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This article is Section 2.5 of Bain's 2020 Global Private Equity Report.
Staying ahead of the curve has always been critical in private equity. Understanding how markets and ecosystems are shifting, predicting how customer behavior is evolving, anticipating trends in technology—all of these factors are essential to buying well and creating value during the holding period.
What's different today is the sheer power of technology and innovation to upend entire industries with a speed and magnitude that can be blinding. We all know the usual suspects; shooting stars like Amazon, Apple, Uber and Netflix have fundamentally changed how we live our lives. But few industries these days are sheltered from the impact of technology-fueled innovation. Railroads are coupling IoT technology with advanced analytics to dramatically drive down costs. Sensors and GPS technology are complementing genetics as disruptive forces in agriculture. Fracking technology has shifted global fortunes in oil and gas. Affordable lithium battery technology threatens to transform just about anything that moves.
The implications for private equity are clear: No portfolio company or target is immune to disruption. Change may come sooner or it may come later, but it will come eventually, shifting profit pools, altering customer preferences, bending cost curves and reshaping how companies compete.
It is also likely to come faster than you think. Consider that the average time from tipping point—the moment when sales of a new technology take off—to 80% of maximum adoption has dropped from 18 years in the mid-20th century to about 8 years since 2000. Too often, capital impairment stems from ignoring the signals or underestimating how quickly a new technology can gain traction and blow things up.
It's obviously not easy to peer into the future and spot emerging technologies—or nontech innovations, for that matter. But it is possible to apply a structured approach to due diligence that can help you identify disruptive patterns in any industry and understand how they will affect your investment.
Innovation often feels like it comes out of the blue, but that's rarely the case. Most sources of disruption are evident long before they reach the tipping point that accelerates wide-scale adoption. We know that electric cars and trucks are coming. It's plain that big data and analytics are transforming the insurance business. The real question for PE funds is if, when and how these key trends may disrupt a specific industry.
Developing confidence around these issues starts with breaking the problem down into a pair of important inquiries. First, where is disruption coming from, and what sort of impact will it have? Second, when will this innovation reach its tipping point, based on both the strength of its appeal and the barriers or accelerators to broader adoption?
Together, these analyses give deal teams insight into what a target is really worth in a changing world and whether that value is already baked into its multiple. They point the way to the most future-proof value-creation plan during ownership and suggest how a company might be best positioned when it comes time to exit. Critically, they also help acquirers think through an important question: Is this company destined to be disrupted, or is there opportunity to build it into a disrupter?
A better mousetrap
Funds that stay ahead of the curve tend to view the future differently than others. They analyze potential disruption from a future-back perspective. Most analyses of future scenarios start with today's status quo and extrapolate forward, assuming incremental change in current offerings. That perspective is certainly essential, but it's also important to think well beyond the incremental.
Starting with an assessment of the raw customer need, a future-back analysis looks 10 to 20 years out, asking, "Where is disruption most likely to come from, and how might it fundamentally alter how winning companies deliver solutions in this industry?" Funds can look for early signals across six key aspects of the business environment (see Figure 2.21).
Six key inquiries in diligence can identify where disruption is coming from and what its impact might be
Raw customer needs are the basic requirements that drive human behavior and compel people to action. They are the essence of what a customer values, independent of how the need is addressed today. Raw needs don't change; people's expectations do. As the world evolves and technologies alter how we experience it, the best companies will continuously innovate to solve for shifting expectations.
That was Netflix's critical insight. Why compete on Blockbuster's terms (stores) or even sit still with our own disruptive vision (DVD shipping) when we can use emerging technology advances (streaming) to redefine the industry again? From its founding, Netflix plumbed the raw customer need ("I want to be entertained right now!") and figured out how to satisfy it much more compellingly. Evolving technology loosened the constraints and Netflix evolved with it, setting new expectations and fulfilling them at every step.
The old mousetrap aphorism captures the notion of raw customer need nicely: Build a better mousetrap, and the world will beat a path to your door. Until then, mousetraps get the job done just fine, thank you very much. When EQT bought Anticimex Group in 2012, the company saw a better-mousetrap opportunity—literally. At the time, Anticimex was Northern Europe's leading provider of pest control services for the food industry. The most obvious value-creation opportunity was a traditional one: build scale and enhance revenue growth through a global buy-and-build strategy. Under EQT, the company proceeded to buy more than 200 traditional rivals over the next seven years.
Yet EQT's backing also enabled Anticimex to develop and accelerate a truly disruptive strategy. Like Netflix and streaming, it met the raw customer need—eliminating vermin—in a much better way. The company's traditional business involved placing traps with poison around a food manufacturing facility and monitoring them regularly for activity. That worked fine but had obvious drawbacks, most notably putting poison close to food. The advent of IoT sensors and other communications technologies opened the door to an electronic solution, where rodents enter a trap and set off a signal to a central system.
