Given a document and an entity the task is to select the author's sentiment towards the entity. Sentiments can be Positive, Neutral and Negative. Select Positive if the article expresses a positive view towards the given entity or praises its quality or skills. Select Neutral if the document expresses no clear view towards the entity or has equal amounts of positive and negative statements or expressing some fact/quote by someone else. Select Negative if the article expresses a negative view towards like harsh remarks, criticizing entities action/decision etc. Note that URLs in the text have been replaced with [Link].

Q: What is the sentiment of the following document towards the entity Lloyd Blankfein ? Goldman Sachs CEO Lloyd Blankfein  has bitcoin on  his  mind  a day after reports broke that  his  firm was considering setting up a bitcoin trading operation.
The billionaire banker tweeted on Tuesday that  he  wasn't completely sure about  his  stance on the red-hot cryptocurrency.
 Blankfein  said  he 's "still thinking about bitcoin" and that  he  was not flat out endorsing or denouncing the digital currency. Here's the full tweet:
Still thinking about #Bitcoin. No conclusion - not endorsing/rejecting. Know that folks also were skeptical when paper money displaced gold. â Lloyd Blankfein (@lloydblankfein) October 3  2017

A: Positive
****
Q: What is the sentiment of the following document towards the entity Tesla ? Tesla Model 3 production really is hell.
 Elon Musk  Tesla’s founder and CEO   warned us in July as  he  delivered the first 30 all-electric Model 3 cars to buyers who also happened to be employees.
SEE ALSO: Driving a Tesla Model 3 is pretty damn awesome
On Monday   Tesla  reported  it  has produced just 260 Tesla Model 3 cars   its  first mass-market all-electric sedan  in the last quarter. That’s approximately 120 cars a month  a number that would be less distressing if Musk himself hadn’t predicted producing as many as 20 000 Model 3 cars a month by December of this year.
Tesla reported half a million Model 3 pre-orders in late July. At the company’s current production pace   Tesla  Model 3 customer 500 000 might not see her all-electric sedan until the year 2363.
What’s far more likely is that it will be a few years or more before  Tesla  gets through all  its  orders  and those who ordered first will endure the highest level of frustration as their cars will probably be delayed the most. A lot of people in the middle of the product delivery queue could receive their Model 3’s at the same time and  eventually  ordering a Model 3 could be as easy and commonplace as buying a Ford Focus.
Does Musk's tendency to talk production numbers hurt Tesla? Image: lance ulanoff/mashable
There’s been a lot of calamity in the world in the last few months  but  apparently  it’s not the source of the production issues. “…there are no fundamental issues with  the Model 3 production or supply chain  ”  Tesla  said in the release.
 It  might be a while before you see your Model 3. Image: lance ulanoff/mashable
The cause is  Tesla ’s own facilities: “production bottlenecks” at both  its  Fremont production plant and the massive Gigafactory in Nevada.
Considering how much Musk said  Tesla  learned from the production hell it went through with  its  previous  Tesla  models  this is surprising. Musk recalled in July how the Roadster  its first electric car  was the worst. “We went through hell and then actually did a return journey ” Musk said  “We had to redo almost the entire car and recapitalize the company  which sucked.”
There were roughly 30 Model 3's ready to go on July 29.  Tesla  managed to produce another 230 Model 3 cars since then. Image: lance ulanoff/mashable
Doug Field   Tesla ’s VP of Engineering said they designed the Model 3 to move as quickly through production as possible  while maintaining as high production quality as possible.
Where  exactly  those production bottlenecks exist is  since Tesla isn’t saying  anyone’s guess  but it doesn’t take much to slow down a production line like this. As Musk explained in July  “There’s 10 000 unique components in the car and production will move as fast as the slowest one.”
Beyond statements made in the release   Tesla  wouldn't comment on the delays.
No matter where it is  the numbers speak for themselves: 260 Model 3 cars off the production line. Even with an S-Curve  it’s is hard to imagine that in fewer than three months   Tesla  will rocket to 20 000 a month.

