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[ "Edson Arantes do Nascimento (Brazilian Portuguese: [ˈɛdsõ aˈɾɐ̃tʃiz du nasiˈmẽtu]; 23 October 1940 – 29 December 2022), better known by his nickname Pelé (Portuguese pronunciation: [peˈlɛ]), was a Brazilian professional footballer who played as a forward. Widely regarded as one of the greatest players of all time, he was among the most successful and popular sports figures of the 20th century. In 1999, he was named Athlete of the Century by the International Olympic Committee and was included in the Time list of the 100 most important people of the 20th century. In 2000, Pelé was voted World Player of the Century by the International Federation of Football History & Statistics (IFFHS) and was one of the two joint winners of the FIFA Player of the Century. His 1,279 goals in 1,363 games, which includes friendlies, is recognised as a Guinness World Record.\n\nPelé began playing for Santos at age 15 and the Brazil national team at 16. During his international career, he won three FIFA World Cups: 1958, 1962 and 1970, the only player to do so and the youngest player to win a World Cup (17). He was nicknamed O Rei (The King) following the 1958 tournament. Pelé is the joint-top goalscorer for Brazil with 77 goals in 92 games. At the club level, he was Santos's all-time top goalscorer with 643 goals in 659 games. In a golden era for Santos, he led the club to the 1962 and 1963 Copa Libertadores, and to the 1962 and 1963 Intercontinental Cup. Credited with connecting the phrase \"The Beautiful Game\" with football, Pelé's \"electrifying play and penchant for spectacular goals\" made him a star around the world, and his teams toured internationally to take full advantage of his popularity. During his playing days, Pelé was for a period the best-paid athlete in the world. After retiring in 1977, Pelé was a worldwide ambassador for football and made many acting and commercial ventures. In 2010, he was named the honorary president of the New York Cosmos.\n\n", "Averaging almost a goal per game throughout his career, Pelé was adept at striking the ball with either foot in addition to anticipating his opponents' movements on the field. While predominantly a striker, he could also drop deep and take on a playmaking role, providing assists with his vision and passing ability, and he would also use his dribbling skills to go past opponents. In Brazil, he was hailed as a national hero for his accomplishments in football and for his outspoken support of policies that improve the social conditions of the poor. His emergence at the 1958 World Cup, where he became a black global sporting star, was a source of inspiration. Throughout his career and in his retirement, Pelé received numerous individual and team awards for his performance on the field, his record-breaking achievements, and his legacy in the sport.\n\nEarly years\n\nBorn in Três Corações in Minas Gerais state in Brazil in 1940, Pelé has a street named after him in the city – Rua Edson Arantes do Nascimento. A statue of Pelé is also prominently placed in a plaza near the city's downtown.\nPelé was born Edson Arantes do Nascimento on 23 October 1940 in Três Corações, Minas Gerais, the son of Fluminense footballer Dondinho (born João Ramos do Nascimento) and Celeste Arantes. He was the elder of two siblings, with brother Zoca also playing for Santos, albeit not as successfully. He was named after the American inventor Thomas Edison. His parents decided to remove the \"i\" and call him \"Edson\", but there was a typo on his birth certificate, leading many documents to show his name as \"Edison\", not \"Edson\", as he was called. He was originally nicknamed \"Dico\" by his family. He received the nickname \"Pelé\" during his school days, when, it is claimed, he was given it because of his pronunciation of the name of his favourite player, local Vasco da Gama goalkeeper Bilé, which he misspoke, but the more he complained the more it stuck. In his autobiography released in 2006, Pelé stated he had no idea what the name means, nor did his old friends. Apart from the assertion that the name is derived from that of \"Bilé\", the word has no meaning in Portuguese.[note 2]\n\n", "Pelé grew up in poverty in Bauru in the state of São Paulo. He earned extra money by working in tea shops as a servant. Taught to play by his father, he could not afford a proper football and usually played with either a sock stuffed with newspaper and tied with string or a grapefruit. He played for several amateur teams in his youth, including Sete de Setembro, Canto do Rio, São Paulinho, and Ameriquinha. Pelé led Bauru Atlético Clube juniors (coached by Waldemar de Brito) to two São Paulo state youth championships. In his mid-teens, he played for an indoor football team called Radium. Indoor football had just become popular in Bauru when Pelé began playing it. He was part of the first futsal (indoor football) competition in the region. Pelé and his team won the first championship and several others.\n\nAccording to Pelé, futsal (indoor football) presented difficult challenges: he said it was a lot quicker than football on the grass, and that players were required to think faster because everyone is close to each other in the pitch. Pelé credits futsal for helping him think better on the spot. In addition, futsal allowed him to play with adults when he was about 14 years old. In one of the tournaments he participated in, he was initially considered too young to play, but eventually went on to end up top scorer with 14 or 15 goals. \"That gave me a lot of confidence\", Pelé said, \"I knew then not to be afraid of whatever might come\".\n\nClub career\nSantos\nMain article: Os Santásticos\n1956–1962: Early years with Santos and declared a national treasure\n\n", "Pelé in 1962, by then rated the best player in the world\nIn 1956, de Brito took Pelé to Santos, an industrial and port city located near São Paulo, to try out for professional club Santos FC, telling the club's directors that the 15-year-old would be \"the greatest football player in the world.\" Pelé impressed Santos coach Lula during his trial at the Estádio Vila Belmiro, and he signed a professional contract with the club in June 1956. Pelé was highly promoted in the local media as a future superstar. He made his senior team debut on 7 September 1956 at the age of 15 against Corinthians de Santo André and had an impressive performance in a 7–1 victory, scoring the first goal in his prolific career during the match.\n\nWhen the 1957 season started, Pelé was given a starting place in the first team and, at the age of 16, became the top scorer in the league. Ten months after signing professionally, the teenager was called up to the Brazil national team. After the 1958 and the 1962 World Cup, wealthy European clubs, such as Real Madrid, Juventus and Manchester United, tried to sign him in vain. In 1958, Inter Milan even managed to get him a regular contract, but Angelo Moratti was forced to tear the contract up at the request of Santos's chairman following a revolt by Santos's Brazilian fans. Valencia CF also arranged an agreement that would have brought Pelé to the club after the 1958 World Cup, however after his performances at the tournament Santos declined to let the player leave. In 1961 the government of Brazil under President Jânio Quadros declared Pelé an \"official national treasure\" to prevent him from being transferred out of the country.\n\n", "Pelé won his first major title with Santos in 1958 as the team won the Campeonato Paulista; he would finish the tournament as the top scorer, with 58 goals, a record that still stands today. A year later, he would help the team earn their first victory in the Torneio Rio-São Paulo with a 3–0 over Vasco da Gama. However, Santos was unable to retain the Paulista title. In 1960, Pelé scored 33 goals to help his team regain the Campeonato Paulista trophy but lost out on the Rio-São Paulo tournament after finishing in 8th place. In the 1960 season, Pelé scored 47 goals and helped Santos regain the Campeonato Paulista. The club went on to win the Taça Brasil that same year, beating Bahia in the finals; Pelé finished as the top scorer of the tournament with nine goals. The victory allowed Santos to participate in the Copa Libertadores, the most prestigious club tournament in the Western hemisphere.\n\n1962–1965: Copa Libertadores success\n\"I arrived hoping to stop a great man, but I went away convinced I had been undone by someone who was not born on the same planet as the rest of us.\"\n\n—Benfica goalkeeper Costa Pereira following the loss to Santos in 1962.\nSantos's most successful Copa Libertadores season started in 1962; the team was seeded in Group One alongside Cerro Porteño and Deportivo Municipal Bolivia, winning every match of their group but one (a 1–1 away tie versus Cerro). Santos defeated Universidad Católica in the semi-finals and met defending champions Peñarol in the finals. Pelé scored twice in the playoff match to secure the first title for a Brazilian club. Pelé finished as the second top scorer of the competition with four goals. That same year, Santos would successfully defend the Campeonato Paulista (with 37 goals from Pelé) and the Taça Brasil (Pelé scoring four goals in the final series against Botafogo). Santos would also win the 1962 Intercontinental Cup against Benfica. Wearing his number 10 shirt, Pelé produced one of the best performances of his career, scoring a hat-trick in Lisbon as Santos won 5–2.\n\n\n", "Pelé with Santos in the Netherlands, October 1962\nPelé states that his most memorable goal was scored at the Estádio Rua Javari on a Campeonato Paulista match against São Paulo rival Clube Atlético Juventus on 2 August 1959. As there is no video footage of this match, Pelé asked that a computer animation be made of this specific goal. In March 1961, Pelé scored the gol de placa (goal worthy of a plaque), against Fluminense at the Maracanã. Pelé received the ball on the edge of his own penalty area, and ran the length of the field, eluding opposition players with feints, before striking the ball beyond the goalkeeper. A plaque was commissioned with a dedication to \"the most beautiful goal in the history of the Maracanã\".\n\n\n", "Pelé before facing Boca Juniors in the second leg of the 1963 Copa Libertadores Finals at La Bombonera.\nAs the defending champions, Santos qualified automatically to the semi-final stage of the 1963 Copa Libertadores. The balé branco (white ballet), the nickname given to Santos at the time, managed to retain the title after victories over Botafogo and Boca Juniors. Pelé helped Santos overcome a Botafogo team that featured Brazilian greats such as Garrincha and Jairzinho with a last-minute goal in the first leg of the semi-finals which made it 1–1. In the second leg, Pelé scored a hat-trick in the Estádio do Maracanã as Santos won, 0–4, in the second leg. Santos started the final series by winning, 3–2, in the first leg and defeating Boca Juniors 1–2, in La Bombonera. It was a rare feat in official competitions, with another goal from Pelé. Santos became the first Brazilian team to lift the Copa Libertadores in Argentine soil. Pelé finished the tournament with five goals. Santos lost the Campeonato Paulista after finishing in third place but went on to win the Rio-São Paulo tournament after a 0–3 win over Flamengo in the final, with Pelé scoring one goal. Pelé would also help Santos retain the Intercontinental Cup and the Taça Brasil against AC Milan and Bahia respectively.\n\nIn the 1964 Copa Libertadores, Santos was beaten in both legs of the semi-finals by Independiente. The club won the Campeonato Paulista, with Pelé netting 34 goals. Santos also shared the Rio-São Paulo title with Botafogo and won the Taça Brasil for the fourth consecutive year. In the 1965 Copa Libertadores, Santos reached the semi-finals and met Peñarol in a rematch of the 1962 final. After two matches, a playoff was needed to break the tie. Unlike 1962, Peñarol came out on top and eliminated Santos 2–1. Pelé would, however, finish as the top scorer of the tournament with eight goals.\n\n", "1966–1974: O Milésimo and final years with Santos\nIn 1966, Santos failed to retain the Taça Brasil as Pelé's goals were not enough to prevent a 9–4 defeat by Cruzeiro (led by Tostão) in the final series. The club did, however, win the Campeonato Paulista in 1967, 1968, and 1969. On 19 November 1969, Pelé scored his 1,000th goal in all competitions, in what was a highly anticipated moment in Brazil. The goal dubbed O Milésimo (The Thousandth), occurred in a match against Vasco da Gama, when Pelé scored from a penalty kick, at the Maracanã Stadium.\n\nIn 1969, the two factions involved in the Nigerian Civil War agreed to a 48-hour ceasefire so they could watch Pelé play an exhibition game in Lagos. Santos ended up playing to a 2–2 draw with Lagos side Stationary Stores FC and Pelé scored his team's goals. The civil war went on for one more year after this game. During his time at Santos, Pelé played alongside many gifted players, including Zito, Pepe, and Coutinho; the latter partnered him in numerous one-two plays, attacks, and goals. After Pelé's 19th season with Santos, he left Brazilian football. Pelé's 643 goals for Santos were the most goals scored for a single club until it was surpassed by Lionel Messi of Barcelona in December 2020.\n\nNew York Cosmos\n\n", "Pelé signing a football for US president Richard Nixon at the White House in 1973, two years before joining the New York Cosmos\nAfter the 1974 season (his 19th with Santos), Pelé retired from Brazilian club football although he continued to occasionally play for Santos in official competitive matches. A year later, he came out of semi-retirement to sign with the New York Cosmos of the North American Soccer League (NASL) for the 1975 season. At a chaotic press conference at New York's 21 Club, the Cosmos unveiled Pelé. John O'Reilly, the club's media spokesman, stated, \"We had superstars in the United States but nothing at the level of Pelé. Everyone wanted to touch him, shake his hand, get a photo with him.\" Though well past his prime at this point, Pelé was credited with significantly increasing public awareness and interest of the sport in the US. During his first public appearance in Boston, he was injured by a crowd of fans who had surrounded him and was evacuated on a stretcher.\n\n\n", "Pelé entering the field to play his first game with the Cosmos, 15 June 1975\nPelé made his debut for the Cosmos on 15 June 1975 against the Dallas Tornado at Downing Stadium, scoring one goal in a 2–2 draw. Pelé opened the door for many other stars to play in North America. Giorgio Chinaglia followed him to the Cosmos, then Franz Beckenbauer and his former Santos teammate Carlos Alberto. Over the next few years other players came to the league, including Johan Cruyff, Eusébio, Bobby Moore, George Best and Gordon Banks.\n\nIn 1975, one week before the Lebanese Civil War, Pelé played a friendly game for the Lebanese club Nejmeh against a team of Lebanese Premier League stars, scoring two goals which were not included in his official tally. On the day of the game, 40,000 spectators were at the stadium from early morning to watch the match.\n\nPelé led the Cosmos to the 1977 Soccer Bowl, in his third and final season with the club. In June 1977, the Cosmos attracted an NASL record 62,394 fans to Giants Stadium for a 3–0 victory past the Tampa Bay Rowdies with a 37-year-old Pelé scoring a hat-trick. In the first leg of the quarter-finals, they attracted a US record crowd of 77,891 for what turned into an 8–3 rout of the Fort Lauderdale Strikers at Giants Stadium. In the second leg of the semi-finals against the Rochester Lancers, the Cosmos won 4–1. Pelé finished his official playing career on 28 August 1977, by leading the New York Cosmos to their second Soccer Bowl title with a 2–1 win over the Seattle Sounders at the Civic Stadium in Portland, Oregon.\n\n", "On 1 October 1977, Pelé closed out his career in an exhibition match between the Cosmos and Santos. The match was played in front of a sold-out crowd at Giants Stadium and was televised in the US on ABC's Wide World of Sports as well as throughout the world. Pelé's father and wife both attended the match, as well as Muhammad Ali and Bobby Moore. Delivering a message to the audience before the start of the game—\"Love is more important than what we can take in life\"—Pelé played the first half with the Cosmos, the second with Santos. The game ended with the Cosmos winning 2–1, with Pelé scoring with a 30-yard free-kick for the Cosmos in what was the final goal of his career. During the second half, it started to rain, prompting a Brazilian newspaper to come out with the headline the following day: \"Even The Sky Was Crying.\"" ]

