How Media Companies Can Use AI To Keep And Win Subscribers

Think of your favorite movie as a kid, say in the first 10 years of your life. Now think of your favorite movie from the past decade. Do you have one? Do you have 100?

In a world with basically infinite content, choice is one of our greatest joys—and frustrations. With each passing year, consumers seem to grow more fickle and demanding, regularly moving to the platforms and publications that offer not only the best catalog but also the best customer service, content experience, user interface, and bang for the buck. And even these features may not be enough, as the recent upheaval among the major streamers has shown.

Holding on to viewers, readers, and listeners has become more important than ever. Yet most consumers can only maintain so many subscription services at once. The goal for media companies needs to be to sustain their interest, and with as much share of the consumer’s wallet as possible.

As such, churn is now the most prominent enemy of the media and entertainment industry business model. Consumers can be mercurial, sensitive to price and changes in content catalogs. Just as adding a service has rarely been easier, so is dropping one, which consumers have shown themselves more than willing to do when a channel is no longer serving their needs.

With these challenges front and center, leading media and entertainment companies are increasingly turning to data analytics and personalized content recommendations to improve customer experience and retention. In the dog-eat-dog digital world, it’s no longer the loudest bark that gets the most attention. It’s about pairing the right breed to the sensibilities of a specific person, and having the best stable of information and offerings to make that match and keep it going.

As subscriptions have risen, so has churn

A good example of the challenge of churn can be seen with streaming video. Deloitte performed a series of surveys in 2020 to gauge how consumers were changing their media consumption habits amidst the pandemic.

In January 2020, the average consumer in the United States subscribed to three paid streaming services; by October 2020, the number of subscriptions had risen to five. Overall, a positive development for media, but with the increase in subscriptions came a commensurate increase in churn.

In January 2020, Deloitte found that only 20% of people who had subscribed to a paid streaming service had cut at least one of those services in the past 12 months. By October, that number more than doubled, with 46% of consumers canceling a streaming service in the preceding six months. And at that time, 34% of consumers said that they’d both added and canceled a streaming service since the pandemic started.

Why did viewers churn? Deloitte noted that 62% of people in 2020 who had signed up for a service and then canceled it had done so because they signed up to watch a specific show, then canceled the service when they’d finished watching it. Price, as always, was also a big factor. In October 2020, 31% of people who canceled a service did so because it was too expensive. Another 28% canceled because a free trial or discount period ended. About 21% cut the service because of a lack of content they found interesting.

No matter how focused on addressing churn a company may be, what can they do when the whims of the consumer are so sensitive and fluctuate wildly?

Companies need to find ways to anticipate what their audiences want at least as well as the audience does—and certainly better than their competition. Two of the best defenses against churn are having an organized data platform, then using that data to personalize content recommendations and customer experience.

Data maturity is the first step to mitigating churn

Data maturity is the ability to have accurate and reliable data that can be utilized through cloud platforms, with advanced analytics informing every decision. It is one of the most important steps for media and entertainment companies to take in the effort to mitigate churn

In our experience working with companies as varied as Spotify, The New York Times, Major League Baseball, and Hearst, the first step to achieving data maturity is building a company culture where data is prioritized within the strategic business framework, and where funding is allocated to technology and human resources to build a mature data ecosystem.

Data maturity should not be a bolt-on to existing practices, but needs to become central to the company’s strategic business goals. Companies that have achieved data maturity tend to have specific teams or centers of excellence that manage goals, strategy, and tactics of the organization’s data framework.

In a 2020 survey by EY Global Media & Entertainment, 62% of media and entertainment executives said they saw the increasing availability of data as an opportunity. About 56% prioritized first-party data, versus only 13% who prioritized third-party data. When asked about their top three data priorities, 44% said that the consolidation of customer data was a top concern. About 40% said developing proprietary data sources was a priority, while 39% prioritized improving the relevance of data.

Consolidating data out of data silos to a unified data platform is the biggest challenge that most companies will face when building a roadmap to data maturity.

A report by Deloitte in partnership with the Google News Initiative on how news and media companies can achieve digital transformation through data outlined some of the technologies that companies can adopt to achieve data maturity. Two elements are required. First, media and entertainment companies need to be able to collect and store data that they are gathering from their planet-sized audiences and users with the tools listed below.

