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AOL & Time Warner: How the “Deal of a Century” Was Over in a Decade
AOL & Time Warner: How the “Deal of a Century” Was Over in a Decade A Thesis Submitted to the Faculty of Drexel University by Roberta W. Harrington in partial fulfillment of the requirements for the degree of Masters of Science in Television Management May 2013 i © Copyright 2013 Roberta W. Harrington. All Rights Reserved ii ACKNOWLEDGEMENTS I would like to thank my advisor for the Television Management program, Mr. Al Tedesco for teaching me to literally think outside the “box” when it comes to the television industry. I’d also like to thank my thesis advisor Mr. Phil Salas, as well as my classmates for keeping me on my toes, and for pushing me to do my very best throughout my time at Drexel. And to my Dad, who thought my quitting a triple “A” company like Bloomberg to work in the television industry was a crazy idea, but now admits that that was a good decision for me…I love you and thank you for your support! iii Table of Contents ABSTRACT………………………………………………………………………… iv 1. INTRODUCTION………………………………………………………................6 1.1 Statement of the Problem…………………………………………………………7 1.2 Explanation of the Importance of the Problem……………………………………9 1.3 Purpose of the Study………………………………………………………………10 1.4 Research Questions……………………………………………………….............10 1.5 Significance to the Field………………………………………………….............11 1.6 Definitions………………………………………………………………………..11 1.7 Limitations………………………………………………………………………..12 1.8 Ethical Considerations……………………………………………………………12 2. REVIEW OF THE LITERATURE………………………………………………..14 2.1 Making Sense of the Information Superhighway…………………………………14 2.2 Case Strikes……………………………………………………………………….18 2.3 The Whirlwind Begins…………………………………………………………....22 2.4 Word on the Street………………………………………………………………..25 2.5 The Announcement…………………………………………………………….....26 2.6 Gaining Regulatory Approval………………………………………………….....28 2.7 Mixing Oil with Water……………………………………………………………29 2.8 The Architects………………………………………………………………….....36 2.9 The Break-up and Aftermath……………………………………………………..46 3. -
FFAB Technology Transfer Report: Resources for Business Development in the State of Maryland
FFAB Technology Transfer Report: Resources for Business Development in the State of Maryland This report summarizes the various resources in the State of Maryland for Technology Transfer and Commercialization. These resources include: financial resources for early-stage ventures as well as tax incentive programs that encourage firms to locate in the state to conduct business in strategic areas such as energy, biotechnology and cybersecurity; business development organizations and resources, both privately-run and at the county level; federal tech transfer offices; tech transfer resources within the state’s educational institutions; and a summary of Maryland’s research parks and business incubators. Maryland Federal Facilities Advisory Board Technology Commercialization Workgroup Created in January 2010, the 19-member Federal Facilities Advisory Board (FFAB) works to foster greater interaction and collaboration between the State of Maryland, federal facilities, and private companies, in order to support and strengthen federal mission objectives and to enhance business opportunities for Maryland companies. One of the five FFAB workgroups, the Technology Commercialization Workgroup is tasked with coordinating with area research institutions, universities and colleges, and the private sector to develop a strategy for connecting researchers with federal and state resources and funding opportunities to aid new business development. The Workgroup believes that the pathway to increased technology commercialization involves better connections between academia and industry, as many of today’s most challenging global problems require both invention and innovation. As invention is strongly supported by academic and/or research institutions and innovation is best supported by industry, this report lists both institutional resources and industry groups that foster entrepreneurship. -
Summary of "The Third Wave" by Steve Case