This innovation eliminates the need for monthly physical inspections. Instead, the devices monitor the environment continuously, and there's no poison involved. The data collected also allows companies to diagnose problems and act against infestations much earlier. The solution does require a larger up-front investment from customers, but automated surveillance identifies problems before they get out of control, reducing the cost to fix them. The system also cuts labor costs by up to 75%.
Fully understanding this opportunity in the context of industry dynamics was critical to EQT's risk assessment. It gave the firm confidence in the disruptive potential of the new solution and the investment it would take to get there.
Following the money
One powerful way to anticipate disruption in a given industry is to know what the competition is doing—both incumbents and start-ups. Taking a measure of investment tells you how much venture capitalists and smart CEOs are betting against the status quo, while providing valuable clues about specific innovations. Talking with customers and competitors, along with reviewing press releases and other reports, can reveal if existing competitors are doing anything disruptive. Several powerful databases can identify important patterns in venture capital spending. Often, the persistence of VC investment highlights a technology or business model that the broader market simply can't get its head around—at first anyway.
A good example is Peloton. It's easy to look at this high-flying company today and appreciate its impact on the exercise industry. But founder John Foley had a hard time finding believers when the company launched in 2012. Peloton made $2,000 exercise bikes linked via the Internet to a stream of live and recorded classes with top instructors, available via monthly subscription. The slick machine and its high-quality interface allowed riders to exercise at home and track meaningful data, while tapping into the motivational energy of professional trainers.
Although white-glove home delivery and the product's hip vibe generated strong loyalty among customers, many investors worried that Peloton was essentially a niche product. How many people, after all, could afford to lay out $2,000, plus a monthly fee?
Foley's vision was different. He argued that busy working couples craved exercise but didn't have time to go to the gym. If you could recreate a motivational experience at home, they could drop their gym memberships and actually save money over the long run. As the idea gained traction, more venture capital flowed in at ever-increasing multiples, suggesting that something disruptive was going on.
For a team of PE investors looking to provide a capital infusion, the investment thesis got flipped on its head. This wasn't a cooler (but pricey) version of what had come before. It was a powerful, technology-enabled business model with the potential to transform an industry never known for its innovation.
Determining the tipping point
For PE investors with tight three- to five-year deal cycles, determining when a trend or technology may cross the all-important tipping point is critical. Insight comes from understanding cost trends and measuring what customers really value. Will an emerging source of disruption become relevant within a deal's holding period? Will it be on the horizon at exit, raising questions about the company's staying power?
Companies and industry experts have used a variety of forecasting tools and economic models over the years to develop rough answers to these questions. But what makes the difference in due diligence is combining the insights from a set of four important tools. Together, they paint the clearest picture of how much impact an innovation may have and when it is likely to gain traction (see Figure 2.22).
A tipping-point analysis blends insights from four key forecasting tools
Each of the four tools provides a key part of the puzzle.
- Experience curves (e-curves) show how unit costs decline relative to increased production volume. The more experience companies get producing the innovation, the better they get at doing it cheaply.
- An Elements of Value® analysis defines the attributes customers value most in a product (reduced cost, time savings, sustainability and so on, which determines whether the new innovation delivers better than the status quo).
- Adoption curves (s-curves) use the output from these analyses to help forecast the likely pace of adoption and to estimate saturation points.
- A barriers and accelerators analysis asks what's getting in the way of this innovation taking over the market and when that might be eliminated so adoption can accelerate. Conversely, is anything imminent—regulation, incentives, political developments—that could become a catalyst for faster adoption?
By artfully blending these insights into an overarching conclusion about what's coming and when, investors can quantify disruption risk in their deal models and run the most-likely future scenarios.
For The Cranemere Group, a global long-term holding company, this sort of tipping-point analysis was critical in the spring of 2019 as it considered a major investment in Velocity Vehicle Group. Velocity is a commercial vehicle dealership and service organization based in Southern California. Its fundamentals were strong, but it faced a source of uncertainty that was important to thoughtful risk assessment: the rise of electric vehicles (EVs). The question wasn't if electric technology was coming, but when. What would the implications be for Velocity's business as the tipping point arrived, and how could Velocity best exploit opportunities created by the transition?
The experience curve played a major role in Cranemere's analysis. The main reason electric motor technology is more expensive than internal combustion technology is the cost of batteries, which make up between 30% and 50% of an electric vehicle's retail price. A battery cost of $100 per kilowatt-hour would begin to make electric motor technology competitive with internal combustion engines. The e-curve, which tracks the decline in cost relative to increases in production over time, helped the team determine when the industry might cross that critical threshold. Producers like Tesla and GM had been moving down the curve faster than anyone expected, producing batteries for as little as $125 per kilowatt-hour. The diligence team assumed someone would breach the $100 level in a relevant time frame and developed various scenarios to reflect the most likely range of cost outcomes by 2025 (see Figure 2.23).
