In last trading session, Hyperfine Inc (NASDAQ:HYPR) saw 0.57 million shares changing hands with its beta currently measuring 0.85. Company’s recent per share price level of $1.17 trading at -$0.05 or -4.

Hyperfine Inc (NASDAQ:HYPR) Reduces -37.77% In A Week: What’s Lifting The Stock?

The 36-month beta value for HYPR is also noteworthy at 0.73. There are mixed opinions on the stock, with 2 analysts rating it as a “buy,” 0 rating it as “overweight,” 1 rating it as “hold,” and 0 rating it as “sell.

Analyzing the Price-to-Earnings Ratio of Hyperfine Inc (HYPR)

Hyperfine Inc (NASDAQ: HYPR) has experienced a rise in its stock price by 10.67 compared to its previous closing price of 1.78. However, the company has seen a gain of 0.51% in its stock price over the last five trading days.

Hyperfine Inc (HYPR) Shares Up Despite Recent Market Volatility

Welcome to this week's Chutes & Ladders, our roundup of hirings, firings and retirings throughout the industry.

Chutes & Ladders–Delta Dental of California promotes first female CEO

About two years after first introducing deep learning artificial intelligence technology capable of enhancing certain images captured by its MRI-on-wheels system, Hyperfine has now gotten the regul | The latest nod marks Hyperfine’s eighth FDA clearance in the span of three years for its MRI scanner-on-wheels.

Hyperfine wins FDA nod to expand MRI image-sharpening AI

Research by experts at King's and Evelina London Children's Hospital has found major advances for detecting brain conditions in babies using portable MRI scanners.

Major advance for detecting brain conditions in babies

October 10, 2023--(BUSINESS WIRE)--Hyperfine, Inc. (Nasdaq: HYPR), the groundbreaking medical device company that has redefined brain imaging with the world’s first FDA-cleared, portable ...

Hyperfine, Inc. Announces Promotions of Two Key Clinical Affairs Executives

October 09, 2023--(BUSINESS WIRE)--Hyperfine, Inc. (Nasdaq: HYPR), the groundbreaking medical device company that has redefined brain imaging with the world’s first FDA-cleared portable magnetic ...

Hyperfine, Inc. Receives FDA Clearance for Updated AI-powered Software with Improved Image Quality for All Swoop® System Sequences

“We have shown that our portable Hyperfine MRI can visualise brain health and pathology in the baby. “These results will inform our planned studies and new treatments of malnutrition ...

New bedside MRI scanning could pick up brain problems in sick babies

xperts have developed a method for using portable MRI scanners to pick up brain problems in babies at the bedside. A team from the Evelina London Children’s Hospital and King’s College London developed scanning techniques using a weakened magnetic field, instead of the stronger ones needed for traditional MRI machines.