  • Data management platform (DMP) helps to manage first-party data segments and integrate third-party data and push data to other systems.
  • Data lake or warehouse, a central repository of data from multiple sources.
  • Cloud storage for reliability, security, and scalability.
  • Customer relationship management (CRM) the backbone of customer data that records and tracks user interactions with registered subscribers.
  • Customer data platform (CDP) to record and track customer data across platforms and devices.

Second, companies need to make sense of all that data and derive actionable insights from it.

  • Data analytics and reporting tools that can collect, organize, and analyze data from multiple sources.
  • Artificial intelligence and machine learning tools. Derive even more insights through AI/ML-enabled capabilities such as computer vision, speech and object recognition, and text translation.
  • Propensity modeling helps build a better understanding of customer preferences, fulfilling the key elements of personalization to prevent churn.

Below we describe some of the unique data sources available to media and entertainment companies and how it can be applied to artificial intelligence and machine learning.

Media and entertainment have unique data sources

Media and entertainment companies can improve personalization by tapping two unique sets of data particular to the industry: media content and audience behavior.

Media content includes easily identifiable metadata such as the title, headline, genre, topic, or format of a piece of content. But media data can also include context of the actual content itself.

For instance, AI tools like object recognition and computer vision can detect items within a movie and then add the description of the object to the searchable metadata of the content. If a television show contains a border collie, the AI can recognize the good dog and surface the show in a search for “shows with dogs.” Or with speech recognition and translation, AI can build a data set of the dialogue within a movie and make certain keywords part of the search for that show.

Behavioral data of the audience can be used in a variety of ways. Data can come from many different sources including a person’s location, device, browsing and scrolling, user profile, engagement, billing preferences, purchase and support history. Companies can help personalize experiences with this data by understanding how people interact with content and how best to engage with them, such as what times of the week are best for push notifications or when a person might be most amenable to a content recommendation.

Using artificial intelligence to personalize user experience

If you’ve ever wondered how your favorite streaming service seems to so uncannily know what you want to watch—even better than you might—the answer is probably some clever AI. Personalization is the practice of combining the new, massive datasets outlined above with machine learning and artificial intelligence to create experiences tailored to the specific needs and behaviors of an individual person.

Personalization is often associated with content recommendations. For example, about 70% of what is viewed on YouTube comes from a personalized recommendation. Certain streaming services are known to have some of the best content recommendation systems in the business. The goal with the personalization of content is to surface a new show, video, movie, podcast, song, band, album, article, or blog to the person at precisely the right moment.

Personalization is also an important element in search. Consider that with the right data inputs, two users searching for the same keywords could get vastly different results attuned to their consumption preferences. In both cases, content better suited to a person’s interest will keep them from looking around at other platforms or publications, helping to reduce churn.

The same is true for more traditional outlets, as well. Take a recent example from the (digital) pages of Newsweek. The publication’s chief technology officer, Michael Lukac, recently noted that “Google Cloud Recommendations AI has not only improved our click-through rate by 50% to 75% and subscription conversion rate by 10% but also allowed us to increase total revenue per visit by 10%.”

If you’re looking for more information about why personalization matters and how to bring it to your own services and experiences, discover more in our new ebook, Personalizing Media for Global Audiences.

Lluis Canet, Solutions Lead for Media Analytics and AI, Google Cloud

Source: Churn It Down: How Media Companies Can Use AI To Keep And Win Subscribers

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The Future Of Sales And The Pervasiveness Of Technology

I was recently a guest speaker at the Sales Leadership Conference organized by Dr. Karen Peesker, Co-Founder of the Sales Leadership Institute, a department at the Toronto Metropolitan University (formally Ryerson University) in Toronto, Canada. The conference was hosted by IT World Canada, Microsoft, DHL, Rogers and other community leaders. The conference goals were to bring university professors, students, industry leaders, and academicians to share their learning programs, identify gaps and requirements to advance the sales profession and most importantly, tackle a vision for the future of sales.

The strongest theme of the conference was the business imperative for advancing digital literacy, data literacy and ensuring that technology was firmly embedded in all sales learning programs. Digital literacy is best defined as an individual’s ability to find, evaluate, and clearly communicate information and knowledge through using diverse digital platforms. It is best evaluated by an individual’s interaction skills with technology and includes: grammar, composition, typing skills and the ability to produce text, images, audio and designs using technology.

