The ‘happy amateur’ could become legendary

June 3, 2024
by Björn Jeffery
SvD Näringsliv





GameStop surges again as Keith Gill makes his Reddit comeback

Published in Svenska Dagbladet, 2024-06-03. Translated from Swedish.

Keith Gill had been silent on social media for more than three years. Then, on Sunday morning, he posted a screenshot on Reddit showing a position of five million GameStop shares — worth around 1.2 billion kronor — plus options worth another 691 million kronor. The GameStop era is apparently not over.

It is difficult to know what to call what Keith Gill did on Sunday. Technically it is not market manipulation, because he is not spreading false information about the company. What he is doing is using his own celebrity — built on a genuine investment thesis that turned into one of the most spectacular trading events in history — to move markets.

In mid-May he posted a series of cryptic images on X, including one of a person leaning forward in a gaming chair. That alone was enough to send GameStop’s stock up more than 70 percent before the New York Stock Exchange had even opened.

Then came Sunday’s Reddit post: a screenshot of a brokerage account showing five million GameStop shares worth roughly 1.2 billion kronor, plus options worth a further 691 million kronor. The stock surged again.

When Gill testified before Congress in 2021, he said: “The idea that I used social media to promote GameStop stock to unwitting investors is absurd.” That statement is now very hard to defend. It is difficult to argue he did not know how the market would react — the entire social media build-up looked, in hindsight, like a carefully orchestrated prelude.

What makes the situation genuinely complicated is that a significant part of the market actively wants to be manipulated in this way. GameStop trades like a lottery ticket, and everyone who buys it knows it trades like a lottery ticket. There is something almost philosophical about a market where the participants are fully aware they are speculating on the speculations of others.

Should Gill pull this off, he could go down in history for more reasons than having been the central figure of the meme-stock era. Nearly two billion kronor in notional value before the market had even opened — not bad for a financial adviser with an investment thesis posted on the internet.


Nvidia’s big problem: things are going too well

May 23, 2024
by Björn Jeffery
SvD Näringsliv

This analysis was first published in SvD Näringsliv, in Swedish, on May 23rd, 2024. This piece was translated from Swedish by Claude. Some phrasing may differ from a human translation.

As the world invests in AI, the money flows heavily into Nvidia’s pockets. The world’s hottest company is now approaching a point where expectations become very hard to live up to — and the drop if they fall short is enormous.

Jensen Huang has the best problem a public company CEO can have. Since the start of the year, the share price has risen more than 98 percent — a performance few companies of that size can claim, and this after an already extraordinary run of several hundred percent the year before.

When the quarterly report came on Wednesday evening, Huang had to prove that the surge was deserved — and that it was merely the start of Nvidia’s journey. It proved to be no problem at all. Nvidia beat the high expectations and set new revenue records. Revenue tied to data centres rose by 427 percent compared with the previous year, while total sales grew 262 percent. The share crossed 1,000 dollars in after-hours trading for the first time ever, and Nvidia announced a 10-for-1 stock split.

It is unusual for something as technical and complex as a chip company to attract this level of attention. Other companies name-drop Nvidia’s products when describing their own businesses. Customers boast publicly about having managed to get hold of the chips at all. Jensen Huang should pinch himself. This does not normally happen.

Nvidia has become virtually synonymous with AI development. Talking about their products is a way of signalling that you take AI seriously and have the resources to invest. Like the verb “to Google,” Nvidia could have become the AI equivalent — if only its name were not so unfortunate (it derives from the Latin “invidia,” meaning envy). In an era when the market is searching for efficiency gains and new revenues via AI, Nvidia functions as a kind of alibi you can invoke. Nobody buys these expensive chips without intending to build AI services — and that makes you a company that is keeping pace.

This makes Nvidia’s revenues a kind of barometer for the entire AI development. Over 26 billion dollars — around 278 billion kronor — in revenue during the first quarter suggests the boom has no end in sight. When Alphabet reported its quarterly figures a month ago, CFO Ruth Porat said something telling: “The significant growth in capital expenditure (capex) over recent quarters reflects our confidence in the opportunities AI presents.” Alphabet is making enormous investments to build AI services — and the “capital expenditures” Porat refers to include Nvidia in large measure. Other companies’ investments are, in other words, Nvidia’s revenues. When the market looks ahead to a potential technology paradigm shift, this is a formidable strategic position to occupy.

