Cristiano Ronaldo just opened a beautiful, football-themed hotel in his hometown — take a look inside

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Cristiano Ronaldo recently opened a stylish, football-themed hotel in Portugal's Madeira, where guests can lounge by a rooftop infinity pool, exercise in an open-air gym, and take a bath in a room designed to look like a football field.

The 48-room Pestana CR7 is partially-owned by the Real Madrid footballer, who grew up where the hotel is based in Funchal, Madeira. It has plenty of sports memorabilia on display, with Ronaldo's shirts, trophies, and trainers dotted around the hotel.

Despite its luxury feel, the hotel is surprisingly affordable with standard guest rooms beginning at £184 per night.

Pestana CR7 is planning to expand the hotel to other cities including Lisbon, Madrid, and New York City, according to Travel + Leisure.

Take a look inside the hotel below:

Welcome to Pestana CR7, located 20 minutes from Madeira's Cristiano Ronaldo Airport (formerly known as Santa Catarina Airport).

The lobby has a sleek decor with quirky features, like this hand-shaped seat, reminiscent of a boutique hotel. Guests can check in here, or via an app.

After taking a private elevator, guests walk along a corridor carpeted to look like a football field to get to their rooms. Ronaldo, who can be seen celebrating his awesomeness at the end of the hall, is also there to greet guests.

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Harley Davidson and The Cheesecake Factory reveal how bad the oil crash really is (HOG, CAKE, OIL, WTI, VDE)

Harley Davidson Motorcycle Scotland

A growing number of companies are revealing the impact of the oil crash on their businesses in the metro areas that drill the most.

The oil downturn was first felt by energy giants, whose sales and profits dropped, prompting mass layoffs and other cost-cutting steps.

This second-quarter earnings season, the impact of the crash on other industries is becoming more apparent.

Harley-Davidson, the maker of big, loud motorcycles, reported a 5.2% decline in US sales during the second quarter, citing weakness in oil-dependent areas.

"It is certainly a headwind to the industry," John Olin, the company's chief financial officer, said.

He continued (emphasis added):

"And what we saw about a year ago, first quarter — well, first quarter of 2015, we first noticed that those areas were declining more than other areas in the United States, obviously driven by the depression in oil prices. We saw that increase from a modest amount in the first quarter, increased through the second quarter and third quarter, and it hit about a 10% rate in the fourth quarter.

"Now, we've seen that hold a 10% in the fourth quarter of last year, the first quarter of this year, and the second quarter was also a 10%. As we look forward, we're going to start to lap more significant rises on a year-over-year basis, hopefully we'll start to see it temper a little bit, but at this point, it's not getting worse, but it is not getting better either."

Harley-Davidson also reported an increase in the 30-day delinquency rate for retail motorcycle loan payments it was owed, in part because of oil-heavy regions.

This echoes a post by New York Fed economists in May showing that auto-loan delinquency rates jumped in counties where oil and gas make up at least 6% of employment.

While lower oil prices meant cheaper gas for drivers, it cost many workers in oil-rich areas like Houston their jobs. This, and a deterioration in confidence about future business conditions, affected how much they were willing to spend.

And it's not just spending on big-ticket items like motorcycles. The Cheesecake Factory reported a drop in traffic to its stores. Its overall sales rose year-on-year.

"It was particularly the Houston market where the regional economy is challenged, and also we have some major site-specific construction that's impacting one of our restaurants there," W. Douglas Benn, The Cheesecake Factory's CFO, said during the company's earnings call.

Del Frisco's Restaurant Group last week noted lower sales at some of its steakhouses in Houston, as weaker worker sentiment kept some customers away.

Crude-oil prices have plummeted 19% in July, as investors have become concerned again about the high levels of US inventories. A 20% decline would put oil back into a bear market.

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Uber is spending a fortune on its food delivery business in London

UberEATS delivery boy

UberEATS launched in London last month and the food delivery service got off to a bit of a rocky start with hordes of people experiencing lengthy delivery times and wrong orders.

These mistakes don't come cheap for Uber, which is trying to compete with rival operations like Deliveroo and the now bankrupt Take Eat Easy.

Every time UberEATS makes a late delivery it gives the customer £20 off their next transaction. That can add up to be a significant amount when hundreds of customers experiences multiple late deliveries, as Twitter would suggest.