A: Positive
****
Q: What is the sentiment of the following document towards the entity Onefinestay ? Nearly two years into Accor SA’s $168 million play for a piece of the home-sharing pie  the multinational hotel group is throwing down the luxury gauntlet: free  round-the-clock concierge service for an entire year after your vacation. Called “Higher Living ” the offering was announced on Friday by  Onefinestay   the luxury rental brand founded in 2009 and acquired by Accor in 2016.
Higher Living is being pegged as a loyalty program of sorts as Accor rapidly expands its footprint  becoming the first major hotel group to actively embrace home sharing. Last year they purchased Travel Keys and Squarebreak and merged them with  Onefinestay   quadrupling the rental company’s portfolio overnight  from more than 2 000 units in 13 locales to more than 10 000 rentals in 200-plus destinations.
What sets  Onefinestay ’s privately owned properties apart from those on Airbnb  VRBO  and other peer-to-peer sites is that each one—from a beachfront villa in Anguilla to a penthouse in San Francisco—is heavily scrutinized in person and vetted against a checklist of 300 characteristics. In addition  there’s a consistent  hotel-like quality to every stay  from the toiletries (Le Labo in the U.S.  L’Occitane in Paris  for example) to an on-call concierge to procure hard-to-get theater tickets  private chefs  or dog-sledding excursions in Courchevel. Those concierges now staff the Higher Living program.
Javier Cedillo-Espin   Onefinestay’s chief executive officer   likens Higher Living to the modern-day version of a butler  “almost like a guardian angel delivering local experiences ”  he  tells Pursuits in an interview.
Unlike traditional loyalty programs  Higher Living does not involve points  a tiered structure  or endless marketing emails  and guests are automatically enrolled from the minute a getaway ends. Need help finding a photographer for a family photo shoot? Just call  text  email  or use the dedicated mobile app to ask an on-staff Onefinestay concierge to find one; the only thing you pay for is the photo shoot. Planning your kid’s birthday party? Consider the venue  cake  and decorations handled. You can also use the service to arrange day trips or just send flowers. It’s a doubling down on Onefinestay’s view of itself as a full-fledged hospitality company  rather than merely a place to go for high-end rentals.
Rebookings are the ultimate goal for any loyalty program: After 12 months  the program expires unless a new booking is made (or a yet-to-be-decided fee is paid). Book a new trip  and another complimentary year starts immediately. Only the person who pays for a  Onefinestay  property can submit requests to the concierges—something to consider when splitting a rental with another couple or family.
Noting  Onefinestay ’s strongly positive word-of-mouth reputation  Cedillo-Espin pegs his company’s success on its ability to foster memorable experiences. “People trust us in a way that they seldom trust brands. And for me  that’s the biggest difference.”
Take segment-leader Airbnb Inc. Its 4 million listings and 65 000 cities include upscale properties  but it is far from being perceived as a luxury company. That may all change when its “Lux” tier debuts in the coming months; the new collection will comprise about 4 000 properties from Canada-based Luxury Retreats  which it acquired last year for $300 million—but the peer-to-peer rental behemoth says it has no plans yet to provide a comparable high-touch concierge service. In addition  Airbnb doesn’t pay commissions to travel agents  which Onefinestay does  incentivizing agents to consider its properties on par with hotels.
“I don’t think [they] necessarily add value or will be a deciding factor as to why someone should book a villa ” he says when asked about concierge programs as rewards in a general sense. (Bloomberg received Onefinestay’s announcement under embargo.) “People booking high-end vacations already have access to tickets and dinner reservations and so on.”
This sentiment especially makes sense when you consider that  some of Onefinestay’s properties are  non-exclusive and listed on booking platforms with less personalized attention; the high-touch human element is the only thing setting  them  apart.
However Higher Living shakes out   Onefinestay  will continue fine-tuning its inventory  proactively adding and dropping homes. Its beach collection includes more than 4 000 rentals from Hawaii to Bali; in 2018  it is looking to expand in the south of France and Greece. In the countryside  Provence  France  Tuscany  Italy  and Napa  Calif.  will remain a focus  and the ski chalet collection will see growth in the North American market  including Vail and Aspen in Colorado and Lake Tahoe on the Nevada-California border.
More than anything else  Cedillo-Espin believes he is in the business of making people happy  and  Onefinestay  prides  itself  on  its  ability to deliver not only on wow-factor accommodations  but hot-air balloon rides and Alpine motor-skiing excursions to match. “The customer has become more demanding about what they require ” he says. “There are millions of experiences out there  and we’re focused on making sure they have the very best.”

A:
Positive
****