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It’s Monday, December 23, and the Washington Wizards (4-22) and Oklahoma City Thunder (22-5) are all set to square off from Paycom Center in Oklahoma City. The Wizards are currently 1-11 on the road with a point differential of -15, while the Thunder have a 8-2 record in their last ten games at home. We’ve got all the info and analysis you need to know ahead of the game, including the latest info on the how to catch tipoff, odds, recent team performance, player stats, and of course, our predictions, picks & best bets for the game from our modeling tools and staff of experts. Listen to the Rotoworld Basketball Show for the latest fantasy player news, waiver claims, roster advice and more from our experts all season long. Click here or download it wherever you get your podcasts. Game details & how to watch Wizards vs. Thunder live today Date: Monday, December 23, 2024 Time: 8:00 pm EST Site: Paycom Center City: Oklahoma City, OK Never miss a second of the action and stay up to date with all the latest team stats and player news. Check out our day-by-day NBA schedule page , along with detailed matchup pages that update live in-game. Game odds for Wizards vs. Thunder The latest odds as of Monday: Odds: Wizards (+1160), Thunder (-2439) Spread: Thunder -18 Over/Under: 223 points That gives the Wizards an implied team point total of 110.79, and the Thunder 120.15. Want to know which sportsbook is offering the best lines for every game on the NBA calendar? Check out the NBC Sports’ Live Odds tool to get all the latest updated info from DraftKings, FanDuel, BetMGM & more! Expert picks & predictions for Monday’s Wizards vs. Thunder game NBC Sports Bet Best Bet Vaughn Dalzell (@VmoneySports) loves OKC’s defense: Alexandre Sarr Under 13.5 Points + Assists (-120) “Sarr is on a nice scoring stretch of 10 or more points in six straight and nine of the past 10, but that will likely come to an end versus Oklahoma City. The Thunder have the second-ranked defensive net rating in December and will challenge Sarr from three (31.2% allowed in Dec.) after he’s made 42.9% of his triples this month. Sarr averages 4.0 potential assists per game in December, so he’s not much of a threat to set up his teammates either. I like his Under 13.5 P+A and his Under 20.5 PRA as a pivot.” Please bet responsibly. If you or someone you know has a gambling problem, call the National Gambling Helpline at 1-800-522-4700. Our model calculates projections around each moneyline, spread and over/under bet for every game on the NBA calendar based on data points like recent performance, head-to-head player matchups, trends information and projected game totals. Once the model is finished running, we put its projections next to the latest betting lines for the game to arrive at a relative confidence level for each wager. Here are the best bets our model is projecting for today’s Wizards & Thunder game: Moneyline: NBC Sports Bet is staying away from a play on the Moneyline. Spread: NBC Sports Bet is leaning towards a play ATS on the Washington Wizards at -18. Total: NBC Sports Bet is staying away from a play on the Game Total of 223.00. Want even more NBA best bets and predictions from our expert staff & tools? Check out the Expert NBA Predictions page from NBC Sports for money line, spread and over/under picks for every game on today’s calendar! Important stats, trends & insights to know ahead of Wizards vs. Thunder on Monday · The Thunder have won their last 11 games against teams with worse records · 4 of the Wizards’ last 5 road games against the Thunder have gone OVER the Total · The Thunder have covered in 4 of their last 5 games If you’re looking for more key trends and stats around the spread, moneyline and total for every single game on the schedule today, check out our NBA Top Trends tool on NBC Sports! Bet the Edge is your source for all things sports betting. Get all of Jay Croucher and Drew Dinsick’s insight weekdays at 6AM ET right here or wherever you get your favorite podcasts. Follow our experts on socials to keep up with all the latest content from the staff: - Jay Croucher (@croucherJD) - Drew Dinsick (@whale_capper) - Vaughn Dalzell (@VmoneySports) - Brad Thomas (@MrBradThomas)McConnell Blasts Judges Who Reversed Retirement Post-Trump Win - Bloomberg LawNone
After a year spent with wildcards and qualifying being a leading storyline with returnees including Naomi Osaka , Amanda Anisimova , Emma Raducanu and Caroline Wozniacki , it won't be an issue going into the 2025 Australian Open . All four endured mammoth ranking rises which see them all placed in the Main Draw Entry List confirmed on Friday morning. Naomi Osaka rose to World No.60 in her first year back. While Amanda Anisimova after a superb middle part of the season which saw the American rise up after reaching the final of the Canadian Open in particular sits in the top 40. Osaka, Anisimova and Emma Raducanu all will play in Auckland to start the year off. Raducanu also received heavy criticism for deciding not to play qualifying for tournaments and only relied on wildcards. But is now up to World No.59 so for a Grand Slam at the very least is safe when it comes to entry. She went up 230 spots in a single season. Caroline Wozniacki though caused the most controversy with the former Australian Open champion albeit through her Dad complaining about feeling disrespected after not receiving a Roland Garros wildcard. Albeit none were on offer to the top names anyway. She got one for Wimbledon, but it was the US Open she made her mark again reaching the Last 16. She rose to World No.72 going up nearly 200 spots. Some murmurings on social media quipped that with her not entering Auckland that she may retire. One of her habits has been that she has barely played in the latter half of both seasons she has been back on the tour with the Asian and Middle East swings at either end snubbed. Raducanu for instance will head to Australia early in order to get ready. What route Wozniacki takes is an interesting one as to whether she comes out all guns blazing or a semi role she has taken in the past few years. But this next season only sees Belinda Bencic who is already back playing as a well known readdition to the fold. She has reached a semi-final in a Challenger this week and is getting match practice in ahead of the Australian Open. So this season will be very much a big one for those names who returned this time last year. Who perhaps follows Angelique Kerber into retirement after only a few months back? Time will tell. Australian Open women’s singles entry list pic.twitter.com/QZT3a7rRG3 This article first appeared on TennisUpToDate.com and was syndicated with permission.What a late-life crisis looks like and what you can do about it
NoneArt Cashin, UBS’ director of floor operations at the New York Stock Exchange, has died, CNBC reported on Monday. He was 83. The publication, however, did not reveal any other details. His cause of death is not known yet. Meanwhile, several social media users paid tribute to Cashin, referring to him as an NYSE 'legend'. "So sorry to learn of the passing of Art Cashin. He was one of the all-time greats, and a lovely person. RIP Art..." one person wrote on X, platform formerly known as Twitter. Read More: Musk Reveals Ultimate Goal Of Trump's DOGE: 'Delete Itself' "I was fortunate to have a Fireside chat with him at one of the early Big Picture conferences in 2013, where he told his infamous "never short incoming ICBMs" stories. And of course, his famous Louis Tiffany hat pin tales. An absolute legend," another one added. "Rest in peace Art. ❤️ I grew up watching Art Cashin & @BobPisani talk about Subprime, GFC & all of the pre GFC stuff back in the day. Art instinctively knew the behavior, nerve & pulse of the market at any given moment. A Wall St legend," a third person said on the Elon Musk-led platform. Read More: Hunter Biden's Pardon Was Predicted Back In June - By Norstaramaswamy Who Was Art Cashin? Arthur Cashin was a managing director of UBS Financial Services Inc. He was the Director of Floor Operations for UBS Financial Services at the New York Stock Exchange. The 83-year-old kicked off his business career at Thomson McKinnon in 1959. Five years later, he became a member of the NYSE and a partner of P.R. Herzig & Co. In 1980, he joined PaineWebber and managed their floor operation. At the NYSE, Cashin has served as a Governor and Member of the Market Performance Committee. Family: Cashin was married to Joan Cashin, who died in 1998 from cancer. The couple had a daughter, Jennifer Cashin, who died tragically in 2007 at the age of 33. Net Worth: According to celebritynetworth.com, Cashin's net worth was around $10 million. Get Latest News Live on Times Now along with Breaking News and Top Headlines from US News, World and around the world.