I worked out that I've had over £80 off the eight orders I've made. My UberEATS receipts show I've ordered £109.95 worth of food but paid just £30-£40 for it. My colleague Rob Price thinks he's had around £100 off.

Uber isn't just giving customers money off for late deliveries. Like many other food delivery companies, it's also giving people £10 credit for every friend they get to sign up to the service with their unique referral code.

For what it's worth, I don't think I've used Deliveroo once since UberEATS arrived. Why would I when I keep getting free credit from UberEATS? It's not like there's a huge amount of difference between the restaurants on each platform.

All this got me wondering how much money UberEATS is currently losing on its London operation. Unsurprisingly, Uber was not willing to share this information. However, UberEATS general manager Alex Czarnecki provided us with the following statement:

"When you order from UberEATS it’s because you're hungry, and we think waiting more than 30 minutes when you're hungry is too long. That's why we made the 30 minute promise — if your food is not with you in 30 minutes, your next order's on us. Its no secret that when we launched London's appetite for UberEATS surpassed our predictions, which is why for the first little while the average delivery time was 36 minutes.

"However, since launch we have quadrupled the number of couriers on the roads, and now the average delivery time is 28 minutes. We're so confident in our network of couriers and restaurants partners that we're increasing the promise so that orders up to £30 will now receive £30 off their next order if it takes longer than 30 minutes."

Uber has raised $12.5 billion (£9.49 billion) to help it grow and expand worldwide. A considerable chunk of that is now being used to aggressively grow its food company.

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Facebook and YouTube are killing Vine: Half of Vine’s top 9,725 accounts have now deleted their profiles or stopped posting (TWTR)

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A large share of Vine’s top creators have stopped posting on the platform since the beginning of the year, according to research conducted by Makerly and covered by The Washington Post.

This is a troubling sign for Vine and adds to its struggle with decreasing app usage and departing staff. 

Over half of Vine's top 9,725 accounts have either deleted their profiles or stopped posting to the platform since January 1. Those accounts had at least 15,000 followers, which puts them in the top 1% on the platform. This data corroborates an earlier report in The Wall Street Journal that Vine’s stars were leaving for competitors like Facebook, Instagram, and YouTube.

Vine pioneered the short-form video when it launched in 2013, creating a novel genre of short-form content and providing a launchpad for a new generation of internet stars to emerge. But in the three years since, it has failed to innovate on top of this core offering and protect itself from imitation by rivals. 

All in all, Vine’s decline is a consequence of the following factors:

  • Competing platforms have better functionality. Vine’s decline can be traced to the rapid rise of Snapchat and the introduction of videos on Instagram in 2013. Instagram allowed users to post videos up to 15 seconds, compared to Vine’s six, and also came with built-in editing functions that Vine lacked. Snapchat's platform came with the ability to draw on top of images and videos, as well as add filters and stickers. 
  • Better incentives to create content on other platforms. Vine had 200 million monthly users in August 2015, according to Venture Beat. While substantial, this number still pales in comparison to audiences on Facebook, Instagram, and YouTube. Meanwhile, Vine had no mechanisms for rewarding its creators until last month, when it allowed select Vine users to join Twitter Amplify. YouTube and Facebook, meanwhile, have long-established revenue-share schemes in place. In some cases, Facebook even pays creators directly. Furthermore, YouTube trains creators on how to grow their channels, and also provides professional studio space. Finally, the shift of marketers away from Vine limits the opportunities for creators to earn money from endorsements and influencer marketing partnerships.
  • Vine and Twitter's bullying problem. Vine has also been criticized for failing to moderate hate and filter out harmful comments on its platform, causing some creators to flee from the negative space. One such example is Brittany Furlan, the fifth most-followed star on Vine, who received  menacing remarks on the platform daily. She has since left Vine for Facebook and Instagram where she says the comments are more positive.

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A German challenger bank that works like an app-store just got acquired — here’s why

Matthias Kroner Fidor Bank

German digital bank Fidor is being acquired by Groupe BPCE, the second-largest banking group in France.

Fidor will continue as in independent business after the deal, announced late on Thursday, closes. Founder Matthias Kröner will remain as CEO. Financial terms of the takeover haven't been disclosed.

