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JVC Car Stereos Features
KW-V420BT Multimedia Receiver featuring 7" WVGA Touch Panel / iDataLink Maestro Ready / Bluetooth / 13-Band EQ KW-V420BT Smartphone Integration Android™ Music Playback via USB (AUTO MODE/AUDIO MODE) Simply connect your Android smartphone or tablet to the receiver via USB and enjoy a totally "plug and play" music playback solution. The Android Open Accessory Protocol (AOA2) is supported so absolutely no preparation or set-up is necessary – just plug it in and it’s ready to play audio files stored on your Android device in what’s called "AUDIO MODE". Or, by installing the free JVC Music Play app* available on Google Play, you’ll be able to access "AUTO MODE" for added functionality including Folder Up & Down, and Search Artist/Album/Song. *JVC Music Play app iDataLink Maestro iDataLink Maestro – Advanced Vehicle Integration iDataLink Maestro RR (sold separately) enables to retain factory steering wheel audio controls & factory amplifier, and can even display the vehicle information (performance data, climate controls, battery voltage etc) on the JVC receiver. *Available features may vary depending on the vehicle. The iDataLink Maestro RR is sold separately by Automotive Data. Bluetooth® Wireless Technology iPhone® /Android™ Bluetooth Automatic Pairing Just connect your iPhone or Android device* via USB and the automatic Bluetooth pairing function will work to complete the pairing. No complicated manual procedure to worry about. 2 Phones Full-Time Connection You can connect two phones full time via Bluetooth, with secure and simple pairing. Calls to either phone can be received by a push of a key on the head unit. Bluetooth Voice Recognition Siri Eyes Free Mode for iPod/iPhone Allows access to the Siri voice-activated personal assistant while keeping your hands on the steering wheel and eyes on the road. -
Mario's Legacy and Sonic's Heritage: Replays and Refunds of Console Gaming History
Mario’s legacy and Sonic’s heritage: Replays and refunds of console gaming history Jaakko Suominen University of Turku / Digital Culture P.O. Box 124 28101 Pori +35823338100 jaakko.suominen at utu.fi ABSTRACT In this paper, I study how three major videogame device manufacturers, Microsoft, Sony and Nintendo use gaming history within their popular console products, Microsoft Xbox 360, Sony PS 3 and Nintendo Wii. These enterprises do not only market new game applications and devices but also recycle classic game themes, game characters as well as classic games themselves. Therefore, these corporations are a part of the phenomenon which can be called retrogaming culture or digital retro economy. The paper introduces the different ways in which the corporations began to use history and how they constructed their digital game market strategies to be compatible with the current retrogaming trend. In addition, the paper introduces a model for different phases of uses of history. The paper is empirically based on literary reviews, recreational computing magazine articles, company websites and other online sources and participatory observation of retrogaming applications and product analyses. Sociological and cultural studies on nostalgia as well as history culture form the theoretical framework of the study. Keywords retrogaming, classic games, history management, uses of history, consoles INTRODUCTION When a game company utilizes its older products to make a new application, when the same company mentions the year it was established in a job advertisement or when it celebrates a game figure’s 20-year anniversary, the company uses history. The use of history can be a discursive act, which underlines continuity and in so doing, for example, the trustworthiness and stability of the firm. -
Sega Sammy Holdings Integrated Report 2019