[ "In the 1948–1949 season, Wooden was hired by the University of California, Los Angeles, to be the fourth basketball coach in the school's history. He succeeded Fred Cozens, Caddy Works, and Wilbur Johns; Johns became the school's athletic director. Wooden signed a three-year contract for $6,000 in the first year. Prior to being hired at UCLA, he had been pursued for the head coaching position at the University of Minnesota, and it was his and his wife's desire to remain in the Midwest, but inclement weather in Minnesota prevented Wooden from receiving the scheduled phone offer from the Golden Gophers. Thinking that they had lost interest, Wooden instead accepted the head coaching job with the Bruins. Officials from the University of Minnesota contacted Wooden immediately after he accepted the position at UCLA, but he declined their offer because he had already given his word to UCLA.\n\nWooden had immediate success, fashioning the mark of the rarest of coaches, an \"instant turnaround\" for an undistinguished, faltering program. Part of this success was due to his unique offensive system, the same system that countless coaches use today. John Wooden stated, \"I believe my system is perfectly suited to counter all the modern defenses I have seen, and that includes run-and-jump, 1–3–1 trapping, box-and-one, triangle-and-two, and switching man-to-man.\"\n\nPrior to Wooden's arrival at UCLA, the basketball program had only had two conference championship seasons in the previous 18 years. In his first season, he took a Bruins team that had posted a 12–13 record the previous year and transformed it into a Pacific Coast Conference (PCC) Southern Division champion with a 22–7 record, the most wins in a season for UCLA since the school started playing basketball in 1919. He surpassed that number the next season with 24–7 and a second division title and overall conference title in 1950, and would add two more in his first four years. Up to that time, UCLA had collected a total of two division titles since the PCC began divisional play, and had not won a conference title of any sort since winning the Southern California Intercollegiate Athletic Conference in 1927.\n\n\n", "Wooden in 1960\nIn spite of these achievements, Wooden reportedly did not initially enjoy his position, and his wife did not favor living in Los Angeles. When Mel Taube left Purdue in 1950, Wooden's inclination was to return to West Lafayette and finally accept the head coaching job there. He was ultimately dissuaded when UCLA officials reminded him that it was he who had insisted upon a three-year commitment during negotiations in 1948. Wooden felt that leaving UCLA prior to the expiration of his contract would be tantamount to breaking his word, even though Purdue offered more money, a car and housing.\n\nBy the 1955–56 season, Wooden had established a record of sustained success at UCLA. That year, he guided the team to its first undefeated PCC conference title and a 17-game winning streak that came to an end only at the hands of Phil Woolpert's University of San Francisco team (who had Bill Russell and K.C. Jones) that eventually won the 1956 NCAA tournament. However, UCLA was unable to advance from this level over the immediately ensuing seasons, finding itself unable to return to the NCAA Tournament, as the Pete Newell-coached teams of the California Golden Bears took control of the conference and won the 1959 NCAA tournament. Also hampering the fortunes of Wooden's team during that time period was a probation that was imposed on all UCLA sports teams in the aftermath of a scandal that involved illegal payments made to players on the school's football team. The probation was also extended to three additional schools: the University of Southern California, California and Stanford. The scandal resulted in the dismantling of the PCC conference.\n\n", "By the 1961–1962 season, the probation was no longer in place and Wooden returned his team to the top of the conference. This time, however, they would take the next step, and in so doing, unleash a run of dominance unparalleled in the history of college basketball. UCLA reached the Final Four of the NCAA tournament for the first time in school history. A narrow loss, due largely to a controversial foul call in a 1962 semi-final game against Ed Jucker's eventual national champion Cincinnati team, convinced Wooden that his Bruins were ready to contend for national championships. Two seasons later in 1964, the final piece of the puzzle fell into place when assistant coach Jerry Norman persuaded Wooden that the team's small-sized players and fast-paced offense would be complemented by the adoption of a zone press defense, which increased the probability of turnovers by the opposing team. The result was a dramatic increase in scoring, giving UCLA a powerhouse team that went 30–0 on its way to the school's first basketball national championship and first undefeated season as the Bruins beat Vic Bubas' taller and slower racially segregated Duke team 98–83 in the final. Walt Hazzard fouled out of the game late in the second half on a player control foul, but this was irrelevant when he cut down the net in celebration and was named tournament most valuable player. Gail Goodrich, Keith Erickson, Fred Slaughter, and Jack Hirsch contributed to the UCLA win. With no player taller than 6 feet, 5 inches, the Bruins' speed and zone press forced 29 turnovers and nullified the height advantage of Duke's Hack Tison and Jay Buckley, two 6-foot, 10-inch players.\n\n", "In the 1964-1965 campaign, the defending NCAA champions got off to an ominous start when UCLA lost to Illinois by 27 points in its opening game. It was all uphill after that as the squad repeated as national champions with Gail Goodrich, Kenny Washington, and Doug McIntosh. The Bruins upended Dave Strack's Michigan team 91–80 in the finals of the NCAA tournament. Goodrich shared Player of the Year honors with Princeton's Bill Bradley. The 1966 squad was denied a chance at a triple crown when it finished second to Oregon State in the Athletic Association of Western Universities (now the Pac-12). UCLA was ineligible to play in the NCAA tournament that year because in those days only conference champions received a bid to the tournament. The Bruins' 1967 incarnation returned with a vengeance with sophomore star Alcindor, reclaiming not only the conference title, but the national crown with another 30–0 season, and then retaining it every season but one until Wooden's retirement immediately following the 1975 NCAA championship.\n\nThe resurgence of the Bruins under Wooden made it obvious that they needed a new home. Since 1932, the Bruins had played at the Men's Gym. It normally seated 2,400, but had been limited to 1,500 since 1955 by order of the city fire marshal. This forced the Bruins to move games to Pan Pacific Auditorium, the Los Angeles Memorial Sports Arena and other venues around Los Angeles when they were expected to attract larger crowds—something that happened fairly often after the Bruins' first national title. At Wooden's urging, a much larger on-campus facility, Pauley Pavilion, was built in time for the 1965–66 season. The building in Westwood was christened on November 27, 1965, in a special game that pitted the UCLA varsity against the UCLA freshmen. It was Lew Alcindor's (later Kareem Abdul-Jabbar) freshman season (freshmen were ineligible to play on the varsity in those days). UCLA was the defending national champion and ranked number 1 in the pre-season poll. The freshmen easily won the game by a score of 75–60. It was a powerful indication of things to come.\n\n", "A rule change was instituted for the 1967–1968 season, primarily because of Alcindor's towering play near the basket. The dunk shot was outlawed and would not be reinstated until the 1976–1977 season, which was shortly after Wooden's retirement. This was at least the second time that the rules committee had initiated change in response to the domination of a superstar player; in 1944, the goaltending rule was instituted to counter George Mikan's dominant defensive play near the basket. In January, UCLA took its 47-game winning streak to the Astrodome in Houston, where the Bruins met Guy Lewis' Houston squad, who had Elvin Hayes and Ken Spain, in the Game of the Century in the nation's first nationally televised regular season college basketball game. Houston upset UCLA 71–69, as Hayes scored 39 points. In a post-game interview, Wooden said, \"We have to start over.\" UCLA went undefeated the rest of the year and thrashed Houston 101–69 in the semi-final rematch of the NCAA tournament en route to the national championship. Sports Illustrated ran the front cover headline Lew's Revenge. The rout of Houston. UCLA limited Hayes to only 10 points; he had been averaging 37.7 points per game. Wooden credited Norman for devising the diamond-and-one defense that contained Hayes. The Game of the Century is also remembered for an incident involving Wooden and Edgar Lacy. Lacy was ineffective on defense against Elvin Hayes, and Wooden benched him after 11 minutes. Lacy never re-entered the game. Furious with Wooden, Lacy quit the team three days later, telling the Los Angeles Times \"I've never enjoyed playing for that man.\" UCLA's talent during the 1968 NCAA tournament was so overwhelming that they placed four players on the All-Tournament team. In addition to Alcindor, Lucius Allen, Mike Warren, and \"Lefty\" Lynn Shackelford were given accolades. Kenny Heitz was also a member of UCLA's 1968 team.\n\n", "Lew Alcindor finished his career at UCLA in 1969 with a third consecutive national championship when the Bruins beat George King's Purdue team 92–72 in the title game. The three straight titles were matched by three consecutive MVP awards in the tournament as Alcindor established himself as college basketball's superstar during the three-peat performance. Alcindor and Wooden would continue their communication even after he left UCLA. In 2017, Jabbar wrote a book, \"Coach Wooden and Me\", which details their long-standing friendship.\n\nA sportswriter commented that everybody outside of UCLA would be happy that glorious day in June when Alcindor finally graduated and college basketball could go back to the routine method of determining a national champion. This prophecy would prove to be ludicrous over the next six years. The 1970 squad proved that nobody was indispensable to the success of the UCLA program, not even Alcindor, as Sidney Wicks, Henry Bibby, Curtis Rowe, John Vallely, and Kenny Booker carried the Bruins to their fourth consecutive NCAA title with an 80–69 win over upstart Jacksonville, coached by Joe Williams. Wicks and Rowe double teamed 7-foot Artis Gilmore on defense and shut down the high-powered Jacksonville offense, which had been averaging 100 points per game. Gilmore and 5'10\" Rex Morgan had been dubbed \"Batman and Robin\" by the press.\n\nIn the 1971 NCAA championship game, Steve Patterson outscored Howard Porter of Jack Kraft's scandal-plagued Villanova squad as UCLA won 68–62. The following year, UCLA had its closest game in all of Wooden's 10 championships, beating Hugh Durham's Florida State team 81–76 to take the 1972 title. After the game, Bill Walton said, \"We didn't play well.\"\n\n\n", "Wooden with Digger Phelps in 1973, after UCLA beat Notre Dame for their NCAA-record 61st straight win\nThe 1972–1973 season was one of the most memorable campaigns in the history of UCLA basketball. Freshmen became eligible to play varsity ball again, and the Bruins went 30–0 and stretched their winning streak to a record 75 straight in breezing through the NCAA tournament by blowing out Gene Bartow's Memphis State team 87–66 in the final, as Bill Walton hit an incredible 21 of 22 field goal attempts. Walton and Wooden were everybody's Player and Coach of the Year again. Keith Wilkes, Greg Lee, and Larry Hollyfield were members of that team, and Wilkes would go on to win four NBA championships as well.\n\nUCLA's two big streaks came to an end during the 1973–1974 season. In January, the winning streak stopped at 88 games when Digger Phelps's Notre Dame squad upended the Bruins 71–70 in South Bend. Two months later, Norm Sloan's North Carolina State team defeated UCLA 80–77 in double overtime in the semifinals of the NCAA tournament. David Thompson was NC State's All-American, and Tom Burleson did an excellent job on defense against Bill Walton. UCLA had beaten the Wolfpack by 18 points early in the season, but things were different when they met in March.\n\nWooden coached what would prove to be his final game in Pauley Pavilion on March 1, 1975, a 93–59 victory over Stanford. Four weeks later, following a 75–74 overtime victory over former player and former assistant coach Denny Crum and Louisville in the 1975 NCAA Tournament semifinal game, Wooden announced that he would retire at age 64 immediately after the championship game. His legendary coaching career concluded triumphantly when Richard Washington and David Meyers combined for 52 points as UCLA responded with a 92–85 win over Joe B. Hall and Kentucky to claim Wooden's first career coaching victory over the Wildcats and his unprecedented 10th national championship. Marques Johnson and Andre McCarter were also key contributors on Wooden's final championship team. The success of Wooden's last team was particularly impressive because it had no marquee stars such as Alcindor, Walton, Hazzard, and Goodrich; the team was a group of rugged opportunists.\n\n", "Andy Hill, who was on three Bruin teams under Wooden that won NCAA championships from 1970 to 1972, decades later co-wrote with Wooden the 2001 book Be Quick—But Don't Hurry! Finding Success in the Teachings of a Lifetime. The bestseller details how Hill applied his experience as a player under Wooden to achieve success in his career as a television executive. His goal was to demonstrate the relevance of Wooden's coaching style to the business world. The book also delves into his personal relationship with Wooden as his coach and mentor.\n\nIn 2004, a 93-year-old Wooden stated that he would not mind coming back as an assistant who could help players with practices and other light duties.\n\nDuring his tenure with the Bruins, Wooden became known as the \"Wizard of Westwood\", though he personally disdained the nickname. He gained lasting fame with UCLA by winning 620 games in 27 seasons and 10 NCAA titles during his last 12 seasons, including seven in a row from 1967 to 1973. His UCLA teams also established an NCAA men's basketball record winning streak of 88 games and four perfect 30–0 seasons. They also won 38 straight games in NCAA tournaments and 98 straight home wins at Pauley Pavilion.\n\n\"He never made more than $35,000 a year salary (not including camps and speaking engagements), including 1975, the year he won his 10th national championship, and never asked for a raise\", wrote Rick Reilly of ESPN. He was given a Bruin powder blue Mercedes that season as a retirement gift. According to his own writings, Wooden turned down an offer to coach the Los Angeles Lakers from owner Jack Kent Cooke that may have been ten times what UCLA was paying him." ]