Battery costs are falling faster than expected, leading Cranemere to develop different diligence scenarios
Next came an Elements of Value analysis. Electric trucks have some cachet among customers concerned about sustainability. But in the hard-bitten trucking industry, relative feasibility is the critical issue. Because they have fewer moving parts, electric trucks are projected to cost significantly less to maintain than diesel trucks and are more efficient to operate overall. In the local market, where short hauls in stop-and-go traffic are the norm, electric trucks excel—especially given that drivers can take them back to the depot at night for recharging.
For long-haul trips, however, viability falls off the table. Most over-the-road operators keep the truck in motion for the majority of the day, making relatively quick stops to fuel up. Electric trucks must stop every eight hours, and it takes hours to recharge their batteries. Those factors make them unworkable for highway routes, at least in the medium term.
In terms of barriers and accelerators, California's complex regulatory environment offered both risks and benefits for Velocity. On one hand, the state already has the most stringent emissions requirements in the US, which would tend to serve as an accelerator for electric truck adoption. But in the short run, tougher standards would play to Velocity's advantage, rendering many trucks on the road obsolete over the next several years and boosting Velocity's new-truck sales.
Based on these insights, Cranemere's most likely scenario showed that EVs would make up 20% of Velocity's new sales by 2030 but only around 5% of the total "truck parc" (vehicles in operation) in the company's markets. That's because diesel trucks have 12- to 15-year replacement cycles, meaning that a large number of older models will remain on the road even as sales of EVs ramp up. Given that the majority of Velocity's profits came from parts and service sales (which depend on the size of the truck parc), this slow shift would provide stability and time for Velocity to make investments to support EVs, while experiencing only modest erosion of its existing diesel and natural gas business.
Other key factors would temper the overall effect on Velocity's gross profit while creating potential opportunities. Since Velocity's major OEM partner is a truck maker with a relatively strong electric truck program, Velocity might benefit more than competitors from the EV switchover. The value of servicing those vehicles, however, required a careful analysis. The challenge is that EV servicing conservatively generates about half the revenue diesel servicing provides on a per-unit basis. But because it requires more training and is significantly more complex, there is an opportunity for dealers like Velocity to take share from the largest current providers of truck service—in-house shops run by fleet owners and independent repair shops.
While that would require investment, analysis during due diligence suggested that growth in gross profit margin might be 20 basis points lower as a result of EV adoption. Overall, Cranemere became comfortable that Velocity could successfully navigate the transition with minimal disruption to its historic revenues and profitability.
As much as we would like to have a crystal ball in times as turbulent as these, investors aren't so lucky. But there are structured, practical ways to gain real confidence about what's ahead, enabling PE firms to model and rationally evaluate the risks and opportunities born of disruption. For any deal, it pays to use due diligence to assess where innovation is coming from. It is equally important to use tipping-point analysis to gauge when and how disruption might affect your investment.
The relevant information is out there; marshalling it is the challenge. In a highly competitive market, the insights you gain can make all the difference.
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This article is part of our 2020 Global Private Equity Report.


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Dealing with death is not easy for any of us. Whether death is sudden and unexpected or whether it is the culmination of a long illness, we all struggle with letting go of our loved ones. In 1986 four tragic deaths tested my faith and alienated me from the Lord.
My cousin, Ray, was a fun-loving young guy in his twenties. He and his wife, Debbie, had a little boy who was nine months old. Ray was driving home from work in the wee hours of the morning. As he descended a hill, the entire electrical system on his car went out. A giant truck crested the hill behind him, but its driver never saw Ray's car until it was too late. Ray was killed instantly. He left a young wife, a baby, and no life insurance.
Andy Boggs, at twenty-one years old, was an extremely gifted musician and composer who was being treated at Mayo Clinic for a rare type of brain cancer. Andy seemed to respond remarkable well to the treatment, and despite the low survival rate of this cancer, doctors were hopeful. I invited Andy to be a guest on my radio program, and my producer and I both felt an immediate rapport with this brave young man and his family.
Early that year, he went to Mayo for a routine checkup. The doctors were shocked to discover the cancer had spread like wildfire. His parents were told to take him home and make him as comfortable as possible. Andy Boggs died with the promise of musical greatness still in him.