Nvidia was last to report among what are usually called the “Magnificent Seven” — the seven major tech companies that have been the engine of the entire market. Apple and Tesla have been disappointments this year, but the remaining five — Alphabet, Meta, Amazon, and Microsoft — have all continued their climb. The other six are relatively independent of each other, competing in certain areas. Nvidia, however, supplies them all. Its customer list is formidable, including several of the world’s largest companies.

The challenge going forward resembles the one Huang faced on Wednesday evening. How much better can a company go when it is already going this well? And how far behind are competitors’ products, really? “The next industrial revolution has begun,” Huang said, sounding both triumphant and self-assured. With a share price that has risen more than 2,500 percent over the past five years, that is understandable. But with each quarter, expectations become a backpack that grows heavier to carry. It is not enough for Nvidia to deliver what it has promised — it must exceed expectations in the biggest tech frenzy in years.

Should the world’s appetite for investment cool — or if competitors catch up — the barometer could quickly swing to storm. In that scenario, Nvidia’s dramatic rise could become a fall from a height that is very hard to manage.

American vultures are after your TV sports

May 20, 2024
by Björn Jeffery
SvD Näringsliv

This analysis was first published in SvD Näringsliv, in Swedish, on May 20th, 2024. This piece was translated from Swedish by Claude. Some phrasing may differ from a human translation.

As the streaming market slows, unholy alliances are forming and everyone is returning to tried-and-tested plays. And the safest bet of all is sports. That is why the American entertainment giants are now fighting over the rights.

Nothing has shaped Swedish pay television more over the past decade than British football. The channels behind it have changed names, merged, and been separated — MTG became Nent and eventually Viaplay; Canal Plus was acquired by TV4 and became C More, then folded into TV4 Play. But they all had one thing in common: they bet that the Premier League would be the key to winning paying television subscribers.

In many respects, they were right. Viewers were considerably more loyal to their favourite club than to any particular TV service. Add in special events like the Champions League, and you have the backdrop for the inflated prices for sports rights in the Nordics over the past fifteen years.

But even when you won the bidding war for sports rights, you could still end up losing. Look at Viaplay, which has effectively erased its entire stock market value over the past year. And while it tries to rescue itself, vultures are circling. Large, American, well-funded vultures.

The media world was shaken when Disney+ in Sweden recently acquired the rights to the UEFA Europa League and Conference League. Viaplay had previously held them but lost them at renewal. Viaplay has also been forced to sell some Premier League matches to Swedish Amazon Prime Video to reduce its payment commitments. American tech giants are effectively profiting at Viaplay’s expense.

But this newly found appetite for sports rights is not happening only in Sweden. Globally, streaming services are opening up to this category. This week, Netflix announced that — for the first time ever — it will invest in live sport, having signed a deal with the NFL to broadcast selected games on Christmas Day. Last August, Apple TV+ signed a ten-year deal with Major League Soccer worth around 27 billion kronor. Amazon, like Netflix, has had an NFL deal for several years.

The reason for this broadening is a slowing streaming market that demands a wider offering. Customers no longer want to pay for all services simultaneously and are being more selective. Building a proposition that works for “the whole family” is therefore a strategy that virtually every streaming service is now pursuing.

The pressured market is also producing unexpected alliances. Arch-rivals Disney+ and Max (formerly HBO Max and Discovery+, now launching in Sweden) are already offering a bundled package in the US. Together with Hulu, partially owned by Disney, the three services can be purchased together at a discount — a structure that would have been entirely unthinkable two years ago. Back then, HBO Max and Disney+ were rivals; now they are trying to acquire customers together. It would be like SvD and Dagens Nyheter launching a joint subscription offer.

The winners in this development are the customers. Where you once had to buy many separate subscriptions from the streaming giants, the offers are now better and more competitive. New bundles are appearing. The structure is starting to resemble old cable television, where you bought large packages and got a little of everything. The trade-off is lower content quality than before — and in some cases for more money, as services like Viaplay have raised their prices sharply.

The big losers are the owners of sports rights and drama producers. Even though interest in sport is high, it is unlikely that prices will be driven back to the heights they once reached — at least not in the Nordics. When Amazon and Disney+ buy rights in Sweden, it is certainly at a steep discount. Sport matters — but the era of record prices is over. The same applies to drama. After a few golden years, it is the expensive productions that disappear first. Do not expect investments on the scale of Ronja Rövardotter for a couple of years.