[ "The story begins only days after the conclusion of Taran Wanderer. With winter approaching, Taran and his companion Gurgi return from their wanderings to Caer Dallben after getting news from Kaw the crow that Princess Eilonwy has returned from the Isle of Mona. Indeed, they find her at home, along with her escort King Rhun of Mona and the former giant Glew, who had been magically restored to human size by a potion from Dallben.\n\nBefore Taran can propose to Eilonwy, the bard-king Fflewddur Fflam and his mount Llyan arrive with a gravely injured Gwydion, Prince of Don. Servants of Arawn had assaulted them and seized the magical black sword Dyrnwyn. Fflewddur also states that Taran was involved in the ambush, baffling everyone. With Achren's help, the truth is determined: Arawn himself has come from Annuvin to the verge of Caer Dallben in the guise of Taran, in order to lure Gwydion into the ambush.\n\nBecause Dyrnwyn may be pivotal as a threat to Arawn, Dallben consults the oracular pig Hen Wen to determine how it may be regained. During the reading, the ash rods used to communicate shatter and the two thirds of Hen Wen's answer are discouraging and vague. When Gwydion heals sufficiently, he sets out with Taran and others to meet with King Smoit. Gwydion insists that he alone should enter Annuvin to seek the sword, but Smoit's Cantrev Cadiffor is on the way. The small party divides, as Rhun and Eilonwy intend to visit the ships of Mona en route.\n\n", "When Gwydion, Taran, and others reach Caer Cadarn, they are imprisoned by Magg, the treacherous former Chief Steward of Mona, who has entered service with Arawn and taken over the fortress. When Eilonwy approaches with the other party, she detects something amiss and they cautiously send Fflewddur Fflam to the fortress as a bard. After entertaining the soldiers for a night, he returns with the bad news. Then the companions encounter Gwystyl of the Fair Folk outside the stronghold, en route home after closing the waypost near Annuvin, personally bearing final observations to King Eiddileg about preparations for war by Arawn's forces. With Gwystyl's assistance and store of magical smokes, fires, and concealments, the companions break in and free the prisoners. The plan goes awry, however; King Smoit and his men are finally able to regain control only by Rhun's intervention, which costs his life.\n\nLearning from Gwystyl of the activities in Annuvin, Gwydion turns from the quest for Dyrnwyn to planning for battle at Caer Dathyl. Gwystyl, Fflewddur, and Taran leave to gather support, respectively from the Fair Folk, the northern realms, and the Free Commots. Kaw, sent out by Taran to reconnoiter the enemy, is attacked by Gwythaints while spying near Annuvin, but manages to reach Medwyn, who asks all the creatures of air and land to oppose the forces of Arawn. Taran, Coll, Eilonwy, and Gurgi muster the Commots, who rally to their friendship with Taran, and sends them marching in groups to Caer Dathyl while the smiths and weavers rallied by Hevydd and Dwyvach work day and night to equip them.\n\n", "Soon after Taran and the last Commots reach Caer Dathyl, King Pryderi arrives from the western realms. In council he announces his new allegiance to Arawn, for the good of all, because \"Arawn will do what the Sons of Don have failed to do: Make an end of endless wars among the cantrevs, and bring peace where there was none before.\" He is rejected utterly but permitted to return unharmed to his army, and at the next day the battle begins. Although the Sons of Don and allies initially have the best of it, the Cauldron-Born arrive en masse before evening, overwhelming the allies and razing Caer Dathyl to the ground.\n\nWith High King Math killed, Gwydion is proclaimed the new High King. With the bulk of the Cauldron-Born deployed outside of Annuvin, Gwydion determines that the best chance is to attack while it is guarded by mortal men alone. He will lead the Sons of Don to waiting ships on the north coast and attack by sea, while Taran leads the Commots to delay the Cauldron-Born's return march, as their power wanes with time and distance from Annuvin.\n\nTaran and his army are able to hold the tired Cauldron-Born warriors beyond arm's length by brute force, and turn the march from a straight and easy route into the rugged hills, although Coll dies in battle. Thanks to a company of Fair Folk, and to the animals sent by Medwyn, they destroy most of the Huntsmen who accompany and lead the undead. At last the Cauldron-Born break free of the hills and return to the lowland route. Regaining strength as they near Annuvin, it would be futile for the exhausted allies to meet them head-on again, so inevitably they take the long, easy route to Arawn's stronghold.\n\n", "Taran and the remainder of his army finally reach Annuvin by a combination of the direct route, a mountain path of Doli's, and a secret pass over Mount Dragon shown to them by Achren. Taran sees that victory is nearly in Gwydion's hands, but also that the Cauldron-Born are about to reach Annuvin. In his alarm, Taran nearly falls off Mount Dragon, but is saved by the now-grown Gwythaint he had rescued so many years ago (The Book of Three). In a desperate attempt to fight off a group of Cauldron-Born who have discovered him on the mountain, he rolls a rock at them, and discovers Dyrnwyn in the hollow the stone occupied. Wielding Dyrnwyn, Taran slays the undead warrior who approaches to slay him, and at that instant all of the Cauldron-Born die as one.\n\nTaran's group enters the fray, and the battle continues through the halls of Annuvin. Taran is almost deceived by Arawn - who has taken the guise of Gwydion - into giving up the sword. After the chaotic defeat of Arawn's forces, the companions gather before the Great Hall. Achren identifies Arawn in the form of a nearby serpent preparing to strike Taran and grabs him. He strikes her fatally, but Taran kills him with Dyrnwyn. With the death of Arawn, the stronghold of Annuvin bursts in flame and falls in ruins, destroying all of the magical implements inside; only Gurgi manages to save several scrolls containing knowledge of farming, smithing, and other crafts. The sword Dyrnwyn begins to fade, losing its magic.\n\nThe allies travel to Caer Dallben, where Gwydion tells them that in victory the Sons of Don, with all kinsmen and kinswomen, must return to the Summer Country. Indeed, all those who still have magic will depart, and the Fair Folk and Medwyn have closed their realms to outsiders. Dallben and Eilonwy must also go, and others who have served well, Taran among them, are given the chance to accompany them. Taran proposes to Eilonwy at last, and she accepts.\n\n", "The Sons of Don plan to leave the next day. However, Taran becomes uncomfortable about his decision overnight. The witches Orddu, Orwen and Orgoch appear before him and reveal that they too are departing, and leave him with an unfinished tapestry depicting his life. He realizes there is much work to be done to rebuild Prydain, and he has made many promises; so he determines to remain behind. Eilonwy is able to willingly give up her magical nature in order to remain with him, and the two are married.\n\nDallben reveals that with this last quest, Taran has completed a path prophesied in the Book of Three whereby an orphan of \"no station in life\" would succeed the Sons of Don as High King. Dallben had traveled to seek such a one and try to hasten the day of Arawn's defeat; on this journey, he found a baby, hidden in the trees beside a battlefield and without any token of parentage, and took it in under the name Taran. Taran receives many gifts, including The Book of Three itself, although its powers, like all magic in Prydain, have also faded away with Arawn's demise, leaving it only as a mere chronicle of Taran's life. With Eilonwy by his side, Taran accepts his new responsibility and is hailed by his friends and battle companions as the new High King." ]