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3 quality ASX ETFs for Aussie investors in DecemberPodcaster and former host — who has to invoke her famous father, the late Republican Sen. John McCain — blasted Hunter Biden as a “nepo baby” after he received a pardon from his dad, President Joe Biden. The irony of McCain’s comments wasn’t lost on her liberals and progressive critics, who the conservative pundit for her apparent . “No one is above the law except the Presidents [sic] nepo baby is a helluva partying message for democrats,” McCain on Monday morning in reaction to the president giving clemency to his troubled son. Of course, McCain is in railing against the president for issuing the pardon just weeks before his son is scheduled to be sentenced in two separate criminal cases. On December 12, Hunter was set to be sentenced for his conviction on federal gun charges. Four days later, he was to also receive a sentence for the federal tax charges he pleaded guilty to in June. Unsurprisingly, President-elect Donald Trump and Republicans the president’s decision, labeling him a for pardoning Hunter after repeatedly saying before the election he would not do so while insisting “no one is above the law.” Many Democrats, though, joined their GOP counterparts in criticizing the leader of their party. “While as a father I certainly understand President @JoeBiden’s natural desire to help his son by pardoning him, I am disappointed that he put his family ahead of the country,” Colorado Gov. Jared Polis declared. At the same time, the president has his move to spare his son prison time and any convictions and potential criminal charges related to Hunter’s business dealings over a decade-plus span. “No reasonable person who looks at the facts of Hunter’s cases can reach any other conclusion than Hunter was singled out only because he is my son — and that is wrong,” he said. Still, McCain deciding to take a swipe at Hunter for having a famous dad was a step too far for some, considering the role nepotism has seemingly played in her own career. As , McCain even has the term in her social media bio. “Meghan, you should never — under any circumstances — use ‘nepo baby.’ How can you not know this?!” Davidson College professor Isaac Bailey on X (formerly Twitter). “Is Meghan McCain talking about nepo babie???” YouTuber Jack Cocchiarella . McCain even received the treatment. “Hunter Biden thinks he deserves special treatment because he has a famous politician father — by Meghan McCain,” the satirical account on Bluesky. This isn’t the first time McCain has been ridiculed for over their famous familial connections. She’s even previously called Hunter Biden the “ultimate product of nepotism,” prompting social media users to label her At the same time, when speaking of the role nepotism has played in her career, she’s her “work ethic speaks for itself” and she “no longer cares” if someone thinks she’s “going to be a lazy, spoiled brat.” Meanwhile, her former colleagues at have the president’s decision to pardon Hunter, saying outgoing commanders-in-chief “do it every time” and they’re “not sure why the pearl-clutching is happening now.”NYMTL Stock Hits 52-Week High at $22.84 Amid Strong Performance
Daily Post Nigeria Police arrest 22 cattle rustling, robbery suspects in Jigawa Home News Politics Metro Entertainment Sport Metro Police arrest 22 cattle rustling, robbery suspects in Jigawa Published on December 2, 2024 By Khaleel Muhammad Police in Jigawa State have arrested 22 criminals over suspected cases of armed robbery, cattle rustling and vandalism. The spokesperson of the Jigawa State Police Command, DSP Lawan Shiisu Adam, confirmed the arrest to DAILY POST in a statement. He said the suspects are parts of the gangs that have been terrorising the peace of the state. According to the statement, “The Jigawa State Police Command has succeeded in arresting 22 suspects for armed robbery, vandalism, cattle rustling, and other heinous crimes across the state.” He said items recovered from the suspects include Bajaj and Lifan motorcycles, copper wire, three Tecno handsets, armour cable wire, cow, ram, laptop, POP 7 GSM handset, ceiling fans, two 600A battery cells, saw, spanner, digger, hoe, and scissor, among others. He said the suspects, who reportedly confessed to the crime, would be charged in court. Related Topics: Jigawa police Don't Miss NSCDC detains 19-yr-old suspected kidnapper in Ilorin You may like Police rescue kidnapped victim in Jigawa August Protest: Police deny claims by Amnesty International as IGP orders CPs to investigate Alleged Extra-Judicial Killing: Group blasts Police, demand investigation into Okediachi’s murder Police arraign 113 foreigners over cybercrime operations Officers scooping fuel from fallen tanker not our personnel – Police Police foil terrorists’ attack in Borno Advertise About Us Contact Us Privacy-Policy Terms Copyright © Daily Post Media LtdLos Angeles Auto Show (PRNewsfoto/Los Angeles Auto Show) LOS ANGELES , Nov. 27, 2024 /PRNewswire/ -- There is still plenty of time to experience the Los Angeles Auto Show ® ! Open through Sunday, Dec. 1 , including Thanksgiving Day ( Nov. 28 ), visitors of all ages can enjoy special exhibits, major attractions, hundreds of new cars on display, and a thrilling range of test ride and drive opportunities at the Los Angeles Convention Center. Car enthusiasts and shoppers are invited to touch, feel and experience all new car, SUV and truck models, spanning gas, hybrid, and electric options, all in one location from 30 premium brands including Acura, Alfa Romeo, Buick, Cadillac, Chevrolet, Chrysler, Dodge, Fiat, Ford, Genesis, GMC, Honda, Hummer, Hyundai, INEOS, Jeep, Kia, Lucid, Nissan, Polestar, Porsche DTLA, RAM, Rivian, Subaru, Tesla, Toyota, VinFast, Volkswagen and Volvo. Test drives and rides are the best ways to test out the latest models in a safe and stress-free environment. This year's LA Auto Show offers several indoor and outdoor test track experiences across the LA Convention Center. Included in a ticket purchase: This year's LA Auto Show offers car enthusiasts of all ages and levels of interest an experience they will never forget with the following activations: And so much more with food trucks on weekends, plenty of activities for kids and families, celebrity and sports autograph signings, luxury ride-ons, hard-to-find collectibles and something new around every corner. The Los Angeles Auto Show is open through Sunday, Dec. 1 including Thanksgiving Day. Operating hours are: Wednesday, Nov. 27 , 11AM to 7PM ; Thursday, Nov. 28 , 9AM to 4PM ; Friday, Nov. 29 - Saturday, Nov. 30 , 9AM to 10PM ; and Sunday, Dec. 1, 9AM to 6PM . Tickets Tickets for the Los Angeles Auto Show are on sale now and can be purchased online at laautoshow.com/tickets with a credit card or bank card. Stay up to date with the latest show news, updates, and information, follow the LA Auto Show on X , Facebook , Instagram , or LinkedIn and sign up for alerts at laautoshow.com . About the Los Angeles Auto Show & AutoMobility LA Founded in 1907, the Los Angeles Auto ShowTM is recognized as one of the world's most influential automotive events. The show celebrates the enduring love that Angelenos have for their cars and offers a global platform for industry debuts, technology, and innovation. Doors are open to the public Nov. 22 – Dec. 1 and the show runs for 10 full days, including Thanksgiving Day. It is a must-attend event for prospective car buyers, industry executives, influencers, car enthusiasts, and for families wanting to enjoy an unforgettable day out during the holiday season. Held at the Los Angeles Convention Center, the LA Auto Show contributes several hundred million dollars to the city's economy, stimulates the local job market, and is the number one revenue generator for the Center. On Nov. 21 , AutoMobility LA 2024 , the show's media and industry day, included a range of groundbreaking debuts and announcements, and a conference program featuring the leading minds in automotive and technology. These experts explored the most pressing industry issues in a series of presentations and panel discussions from AutoMobility LA's main stage. Media Contacts Kat Kirsch kat@katkirsch.com Tania Weinkle tania@taniaweinkle.com View original content to download multimedia: https://www.prnewswire.com/news-releases/all-roads-lead-to-2024s-los-angeles-auto-show-offering-unmatched-guest-experiences-vehicle-debuts-and-special-exhibits-for-attendees-of-all-ages-302317764.html SOURCE Los Angeles Auto Show