Max is launching in Sweden imminently — the merger of Discovery+ and HBO Max. A broader, more popular service designed to have something for the whole family. That position is not unique to them. But their strategy is telling for what the pressured streaming market looks like in 2024: merged services, broad content — and a little sport to round it all off.

Three challenges for an identity-crisis Roblox

May 12, 2024
by Björn Jeffery
SvD Näringsliv

This analysis was first published in SvD Näringsliv, in Swedish, on May 12th, 2024. This piece was translated from Swedish by Claude. Some phrasing may differ from a human translation.

Despite Roblox’s enormous success with its players, its journey on the stock market has been tough. The share has fallen 55 percent since its IPO in March 2021. If it cannot get profitability under control, the risk of game over increases.

Plain speaking is rarely a tech CEO’s strong suit. “We are play architects,” explains David Baszucki, CEO and co-founder of gaming company Roblox. The company’s vision is so vague it barely translates: “Reimagining the way people come together.”

The most interesting question is why it is so difficult for Roblox to describe what it actually does — which is games for children. We will come back to that shortly.

CEO David Baszucki has had a tough week. On Thursday, Roblox reported its quarterly figures and they were not well received. The reaction can be traced to a single sentence he mentioned during the investor call: “We will lower our 2024 estimate somewhat.” That line — a hint that the company will not meet its financial targets this year — sent the share dropping like a stone. More than a fifth of Roblox’s market capitalisation vanished the moment the New York Stock Exchange opened.

In total, Roblox has fallen more than 55 percent since its IPO in March 2021. But it is worth remembering that this relatively obscure company is still very large. Even after Thursday’s heavy fall, it is only marginally smaller than H&M by market capitalisation.

The first reason Baszucki is reluctant to call the company a gaming company is simple: that category tends to be very profitable. Roblox lost around 3 billion kronor — just in the first quarter of this year. It is easier to talk about “social meeting places” and the now somewhat forgotten concept of “the metaverse” to justify Roblox’s cost structure and investment levels. There is something to it — in Roblox, players move across many different games and activities with the same character, and it becomes a way of socialising. Mark Zuckerberg at Meta, who renamed the entire company to signal this new direction, is investing hundreds of billions of kronor in the metaverse. By comparison, Roblox’s losses are quite modest. But Meta has something Roblox does not: a highly profitable core business to cover those losses.

The second problem is that Roblox is a platform company. It does not build the games and experiences itself — it lets other developers build on its infrastructure. Generally, this is a very good and profitable model. Compare it with Apple and Google, whose app stores are also platforms that others develop for. But in Roblox’s case, it is a structural problem. For all mobile users, Roblox sits on top of another platform — specifically Apple’s and Google’s. This is where the margins disappear. Mobile phones and tablets are common when children play Roblox, meaning revenues coming through those devices must be shared with the app store. Roblox immediately loses between 15 and 30 percent of revenues there. After that, it must pay the game developers — another roughly 30 percent of what is left. What remains must cover infrastructure costs, security, salaries, and everything else that comes with running a modern tech company. It is easy to understand why the economics are hard to make work.

The third and final problem is growth. As a platform, Roblox must keep two parties satisfied simultaneously — players and game makers. The latter are primarily after revenue, which they receive relatively little of for the reasons above. As long as the player base keeps growing, game developers can perhaps justify their investment even when the economics are weaker than on other platforms. But if players get bored and move on, growth would stop quickly — and developer appetite would shrink immediately. It is a delicate balance that Baszucki must maintain.

Although Roblox is good at selling virtual goods, the majority of its players never pay for anything — as is the case with virtually all mobile games. Roblox is therefore investing in an expanded advertising system to generate revenues from that segment too. Last week, it gave all advertisers access to video ads on the platform for the first time.

Roblox’s challenge is to catch up with itself. The identity crisis its CEO expresses is really about the stock market’s expectations of what a gaming company should deliver — not what Roblox thinks of itself. The company was founded back in 2004 and has had plenty of time to calibrate its offering. But on the stock exchange, it is still a newcomer — and it has had a difficult time.

If it cannot get profitability under control, the risk of game over increases — even if it remains children’s favourite.

Apple’s record buyback — a sign of an idea drought

May 3, 2024
by Björn Jeffery
SvD Näringsliv

This analysis was first published in SvD Näringsliv, in Swedish, on May 3rd, 2024. This piece was translated from Swedish by Claude. Some phrasing may differ from a human translation.

Apple is offering shareholders the world’s largest share buyback. That is an easier message to deliver than acknowledging that product development has started to feel a little stiff.

