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Public Consultation on the Telecommunication Regulatory
Public consultation on the Telecommunication Regulatory Authority of Bahrain’s proposed Position Paper on the Licensing Approach to Internet Protocol (“IP”) Based Voice and Messaging Services in the Kingdom of Bahrain Consultation Report 20 January 2021 Ref: LAD/0121/009 1 1 INTRODUCTION 1.1 The Telecommunications Regulatory Authority of Bahrain (“Authority”) has previously issued two Position Papers which set out the Authority's approach to the regulation of Voice over IP ("VoIP") services under the existing licensing regime under the Telecommunications Law, namely the: (a) Position Paper on the carriage of Voice calls using the Internet Protocol (IP) dated 17 April 2004 (MOU/DC/268) (" 2004 VoIP Paper"); and (b) Position Paper No.1 of 2007 on Regulation of Voice over Internet Protocol ("VoIP") Services dated 30 May 2007 (LAU/0504/054) ("2007 VoIP Paper"). 1.2 Since the 2004 VoIP Paper and 2007 VoIP Paper were published, there has been substantial growth in the use of over-the-top ("OTT") voice and messaging services in the Kingdom of Bahrain, which are often utilised on mobile phones. 1.3 The purpose of the proposed Position Paper is to update the Authority's position in relation to IP-based or OTT voice and messaging services. 1.4 The purpose of the Consultation was to invite comments from interested parties on the Authority’s proposed Position Paper. The deadline for responses was 16:00 on 20 August 2020. 1.5 The Authority received responses from Batelco, STC, Zain, Kalaam and Etisalcom. 1.6 The comments received from Batelco, STC, Zain, Kalaam and Etisalcom are summarised in Annex 1 to this Consultation Report, as are the Authority’s responses to each comment. -
Media Release
Media Release Mumbai, 17th October 2018 CROSSED 250 MILLION SUBSCRIBERS WITHIN 25 MONTHS FROM COMMENCEMENT OF SERVICES ACCELERATED GROWTH IN SUBSCRIBER BASE TO 252.3 MILLION DATA CONSUMPTION AT RECORD 771 CRORE GB DURING THE QUARTER; 11 GB PER USER PER MONTH, GROWING RAPIDLY STRONG DEMAND FOR FTTH ACROSS 1,100 CITIES IN EARLY PHASE OF REGISTRATIONS ROBUST FINANCIAL PERFORMANCE WITH EBITDA GROWTH OF 14% QOQ AND 148% YOY TO ₹3,573 CRORE IN Q2 FY 2018-19 HIGHLIGHTS OF QUARTER’S (Q2 – FY 2018-19) PERFORMANCE Standalone Financials QoQ YoY 2Q’ 18-19 1Q’ 18-19 2Q’ 17-18 (₹ crore) Growth Growth Value of Services 10,901 9,567 7,197 13.9% 51.5% Operating revenue 9,240 8,109 6,147 13.9% 50.3% EBITDA 3,573 3,147 1,443 13.5% 147.6% EBITDA margin 38.7% 38.8% 23.5% (12bps) 1521bps EBIT 2,042 1,708 260 19.6% 685.4% Net Profit 681 612 (271) 11.3% NM Standalone revenue from operations of ₹9,240 crore (13.9% QoQ growth) Standalone EBITDA of ₹3,573 crore (13.5% QoQ growth) and EBITDA margin of 38.7% Standalone Net Profit of ₹681 crore Subscriber base as on 30th Sep-18 of 252.3 million Lowest churn in the industry at 0.66% per month ARPU during the quarter of ₹131.7 per subscriber per month Total wireless data traffic during the quarter of 771 crore GB Total voice traffic during the quarter of 53,379 crore minutes Registered Office: Corporate Communications Telephone : (+91 22) 6255 5000 Maker Chambers IV Maker Chambers IV Telefax : (+91 22) 6255 5185 9th Floor, 222, Nariman Point 9th Floor, 222, Nariman Point CIN : U72900MH2007PLC234712 Mumbai 400 021, India Mumbai 400 021, India Website : www.jio.com and www.ril.com Page 1 of 10 Media Release Commenting on the results, Shri Mukesh D. -
Arxiv:2009.13833V2 [Cs.CL] 10 Oct 2020 (Howard and Ruder, 2018; Peters Et Al., 2018; De- Rent Approach of Learning