SEGA SAMMY HOLDINGS INTEGRATED REPORT 2019 Challenges & Initiatives Since fiscal year ended March 2018 (fiscal year 2018), the SEGA SAMMY Group has been advancing measures in accordance with the Road to 2020 medium-term management strategy. In fiscal year ended March 2019 (fiscal year 2019), the second year of the strategy, the Group recorded results below initial targets for the second consecutive fiscal year. As for fiscal year ending March 2020 (fiscal year 2020), the strategy’s final fiscal year, we do not expect to reach performance targets, which were an operating income margin of at least 15% and ROA of at least 5%. The aim of INTEGRATED REPORT 2019 is to explain to stakeholders the challenges that emerged while pursuing Road to 2020 and the initiatives we are taking in response. Rapidly and unwaveringly, we will implement initiatives to overcome challenges identified in light of feedback from shareholders, investors, and other stakeholders. INTEGRATED REPORT 2019 1 Introduction Cultural Inheritance Innovative DNA The headquarters of SEGA shortly after its foundation This was the birthplace of milestone innovations. Company credo: “Creation is Life” SEGA A Host of World and Industry Firsts Consistently Innovative In 1960, we brought to market the first made-in-Japan jukebox, SEGA 1000. After entering the home video game console market in the 1980s, The product name was based on an abbreviation of the company’s SEGA remained an innovator. Representative examples of this innova- name at the time: Service Games Japan. Moreover, this is the origin of tiveness include the first domestically produced handheld game the company name “SEGA.” terminal with a color liquid crystal display (LCD) and Dreamcast, which In 1966, the periscope game Periscope became a worldwide hit. -
Risk Analysis Of Nintendo Co., Ltd
Risk Analysis of Nintendo Co., Ltd Interactive Qualifying Project WPI Author: Matthew Rodricks 10/29/17 Advisor: Professor Dimitrios Koutmos Table of Contents Risk Analysis of Nintendo Co., Ltd 1 Table of Contents 2 Abstract 3 Acknowledgements 4 1.1 Historical Background 5 1.2 Investor Sentiment 8 1.3 Market Strategy 9 2.1 Evolution of the Industry 10 3. Methodological Framework 11 3.1.1. Firm Specific Volatility 11 3.1.2. Market Volatility 12 3.1.3. Sharpe Ratio 14 3.1.4. Treynor Ratio 16 4. Major Findings 18 5. Conclusion 19 6. References 20 7. Appendix 21 2 Abstract The purpose of this paper is to explore investor sentiment and investor risks for the Japanese video game company, Nintendo. Being one of the largest, longest-lasting, and most successful companies in the video game industry, the research into this topic proves to be both historical, topical, and relevant from an industry and financial standpoint. By observing historical financial data and running different analysis, this paper aims to find correlations between different events in the company’s recent history, how investors react to said -
Proposal of a Data Processing Guideline for Realizing Automatic Measurement Process with General Geometrical Tolerances and Contactless Laser Scanning
Proposal of a data processing guideline for realizing automatic measurement process with general geometrical tolerances and contactless laser scanning 2018/4/4 Atsuto Soma Hiromasa Suzuki Toshiaki Takahashi Copyright (c)2014, Japan Electronics and Information Technology Industries Association, All rights reserved. 1 Contents • Introduction of the Project • Problem Statements • Proposed Solution – Proposal of New General Geometric Tolerance (GGT) – Data Processing Guidelines for point cloud • Next Steps Copyright (c)2014, Japan Electronics and Information Technology Industries Association, All rights reserved. 2 Contents • Introduction of the Project • Problem Statements • Proposed Solution – Proposal of New General Geometric Tolerance (GGT) – Data Processing Guidelines for Point Cloud • Next Steps Copyright (c)2014, Japan Electronics and Information Technology Industries Association, All rights reserved. 3 Introduction of JEITA What is JEITA? The objective of the Japan Electronics and Information Technology Industries Association (JEITA) is to promote healthy manufacturing, international trade and consumption of electronics products and components in order to contribute to the overall development of the electronics and information technology (IT) industries, and thereby to promote further Japan's economic development and cultural prosperity. JEITA’s Policy and Strategy Board > Number of full members: 279> Number of associate members: 117(as of May 13, 2014) - Director companies and chair/subchair companies - Policy director companies (alphabetical) Fujitsu Limited (chairman Masami Yamamoto) Asahi Glass Co., Ltd. Nichicon Corporation Sharp Corporation Azbil Corporation IBM Japan, Ltd. Hitachi, Ltd. Advantest Corporation Nippon Chemi-Con Corporation Panasonic Corporation Ikegami Tsushinki Co., Ltd. Japan Aviation Electronics Industry, Ltd. SMK Corporation Mitsubishi Electric Corporation Nihon Kohden Corporation Omron Corporation NEC Corporation JRC Nihon Musen Kyocera Corporation Sony Corporation Hitachi Metals, Ltd KOA Corporation Fuji Xerox Co., Ltd. -
