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SE is a buy
財經台韭菜
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sq鳩縮ing
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Option! 
遊戲跌到仆街，仲邊夠錢養電商
仲free fire, 邊撚個玩
你推完ddog就跌仆街，SE都走唔甩
神作er call 重點：
On the logistics front, there a couple of reasons that drives better UE. I think number one is there is a margin actually that the 3PL takes. So, we retain that margin.
As simple as that. That's number one. Even when you take that out, I think we're still better for a few reasons. One is we are able to better plan our capex over a long period of time because we are able to forecast how is our businesses evolving, not only just the total volume, but, you know, the volume split in different regions, in different route, etc.
So, this helps us to optimize our capex and our operating models for a long period of time. That's one. Second one is given that we have a good forecast, even in the short term, on our order volume upstream, for example, you know, in the next week, what our volume will be; or in the next day, what's the volume will be, this will help us to do a lot of operational planning better, for example, how many workers you want to come in to work today versus tomorrow and how many trucks you want to prepare for pickups tomorrow or two days later. I think this will essentially help us to improve on the day-to-day operation efficiencies.
Number three is even beyond the planning, we are able to retool quite a lot of the buyer -- or seller, sorry, seller behaviors to optimize for our logistics. For example, the way that we pick up from the sellers, when the seller should pack their product, whether the seller should drop off versus pick up, all those things, we can do quite a lot of influence on the upstream to optimize for the downstream fulfillment. And number four is as a technology company, we do have better tech capabilities in term of how do we -- using technology to optimize our entire supply chain. And all those tools, all those automation, and all those forecasting models we build will help us to essentially have better efficiency through the fulfillment network.
I think number four is because we can work together with the marketplace side, we can roll out quite a lot of new services to the consumers. But when we roll out new services, we can control the cost because, you know, we can do many of the new service planning end to end, together with the marketplace upstream. I think one of the example that in the opening we give is the On Time Guarantee deliveries. And to do that -- I think everybody can do that, you know, theoretically.
You can always give a voucher to the fact that if you deliver late, right? But how do you do that economically is a big question. How do you make sure that you can have a good forecast of your deliveries end to end, from the buyer place order to the seller pack the order, to the first-mile pick up the order, to the sorting center, and to the mid-mile, to the last mile. And the entire modeling process and the entire retooling part of the seller behavior and associated behaviors, that requires a lot more joint planning across the value chain. And because we can do it together, so we can do it more economically compared to if you work with pure third parties.
On the logistics front, there a couple of reasons that drives better UE. I think number one is there is a margin actually that the 3PL takes. So, we retain that margin.
As simple as that. That's number one. Even when you take that out, I think we're still better for a few reasons. One is we are able to better plan our capex over a long period of time because we are able to forecast how is our businesses evolving, not only just the total volume, but, you know, the volume split in different regions, in different route, etc.
So, this helps us to optimize our capex and our operating models for a long period of time. That's one. Second one is given that we have a good forecast, even in the short term, on our order volume upstream, for example, you know, in the next week, what our volume will be; or in the next day, what's the volume will be, this will help us to do a lot of operational planning better, for example, how many workers you want to come in to work today versus tomorrow and how many trucks you want to prepare for pickups tomorrow or two days later. I think this will essentially help us to improve on the day-to-day operation efficiencies.
Number three is even beyond the planning, we are able to retool quite a lot of the buyer -- or seller, sorry, seller behaviors to optimize for our logistics. For example, the way that we pick up from the sellers, when the seller should pack their product, whether the seller should drop off versus pick up, all those things, we can do quite a lot of influence on the upstream to optimize for the downstream fulfillment. And number four is as a technology company, we do have better tech capabilities in term of how do we -- using technology to optimize our entire supply chain. And all those tools, all those automation, and all those forecasting models we build will help us to essentially have better efficiency through the fulfillment network.
I think number four is because we can work together with the marketplace side, we can roll out quite a lot of new services to the consumers. But when we roll out new services, we can control the cost because, you know, we can do many of the new service planning end to end, together with the marketplace upstream. I think one of the example that in the opening we give is the On Time Guarantee deliveries. And to do that -- I think everybody can do that, you know, theoretically.
You can always give a voucher to the fact that if you deliver late, right? But how do you do that economically is a big question. How do you make sure that you can have a good forecast of your deliveries end to end, from the buyer place order to the seller pack the order, to the first-mile pick up the order, to the sorting center, and to the mid-mile, to the last mile. And the entire modeling process and the entire retooling part of the seller behavior and associated behaviors, that requires a lot more joint planning across the value chain. And because we can do it together, so we can do it more economically compared to if you work with pure third parties.