Ron Jones owned a hair and makeup salon in Chicago and was my personal friend. When we met in 1972 he helped me prepare for each level of the Miss America Pageant. We stayed in touch regularly over the years. Ron was a kind man who gave generously to others without thought of cost. When he was diagnosed with brain tumors, I was stunned and filled with dread. I watched those tumors destroy him a little bit at a time. It was a slow, terrible way to die. Ron's family helped him do that with dignity.
Linda Jorerres, a mother of four in her thirties, and her husband, Tom, were friends of ours for a number of years. She was diagnosed with cancer that, because of medical error, had already spread to her liver. She endured chemotherapy, radiation, and unbelievable pain at the same time she was sending her youngest off to preschool for the first time.
She wasn't doing well, and I called her husband to see if she was open to visitors. I had such a burden to pray for her. He called back to say that Wednesday would be good. On Wednesday morning my husband called from his office and said, "I think you'd better sit down. Lind Joerres died this morning." I hung up the phone without speaking.
I was so angry with God. I couldn't pray. I couldn't read the Bible. I did not want any pat answers or easy Scriptures. Unresolved pain burned inside me. Then one day in my car I could no longer stop my tears or questions. "Why God? Why? Why? Why?" Alone in my car, in the quiet of my heart, came a response so clear it seemed almost audible. I am sovereign. Silence.
I knew what God was saying. Either He is God or He isn't. If He is, I needed to trust His will in all things – and not just in the things I understood or agreed with. If I was willing to let go of my hurt and my anger and offer it all to Him, in return He would give me His peace and comfort.
Letting go, relinquishing, releasing – give it all to Him. It's a day-by-day, moment-by-moment challenge. It is never easy to do this, but when we do, it always leads us straight to the heart of God. This chorus tells it all:
God is too wise to be mistaken. God is too good to be unkind. So when you don't understand, When you don't see His plan, When you can't trace His hand, Trust His heart.
Lord, in the dark and unexplainable places, teach me to trust Your heart. Thank You for loving me and staying close even when I'm angry and resentful. Teach me the fine art of being still and fill me with the knowledge of Your sovereignty.
Excerpted with permission from Near to the Heart of God, by Terry Meeuwsen ©1998
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Terry Meeuwsen co-hosts The 700 Club with Pat Robertson, a daily broadcast from the CBN studios in Virginia Beach, VA. A native of Wisconsin, she attended St. Norbert College; and sang and traveled with the New Christy Minstrels for two years. In 1973 Terry was crowned Miss America. She began her broadcast career co-hosting a daily talk show in Milwaukee called A New Day at NBC affiliate WTMJ-TV. Meeuwsen has also authored four books.
Terry and her husband, Andy, have seven children. Five of their children are adopted. The adoption of their three daughters from Ukraine opened her eyes to the plight of millions of children around the world who are alone and in desperate situations. Out of that concern, a ministry called Orphan's Promise was birthed and now is at work in over 40 countries around the world. The passion and purpose of Orphan's Promise is to touch as many of these children's lives as possible, both physically and spiritually.
To find out more about Orphan's Promise, visit OrphansPromise.org
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subset: commoncrawl


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After a what both parties are calling a disastrous start to the voting with some voting offices opening 5 hours late because of a "printing problem"!!!!!
Anyway, at 8:40 am they are still counting votes in one last constituency. For results please look at this site:
This is a blog set up by Eli Fuller (me) to help keep readers informed and to promote our little country to prospective guests. It's also to make sure that new info about our island is passed on quickly and also to receive feedback on this info. Of course most of the things i write about have themes of ecology and usually have quite a bit to do with my company Adventure Antigua. Make comments anytime you want, but check the site above to book your adventure.


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I've completed the game as a sniper assassin and I'm playing through again on True Vault Hunter Mode. For the most part my damage is scaling up and as long as I'm in the zone getting quick critical hits I'm handling normal mobs just fine.
Bosses and mini-bosses are giving me the most trouble. Often I have to get close to spawn them and my first reaction is to hit Decepti0n and sprint away. But most of them can close almost any distance in one leap and chase me as fast as I can sprint. With about 10k/10k shields/health I can only take a few hits and have to rely on health stealing grenades and repeated sprints to try to kite the bosses. Mini-bosses are often in confined spaces that get me killed quickly.
Any tips for slowing them down so I can get some distance?


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Mountain Meadows
Mountain Meadows, small valley in extreme SW Utah, where in 1857 a party of some 140 emigrants bound for California were massacred. It was a period when friction between Mormons and non-Mormons was acute, with Mormons bitterly resenting the coming of U.S. troops to enforce federal laws in their territory. Earlier that year a Mormon convocation had declared the independence of Utah from the United States, and Mormon hostility toward westward-bound travelers had escalated. In Sept., 1857, a party of emigrants from Arkansas, with a few from Missouri and Illinois, led by Charles Fancher, encamped at Mountain Meadows, a well-known camp site on the Spanish Trail. There they were attacked by a large band of Mormons, many disguised as members of the local Paiute tribe, allegedly accompanied by real Paiutes and apparently led by Mormon John D. Lee.