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JioStar, the newly formed media behemoth spawned by the merger of Walt Disney ’s Star and Viacom18 , has the potential to reshape India’s media and entertainment landscape, Vice Chairman Uday Shankar says. “The merger gives us a strong foundation to innovate and experiment, paving the way for transformative change,” he tells Javed Farooqui and Vinod Mahanta in an in-depth conversation that touched upon subjects as diverse as industry structure, vision for the combined entity, and execution challenges in synergy capturing. Announced last week, the merger has created a company with Rs 26,000 crore ($3.1 billion) in combined revenue for FY24, reaching 750 million viewers through 115 TV channels under the Star and Colors brands. It also includes two of India’s leading streaming platforms, JioCinema and Disney+ Hotstar. In this exclusive interaction, Shankar discusses the vision for building India’s largest media and entertainment company, the challenges of competing with global tech giants, strategies to address sports business losses, and the future for television that many believe is in an attritional decline. Edited excerpts: Will the scale of JioStar be able to create a powerful differentiating factor? This merger presents a tremendous opportunity to redefine the relationship between content and consumers, as well as with key stakeholders like advertisers and distributors. While the merger itself doesn’t directly alter the consumer’s experience, it lays the foundation for us to innovate and experiment in ways that could transform the industry. With our combined reach of 750 million people and significant presence across critical content pools, we have the scale to lead impactful change. In my experience, when the industry leader takes bold steps that resonate with consumers, others tend to follow. This is especially important in a media landscape that’s undergoing rapid transformation globally and here in India, driven by technology and evolving consumer behaviours. Television, in particular, remains a dominant force in India, and I believe reports of its decline are premature. Yes, every medium has its lifecycle, but television in this market still has a long way to go. The merger gives us the ability to explore new ideas and create offerings that strengthen the connection between content and audiences while adapting to the broader changes shaping the media and entertainment landscape. Artificial Intelligence(AI) Mastering C++ Fundamentals with Generative AI: A Hands-On By - Metla Sudha Sekhar, IT Specialist and Developer View Program Strategy Succession Planning Masterclass By - Nigel Penny, Global Strategy Advisor: NSP Strategy Facilitation Ltd. 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There’s a significant opportunity to reinvent, revitalise, and make TV stronger and healthier. On the other side, the streaming business offers immense growth potential. With 700-750 million people using mobile phones and consuming data in some form, we have a huge opportunity to connect with each one of them, given the compelling nature of our content. But achieving this isn’t just about providing content—it’s about transforming the entire consumer experience. India is evolving rapidly, and with that comes the need for innovation across the content ecosystem. From how we create and offer content to how we monetise and produce it—everything needs to adapt. This merger gives us the scale to experiment, innovate, and execute these changes on a much larger level. It’s about reimagining what the future of entertainment can be, both in traditional and digital spaces. And how do you intend to go about doing this? By fundamentally changing the way content creation works, though it’s not something that can happen overnight. We already have a lot of content that’s performing well, and we’re running a successful business. It’s essential not to disrupt that core too much or too quickly. This process has to be calibrated. We’ll start by experimenting selectively, seeing what works, and scaling up successful initiatives. As new ideas and content take shape, some of the older approaches will naturally phase out. It’s a dynamic process, and while I can’t say we have a fully defined plan at this stage, we are firmly committed to this strategic direction and evolving with the changing needs of the audience. The merged entity includes a profitable entertainment segment but also loss-making digital and sports businesses. Will these losses impact the overall financial health of the new entity? Historically, when Star made significant bets, such as investing heavily in IP, there were similar concerns. Many believed Star was taking an enormous risk, but those investments worked out brilliantly. Star built a high-quality, integrated sports franchise and monetised the IPL, which turned out to be a game-changer. On the back of the IPL, Star was able to create Hotstar, which would have been impossible otherwise. Additionally, Star leveraged its integrated sports and entertainment content to secure a disproportionately large share of distribution revenues. In our case, while some expensive rights exist, they are typically short-term—3 to 5 years at most. This has both drawbacks and advantages. The short tenure allows us to assess and recalibrate quickly. The entertainment segment is robust and financially strong. Our streaming business, while at scale, continues to operate at a loss as part of the ongoing investment phase. However, these investments are essential to building a future-proof ecosystem. With the right strategies and synergies, we’re confident in managing these dynamics to strengthen the overall financial health of the new entity. But even the streaming business is operating at a loss? Right now, yes, it’s still in the investment phase, but that’s intentional. Take sports rights, for example—JioCinema wasn’t profitable initially, but that was a conscious choice. We were building a platform that didn’t exist before, and no business starts making money from day one. First, you build the product, create the market, bring it to customers, and then you start monetising. With JioCinema, we knew that putting IPL on the platform wouldn’t make money immediately—it was about investing in growth and building the foundation. Now, the platform has matured, and we’ve established a solid customer base on both the ad and consumer sides. This allows us to start recasting our strategy and become more disciplined. For instance, with the recent Asia Cup rights, we chose not to bid because it didn’t align with our strategic priorities. While we are willing