of LaLiga EA Sports and LaLiga Hypermotion (1st and 2nd division) parties, in addition to technical and centralized services. TSA (Telefónica Audiovisual Services) will deal with the contribution and distribution block, that is, to bring these signals to national and international operators. Mediapro is out of the scheme after years being the main supplier. Telefónica, which already distributes LaLiga and European competitions, reinforces its position as a sports technical infrastructure, in turn part of Its strategy of being less and less telecus and more technological. He is not the protagonist, but a key part of the ecosystem that holds the viewer’s experience. Yes, but. One of the five blocks has been deserted: the content creation. LaLiga reserves that space to integrate it with other contracts. Perhaps for wanting to have more control and flexibility about the narrative that surrounds its most valuable product. The big question. Why now? The change is part of a new stage for LaLiga: greater control, greater international projection And an answer to criticism – as those of Real Madrid– On the editorial approach of retransmissions. In fact, six years ago The White Club already broke with Midopro For these same criticisms. In Xataka | There are people paying $ 100 to see basketball matches in the cinema. The immersion is amazing Outstanding image | LaLiga

He has cast a giant in his beer industry

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The origins of what is today Asashi Group They date back to Japan at the end of the nineteenth century, but much of their future passes through the West and more specifically through Europe. And it has enough logic. The brewing group is no stranger to the serious demographic crisis that its country is going through, which translates into a local local market and the need to look beyond bars and Izayaka Japanese. Now, after years of bet and expansion, the brewer invoice thousands of millions of dollars in the old continent, its largest market after Japan, with More than 25% of its sales. In her own way, the Japanese birth crisis has led Asashi to become an outstanding figure in the beer sector European, in which it is not easy to open hollow. A silent advance. The news gave it A few days ago Fortune Taking the balances of the Japanese company itself: silently and without generating noise, Asashi has become one of the big names of the European beer industry. And that has merit. First because the origins of what today is the holding Asashi Group They are quite far, in Japan. Second, because although he had already harvested success in his country it is not easy to open a hole in the European market. What do the figures say? The accounts Asashi Group shows that in 2024 it registered total income in Europe of 5.4 billion of dollars, almost 27% of the total. These figures place the continent as their second billing market, only behind the Japanese already distance from Oceania or Southeast Asia. The volume of income in Europe also grew by 13% while in Japan it barely varied. The forecasts for 2025 It shows that, although a decrease can be registered, the weight of the European market will continue to be key in its accounting. Expanding borders. Those figures are not the result of chance. And it is not explained only by the expansion of its Premium Asashi Super Dry beer, increasingly present in the pubs of Europe. Over the last years the holding company has been expanding with new acquisitions until consolidating in the continent. The Japanese company incorporates other recognized brands For European clients: Peroni Nastro Azzuro, Kozel, Pilsner Urqell and Grolsch. In its catalog also includes Great Northern, Victoria Bitter, Carltron Draught, Tyskie, Ursus, Radegast, Fuller’s London Pride and Asashi Nama, in addition to without alcohol, soft drinks and other drinks, such as the Nikka whiskeyfounded 90 years ago. Pulling a carrier. It arrives with a quick search in the newspaper library to follow the track of that commercial expansion. In 2016 it reached A first agreement With the Belgian origin AB Inbev origin to get three of its best -known brands, Peroni, Grolsch and Meantine, for 2,550 million euros. Some time later, in 2019, Fuller, Smith & Turner accepted another millionaire offer, of almost 300 million of euros, which allowed the Japanese group to be among others with its flagship brand, London Pride. To those operations others are added Centered in Australia, New Zealand or China. In March and despite the tariff war, The Wall Street Journal revealed that the group wants to consolidate its presence in the US with Asashi Super Dry. For that purpose acquired A plant in Wisconsin. They are business … and demography. Some time ago Atsushi Katsuki, general director of Asashi, acknowledged Fortune That the bet of the Japanese company for the Complex Market of Europe was not accidental. And partly it is explained by the population crisis that drags For decades Japan. With birth in historical minimumsdeaths in record values ​​and a population increasingly agedmathematics does not make it easy for companies like Asashi. Yes in the 90s almost 70% Of its population was between 15 and 64 years old, in 2023 that percentage did not reach 59%. For a company like Asashi the implications of that evolution are evident. “If we observe the Japanese beer market, since 1995 it has contracted at a 1-2% annual rate. And we believe that it is likely to continue,” Katsuki comments. Europe also faces His own challengesbut with that backdrop his alcohol market It has aroused interest. Opportunities … and challenges. Of course, the market presents its own challenges. Asashi herself Point out that its goal is to continue betting on premium drinks and alcohol beer, a business segment on the rise and to which the Japanese firm wants to give greater weight in its results account. Its objective is that in 2030 the without alcohol or low graduation suppose 20% of their global sales, several points above the current data or from which they handle in Japan. Another challenge for Asashi is to compete with great weight and rooted rivals in Europe, such as AB Inbev or Danish Carlsberg, which move Milmillionaire Business Figures. That without counting the challenges that the holding of Japanese roots has been found throughout its international expansion, such as the effect of the Ukraine War on the supply of grain, inflation or Commercial War. Images | Norimutsu Nogami (Flickr) In Xataka | Japan is suffering a bankruptcy record from Ramen. And in part it is the result of the “1,000 yen barrier”