Tim Cook rarely says more than he has to. Preferably less. Apple’s CEO typically lets the numbers speak for themselves. When you have no stellar numbers to show — you manufacture them.

When Apple reported its quarter on Thursday evening, it was not sales or profit that took centre stage. Both came in undramatically, just above analysts’ modest expectations. Instead, the board — with Cook at the helm — announced that they intend to buy back shares worth 110 billion dollars: just under 1,200 billion kronor. According to CNBC, it is the largest share buyback in stock market history. They also raised the dividend.

That is how Tim Cook operates. It is elegant, and it creates substantial financial value. But exciting? It is not.

Earlier this year, Apple shut down “Project Titan” — the development of a self-driving electric car that had been the worst-kept secret in the company. The project had been running for around ten years but was judged unlikely to be good enough to justify a full-scale launch. Project Titan had the potential to expand Apple into an entirely new product category. Self-driving cars are extraordinarily difficult to pull off — as one can see not least at Tesla. It was an enormously ambitious idea, with the potential to transform a giant market, and required colossal investment just to get started. But there were no self-driving cars. The money can now be used to buy back shares instead.

Another enormous bet has been the spatial computer Vision Pro, whose development costs are estimated to have cost Apple around 215 billion kronor over more than fifteen years. Vision Pro launched in February this year — but those hoping Cook would give any indication of how it had been received waited in vain. He offered only a vague comment about how nice it was to hear from people who had tried it.

Otherwise, there has been conspicuous silence — both from Apple and from the wider world — about this new product category. It will likely take a couple of substantially cheaper iterations before the scale reaches anything worth mentioning in a quarterly call.

Beyond the buyback and dividend, two numbers stood out. China sales came in above expectations but fell compared with the previous year. Difficulty in China was anticipated — domestic Huawei, operating under heavy US sanctions, reported strong growth and an enormous jump in profit just days earlier. Huawei is a telecoms company with more products and business areas than just smartphones, but its strong results point to a broader trend: intensifying Chinese nationalism and an increasingly frosty geopolitical relationship between the US and China. Apple has historically been masterful at navigating this complex situation — being deeply dependent on China for both sales and manufacturing. But the political climate has rarely been as complicated as it is now, and maintaining the balance to stay in good standing with both the US and China requires constant calibration.

Note Tim Cook’s recent visit to Indonesia, where he discussed production with President Joko Widodo and was reported to have said that “the investment opportunities in Indonesia are endless.”

The second notable number was strong services sales — including the App Store and iCloud among others. Several analyst questions focused on the services that Apple does not yet offer: those involving AI. “We believe we have advantages that differentiate us from competitors here,” said Cook, referring to Apple’s integrated model with proprietary chips, hardware, and software. The conditions for something unique are there. But the actual AI services have yet to materialise.

When pressed on timing by an analyst, Cook said he did not want to get ahead of what they would be talking about “in the coming weeks” — a clear nod to Apple’s developer conference in early June, where the company is expected to reveal more about its AI ambitions. That would come well after other major players such as Microsoft and Google.

Apple has generally had no problem being last into a category. They were not first with smartphones, nor with smartwatches. But they have come to dominate both once they committed. Following the market and doing existing things better has been Apple’s success story. The innovation has been in the execution rather than the idea.

It is impossible, however, not to wonder whether Apple has started to get stuck in old ways of doing things. Big ideas require big investments. But buying back your own shares for billions of dollars suggests that such ideas may currently be in short supply.

Musk is a master at selling the future

April 24, 2024
by Björn Jeffery
SvD Näringsliv

This analysis was first published in SvD Näringsliv, in Swedish, on April 24th, 2024. This piece was translated from Swedish by Claude. Some phrasing may differ from a human translation.

After weeks of nothing but setbacks, Tesla reported weak quarterly figures. The hope is that shareholders will look past the problems for now — and keep looking towards the future.

Of all the world’s CEOs, not just anyone gets to meet with India’s Prime Minister Narendra Modi. And not just anyone cancels such a meeting at a few days’ notice because they have more pressing things to attend to at home.

But then, Elon Musk is not quite like everyone else. The late cancellation of the Modi meeting says something about the past few weeks for both him and Tesla.

In mid-April, the company laid off ten percent of its workforce — around 14,000 employees — to, in Musk’s words, “prepare the company for the next wave of growth.” They then cut prices on the Full Self-Driving software and on the Model S, Y, and X. One of several reductions in recent months as the inventory of unsold vehicles has grown.