This point was acutely reinforced by Fawn Annan, the CEO of IT World Canada (ITWC), with her high impact video conference address, where she identified how pervasive technology is in shifting the global sales landscape. Her panoramic and rich perspectives highlighting how diverse technologies – AI, analytics, IoT, driverless cars – are collectively impacting the world of a sales professional at work, and in society.

Annan quoted Gartner Group’s research stating that “a seller’s decision making is now based more on data, analytics and AI, versus intuition and experience” – prior stable hallmarks of a sales professional. This means that sales professionals will need far more digital literacy and data literacy training to be able to function in a far more data centric world. Other key takeaways from this video included:

1.) Hyper automation is advancing a buyer’s sales journey, and that a seller only has 26 moments to engage and influence a buyer in his /her purchasing journey. In other words, finding the right moments is even more important in following the customer data crumbs.

2.) Consumers check their cell phones on average 47 times/day and these frequent check-in’s, according to Google, are referred to as micro-moments. Hence the increased value of AI driven advertising as well the increasing intrusion consumers feel in invading their privacy.

3.) Over 76% of consumers transact and ship on mobile devices, and this number is increasing year-over-year. Hence, sales professionals’ primary interaction devices must be mobile and portable.4.) Sales applications exist throughout the sales buyer’s journey and increasingly, they are AI applications. According to McKinsey, the fastest growing companies invest more in AI sales digital tools than slower growth companies. A major contributor of sales performance success is having a robust sales software infrastructure. Hence, companies must accelerate their investments in sales intelligence software toolkits for advancing competitive advantage.

5.) Annan profiled two companies in her video address: SalesChoice and RingCentral. SalesChoice’s focus is on accelerating the growth of sales professionals and is a comprehensive AI platform well known for its proven sales use cases. Solutions include:

· Predictive Opportunity Scoring (focusing on the best deals with highest probability of a win outcome),

· Predictive Sales Forecasting that are securing prediction levels of up to 95% accuracy,

· Monitoring your data to ensure the AI predictions are on solid foundations,

· Relationship intelligence, with their new alliance partner, IntroHive, to bring even more win or loss signals to the attention of sales professionals. Who would not want to buy software that can predict your future outcomes at the top of your funnel and predict a win or a loss on every sales deal outcome, and identify the depth and breadth of your customer relationships across your enterprise?

· Mood and Health Intelligence: SalesChoice is active in innovation research with the Ontario Center of Innovation (AVIN program) and Purolator, propagating the importance of health in advancing employee productivity, and reducing attrition. Did you know that according to Payscale, sales account management was ranked as the second most stressful job, with 73% of respondents rating the role as “highly stressful.” Salespeople are under a lot of pressure to meet quota, convert quickly, and keep approval rankings high.

So increasing health approaches are critical to ensure sales talent don’t burn out or give up. Estimates of annual turnover among U.S. salespeople run as high as 27%—twice the rate in the overall labor force. In many industries, the average tenure of a sales professionals is less than two years. Given that the costs to recruit a sales professional is 20% and the time it takes to ramp up a sales professional is around 9 months, you can see how expensive it is to not retain your sales talent.

AI can act like a crystal ball. With good data, the mathematical genius in an AI algorithm and computational power is like the holy grail to guide sales professionals to greater deal outcome success and hopefully to happier behaviors and positive win outcomes as well.

The second company profiled was Ring Central, where Annan highlighted their collaboration and call center solutions, using AI methods to optimize building more productive customer interactions. Leaders like Sheevaun Thatcher, are advancing sales modernization programs at Ring Central, integrated diverse disciplines from: Adult Learning, Interactive Design, Strategic Planning, Collaborative Leadership, Diversity and Inclusiveness and always connecting the dots seamlessly. If there is a leader to watch advancing the field of sales and learning enablement, it is Sheevaun Thatcher.

Annan consistently highlighted that having advanced AI solutions can make a major difference to your digital conversion success, and reinforced that the old tools of looking in the rear view mirror are simply yesterday’s approaches. Due to the rapid speed of our world’s changing footprint, having smarter and forward looking (predictive AI analytics) toolkits is the only way that companies can grow faster, and more importantly, survive.

Increased AI Sales Toolkits Knowledge and Competency is Key.

Educating sales professionals to be ready for a smarter AI focused workplace will require skills, knowledge and proficiency in using modernized toolkits. So sales training must offer hands-on and practical skills development in universities to hit the ground running and bring value to a company immediately upon hiring.