Hyperfine

hyperfine

As developers, we spend a lot of our time in the terminal. Most of the developers I talked to use several tools in their console... yes, the console, that itchy thing that will only display letters and numbers. This tool is more powerful than you think. And there are very many nice handy tools to use. This post outlines my list of tools that every developer must have or has heard about ;). So let's get started! Utils - Auto-correct miss-typed commands thefuck is one of those utilities you won't be able to live without once you've tried it. Whenever you mis-type a command and get an error, just run and it'll auto-correct it. Use up/down to choose a correction, or just run to just execute the most likely immediately. thefuck fuck fuck --yeah - Community-maintained docs ) tldr (better man is a huge collection of community-maintained man pages. Unlike traditional man pages, they're summarized, contain useful usage examples and nicely colourized for easy reading tldr - Count lines of code ) scc (better cloc gives you a breakdown of number of lines of code written in each language for a specific directory. It also shows some fun stats, like estimated cost to develop and complexity info. It's incredibly fast, very accurate and has support for a wide range of languages scc - Listing Files ) exa (better ls is a modern Rust-based replacement for the command, for listing files. It can display file-type icons, colors, file/folder info and has several output formats - tree, grid or list exa ls - Disk Usage ) duf (better df is great for showing info about mounted disks and checking free space. It produces a clear and colorful output, and includes options for sorting and customizing results. duf - Download Utility ) aria2 (better wget is a lightweight, multi-protocol, resuming download utility for HTTP/HTTPS, FTP, SFTP, BitTorrent and Metalink, with support for controlling via an RPC interface. It's incredibly , and has tons of . There's also - a nice web interface companion. aria2 feature rich options ziahamza/webui-aria2 - Reading Files ) bat (better cat is a clone of with syntax highlighting and git integration. Written in Rust, it's very performant, and has several options for customizing output and theming. There's support for automatic piping and file concatenation bat cat - File Comparisons ) diff-so-fancy (better diff gives you better looking diffs for comparing strings, files, directories and git changes. The change highlighting makes spotting changes much easier, and you can customize the output layout and colors diff-so-fancy - Watch for changes entr lets you run an arbitrary command whenever file changes. You can pass a file, directory, symlink or regex to specify which files it should watch. It's really useful for automatically rebuilding projects, reacting to logs, automated testing, etc. Unlike similar projects, it uses kqueue(2) or inotify(7) to avoid polling, and improve performance entr - Reading + writing metadata exiftool ExifTool is handy utility for reading, writing, stripping and creating meta information for a wide variety of file types. Never accidentally leak your location when sharing a photo again! - Duplicate file finder fdupes is used for identifying and/or deleting duplicate files within specified directories. It's useful for freeing up disk space when you've got two or more identical files jdupes - Fuzzy file finder ) fzf (better find is an extremely powerful, and easy to use fuzzy file finder and filtering tool. It lets you search for a string or pattern across files. fzf also has available for most shells and IDEs, for showing instant results while searching. This by Alexey Samoshkin highlights some of it's use cases. fzf plugins post - Command benchmarking hyperfine makes it easy to accurately benchmark and compare arbitrary commands or scripts. It takes care of warm-up runs, clearing the cache for accurate results and preventing interference from other programs. It can also export results as raw data and generate charts. hyperfine - Process viewer procs (better ps) is an easy to navigate process viewer, it has colored highlighting, makes sorting and searching for processes easy, has tree view and updates in real-time procs - Search within files ) ripgrep (better grep is a line-oriented search tool that recursively searches the current directory for a regex pattern. It can ignore the contents of and skip binary files. It's able to search within compressed archives, or only search specific extension, and understands files using various encoding methods ripgrep .gitignore - Fast, incremental file transfer rsync lets you copy large files locally or to or from remote hosts or external drives. It can be used to keep files across multiple locations synced, and is perfect for creating, updating and restoring backups rsync - Find and replace ) sd (better sed is an easy, fast and intuitive find and replace tool, based on string literals. It can be executed on a file, an entire directory, or any piped text sd - Directory hierarchy ) tre (better tree outputs a tree stye list of files for your current or a specified directory, with colors. When running with the option, it numbers each item, and creates a temporary alias that you can use to quickly jump to that location tre -e CLI Monitoring and Performance Apps - Bandwidth utilization monitor bandwhich Show bandwidth usage, connection information, outgoing hosts and DNS queries in real-time - Container metrics and monitoring ctop Like , but for monitoring resource usage for running (Docker and runC) containers. It shows real-time CPU, memory and network bandwidth as well as the name, status and ID of each container. There's also a built-in log viewer, and options to manage (stop, start, exec, etc) containers top - Resource monitoring ) bpytop (better htop is a fast, interactive, visual resource monitor. It shows top running processes, recent CPU, mem, disk and network history. From the interface you can navigate, sort and search - there's also support for custom color themes bpytop - Resource monitor + web and API glances is another resource monitor, but with a different feature set. It includes a fully responsive web view, a REST API and historical monitoring. It's easily extendable, and can be integrated with other services glances - Interactive ping tool ) gping (better ping can run ping tests on multiple hosts, while showing results in real-time graph. It can also be used to monitor execution time, when used with the flag gping --cmd - Disk usage analyzer and monitor ) dua-cli (better du let's you interactively view used and available disk space for each mounted drive, and makes freeing up storage easy dua-cli - Command line speed test utility speedtest-cli just runs an internet speed test, via speedtest.net - but straight from the terminal :) speedtest-cli - DNS lookup client ) dog (better dig is an easy-to-use DNS lookup client, with support for DoT and DoH, nicely coloured outputs and the option to emit JSON dog CLI Productivity Apps Surf the web, play music, check emails, manage calendars, read the news and more, all without leaving the terminal! - CLI web browser browsh is a fully interactive, real-time, and modern text-based browser rendered to TTYs and browsers. It supports both mouse and keyboard navigation, and is surprisingly feature rich for a purely terminal based application. It also mitigates battery drain issues that plague modern browsers, and with support for MoSH, you can experience faster load times due to reduced bandwidth browsh - Bookmark manager buku is a terminal-based bookmark manager, with tons of configuration, storage and usage options. There's also an optional and , for accessing your bookmarks outside of the terminal buku web UI browser plugin - Music browser / player cmus is terminal music player, controlled with keyboard shortcuts. It has support for a wide range of audio formats and codecs, and allows organising tracks into playlists and applying playback settings cmus - Track crypto prices cointop show current crypto prices, and track the price history of your portfolio. Supports price alerts, historical charts, currency conversion, fuzzy searching, and much more. You can try the demo via the web at , or by running cointop cointop.sh ssh cointop.sh - Search the web from the terminal ddgr is like , but for DuckDuckGo. It's fast, clean and easy, with support for instant answers, search completion, search bangs, and advanced search. It respects your privacy by default, and also has HTTPS proxy support, and works with Tor ddgr googler - Code editor ) micro (better nano is an easy to use, fast and extendable code editor with mouse support. Since it's packaged into a single binary, installation is as simple as micro curl https://getmic.ro | bash - Calendar client khal is a terminal calendar app, which shows upcoming events, month and agenda views. You can sync it with any CalDAV calendar, and add, edit and remove events directly khal - Email client mutt is a classic, a terminal based mail client for sending, reading and managing emails. It supports all mainstream email protocols and mailbox formats, allows for attachments, BCC/CC, threads, mailing lists and delivery status notifications mut - RSS / ATOM news reader newsboat is an RSS feed reader and aggregator, for reading the news, blogs and following updates directly from the terminal newsboat - Todo + task management taskwarrior is a CLI task management/ todo app. It's both simple and unobtrusive, but also incredibly powerful and scalable, with advanced organisation and query features built in. There's also a lot (700+!) of extra for extending it's functionality and integrating with third-party services task plugins - Terminal UI for Reddit tuir is a great one if you want to look like you're working, while actually browsing Reddit! It's got intuitive keybindings, custom themes, and can render images and multi-media content too. There's also for hacker news tuir haxor CLI Dev Suits - HTTP / API testing testing client httpie is a HTTP client, for testing, debugging and using APIs. It supports everything you'd expect - HTTPS, proxies, authentication, custom headers, persistent sessions, JSON parsing. Usage is simple with an expressive syntax and colourized output. Like other HTTP clients (Postman, Hopscotch, Insomnia, etc) HTTPie also includes a web UI httpie - Full Docker management app lazydocker is a Docker management app, that lets you view all containers and images, manage their state, read logs, check resource usage, restart/ rebuild, analyse layers, prune unused containers, images and volumes, and so much more. It saves you from needing remember, type and chain multiple Docker commands. lazydocker - Full Git management app lazygit is a visual git client, on the command line. Easily add, commit and puch files, resolve conflicts, compare diffs, manage logs, and do complex operations like squashes and rewinds. There's keybindings for everything, colors, and it's easily configurable and extenable lazygit CLI External Sercvices - Reverse proxy for sharing localhost ngrok safely* exposes your localhost to the internet behind a unique URL. This lets you share what you're working on with you're remote colleagues, in real-time. Usage is , but it's also got a lot of advanced features for things like authentication, webhooks, firewalls, traffic inspection, custom/ wildcard domains and much more ngrok very simple - Fast file sharing transfer.sh makes uploading and sharing files really easy, directly from the command line. It's free, supports encryption, gives you a unique URL, and can also be self-hosted.I've written a Bash helper function to make usage a bit easier, you can or try it out by running transfer find it here bash <(curl -L -s https://alicia.url.lol/transfer) - Deploy a site in seconds surge is a free static hosting provider, that you can deploy to directly from the terminal in a single command, just run from within your directory! It supports custom domains, auto SSL certs, pushState support, cross-origin resource support - and it's free! surge surge dist - Check the weather wttr.in is a service that displays the weather in a format that's digestible in the command line. Just run or to try it out. There's URL parameters to customise what data is returned, as well as the format wttr.in curl wttr.in curl wttr.in/London CLI Fun - Have an ASCII cow say your message cowsay is a configurable talking cow. It's based off the by Tony Monroe cowsay original - Output text as big ASCII art text figlet outputs text as ASCII art figlet - Make console output raibow colored lolcat makes any text passed to it rainbow coloured lolcat - Show system data and ditstro info neofetch prints distro and system info (so you can flex that you use Arch btw on r/unixporn) neofetch As an example, I'm using , , and to create a custom time-based MOTD shown to the user when they first log in. It greets them by their name, shows server info and time, date, weather and IP. . cowsay figlet lolcat neofetch Here's the source code Conclusion I think there is at least one interesting tool for you and your productivity enlisted in this list. Hope you enjoy! Also published . here