HINT3: Raising the bar for Intent Detection in the Wild Gaurav Arora Chirag Jain Jio Haptik Jio Haptik [email protected] [email protected] Manas Chaturvedi Krupal Modi Jio Haptik Jio Haptik [email protected] [email protected] Abstract background of domain experts involved in defining the classes make this task more challenging. Dur- Intent Detection systems in the real world ing inference, these systems may be deployed to are exposed to complexities of imbalanced users with diverse cultural backgrounds who might datasets containing varying perception of in- tent, unintended correlations and domain- frame their queries differently even when commu- specific aberrations. To facilitate benchmark- nicating in the same language. Furthermore, during ing which can reflect near real-world scenar- inference, apart from correctly identifying in-scope ios, we introduce 3 new datasets created from queries, the system is expected to accurately reject live chatbots in diverse domains. Unlike out-of-scope (Larson et al., 2019) queries, adding most existing datasets that are crowdsourced, on to the challenge. our datasets contain real user queries received by the chatbots and facilitates penalising un- Most existing datasets for intent detection are wanted correlations grasped during the train- generated using crowdsourcing services. To accu- ing process. We evaluate 4 NLU platforms rately benchmark in real-world settings, we release and a BERT based classifier and find that per- 3 new single-domain datasets, each spanning mul- formance saturates at inadequate levels on test tiple coarse and fine grain intents, with the test sets sets because all systems latch on to unintended being drawn entirely from actual user queries on patterns in training data. -
India Internet a Closer Look Into the Future We Expect the India Internet TAM to Grow to US$177 Bn by FY25 (Excl
EQUITY RESEARCH | July 27, 2020 | 10:48PM IST India Internet A Closer Look Into the Future We expect the India internet TAM to grow to US$177 bn by FY25 (excl. payments), 3x its current size, with our broader segmental analysis driving the FY20-25E CAGR higher to 24%, vs 20% previously. We see market share likely to shift in favour of Reliance Industries (c.25% by For the exclusive use of [email protected] FY25E), in part due to Facebook’s traffic dominance; we believe this partnership has the right building blocks to create a WeChat-like ‘Super App’. However, we do not view India internet as a winner-takes-all market, and highlight 12 Buy names from our global coverage which we see benefiting most from growth in India internet; we would also closely watch the private space for the emergence of competitive business models. Manish Adukia, CFA Heather Bellini, CFA Piyush Mubayi Nikhil Bhandari Vinit Joshi +91 22 6616-9049 +1 212 357-7710 +852 2978-1677 +65 6889-2867 +91 22 6616-9158 [email protected] [email protected] [email protected] [email protected] [email protected] 85e9115b1cb54911824c3a94390f6cbd Goldman Sachs India SPL Goldman Sachs & Co. LLC Goldman Sachs (Asia) L.L.C. Goldman Sachs (Singapore) Pte Goldman Sachs India SPL Goldman Sachs does and seeks to do business with companies covered in its research reports. As a result, investors should be aware that the firm may have a conflict of interest that could affect the objectivity of this report. -
Media Release
Media Release Mumbai, 30th July 2020 JIO PLATFORMS HAS RAISED ₹ 152,056 CRORES TO BOLSTER JIO’S INITIATIVES TOWARDS DELIVERING BREAKTHROUGH TECHNOLOGIES AND BUILDING WORLD’S LEADING DIGITAL SERVICES PLATFORM CUSTOMER ADDITION OF 9.9 MILLION DESPITE COVID RELATED IMPACTS; GROSS ADDITION IN EXCESS OF 15 MILLION DURING THE QUARTER DATA TRAFFIC UP 30% YOY TO 14.2 EXABYTES WITH STRONG CUSTOMER ENGAGEMENT AND BEST-IN-CLASS NETWORK PERFORMANCE STRONG ARPU UPLIFT TO ₹ 140, ALONGWITH LOWEST INDUSTRY CHURN REINFORCES JIO’S PREFERRED POSITIONING ROBUST FINANCIAL PERFORMANCE WITH 33.7% YOY REVENUE GROWTH AND 55.4% YOY EBITDA GROWTH HIGHLIGHTS OF QUARTER’S (Q1 – FY 2020-21) PERFORMANCE OF RJIL Standalone Financials YoY 1Q’ 20-21 1Q’ 19-20 (₹ crore) Growth Value of Services 19,513 14,593 33.7% Operating revenue 16,557 12,383 33.7% EBITDA 7,281 4,686 55.4% EBITDA margin 44.0% 37.8% 613bps EBIT 4,543 3,029 50.0% Net Profit 2,520 891 182.8% ➢ Standalone revenue from operations, including access revenues, of ₹ 16,557 crore ➢ Standalone EBITDA of ₹ 7,281 crore and EBITDA margin of 44.0%, up from 37.8% in 1Q FY19-20 ➢ Standalone Net Profit of ₹ 2,520 crore (182.8% YoY growth) ➢ Total Customer base as on 30th June 2020 of 398.3 million ➢ ARPU during the quarter of ₹ 140.3 per subscriber per month ➢ Total wireless data traffic during the quarter of 1,420 crore GB (30.2% YoY growth) ➢ Total voice traffic during the quarter of 88,944 crore minutes (13.2% YoY growth) Registered Office: Corporate Communications Telephone : (+91 79) 3503 1200 Office 101, Saffron, Nr. -