Companies that use AI for sales in pre-sales have seen a 50% boost in leads, a 60-70% reduction in call time, and a 40-60% cost reduction. Numerous toolkits are in the market identifying the ideal buyer prospect and even knowing the propensity (density) of a buyer’s interest in your solution. Knowing where you customer is in their buyer journey is an inflection point for engaging in a micro-moment. Leading solutions advancing leads using AI are profiled in this blog.

In addition to pre-sales, other AI approaches can be used in opportunity scoring, predictive forecasting, and even mood / health indicator correlated to win rates. These are all areas that SalesChoice, a former ITWC Digital Transformation Award recipient, has been pioneering in.

According to the 2021 Buyer Experience Study, 80% of SaaS buyers report the buying process has too many steps and results in frustration for both the buyers and sellers. Hence, what this means for developing sales training programs is that skills not relevant to technology will need to be balanced with those that are. For example, empathy and two-way listening is key. Strong sales professionals understand that a buyer comes to solve a specific problem and not to buy your product. Understanding your buyer’s need is key in order to find a path for resolving it rapidly and reducing buyer and seller friction.

Research has shown that identifying the needs of your buyer can shorten sales cycle by as much as 65%. Customers (buyers) are coming into sales cycles far more informed from online sources. Hence, sales professionals need to learn more consultation skills to unravel the customer’s needs using relevant problem solving skills, enabled with as much prior information on the buyer as the buyer has on the seller.

Increase Training on Collaboration and Selling Virtually

With continued reliance on working virtually, the sales professionals will need to use a variety of online sales toolkits, ranging from a leading CRM (HubSpot, Salesforce, Microsoft Dynamics, etc.,), calendar management system, and collaboration system (like Zoom, or Microsoft Teams) etc. Expertise for effective collaboration will need to include skills in emotional intelligence, written skills, video presence (posture, smiling vs frowning), and voice skills (how you sound impacts how people want to listen). Other key skills like relationship development are increasingly valued in our network economy as building trust online must be mastered in seconds to capture a conversion in a micro-moment exchange.

Increase Digital Literacy Skills

There are many skills in digital literacy – from being able to use software, operate a digital device, to the ability to manage complex cognitive, social, emotional and motor skills to function effectively in digital high-tech environments. Key areas in digital literacy for a sales professional will need to include: the ability to understand reading instructions in digital environments, create or analyze simple to complex graphical displays in user interfaces, use diverse visualization methods, extract knowledge from non-linear, hypertextual navigation, and ascertain the quality and the validity of the information that is being presented.

Increase Data Science and AI Skills

In our data rich world, it is imperative for sales professionals to develop stronger data literacy skills. Data literacy skills include the ability of a sales professional to identify, understand, operate on, and use data effectively. Gartner Group defines data literacy as “the ability to read, write and communicate data in context, including an understanding of data sources and constructs, analytical methods and techniques applied, and the ability to describe the use case, application and resulting value.

Further, data literacy is an underlying component of digital dexterity — an employee’s ability and desire to use existing and emerging technology to drive better business outcomes.” Gartner Group is predicting that by 2023, data literacy will become essential in driving business value, demonstrated by its formal inclusion in over 80% of data and analytics strategies and change management programs.

However, traditionally sales professionals possess stronger skills in relationship building, listening and understanding people’s emotional states. A recent survey found that out of over 7M sales professionals on Linkedin, only 0.4% indicated they had studied math. This mirrors my experience as well leading sales teams or building software for sales professionals. Data literacy is a major gap in sales and to bridge this gap, companies will need to invest in training sales professionals in math, statistics and AI general concepts. This also will shift the hiring profile as increasing digital literacy and data skills are imperative to lead in the changing data rich world.

Conclusion

The Sales Leadership Institute and the leadership of Dr. Karen Peesker is an excellent initiative that requires government and industry support, as close to 5% of the North American labour population is comprised of sales professionals. Sales is an important profession focused on selling a company’s products or services, and also one that manages the customer’s relationship from an account management perspective.

Skill development in digital literacy, data literacy, relationship intelligence, and not losing sight of the softer skills (communication, written and oral, and listening) are all critical to advance the sales profession and be prepared to compete in a world that, as Annan shared in her video address, is increasingly technology centric.