Unleashing the Power of the Terminal: Essential Tools Every Developer Should Know

Introduction Reference counting (RC) has rather been a minor party to the other garbage collection (GC) algorithms in functional programming in the last decades as, for example, and use non-RC GC. However, several recent papers, such as and , showed the efficiency of highly optimized RC GC in functional languages with sacrifice or restriction of some language features like circular references. The latter paper introduced an efficient RC GC algorithm called Perceus which is basically RC. OCaml Haskell Counting Immutable Beans: Reference Counting Optimized for Purely Functional Programming Perceus: Garbage Free Reference Counting with Reuse all-in-one In this post, I describe my experience and some caveats about implementing and gaining benefits from the Perceus RC. I've been developing and implemented a large part of the Perceus RC there. I hope this post helps someone who is implementing the algorithm or even deciding if it's worth implementing it in their own languages. a programming language called Pen Overview of Perceus The Perceus reference counting algorithm is a thread-safe ownership-based reference counting algorithm with several optimizations: Heap reuse on data structure construction and deconstruction (pattern matching) Heap reuse specialization (in-place updates of data structures) Non-atomic operations or atomic operations with relaxed memory ordering for heap blocks not shared by multiple threads Borrow inference to reduce reference count operations By implementing all of those optimizations in , they achieved GC overhead much less and execution time faster than the other languages including OCaml, Haskell, and even C++ in several algorithms and data structures that frequently keep common sub-structures of them, such as red-black trees. For more information, see . the Koka programming language the latest version of the paper Implementing the algorithm What I've implemented so far in Pen are two core functionalities of the Perceus algorithm: In-place updates of records on heap This corresponds to heap reuse specialization described above. Relaxed atomic operations on references not shared by multiple threads Due to some differences in language features between Koka and Pen, I needed to make some modifications to the algorithm. First, Pen doesn't need any complex algorithm for in-place record updates with heap reuse specialization because it has , and its lowered directly into its mid-level intermediate representation (MIR) where the RC algorithm is applied. syntax for record updates Secondly, although I've also implemented generic reuse of heap blocks that matches their frees and allocations in functions initially, I've reverted it for now since I realized that it won't improve performance much in Pen because of the lack of pattern matching syntax with deconstruction and another optimization of small record unboxing planned to be implemented later. In addition, the implementation doesn't include borrow inference yet as it had the least contribution to the performance reported in a previous paper. The main part of the algorithm is implemented in the source files of a compiler itself and an FFI library in Rust listed below: https://github.com/pen-lang/pen/blob/d44df6d9cdcbe97fcdd5ac14c4de30f4897664ff/lib/mir-fmm/src/reference_count/pointer.rs https://github.com/pen-lang/pen/blob/d44df6d9cdcbe97fcdd5ac14c4de30f4897664ff/lib/ffi/src/arc/arc_block.rs Counting back synchronized references to 0 In this section, I use the term "synchronized" to mean "marked as shared by multiple threads." In Koka and Lean 4, they use the term "shared" to mean the same thing but I rephrased it to reduce confusion. In the Perceus reference counting GC, memory blocks have mainly two and states represented by positive and negative counts respectively. Heap blocks are before they get shared with other threads and are never reverted back to states once they get synchronized. But you may wonder if this is necessary or not. If we have a memory block with a reference count of 1, that also means it's not shared with any other threads anymore. So isn't it possible to use a common count value of 0 to represent unique references and reduce the overhead of some atomic operations potentially? un-synchronized synchronized synchronized un-synchronized The answer is no because in that case, we need to synchronize memory operations on those references back with drops of those references by the other threads with release memory ordering. For example, let's consider a situation where a thread shares a reference with the other thread: un-synchronized Thread A shares a reference with thread B. Some computation goes on... Thread B drops the reference. Thread A drops the reference frees its inner memory block. and Or, thread A reuses the memory block for heap reuse optimization mentioned in the earlier section. So if references can be back, we always need to use atomic operations with acquire memory ordering at the point (4) above to make all side effects performed by thread B at the point (3) visible for thread A. Otherwise, thread A might free or rewrite memory locations thread B is trying to read! So as a result, we are rather increasing the overhead of atomic operations for references never before. un-synchronized synchronized Benefitting from the algorithm In general, to get the most out of heap reuse in the Perceus algorithm, we need to write codes so that data structures filled with old data are updated with a small portion of new data. Pen's compiler previously had a performance bug where a relatively old data structure was merged into a new one of the same type. As a result, the code to merge two pieces of data was taking almost double in time although the logic was semantically correct. Recursive data types When your language has record types and syntax for record field access, things might be a little complex. Let's think about the following pseudo code where we want to update a recursive data structure of type in place (The code is written in but assume that we implemented it with Perceus.): A Elm type alias A =
  { x : Maybe A
  , y : Int
  }