The Third Wave – Page 1 THE THIRD WAVE An Entrepreneur's Vision of the Future STEVE CASE STEVE CASE is chairman and CEO of Revolution LLC, a Washington DC-based investment firm. He was a co-founder of America Online (AOL), one of the best performing stocks of the 1990s and the first ever Internet IPO. At its peak AOL handled nearly half of all U.S. Internet traffic before it merged with media company Time Warner in 2001. Steve Case retired as chairman of AOL Time Warner in 2003. He is also the founding chairman of the Startup America Partnership and the Accelerate Brain Cancer Cure Foundation as well as The Case Foundation. Steve Case is a graduate of Williams College. The Web site for this book is at www.thirdwavebook.com. ISBN 978-1-77544-871-6 SUMMARIES.COM supplies brain fuel --- concise executive summaries of the latest business books --- so you can read less but do more! We help busy people like you avoid information overload, get fresh actionable ideas and save time and money. www.summaries.com The Third Wave – Page 1 MAIN IDEA The "Third Wave" of the Internet is coming: Internet of IoE 1 The First Wave (1985 to 1999) was dominated Everything by the companies building the network infrastructure – Cisco, IBM, Apple, etc. 2 The Second Wave (2000 - 2015) saw the app economy emerge and the mobile revolution take place. The companies which flourished in 1. What exactly is the Third Wave of the Internet? ........................... Page 2 this era were search, social and e-commerce – In just the same way as society has gone from agriculture (first wave) to industrialization Amazon.com, Facebook, Google, etc. -
Summary of "AOL.Com" by Kara Swisher
AOL.COM How Steve Case Beat Bill Gates, Nailed the Netheads and Made Millions in the War for the Web KARA SWISHER SUMMARIES.COM is a concentrated business information service. Every week, subscribers are e-mailed a concise summary of a different business book. Each summary is about 8 pages long and contains the stripped-down essential ideas from the entire book in a time-saving format. By investing less than one hour per week in these summaries, subscribers gain a working knowledge of the top business titles. Subscriptions are available on a monthly or yearly basis. Further information is available at http://www.summaries.com. AOL.COM - Page 1 1. ‘‘A lot of companies are born from disaster, and since this is a first-class fiasco, maybe it’ll work out.’’ In 1975, Bill Von Meister, a Washington based -- Citicorp’s George Middlemas’ comment to Jim Kimsey telecommunications entrepreneur and Alan Peyser started a In February 1994, CBS, Sears Roebuck and IBM announced a company which they called TDX Systems Inc. TDX was in the joint-venture to develop an online service for the users of process of developing a new technology for low cost routing of personal computers. With this as a background, CVC long distance telephone calls. Von Meister later lost control of approached Bell South and secured a $5 million line of credit to the company, which, after being renamed Cable & Wireless PLC, test market an at home subscription service for Apple II and rose to have annual revenues of more than $1 billion. Commodore computers, using some of the technology Being at somewhat of a loose end, Von Meister noticed that developed for the GameLine console to provide a specialized Compu-Serve and a number of other new companies were modem. -
Internet Pricing and the History of Communications
Internet pricing and the history of communications Andrew Odlyzko AT&T Labs - Research [email protected] http://www.research.att.com/ amo Revised version, February 8, 2001. Abstract There are repeating patterns in the histories of communication technologies, including ordinary mail, the telegraph, the telephone, and the Internet. In particular, the typical story for each service is that quality rises, prices decrease, and usage increases to produce increased total revenues. At the same time, prices become simpler. The historical analogies of this paper suggest that the Internet will evolve in a similar way, towards simplicity. The schemes that aim to provide differentiated service levels and sophisticated pricing schemes are unlikely to be widely adopted. Price and quality differentiation are valuable tools that can provide higher revenues and increase utilization efficiency of a network, and thus in general increase social welfare. Such measures, most noticeable in airline pricing, are spreading to many services and