SalesChoice, an AI SaaS company focused on Ending Revenue Uncertainty and brining more Humanity to Sales to avoid attention deficit disorder using AI and Cognitive Sciences. A former Accenture, Xerox and Citicorp executive, she bridges governance, strategy and operations in her AI initiatives. She is also a board advisor of the Forbes School of Business and Technology, and the AI Forum. She is passionate about modernizing innovation with disruptive technologies (SaaS/Cloud, Smart Apps, AI, IoT, Robots and Cobots), with 14 books in the market, with The AI Dilemma just released. Follow her on Linked In or on Twitter or her Website. You can also access her at The AI Directory.

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Source: The Future Of Sales And The Pervasiveness Of Technology

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Down More Than 30%: Insiders Call a Bottom in These 3 Stocks

Despite brief periods of respite, the markets have mostly trended south in 2022, with the NASDAQ’s 28% year-to-date loss the most acute of all the main indexes.

So, where to look for the next investing opportunity in such a difficult environment? One way is to follow in the footsteps of the corporate insiders. If those in the know are picking up shares of the companies they manage, it indicates they believe they might be undervalued and poised to push higher.

To keep the field level, the Federal regulators require that the insiders regularly publish their trades; the TipRanks Insiders’ Hot Stocks tool makes it possible to quickly find and track those trades.

Using the tool we’ve homed in on 3 stocks C-suite members have just been loading up on – ones that have retreated over 40% this year. Let’s see why they think these names are worth a punt right now.

Carvana (CVNA)

First out of the gates, we have Carvana, an online used car retailer known for its multi-story car vending machines. The company’s ecommerce platform provides users with a simple way to search for vehicles to purchase or get a price quote for a vehicle they might want to sell. Carvana also offers add-on services such as vehicle financing and insurance to customers.

The company operates by a vertically integrated model – that is, it includes everything from customer service, owned and operated inspection and reconditioning centers (IRCs), and vehicle transportation via its logistics platform.

Carvana has been growing at a fast pace over the past few years, but it’s no secret the auto industry has been severely impacted by supply chain snags and a rising interest rate environment.

These macro developments – along with a rise in high used-vehicle prices and some more company-specific logistics issues – resulted in the company dialing in a disappointing Q1 earnings report.

Although revenue increased year-over-year by 56% to $3.5 billion, the net loss deepened significantly. The figure came in at -$506 million compared to 1Q21’s $82 million loss, resulting in EPS of -$2.89, which badly missed the analysts’ expectation of -$1.42.

Such an alarming lack of profitability is a big no-no in the current risk-free climate, and investors haven’t been shy in showing their disapproval – further piling up the share losses post-earnings and adding to what has been a precipitous slide; Overall, CVNA shares have lost 88% of their value since the turn of the year.

With the stock at such a huge discount, the insiders have been making their moves. Over the past week, director Dan Quayle – yes, the former vice president of the United States – has picked up 18,750 shares worth $733,875, while General Counsel Paul Breaux has loaded up on 15,000 shares for a total of $488,550.

Turning now to Wall Street, Truist analyst Naved Khan thinks Carvana stock currently offers an attractive entry point with compelling risk-reward.

“We see a favorable risk/reward following reset expectations, a 50+% decline in stock post earnings/capital raise and analysis of the company’s updated operating plan. Our analysis suggests at current levels the stock likely reflects a bear-case outcome for 2023 profitability along with lingering concerns around liquidity (addressed in the operating plan). We see room for meaningful upside to 2023 EBITDA under conservative base-case assumptions, with Stock’s intrinsic value >2x current levels. At ~1x fwd sales, we find valuation attractive,” Khan opined.

To this end, Khan rates CVNA a Buy, backed by an $80 price target. The implication for investors? Upside of a hefty 200%. (To watch Khan’s track record, click here)

What does the rest of the Street make of CVNA right now? Based on 7 Buys, 13 Holds and 1 Sell, the analyst consensus rates the stock a Moderate Buy. On where the share price is heading, the outlook is far more conclusive; at $83.74, the average target makes room for one-year gains of 214%. (See CVNA stock forecast on TipRanks)

Wolfspeed (WOLF)

We’ll now switch gears and move over to the semiconductor industry, where Wolfspeed is at the forefront of a transformation taking place – the transition from silicon to silicon carbide (SiC) andgallium nitride (GaN). These wide bandgap semiconductor substrates are responsible for boosting performance in power semiconductors/devices and 5G base stations, while the company’s components are also used in consumer electronics and EVs (electric vehicles), amongst others.