f : A -> A

-- From here, assume that we are in a function scope rather than a module scope.
foo : A
foo = { x = Nothing, y = 42 }

bar : A
bar =
  -- Here, we want to reuse a memory block of `foo`...
  { foo |
    x = case foo.x of
      Nothing -> Nothing
      -- There are two references to `x` on evaluation of `f x` here!
      Just x -> f x
  } At the line of , the program applies a function to a field value which originates from . However, at this point of the function application, we are still keeping the record value itself and the value of has two references! Therefore, heap reuse specialization (i.e. in-place record update) cannot be applied there. In order to update the value of in place instead, we need to rather deconstruct into its inner values first as follows. Just x -> f x f x foo foo x x foo bar =
  let { x, y } = foo
  in
    { x =
      case x of
        Nothing -> Nothing
        Just x -> f x
    , y = y
    } Note that, even if languages do not support record deconstruction, for self-recursive types, dropping fields containing the types themselves is possible in most cases in practice because otherwise such types' values cannot exist at runtime unless they are dynamically generated in functions or thunks in those fields. When I look at , it seems to support record types but I couldn't find out how it handles this specific case yet. It's also an option to expose the compiler's details and allow annotations to enforce in-place updates for end-users while it might not be the best option in a long term. the Koka's documentation Benchmarking Here, I'm excited to show some benchmark results and their improvements. Details of their configurations are in a section later. Note that Pen still lacks some basic optimizations to reduce heap allocations (e.g. lambda lifting, unboxing small values on heap.) So the eventual performance improvements by Perceus would be lower than those results. Since I've never implemented the other GC methods like mark-and-sweep for Pen before, this is not a comparison of RC GC vs non-RC GC but rather a proof of how performant traditional thread-safe RC can be adopting Perceus on functional programming languages. Atomic RC (seconds) Perceus RC (seconds) Improvement (times) Conway's game of life 2.136 1.142 1.87 Hash map insertion 0.909 0.255 3.57 Hash map update 1.935 0.449 4.31 Configuration Conway's game of life The implementation uses lists to represent a field and lives so that it causes many allocations and deallocations of memory blocks on heap. Field size: 20 x 40 Iterations: 100 Implementation Hash map insertion/update The map update benchmark includes the time taken by insertion for map initialization as well. A number of entries: 100,000 Key type: 64-bit floating point number Data structure: Hash-Array Mapped Trie (HAMT) Implementation Insertion Update Conclusion In my experience so far, implementing the Perceus algorithm appears to be fairly straightforward compared with the other non-RC GC algorithms while there are a few stumbling blocks especially if you are not familiar with low-level concurrency and atomic instructions. I'm pretty happy having the algorithm implemented in my language and seeing it performing well despite its simple implementation. The Perceus RC can be a game changer in functional programming as it outperforms traditional GC on several common patterns in functional programming. However, it's definitely not for everyone and most likely affects language design. Finally, thanks for reading! I would appreciate your feedback on this post and . The language's new release has been blocked by but the ticket had some progress in the last few weeks. So I can probably release v0.4 of it soon... the Pen programming language LLVM 14 adoption in Homebrew Also, special thanks to the developers of for answering my questions on the algorithm! That was really helpful! Koka Appendix Raw benchmark results Environment: > uname -a
Linux xenon 5.13.0-1033-gcp #40~20.04.1-Ubuntu SMP Tue Jun 14 00:44:12 UTC 2022 x86_64 x86_64 x86_64 GNU/Linux

> lscpu
Architecture:            x86_64
  CPU op-mode(s):        32-bit, 64-bit
  Address sizes:         46 bits physical, 48 bits virtual
CPU(s):                  4
  On-line CPU(s) list:   0-3
Vendor ID:               GenuineIntel
  Model name:            Intel(R) Xeon(R) CPU @ 2.20GHz
Virtualization features:
  Hypervisor vendor:     KVM
Caches (sum of all):
  L1d:                   64 KiB (2 instances)
  L1i:                   64 KiB (2 instances)
  L2:                    512 KiB (2 instances)
  L3:                    55 MiB (1 instance)

> lsmem
Memory block size:       128M
Total online memory:       4G Conway's game of life > hyperfine -w 3 ./life-old ./life-new
Benchmark 1: ./life-old
  Time (mean ± σ):      2.136 s ±  0.033 s    [User: 1.699 s, System: 0.392 s]
  Range (min … max):    2.097 s …  2.206 s    10 runs

Benchmark 2: ./life-new
  Time (mean ± σ):      1.142 s ±  0.035 s    [User: 1.087 s, System: 0.009 s]
  Range (min … max):    1.102 s …  1.203 s    10 runs

Summary
  './life-new' ran
    1.87 ± 0.06 times faster than './life-old' Hash map insertion > hyperfine -w 3 ./insert-old ./insert-new
Benchmark 1: ./insert-old
  Time (mean ± σ):     909.0 ms ±  14.2 ms    [User: 605.7 ms, System: 250.6 ms]
  Range (min … max):   890.7 ms … 932.8 ms    10 runs

Benchmark 2: ./insert-new
  Time (mean ± σ):     254.8 ms ±   5.1 ms    [User: 189.1 ms, System: 15.0 ms]
  Range (min … max):   247.0 ms … 263.4 ms    12 runs

Summary
  './insert-new' ran
    3.57 ± 0.09 times faster than './insert-old' Hash map update > hyperfine -w 3 ./update-old ./update-new
Benchmark 1: ./update-old
  Time (mean ± σ):      1.935 s ±  0.032 s    [User: 1.405 s, System: 0.476 s]
  Range (min … max):    1.879 s …  1.976 s    10 runs

Benchmark 2: ./update-new
  Time (mean ± σ):     448.6 ms ±  14.4 ms    [User: 381.5 ms, System: 15.1 ms]
  Range (min … max):   430.9 ms … 484.3 ms    10 runs

Summary
  './update-new' ran
    4.31 ± 0.16 times faster than './update-old' Also Published Here

How to Implement the Perceus Reference Counting Garbage Collection

Crypto Crash? Not Really... 

