 10% decline in the stock market.
The stock's long-term chart shows it going public in 2013 and trading at 6. The stock backed off a bit but then raced to a peak of 11.29 in mid-2014.
SBGL's daily chart shows the stock advancing from 4 in August to a peak near 7 by October.
The stock then pulled back and formed a cup-and-handle base. The handle portion is small.
The breakout Friday comes with good volume.
SBGL's TTD momentum indicator (top of chart) is strongly bullish.
Analysts expect SBGL to check in with earnings for 2015 down 25% to 45 cents a share from 60 cents a year ago.
However, this year, the Street is projecting a robust 84% leap in net to 83 cents a share from the anticipated 45 cents for 2015.
There are no quarterly estimates.
Strategy Opinion: TTD is targeting SBGL for a move to 10 off this breakout. A protective stop can be placed near 6.
TTD rates the stock an average intermediate-term play. It will be important to follow the technical pattern of the gold sector.
Sponsorship: Not available.
Currently, 4 analysts follow the stock, 2 have a buy, the same as three months ago. SBGL has a book value of $3.72 a share.
Bear Side - Modest number of shorts. Stock market falls sharply. Crude oil falls impacting stock market.
EDGE, based in Berkley Heights, N.J., is a biotech firm working on products to treat neurological conditions. Annual revenues: N/A. EDGE's stock a recent IPO in October, falls Friday and undercuts key technical support.
So far today, EDGE is trading 223,627 shares, almost double its average daily volume of 135,000 shares.
TTD highlighted EDGE as a short at our midsession video show on the Web Friday.
EDGE's stock fell sharply in the morning touching an intraday low of 9.42. The stock then rallied to cut its deficit.
EDGE's tape action shows the recent block trades.
One can see the price for the blocks falling from $11.42 in the prior session to as low as $9.89 on Friday.
A key bearish trade came in the morning when a block of 2,915 shares, duplicated, crossed the tape at $11.25.
That was down from the prior block trade at $11.42 on 2,318 shares.
EDGE's lead product candidate, EG-1962, is a polymer-based microparticle used to treat aneurysmal subarachnoid hemorrhage.
The company is also developing other product candidates to prevent recurrent bleeding after treatment for cSDH; and EG-1963 and to prevent rebleeding following surgeries outside the brain.
Analysts are forecasting EDGE will show a loss for 2015 of $14.71 a share and a loss this year of $1.44 a share.
EDGE's daily chart shows the stock coming public in October and racing from 10 to a peak near 25. Afterwards the stock drifted lower and then tried to form a bottom near 11.50. However, Friday, it cuts below support.
EDGE's TTD momentum indicator (top of chart) is now bearish. The accumulation - distribution line is trending lower showing clear selling pressure.
Strategy Opinion: TTD is targeting EDGE for a decline to 7.70 within the next few months, or sooner. A protective stop buy can be placed near 11.40.If your business has a "boom and bust" cyclical flow, don't let the slow season get you down. Use these business growth strategies to find ways to help boost revenues.
Peaks and valleys are typical for small businesses, especially in industries that have seasonal demand. If you have a seasonal or cyclical business, you're likely already using strategies like reducing costs during the down cycle. But why not take advantage of the slow season to turn it into business opportunities?
Use these business growth strategies to help inspire new ideas next time you're going through a lull.
1. Identify new opportunities through strategic planning.
A lawn-care business is as seasonal as it gets, especially in the Midwest. But Andy Kurth, president and co-owner of eight Weed Man locations across the country, decided to challenge that idea.
Over the last few years, he turned a “lawn-care business into a business that happens to do lawncare." As a result, the revenue of his 18-year-old, Madison, Wisconsin-based company more than doubled since 2016, and he expects to finish 2019 with $15 million in revenues.
It all started with strategic planning during one off-season.
“We created a 10-year business model showing what we want out of the business," he says.
One of the challenges identified during strategic planning was the cost of seasonal employee churn. Taking advantage of technology, Weed Man added more full-time sales employees, working remotely year-round. Additionally, field technicians can work full-time year-round by shifting their roles to marketing and sales during the off-season.
“We have marketing campaigns that drive a substantial amount of sales for us during the slow window of time, when traditionally people in our industry wouldn't be marketing," Kurth says.
This unorthodox marketing resulted in drastically increased full-time employment. Because the sales are so robust during the slower season, the business no longer depends on cash flow generated during the peak.
Kurth's Weed Man franchise now also offers add-on services, such as ground and pest control.
“Those would not be necessarily done during the down season but they augment our business with highly profitable services," he says.
Kurth cautions other business owners to choose growth strategies that align with their business model.
“We've built a business model now that isn't dependent on the season and sustains employees without needing to have a seasonal business," he says. “Take a look at your business—can you add something that fits into it?"
2. Find out what customers want.
Don't strategize in the dark, however. Use customers who keep coming back year after year to guide your planning decisions, recommends Robert Lee Allen, managing partner for Esperance Series LLC, a private equity fund based in the New York City area.
“Five calls to repeat customers can be more valuable than 50 market surveys with non-customers," Allen says.
When you get a customer on the phone, Allen suggests asking questions that help you “find ways to make life more convenient for them," and to understand the challenges they face in their own businesses.
“Besides the potential of new business opportunities, the goodwill generated—from non-profit-seeking good deeds—can prove invaluable in case your business ever takes a turn for the worse," he says.
3. Thinks outside the (seasonal) box.
Like Kurth, Kyle Welch wanted to challenge the notion of seasonality in his industry. Based in Chicago, Welch opened his first Cold Stone Creamery ice cream shop in 2014. Today, his company, Chicago Scoops, owns more than 40 Cold Stone Creamery locations throughout the country.
Welch used creative business growth strategies for the colder, so-called shoulder seasons, when traffic in the stores slows down.
He learned through research that Americans consume ice cream year-round—but in the colder months, they buy it at the grocery store instead of the ice cream parlor. To get ice cream to consumers easier during the off-season, the company emphasizes off-site sales, such as catering and delivery, as well as ice cream cakes.
Discovering something new and exciting can invigorate your passion for your business and give you more energy to jump in and do things by the time the next peak rolls in.
Chicago Scoops was one of the early adopters of third-party delivery, piloting the idea near the Chicago headquarters to make sure they got the ice cream delivery “science" right.
“Third-party delivery has become such a lifesaver for us," Welch says. “We embraced it early and it was very fruitful for us because our customers got used to ordering Cold Stone via delivery very early on."
To promote off-site sales, the business uses a mix of marketing strategies, including digital marketing, social media and rewards programs. Welch says their guerrilla marketing tactics, however, likely had the biggest impact. These included strategies such as giving out samples to admin assistants planning Christmas office parties.
“You have to be innovative and say, 'How do I do things that aren't my routine?'—and maybe you have to take some risk, but you have to get your product to people during the off-season," he says.
To stay profitable, Welch says it's important to make sure the new strategies help grow revenue and not negatively impacting the overall cash flow. He recommends starting slow—as he did via pilot programs—and having realistic expectations about how much revenue the new growth strategies will generate.
He adds that it takes a lot of planning and saving the cash flow during peak time, as well as leveraging technology, such as an enterprise resource planning (ERP) platform for data and business intelligence.
“There's the stigma of technology replacing people and processes, but my view is that technology gives you the tools to make good decisions," Welch says.
4. Prioritize strategies based on highest value.
When you have many ideas that you'd like to try, how do you choose the best ones? Since the goal is to increase revenue, that's the lens you should use when prioritizing slow-season goals.
“In the grand scheme of things,