After three days (Sept. 8–11) of defending themselves behind their wagons, the emigrants were approached under a flag of truce by the Mormons, who offered to protect them in a retreat to Cedar City but instructed them to go unarmed and on foot, ostensibly to allay the suspicions of the Paiute. While following these instructions, the entire party, with the exception of 17 of the youngest children, were massacred. The Mormons were charged with inciting and directing the attack, and anti-Mormon feeling was intensified; Mormons attempted to blame the attack on the Paiutes. Several investigations were made, but it was not until 1874 that Lee, a fanatical Mormon and adopted son of Brigham Young, was arrested. In 1875, Lee and three associates accused of complicity were excommunicated. Lee was convicted of murder and in 1877 was put to death at the Mountain Meadows site. No other members of the raiding party were ever charged. Into the 1990s the Paiutes continued to be widely blamed for the massacre, which remains a controversial event in the history of the American West.
See studies by J. Brooks (2d ed. 1962, repr. 1970), W. Bagley (2002), S. Denton (2003), and R. W. Walker et al. (2011).


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Greetings from DNR Secretary Scott Angelle and the Department of Natural Resources Atchafalaya Basin Program
Upcoming Technical Advisory Group (TAG) Meeting:The next TAG meeting will be on Thursday, October 20th. More details to come.
Atchafalaya Basin Natural Resource Inventory and Assessment System: The Atchafalaya Basin Natural Resource Inventory and Assessment System (ABNRIAS) is now available online at http://abp.cr.usgs.gov/
FY2011-2012 Atchafalaya Basin Program Annual Plan: To view the HY2011-2012 Atchafalaya Basin Program Annual Plan, go to www.basin.louisiana.gov.
Checking the water:The information below is obtained from the USGS and the U.S. Army Corps of Engineers, and has been compiled by DNR into this format to allow a quick look at information pertinent to the Atchafalaya Basin.
Data is for 10/13/2011
Mississippi River at CairoLocation: Southernmost gauge on the Ohio River in Illinois Reading significance - used to forecast rises on the Mississippi. Lag time, 4 to 6 days.Flood Stage: 40'Stage: 16.1'Forecast: expect to FALL to 12.8' by 10/17
Mississippi River, just south of ORCS, at Red River LandingReading: Mississippi River south of ORCS, after the diversion into the Atchafalaya Flood Stage: 48'Stage: 23.1'Forecast: expect to FALL to 21.9' by 10/17
Atchafalaya River, just south of ORCS, at SimmesportReading: The combined latitudinal flows of the Red, Black, Ouachita, and ORCS flow from the Mississippi Flood Stage: 47'Stage: 7.99'Forecast: expect to FALL to 6.9' by 10/17
Atchafalaya River at MelvilleFlood Stage: 41'Stage: 5.37'Forecast: expect to FALL to 4.3' by 10/17
Atchafalaya River at Krotz SpringsFlood Stage: 37'Stage: 4.76'Forecast: expect to FALL to 4.2' by 10/17
Atchafalaya River above Butte LaroseFlood Stage: 25'Stage: 4.04'Forecast: expect to FALL to 3.8' by 10/17
Atchafalaya River at Bayou Sorrell Locks on the GIWWFlood Stage: 12'Stage: 3.2'Forecast: expect to FALL to 3.1' by 10/17
Atchafalaya at Millet (Myette) PointFlood Stage: 15'Stage: 2.55'Forecast: expect to HOLD at 2.5' by 10/17
Atchafalaya River at Morgan CityFlood Stage: 4'Stage: 2.39'Forecast: expect to FALL to 2.1' by 10/17NOTE: Gauge reading affected by ocean tides.
Murphy Lake near Bayou SorrelStage: 8.73'
Lower Grand River at Bayou SorrelStage: 5.62'
Bayou CourtableauStage: 18.34'
Buffalo Cove at Round IslandStage: 3.26'
Arm of Grand Lake near Crook CheneStage: 5.60'
Middle Fork, Bayou LongStage: 2.47'
Pontoon Bridge at Butte LaroseStage: 5.59'
Bayou Darby at Fausse Pt. CutNA - Equipment malfunction
Beau Bayou SwampNA - Equipment malfunction
Lake Pelba at I-10, HendersonStage: 10.35'


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Foot joint with pillars (no springs, rod or keys) for Buffet 861 flute. Silver plated.
Our specialist trained staff are able to help you. Please contact us or call us on 01628 630800
Dawkes Music & Windcraft Ltd are a globally recognised UK based Music Industry company that have expert staff who specialise in products, performance, teaching and repairing in the brass and woodwind sector.