to invest heavily in assets that are strategically important, we’re disciplined about evaluating their long-term value. Back in 2017, when we invested in IPL at Star, many thought it was expensive. But without that investment, we wouldn’t have been able to build a world-class TV sports franchise and Hotstar. Looking ahead, we’ll continue to evaluate expensive rights. We’ve carried the burden for some time, and as the renewal periods approach, we’ll decide whether it makes sense to continue or to pivot. It’s all about being strategic and disciplined. When you say some of the rights are expensive, are you referring to those that came with the merger? That’s all history now. Everything is part of us, and we were fully aware of the rights we were inheriting when we made the deal. So there’s no point in revisiting that. That said, the cumulative value of the rights is significant—no question about it being onerous. However, we’re optimistic that we’ll be able to create incremental value from these assets to justify the investment. What is the board’s mandate to you in terms of profitability, users, and scale? To clarify, I’m not directly running the company. We have a team of executives, including three CEOs (Kevin Vaz, Kiran Mani, and Sanjog Gupta), who are responsible for the day-to-day operations. My role is more about shaping the strategy and guiding the leadership team. I’m part of the team that establishes the mandate, but execution lies with the operational leaders. I’ve made an investment from my fund in this business, and there are other shareholders, with Reliance being the controlling shareholder. Naturally, there’s a clear expectation that this business will deliver very attractive financial returns—that’s the foundation on which I’ve raised money from my investors. Reliance, as a highly business-focused company, has similar expectations. It’s a given that we need to generate strong returns on investment and capital. However, beyond financial returns, I have a very clear mandate from Reliance and other stakeholders: to redefine the media and entertainment ecosystem and prepare it for the future. While the media already has massive reach, I believe there’s a far greater opportunity to deliver content people love, whenever they want it, to the entire population of the country. Previously, distribution was the biggest barrier, but that challenge has largely been addressed with the proliferation of mobile and broadband, a revolution that Reliance itself has been instrumental in driving. This transformation creates an incredible opportunity to reimagine how content reaches and engages audiences at scale. I believe there’s a significant opportunity to drive deeper penetration and better consumption of content. To achieve that, we need to completely rethink how we approach content creation and delivery. This is what I referred to earlier—we must redefine many aspects of the process. One key issue is the current concentration of content production and supply, particularly Hindi-language content, which remains heavily centralised in Mumbai. This model has its limitations. Gone are the days when a single production ecosystem could cater to the entire population north of the Vindhyas. India is changing rapidly, with people’s tastes, aspirations, and expectations undergoing a dramatic transformation. To keep up with these shifts, we need to diversify and decentralise how and where content is created. That’s just one example of the kind of changes we’ll need to make to meet these evolving demands effectively. You’ve said that the obituary of television has been written prematurely. Do you believe that the TV business still has a lot of potential in India? Let me explain why I say that. In the US, television became very expensive, with consumers paying $60, $70, or even $80 as the minimum monthly cost. Streaming emerged as a cheaper and more convenient alternative—you paid $10 for a streaming service and got access to a wide library of content. While it wasn’t fresh content, it didn’t matter because most consumers hadn’t seen it yet, and they enjoyed the convenience of watching on their own schedule. Streaming addressed both affordability and convenience in that market. In India, however, the dynamics are entirely different. Television is already extremely affordable, while streaming services aren’t as inexpensive. The Western narrative that TV is dying because consumers are shifting to streaming to save money simply doesn’t apply here. In fact, the global streaming landscape is evolving too. With so many streaming services now available, consumers in markets like the U.S. are spending more collectively on subscriptions than they did on cable or TV. This just reinforces the point that television’s role, especially in India, remains strong and far from obsolete. But isn’t it the case that once people cut the cord, they’re unlikely to return to traditional TV? Once people get used to streaming, no, they’re not coming back. However, the number of streaming services in existence today is overwhelming, and many are struggling—except for one or two that are doing well. Affordability and quality of product remain a major factor. My point is that for any platform to succeed, the product must be both attractive and affordable. In India, television’s biggest strength is its affordability. It delivers content that, while it might not appeal as much to certain segments of the urban elite, connects deeply with a vast population across the country. That connection gives television enduring power, and I believe it will remain relevant if reinforced with more innovation. There’s a strong case for greater creative innovation on both sides—television and digital. Right now, both seem to be following predictable templates, and that’s where the opportunity lies: breaking out of the mould and offering something fresh and engaging. Additionally, pay TV subscriptions have seen a significant decline over the past few years. What’s your perspective on this trend? There are two or three key points here. First, the decline in pay TV numbers isn’t the full story. What really matters is the overall television universe, including free TV (DD Free Dish), and that hasn’t come down. In a value-conscious market like India, if consumers don’t see enough value in pay TV but find reasonable value in free TV, they’ll naturally migrate to free TV. What exacerbated this trend is that many pay TV providers began offering their content on free TV platforms (DD Free Dish). Once that happened, why would a consumer pay for something they could watch for free? However, live sports remains a stronghold for pay TV. It continues to perform exceptionally well because live sports are a unique draw—they’re best experienced in real time, and the TV viewing experience for live sports is unparalleled. While some mandatory sharing of live sports happens on platforms like Doordarshan, the core TV experience for live sports remains a major pull for audiences. And I believe Star Sports has set the benchmark for creating a robust ecosystem that delivers an exceptional viewing experience. People aren’t walking away from that—it’s all about maintaining a compelling value proposition. Let me give you some background to illustrate this point. Back in 2007, when I took over Star, there was a similar narrative—television was said to be in decline, people weren’t paying, ratings were dropping, and so on. Around the same time, Colors entered the market, shaking things up and sparking intense competition. The battle between Star Plus and Colors played out over several