Meet the Winners of Startups in North and Central America

We developed — a useful open-source tool for checking .env files. It helps to find problems in .env files that you may miss at first but later result in incorrect work of applications. Such problems commonly include key duplication, incorrect word delimiter, keys without value, and invalid first characters — just to name a few. We made the tool universal; it can be connected to any project regardless of the programming language. dotenv-linter What is a .env file? A .env file or dotenv file is a simple text file that contains all the environment variables of a project. Storing configuration in the environment variables is one of the tenets of the Manifesto of the Twelve-Factor App. The .env file has a simple key-value format, for example, FOO=BAR. Here's an overview of the key changes made in this new release of dotenv-linter — v3.0.0! API improvements In the previous version, dotenv-linter had several flags, which were essentially separate commands  --fix and --show-checks: This has been leading to a bit of confusion. In the new version, we have fixed this and moved the --fix and --show-checks flags into separate fix and list commands. Comparing .env files Also, in the new version, we added a new compare command, which allows you to compare keys in .env files. Displaying scanned files 👀 With multiple .env files, it was not always clear which ones were checked by dotenv-linter and which ones weren't. This could be happening due to a non-standard file name, or the absence of any problems in these files. In the new version, we have added the display of scanned files. You can disable this using the--quiet/-q flag. Colored output 🌈 To improve usability, we have added a colored warning display. You can disable color output using the --no-color flag. Support for multi-line values 💪 Multi-line values can be stored in .env files. Now, dotenv-linter does not display warnings for multiline values wrapped in quotes. Support for the export prefix 🔥 In the new version, we added support for the export prefix and now dotenv-linter does not display any warnings. Support for spaces 🙌 Another improvement is the support for spaces in values, wrapped in quotes. Now, for such values, dotenv-linter will not display warnings. Improved validation 👌 Also, we fixed an issue where dotenv-linter did not display all warnings at once. Performance improvements 🚀 Last but not least, we have improved the performance of the already fast dotenv-linter. The maximum start time has decreased from 9.3 ms to 4.3 ms (by more than 50%). To check this, we made a benchmark using the hyperfine utility. These are all the key changes that are included in the new v3.0.0 release. Thanks to everyone who contributed! You can support the project by starring or sponsoring it on GitHub. . Previously published at https://evrone.com/dotenv-linter-v300. The author of the story is the Chief Editor at Evrone

dotenv-linter v3.0.0: Identify Errors In .env Files

Authors:
(1) Mark Bergen, Carlson School of Management, University of Minnesota;
(2) Thomas Bergen, Carlson School of Management, University of Minnesota;
(3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia;
(4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation"



References References Cavallo, Alberto, Mariana Cal, and Carla Larangeira (2020), “Automercados Plaza’s: Surviving Venezuela’s Hyperinflation,” Harvard Business School Case Study, 721014-PDF-ENG. Hanke, Steve and Nicholas Krus (2013), “World Hyperinflations,” in Handbook of Major Events in Economic History, Edited by Randall Parker and Robert Whaples (London: Routledge). Levy, Daniel, Mark Bergen, Shantanu Dutta, and Robert Venable (1997), “The Magnitude of Menu Costs: Direct Evidence from Large US Supermarket Chains,” Quarterly Journal of Economics 112, 791–825. https://doi.org/10.1162/003355397555352. Levy, Daniel, Shantanu Dutta, Mark Bergen, and Robert Venable (1998), “Price Adjustment at Multi-product Retailers,” Managerial and Decision Economics 19, 81–120. https://doi.org/10.1002/(SICI)1099-1468(199803)19:2<81::AIDMDE867>3.0.CO;2-W. Moss, David, and Julio Rotemberg (1998), “German Hyperinflation of 1923,” Harvard Business School Case Study, 798048-PDF-ENG. Snir, Avichai, Haipeng (Allan) Chen, and Daniel Levy (2021), “Stuck at Zero: Price Rigidity in a Runaway Inflation,” Economics Letters 204(C), July, 109885. https://doi.org/10.1016/j.econlet.2021.109885. This paper is available on arxiv under CC BY 4.0 DEED license. Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Authors: Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References Abstract Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Abstract Abstract Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce the company’s costs of changing prices (“menu cost”) Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References References References References Cavallo, Alberto, Mariana Cal, and Carla Larangeira (2020), “Automercados Plaza’s: Surviving Venezuela’s Hyperinflation,” Harvard Business School Case Study, 721014-PDF-ENG. Hanke, Steve and Nicholas Krus (2013), “World Hyperinflations,” in Handbook of Major Events in Economic History, Edited by Randall Parker and Robert Whaples (London: Routledge). Levy, Daniel, Mark Bergen, Shantanu Dutta, and Robert Venable (1997), “The Magnitude of Menu Costs: Direct Evidence from Large US Supermarket Chains,” Quarterly Journal of Economics 112, 791–825. https://doi.org/10.1162/003355397555352. Levy, Daniel, Shantanu Dutta, Mark Bergen, and Robert Venable (1998), “Price Adjustment at Multi-product Retailers,” Managerial and Decision Economics 19, 81–120. https://doi.org/10.1002/(SICI)1099-1468(199803)19:2<81::AIDMDE867>3.0.CO;2-W. Moss, David, and Julio Rotemberg (1998), “German Hyperinflation of 1923,” Harvard Business School Case Study, 798048-PDF-ENG. Snir, Avichai, Haipeng (Allan) Chen, and Daniel Levy (2021), “Stuck at Zero: Price Rigidity in a Runaway Inflation,” Economics Letters 204(C), July, 109885. https://doi.org/10.1016/j.econlet.2021.109885. This paper is available on arxiv under CC BY 4.0 DEED license. This paper is available on arxiv under CC BY 4.0 DEED license. available on arxiv

3 Lessons From Hyperinflationary Periods: References

Authors:
(1) Mark Bergen, Carlson School of Management, University of Minnesota;
(2) Thomas Bergen, Carlson School of Management, University of Minnesota;
(3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia;
(4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation"