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Digtal Gallery
Certificate of NAACP life membership to Reuben Street
Certificate of NAACP life membership to Reuben Street reads, "This certifies that Reuben Street is a Life Member of the National Association for the Advancement of Colored People, having paid the sum of Five Hundred Dollars in the Treasury of the National Office, testifying forever to his Faith in the Cause and Future of the Negro in the United States and in the Foundation Principles of the American Republic. In Witness Whereof the Board of Directors has caused this Certificate to be issued, the twenty-sixth day of December 1950" Walter White indicated as secretary and Allan Knight Chalmen indicated as Treasurer have signed in the lower right. corner. A raised seal appears in the lower left corner.
Box Number: BA04.PET08


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The Carrington Event
On the morning of September 1, 1859, amateur astrologer Richard Carrington ascended into the private observatory attached to his country estate outside of London. After cranking open the dome's shutter to reveal the clear blue sky, he pointed his brass telescope toward the sun and began to sketch a cluster of enormous dark spots that freckled its surface. Suddenly, Carrington spotted what he described as "two patches of intensely bright and white light" erupting from the sunspots. Five minutes later the fireballs vanished, but within hours their impact would be felt across the globe.
That night, telegraph communications around the world began to fail; there were reports of sparks showering from telegraph machines, shocking operators and setting papers ablaze. All over the planet, colorful auroras illuminated the nighttime skies, glowing so brightly that birds began to chirp and laborers started their daily chores, believing the sun had begun rising. Some thought the end of the world was at hand, but Carrington's naked eyes had spotted the true cause for the bizarre happenings: a massive solar flare with the energy of 10 billion atomic bombs. The flare spewed electrified gas and subatomic particles toward Earth, and the resulting geomagnetic storm—dubbed the "Carrington Event"—was the largest on record to have struck the planet.
Bright Flare, Dark Lines
Compared to today's information superhighway, the telegraph system in 1859 may have been a mere dirt road, but the "Victorian Internet" was also a critical means of transmitting news, sending private messages and engaging in commerce. Telegraph operators in the United States had observed local interruptions due to thunderstorms and northern lights before, but they never experienced a global disturbance like the one-two punch they received in the waning days of summer in 1859.
Many telegraph lines across North America were rendered inoperable on the night of August 28 as the first of two successive solar storms struck. E.W. Culgan, a telegraph manager in Pittsburgh, reported that the resulting currents flowing through the wires were so powerful that platinum contacts were in danger of melting and "streams of fire" were pouring forth from the circuits. In Washington, D.C., telegraph operator Frederick W. Royce was severely shocked as his forehead grazed a ground wire. According to a witness, an arc of fire jumped from Royce's head to the telegraphic equipment. Some telegraph stations that used chemicals to mark sheets reported that powerful surges caused telegraph paper to combust.
On the morning of September 2, the magnetic mayhem resulting from the second storm created even more chaos for telegraph operators. When American Telegraph Company employees arrived at their Boston office at 8 a.m., they discovered it was impossible to transmit or receive dispatches. The atmosphere was so charged, however, that operators made an incredible discovery: They could unplug their batteries and still transmit messages to Portland, Maine, at 30- to 90-second intervals using only the auroral current. Messages still couldn't be sent as seamlessly as under normal conditions, but it was a useful workaround. By 10 a.m. the magnetic disturbance abated enough that stations reconnected their batteries, but transmissions were still affected for the rest of the morning.
Sky on Fire
When telegraphs did come back on line, many were filled with vivid accounts of the celestial light show that had been witnessed the night before. Newspapers from France to Australia featured glowing descriptions of brilliant auroras that had turned night into day. One eyewitness account from a woman on Sullivan's Island in South Carolina ran in the Charleston Mercury: "The eastern sky appeared of a blood red color. It seemed brightest exactly in the east, as though the full moon, or rather the sun, were about to rise. It extended almost to the zenith. The whole island was illuminated. The sea reflected the phenomenon, and no one could look at it without thinking of the passage in the Bible which says, 'the sea was turned to blood.' The shells on the beach, reflecting light, resembled coals of fire."
The sky was so crimson that many who saw it believed that neighboring locales were on fire. Americans in the South were particularly startled by the northern lights, which migrated so close to the equator that they were seen in Cuba and Jamaica. Elsewhere, however, there appeared to be genuine confusion. In Abbeville, South Carolina, masons awoke and began to lay bricks at their job site until they realized the hour and returned to bed. In Bealeton, Virginia, larks were stirred from their sleep at 1 a.m. and began to warble. (Unfortunately for them, a conductor on the Orange & Alexandria Railroad was also awake and shot three of them dead.) In cities across America, people stood in the streets and gazed up at the heavenly pyrotechnics. In Boston, some even caught up on their reading, taking advantage of the celestial fire to peruse the local newspapers.