years, but it also led to a significant surge in the reach of Hindi entertainment. Suddenly, audiences were seeing fresh, engaging content, and they were excited again. Another example is when we experimented with Satyamev Jayate. It brought in entirely new audiences and reinvigorated interest. Media thrives on innovation and creative disruption. It’s not just about maintaining the status quo—it’s about constantly finding ways to excite and engage audiences with something fresh and meaningful. That’s the essence of this industry. The key difference between then and now is that, back then, we only had television screens, whereas today, the widespread adoption of smartphones has introduced multiple screens into our lives. It doesn't make any difference to me as a media company since we are providing content across screens. If your universe of monetisation expands, unit values don't matter. We have created an artificial divide between TV and digital. Viewers don't see that way. They go to the screens that are easily available to them and the experience that they want. For a laid-back, relaxed experience, they will go to broadcast TV or connected TV. They will watch it on mobile if they want to watch content on the go during the weekday. We just want to be ubiquitous on all screens and create great experiences for consumers. Many traditional media companies, including Viacom18 and Star, have been heavily investing in digital platforms, often at the expense of television. As a result, investments in TV have significantly decreased, with funds shifting towards digital. Given your optimistic outlook on television, will you be increasing your investments in this area? I can’t speak for what others are doing—those decisions are made by their leadership teams. But we’re very clear that we’re not cutting down investments in one area to favour the other. We see significant growth potential in both digital and TV. Of course, digital is growing at an incredible rate, so naturally, we’ll need to allocate more resources to fully capitalise on that massive universe, which is set to become a billion screens. However, that doesn’t mean we’ll reduce investments in TV. In fact, given the strength of the franchises and brands (Star and Colors) we have on the TV side, we intend to invest even more in television. It’s a different scenario now compared to when we were at Viacom18, which had a smaller television business. Back then, we had to prioritise, and it wasn’t feasible to grow a small TV business while simultaneously building a large digital platform. Now, with a strong presence at scale in both TV and digital, there’s no reason not to continue building on both fronts. Even today, nearly $10 billion (Rs 83,000 crore) of revenue comes from traditional TV business. Why would we step back from such a significant space? Instead, we’ll double down on investments to ensure both platforms thrive. Do you consider big tech companies to be a significant threat to traditional media companies? I wouldn’t call them a threat, but they are certainly formidable players with immense resources. They’ve built scale at a global level and have access to vast amounts of data, which gives them a significant advantage in terms of targeting. However, I don’t see them as direct competition. The market is large enough, and the growth opportunities are substantial enough for multiple operators to thrive and grow. Big tech will continue doing what it does, but that doesn’t mean traditional media companies can’t succeed and scale alongside them. The key lies in ensuring we build the right safeguards to protect consumer interests while leveraging our strengths to grow. While big tech excels in technology, traditional media has its own unique value propositions, and there’s plenty of room for both to coexist and flourish. Media companies don’t necessarily need to replicate the data-driven ad stack that big tech companies excel at. Trying to compete on their turf, where you’re already at a disadvantage, doesn’t make sense. In my view, media companies should focus on what they’re inherently good at—creating compelling content and building strong consumer connections. It’s about running your own race, staying confident in your strengths, and recognising that every runner has a different style. The key is to leverage what makes you unique rather than chasing a game designed for someone else’s strengths. What time frame are you considering for integrating the two organisations? There’s no fixed rule for how long integration should take, although these processes can often drag on. From the very beginning, it was clear that I didn’t want the organisation to be paralysed by volatility, uncertainty, or a lack of clarity. We announced the merger last week and have already moved quickly. In fact, one of the unique aspects of this merger is that we announced the entire senior-level leadership team on the very day of the merger. I’m fully committed to finalising all aspects of the integration in the next few weeks and then focusing on creating value in the business. Whatever it takes, we’ll make it happen. From my experience handling other mergers, I know the uncertainty these processes can create, and that uncertainty can be damaging to the organisation, especially to smaller teams. We’re determined to avoid that and move forward decisively. We have brought in EY to help with the integration. Given the potential duplication of roles, will there be layoffs during the integration process? Wherever there’s more than one person for the same role, we’ll first look to find them another meaningful position within the organization. However, in some cases, there may be redundancies. We’re committed to managing this process thoughtfully and transparently. You know both sides are very familiar with each other. It's a small ecosystem. Given the likely overlaps of channels during the integration process, how do you plan to address this issue? Yes, there may be some overlaps, but our primary focus is ensuring that corporate actions don’t disrupt the consumer experience. A viewer of Star Plus is a committed viewer of Star Plus, and the same goes for Colors. Just as we aim to minimise internal confusion, we are equally committed to avoiding any confusion for external stakeholders, whether they are advertisers, consumers, or producers. Each company has its own relationships, and we don’t want to disrupt those in the name of efficiency. The goal isn’t to force changes unless they genuinely enhance the experience or add value. Simply put, we won’t make changes just for the sake of it. For now, all these brands will continue as they are. Of course, there are certain obligations imposed on us by the Competition Commission of India that we’ll need to adhere to, but beyond that, there are no immediate plans to make significant changes. Have you decided whether to keep both streaming apps separately, or will you combine them to create a super app? That’s exactly the kind of discussion we’re having—exploring the merits of various approaches. There are strong arguments on both sides, whether to differentiate the platforms by content type or take another route. Personally, I’ve spent more time debating this specific aspect of the integration than almost any other topic. It’s a critical decision that requires careful consideration. Do you expect a shake-up in the broadcast industry due to the size and scale of JioStar? On the TV side, I don’t see much of a shake-up. Essentially, what’s happened is that four companies have consolidated into three. While there’s a change in ownership and some