The US-India Strategic Relations: a Brief Report by Dr
The US-India Strategic Relations: A Brief Report By Dr. Sohail Mahmood Tensions between India and China increased after skirmishes in the contested Pangong Lake region of eastern Ladakh in the Kashmir region bordering the two countries in the Himalayas. On June 15 there occurred a border clash between the two countries in the contested Galwan valley in the Ladakh region in which 20 Indian soldiers were killed, and several Chinese casualties but it is yet to give out details. According to a US intelligence report, the number of casualties on the Chinese side was 35.i The fighting was the first-time soldiers were killed over the border dispute since 1967. China and India went to war over their disputed border issues in a 1962 conflict that spilled into Ladakh and ended with an uneasy truce. Since then, troops from opposing sides have guarded the undefined, mountainous 2,200-mile border area, occasionally clashing. Today, Indian and Chinese officials are holding talks to try to resolve a months-long standoff along their disputed frontier, where the two countries have deployed tens of thousands of soldiers. There was a wave of nationalism sweeping India, the likes of which has not been seen before. After the Galwan Valley border clash between the two countries, there was a popular call for a boycott of Chinese products. Although there is a stalemate on the border, tensions between the two countries continue to escalate, resultantly. The Indian- controlled territory runs along the Line of Actual Control (LAC), a loose demarcation line created after the 1962 China-Indian War and now the de facto border between the two countries. -
Paper Teplate
© 2019 JETIR June 2019, Volume 6, Issue 6 www.jetir.org (ISSN-2349-5162) Storytelling: Challenges and Opportunities *1Chavan Dharmendra ABSTRACT India has the largest entertainment industry in the world. Being the second largest population of the world, the consumption of the content produced by the entertainment industry is high. However, India has diversified market in terms of languages, culture and it has its own pros and cons. In recent years, OTT platform is the became new horizon for the entertainment industry and has also became a threat for the television industry. Primarily its target audience is in the range of fifteen to thirty five year age group. With the growth of the mobile industry and development of internet speed OTT platform will reach to the audience, which was till now untapped, it also created new business opportunities. This has attracted foreign investors and business tycoons. As every business has its own opportunities and challenges, story telling OTT platform has its own. Cinema, Television industry is linear when its comes to release the programs, movies, TV serials. However, OTT platform is nonlinear platform. It has generated content and served to the audience at the same time. In last few years web series has played key role in the success of OTT platforms. Content generation and storytelling for web series has its own challenges as there is no scope for the improvement after its release. Today, Netflix, Amazon, Hot Star, Voot, ALT Balaji are the key payer in the market. This research paper will focus on the key areas of storytelling challenges and opportunities for the OTT platform. -
Annual Report 2019-20
