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RETAIL INDUSTRY Year in Review
2016 RETAIL INDUSTRY Year In Review Published in January 2017 TABLE OF CONTENTS BANKRUPTCY IN THE RETAIL SECTOR 2 RECENT M&A ACTIVITY IN THE RETAIL SECTOR 4 SHAREHOLDER ACTIVISM IN 2016 5 PROP 65 AMENDMENTS AFFECTING RETAIL 7 INCREASE IN FALSE ADVERTISING LABELING SUITS AGAINST CONSUMER AND OTHER PRODUCT MAKERS 10 SEC ENFORCEMENT ACTIONS OF NOTE FOR RETAILERS 12 RETAILERS SHOULD PREPARE FOR A HODGE-PODGE OF EQUAL PAY LAWS 14 INSURANCE COVERAGE FOR CYBER EXPOSURES AND PRODUCT RECALLS MADE HEADLINES FOR RETAILERS IN 2016 17 RETAILERS AND CPG COMPANIES RAMP UP VENTURE CAPITAL INVESTING 20 3D PRINTING IN THE GIG-ECONOMY: LITIGATION RISKS 22 “ NATURAL” FOOD LABELING: COURTS DEFER TO THE FDA TO INITIALLY SHAPE THE LAW 25 IS JOINT EMPLOYER STILL A CONCERN FOR RETAILERS? IN A WORD…YES 27 RETAIL INFORMATION TECHNOLOGY AND INNOVATION 28 ANTITRUST MERGER ENFORCEMENT IN THE RETAIL SECTOR 32 REGULATORY RISKS IN THE PRIVACY AND DATA SECURITY ARENA CONTINUED TO EVOLVE IN 2016 36 DEAR CLIENTS AND FRIENDS, As our 2016 Retail Industry Year in Review demonstrates, we are working in exciting and turbulent times for the retail industry. After a lag during the first half of the year, merger and acquisition activity has taken off. Venture-capital investments in the retail sector are at a near- record pace, and after the 2016 US election, the new administration is expected to focus on job growth, which will squarely impact the retail industry. Shareholder activists are shifting their attention to small and mid-cap companies, and retail companies are particularly subject to such activism because of their dependence on the support and impressions of “Main Street” consumers. -
Annual Report 2016
SoftBank Group Corp. ANNUAL REPORT 2016 Corporate Philosophy Information Revolution – Happiness for everyone Vision The corporate group needed most by people around the world SoftBank Group Corp. ANNUAL REPORT 2016 001 A History of Challenges A History of Challenges The view is different when you challenge yourself Continuing to take on new challenges and embrace change without fear. Driving business forward through exhaustive debate. This is the SoftBank Group’s DNA. SoftBank Group Corp. ANNUAL REPORT 2016 002 A History of Challenges Established SoftBank Japan. 1981 Commenced operations as a distributor of packaged software. 1982 Entered the publishing business. Launched Oh! PC and Oh! MZ, monthly magazines introducing PCs and software by manufacturer. 1994 Acquired events division from Ziff Communications Company of the U.S. through SoftBank Holdings Inc. 1996 Acquired Ziff-Davis Publishing Company, U.S. publisher of PC WEEK magazine and provider of leading-edge information on the PC industry. SoftBank Group Corp. ANNUAL REPORT 2016 003 A History of Challenges Established Yahoo Japan through joint investment with Yahoo! Inc. in the U.S. 1996 Began to develop into an Internet company at full scale. Yahoo Japan Net income* 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 FY (Note) Accounting standard: JGAAP up to fiscal 2012; IFRSs from fiscal 2013 onward. * Net income attributable to owners of the parent. SoftBank Group Corp. ANNUAL REPORT 2016 004 A History of Challenges Made full-scale entry into the telecommunications business. 2000s Contributed to faster, more affordable telecommunications services in Japan. -
Adchoices? Compliance with Online Behavioral Advertising Notice and Choice Requirements