[ "nalized the -- I think finalized the place and we will announce that. Thank you. Gary.\nGary Zhou -- Credit Suisse -- Analyst\nOkay, thank you. Yes. So my last question is, so I know it might too early to tell, but just wondering if management can share with us your view for the kind of the longer-term polysilicon price outlook? So, for example, by 2023. So, when there may be more polysilicon capacity to be commissioned. So when do you be or where do you think the -- probably the kind of a more sustainable polysilicon price can achieve? Thank you.\nLonggen Zhang -- Chief Executive Officer\n", "I think I just answered, Philip, the question about you know the ASP of this year and next year. So yes, for 2023, 2024, really we have to considering the demand and the supply. From a supply side, we continue to see, I think China, a lot of I think existing player continue to expansion plus some new I think comer. But you have to consider that as the technology continue to improve, maybe I think in the next generation the P silicon sale to change to N sale, that's asking for high quality. So, who can produce N-type polysilicon that's most important, the market share, you can continue to have the market share. Second, we just mentioned that this is a CMC, it's a chemical manufacturing control. It's not easy for a new comer, even let's say, existing player new hopes to be the mono-silicon, I think, the structural percentage only I think around 50%. We can reach almost a 99.5%. So, I think the quality, also I think that it's a chemical, I'd say. the ramp up to reach I think the real supply, we'll call, it take a time, so I think that from supply side. From demand side, really, I can't tell you because, look at the global, I think the carbon, I think neutrality targets, I think -- we think at least, I think the compound growth rate should be around 20%. China right now, If you look at account level, distributed generation, it's a very, very -- I think potential market is very, very big. Besides of course the U.S. and China I think the trader war. I think, but I still think, New Energy, the renewable energy is the future. This is the major toll to reach the global, I think the carbon-neutrality targets. So, from I think the demand side really, Gary, you may be the expert because we really don't know. Some people they think as advice, but some people said that the 500 kilowatts maybe by 2025 and Mr. Li. I think if I'm lucky, he estimated as maybe even by 2030, 1,000 gigawatts. So, it's a need a lot of silicon, high quality silicon, it's around like 300,000 -- no, it's a 3 million tonnes -- metric tons. So, we not worry about that. ", "The reason is because we think we own the largest scale, larger scale capacity in Xinjiang, which is as soon as we finish, I think 4B, our capacity maybe around 123,000 to 130,000 tons. Then we have another new place. We are looking for maybe by the middle of the 2022 come to -- put that into -- try pull back in. It's around 1,000 tons and continue to add another 1,000 tons. We think we are -- we have the competitive edge. So that's all our I think a long-term strategic plan.\nGary Zhou -- Credit Suisse -- Analyst\nOkay. Yes. This is a very helpful and those are all the questions from me. Thank you.\nMing Yang -- Chief Financial Officer\nGreat. Thank you, Gary.\nOperator\nThe next question comes from Tony Fei with BOCI. Please go ahead.\nTony Fei -- BOCI -- Analyst\nHi. Good evening management. This is Tony from BOCI. Three questions from my side. And the first one is still regarding the industry capacity expansion. So, just yesterday, the NRDC had a conference to update on the energy consumption status in China, according to which there was -- nine provinces in China has been increased in the energy intensity in the first half of this year including Xinjiang, Qinghai, and Ningxia. So, we know these three provinces hosts most of the new capacity announced by your peers. So, do you think this will slow down their pace in terms of the new capacity expansion?\nLonggen Zhang -- Chief Executive Officer\nYes. Everybody read that -- t" ]