Tesla then had to recall every Cybertruck — the company’s newest model — after the accelerator pedal was found capable of getting stuck in the pressed position. Tesla can usually resolve such recalls with over-the-air software updates, but this particular problem had to be fixed manually. With a drill.

Musk also had to go back to shareholders to seek approval to reinstate his pay package, which a Delaware judge had struck down as improper. The total in question is over 605 billion kronor, which Tesla’s shareholders are now due to vote on in June. The situation could be contentious, given that the compensation dates back to 2018 and the share price has fallen around 40 percent since the start of this year.

On Tuesday evening, Tesla reported its quarterly results — and the week did not get much better. Revenue from car sales fell by a full 13 percent compared with the previous year, and total profit dropped 55 percent. Despite low expectations among analysts, Tesla’s figures still came in below consensus.

Does that sound dismal? For an ordinary car company, it would be. But as noted, neither Elon Musk nor Tesla are quite like everyone else. Despite the poor numbers, the share surged in after-hours trading.

The optimism can likely be traced to two forward-looking sentences in the quarterly report. The first: “We have updated our future vehicle lineup to accelerate the launch of new models.” New cars are coming faster than previously announced, in other words.

Shortly after: “These new vehicles, including more affordable models […] will be able to be produced on the same manufacturing lines as our current vehicles.” The key word is “affordable” — the market and shareholders have long anticipated a cheaper car. Earlier in April, Reuters reported that this product had been shelved in favour of building self-driving robotaxis instead. Musk denied the story and wrote on X that they had “lied.”

The other forward-looking initiative is the robotaxi itself — a product that has featured in Tesla’s plans since 2016. Musk has promised to unveil it in August this year.

The Full Self-Driving software available in the cars has been updated to a new AI-based system. For Tesla enthusiasts, all eyes are on this development. This is where Tesla could become — and for some, already is — something fundamentally different from an ordinary car company.

Keeping to timelines, however, is not Tesla’s strongest suit. And deploying self-driving robotaxis is not purely a question of whether the technology works and can be produced in time — it is a matter of permits and regulation. Waymo, owned by Google, has been at it since 2009 and is so far only available in two American cities. General Motors’ equivalent initiative, Cruise, was put on ice entirely following an accident. It is a promising technology, but it has no easy path to mass deployment in the near term.

Elon Musk is a master at selling the future before it has arrived. On an increasingly pressured electric vehicle market, he shifts the focus away from today’s problems towards what is to come. He has a long tail of enthusiasts who follow him. But with figures like those reported on Tuesday, the future cannot come soon enough for Tesla.

Reality finally catches up with Lars Wingefors

April 22, 2024
by Björn Jeffery
SvD Näringsliv

This analysis was first published in SvD Näringsliv, in Swedish, on April 22nd, 2024. This piece was translated from Swedish by Claude. Some phrasing may differ from a human translation.

As the Embracer group is dismantled on the stock market, it marks the definitive end of an era of low interest rates and high expectations. That the share surged on the news shows it should have happened sooner.

Lars Wingefors had hoped to get some rest over Easter. He said as much to SvD in March this year, after announcing that subsidiary Gearbox Entertainment would be sold.

Rest, it seems, was not forthcoming. On Monday, Embracer Group announced that the company will be split into three separate parts, each to be listed independently. Embracer in its current form will cease to exist once the transformation is complete.

To understand today’s news, one can look at the underlying promise that Embracer has carried since its inception. It can be simplified to the idea that “we are better together.” By acquiring a long list of gaming companies — covering everything from board games to mobile games — the combined group would be greater than the sum of its parts.

Or perhaps not better. But at least more valuable.

Because unlike conventional consolidation strategies, there were very limited synergies between the different segments within Embracer. Each ran its own race, and Embracer became a thin superstructure designed to hold everything together in the eyes of the market and shareholders. And more than anything else, the company was an acquisition machine that kept adding new businesses to the portfolio.

The strategy rested on two components: low interest rates and multiple arbitrage. When money was cheap, you could borrow enormous amounts of capital to buy new gaming companies. Those acquisitions were then added to Embracer’s consolidated finances — immediately rewarded with the premium valuation of a highly rated stock.

Both of those components have now disappeared. Interest rates have risen, making Embracer’s debt difficult to manage. They have had to sell several companies to service their borrowings. And the era in which they were rewarded with high multiples on the stock market is over. Over three years, the share price has fallen by around 77 percent.