consolidation, it’s not the kind of shakeup it’s being portrayed as. For advertisers, consumers, and producers, the impact will likely feel minimal. What I do believe, however, is that this consolidation presents an opportunity to create incremental value. We’ll experiment, and in my experience, when the leader experiments successfully, it often sets a new norm for the market. This has the potential to benefit the entire industry. In fact, I’ve seen this happen before—moments like these often invigorate the industry, infusing it with fresh energy and creativity. I hope this merger will lead to something similar, bringing renewed momentum to the broadcast space. Considering the merger of two major players and Sony's cautious bidding approach, do you anticipate a correction in sports rights costs during the next cycle? We chose not to bid for the Asia Cup this time because the base price was set at a level we didn’t find viable. As you mentioned, we already have a substantial sports portfolio with serious financial commitments, so we decided to sit this one out. I believe the cricketing world needs to address a critical issue: the current model, where buyers rarely make money while rights holders continue to profit, is simply unsustainable. Disproportionate value in cricket comes from one market—India—and within that market, it’s heavily reliant on the media sector. For the long-term health of the ecosystem, rights owners need to consider the interests of broadcasters. If they don’t, it’s a shortsighted approach that risks undermining the very market they depend on. Sustainable partnerships are key to ensuring the growth and success of the sport and its stakeholders. Do you view losses as one of the primary challenges for JioStar over the next two to three years, particularly in relation to sports rights? This is especially relevant considering that, unlike Star, entertainment profits might not be sufficient to balance out the losses from sports. First of all, I wouldn’t say that entertainment profits are capped or unable to grow. I believe there’s still substantial headroom for growth in TV entertainment, and even more so on the digital entertainment side. In sports, I see significant opportunities for incremental value creation within the business itself. The key is to unlock that potential effectively. As for entertainment, if our content is compelling enough to consistently deliver 25–27% viewership on TV, there’s no reason it shouldn’t generate similar engagement on the digital side. The challenge is curating the digital experience better—leveraging advanced technology and deeper customer insights to enhance the way audiences interact with our content. It’s not about compensating for losses but about realising untapped value across both entertainment and sports. With the right focus and strategy, I’m confident we can achieve sustainable growth in both areas. Will JioStar go public some time in the future? That decision rests entirely with the controlling shareholder. At this point, an IPO isn’t something we’re actively considering. Our focus is on building a strong, scalable business that could support a highly successful IPO, if and when the time comes. Whether there will be an IPO, I can’t say. As for myself, I will need an exit eventually, but there are several ways to achieve that beyond just an IPO. How did the talks between Star and Viacom18 begin? The conversation started between the principal stakeholders at Reliance and the senior leadership on the Disney side. I believe there was an understanding that if the two companies came together, it would address many of the emerging challenges in the media landscape. You have to understand that, whether it’s television or digital, the biggest challenges aren’t coming from within the media industry itself—even in India. The real challenges, in terms of value and consumption, are coming from global tech media companies. There was a shared appreciation of this reality, and I think that’s what led to the belief that joining forces could help reset the landscape and create a stronger foundation for the future. That’s how the talks began. How did you find yourself at this stage after leaving Star in 2020? To be completely honest, these things don’t happen overnight—it’s a process, a series of conversations, and decisions along the way. When I was leaving Star and Disney after serving as Head of Asia Pacific for Disney, I thought my time in media was done. For someone who never set out to be a CEO, even for a day, it wasn’t part of my ambition. I started as a journalist, and my only goal was to become a good editor, which I achieved. I was fortunate enough to create brands I was proud of and found fulfilment in that phase of my career. What happened next was almost serendipitous. One thing led to another, and I was brought into Star, where I spent close to 15 years. It was an incredible journey, but when the time came, I had to ask myself: Do I continue doing this for a few more years, or do I take a leap and try something new? It was clear that this wasn’t going to be the final chapter for me. It wasn’t an easy decision, but I felt ready to move on and explore what else was out there. And here I am, in a role and space I never could have fully envisioned back then. And then there were areas of personal interest that I felt strongly about, given my background and experiences. I’ve always had a point of view on social issues, and earlier in my career, news was one way for me to engage with those. I also deeply believe in the power of media, both entertainment and news, as a socially transformative tool. However, having already explored those avenues, I began to think about what else could make a meaningful impact. One area that always excited me was the power of technology to solve big social and consumer problems in India—especially in sectors where access and affordability have been longstanding challenges. Two areas stood out in particular: education and healthcare. These are deeply personal to me because I’ve seen parts of India where access to both is severely limited and the impact that lack of access has on people’s lives. At the same time, I’ve witnessed the incredible transformative power of ensuring availability and affordability in these critical areas. That realisation has fuelled my interest in exploring how technology can be leveraged to bridge these gaps and create lasting change. We are all fortunate to be sitting around this table because we had access to good education. That realisation led me to consider two possible paths to make a difference—one through a not-for-profit model and the other through a corporate structure. Early in my career, I spent several years in the not-for-profit sector, so I’ve seen that world up close. I worked with organisations like Anand and was closely associated with the Centre for Science and Environment (CSE), where I served as Associate Director for many years. Those experiences shaped my understanding of how impactful not-for-profits can be, but they also highlighted the challenges of scaling their efforts. That’s what made me curious about exploring a corporate approach to tackling some of these pressing issues, combining purpose with scale and sustainability. I realised that while the intent behind not-for-profit work is always admirable, its impact is often constrained by scale. You’re limited by the resources you can secure and constantly dependent on external funding. For me, the challenge was how to tackle social issues in a way that allowed for meaningful, scalable impact. That’s when I decided to pursue