AdChoices? Compliance with Online Behavioral Advertising Notice and Choice Requirements Saranga Komanduri, Richard Shay, Greg Norcie, Blase Ur, Lorrie Faith Cranor March 30, 2011 (revised October 7, 2011) CMU-CyLab-11-005 CyLab Carnegie Mellon University Pittsburgh, PA 15213 AdChoices? Compliance with Online Behavioral Advertising Notice and Choice Requirements Saranga Komanduri, Richard Shay, Greg Norcie, Blase Ur, Lorrie Faith Cranor Carnegie Mellon University, Pittsburgh, PA {sarangak, rshay, ganorcie, bur, lorrie}@cmu.edu Abstract. Online behavioral advertisers track users across websites, often without users' knowledge. Over the last twelve years, the online behavioral advertising industry has responded to the resulting privacy concerns and pressure from the FTC by creating private self- regulatory bodies. These include the Network Advertising Initiative (NAI) and an umbrella organization known as the Digital Advertising Alliance (DAA). In this paper, we enumerate the DAA and NAI notice and choice requirements and check for compliance with those requirements by examining NAI members' privacy policies and reviewing ads on the top 100 websites. We also test DAA and NAI opt-out mechanisms and categorize how their members define opting out. Our results show that most members are in compliance with some of the notice and choice requirements, but two years after the DAA published its Self-Regulatory Principles, there are still numerous instances of non-compliance. Most examples of non- compliance are related to the ``enhanced notice” requirement, which requires advertisers to mark behavioral ads with a link to further information and a means of opting out. Revised October 7, 2011. Keywords: Online behavioral advertising; privacy; consumer choice; notice; public policy 1 Introduction The Federal Trade Commission (FTC) defines online behavioral advertising (OBA) as “the practice of tracking consumers' activities online to target advertising.”1 The FTC has been examining ways to reduce the privacy concerns associated with OBA for over a decade. -
The State of the News: Texas
THE STATE OF THE NEWS: TEXAS GOOGLE’S NEGATIVE IMPACT ON THE JOURNALISM INDUSTRY #SaveJournalism #SaveJournalism EXECUTIVE SUMMARY Antitrust investigators are finally focusing on the anticompetitive practices of Google. Both the Department of Justice and a coalition of attorneys general from 48 states and the District of Columbia and Puerto Rico now have the tech behemoth squarely in their sights. Yet, while Google’s dominance of the digital advertising marketplace is certainly on the agenda of investigators, it is not clear that the needs of one of the primary victims of that dominance—the journalism industry—are being considered. That must change and change quickly because Google is destroying the business model of the journalism industry. As Google has come to dominate the digital advertising marketplace, it has siphoned off advertising revenue that used to go to news publishers. The numbers are staggering. News publishers’ advertising revenue is down by nearly 50 percent over $120B the last seven years, to $14.3 billion, $100B while Google’s has nearly tripled $80B to $116.3 billion. If ad revenue for $60B news publishers declines in the $40B next seven years at the same rate $20B as the last seven, there will be $0B practically no ad revenue left and the journalism industry will likely 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 disappear along with it. The revenue crisis has forced more than 1,700 newspapers to close or merge, the end of daily news coverage in 2,000 counties across the country, and the loss of nearly 40,000 jobs in America’s newsrooms. -
The Indian E-Commerce Euphoria- a Bubble About to Burst?
IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 17, Issue 12 .Ver. I (Dec. 2015), PP 17-21 www.iosrjournals.org The Indian e-Commerce Euphoria- A bubble about to burst? 1Priya Chaudhary, 2Ritika Sharma 1,2M.com (Dept. of commerce),DU M.com (Dept. of commerce),DU Abstract: The Indian e-commerce is making news every day- from festive season sales, deep discounts to another round of VC funding. The sector is gaining momentum more than ever. Even the government is supportive of the increased pace of startups. Prime Minister NarendraModi announced a new campaign "Start- up India, Stand up India" to promote bank financing for start-ups and offer incentives to boost entrepreneurship and job creation. The big techies of the world such as Google, Microsoft, Facebook, and Qualcomm have offered support to India in its transformation into a digitally empowered society, knowledge economy & a very high penetration of internet. This paper deals with the pattern of VC funding in Indian e-commerce sphere& brings to light the problems in operational areas in e-commerce companies. The mad rush in VC funding, mounting losses & increased valuations of e commerce giants raises possibilities of an e-commerce bubble in India, similar to the dot-com bubble abroad. Keywords:e-commerce bubble, Venture capitalists, Startups, Entrepreneurship I. Introduction Indian internet user base is about 354 million people as of June, 2015, with about 6 million people being added to the user base every month. The vast potential in the online purchasing market can be gauged from the fact that it went up to $12.6 billion in 2013 from $3.8 billion in 2009. -
February 16, 2021
OUR VIEWS ON ECONOMIC AND OTHER EVENTS AND THEIR EXPECTED IMPACT ON INVESTMENTS FEBRUARY 16, 2021 The views of the Portfolio Management Team contained in this report are as of February 16, 2021 and this report is not intended to provide legal, accounting, tax or specific investment advice. Views, portfolio holdings and allocations may have changed subsequent to this date. This research and information, including any opinion, is compiled from various sources believed to be reliable but it cannot be guaranteed to be current, accurate or complete. It is for information only, and is subject to change without notice. The contents of this Newsletter reflect the different assumptions, views and analytical methods of the analysts who prepared them. OWNER OPERATED COMPANIES fund performance through market cycles and as investors seek higher returning alternatives to traditional investments.” Ares declared a Ares Management quarterly dividend of $0.47 per share of its Class A common stock, a Corporation – AMP 17.5% increase. Ltd, one of the largest Brookfield Asset Management Inc. today announced financial results Australian asset managers, for the year ended December 31, 2020, which included net income of revealed that Ares Management US$1.8 billion and record funds from operations (FFO) of $2.1 billion, had dropped its AU$6.36 billion driven by an increase in fee-related earnings, and the growth and (US$4.91 billion) takeover stability of its operating businesses. Net income and FFO were $707 offer. Ares was the sole public million and $5.2 billion, respectively, for the year. Fee-related earnings suitor for Sydney-based AMP contributed $1.4 billion to FFO for the year, representing an increase in its entirety after the company of 19% from the prior year. -
Mediax Research Project Update, Fall 2013
THE FUTURE OF CONTENT Contests as a catalyst for content creation: Contrasting cases to advance theory and practice UPDATE FALL 2013 FALL mediaX STANFORD UNIVERSITY mediaX connects businesses with Stanford University’s world-renowned faculty to study new ways for people and technology to intersect. We are the industry-affiliate program to Stanford’s H-STAR Institute. We help our members explore how the thoughtful use of technology can impact a range of fields, from entertainment to learning to commerce. Together, we’re researching innovative ways for people to collaborate, communicate and interact with the information, products, and industries of tomorrow. __________________________________________________________________ Contests as a catalyst for content creation: Contrasting cases to advance theory and practice Future of Content Project Update October 2013 __________________________________________________________________ Research Team: Brigid Barron, Associate Professor of Education; Caitlin K. Martin, Senior Researcher, Stanford YouthLab, Stanford Graduate School of Education (SGSE); Sarah Morrisseau, Researcher, Vital Signs Program; Christine Voyer, Researcher, Vital Signs