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Yahoo
a few seconds ago
- Yahoo
Applied Materials Warns Uncertainty Is Slowing Its Business, Especially in China
Key Takeaways Applied Materials said macroeconomic uncertainty is hurting its business, especially in China. The maker of equipment for semiconductors gave current-quarter guidance that was short of forecasts. Applied Materials beat third-quarter earnings and revenue estimates as sales at all three of its segments beat estimates. Shares of Applied Materials (AMAT) sank 13% in premarket trading Friday, a day after the semiconductor equipment manufacturer gave weaker-than-expected guidance as global economic and tariff worries impact its business, especially in China. The company sees current-quarter adjusted earnings per share (EPS) between $1.91 and $2.31, and revenue between $6.20 billion and $7.20 billion. Analysts surveyed by Visible Alpha were looking for $2.37 and $7.30 billion, respectively. CEO Gary Dickerson said Applied Materials was "currently operating in a dynamic macroeconomic and policy environment, which is creating increased uncertainty and lower visibility in the near term, including for our China business." CFO Brice Hill added that the company anticipates lower revenue "driven by both digestion of capacity in China and non-linear demand from leading-edge customers given market concentration and fab timing." Q3 Results Top Analysts' Estimates The warning came as the company reported strong third-quarter results. Adjusted EPS came in at $2.48, with revenue rising 8% year-over-year to $7.30 billion. Both were ahead of Visible Alpha consensus estimates. Sales at all three Applied Materials units—Semiconductor Systems ($5.43 billion), Applied Global Services ($1.60 billion), and Display ($263 million)—beat forecasts. Entering Friday's session, Applied Materials shares were more than 15% higher year-to-date. Read the original article on Investopedia Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
3 minutes ago
- Forbes
Unable To Plan In 2025? Use AI To ‘Leave No Scenario Behind'
During in-person discussions with boards and senior leaders in Asia, the Americas and Europe this summer, the directors and executives cited the inability to plan as their single greatest business challenge in 2025. Consequently, effective leaders are conducting robust scenario planning to avoid stagnation or delayed decision making as recent advances in generative AI change how they approach scenario development. Why are businesses unable to plan? The global leaders provided several concurrent challenges that make planning difficult: Said one senior executive recently, 'We used to have a core scenario in place with a handful of back-ups, but now we need to have literally hundreds of options on the table and know which one to follow at any given time. And the answer can change daily or weekly and vary by product line or country.' The role of scenario analysis: Rehearsing the future Peter Schwartz, a pioneer of scenario planning and author of The Art of the Long View, likened the use of scenarios to 'rehearsing the future.' Similar to rehearsing a theater production, the process of scenario development historically required a collaborative effort of numerous individuals and several days, weeks, or months of refinement before the scenarios were ready for their intended audience. This traditional approach to scenario development generally was time-consuming and resource intensive. The role of AI in scenario planning: 'No Scenario Left Behind' Recently in Silicon Valley, PruVen Capital Managing Partner Ramneek Gupta shared the concept of 'no scenario left behind.' He and his colleagues have been studying advances in scenario planning and funding solutions that could enable business leaders to leverage advanced AI such as large language models (LLMs) and large geotemporal models (LGMs). LGMs use frameworks that analyze and reason across both time and space to exhaustively simulate virtually any and every event and scenario. These AI models provide dynamic risk modeling and real-time simulations for a vast array of business scenarios, allowing business leaders to address the inability to plan. WTW's Jessica Boyd and Cameron Rye explain in a recent article that advances in generative AI tools have enabled the rapid generation of numerous scenario narratives across a wide range of disciplines. These models accelerate the traditional, resource-heavy process of scenario development, streamlining the steps while introducing novel perspectives that might be missed by human analysts. They help overcome the limitations of human imagination that occur when people overlook or underestimate potential risks that have not yet happened in historical data. This can reduce potential blind spots that otherwise leave organizations vulnerable to highly disruptive events. Already, AI breakthroughs have enabled the next stage of scenario planning using advanced language models in areas such as weather forecasting, including hurricane landfall predictions, as well as political and economic modeling. These models provide the opportunity to expand beyond the traditional exploratory scenarios that most businesses currently use. For example, normative scenarios (similar to a reverse stress test) can add significant value when they are built around specific business objectives. Further, within the UK and Europe, new regulations focused on financial institutions have sparked considerable attention on scenario testing (in the U.K.: Operational Resilience 2025 and in the EU: Digital Operational Resilience Act (DORA)). These rules have further increased the importance of well-developed and defined scenarios, including scenario testing with third parties. How to start scenario planning and conducting an impact analysis Recently, WTW's Laura Kelly explained how scenario building and impact analysis have become a crucial part of business planning and risk management. She suggests three key steps in scenario planning and impact analysis: Effective leaders are not halted by uncertainty but rather mobilize around it. They identify the broad range of scenarios that might occur in a given set of circumstances, prioritize the greatest risks as well as the solutions that can mitigate these risks, and enable the company to thrive.
Bloomberg
33 minutes ago
- Bloomberg
Chinese Economy's Worst Month of 2025 Puts Stimulus Back in Play
China's economy clocked its deepest slowdown of the year in July, raising expectations for Beijing to roll out more stimulus this year to offset the impact of Donald Trump's trade war. A campaign to curb overcapacity at home is adding to the sting of higher tariffs. Fixed-asset investment fell the most since Covid erupted in early 2020, with industrial activity growth the weakest in eight months — a sign that a front-loading factory boom to get ahead of US duties of more than 50% is waning.