Basic Operating Instructions Compact Stereo System SC-C70 Music Is Borderless and Timeless, Touching People’S Hearts Across Cultures and Generations
Basic Operating Instructions Compact Stereo System SC-C70 Music is borderless and timeless, touching people’s hearts across cultures and generations. Each day the discovery of a truly emotive experience from an unencountered sound awaits. Let us take you on your journey to rediscover music. 02 Delivering the Ultimate Emotive Musical Experience to All At Technics we understand that the listening experience is not purely about technology but the magical and emotional relationship between people and music. We want people to experience music as it was originally intended and enable them to feel the emotional impact that enthuses and delights them. Through delivering this experience we want to support the development and enjoyment of the world’s many musical cultures. This is our philosophy. With a combination of our love of music and the vast high- end audio experience of the Technics team, we stand committed to building a brand that provides the ultimate emotive musical experience by music lovers, for music lovers. Director Michiko Ogawa 03 Thank you for purchasing this product. Please read these instructions carefully before using this product, and save this manual for future use. • About descriptions in these operating instructions - Pages to be referred to are indicated as “ ○○”. - The illustrations shown may differ from your unit. • A more detailed operating instruction is available in “Operating Instructions” (PDF format). To read it, download it from the website. www.technics.com/support/ • You will need Adobe Reader to browse or print “Operating Instructions” (PDF format). You can download and install a version of Adobe Reader that you can use with your OS from the following website. -
SL-1210MK7 / Direct Drive Turntable System (English)
SL-1210MK7 Direct Drive Turntable System Operating Instructions Music is borderless and timeless, touching people’s hearts across cultures and generations. Each day the discovery of a truly emotive experience from an unencountered sound awaits. Let us take you on your journey to rediscover music. Delivering the Ultimate Emotive Musical Experience to All At Technics we understand that the listening experience is not purely about technology but the magical and emotional relationship between people and music. We want people to experience music as it was originally intended and enable them to feel the emotional impact that enthuses and delights them. Through delivering this experience we want to support the development and enjoyment of the world’s many musical cultures. This is our philosophy. With a combination of our love of music and the vast high-end audio experience of the Technics team, we stand committed to building a brand that provides the ultimate emotive musical experience by music lovers, for music lovers. Director Michiko Ogawa 02 (02) English Introduction Table of contents Thank you for purchasing this product. Please read these instructions carefully before using this product, and save this manual for future use. Before use About descriptions in these operating instructions Before use - Pages to be referred to are indicated as Safety precautions ........................................04 “( 00)”. Accessories ...................................................07 - The illustrations shown may differ from your unit. Parts Name ...................................................08 Sales and Support Information Customer Communications Centre Getting started Getting started For customers within the UK: 0333 222 8777 Putting the player together ...........................09 For customers within Ireland: 01 447 5229 Monday–Friday 9:00 am – 5:00 pm, (Excluding Attaching the cartridge ...........................09 public holidays). -
240 CASE STUDY of NINTENDO AS TRADITIONAL COMPANY in JAPAN KHAIRI MOHAMED OMAR Applied Science University, Bahrain ABSTRACT