[ " 1990 levels. The European Council is expected to make a final decision in December. In September, China announced a commitment to reach carbon neutrality by 2060, and, at the Beijing wind show in October, the wind industry pledged to provide more than 50 gigawatts of wind per year in China through 2025 and 60 gigawatts per year thereafter.\nIn India, Prime Minister Modi has committed to increase its renewable energy capacity to 450 gigawatts by 2030 and has committed to 40% nonfossil fuel energy by 2030 as part of the Paris Agreement. These are a few examples of the accelerating energy transition we are seeing on a global basis. According to BloombergNEF's 2020 New Energy Outlook climate scenario, to meet a well below two-degree emission scenario, which is the key aim of the Paris Agreement, over 11 terawatts of onshore and one terawatt of offshore wind would need to be installed by 2050. This represents about three times more than the economic transition scenario or their base case. Under the climate scenario, one would represent 45% of global electricity in 2050. Back to the economics of wind, according to Lazard's Levelized Cost of Energy Analysis version 14.0, the unsubsidized levelized cost of energy of the most competitive new wind projects is equal to or lower than the marginal cost of operating existing combined cycle natural gas, nuclear and coal plants. Furthermore, utility-scale wind LCOE remains at or below that of utility-scale solar on an unsubsidized basis and, in the best locations, significantly cheaper on a subsidized basis.\n", "Utility-scale wind LCOE has been reduced by 71% since 2009 according to Lazard, and we and the industry are working hard to continue to drive LCOE down and keep wind as the most cost-effective source of new energy generation. We believe the future for wind energy will continue to strengthen, given some of the recent initiatives and goals to promote the acceleration of an energy transition that I just noted. However, our current long-term goals that we have discussed publicly, including 18 gigawatts of capacity, 20% market share and $2 billion of wind revenue are based on older and more conservative industry forecasts that do not factor in these new initiatives and goals. Stay tuned as we will review and update our long-term goals in light of these new initiatives, including the optimization of our global footprint. Turning to Slide eight. We now have a total potential contract value of up to approximately $5.1 billion through 2024, and the minimum guaranteed volume under our supply agreements is $2.9 billion. This is a net decrease from $5.4 billion and no net change from $2.9 billion from last quarter as a result of extending existing contracts, offset by third quarter sales.\nThe potential and minimum contract values do not include the two lines in China that we are operating under a short-term contract this year, nor does it include the impact from some of the anticipated, new, larger-blade models that we expect to produce after the anticipated 2021 transitions or additional contract extensions. While the health and safety of our associates remains our primary objective, we remain focused on our operating imperatives, including the integration of our key ESG activities to drive profitable growth and long-term shareholder value.\nWith that, let me turn the call over to Bryan.\nBryan Schumaker -- Chief Financial Officer\n", "Thanks, Bill. Please turn to Slide 10. All comparisons made today will be on a year-over-year basis compared to the same period in 2019. For the third quarter ending September 30, 2020, net sales increased by $90.3 million or 23.5% to $474.1 million. Net sales of wind blades increased by 27.8% to $450.1 million. The increase was primarily driven by a 20% increase in the number of wind blades produced year-over-year, largely as a result of increased production at our China, Mexico, Iowa and India facilities. We estimate that our net sales were adversely impacted by approximately $8 million based upon when blade sets, which we had forecasted to produce in the period unde" ]

[ "ing to see that the pipeline grow, where we see Micro LED becoming a really big deal in, I don't know, one to three or four years. How do you look at that?\nRussell Ellwanger -- Chief Executive Officer\nWell, we know that our customers -- I mentioned again today, our customer there is Aledia. And as I stated, I really don't want to talk about Aledia's guidance to us. Number one, it's not proper for me to. As far as Micro LED, I think it's the right way to go. I think nanowire is a very, very exciting technology. I think that Aledia has an incredible technology and very strong differentiation. But will Micro LED grow? Certainly. Is it done 2021? I don't think so. Is it 2022? I think that that will start and I think 2023, 2024 will be very big or will become very big during those years. But I don't think 2021 is going to be huge at all for that. But I think it will start to grow in '22 and will become significant in '23, '24, '25. What is your thought?\nRichard Shannon -- Craig-Hallum Capital Group LLC -- Analyst\nI'm hearing similar timeframes but just want to get your sense as well and that's helpful. I'm glad it fits roughly speaking there. So, I think that's all my questions. Thank you, Russell.\nRussell Ellwanger -- Chief Executive Officer\nThank you.\nOperator\nNext question is from David Duley a Steelhead Securities. Please go ahead.\nRussell Ellwanger -- Chief Executive Officer\nHey, David.\nDavid Duley -- Steelhead Securities -- Analyst\nHey. Thanks for taking my question. Nice results. Could you help just frame what you think or help us understand what the size of the photonics business is now perhaps in 2020, and what your goals or aspirations are for that business?\nRussell Ellwanger -- Chief Executive Officer\n", "Okay. I know exactly what it was in 2020 for us. In 2020, it was just shy of $8 million. If I look at 2021 by forecast, it's -- a substantial increase of that maybe close to 3 times increase in what we're seeing. Where do I think it will get to? I think it will get to, for us, I mean our targets would be to be in the several hundred million. So, I think that it's very possible for it get there. But yeah, that would be our target is for the photonics business to be sitting within some small amount of years, certainly upwards of $100 million. And I think with the target of getting between $200 million and $300 million.\nDavid Duley -- Steelhead Securities -- Analyst\nAnd does this -- would the photonics revenue have above-average gross margin similar to silicon germanium?\nRussell Ellwanger -- Chief Executive Officer\nPresently it certainly has well above average gross margin. It's very, very high margins at present. As anything goes into high volume, margins come down but I believe it will stay very high margin. It'll -- yeah, I think it will be among the highest margins we have in the company.\nDavid Duley -- Steelhead Securities -- Analyst\nExcellent. And then in your prepared remarks you mentioned something about a long-term contract and I had some audio difficulties and so I just don't -- could you just elaborate about what you were talking about there?\nRussell Ellwanger -- Chief Executive Officer\nIf I recall the exact statements it was -- I'm now paraphrasing, it said that as a validation to the strength of the power platforms that we have, we have multiple customers asking us for a long-term supply agreements. Now, when they're asking for a long term supply agreement that takes on some term or some type of a take-or-pay agreement to where there's a certain volume that they're committed to buy and there's a certain volume that we committed to them. Now, customer really won't give you that unless your platform's very powerful because they're committed to use that platform. So, that was the statement that I made. And to add color to it, that is color now, that it would be involving to some level a take-or-pay agreement.\nDavid Duley -- Steelhead Securities -- Analyst\nSo we would expect the customer deposit liability number to be going up over time.\nRussell Ellwanger -- Chief Executive Officer\n", "Not necessarily. A take-or-pay" ]

[ " space that are sort of starting to mature. I think they are years away from implementation and no one's really committed to implementing them yet. So I think that's a longer-term trend that will happen in the industry that we obviously will keep track of and consider how we might evolve to it.\nBy the way, our underlying systems continue to sort of evolve to meet what I would call 5G or 3G PP kind of standards overall. In terms of the overall smartphones, obviously, I've responded to that in the last several earnings calls, told you that we believe that's a strong focus for us. You can tell in our results that we are ideally positioned for personal communications across a wide variety of areas, both stand-alone, and we believe long term in terms of supporting that in all kinds of consumer devices, including smartphones. I'm not really prepared to talk any further about sort of detailed plans on that until we're able to give plans, but we have been working on it for quite a while.\nRic Prentiss -- Raymond James -- Analyst\nThanks, guys. Continue to be well.\nMatt Desch -- Director and Chief Executive Officer\nThanks, Ric.\nOperator\nThe next question comes from Landon Park with Morgan Stanley. Please go ahead.\nLandon Park -- Morgan Stanley -- Analyst\nGreat. Thank you. And I was wondering if you could update us on the broadband side and just how you think the cadence is going to look for the full year? And maybe on the Certus 100 side, are there any particular new products that you see coming that are particularly exciting from your standpoint?\nMatt Desch -- Director and Chief Executive Officer\n", "OK. Well, broadband continues to, I think, pace our expectations here as we continue to have more products from our partners that we're able to meet more market segments like moving beyond maritime and land into aviation and government as we move down from the original sort of Certus 700 products to Certus 200 and Certus 100, we continue to see growing activations, growing adoption. I think I think we're kind of becoming the de facto L-band standard for anything non-Inmarsat in the industry, which are all the VSAT players that do not make up the sort of ViaSat Inmarsat continuum, continuing to kind of be able to be more and more cost effective to go from the larger ships to smaller ships or from commercial aircraft to general aviation and UAV. So I would say -- I'd expect continued kind of quarter-over-quarter growth, particularly as we progress through the year and into the bigger parts of the summer, and that continues to be a strong market for us.\nIt's obviously growing at double-digit rates, and we expect that will happen for a long period of time. As far as Certus 100 goes, you have the portfolios of products that our partners are putting together continue to expand. We're seeing initial activations and across a wide variety of areas from drones to devices on chips to systems on aircraft and land mobile applications. We're going to see, I think, more IoT services coming about.\nI'd say ones I'm particularly excited about, I'm excited about all of them. I think you're going to start sort of seeing that product hit the consumer segment this year and next year where anybody can sort of buy a product that could work say on the clear sheet of a small airplane or on a boat or on -- it can be portable devices, moving from sort of power devices into the portable range. So yes, I'm very bullish on what Certus 100 will kind of do to us long term. It's really a sweet spot for us.\nLandon Park -- Morgan Stanley -- Analyst\nGreat. And just one clarification on the SG&A guidance. So should we be looking at about $120 million for the full year? Is that the right number?\nTom Fitzpatrick -- Chief Financial Officer\nWell, we said it would be about 20%. So --\nLandon Park -- Morgan Stanley -- Analyst\nOK. OK. Thanks very much.\nThanks, Landon.\nOperator\nThe next question comes from Greg Burns with Sidoti & Company. Please go ahead.\n", "Greg Burns -- Sidoti and Company -- Analyst\nMorning. So in terms of the guide, maintaining the service revenue growth target, I wo" ]