Ice core samples have determined that the Carrington Event was twice as big as any other solar storm in the last 500 years. What would be the impact of a similar storm today? According to a 2008 report from the National Academy of Sciences, it could cause "extensive social and economic disruptions" due to its impact on power grids, satellite communications and GPS systems. The potential price tag? Between $1 trillion and $2 trillion.
Mysterious radiation event of 774 AD might be (a little) less mysterious


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Sofosbuvir and Ledipasvir is a combination medicine used to treat chronic hepatitis C in adults and children who are at least 3 years old. sofosbuvir and ledipasvir is sometimes given in combination with another medicine called ribavirin. Sofosbuvir and Ledipasvir treats specific genotypes of hepatitis C, and only in certain people. Talking about Sofosbuvir 400 mg and Ledipasvir 90 mg (Harvoni) Cost in Mexico, it is quite costly. Also, you cannot buy it randomly at any store. Use only the medications prescribed for you. Do not share your medicine with other people. Ledipasvir and Sofosbuvir is sometimes used in people who also have HIV. Sofosbuvir and Ledipasvir is not a treatment for HIV or AIDS. Sofosbuvir and Ledipasvir may also be used for purposes not listed in this medication guide.
Sofosbuvir and Ledipasvir (Harvoni) Tablet Cost in Mexico
Treatment of Hep C Sofosbuvir 400mg & Ledipasvir 90mg (Harvoni) Cost in Mexico around $5,456.40 for a supply of 28 tablets whereas the Indian generic version is available under $470 for complete 12-weeks of treatment. Sofosbuvir/Ledipasvir price is very reasonable in India. You can buy generic Sofosbuvir/Ledipasvir tablets in India with 100% genuine quality which is manufactured under the license of Gilead sciences same as patent Harvoni. Now there are also medicines such as Sofosbuvir and Ledipasvir (Harvoni) tablet Cost Mexico that indirectly help to Hepatitis C drug.
Sofosbuvir and Ledipasvir (Harvoni) Cost in Mexico is not quite pocket-friendly so many patients seek to get it directly from Mexico. If you wish to buy Sofosbuvir and Ledipasvir (Harvoni) online from us then you are just a few step away. You can simply fill the side contact form or you can directly write to us via WhatsApp or email. We will get back to you soonest with our best affordable price. Since, we are shipping to worldwide so you can buy it easily on prescription.
If you've ever had hepatitis B, it may become active or get worse while using or after you stop using Sofosbuvir and Ledipasvir. You may need frequent liver function tests for several months.
Sofosbuvir and Ledipasvir is sometimes used in combination with other medication. Read the medication guide or patient instructions provided with each medication in your combination therapy. Do not change your doses or medication schedule without your doctor's advice. If you want to know exact Sofosbuvir and Ledipasvir (Harvoni) Cost in Mexico so please contact us WhatsApp & Other Social Platform.
Before taking this medicine:
You should not use Sofosbuvir and Ledipasvir if you are allergic to ledipasvir or sofosbuvir. If you take Sofosbuvir and Ledipasvir with ribavirin: There may be other reasons you should not take this combination treatment. Tell your doctor about all your medical conditions.
- Tell your doctor if you have ever had:
- hepatitis B (you may be tested for this before you take sofosbuvir);
- liver problems other than hepatitis (including a liver transplant);
- kidney disease (or if you are on dialysis);
- HIV or AIDS;
- a heart rhythm problem for which you take a medicine called amiodarone; or
- if you use a blood thinner (warfarin, Coumadin, Jantoven) and you have routine "INR" or prothrombin time tests.
- Sofosbuvir and Ledipasvir is sometimes used in combination with ribavirin. Both men and women using ribavirin should use effective birth control to prevent pregnancy. Ribavirin can harm an unborn baby or cause birth defects if the mother or father is using the medicine.
- While taking Sofosbuvir and Ledipasvir with ribavirin, use effective birth control to prevent pregnancy, whether you are a man or a woman. If you want to know exact Sofosbuvir and Ledipasvir (Harvoni) Cost in Mexico so please contact us WhatsApp & Other Social Platform.
- Keep using birth control for at least 6 months after your last dose of ribavirin. Tell your doctor right away if a pregnancy occurs while either the mother or the father is using ribavirin.
- It may not be safe to breastfeed while using this medicine. Ask your doctor about any risk.
- Sofosbuvir and Ledipasvir is not approved for use by anyone younger than 3 years old.
How should I take Sofosbuvir and Ledipasvir?