these ambitions within a corporate structure—a social business model that could combine purpose with scale and sustainability. Around that time, I connected with James Murdoch, and one thing led to another. He’s always been very passionate about India, deeply connected to the country, and excited about its potential. Although he had already set up his own family office, we decided we could do something meaningful together. We identified sectors we both felt strongly about and agreed to move forward. That’s how Bodhi Tree Systems was born. Together, we raised funds and established a structure to drive impactful initiatives while operating on a corporate framework. It was a way to align our shared vision for transformative change with the ability to execute at scale. That’s when Reliance reached out to us. They knew about our background in media and said, “You’re media guys, and we have a media business with exciting plans—why don’t we collaborate to shape something together?” And that’s how this partnership came to be. Nominations for ET MSME Awards are now open. The last day to apply is November 30, 2024. Click here to submit your entry for any one or more of the 22 categories and stand a chance to win a prestigious award. (You can now subscribe to our Economic Times WhatsApp channel )'We want to kick on': Declan Gallagher praises team effort in 'excellent' Celtic drawUnlike scores of people who scrambled for the blockbuster drugs Ozempic and Wegovy to lose weight in recent years, Danielle Griffin had no trouble getting them. The 38-year-old information technology worker from New Mexico had a prescription. Her pharmacy had the drugs in stock. And her health insurance covered all but $25 to $50 of the monthly cost. For Griffin, the hardest part of using the new drugs wasn’t access. It was finding out that the much-hyped medications didn’t really work for her. “I have been on Wegovy for a year and a half and have only lost 13 pounds,” said Griffin, who watches her diet, drinks plenty of water and exercises regularly. “I’ve done everything right with no success. It’s discouraging.” In clinical trials, most participants taking Wegovy or Mounjaro to treat obesity lost an average of 15% to 22% of their body weight — up to 50 pounds or more in many cases. But roughly 10% to 15% of patients in those trials were “nonresponders” who lost less than 5% of their body weight. Now that millions of people have used the drugs, several obesity experts told The Associated Press that perhaps 20% of patients — as many as 1 in 5 — may not respond well to the medications. It's a little-known consequence of the obesity drug boom, according to doctors who caution eager patients not to expect one-size-fits-all results. “It's all about explaining that different people have different responses,” said Dr. Fatima Cody Stanford, an obesity expert at Massachusetts General Hospital The drugs are known as GLP-1 receptor agonists because they mimic a hormone in the body known as glucagon-like peptide 1. Genetics, hormones and variability in how the brain regulates energy can all influence weight — and a person's response to the drugs, Stanford said. Medical conditions such as sleep apnea can prevent weight loss, as can certain common medications, such as antidepressants, steroids and contraceptives. “This is a disease that stems from the brain,” said Stanford. “The dysfunction may not be the same” from patient to patient. Despite such cautions, patients are often upset when they start getting the weekly injections but the numbers on the scale barely budge. “It can be devastating,” said Dr. Katherine Saunders, an obesity expert at Weill Cornell Medicine and co-founder of the obesity treatment company FlyteHealth. “With such high expectations, there’s so much room for disappointment.” That was the case for Griffin, who has battled obesity since childhood and hoped to shed 70 pounds using Wegovy. The drug helped reduce her appetite and lowered her risk of diabetes, but she saw little change in weight. “It’s an emotional roller coaster,” she said. “You want it to work like it does for everybody else.” The medications are typically prescribed along with eating behavior and lifestyle changes. It’s usually clear within weeks whether someone will respond to the drugs, said Dr. Jody Dushay, an endocrine specialist at Beth Israel Deaconess Medical Center. Weight loss typically begins right away and continues as the dosage increases. For some patients, that just doesn't happen. For others, side effects such as nausea, vomiting and diarrhea force them to halt the medications, Dushay said. In such situations, patients who were counting on the new drugs to pare pounds may think they’re out of options. “I tell them: It's not game over,” Dushay said. Trying a different version of the new class of drugs may help. Griffin, who didn't respond well to Wegovy, has started using Zepbound, which targets an additional hormone pathway in the body. After three months of using the drug, she has lost 7 pounds. “I'm hoping it's slow and steady,” she said. Other people respond well to older drugs, the experts said. Changing diet, exercise, sleep and stress habits can also have profound effects. Figuring out what works typically requires a doctor trained to treat obesity, Saunders noted. “Obesity is such a complex disease that really needs to be treated very comprehensively,” she said. “If what we’re prescribing doesn’t work, we always have a backup plan.” ___ The Associated Press Health and Science Department receives support from the Howard Hughes Medical Institute’s Science and Educational Media Group. The AP is solely responsible for all content. Jonel Aleccia, The Associated Press
The Bulldogs scored 21 points in the third quarter to break free from a 28-all tie at halftime. All three touchdowns came on passes by Brown. He hit DJ Nelson for 35 yards, Donovan Payne for 9 yards, and Keenan Hambrick for 13 yards. Alabama A&M led 49-28 heading to the final quarter. Donivan Wright caught Brown's two other TD passes. He was the Bulldogs' leading receiver with 79 yards among their team total of 296. Brown completed 19 of 28 passes for 252 yards for the Bulldogs (6-5, 4-3 SWAC). Ty’Jarian Williams was 12 for 28 passing for 275 yards for the Delta Devils (1-11, 1-7). He threw two TD passes and was intercepted twice. Nathan Rembert had 107 yards receiving and a touchdown on five receptions. There were five touchdowns in the second quarter and the score was tied three times before the Bulldogs blew it open in the third quarter. __ Get alerts on the latest AP Top 25 poll throughout the season. Sign up here AP college football: https://apnews.com/hub/ap-top-25-college-football-poll and https://apnews.com/hub/college-football