Kröner says in an emailed statement: "This move will allow Fidor to continue its international expansion and drive the development of our innovative digital technology even further.

"In a world of increasing volatility, it is important to be a member of a strong group and this transaction is strongly improving our overall financial sustainability."

François Pérol, Chairman of BPCE, says the deal is "a key step in the acceleration of the digital transformation of our group." BPCE was formed in 2009 through the merger of Banque Populaire and Caisse d'Epargne.

Digital-only bank Fidor was founded in Germany in 2009 and has 120,000 customers. It is unusual for two reasons — firstly, it puts a big emphasis on the idea of "community" in banking. Its message board has 350,000 members and is a key part of its offering. Fidor encourages customers to request services, changes, and offer advice to other customers.

Secondly, it's built more like an app store than a traditional bank. In Germany, Fidor offers core banking services but partners up with other companies to offer things like peer-to-peer loans and foreign exchange transfer. (It has plenty of other innovative features, like linking interest rates to Facebook likes.)

Fidor launched in the UK last September and BI interviewed Kröner in London at the time to get an idea of what the bank was about. We're re-publishing the interview below so you can see what BPCE was so excited about. 

Business Insider: Do you want to tell me a little bit about the Fidor story and where the bank is coming from?

Matthias Kröner: Well, how much time have you got? First of all, maybe I should share a little bit about why we set up a bank at a time like that. The team that set up Fidor, there's a core of really dedicated, innovative, rule-breaking guys. We ran a bank before already, this is our second bank. The bank we set up before was a similar direct banking, web-based approached.

BI: What was that called?

MK: DAB Bank. It was a very customer-focused approach, it was rule-breaking. There was a lot of transparency. For the first time we allowed people a very detailed look at their assets, the market price development and enabled them to act on market developments. It was there, like Fidor today, to primarily service the needs of the customer, not the bank.

Why do I think like that? I don't know, but I think I started my business life in the hotel industry and hospitality, and this is why I'm interested in concepts. I'm always interested in how you can set it up in a different way.

With Fidor we thought how can we improve the experience for the customer. With the onset of Web 2.0 we thought this is going to affect retail banking, 100%. And on this conviction we applied for a banking licence. Then the financial crisis started.

BI: Good timing.

MK: Perfect timing. On the one side we've been super annoyed by that, at one time thinking about stopping. On the other side, we had the chance to witness how the established players are acting and behaving in this environment, which they caused themselves.

We saw the Occupy movement, the "We are 99%" movement, how people suddenly started to publicly hate bankers, to call them banksters. We thought, well, that's the biggest starting signal of all. There was a must for Fidor. We received a banking licence in May 2009 and we kicked off our banking business in 2010.

BI: Am I right in thinking you launched here in April?

MK: Yeah, in a very silent, below the radar way. Why do we do so? We first of all want to test the temperature, getting familiar with the environment. You have your own rules like everybody. We've got a German licence which means we can passport that, but nevertheless it's a UK environment.

BI: How's the water been so far?

MK: To be honest, it's the second step we're doing, because we're very active in our loan book business already in the UK. That was going on way before — I would say 3 years now? But we are not acting on a Fidor brand name, we're acting with different loan partners and loan generators and financing and refinancing those parties. Again, we feel very comfortable being in this market. But now it will be Fidor brand.

What is the temperature? So far we feel comfortable. We have the first 100 or so community members, we have the first discussions going on in our community and it will get really interesting when we start to come around with the first products and offerings.

BI: So you haven't launched any products yet?

MK: No, community only so far. Why? Because as part of putting our toe in the water we're going to talk to these early adopting customers and users. We don't talk to them we listen, in order to find out what their priorities will be, what they want to see from a new bank, what they do not want to see. We're taking a mutual approach.Fidor Main LogoBI: What products are you planning to launch?

MK: First of all, I would say we'll come out with a savings product. Then we will have a sequence of roll-outs and see how we walk along that. It's not all planned out. In the community there's a lot of conversation going on about bitcoin, so we will see how British regulators handle that. Will it be the top priority? We will see.

We will see what we can do with payments, maybe integrate Ripple. We're definitely going to come up with an SME [small and medium enterprise] product at some point, maybe not now but in the longer term. But longer term to us means 9 months instead of 3 months. I'm not talking normal banking longer term.