References 1. Reduce the company’s costs of changing prices (“menu cost”) Our research shows the costs of changing prices (known is “menu cost”) can be far greater than managers recognize, especially during high inflationary environments. We documented the average costs of changing prices per store at four major US grocery chains using in-depth studies of their weekly price change processes (Levy, Bergen, Dutta, and Venable, 1997), analyzing workflow schematics, and undertaking detailed instore time and motion measurements of each process step across multiple stores at each chain (Levy, Dutta, Bergen, and Venable, 1998). The costs include the labor cost to change shelf prices, the cost of printing and delivering new price tags, the costs of mistakes made during the price change process, and the cost of in-store supervision of the price change process. Applying these costs to the largest US grocery chain, Kroger, would yield an annual cost of $291.9 million in total across 2,757 of their stores. Now, imagine a hyperinflationary scenario like Zimbabwe in 2008 where prices doubled every day. These price change processes would be undertaken seven times a week, rather than once a week. This would cause the total annual cost of price adjustment to balloon to $2.04 billion a year. Successfully dealing with high inflation requires managing pricing processes to reduce the costs of price adjustment. This often involves using simplified pricing rules or adopting new pricing technologies. For example, Israeli booksellers went from pricing individually to pricing groups of books by assigning letter codes (A, B, C, …, etc.) and posting a price list. In Brazil, retailers digitized price adjustments with electronic shelf labels, which eliminated the labor costs required to manually update prices across hundreds of products now being re-priced multiple times (rather than once) per week. The costs of hyperinflation can also be curtailed by grounding prices in more stable currencies. During Israeli runaway inflation, quoting prices in dollars was frequent for durable goods and housing—even at amounts greater than citizens were legally allowed to hold. In Venezuela during the current hyperinflation, sellers are adopting peer-to-peer cryptocurrency payments, allowing street vendors to price with digital coins. By simplifying processes, investing in technology, and presenting price stability, organizations can reduce the costs of changing prices to navigate inflationary pressures. This paper is available on arxiv under CC BY 4.0 DEED license. Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Authors: Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References Abstract Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Abstract Abstract Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce the company’s costs of changing prices (“menu cost”) Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References References References 1. Reduce the company’s costs of changing prices (“menu cost”) Our research shows the costs of changing prices (known is “menu cost”) can be far greater than managers recognize, especially during high inflationary environments. We documented the average costs of changing prices per store at four major US grocery chains using in-depth studies of their weekly price change processes (Levy, Bergen, Dutta, and Venable, 1997), analyzing workflow schematics, and undertaking detailed instore time and motion measurements of each process step across multiple stores at each chain (Levy, Dutta, Bergen, and Venable, 1998). The costs include the labor cost to change shelf prices, the cost of printing and delivering new price tags, the costs of mistakes made during the price change process, and the cost of in-store supervision of the price change process. Applying these costs to the largest US grocery chain, Kroger, would yield an annual cost of $291.9 million in total across 2,757 of their stores. Now, imagine a hyperinflationary scenario like Zimbabwe in 2008 where prices doubled every day. These price change processes would be undertaken seven times a week, rather than once a week. This would cause the total annual cost of price adjustment to balloon to $2.04 billion a year. Successfully dealing with high inflation requires managing pricing processes to reduce the costs of price adjustment. This often involves using simplified pricing rules or adopting new pricing technologies. For example, Israeli booksellers went from pricing individually to pricing groups of books by assigning letter codes (A, B, C, …, etc.) and posting a price list. In Brazil, retailers digitized price adjustments with electronic shelf labels, which eliminated the labor costs required to manually update prices across hundreds of products now being re-priced multiple times (rather than once) per week. The costs of hyperinflation can also be curtailed by grounding prices in more stable currencies. During Israeli runaway inflation, quoting prices in dollars was frequent for durable goods and housing—even at amounts greater than citizens were legally allowed to hold. In Venezuela during the current hyperinflation, sellers are adopting peer-to-peer cryptocurrency payments, allowing street vendors to price with digital coins. By simplifying processes, investing in technology, and presenting price stability, organizations can reduce the costs of changing prices to navigate inflationary pressures. This paper is available on arxiv under CC BY 4.0 DEED license. This paper is available on arxiv under CC BY 4.0 DEED license. available on arxiv

3 Lessons From Hyperinflationary Periods: Reduce the Company’s Costs of Changing Prices

Authors:
(1) Mark Bergen, Carlson School of Management, University of Minnesota;
(2) Thomas Bergen, Carlson School of Management, University of Minnesota;
(3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia;
(4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation"