products, especially high-tech ones. However, it appears that as communication services become less expensive and are used more fre- quently, those arguments lose out to customers’ desire for simplicity. In practice, user preferences express themselves through willingness to pay more for simple pricing plans. In addition, there is a strong “threshhold” effect to usage-sensitive billing. Even tiny charges based on utilization decrease usage substantially. In a rapidly growing market, it is in the service providers’ interest to encourage usage, and that argues for simple, preferably flat rate, pricing. Histori- cal evidence suggests that when service costs decrease, such arguments prevail over the need to operate a network at high utilization levels and to extract the highest possible revenues. -
Green Economy Task Force
Report of the Montgomery County Green Economy Task Force Submitted to County Executive Isiah Leggett, March 2010 2 Montgomery County, Maryland Green Economy Task Force Members Dick Wegman, Chairman Steven Jumper Garvey Schubert Barer Washington Gas Company Barbara Ashe, Patrick McGuguan Montgomery County Chamber of Commerce Telebright Software Mike Barnes Karen Mitchell Covington and Burlington, LLC University System of Maryland Anja Caldwell Jean Luc Park Ecoipso, LLC Calvert Investments Special Equities Howard Covin Dr. George Payne Johns Hopkins University Montgomery College James Davis Jim Pierobon Davis Construction Corporation Standard Solar, Inc. David Edgerley Jeff Roman HarVest Bank of Maryland PEPCO Holdings, Inc. Robert Edwards Gary Skulnik Mayer Brown, LLP Clean Currents, LLC A. Hunter Fanney, PhD. Richard Thometz National Institute for Standards and Technology Efficient Home, LLC David Feldman Harry Wingo Bethesda Green Google Michael Fowler Renee Winsky Constellation Energy Group Tech Council of Maryland Naomi Friedman Hannah Wood EAQAC Sentech, Inc. Prasad Gupte Woody Woodroof National Institute for Standards and Technology Red Wiggler Community Farm Keith Haller Jim Young Potomac Incorporated Marriott International David Hauck Sierra Club Green Economy Task Force Final Report 3 Green Economy Task Force Ex-Officio Members Harold Adams Hon. George Leventhal Department of General Services Montgomery County Councilmember Hon. Roger Berliner Mark Pfefferle Montgomery County Councilmember Maryland National Capital Park & Planning Laurie Bricker Steve Silverman Montgomery County Public Schools Department of Economic Development Hon. Valerie Ervin Hon. Chris Van Hollen Montgomery County Councilmember US Congress Bob Hoyt Melanie Wenger Department of Environmental Protection Office of Intergovernmental Relations Keith Levchenko Montgomery County Council Table of Contents Chairman’s Letter ............................................................................................................................. -
The Third Wave by Steve Case
An Executive Summary of The Third Wave by Steve Case Who is Steve Case? Steve Case, born on August 21, 1958, is an American investor, entrepreneur and businessman who co-‐founded AOL (America Online) when only 3 percent of Americans were using the Internet. He also oversaw one of the biggest mergers in history when AOL merged with fter Time Warner. A his retirement, Steve has invested usinesses in several b and ventures. Read on to know more about Steve Case and his book: The Third Wave: An Entrepreneur’s Vision of the Future. Preston and Stig’s General Thoughts on the Book Over the past few years, we’ve had the privilege to study what happened in the years leading up to the Dot Com bubble, and what took place when it eventually w burst. Steve Case’s ne book is an interesting new take on what happened, and I’ve especially yed enjo his discussions about the rivalry and th cooperation wi Microsoft and Apple. Steve Case provided his take on what he calls e the “Third Wave” wher everything in the future is Internet-‐enabled. Surprisingly this is the least valuable section on. in my opini Rather, this book is a great contribution to those who want to understand how a few companies shaped the infrastructure of the Internet, and how different the technology industry might look today if different decisions were made more than a decade ago. The book is interesting but not groundbreaking. I would recommend it to anyone wanting to learn Case's opinion on nt. -