Program; Sarah Kirn, Researcher, Vital Signs Program; Mohamed Yassine, Research Assistant, SGSE __________________________________________________________________ Background New generative platforms and increasing accessibility are changing the nature of who contributes content to the Web and how they do it. Networked learning communities offer young people opportunities to pursue interests and hobbies on their own time while letting them contribute to others’ learning by producing content, engaging in discussion and providing feedback. Qualitative research offers rich portraits of how contributing content actively to online communities can develop social networks, a sense of agency, technical skills, content knowledge and confidence in one’s ability to create (Ito et al., 2009; Barron, Gomez, Pinkard, Martin, in press; Jenkins, 2006). -
August 4, 2021 Today's Agenda
PT. Bali Bintang Sejahtera Tbk. August 4, 2021 Today's Agenda Company Overview Sports and eSports Entertainment and Content Enabler Digital Community Incubator Financial Performance 2020 and Q1 2021 Business Roadmap Vision & Mission MISSIONS Establish Bali United as the leading brand in sports in Indonesia and on a VISION global scale Incubate all types of digital Be the pioneer in creating the new communities to create long-lasting economy for sports, entertainment and valuable IP and provide a new platform technology to shape Indonesia's future for brands to share their story Invest in ground breaking new economy opportunities in technology and entertainment to drive long term growth Company Structure PT. Bali Bintang Sejahtera Tbk Bali United FC | Bali United Basketball 90% 99% 90% 95% PT. Kreasi Karya PT. Radio Swara Bukit PT. Bali Boga PT. IOG Indonesia Bangsa Bali Indah Sejahtera Sejahtera 360 Digital Bali United Radio Bali United Cafe E-sports Team & Marketing Agency (106.9 FM) Community Digital Community Incubator & IP House Entertainment & Content Enabler Board of Commissioners & Directors PRESIDENT COMMISIONER COMMISIONER INDEPENDENT COMMISIONER Jemy Wiyono Prihadi Edy Soehartono Andy Noya PRESIDENT DIRECTOR DIRECTOR DIRECTOR DIRECTOR Yabes Tanuri Yohanes Ade Moniaga Katharine Wianna Putri Paramita Sudali Today's Agenda Company Overview Sports and eSports Entertainment and Content Enabler Digital Community Incubator Financial Performance 2020 and Q1 2021 Business Roadmap Football Industry in Indonesia Football has the largest -
Amazon Investments Here Breach $2-Billion Mark Firm Infuses Another `
Amazon Investments Here Breach $2-billion Mark Firm infuses another `. 1,680 crore in Amazon Seller Services taking total to over `. 13,800 crore nounced its Prime Day sale for later Payal.Ganguly this month and has been aggressive @timesgroup.com The Big League in taking on the Flipkart-Myntra- Jabong combine by matching up Bengaluru: Seattle-based online OTHER BIG INVESTORS IN on sale events. These infusions retail major Amazon has crossed INDIA’S INTERNET ECONOMY will continue in a six to nine $2 billion in India investments, as month interval for Ama- it has infused another `. 1,680 crore SoftBank $4 billion zon India to take on com- in its main local unit Amazon Sel- *Paytm, Snapdeal, Ola, OYO, petition for the next two to ler Services, taking the total capi- InMobi, Grofers, Hike* three years, added Meena. tal invested to over `. 13,800 crore “We remain committed to our ($2.1billion). India business with a long-term The fresh capital infusion made Tiger Global Management perspective to make ecommerce a last month will make it the second- Less than $2 billion habit for Indian customers and to largest global investor in India’s *Flipkart, Ola, Quikr, invest in the necessary technology digital economy, after Japanese in- and infrastructure to grow the en- ternet major SoftBank which has Delhivery, ShopClues, tire ecosystem. We are delighted invested close to $4 billion already NestAway and humbled by the trust from our but more than Flipkart-backer Ti- customers, to lead in India things ger Global which has parked less Naspers - Over $1.6 b that matter to our customers in than $2 billion here. -
2010 IAB Annual Report