Follow all directions on your prescription label and read all medication guides or instruction sheets. Use the medicine exactly as directed.
You may take Sofosbuvir and Ledipasvir with or without food. Take the medicine at the same time each day.
Read and carefully follow any Instructions for Use provided with your medicine. Ask your doctor or pharmacist if you do not understand these instructions. If you want to know exact Sofosbuvir and Ledipasvir (Harvoni) Cost in Mexico so please contact us WhatsApp & Other Social Platform.
Do not chew the oral pellets. To take with food, you may mix the pellets with a non-acidic soft food (pudding, chocolate syrup, mashed potato, ice cream) that is at room temperature or below. Swallow the mixture without chewing, no more than 30 minutes after mixing. Do not save the mixture for later use.
Sofosbuvir and Ledipasvir doses are based on weight (especially in children and teenagers). Your dose needs may change if you gain or lose weight.
You will need frequent blood tests to check your liver function.
If you've ever had hepatitis B, this virus may become active or get worse while you are using this medicine or in the months after you stop. You may need liver function tests for several months after your last dose. If you want to know exact Sofosbuvir and Ledipasvir (Harvoni) Cost in Mexico so please contact us WhatsApp & Other Social Platform.
You should not stop using Sofosbuvir and Ledipasvir suddenly. Stopping suddenly could make your condition harder to treat with hepatitis C antiviral medicine.
Use all medications as directed and read all medication guides you receive. Do not change your dose or dosing schedule without your doctor's advice. Every person with chronic hepatitis C should remain under the care of a doctor.
Store this medicine in the original container at room temperature away from moisture and heat. Do not open the packet of oral pellets until you are ready to use the medicine.
What happens if I miss a dose?
Take the medicine as soon as you can, but skip the missed dose if it is almost time for your next dose. Do not take two doses at one time.
Get your prescription refilled before you run out of medicine completely.
What should I avoid while taking Sofosbuvir and Ledipasvir?
Ask your doctor before using an antacid or stomach acid reducing medicine. Use only the type and amount your doctor recommends.
Using Sofosbuvir and Ledipasvir will not prevent your disease from spreading. Do not have unprotected sex or share razors or toothbrushes. Talk with your doctor about safe ways to prevent hepatitis C transmission during sex. Sharing drug or medicine needles is never safe, even for a healthy person. If you want to know exact Sofosbuvir and Ledipasvir (Harvoni) Price in Mexico so please contact us WhatsApp & Other Social Platform.
Sofosbuvir and Ledipasvir (Harvoni) side effects
Get emergency medical help if you have signs of an allergic reaction: hives; difficult breathing; swelling of your face, lips, tongue, or throat.
- Call your doctor at once if you have new or worsening symptoms such as:
- right-sided upper stomach pain;
- vomiting, loss of appetite; or
- jaundice (yellowing of the skin or eyes), and not feeling well.
If you take Sofosbuvir and Ledipasvir and you also take a heart rhythm medicine called amiodarone: This combination of medicines can cause dangerous side effects on your heart. Get medical help right away if you take these medicines and you have:
- very slow heartbeats, chest pain, shortness of breath;
- confusion, memory problems; or
- weakness, extreme tiredness, light-headed feeling (like you might pass out).
- Common side effects may include:
- weakness;
- headache; or
- tired feeling.
This is not a complete list of side effects and others may occur.
What other drugs will affect Sofosbuvir and Ledipasvir?
When you start or stop taking Sofosbuvir and Ledipasvir, your doctor may need to adjust the doses of any other medicines you take on a regular basis.
If you also take an antacid: Wait at least 4 hours after taking the antacid before you take Sofosbuvir and Ledipasvir.
If you also take a stomach acid reducer: You may need to wait 12 hours after taking the stomach acid medicine before you take Sofosbuvir and Ledipasvir. This includes cimetidine, famotidine, nizatidine, ranitidine, Axid, Pepcid, Tagamet, Zantac, and others.
Price of Sofosbuvir and Ledipasvir (Harvoni) in Mexico
Ask a doctor or pharmacist before taking certain other stomach acid reducers such as esomeprazole, lansoprazole, omeprazole, pantoprazole Nexium, Prevacid, Prilosec, Protonix, and others. If you want to know exact Cost of Sofosbuvir and Ledipasvir (Harvoni) in Mexico so please contact us WhatsApp & Other Social Platform.
Many drugs can affect Sofosbuvir and Ledipasvir. This includes prescription and over-the-counter medicines, vitamins, and herbal products. Not all possible interactions are listed here. Tell your doctor about all your current medicines and any medicine you start or stop using. Treatment of Hep C Sofosbuvir 400mg & Ledipasvir 90mg (Harvoni) Cost in Mexico for Rs. 12500 (about $140) per bottle.
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