Speaker Book
SPEAKER BOOK Version as of 8 NOVEMBER 2016 Strategic Partners Premium Partners Table of Contents Program 4 Presenting Companies 7 Speakers 16 PROGRAM Porsche recommends and In the past no one understood what electricity could add to the guitar. The new Panamera 4 E-Hybrid. Imagine electriFying perFormance thanks to a race-proven hybrid concept. 700 Nm oF torque giving blistering acceleration while active all-wheel drive and e-boost Function inject more adrenaline into your everyday liFe. It’s time to plug yourself in: www.porsche.com/panamera Fuel consumption (in l/100 km) combined 2.5; CO2 emissions combined 56 g/km; electricity consumption (combined in kWh/100 km) 15.9 MAIN STAGE - Day 1 10 November 2016 SESSION TITLE COMPANY TIME SPEAKER POSITION COMPANY Breakfast 8:00 - 10:00 CP 9:00 - 9:15 Dr. Klaus Hommels Founder & CEO Lakestar CP 9:15 - 9:30 Fabrice Grinda Co-Founder FJ Labs 9:30 - 9:50 Dr. Klaus Hommels Founder & CEO Lakestar Fabrice Grinda Co-Founder FJ Labs Panel Marco Rodzynek Founder & CEO NOAH Advisors 9:50 - 10:00 Chris Öhlund Group CEO Verivox 10:00 - 10:10 Hervé Hatt CEO Meilleurtaux CP Lead 10:10 - 10:20 Martin Coriat CEO Confused.com 10:20 - 10:30 Andy Hancock Managing Director MoneySavingExpert Generation K 10:30 - 10:45 Carsten Kengeter CEO Deutsche Börse Group 10:45 - 10:55 Carsten Kengeter CEO Deutsche Börse Group FC Marco Rodzynek Founder & CEO NOAH Advisors CP 10:55 - 11:10 Nick Williams Head of EMEA ECM, Co-Head of CMSG Credit Suisse 11:10 - 11:20 Talent 3.0: Science meets Arts CP Karim Jalbout Head of the European -
February 18, 2014 the Honorable Marilyn B. Tavenner, Administrator
February 18, 2014 The Honorable Marilyn B. Tavenner, Administrator Centers for Medicare & Medicaid Services U.S. Department of Health and Human Services Attention: CMS-4159-P P.O. Box 8013 Baltimore, MD 21244-8013 Dear Administrator Tavenner: Thank you for the opportunity to share our views on CMS's proposed changes to the Medicare Part D prescription drug program. The undersigned organizations reflect a wide breadth of companies and organizations representing, among others, multiple healthcare sectors, employers and patients that share your commitment to a strong Medicare that meets the healthcare needs of its beneficiaries. We are deeply concerned that the proposed rule is inconsistent with the spirit and purpose of Medicare Part D, represents unnecessary changes to programs that are already extraordinarily effective in containing costs and, most importantly, will severely impede beneficiaries' access to affordable health plans and medicines. We urge you in the strongest terms to withdraw the proposed rule that would have unintended consequences for seniors and beneficiaries with disabilities. As you know, Medicare Part D is an undeniable success story. The Part D program has maintained stable, affordable average monthly premiums, enjoys a 90 percent approval rating among beneficiaries, and has program costs that are more than 40 percent below original Congressional Budget Office projections. The proposed rule threatens to disrupt the positive effect the program is having on beneficiaries' health and the Medicare program as a whole. Each undersigned organization has concerns about specific provisions, but there are overarching issues on which we are unanimous in our objections. First, the rule would significantly reduce beneficiaries’ choice of plans and medicines and lead to disruptions in care. -
The Power 100
SPECIAL FEATURE | the PoweR 100 THE POWER 100 The brains behind the poltical players that shape our nation, the media minds that shape our opinions, the developers who revitalize our region, and the business leaders and philanthropists that are always pushing the envelope ... power, above all, is influence he Washington socialite-hostess gathers the ripe fruit of These things by their very nature cannot remain static – political, economic, and cultural orchards and serves it and therefore our list changes with the times. Tup as one fabulous cherry bombe at a charity fundraiser Power in Washington is different than in other big cities. or a private soirée with Cabinet secretaries and other major Unlike New York, where wealth-centric power glitters with political players. Two men shake hands in the