annual report 2010 Our MissiOn The inTeracTive adverTising Bureau is dedicated to the growth of the interactive advertising marketplace, of interactive’s share of total marketing spend, and of its members’ share of total marketing spend. engagement showcase to marketing influencers interactive media’s unique ability to develop and deliver compelling, relevant communications to the right audiences in the right context. accountability reinforce interactive advertising’s unique ability to render its audience the most targetable and measurable among media. operational effectiveness improve members’ ability to serve customers—and build the value of their businesses—by reducing the structural friction within and between media companies and advertising buyers. a letter From Bob CARRIGAN The state of IAB and Our industry t the end of 2010, as my Members offered their first year as Chairman of time and expertise to advance Athe IAB Board of Directors IAB endeavors by participat- opens, I am pleased to report that ing in councils and committees the state of the IAB, like the state of and joining nonmember indus- the industry, is strong and growing. try thought leaders on stage to In 2010, IAB focused more educate the larger community than ever on evangelizing and at renowned events like the IAB unleashing the power of interac- Annual Leadership Meeting, MIXX tive media, reaching across all Conference & Expo, and the new parts of the media-marketing value Case Study Road Show. chain to find the common ground on which to advance our industry. Focused on the Future Simultaneously, the organization In 2011, IAB recognized the held true to its long-term mission of strength of its executive team engagement, accountability, and by promoting Patrick Dolan to operational effectiveness. -
Printmgr File
OFFERING MEMORANDUM STRICTLY CONFIDENTIAL NOT FOR DISTRIBUTION IN THE UNITED STATES OF AMERICA OR TO U.S. PERSONS SoftBank Group Corp. $2,750,000,000 6.000% Undated Subordinated NC6 Resettable Notes $1,750,000,000 6.875% Undated Subordinated NC10 Resettable Notes Issue Price: 100.00% The $2,750,000,000 6.000% Undated Subordinated NC6 Resettable Notes (the “NC6 Notes”) and the $1,750,000,000 6.875% Undated Subordinated NC10 Resettable Notes (the “NC10 Notes” and, together with the NC6 Notes, the “Notes” and each, a “Tranche,” the terms and conditions of both Tranches being together, the “Conditions”)) will be issued by SoftBank Group Corp. (the “Company”) on or about July 19, 2017 (the “Issue Date”). The Notes will bear interest on their principal amount from (and including) the Issue Date to (but excluding) July 19, 2023 (in the case of the NC6 Notes) and July 19, 2027 (in the case of the NC10 Notes) at a rate of 6.000 percent and 6.875 percent per annum respectively. Thereafter, the prevailing interest rate on the NC6 Notes and the NC10 Notes shall be 4.226 percent and 4.854 percent per annum, respectively, above the 5 Year Swap Rate for the relevant Reset Period (as defined in the relevant Conditions) and from (and including) July 19, 2038 (in the case of the NC6 Notes) and July 19, 2042 (in the case of the NC10 Notes) (each, a “Second Step-up Date”) the applicable interest rate on the NC6 Notes and the NC10 Notes shall be 4.976 percent and 5.604 percent per annum, respectively, above the 5 Year Swap Rate for the relevant Reset Period. -
Critical Thinking and Problem-Solving for the 21St Century Learner Table of Contents
Educator’s Voice NYSUT’s journal of best practices in education Volume VIII, Spring 2015 Included in this issue: Welcome from Catalina R. Fortino Critical Thinking and Inquiry-Based Learning: Preparing Young Learners for the Demands of the 21st Century Problem-Solving for the Developing Mathematical Thinking in the 21st Century 21st Century Learner How Modes of Expression in the Arts Give Form to 21st Century Skills 21st Century Real-World Robotics In this issue … Authors go beyond teaching the three R’s. Critical thinking and problem- “Caution, this will NOT be on the test!” Expedition Earth Science solving for the 21st century learner means preparing students for a global Prepares Students for society that has become defined by high speed communications, complex the 21st Century and rapid change, and increasing diversity. It means engaging students to use multiple strategies when solving a problem, to consider differing Engaging Critical Thinking Skills with Learners of the Special Populations points of view, and to explore with many modalities. Music Performance Ensembles: This issue showcases eight different classrooms teaching critical thinking A Platform for Teaching through inquiry and expedition, poetry and music. Authors investigate the 21st Century Learner ways to make teaching and learning authentic, collaborative and hands- on. Students learn to problem solve by building working robots and go What is L.I.T.T.O.? Developing Master Learners beyond rote memorization in math through gamification. Early learners in the 21st Century Classroom use art to generate their own haiku, or journals to document their experi- ences with nature, and high school students learn earth science through Glossary outdoor investigations.