Annual Report 2019-20 Creating Experiences The Group commissioned India’s largest integrated TV and Digital Newsroom at Mumbai. What’s Inside Corporate Overview 01 Creating Experiences 02 Across Mediums 03 Across Languages 04 Across Screens 05 Across Narratives 06 Across Genres 08 Letter to Shareholders 09 Corporate Information 10 Board of Directors Statutory Reports 12 Management Discussion and Analysis 30 Board’s Report 40 Business Responsibility Report 49 Corporate Governance Report Financial Statements 71 Standalone Financial Statements 121 Consolidated Financial Statements Notice 181 Notice of Annual General Meeting View this report online or download at www.nw18.com A large bouquet of diversified brands, crafted to meet the diverse needs of audiences across regions, cultures, segments, genres and languages, defines the ethos of Network18 Media & Investments Limited (Network18). As one of India’s largest media conglomerates, Network18 has redefined the Media and Entertainment sector of the country, while carving a distinctive niche for itself as a thought leader in the industry. With our finger on the pulse of people across the culturally contrasting milieus of Bharat and India, we remain closely connected with audiences through multiple channels of mediums, languages, platforms, screens, devices and formats. At the heart of this consumer connect lies our ability to align ourselves to the differentiated and evolving aspirations, needs and consumption patterns of people across the country. From News to Entertainment and across TV, Digital and Print, our portfolio of offerings is designed to engage with audiences across segments and genres. We create enriching experiences for them with our quality content that caters as effectively to the premium audiences as it does to the masses. -
The Role of Indian Data for European AI
The Role of Indian Data for European AI The Role of Indian Data for European AI The Role of Indian Data for European AI Abstract The study “The Role of Indian Data for European AI” investigates the potential benefits of a closer collaboration on data exchange between India and Europe. It explores the Indian AI landscape, Germany’s need for access to larger data pools, and requirements to make a cooperation possible. While no quick wins are to be expected from a closer cooperation, the long-term prospects are promising, provided that several important obstacles are cleared first. India’s new regulation on data privacy and security, due to be passed soon, appears to be a make-or-break issue. 4 Contents Contents Abstract 4 1. Executive Summary 6 2. Introduction: The need for cross-border data partnerships for AI 8 2.1. Relevance of data access as the foundation for AI innovation 8 2.2. Data access and sharing beyond national borders and the EU 9 2.3. Germany’s need to increase the data pool for AI development 9 2.4. Potential of German-Indian data exchange for AI 10 2.5. On the nature of a cross-border data cooperation of equals 10 3. Requirements for cross-border data sharing for AI 12 3.1. Data regulation with regards to cross-border transfers of data 12 3.2. Ethics of data and AI 14 3.3. Companies’ willingness to trade and share data 14 4. India’s digital momentum 17 4.1. India’s data potential from consumer-led digital transformation 17 4.2. -
Reliance Industries Companyname
COMPANY UPDATE RELIANCE INDUSTRIES Déjà vu: Downgrade in order India Equity Research| Oil, Gas and Services COMPANYNAME We turned very bullish on Reliance Industries (RIL) with our BRAVEHEART EDELWEISS 4D RATINGS ‘BUY’ in 2016; four years on and a 4x rally since, we believe the stock’s Absolute Rating HOLD primary triggers—deleveraging, asset monetisation and digital Rating Relative to Sector Outperform momentum—have played out. We also believe the pendulum has swung Risk Rating Relative to Sector Medium entirely: from extreme pessimism to exuberance, infallible expectations Sector Relative to Market Equalweight on execution and a peak analyst ‘Buy’ ratio (80%). That the valuation is pricing in overly high growth expectations when its WACC is rising and economic spread being negative suggest risks lie on the downside. This is MARKET DATA (R: RELI.BO, B: RIL IN) CMP : INR 2,146 not RIL’s first brush with euphoria: 1994 (India liberalisation), 2000 (Y2K) Target Price : INR 2,105 and 2008 (KG-D6/Refining). The current exuberance gives us a sense of déjà vu; downgrade to ‘HOLD’ with a target price of INR2,105. 52-week range (INR) : 2,163 / 867 Share in issue (mn) : 6,339.4 M cap (INR bn/USD mn) : 14,148 / 70,157 Ten-year Jio 35% CAGR, eh; high WACC; negative economic spread Avg. Daily Vol.BSE/NSE(‘000) : 11,335.2 Our two-stage reverse-DCF analysis shows the market is baking in high EPS growth, particularly for Jio Platforms (35% CAGR sustaining for ten years). We believe the SHARE HOLDING PATTERN (%) associated risk is high, and despite its strong past execution, even RIL is not infallible. -