Qualitative and Quantitative Research Review, Vol 3, Issue 1, 2018 ISSN No: 2462-1978 eISSNNo: 2462-2117 CASE STUDY OF NINTENDO AS TRADITIONAL COMPANY IN JAPAN KHAIRI MOHAMED OMAR Applied science University, Bahrain ABSTRACT Each nation has own corporate issues that relates to nation’s corporate style. According to research by OECD, Mexico is the highest rate of average working hours annually in the world (“Hour worked,” 2017). It is 2,255 hours per worker in annual. Since hour in a year is 8,760, people in Mexico are working about a fourth part of a year. Assuming that workers do not need to work on weekend, then hours in a year that workers need work should be around 6,240 hours that it flexibly changes by the year. People in Mexico are working at least 8 hours daily. Claire (2015) stated that long working hours will lead to inadequate sleeping hours, and it causes insufficient working performance in research. For Japan, Japanese corporate management is sometimes argued as an issue. For example, workers in Japan increase their salary based on their seniority. It is not sometimes considered their actual ability, instead of that; company more considers their career and experience. This kind of Japanese traditional working system more tends to be applied by old company in Japan. Since Nintendo has an old history, these management implications are more applicable. Therefore, this case will be about Japanese-traditional-style management strategy of Nintendo. NINTENDO BACKGROUND Nintendo is one of the market leaders in a gaming industry. In particular, it is known as gaming hardware manufacturing corporation. -
UR5U-9000L and 9020L Cable Remote Control
th Introduction Button Functions A. Quick Set-Up Method C. Auto-Search Method E. AUX Function: Programming a 5 G. Programming Channel Control If your remote model has custom-program- 6 Quick Set-up Code Tables 7 Set-up Code Tables TV Operating Instructions For 1 4 STEP1 Turn on the device you want to program- Component mable Macro buttons available, they can be Manufacturer/Brand Set-Up Code Number STEP1 Turn on the Component you want to You can program the channel controls programmed to act as a 'Macro' or Favorite The PHAZR-5 UR5U-9000L & UR5U-9020L to program your TV, turn the TV on. TV CBL-CABLE Converters BRADFORD 043 program (TV, AUD, DVD or AUX). You can take advantage of the AUX func- (Channel Up, Channel Down, Last and Channel button in CABLE mode. This allows is designed to operate the CISCO / SA, STEP2 Point the remote at the TV and press tion to program a 5th Component such as a Numbers) from one Component to operate Quick Number Manufacturer/Brand Manufacturer/Brand Set-Up Code Number BROCKWOOD 116 STEP2 Press the [COMPONENT] button (TV, you to program up to five 2-digit channels, BROKSONIC 238 Pioneer, Pace Micro, Samsung and and hold TV key for 3 seconds. While second TV, AUD, DVD or Audio Component. in another Component mode. Default chan- 0 FUJITSU CISCO / SA 001 003 041 042 045 046 PHAZR-5 Holding the TV key, the TV LED will light AUD, DVD or AUX) to be programmed four 3-digit channels or three 4-digit channels BYDESIGN 031 032 Motorola digital set tops, Plus the majority th nel control settings on the remote control 1 SONY PIONEER 001 103 034 051 063 076 105 and [OK/SEL] button simultaneously STEP1 Turn on the 5 Component you want that can be accessed with one button press. -
CIAJ Profile 2019-2020
CIAJ PROFILE Communications and Information Network Association of Japan 2019-2020 ADDRESS: 6th Fl., Kabutocho Uni-square, 21-7 Kabutocho, Nihonbashi, Chuo-ku, Tokyo 103-0026 PHONE: +81 3 5962-3454 COMMU N ICATIONS FAX: +81 3 5962-3455 E-mail: [email protected] URL: https://www.ciaj.or.jp/en/ AND INFORM ATION NETW ORK ASSOCIATION O F JA P A N Who we are CIAJ Management Team (As of September, 2019) Board of Directors Senior Steering Committee Members The Communications and Information Network Association of Japan promotes the further use and advancement of info-communication technologies (ICT), aiming for the robust growth of all industries that provides and/or uses info-communication networks by bringing together diverse industries and Chairman Director Director Nobuhiro Endo Tatsuya Tanaka sharing insights. Through such initiatives, CIAJ has Nobuhiro Endo Koichi Hamada Ryota Kitamura Chairman, Chairman, Chairman, President, Telecommunications NEC Corporation Fujitsu Limited NEC Corporation Anritsu Corporation Carriers the mission of contributing to solving social issues Association (NTT) and realizing an enriching society