References 3. Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Inflation is more than just a company or customer problem, it is a societal problem (Moss and Rotemberg, 1998). It affects the fabric of exchange, amplifying frustration with how the economy works. In particular, at times of high inflation customers become suspicious of “shrinkflation” – decreasing product sizes without customers' knowledge – and “greedflation” – companies taking advantage of information and customer exhaustion to increase profitability rather than sharing the burden with customers. Together, these fuel a sense of what we call “doubtflation” – a growing loss in consumer trust in firms and markets as their ability to use prices to make decisions becomes more difficult. Amid high inflation the onus is on managers to step up to strengthen the credibility of their business decisions and trust with their stakeholders and communities. This involves sharing risks, focusing on relationships, and partnering with employees, supply chain partners, and customers. For example, in Venezuela, a successful retailer shared the burden of hyperinflation with employees by subsidizing prices for essential products, such as access to discounted food at their stores (Cavallo, Cal, and Larangeira (2020). This created substantial savings for employees given the high and rising retail food prices, while paid for at the level of wholesale prices by the company, making it more efficient for the company to deliver. The company also increased trust by communicating weekly with employees, providing information about the company's financial situation, strategy, and the inflation numbers they were using to set prices and wage adjustments. As another example, one U.S. health care supplier, realizing that passing on pandemic and inflationary costs would be too much for their clinics and hospitals, completely revamped their pricing processes to limit price increases to their providers to allow them to be able to “provide health care.” They passed along as much of the cost change as they could when facing this constraint, and raised prices more in places where healthcare provision was not at risk to survive and navigate the extreme cost increase successfully together. Similarly, falafel vendors in Israel chose to not pass on all their current cost increases, taking a short-term loss in order to keep falafels priced as a street food rather than as a luxury. Not all firms can afford this strategy, but it can be a powerful long-term strategy that bolsters trust and cements future business. Many companies (both B2B and CPG) have increased their partnership efforts with suppliers, customers, communities, and governments to work together to manage inflation. In Israel, to overcome runaway inflation, companies partnered with labor unions and the government to commit to a price and wage freeze for three months as a way to stop the inflationary spiral. This helped eliminate inflation in Israel within a few months. By aligning the company’s pricing strategy around simplifying processes, customers’ evolving needs, and society’s risks, managers can survive and thrive in even the most difficult inflationary times. This paper is available on arxiv under CC BY 4.0 DEED license. Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Authors: Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References Abstract Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Abstract Abstract Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce the company’s costs of changing prices (“menu cost”) Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References References References 3. Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Inflation is more than just a company or customer problem, it is a societal problem (Moss and Rotemberg, 1998). It affects the fabric of exchange, amplifying frustration with how the economy works. In particular, at times of high inflation customers become suspicious of “shrinkflation” – decreasing product sizes without customers' knowledge – and “greedflation” – companies taking advantage of information and customer exhaustion to increase profitability rather than sharing the burden with customers. Together, these fuel a sense of what we call “doubtflation” – a growing loss in consumer trust in firms and markets as their ability to use prices to make decisions becomes more difficult. Amid high inflation the onus is on managers to step up to strengthen the credibility of their business decisions and trust with their stakeholders and communities. This involves sharing risks, focusing on relationships, and partnering with employees, supply chain partners, and customers. For example, in Venezuela, a successful retailer shared the burden of hyperinflation with employees by subsidizing prices for essential products, such as access to discounted food at their stores (Cavallo, Cal, and Larangeira (2020). This created substantial savings for employees given the high and rising retail food prices, while paid for at the level of wholesale prices by the company, making it more efficient for the company to deliver. The company also increased trust by communicating weekly with employees, providing information about the company's financial situation, strategy, and the inflation numbers they were using to set prices and wage adjustments. As another example, one U.S. health care supplier, realizing that passing on pandemic and inflationary costs would be too much for their clinics and hospitals, completely revamped their pricing processes to limit price increases to their providers to allow them to be able to “provide health care.” They passed along as much of the cost change as they could when facing this constraint, and raised prices more in places where healthcare provision was not at risk to survive and navigate the extreme cost increase successfully together. Similarly, falafel vendors in Israel chose to not pass on all their current cost increases, taking a short-term loss in order to keep falafels priced as a street food rather than as a luxury. Not all firms can afford this strategy, but it can be a powerful long-term strategy that bolsters trust and cements future business. Many companies (both B2B and CPG) have increased their partnership efforts with suppliers, customers, communities, and governments to work together to manage inflation. In Israel, to overcome runaway inflation, companies partnered with labor unions and the government to commit to a price and wage freeze for three months as a way to stop the inflationary spiral. This helped eliminate inflation in Israel within a few months. By aligning the company’s pricing strategy around simplifying processes, customers’ evolving needs, and society’s risks, managers can survive and thrive in even the most difficult inflationary times. This paper is available on arxiv under CC BY 4.0 DEED license. This paper is available on arxiv under CC BY 4.0 DEED license. available on arxiv

3 Lessons From Hyperinflationary Periods: Reduce Societal Fears

Authors:
(1) Mark Bergen, Carlson School of Management, University of Minnesota;
(2) Thomas Bergen, Carlson School of Management, University of Minnesota;
(3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia;
(4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation"



References Abstract Inflation is painful, for firms, customers, employees, and society. But careful study of periods of hyperinflation point to ways that firms can adapt. In particular, companies need to think about how to change prices regularly and cheaply — because constant price changes can ultimately be very, very expensive. And they should consider how to communicate those price changes to customers. Providing clarity and predictability can increase consumer trust and help firms in the long run. JEL Classification: E31, L16, M30 Keywords: Inflation, Hyperinflation, Pricing, Price Setting, Price Adjustment, Menu Cost, Cost of Price Adjustment, Implicit Contract, Long-Term Relationship Introduction As inflation soars to its highest rates in 40 years, it’s critical that businesses have a strategy to respond to fluctuating costs and prices. Pricing during today’s inflation is particularly challenging because people are exhausted and emotionally fatigued from dealing with extreme uncertainty created by the ongoing pandemic, the war in Ukraine, and fears of recession. These stressors affect the fabric of markets and society—amplifying frustration with companies and the overall economy. There are strategies that companies can use to earn consumers’ trust during inflation. We have documented these strategies by studying periods of runaway inflation. For example, in Israel during the early 1980s inflation rates rose to over 100% for multiple years, climbing to 430% in 1985 (Snir, Chen, and Levy, 2021). At its extreme, this is known as hyperinflation (inflation of 50% or more per month). The worst hyperinflationary episode in modern history was experienced by Hungary in July 1946, where the inflation rate was 41.9 quadrillion percent, causing prices to double every 15.6 hours (Hanke and Krus, 2013). We’ve studied how businesses responded to several of these periods, with a particular focus on Israel. Three major lessons from hyperinflationary periods can help managers, consumers, and societies better cope with and more successfully navigate their current inflationary challenges. Together, they can help companies thrive and lessen the burden that inflation places on consumers as well. This paper is available on arxiv under CC BY 4.0 DEED license. Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Authors: Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References Abstract Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Abstract Abstract Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce the company’s costs of changing prices (“menu cost”) Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References References References Abstract Inflation is painful, for firms, customers, employees, and society. But careful study of periods of hyperinflation point to ways that firms can adapt. In particular, companies need to think about how to change prices regularly and cheaply — because constant price changes can ultimately be very, very expensive. And they should consider how to communicate those price changes to customers. Providing clarity and predictability can increase consumer trust and help firms in the long run. JEL Classification: E31, L16, M30 JEL Classification: Keywords: Inflation, Hyperinflation, Pricing, Price Setting, Price Adjustment, Menu Cost, Cost of Price Adjustment, Implicit Contract, Long-Term Relationship Keywords: Introduction As inflation soars to its highest rates in 40 years, it’s critical that businesses have a strategy to respond to fluctuating costs and prices. Pricing during today’s inflation is particularly challenging because people are exhausted and emotionally fatigued from dealing with extreme uncertainty created by the ongoing pandemic, the war in Ukraine, and fears of recession. These stressors affect the fabric of markets and society—amplifying frustration with companies and the overall economy. There are strategies that companies can use to earn consumers’ trust during inflation. We have documented these strategies by studying periods of runaway inflation. For example, in Israel during the early 1980s inflation rates rose to over 100% for multiple years, climbing to 430% in 1985 (Snir, Chen, and Levy, 2021). At its extreme, this is known as hyperinflation (inflation of 50% or more per month). The worst hyperinflationary episode in modern history was experienced by Hungary in July 1946, where the inflation rate was 41.9 quadrillion percent, causing prices to double every 15.6 hours (Hanke and Krus, 2013). We’ve studied how businesses responded to several of these periods, with a particular focus on Israel. Three major lessons from hyperinflationary periods can help managers, consumers, and societies better cope with and more successfully navigate their current inflationary challenges. Together, they can help companies thrive and lessen the burden that inflation places on consumers as well. This paper is available on arxiv under CC BY 4.0 DEED license. This paper is available on arxiv under CC BY 4.0 DEED license. available on arxiv