[ "In 1383, John I of Castile, husband of Beatrice of Portugal and son-in-law of Ferdinand I of Portugal, claimed the throne of Portugal. A faction of petty noblemen and commoners, led by John of Aviz (later King John I of Portugal) and commanded by General Nuno Álvares Pereira defeated the Castilians in the Battle of Aljubarrota. With this battle, the House of Aviz became the ruling house of Portugal.\n\nThe new ruling dynasty would proceed to push Portugal to the limelight of European politics and culture, creating and sponsoring works of literature, like the Crónicas d'el Rei D. João I by Fernão Lopes, the first riding and hunting manual Livro da ensinança de bem cavalgar toda sela and O Leal Conselheiro both by King Edward of Portugal and the Portuguese translations of Cicero's De Oficiis and Seneca's De Beneficiis by the well traveled Prince Peter of Coimbra, as well as his magnum opus Tratado da Vertuosa Benfeytoria. In an effort of solidification and centralization of royal power the monarchs of this dynasty also ordered the compilation, organization and publication of the first three compilations of laws in Portugal: the Ordenações d'el Rei D. Duarte, which was never enforced; the Ordenações Afonsinas, whose application and enforcement was not uniform across the realm; and the Ordenações Manuelinas, which took advantage of the printing press to reach every corner of the kingdom. The Avis Dynasty also sponsored works of architecture like the Mosteiro da Batalha (literally, the Monastery of the Battle) and led to the creation of the manueline style of architecture in the 16th century.\n\nPortugal also spearheaded European exploration of the world and the Age of Discovery. Prince Henry the Navigator, son of King John I of Portugal, became the main sponsor and patron of this endeavour. During this period, Portugal explored the Atlantic Ocean, discovering the Atlantic archipelagos the Azores, Madeira, and Cape Verde; explored the African coast; colonized selected areas of Africa; discovered an eastern route to India via the Cape of Good Hope; discovered Brazil, explored the Indian Ocean, established trading routes throughout most of southern Asia; and sent the first direct European maritime trade and diplomatic missions to China and Japan.\n\n", "In 1415, Portugal acquired the first of its overseas colonies by conquering Ceuta, the first prosperous Islamic trade centre in North Africa. There followed the first discoveries in the Atlantic: Madeira and the Azores, which led to the first colonization movements.\n\nIn 1422, by decree of King John I, Portugal officially abandoned the previous dating system, the Era of Caesar, and adopted the Anno Domini system, therefore becoming the last catholic realm to do so.\n\n\nThroughout the 15th century, Portuguese explorers sailed the coast of Africa, establishing trading posts for several common types of tradable commodities at the time, ranging from gold to slaves, as they looked for a route to India and its spices, which were coveted in Europe.\n\nThe Treaty of Tordesillas, intended to resolve the dispute that had been created following the return of Christopher Columbus, was made by Pope Alexander VI, the mediator between Portugal and Spain. It was signed on 7 June 1494, and divided the newly discovered lands outside Europe between the two countries along a meridian 370 leagues west of the Cape Verde islands (off the west coast of Africa).\n\n\n", "In 1498, Vasco da Gama accomplished what Columbus set out to do and became the first European to reach India by sea, bringing economic prosperity to Portugal and its population of 1.7 million residents, and helping to start the Portuguese Renaissance. In 1500, the Portuguese explorer Gaspar Corte-Real reached what is now Canada and founded the town of Portugal Cove-St. Philip's, Newfoundland and Labrador, long before the French and English in the 17th century, and being just one of many Portuguese colonizations of the Americas.\n\nIn 1500, Pedro Álvares Cabral discovered Brazil and claimed it for Portugal. Ten years later, Afonso de Albuquerque conquered Goa in India, Muscat and Ormuz in the Persian Strait, and Malacca, now a state in Malaysia. Thus, the Portuguese empire held dominion over commerce in the Indian Ocean and South Atlantic. Portuguese sailors set out to reach Eastern Asia by sailing eastward from Europe, landing in such places as Taiwan, Japan, the island of Timor, and in the Moluccas.\n\nAlthough for a long period it was believed the Dutch were the first Europeans to arrive in Australia, there is also some evidence that the Portuguese may have discovered Australia in 1521. From 1519 to 1522, Ferdinand Magellan (Fernão de Magalhães) organized a Spanish expedition to the East Indies which resulted in the first circumnavigation of the globe. Magellan never made it back to Europe as he was killed by natives in the Philippines in 1521.\n\nThe Treaty of Zaragoza, signed on 22 April 1529 between Portugal and Spain, specified the anti-meridian to the line of demarcation specified in the Treaty of Tordesillas.\n\nAll these factors made Portugal one of the world's major economic, military, and political powers from the 15th century until the late 16th century." ]

[ "t it's also the worst of times, because you cannot get all the product you need when you need it. We continue to manage but I think it's fair to say there is a meaningful chunk of revenue that we could have realized in this quarter that we push out into the future quarters. And we are only seeing that trend accelerating and continue to get stronger as various European countries embark on running fiber to practically every home and we see more and more programs being rolled out and increasing number of requests coming in. So, fiber continues to be very strong. That said, we are also starting to see a lot more activity around 5G wireless deployment as plans are starting to come to fruition and major operators starting to move to start doing initial deployment. It's clearly still not as big as we expect it to be within the next six months. It's the early stage. But we are seeing the progress being made in that area as well.\nSamik Chatterjee -- JPMorgan -- Analyst\nThat's great. And Oleg, if I can follow up, if you can give us an update on where the processes with EXFO, relative to the different actions you've taken there, what do you think are kind of next steps and as a side note, you have been building cash, you're generating quite a substantial amount of cash now on a yearly basis. Outside of EXFO, what else is kind of in thought process or alternatives that you could explore to use the cash that you're generating?\nOleg Khaykin -- President and Chief Executive Officer\n", "Well, I mean, the cash is not burning hole in our pockets. I mean we remain very disciplined. I mean, in the case of EXFO, devaluation put forward by the Chairman and Founder of the company was a no-brainer for us and we knew full ahead fundamentally there is no deal unless Germain Lamon decides to sell, but we felt it was compelling and necessary for us to put a strong offer on the table to signal the value of the business because it's effectively it's our business as well. And the bullishness with which we view that environment and we will see tomorrow I think is the day when their shareholders get to vote. If they vote to -- majority of the minority shareholders vote to decline the offer, then maybe there'll be further discussions. If they vote to accept it, then they get what they deserve, which is selling their shares subpar. So I mean, there's really not much more to it. In the end, it's really very much up to the Chairman and Founder, what he wants to do with the company. But we felt we owed it to our shareholders to signal that we're not afraid to be aggressive and put an offer on the table. And there are other targets potentially out there and in due time, we'll bring them up to the forefront as well.\nSamik Chatterjee -- JPMorgan -- Analyst\nGreat, thank you. Thanks for taking my questions.\nOleg Khaykin -- President and Chief Executive Officer\nSure. Thanks.\nOperator\nYour next question comes from the line of Alex Henderson with Needham. Your line is open.\nAlex Henderson -- Needham -- Analyst\nThanks. I was hoping you could talk a little bit about the magnitude of the impact from the supply chain challenges. To what degree, your order rate is above 1.0 and how much of that you might have been able to ship had you had the product and any granularity around which particular products were the most impacted?\nOleg Khaykin -- President and Chief Executive Officer\n", "Thank you Alex. Well, I mean the order rate in fourth quarter was significantly above 1 point. I mean -- and by significant I mean by big margin right, which -- we always caution people about book-to-bill ratio because remember a lot of our products are shipped within the same quarter. So clearly, when you have a very big book-to-bill index, it just basically tells you have a pretty good start in the first month of the next quarter. And usually -- especially in NSE most of our products in NE in particular are shipped within three to four months. So it's all going to ship -- a big chunk of it is book ship. The shortages that we see, I mean whereas we are able to pretty much manage most things pretty w" ]

[ "other growth year for CEVA as the momentum in our business continues. We are forecasting total revenue to be just over $106 million -- $106 million for 2021 with growth in both royalties and licensing. Specifically, in regard to royalty revenue forecast, we are taking a wait and see approach, as the semiconductor industry has experienced extended lead times for chip orders and lean inventories, which we expect to last through the first half of the year.\nOur licensing business continues to be solid with growing opportunities in 5G, Wi-Fi 6, TWS earbuds and automotive, as Gideon earlier elaborated earlier. We are targeting another record year for licensing, which will set the stage for additional new streams of royalties in the years to come. On the royalty front, we are expecting a decline in royalties from a leading smartphone OEM, who has switched to another baseband supplier for its recently launched 5G smartphone lineup.\nWith that said, we do maintain our presence in its 4G smartphones that are still expected to ship volume this year. We also see continued progress for our China-based customer, who has recently regained good momentum in low cost smartphones for emerging markets, and has also recently launched its first CEVA-powered 5G chip in China. In our base station and IoT product category, we expect to continue to outgrow the markets we are targeting. Overall, we believe that new royalty growth drivers will more than offset the decline in royalties from the 5G smartphone supplier switch.\nOn the expense side, we forecast approximately $3 million additional expenses in 2021 versus 2020 that relates to the devaluation of the US dollar compared to other currencies that we use mainly the shekels and euros. On the cost of goods, we expect higher non-GAAP expenses of approximately $0.5 million due to more sensor fusion chip sales and other project expenses.\n", "On opex, with our strong licensing execution in 2020 and even stronger expectations for 2021, we will continue to support these new customers and reinforce our leadership with disciplined investments in R&D. Overall, non-GAAP opex increase will be approximately $6 million, half of it, $3 million is attributed to the FX, as I stated. Equity-based compensation is forecast to be approximately the same as 2020, around $13.3 million. Annual gross margins are forecasted to be similar to 2020, in the region of 89% on a GAAP basis and 91% on a non-GAAP basis.\nInterest income is forecasted to be lower than 2020 due to lower interest rate environment at around $600,000 per quarter. Tax rate is expected to be higher on an annual basis due to higher taxes in France for our RivieraWaves business, Bluetooth and Wi-Fi. Approximately 22% of pre-tax income on a non-GAAP basis, this is compares to 2020 level excluding $3 million of expenses due to withholding taxes, which could not be utilized in future years. Last, share count for 2021 is expected to be approximately 23.5 million shares.\nSpecifically for the first quarter of 2021. Gross margin is expected to be approximately 89% on a GAAP and 91% on a non-GAAP basis. Opex for the first quarter is expected to be slightly higher than the fourth quarter of 2020. Non-GAAP opex is expected to be in the range of $23.2 million to $24.2 million. Of our anticipated total operating expenses for the first quarter, $3.1 million is expected to be attributable to equity-based compensation expenses and $0.6 million to amortizations.\nOur non-GAAP opex for the first quarter is forecasted to be in the range of $19.6 million to $20.6 million. Net interest income that is expected to be about $600,000. Taxes for the first quarter a bit higher, they're staying $0.5 million in both GAAP and non-GAAP basis. And share count for the first quarter is expected to be around 23.3 million shares.\nNicole, you could now open the Q&A session, please.\nQuestions and Answers:\nOperator\n", "We will now begin the question-and-answer session. [Operator Instructions] Our first question today will come from Matt Ramsay with Cowen. Please go ahead.\nMatt Ramsay -- Cowen -- Analyst\n" ]