Wingefors summed up the former era when responding to analyst questions: “We were living through the boom years of 2019, 2020, 2021. It was a different world. That world is now over.”

The market appears to have reached that conclusion before Embracer did. The share surged when the news broke, suggesting that confidence in the strategy — in Wingefors’s new world — had been severely limited.

Embracer’s official explanation is that the three separate entities will offer the stock market clarity. The board games business Asmodee and the working-title divisions “Coffee Stain & Friends” (mobile and PC games) and IP-based “Middle-earth Enterprises & Friends” have different profiles — financially and operationally. That is, of course, true. But the same was true when the company first tried to justify why all the businesses belonged together inside Embracer. Gaming is a broad category to consolidate. It is a bit like working in the category of “food” — yes, people eat it. But there is a difference between a street food stall and a slaughterhouse. And there is a difference between board games and mobile games too.

This confusion showed up not least in the criticism the company received for its complex reporting. Presenting adjusted EBITDA figures works best when the market fully understands what has been adjusted for. That has not always been clear at Embracer.

What has been clear is the group’s high level of debt. The sales of Sabre and Gearbox were intended to pay down a portion of it. As part of the restructuring, the board games division Asmodee will receive just over 10 billion kronor in new loans and financing in order to refinance existing debt.

Embracer captured the spirit of its time perfectly. But it was more a financial innovation than anything discernible in the actual businesses. Now that the zero-interest era has passed, the more than 125,000 individual shareholders and around 300 institutional investors have been left with a clean-up job — to bring clarity and order back to the underlying operations.

The solution is to dismantle the very structure that was sold to the market for so many years. Because even though Embracer packaged itself as a gaming company, it was really something quite different: a financial arbitrage play built on cheap debt. And that era — as Wingefors correctly notes — is now over.

Netflix forgives pirates — and raises prices

April 19, 2024
by Björn Jeffery
SvD Näringsliv

This analysis was first published in SvD Näringsliv, in Swedish, on April 19th, 2024. This piece was translated from Swedish by Claude. Some phrasing may differ from a human translation.

Netflix beat all expectations when it presented its quarterly results. The company is a profit machine — but it increasingly resembles a perfectly ordinary media company. How do you justify the valuation then?

It has been described as one of the largest Swedish drama investments ever. The new adaptation of “Ronja Rövardotter” recently premiered on Netflix. But it was not the Americans who made the big investment in Astrid Lindgren.

The first two lines of the opening credit remind you of who did: “Netflix presents — a Viaplay Group series.” After Viaplay collapsed, Netflix was able to pick up the finished series and claim half the glory. The timing was perfect — for this kind of major production, there will not be many coming from either Netflix or anyone else in the near future. Acquiring a finished work from a rival is therefore ideal.

Netflix’s focus is now on profitability, after many years of what seemed like near-limitless growth. The shift is visible in its financial reporting. Previously, the company talked almost exclusively about subscriber growth. Now it is trying to operate more like an ordinary company — revenues and profitability.

And from next year, Netflix will stop reporting the total number of subscribers per quarter altogether. The figure has started to become misleading, they believe.

In the early days there was no profitability to speak of. But that looks very different now. On Thursday evening, the company reported its results for the first quarter of the year — and Netflix beat all expectations. Profit increased by a full 51 percent compared with the previous year. The company also beat market expectations on both revenues and new subscribers.

In keeping with becoming more like an ordinary company, one of the key drivers of success is something as simple as pricing. How do companies normally increase revenues? They raise prices. Which is exactly what Netflix has done. But to capture more price-sensitive customers, they have also added advertising to the cheapest subscription tier. Forty percent of all new customers now choose that option. The ads create a new revenue stream — still small for now, but growing.

Another much-discussed change has been getting people to stop sharing subscriptions. If you are logged in from many different locations simultaneously, Netflix will now issue a warning and offer the option to purchase a separate account — even allowing you to migrate your own profile so the system remembers what you have watched. They forgive your past piracy — but now it is time to start paying.

Content has also contributed positively. The latest season of the reality series “Love is Blind” was watched 20 million times, while the drama series “Griselda” reached over 66 million viewers. A notable new addition for Netflix is live sports — including a boxing match between Mike Tyson and Jake Paul — and in January they announced a deal with WWE, the American wrestling league.