3 Lessons From Hyperinflationary Periods: Abstract

Authors:
(1) Mark Bergen, Carlson School of Management, University of Minnesota;
(2) Thomas Bergen, Carlson School of Management, University of Minnesota;
(3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia;
(4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation"



References 2. Reduce customers’ “stress of uncertainty” During runaway inflation, it is hard to know the value of anything because inflation creates volatile price fluctuations and distorts relative prices. Routine purchases become more complex and demanding, mentally and emotionally. The stress of uncertainty from inflation weighs heavily on customers and is made worse by the uncertainty of the ongoing pandemic, the Ukraine war, and fears of recession. As managers, successfully dealing with high inflation requires focusing on ways to help reduce the customers' stress of uncertainty. This often involves using strategies such as commitment and indexation. Managers can commit to absorbing some future volatility through offering payment plans like Israeli stores did across many categories during runaway inflation. For example, an Israeli guitar selling for a price of 100 shekels pre-inflation, was advertised at five payments of 100 shekels each during inflation. For customers, this allows them to afford the product immediately even with tighter budgets and finish payments in less valuable future currency. For firms, using payments allowed them to share the risk and burden of hyperinflation with customers at levels supporting economic survival and profitability. Similarly, sellers are using payments to attract customers in Argentina during runaway inflation in categories ranging from furniture to clothing to kitchen utensils to video game consoles. Indexation allows contract prices to automatically adjust based on the inflation rate. Israeli, German, and Argentinian B2B firms dealt with runaway inflation using indexation to diminish the volatility. During hyperinflation these contracts were indexed to established metrics such as their countries’ Consumer Price Index (CPI) or Producer Price Index (PPI). Similar contracting is used by companies buying and selling offerings with volatile commodity or input costs – with the indexation being tied to a particular commodity or input. By focusing on the impact inflation has on your customers, companies can differentiate themselves by helping to solve the everyday challenges of shopping during inflation. This paper is available on arxiv under CC BY 4.0 DEED license. Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Authors: Authors: (1) Mark Bergen, Carlson School of Management, University of Minnesota; (2) Thomas Bergen, Carlson School of Management, University of Minnesota; (3) Daniel Levy, Department of Economics, Bar-Ilan University, Department of Economics, Emory University, and ISET at Tbilisi State University, 0108 Tbilisi, Georgia; (4) Rose Semenov, Carlson School of Management, University of Minnesota. Table of Links Abstract

Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References Abstract Reduce the company’s costs of changing prices (“menu cost”)
Reduce customers’ “stress of uncertainty”
Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Abstract Abstract Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce the company’s costs of changing prices (“menu cost”) Reduce the company’s costs of changing prices (“menu cost”) Reduce customers’ “stress of uncertainty” Reduce customers’ “stress of uncertainty” Reduce societal fears of “shrinkflation, greedflation, and doubtflation" Reduce societal fears of “shrinkflation, greedflation, and doubtflation" References References References 2. Reduce customers’ “stress of uncertainty” During runaway inflation, it is hard to know the value of anything because inflation creates volatile price fluctuations and distorts relative prices. Routine purchases become more complex and demanding, mentally and emotionally. The stress of uncertainty from inflation weighs heavily on customers and is made worse by the uncertainty of the ongoing pandemic, the Ukraine war, and fears of recession. As managers, successfully dealing with high inflation requires focusing on ways to help reduce the customers' stress of uncertainty. This often involves using strategies such as commitment and indexation. Managers can commit to absorbing some future volatility through offering payment plans like Israeli stores did across many categories during runaway inflation. For example, an Israeli guitar selling for a price of 100 shekels pre-inflation, was advertised at five payments of 100 shekels each during inflation. For customers, this allows them to afford the product immediately even with tighter budgets and finish payments in less valuable future currency. For firms, using payments allowed them to share the risk and burden of hyperinflation with customers at levels supporting economic survival and profitability. Similarly, sellers are using payments to attract customers in Argentina during runaway inflation in categories ranging from furniture to clothing to kitchen utensils to video game consoles. Indexation allows contract prices to automatically adjust based on the inflation rate. Israeli, German, and Argentinian B2B firms dealt with runaway inflation using indexation to diminish the volatility. During hyperinflation these contracts were indexed to established metrics such as their countries’ Consumer Price Index (CPI) or Producer Price Index (PPI). Similar contracting is used by companies buying and selling offerings with volatile commodity or input costs – with the indexation being tied to a particular commodity or input. By focusing on the impact inflation has on your customers, companies can differentiate themselves by helping to solve the everyday challenges of shopping during inflation. This paper is available on arxiv under CC BY 4.0 DEED license. This paper is available on arxiv under CC BY 4.0 DEED license. available on arxiv

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