You can see what we have today in Germany, which is the current account for retail and corporate that is very rich in its functionality. It has different ways of sending money, it has peer-to-peer lending as well as normal loan products from us, savings and investments via crowdfunding, FX as well as precious metals.

We're teaming up with peer-to-peer brokers, crowdfunding partners — the fintech environment. Which means the product is as attractive as possible. Fintech we are embracing. We are very happy to integrate them into our product. Our account in the UK will become what it is in Germany, which is a marketplace.

BI: Interesting, so you're reimagining how a bank works.

MK: Yeah, maybe. We have some core features delivered by us and the rest is from outside partners. But we as the bank take care of regulation, we as a bank take care of our customers' identity, we take care of the payment issues. We enable it by an API technology. We've already had one or two developer days in the UK.

We are, in a nutshell, an infrastructure platform with a banking licence. And this is what creates this kind of flexibility and possibility to ask a community — what do you want to have? We are agnostic. At the end of the day we are driven by the priority of our customers.

BI: What do you make of the UK's fintech scene?

MK: In the sense of adoption by the customer, Germany is actually the least developed country in terms of fintech. The German audience is super scared of any tech-driven innovation. They say, why do I need this? They worry we'll take their data. They're extremely scared of anything that requires data. Somehow they've trapped themselves.

We have almost 300,000 in our community and almost 90,000 fully KYC [know your customer, a legal identity checking requirement] customers. But this is only because we are offering you both — it's like the Sushi Samba [an Asian fusion restaurant in London]. We offer you traditional banking, but we spice it up with innovation.

The fintech environment in Germany is pretty poor. The UK is way ahead. This, of course, is part of the US influence because whenever a US peer thinks about going to Europe they think about going to the UK, not knowing that you do not regard yourselves as Europe.

BI: Within Europe where do you see the UK ranking — do you see it being one of your top markets?

MK: Absolutely. We see the UK being a core market like Germany to us. The majority of our loan book is already in the UK. On the other side we think the banking environment is extremely interesting in the UK. You have a very oligopolistic market in the UK. It's not a real competitive environment.

One of Bitcoin enthusiast Mike Caldwell's coins in this photo illustration at his office in Sandy, Utah, September 17, 2013. Bitcoins, touted by some experts as the future of money, gained in prominence during Europe's financial crisis as more people questioned the safety of holding their cash in the bank. Cameron and Tyler Winklevoss, currently making headlines with plans to launch a Bitcoin fund, said on Tuesday that they could see the digital currency becoming a country's official money. BI: You mentioned there's been quite a lot of talk of bitcoin in the community. You're quite popular with bitcoin fans in Germany, do you see bitcoin banking as a big opportunity here?

MK: It really depends on what we define as bitcoin banking. Today I have to say we do not touch bitcoin. We think regulators are doing good to understand what it really means. People make a mistake by thinking the euro, the deutschmark, the pound is given by nature. This is not good for you.

On the other side what I find more interesting to be honest is the blockchain technology [the software that underpins bitcoin and allows transactions]. Bitcoin is a use case for the blockchain technology. We also have to talk about what are the use cases for the bitcoin, because besides trading I don't see a lot.

We need to do way more trial and error on use cases of the blockchain. The objective should be that there is a huge advantage for the customer using it. Why am I saying that? Because I find even in an innovative environment there's a lot of dogmatism.

BI: So are you looking at the blockchain and how you can use it?

MK: By integrating Ripple a year ago, we already are. We're way closer than any other bank I would say. A bank's role in future will be protecting your identity. Identity will be the biggest asset.

BI: What does that mean?

MK: I hoped for that question. That means a bank is by law a trusted partner to you. I'm forced to double check your identity for money laundering reasons. So once I've done this, I could go to a fintech company looking for customers and say look, all of the customers I have are KYC'd. If the customer agrees, we can share the credentials with you.

BI: It goes back to what you were saying earlier about the bank as a marketplace.

MK: Absolutely. It's a platform, it's an infrastructure, it's a marketplace, it's shielding by a banking licence. All this is driven by our own propriety technology called Fidor operating system. It's ringfenced by our API environment. And that's modern banking.

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