Astronomers have seen live the awakening of a giant black hole. They had never detected something so violent

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Good morning, Ansky. SDSS1335+0728 was a black hole so boring that it didn’t even have a nickname. Located 300 million light years, in the constellation of Virgo, he had been asleep from our point of view. But go aroused. The supermassive black hole has aroused in such a violent way that it has left fascinated and somewhat baffled astronomers. Now it is an active galactic nucleus (AGN) dodged affectionately “Ansky”. Years of study. The galaxy where Ansky is began to shine unexpectedly in visible light at the end of 2019. Chilean astronomer Paula Sánchez Sáez, of the Southern European Observatory (ESO), leads the first team that detected activation. “When we saw Ansky illuminate in optical images, we activate monitoring observations with the NASA X -ray space telescope and review archived data of the erosite German telescope,” Paula says in a statement. “But at that time we did not see evidence of X -ray emissions.” The surprise arrived in February 2024. A second team led by Lorena Hernández-García, from the University of Valparaíso (in Chile), saw how Ansky began to emit gusts of incredibly energy and regular X-ray. “It is the first time we observed such an event in a black hole that seems to be waking up,” Lorena explains. Out of the ordinary. He XMM-Newton telescope From the European Space Agency it has allowed to measure the faint x -ray light that comes to us from the explosions, which has been key to measuring how much energy releases Ansky in each “flash”. Known as “quasiperiódicas eruptions” (QPES), X -ray emissions turned out to be ten times longer and ten times luminous than other supermassive black holes. Each eruption of Ansky releases a hundred times more energy than the Qpes observed so far. In addition, it had never seen a time between eruptions so wide, with a cadence of four and a half days. Ansky takes astronomical models to the limit and challenges our current ideas on how these flashes are generated. What causes these explosions? The most accepted theory about the QPES is that they are caused by the interaction of an object (such as a smaller star or hole) with the accretion disc (the hot and bright material that revolves around the black hole before being engulf). They usually occur when the Black hole is eaten a starbut it does not seem to be the case of Ansky. This has led the international astronomer team to consider other possibilities. Perhaps the accretion disk will be formed from gas captured from the galactic environment, and the flares are the result of highly energetic shock waves caused by a smaller object that orbit and disturbed repeatedly the disc. Gravitational waves. Notice Real Time Awakening It is an unprecedented opportunity to check if their energy eruptions could be related to gravitational waves, predicted by Einstein’s relativity and detected for the first time a few years ago. The smooth mission of ESA and NASA will try to observe these disturbances in the space-time fabric from point L1 of Lagrange after its launch in an Ariane 6 rocket planned for 2035. Image | THAT In Xataka | We knew that the supermassive black holes were huge. Thanks to James Webb, now we know we were short

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