The shift in content strategy is tied directly to the focus on profitability. The company’s new film chief, Dan Lin, has a mandate to produce cheaper and simpler films than before. A select few prestige projects are still being greenlit to keep the awards conversation alive, but the general ambition — and budget — is substantially lower. Lin began his new role by laying off ten percent of his staff, then reorganising those who remained. The message was clear: this is a new era.

Quality, however, is a relative concept. Expensive productions are not necessarily more popular than cheap ones. Netflix has had considerable success with stand-up specials, for example — Ricky Gervais and Dave Chappelle were both among the most watched content during the quarter. They certainly charge well for their time, but from a production standpoint, stand-up is remarkably cost-efficient.

Despite these strong results, Netflix’s share price fell in after-hours trading. When every metric is pointing upwards, what more can the market want? Part of the problem is that Netflix’s stock has already risen enormously compared to a year ago — up 89 percent — and the company is now approaching the peak valuation it reached at the end of 2021.

The challenge for Netflix is to sustain that valuation — but for different reasons than the last time. Then, it was still low interest rates and cheap money driving growth. Now, Netflix’s CFO Spencer Neumann talks about steadily rising profit margins. That sounds rather like an ordinary media company. So why should it be valued on the stock market like a tech company? That is the question Netflix needs to answer.

Sweden hopelessly behind in the global AI race

April 15, 2024
by Björn Jeffery
SvD Näringsliv

This analysis was first published in SvD Näringsliv, in Swedish, on April 15th, 2024. This piece was translated from Swedish by Claude. Some phrasing may differ from a human translation.

Countries and regions are racing to stake their position in the explosive AI development. But when it comes to infrastructure, Sweden appears to have already given up.

It looks like a circuit board in a desert — at least when you view the satellite images. Across just over 450 hectares, just north of Phoenix in the US state of Arizona, lies what is set to become the foundation of the next wave of domestic chip manufacturing in the United States.

TSMC — the Taiwanese manufacturing giant — broke ground on the new facility in April 2021 and is targeting production in 2025. The following year, 2022, plans were announced for a second factory. And this week, a third.

In total, TSMC is investing nearly 700 billion kronor in Phoenix. That is a great deal of money — even for the world’s largest producer of chips and semiconductors. And it matters enormously for the city of Phoenix, the state of Arizona, and the United States as a whole. TSMC is receiving around 71 billion kronor in various subsidies — just to complete the latest project alone.

“Chips are the foundation of all artificial intelligence and essential components for the technology underpinning our economy,” commented US Commerce Secretary Gina Raimondo.

The United States is not alone in wanting to stake a position here. Beyond China — one of the dominant players in AI — a feverish build-out is underway across the Middle East to become the region’s hub for artificial intelligence. The focus there is not primarily on chip production, but rather on the data centres in which chips are used. The Financial Times has reported that both Saudi Arabia and the United Arab Emirates have bought thousands of Nvidia’s most sought-after chips to secure access to frontier technology. Both countries have also developed their own language models, similar to those underpinning ChatGPT.

To power the data centres, grid expansion has begun in both countries. Already, Chinese giants such as Tencent and Alibaba, as well as American Amazon, have all committed to operating data centres in Saudi Arabia. The sector is new — and growing rapidly.

Beyond data centres and infrastructure, enormous amounts of investment capital are being deployed. Abu Dhabi’s sovereign fund Mubadala is participating in the establishment of a new company dedicated to investments in AI-related sectors. The fund is targeting over 100 billion dollars — more than 1,000 billion kronor — within a few years. And Saudi Arabia is in talks with US venture capital firm Andreessen Horowitz about investing 40 billion dollars in a joint fund, according to Bloomberg.

In an interview with SvD, the chairman of the Swedish AI Commission, Carl-Henrik Svanberg, said that the US and China have already won the battle for infrastructure. For Sweden, the focus should instead be on building products and services on top of that infrastructure, in Svanberg’s view. He declined to say what the commission he chairs will have achieved before the end of the year, but they will produce a final report by the summer of 2025.

Running parallel to this, the Swedish initiative AI Sweden — a national centre involving participants from both the private and public sectors — has published an AI strategy for the country. It describes a society that makes the most of AI’s potential and builds on areas where Sweden is already strong, including democracy, a developed welfare state, and social stability.

The question is how useful such a strategy really is — and why it was only published now, given that AI Sweden was founded back in 2019. Among the strategy’s core principles, one can read that Sweden should “ensure responsible use,” “encourage collaboration,” and “engage with and learn from the best.” No doubt — but no country has a strategy that advocates impeding collaboration or learning from the mediocre.