[ "5G cores and we're in the process of doing First Office Applications and pilots and things like that before going into production in the next six to 12 months. So it's a hardware expansion opportunity today and over the next 12 months, it will move to be a software opportunity in 5G cores for F5.\nSamik Chatterjee -- J.P Morgan -- Analyst\nOkay. Got it. Francois, just as a follow-up. Looking at the growth trends across the different geographies, I'm just trying to get a better sense of the variability we are seeing, like Americas was a strong growth -- strongest growth geography for you last quarter. It's moderated significantly in terms of the growth rate while still growing, whereas EMEA and APAC aren't driving the growth this quarter. Is it like something on the ground that's impacting it in terms of like sales force, etc., like what's really driving that amount of variability in the performance by geography?\nFrancois Locoh-Donou -- President, Chief Executive Officer and Director\nThere isn't really anything of note. I would say the service provider vertical, we had some important expansions in EMEA and APAC that help drive the growth there. but I wouldn't put too much into the quarter-to-quarter variability into the geographies. Overall, Samik, we're -- the strength in demand that we are seeing both in hardware and in the software subscriptions that I've talked about that is across the board and across geographies.\nSamik Chatterjee -- J.P Morgan -- Analyst\nThank you. Thanks for taking the questions. Certainly. Your next question comes from Alex Henderson from Needham.\nAlex Henderson -- Needham & Company -- Analyst\n", "Thank you very much. So I was hoping you could talk a little bit about the transition to hardware in the context of the launch of the integration of the Beacon technology in a platform last year in the spring, which doest tie in the Kubernetes-NGINX oriented products back to the BIG-IP and to what extent you may be seeing some refresh there in those systems because the admin -- IT administrator, the CIO is able to bring some control back into the DevOps process and use that integration between the BIG-IP to the NGINX product to put guardrails in front of the DevOps people. Is that part of what's going on here as well or is it just simply that last year, you couldn't do installs because things were so locked down, but the installed base you've gauged in your report needed upgrade, is it -- could you give us a little bit more clarity around that?\nAnd then the other piece to that is with Kubernetes' adoption according to recent plug thorough and numbers -- the 2x what it was a year ago and 96% of that -- of companies saying they're going to go with multi-cloud, can you talk a bit about what kind of integration you're doing with Hashi and partnering -- how your partnership with HashiCorp is starting up? Thanks.\nKara Sprague -- Executive Vice President and General Manager, BIG-IP\nHi, Alex, it's Kara.\nAlex Henderson -- Needham & Company -- Analyst\nOkay\nKara Sprague -- Executive Vice President and General Manager, BIG-IP\nI'll start on the -- good to talk to you. On the transition to hardware, I mean we talked through a number of factors that are driving the strength and the robust demand that we're seeing in hardware today. One of those factors I do believe is around the strength of the portfolio is coming together and customers are seeing F5's relevance in modern applications and strong relevance in security use cases. And certainly, that's playing into some of what we're seeing. But I have to -- I really do think if you go back to the script and what Francois has already addressed in the questions, the robust demand that we're seeing is really more of the latter -- that latter factor that you described. So that at least the answer to your first question.\n", "On the second question in terms of what we're doing with Hashi. We have a partnership with Hashi. We have several integrations in the BIG-IP space around various elements including we make strong use of Terraform integrations to enable automation for our customers " ]

[ "ng demand in the long dormant automotive test market with orders for our Eagle Test product lines surging. Smartphone shipments are expected to grow in 2021 after contracting about 10% in 2020 and 5G content should increase. On the other hand, the SOC test market in China will likely be down in 2021 due to the expanded and full year effects of trade restrictions that were widened in 2020. Also as always, tester demand from our largest customer will remain opaque until some time in Q2. Additionally, the global economic impact of COVID and its impact on electronics demand after a surge in 2020, It's hard to forecast with arguments for both positive and negative effects.\nTaking all of that into account, we have a bit wider range in our SOC market size estimate for 2021 at $3.3 billion to $3.8 billion, up slightly from 2020 at the midpoint. In Memory Test, the transition to LPDDR5 and DDR5 should gain momentum in 2021 and beyond. After growing about 50% in 2020, we view the memory market to be in the $800 million to $1 billion range in 2021about even with 2020 at the midpoint.\n", "In Storage Test, the underlying demand drivers of increased density and HDD and increased complexity in Semi Devices driving system level test remain in place. However, visibility is limited and annual shipments can be very lumpy. After more than tripling over the last 3 years, we expect 2021 sales to be in a band of plus or minus 20% from the 2020 level. For the rest of our test businesses, we expect growth in the 5% to 10% range in 2021. In Industrial Automation, 2021 is starting off on a strong footing. Barring any additional COVID related manufacturing sector shutdowns, we expect to deliver the highest ever first quarter sales in each of our automation businesses and we are well positioned to grow in excess of 30% for the year. 2020's results reflect well on Teradyne strategy, execution, and efficiency. Our test businesses show the successful results of R&D bets in years past, and enable us to increase those bets for the future. Our industrial automation investments continue undeterred by short-term impacts of COVID and we are well positioned to capitalize on a world emerging to invest even more in automation to improve resilience and productivity. Equally significant, 2020 shows the resilience of Teradyne employees, our global suppliers, and our operating model. In the face of unimaginable challenges across communities worldwide, the team dealt with health, safety, and operation obstacles daily, met R&D milestones, executed steep new product ramps, and delivered record shipments of SOC, memory and storage test products to meet our customers' needs. We did all this while exercising the cost and schedule discipline expected at Teradyne. This is truly extraordinary and I am very grateful to be part of such a powerful team.\nAs we move into 2021, the outlook appears bright across all our markets. As Sanjay will detail, we are returning to our share repurchase program and have an active M&A pipeline. As 2020 taught us, no matter what comes our way in the short term, I am confident our global team and market strategy will deliver exciting long-term returns for our customers, investors, and employees. Sanjay will now take you through the financial and modeling details. Sanjay?\nSanjay Mehta -- Vice President, Chief Financial Officer\n", "Thank you, Mark. Good morning, everyone. Today, I'll cover the financial highlights of Q4 and review the financial details of 2020. Looking forward, I'll provide our Q1 outlook, an update to our mid-term earnings model, and our capital allocation plans. Now to Q4.\nRevenues were $759 million, which were $19 million above the high end of the guidance range. We delivered a non-GAAP operating profit of 30% and EPS of $1.10. Semi Test revenue of $524 million was driven by SOC and Memory Test demand enabling 5G handsets and higher speed flash and DRAM devices. System test group had revenue of $104 million down quarter-over-quarter driven by lower Storage Test shipments. Industrial automation or IA revenue of $92 million had a seasona" ]

[ "o look closely at our cost structure and to be more efficient as a company. That's -- one always has to do that in a crisis, and just thinking about our core beliefs and what do we want to do. And we came to a conclusion that, that the right move was actually to continue to expand rapidly, continue to invest in the future and in new technologies, even though it is risky. And we've talked to some of our key investors, and they support that approach as well. So I think that there's clearly an uncertain future ahead. It's a bit of a bumpy road. But I think the long-term prospects are extremely good. Anything you guys want to add?\nZachary J. Kirkhorn -- Chief Financial Officer\nYeah, I agree with that, Elon. The prioritization on the key projects will enable us to execute more efficiently and faster on them, which I think is great. The other one that I would add is, it's always been our vision at Tesla to improve the customer experience and make that as digital as possible.\nElon Musk -- Co-Founder and Chief Executive Officer\nYeah. Touchless delivery.\nZachary J. Kirkhorn -- Chief Financial Officer\nYeah, So touchless delivery, mobile service touchless sales has been something that we've been very focused on and made a lot of progress on.\nElon Musk -- Co-Founder and Chief Executive Officer\nYeah. Tesla is the only car that you can literally order in less than five minutes on your phone, you can order a car and have it delivered to your doorstep with all the paper and everything done. That's it. Effortless.\nZachary J. Kirkhorn -- Chief Financial Officer\nAnd many customers do that.\nElon Musk -- Co-Founder and Chief Executive Officer\n", "And they're doing it, yes. In fact, a big part of it is just trying to communicate to people that this is something you can do, because normally, buying a car is quite a pain -- for most people, they would rather go to the dentist than buy a new car. Actually, my dentist is very -- but it's really like quite an arduous thing. When the typical retail experience for buying a new car is more painful to people than having a root canal done, you have to say, well -- and for Tesla, it is completely as easy as ordering something from the Apple App Store or something on Amazon and, except it's a car. Yeah. All right. And five minutes is a, if you really went fast, I think you could order a car probably in 90 seconds, so.\nMartin Viecha -- Senior Director for Investor Relations\nThank you. The next question from institutional investor is, can you give us a brief preview of the Battery Day by generally highlighting steps Tesla is taking to improve self energy density and time line for introduction?\nElon Musk -- Co-Founder and Chief Executive Officer\nYeah. Actually, we were just -- we don't want to pre-empt Battery Day. We want to -- leave the exciting news for that day, but there will be a lot of exciting news to tell. And I think it would be one of the most exciting days in Tesla's history and we're just trying to figure out the right timing for that. We think probably the right timing will be the -- probably the third week of May. Not giving a firm date, but we think that probably that's the right timing. And depending upon what we're allowed to do, it will either be in California or Texas.\nMartin Viecha -- Senior Director for Investor Relations\nOkay. And the last question from institutional investors, could you please update on progress stores development and commercialization of Full Self-Driving? How much revenue have you recognized so far?\nZachary J. Kirkhorn -- Chief Financial Officer\nSo there is a couple of things on the financials for Full Self-Driving. And so, currently, in North America, it's sold for $7,000 as an option. We take roughly half of that as revenue, and the other half of it goes into deferred revenue. That's associated with features that will be released with time.\n", "Our deferred revenue balance is continuing to grow. It's a little bit over $600 million. And so as we release features with time, at the end of every quarter, we take a look at what features have been released, associated value an" ]