U.S. Senate and the subtlety of old gold, wealth doesn’t automatically confer a bill passes – or doesn’t. The influence to effect change, be it power; in Washington, rather, it depends on how one uses it. in the minds or actions of one’s fellow man, is simultaneously Washington’s power is fundamentally colored by its the most ephemeral quantity (how does one qualify or rate proximity to politics, and in this presidential season, even it?) and the biggest driving force on our planet. more so. This year, reading the tea leaves, we gave a larger nod In Washington, the most obvious source of power is to the power behind the candidates: foreign policy advisors, S È political. However, we’ve omitted the names of those who fundraisers, lobbyists, think tanks that house cabinets-in- draw government paychecks here, figuring that it would waiting, and influential party leaders. -
USM Cyber Security Task Force Recommendations
BOARD OF REGENTS SUMMARY OF ITEM FOR ACTION INFORMATION OR DISCUSSION TOPIC: USM Cyber Security Task Force Recommendations COMMITTEE: Economic Development and Technology Commercialization DATE OF COMMITTEE MEETING: December 1, 2011 SUMMARY: Cyber Security is becoming increasingly critical for the U.S. economy, civic infrastructure, public safety and national security in today’s globally interconnected communications and information environment. The Committee will be briefed on the May 2011 Report of the Cyber Security Task Force as well as the October 2011 Progress Report on the Recommendations. ALTERNATIVE(S): This item is for discussion purposes. FISCAL IMPACT: This item is for discussion purposes. CHANCELLOR’S RECOMMENDATION This item is for discussion purposes. COMMITTEE RECOMMENDATION: DATE: BOARD ACTION: DATE: SUBMITTED BY: Joseph F. Vivona (301) 445-2783 C onfirm Cyber Security Task Force Cs e-mail prote to the University System of Maryland, May 2011 te se C biometrit hub C teChniques C hniques identity tor aCt see illegal engineering data assess e-mail hub global emergen metri C C s yberterrorism online power defenseresear C supply Chain y atta C metri virus university h C aliasu ks Report of the . s data C . virus s devi u . C s hub e . spam risk analysis resourCes internetmobile university s se Cams C te urity C hniques target reCruit online virus infrastru visualization Crime systems target unauthorized visualization C ture spam seCtor global e-mail virus illegal C yberterrorism se Curity Ce biometri virus devi response analysis risk Clearan hub national C seCC urity A s e e-mail virus global name section infrastru power hub information identity fraud spam spam : a networks alias C network C ture sub-head section t supply C data C risk analysis Ctroni s ele metri C teChniques hain u see . -
Introduction
© Copyright, Princeton University Press. No part of this book may be distributed, posted, or reproduced in any form by digital or mechanical means without prior written permission of the publisher. 1 Introduction America Online is arguably the most successful Internet-based company, and its success provides a number of lessons in business strategy. Perhaps the most im- portant lesson exemplified by AOL is know your customer. CEO Steve Case spent many hours visiting AOL’s chat rooms regularly.1 Chat rooms were designed to provide a more friendly, personalized feel to counteract the geek-oriented, tech- nobabble strategy of rival CompuServe. CompuServe thought AOL had little to offer. According to CompuServe’s Herb Kahn: “To us, AOL was junk food and CompuServe was nutritional.” But there are worse things than being the McDon- ald’s of on-line services. To further personalize the service, AOL employed a wel- coming voice—the infamous “You’ve Got Mail.” AOL was also specifically de- signed for people who were not computer experts, again in contrast to CompuServe, which generally required a high level of programming expertise. Case was not the only AOL executive with a know-your-customer mentality. Robert Pittman, hired to create and solidify the AOL brand, also had the same mind-set. When placed as head of Time Warner’s troubled Six Flags amusement park, Pittman decided to dress as a janitor and get a janitor’s-eye view of the park. “I learned more in that day about what was going on than I perhaps learned in my whole time there,” Pittman said.