in Japan as well as a sustainable global community. CIAJ was established in 1948 as a voluntary industry association composed mainly of telecom terminal Director Director Director manufacturers and network infrastructure vendors. In Hideichi Kawasaki Toshiaki Higashihara Kaichiro Sakuma Shuji Nakamura Kunihiko Satoh Chairman, President, October 2009, CIAJ embarked on a new page in its President, Executive Officer, Corporate Adviser, OKI Electric Industry Hitachi, Ltd. Hitachi Kokusai Mitsubishi Research Ricoh Co., Ltd. Co., Ltd. history by becoming a general incorporated Electric Inc. Institute, Inc. association. CIAJ’s diverse regular members include communication network and equipment vendors, telecommunication carriers, service providers and user companies. -
Corporate Strategy
May. 2018 © Mitsubishi Electric Corporation Contents As the New President and CEO 1. Management Philosophy 2. Management Policy 3. Forecast for FY2018 4. Toward a Higher Level of Growth 5. Make Strong Businesses Stronger 6. Technology Synergies and Business Synergies 7. For Sustainable Growth Note FY2014: April 1, 2014-March 31, 2015 FY2015: April 1, 2015-March 31, 2016 FY2016: April 1, 2016-March 31, 2017 FY2017: April 1, 2017-March 31, 2018 FY2018: April 1, 2018-March 31, 2019 FY2019: April 1, 2019-March 31, 2020 FY2020: April 1, 2020-March 31, 2021 1 © Mitsubishi Electric Corporation As the New President and CEO IoT, big data and AI are connecting everyone and everything, creating new value in society. Transition to a low carbon society is also taking place. Mitsubishi Electric will celebrate its 100th anniversary in FY2020 against the backdrop of these changes. To achieve our growth targets and to sustain growth beyond FY2020, I believe there are areas where we must continue and areas where we must transform. What we must to continue, is to practice the important philosophy of, what we call the Three Principles -the Mitsubishi DNA-, as well as to pursue Balanced Corporate Management from the standpoint of “growth”, “profitability/efficiency” and “soundness”. On the other hand, there are two transformations which need to be made. First is Business Transformation. In accordance with societal and technological changes, our business model also needs to be constantly re-evaluated. While we strengthen our existing –including our strongest– businesses, we will leverage technological and business synergies, and accelerate our initiatives towards autonomous driving, net-Zero Energy Building (ZEB), and developing of smart factories. -
Examining the Dynamics of the US Video Game Console Market
Can Nintendo Get its Crown Back? Examining the Dynamics of the U.S. Video Game Console Market by Samuel W. Chow B.S. Electrical Engineering, Kettering University, 1997 A.L.M. Extension Studies in Information Technology, Harvard University, 2004 Submitted to the System Design and Management Program, the Technology and Policy Program, and the Engineering Systems Division on May 11, 2007 in Partial Fulfillment of the Requirements for the Degrees of Master of Science in Engineering and Management and Master of Science in Technology and Policy at the Massachusetts Institute of Technology June 2007 C 2007 Samuel W. Chow. All rights reserved The author hereby grants to NIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part in any medium now know and hereafter created. Signature of Author Samuel W. Chow System Design and Management Program, and Technology and Policy Program May 11, 2007 Certified by James M. Utterback David J. cGrath jr 9) Professor of Management and Innovation I -'hs Supervisor Accepted by Pat Hale Senior Lecturer in Engineering Systems - Director, System Design and Management Program Accepted by Dava J. Newman OF TEOHNOLoGY Professor of Aeronautics and Astronautics and Engineering Systems Director, Technology and Policy Program FEB 1 E2008 ARCHNOE LIBRARIES Can Nintendo Get its Crown Back? Examining the Dynamics of the U.S. Video Game Console Market by Samuel W. Chow Submitted to the System Design and Management Program, the Technology and Policy Program, and the Engineering Systems Division on May 11, 2007 in Partial Fulfillment of the Requirements for the Degrees of Master of Science in Engineering and Management and Master of Science in Technology and Policy Abstract Several generations of video game consoles have competed in the market since 1972.