[ "you thinking some of these international awards could continue to trend, especially given the focus that you have here on growing international backlog while the U.S. takes time to recover?\nSean Hunkler -- President and Chief Executive Officer\nWe certainly see the opportunities in Europe for sure. We see opportunities in Southeast Asia, in Africa and pretty much all around the globe, where we have boots on the ground. In addition, because of the HX acquisition, we think it's going to help really open up the market in China as well. And it's also going to help us in other markets to have a really high quality 1P Tracker from HX as well.\nSo we're really, frankly speaking, we're excited about the opportunities around the globe. The new opportunities that we talked about came from Southeast Asia, came from Africa. And as I mentioned before, our pipeline is up to 64 gigawatts and half of that now is international, 20% growth internationally so far this year. And we're really quite excited about that.\nLet me also have Patrick Cook, our chief commercial officer comment.\nPatrick Cook -- Chief Commercial Officer\nYeah, from our perspective, what we're seeing, I'd say, in the last three to four months, definitely an uptick in activity in the European market. And we've had a team on the ground there for about a year developing relationships and partnerships with folks in that region, similar what we did in Southeast Asia, sub-Saharan Africa and Australia. And so we've definitely seen an uptick in the level of activity in terms of bidding in that region, and we hope to be able to take advantage of that activity in terms of project wins because we have those relationships with the EPCs and developers.\nJulien Dumoulin-Smith -- Bank of America Merrill Lynch -- Analyst\n", "And then maybe can we talk a little bit about the -- just the EBITDA trend here and balance sheet a little bit further? Just how are you thinking about the cash burn rate? Obviously, in the quarter, you saw some working capital outflow contribute alongside EBITDA burn. Can you talk about how you see that trending in 2Q and 3Q? Obviously, you're talking about an improvement here in the third-quarter timeframe here, obviously, pulling back guidance in the context of having a little bit less clarity in the near-term. So I appreciate the opacity to the situation, but how are you thinking about sort of managing the liquidity side of this? Obviously, 2Q with an EBITDA burn, how do you think about AR in 2Q? And how do you think about the levers that you have as you think about 3Q even?\nSean Hunkler -- President and Chief Executive Officer\nSo we're definitely seeing progress in AR. I mentioned before at the end of Q1, we had $130 million in receivables, and we've made really good progress in terms of collections on those receivables. And definitely, we'll see a continued improvement in cash. And so honestly speaking, I feel good about the improvement we made even so far in the current quarter, and I expect it to continue.\nIn addition, we also have the $100 million revolver. It's completely undrawn, and so we have that as well. And again, I feel good about the progress we've made in terms of cash and we'll continue to make. Let me let our CFO, Phelps Morris comment on that as well.\nPhelps Morris -- Chief Financial Officer\nYeah. So as Sean mentioned, right, we had some timing issues at the end of Q1, where a number of invoices were due. We've done a really good job on collecting those as we moved in this quarter. We do anticipate for this quarter Q2 that we will be able -- a net increase in terms of cash despite the guide in terms of the negative EBITDA.\nSo as we talk about with the kind of the second half, just ranges in terms of margins, we do anticipate margins to increase sequentially throughout the year. And so we do have multiple levers, as Sean mentioned, untapped revolver, etcetera, that will help us manage through any liquidity issues.\nSean Hunkler -- President and Chief Executive Officer\n", "So the other thing, too, I would add, Julien is we -- obviously, we have a lot of focu" ]

[ "t off, I just want to just talk on systems growth and what you've seen so far it sounds to be much better than the Horizon 2 all the long-term target. So you just remind us what is driving that growth? And should we think what this means for Horizon 2 growth for the systems?\nFrancois Locoh-Donou -- President, Chief Executive Officer and Director\nYes, I mean -- the, what's driving the systems growth. I think, there are few micro sectors in the sense that I think the IT spending environment right now is fairly healthy and there is also a lot of consumption of digital services by consumers and that in turn is fueling growth in application. So growth in demand for application. I would say that is kind of the biggest micro factor because what we see is a lot of our customers when they're refreshing their appliances, they don't go just for a refresh, they go for refresh and capacity expansion and sometimes it's capacity expansion and transformation because they want to move in a private cloud environment and that's driven by there just more traffic and more usage of it even their traditional applications. We see, as I said earlier, growth with digital and fast service providers and for them the growth comes from -- they're are sometimes their services, but demand for their services whether it's collaboration platforms or e-commerce platforms or even SaaS providers, the demand for their services are growing rapidly and we are built into their infrastructure and so that drives demand for our hardware, our systems into their infrastructure.\n", "And I would say, generally there is also a fundamental change in stance, Amit, from when you go back three, four years ago. I would regularly hear from customers four years ago, look we don't want to buy more hardware because we're going to move everything to the cloud, we're going to be out of our data centers. We've got to figure out our architecture, and at the time we said there was a pause because people were thinking their architecture. There is not a single CIO that has told me this in the last 12 months. Every one of them -- I think a lot of people have learned from the first implementations in public cloud, sometimes the cost and time associated with refactoring applications. And generally, I think people are more comfortable that they're going to be in a hybrid environment for a very, very long time to come. It's not forever. And so they're comfortable growing their on-prem presence with hardware where it makes sense and leveraging the public cloud for other initiatives. And I think that that halo, that environment is very different than it was four years ago.\nAnd then the last factor that has an impact on our systems business, I mean it is security. I said earlier that we had very strong growth in SaaS security with Shape subscription, security with NGINX. But we also have very healthy double-digit growth in hardware security and that's because the -- all of these apps need to be secured and customers are aware of the risks, so they're moving forward with application security.\nAmit Daryanani -- Evercore ISI -- Analyst\nGot it. that is really helpful. If I could just maybe ask you to clarify a little bit more for me. I think a lot of folks tend to think that if the software business grows 35%, systems has to be planned, its a bit of a either [Indecipherable] sometimes for people. Is it fair to say given what you just outlined with hybrid being the reality that you could have systems growth and software growth be more durable over time versus not?\nFrancois Locoh-Donou -- President, Chief Executive Officer and Director\n", "Yes, is the potentially a possible scenario. I would separate though. When you look at our software business, you've got NGINX and Shape, and I don't think there's any relationship between the growth of that part of our software portfolio and the growth in hardware. When you look at BIG-IP per se, this is where we have seen and we try to continue to see some customers that we would have expected to have moved to software form factor right now that are delaying or reconsid" ]

[ "itioned to navigate through that. We definitely have the technology that is needed to make that lift in China. And our numbers there continue to look very strong.\nSo, it's a great part of the portfolio. It definitely is an opportunity to kind of enrich the technology within those phones. They're still a little bit lighter than some of the flagships that we have in the U.S. But we have to know how to do it.\nThe other thing about the China market is they want integration. They want labs to fast types of products. They want our applications engineers. They need people that can make the job easier for them and fulfill a smooth transition to the consumer.\nSo, all that stuff around the edges, that's our bread and butter. So, we are a great advocate there, and we're a great partner to those OEMs.\nHarsh Kumar -- Piper Sandler -- Analyst\nThanks, Liam.\nOperator\nThank you. Your next question comes from the line of Timothy Arcuri from UBS. Please proceed with your question.\nTimothy Arcuri -- UBS -- Analyst\nThanks a lot. Kris, now that the fiscal year is over, can you give us a sense of what your top customer was for fiscal '21?\nKris Sennesael -- Chief Financial Officer\nYes. The top customer came in at 59% of total revenue on a full-year basis. By the way, in Q4, that was approximately the same 59%, which is slightly up from the Q4 of fiscal '20, which was at 56%. But of course, you have to take into account the timing of the launch of some of the new smartphone platforms there.\n", "I mean, this is a big number, but it really underscores the deep customer engagement that we have with this customer, by the way, not only in their smartphone lineup but almost in every other product that they have and that they sell, you will find Skyworks inside. Also, in Q4, the quarter we just closed, the Skyworks team really executed well, supporting the launch and the ramp of a new smartphone platform that yet again, for now almost 10 or 13 times in a row, we were able to obtain higher dollar content per phone as witnessed by the tier downs that came out when the phone came out. And you can see when you look at the tier downs, we really provided multiple high-performance, very complex, highly integrated solutions, multiple sockets in that form that includes, in many cases, multiple best-in-class filters, including TC-SAW and bulk acoustic wave technology across the transmit chain, the receive chain, as well as many other functionalities, including GPS and WiFi, of course. So, great execution there by the team.\nTimothy Arcuri -- UBS -- Analyst\nThanks a lot for that, Kris. I guess as my follow-up, there's kind of a lot of noise in the China market. I know that you don't have as much exposure to the domestic market or at least the Chinese OEMs as some of your peers do, but there's some diverging data points. I mean, end market sell-through is not great.\nBut definitely, the high tier seems pretty tight. So, can you just talk about what you're seeing in China maybe -- and maybe you can have a distinction between sell-in and sell-through? Thanks.\nLiam Griffin -- Chairman, Chief Executive Officer, and President\nYeah. I mean, the China market is important to us, and we've played that quite well. We have great partnerships with all the leading brands. I think the key here, and Kris kind of mentioned it, it's all about performance.\nIt's not just -- it's not phone to phone, it's technology to technology. And you see a very, very different technology in the higher-end players in China, where they are embracing the kinds of increasingly complex signals that Kris mentioned, using bulk acoustic wave, using our TC-SAW, using an integrated approach, a Sky5 approach. In that side of the field, it's great, and we have a tremendous opportunity. We're continuing to grow the content because the complexity is going up.\n", "The complexity is what's driving the content. So, we're making that adoption happen rapidly depending -- independent of market conditions. And we're also trying to uplift the lower end. There's still a pretty high percentage of lower-end phones in China that we" ]