Like many growth names, Wolfspeed is still unprofitable, but both the top-and bottom-line have been steadily moving in the right direction over the past 6 quarters. In the last report – for F3Q22 – WOLF’s revenue grew by 37% year-over-year to $188 million, albeit just coming in short of the $190.66 million the Street expected. EPS of -$0.12, however, beat the analysts’ -$0.14 forecast. For F4Q22, the company expects revenue in the range of $200 million to $215 million, compared to consensus estimates of $205.91 million.

Nevertheless, companies unable to turn a profit in the current risk-free environment are bound to struggle and so has WOLF stock. The shares have declined 41% on a year-to-date basis, and one insider has been taking note. Earlier this week, director John Replogle scooped up 7,463 shares for a total of $504,797.

For Wells Fargo analyst Gary Mobley, it is the combination of the company’s positioning in the semiconductor industry and the beaten-down share price which is appealing.

“We view WOLF as one of the purest ways in the chip sector to play the accelerating market transition to pure battery electric automotive power trains,” the analyst wrote. “Not only have WOLF shares pulled back in the midst of the tech-driven market sell-off, but we are also incrementally more constructive on WOLF shares given we are on the cusp of the company’s New York fab ramping production, a game changer for WOLF as well as the SiC industry, in our view.”

Standing squarely in the bull camp, Mobley rates WOLF an Overweight (i.e. Buy), and his $130 price target implies a robust upside of ~99% for the next 12 months. (To watch Mobley’s track record, click here)

The Wall Street analysts are taking a range of views on this stock, as shown by the 10 recent reviews – which include 4 Buys and 6 Holds. Added up, it comes out to a Moderate Buy analyst consensus rating. The average price target, at $109.59, implies ~68% one-year upside from the current trading price of $65.40. (See WOLF stock forecast on TipRanks)

The Home Depot (HD)

Lastly, let’s have a look at a household name. The Home Depot is the U.S.’ biggest home improvement specialty retailer, supplying everything from building materials, appliances and construction products to tools, lawn and garden accessories, and services.

Founded in 1978, the company set out to build home-improvement superstores which would dwarf the competitors’ offerings. It has accomplished that goal, with 2,300 stores spread across North America and a workforce of 500,000. Meanwhile, the retailer has also built a strong online presence with a leading e-Commerce site and mobile app.

Recently, even the largest retail heavyweights have been struggling to meet expectations, a development which has further rocked the markets. However, HD’s latest quarterly update was a positive one.

In FQ1, the company generated record sales of $38.9 billion, beating Wall Street‘s $36.6 billion forecast. The Street was also expecting a 2.7% decline in comps but these increased by 2.2%, sidestepping the macroeconomic headwinds. There was a beat on the bottom-line too, as EPS of $4.09 came in above the $3.68 consensus estimate.

Nevertheless, hardly any names have been spared in 2022’s inhospitable stock market and neither has HD stock; the shares show a year-to-date performance of -31%. One insider, however, is willing to buy the shares on the cheap.

Last Thursday, director Caryn Seidman Becker put down $431,595 to buy a bloc of 1,500 shares in the company.

She must be bullish, then, and so is Jefferies analyst Jonathan Matuszewski, who highlights the positive noises made by management following the Q1 results.

“We came away from the earnings call with the view that management’s tone was more bullish on the US consumer than it has been in recent history. With backlogs strong across project price points, consumers trading up, and big-ticket transactions sequentially accelerating on a multi-year basis, we believe investor reservations regarding slowing industry sales growth are premature,” Matuszewski opined.

Matuszewski’s Buy rating is backed by a $400 price target, suggesting shares will climb 39% higher over the one-year timeframe. (To watch Matuszewski’s track record, click here)

Most on the Street also remain in HD’s corner; the stock has a Strong Buy consensus rating built on a solid 18 Buys vs. 4 Holds. The forecast calls for 12-month gains of 24%, given the average target clocks in at $357.35. (See HD stock forecast on TipRanks)

To find good ideas for stocks trading at attractive valuations, visit TipRanks’ Best Stocks to Buy, a newly launched tool that unites all of TipRanks’ equity insights.

Source: Down More Than 30%: Insiders Call a Bottom in These 3 Stocks

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