Black Friday used to be dubbed the unofficial start to the holiday shopping season, but deals began way before the Thanksgiving turkey popped into the oven. With discounts that are too good to pass up, it’s easy to excitedly add just about everything in your cart — but, it’s important to take the time to truly understand what’s worth your money and what isn’t. According to a recent Bain & Company report , U.S. retail sales between Black Friday and Cyber Monday are “forecast to rise 5% year over year to $75 billion ‘for the first time ever.” This comes as no surprise, as online shopping offers ample convenience, shopping options and research opportunities compared to in-person shopping. RELATED : Black Friday 2024 predictions and trends, according to shopping experts Our Post Wanted team is comprised of professional product testers, deal-hunters and brand pros. That’s why we’re so committed to helping you find the best deals on Black Friday and beyond. So, we’re telling you *exactly* what to buy (and what to avoid!) so you’re best prepared to conquer all the savings hitting the internet. “Over the past several years, we’ve seen significant changes in the holiday sales periods; rather than being confined to just two days, retailers now start sales earlier and extend them longer,” Ally Anderson, director of strategy and insights at LTK with more than 10 years of experience in digital marketing strategy, shared with The Post. “This shift aligns with consumer shopping habits, which have evolved to start holiday shopping earlier in the season. Our recent LTK holiday shopper study confirms this, showing a growing trend of consumers kicking off their holiday purchases well before Black Friday. According to the study, 58% of the general population will start shopping by the end of October.” What to Buy on Black Friday 2024 As you can imagine, smart TVs come in thousands of different models and are one of the best product categories to comb through on Black Friday. After all, Black Friday is well-known for major discounts on tech, including laptops, smartphones, tablets, smart home devices and TVs. Pro tip: look for deals on older models, as retailers are often eager to clear out last year’s stock to make room for new releases. One of our favorite kitchen products to recommend to Post Wanted readers is a newly minted coffee maker , and Black Friday is one of the best times — if not the best time — to buy one. From our experience digging into Black Friday products and price histories, it’s the ideal time to pick up top brands like Keurig and Nespresso, along with big-ticket espresso makers for less. In recent years, we’ve been surprisingly seeing some of the best deals on Korean skincare. Items like facial sunscreen , glass skin-inducing cleansers and toners (like COSRX’s viral Snail Mucin ) are discounted en masse. If you’ve been wanting to adopt a new skincare routine or pick up some products that’ll hydrate and do your skin some good, Black Friday is the time. What to Avoid on Black Friday 2024 It’s no surprise we like to shop, but there are a few items we recommend skipping, for the most part. Of course, you’ll want to follow our coverage leading up to Black Friday — and, during Black Friday weekend itself — should any of these product categories feature a can’t-miss deal: Newly released electronics : While older tech models can be a steal, newly released gadgets are often only discounted marginally. Brands like Apple , Samsung and Sony typically release their latest smartphones, laptops and wearables in the fall, and you’ll rarely find a good deal on these during Black Friday. So, If you’re eyeing the latest iPhone or MacBook, we recommend waiting for a deeper price cut later in the year or after the holiday season. Fitness equipment : While fitness equipment often gets heavy promotion on Black Friday, many of these deals aren’t necessarily great values. Items like treadmills , stationary bikes or elliptical machines may be a few hundred dollars off but, in retrospect, it may only be 10% or 20% off, which isn’t exactly a run-to-it deal. Moreover, the market for fitness equipment has been on the downturn after the pandemic, when people were sprinting to purchase treadmills, walking pads for their standing desks and rowing machines to complete their at-home gyms . Some of the larger brands have seen price inflation or a reduction in quality. That said, you may find better deals on items like dumbbells , kettlebells or resistance bands , which are typically cheaper and offer better value. Fast-fashion clothing : Cheaply made fashion retailers will often offer Black Friday discounts, but the items on sale may be part of trends that won’t last long. Instead of going for clothes that are highly trendy or designed to last just one season, opt for classic wardrobe staples that will have lasting value. Black Friday 2024 Shopping Tips As mentioned, this isn’t our first rodeo covering all things Black Friday and Cyber Monday. Ahead, find our insider shopping tips to take with you as you peruse site after site, discount after discount. Your Black Friday FAQs, answered by shopping experts Thanksgiving is late this year, falling on Thursday, November 28 , 2024. This year, Black Friday and its much-anticipated sales will occur on Friday, November 29 , 2024. We recommend shopping early for items that are likely to sell out, such as perennial gift favorites like Xbox, Ugg boots , PS5, Apple AirPods , the editor-approved Dyson AirWrap and more. Yes! Most stores and big box retailers continue to hold traditional in-store Black Friday sales but also match discounts for online shoppers. According to the National Retail Federation , Black Friday has topped Cyber Monday as the busiest day of the calendar ye ar for online shopping since 2019. The earliest usage of “Black Friday” as we know it dates back to the 1950s or ’60s, with “black” nodding to dreaded traffic jams caused by shoppers crowding downtown retail stores, as well as understaffed sales associates. Retailers attempted to rename the day “Big Friday” to signify a day of family fun and shopping. Although the rebrand didn’t stick, the positive connotation did. Retail businesses enjoy increased sales, and consumers enjoy corresponding holiday shopping discounts. Despite being a great day for retailers, Black Friday still draws on the dark side of American consumerism, as many will remember violent crowds competing for limited merchandise. However, with the advent of internet shopping, retailers and e-tailers have continued to see record-breaking sales in recent years, without the morbid mob mentality kicking off the holiday season. This year, the online shopping holiday Cyber Monday will take place on Monday, December 2 , 2024. The short answer is, it depends. Some retailers approach Black Friday and Cyber Monday differently, discounting various brands and products throughout the days after Thanksgiving, sometimes at different price points. Traditionally, Cyber Monday offers retailers an opportunity to drop deeper discounts on already on-sale products. However, consumers should take caution: waiting for Cyber Monday is a risk that products, or certain sizes or models, may sell out. Conversely, some stores don’t differentiate between their Black Friday and Cyber Monday sales. Jet-setters rejoice: Travel Tuesday , with its great deals on flights, hotels, cruises, all-inclusives, and more, will take place on Tuesday, December 3 , 2024. Right here! Follow Post Wanted shopping coverage for all the Black Friday, Cyber Monday, and Travel Tuesday deals worth your coin in 2024. Why Trust Post Wanted by the New York Post For over 200 years, the New York Post has been America’s go-to source for bold news, engaging stories, in-depth reporting, and now, insightful shopping guidance . We’re not just thorough reporters – we sift through mountains of information, test and compare products , and consult experts on any topics we aren’t already schooled specialists in to deliver useful, realistic product recommendations based on our extensive and hands-on analysis. Here at The Post, we’re known for being brutally honest – we clearly label partnership content, and whether we receive anything from affiliate links, so you always know where we stand. We routinely update content to reflect current research and expert advice, provide context (and wit) and ensure our links work. Please note that deals can expire, and all prices are subject to change.