In early April, Canada launched a new fund to strengthen domestic AI initiatives. Nearly 19 billion kronor will be invested in this first phase. The money is intended to help Canadians get the most out of AI and strengthen the country’s economy, according to Prime Minister Justin Trudeau.

AI Sweden has a total budget for 2024 of around 150 million kronor. The Swedish AI Commission has an appropriation of 4.8 million kronor. Svanberg tells SvD that Sweden will not become a “tech leader” in the field. The hope is instead to be quick at adopting the technology that others develop.

With the current resources, priorities, and pace, it is an open question whether Sweden will even manage that. Around the world, billions are being invested in factories, data centres, and infrastructure to support this new technological shift. But in Sweden, we will not even see a report with a plausible plan until the summer of 2025. By then, a great deal will already have happened in the global race.

Tesla is now being punished by its own strategy

April 5, 2024
by Björn Jeffery
SvD Näringsliv

This analysis was first published in SvD Näringsliv, in Swedish, on April 5th, 2024. This piece was translated from Swedish by Claude. Some phrasing may differ from a human translation.

Tesla dominated the EV market for years and was valued like a fast-growing internet company. Now that growth has stalled, a less flattering picture emerges — a fairly ordinary car company.

They were called the “Magnificent Seven.” Seven stocks accounting for 1.4 percent of companies on the S&P 500, but whose performance has outstripped everything else on the market. The seven companies given this epithet are Amazon, Apple, Google (Alphabet), Meta, Microsoft, Nvidia, and Tesla.

But now the seven are moving in different directions. One stands out particularly — in the negative sense. While Nvidia and Meta have risen 85 and 46 percent respectively so far this year, Tesla has seen its market value fall by a third. It has also been overtaken in size by a genuine stock market legend: Warren Buffett’s Berkshire Hathaway. Is old age proving wiser?

Perhaps. But the reasons for Tesla’s difficulties have less to do with novelty than with ordinary competition — and a strategy from an era that may now be over.

One of Tesla’s long-term goals was to achieve an annual growth rate of 50 percent from 2020 onwards. It started strongly, with 87 percent growth in 2021, followed by 40 percent in 2022. The share price multiplied during that period. The electrification of the car industry had gathered pace, and Tesla had a new model — the roomier Model Y — which opened up a new customer segment. Was there nothing that could stop them?

Not if you believed the CEO, Elon Musk. When asked about the 50 percent target — which looked set to be missed — during an analyst call, he said it was not “possible to have a 50 percent annual growth rate forever, because then you would exceed the mass of the universe.” Musk was technically correct, but the target had been set by him just three years earlier. The laws of physics presumably applied then too.

In recent days we have seen further evidence of Tesla’s difficulties. The number of cars delivered in the first quarter fell 8.5 percent compared with the same quarter the previous year. Deliveries also declined versus the last quarter of 2023. That is unusual. Growth has not merely stalled — it is going backwards. Hedge fund manager Per Lekander — who has shorted Tesla — goes so far as to say the company could go bankrupt.

There are several reasons for this. Competition in the EV market has increased substantially. From established players like Volkswagen to the rising Chinese giant BYD, the pressure is intensifying. Tesla’s models, despite some updates, are essentially the same ones they have had for years. The Model 3 launched in 2017 and the Model Y in 2020. In that time, competitors have caught up and offer many new models and alternatives.

Another problem is Tesla’s strategy of owning the entire production chain — all the way from the factory to final delivery to the customer. In a strong upswing, Tesla keeps all the profit, having no dealerships to share it with. But when growth stalls, the strategy can produce the opposite effect. Tesla bears all the costs — at every level. Factories, employees, and showrooms are fixed costs to manage regardless of how many cars they sell.

The final problem is valuation. Tesla’s trajectory between 2020 and 2022 most closely resembled an internet stock with explosive growth. The share was priced as if it were software — rapidly scalable, with an almost infinite market ahead of it. That picture was never quite accurate, but Tesla could perhaps have been more opportunistic while the conditions existed. A capital raise when the stock stood at 300–400 dollars would have delivered low dilution and an enormous war chest to work with. Such a cash pile would be useful now.

But building cars is not just software. And Tesla’s share price has more than halved from its peak. If they cannot find a way to reignite growth, the risk is that they begin to be seen — and valued — like any other car company. Were that to happen, Tesla could face an entirely new kind of challenge: a stock market collapse of a scale we have only seen the beginning of.