Of Reliance Jioand M&Acases Involving Airtel-Telenor and Vodafone-Idea
42 [ ISSN 0973-936X (print); 2456 0936 (online)] MANAGEMENT INSIGHT RESTRUCTURING OF INDIAN TELECOM INDUSTRY : EMERGENCE OF RELIANCE JIO AND M&A CASES INVOLVING AIRTEL-TELENOR AND VODAFONE-IDEA Management Insight 14(1) 42 -47 DOI: https://doi.org/10.21844/mijia.14.01.7 Saurav Kumar* Correspondence Email: [email protected] ABSTRACT Mobile industry has become one of the fastest developing industries in India. Indian mobile subscribers have become used to touch mobiles within a relatively short span of time. India is the second biggest market in the world for mobile services and it is a good avenue for network providers from India and abroad. Global providers too have occupied and earned reasonable market shares in the Indian mobile industry. Jio’spractically free offers have created fundamental changes in consumer behavior along with competitor strategies. The moves made by this new entrant has affected the equilibrium in the mobile industry and made rival players vulnerable, so much so that many of them have resorted to mergers and acquisitions to avoid bleeding away to bankruptcy. All major players in the industry, e.g. Airtel, Idea, Vodafone etc. are strategically responding to Jio’s market penetration move. To come to a position of strength in the industry, Idea and Airtel are entering into ventures with Vodafone and Telenor respectively. Through this paper, the author wishes to make an attempt to examine the impact of Jio on competitive strategies of rivals in the Indian telecom industry. Keywords : Mergers, Acquisitions, Jio, Airtel, Vodafone, Idea, Telenor INTRODUCTION The Indian telecommunications sector is the commitments to fulfillbenchmark quality of backbone of Indian economy as far as service. -
Avoid These 5 Anti-Patterns When Going Platform-first
Avoid these 5 anti-patterns when going platform-first Manish Kumar Head of India Domestic Business Mujiruddin Shaikh Market Technology Principal Smitha Hemmigae Head of India Marketing 1 Content Introduction 01 Reinventing the wheel 04 prevents scaling i.e., local optimization Near-sighted platform capabilities 07 are not future ready Monolithic data architectures 10 don’t meet innovation and scale requirements Fuzzy service boundaries 13 increased coupling and misaligned teams Being closed to the ecosystem 15 inhibits speed and quality of innovation Platform-first has become such a common business-tech phrase that HBR has coined a term for this phenomena; “‘platformania’...a land grab, where companies feel they have to be the first mover to secure a new territory, exploit network effects, and raise barriers to entry.” But, the excitement is not without reason. 7 of the world’s 10 largest global companies are underpinned by some of the most evolved technology platforms we’ve seen. In this paper, we discuss what extremely successful businesses have in common i.e. platform technology. 01 AVOID THESE 5 ANTI-PATTERNS WHEN GOING PLATFORM-FIRST In a reality where every business wants to either build or become one, it’s a good idea to look at what platform thinking is. The nonlinear growth curve achieved by technology platforms is centered on: Removing friction within delivery teams. This is achieved through high quality, self-service access to foundational technology. Creating an ecosystem of technology and business capabilities. This is achieved by leveraging domain-driven principles and carefully-factored business capability interfaces (APIs) that are critical to an effective and modern Service Oriented Architecture (SOA) strategy.