遊戲：疫情玩厭左，但過左兩年24年重新有新玩家加入，booking 底反彈，同BofA預測嘅一樣， 趨勢會持續
On the gaming side, we are very -- we're, like, very happy to see what we have achieved in the Q1, right? And it's a pretty strong result and the strong trend, and we see this trend continued in Q2 so far. And in general, we are pretty optimistic about the rest of the year, I think as we shared in the last quarter, right, and we expected we're going to achieve, specific for Free Fire, the double-digit growth, right, for the whole year. And I think, like, the current -- the growth and the trend is pretty much kind of a reflection of what -- not just what we have done in the past quarter, and it's -- actually, it's reflected what we have done in the past two years, right? And we have gone through some challenges and faced some tremendous headwind, especially after COVID, right? And the -- but I think, like, we always believe, OK, the ambition and our aspiration is building Free Fire into an evergreen franchise. So, with that kind of fundamental belief and we didn't kind of like rush to monetizing the game way may kind of continually go down till it's completely gone.
And we very, very much focus on like all the user experience and try to fine-tune the product and to -- and with a very, very much user-centric approach, right? And in the past two years, we have been conducted a lot of study, trip, right, and the surveys, right, and then go to talk to the gamers, ask them what they like and what they don't like about the -- about Free Fire, why they play and why they do not play. And the tremendous development effort is also spent on continually fine-tune the game based on the feedback we received. I think that that is a kind of what we have seen now is accumulated result through those -- through this effort. And another factor I want to mention is we kind of observed the whole market have gone through the post-COVID situation now after like almost two years of -- for that period, and we seen kind of like gamers kind of focus on the gameplay.
As we shared before, like during the COVID time, like gamers play a lot of game, right, and there's not much other options for entertainment, and they kind of feel burned out. And that's why, so right after COVID, and there, we see, there is a tremendous kind of like trends, right, and then the gamers start to focus on other entertainment. And -- but after another two years, I think, like, now, the whole gamer community globally, we see kind of that trend start coming back and the gamers start kind of reenjoying, right, the gameplay, specifically for Free Fire. And this is a trend, it's not just happen specific on a single market.
On the gaming side, we are very -- we're, like, very happy to see what we have achieved in the Q1, right? And it's a pretty strong result and the strong trend, and we see this trend continued in Q2 so far. And in general, we are pretty optimistic about the rest of the year, I think as we shared in the last quarter, right, and we expected we're going to achieve, specific for Free Fire, the double-digit growth, right, for the whole year. And I think, like, the current -- the growth and the trend is pretty much kind of a reflection of what -- not just what we have done in the past quarter, and it's -- actually, it's reflected what we have done in the past two years, right? And we have gone through some challenges and faced some tremendous headwind, especially after COVID, right? And the -- but I think, like, we always believe, OK, the ambition and our aspiration is building Free Fire into an evergreen franchise. So, with that kind of fundamental belief and we didn't kind of like rush to monetizing the game way may kind of continually go down till it's completely gone.
And we very, very much focus on like all the user experience and try to fine-tune the product and to -- and with a very, very much user-centric approach, right? And in the past two years, we have been conducted a lot of study, trip, right, and the surveys, right, and then go to talk to the gamers, ask them what they like and what they don't like about the -- about Free Fire, why they play and why they do not play. And the tremendous development effort is also spent on continually fine-tune the game based on the feedback we received. I think that that is a kind of what we have seen now is accumulated result through those -- through this effort. And another factor I want to mention is we kind of observed the whole market have gone through the post-COVID situation now after like almost two years of -- for that period, and we seen kind of like gamers kind of focus on the gameplay.
As we shared before, like during the COVID time, like gamers play a lot of game, right, and there's not much other options for entertainment, and they kind of feel burned out. And that's why, so right after COVID, and there, we see, there is a tremendous kind of like trends, right, and then the gamers start to focus on other entertainment. And -- but after another two years, I think, like, now, the whole gamer community globally, we see kind of that trend start coming back and the gamers start kind of reenjoying, right, the gameplay, specifically for Free Fire. And this is a trend, it's not just happen specific on a single market.
多謝競爭未見進一步加劇，大致穩定，預料take rate仲有大幅增加空間
On the competitions, we've seen the market has been relatively stable in terms of competitions. I -- we didn't see any signs of changes, to be honest. Of course, we cannot predict, you know, what's the competitor are doing, but we didn't see any particular signs of difference on competitions. On the guidance, again, I think the -- we are very encouraged by the number we see in Q1.
On the competitions, we've seen the market has been relatively stable in terms of competitions. I -- we didn't see any signs of changes, to be honest. Of course, we cannot predict, you know, what's the competitor are doing, but we didn't see any particular signs of difference on competitions. On the guidance, again, I think the -- we are very encouraged by the number we see in Q1.
睇幾多師兄有料
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要買就買passive 市值型ETF，ARKK食正低息+QE先彈起，當時任何垃圾小型股都升，只係好彩買中隻TSLA，我係三年前寫嘅PO
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咁我供qqq算
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想問下巴打覺得se揸到26年會唔會太耐