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Member Directory
D DIRECTORY Member Directory ABOUT THE MOBILE MARKETING ASSOCIATION (MMA) Mobile Marketing Association Member Directory, Spring 2008 The Mobile Marketing Association (MMA) is the premier global non- profit association established to lead the development of mobile Mobile Marketing Association marketing and its associated technologies. The MMA is an action- 1670 Broadway, Suite 850 Denver, CO 80202 oriented organization designed to clear obstacles to market USA development, establish guidelines and best practices for sustainable growth, and evangelize the mobile channel for use by brands and Telephone: +1.303.415.2550 content providers. With more than 600 member companies, Fax: +1.303.499.0952 representing over forty-two countries, our members include agencies, [email protected] advertisers, handheld device manufacturers, carriers and operators, retailers, software providers and service providers, as well as any company focused on the potential of marketing via mobile devices. *Updated as of 31 May, 2008 The MMA is a global organization with regional branches in Asia Pacific (APAC); Europe, Middle East & Africa (EMEA); Latin America (LATAM); and North America (NA). About the MMA Member Directory The MMA Member Directory is the mobile marketing industry’s foremost resource for information on leading companies in the mobile space. It includes MMA members at the global, regional, and national levels. An online version of the Directory is available at http://www.mmaglobal.com/memberdirectory.pdf. The Directory is published twice each year. The materials found in this document are owned, held, or licensed by the Mobile Marketing Association and are available for personal, non-commercial, and educational use, provided that ownership of the materials is properly cited. -
Microsoft Acquires Massive, Inc
S T A N F O R D U N I V E R S I T Y! 2 0 0 7 - 3 5 3 - 1! W W W . C A S E W I K I . O R G! R e v . M a y 2 9 , 2 0 0 7 MICROSOFT ACQUIRES MASSIVE, INC. May 4th, 2006 T A B L E O F C O N T E N T S 1. Introduction 2. Industry Overview 2.1. The Advertising Opportunity Within Video Games 2.2. Market Size and Demographics 2.3. Video Games and Advertising 2.4. Market Dynamics 3. Massive, Inc. ! Company Background 3.1. Founding of Massive 3.2. The Financing of Massive 3.3. Product Launch / Technology 3.4. The Massive / Microsoft Deal 4. Microsoft, Inc. within the Video Game Industry 4.1. Role as a Game Publisher / Developer 4.2. Acquisitions 4.3. Role as an Electronic Advertising Network 4.4. Statements Regarding the Acquisition of Massive, Inc. 5. Exhibits 5.1. Table of Exhibits 6. References ! 2 0 0 7 - 3 5 3 - 1! M i c r o s o f t A c q u i s i t i o n o f M a s s i v e , I n c .! I N T R O D U C T I O N In May 2007, Microsoft Corporation was a company in transition. Despite decades of dominance in its core markets of operating systems and desktop productivity software, Mi! crosoft was under tremendous pressure to create strongholds in new market spaces. -
Microsoft from Wikipedia, the Free Encyclopedia Jump To: Navigation, Search
Microsoft From Wikipedia, the free encyclopedia Jump to: navigation, search Coordinates: 47°38′22.55″N 122°7′42.42″W / 47.6395972°N 122.12845°W / 47.6395972; -122.12845 Microsoft Corporation Public (NASDAQ: MSFT) Dow Jones Industrial Average Type Component S&P 500 Component Computer software Consumer electronics Digital distribution Computer hardware Industry Video games IT consulting Online advertising Retail stores Automotive software Albuquerque, New Mexico Founded April 4, 1975 Bill Gates Founder(s) Paul Allen One Microsoft Way Headquarters Redmond, Washington, United States Area served Worldwide Key people Steve Ballmer (CEO) Brian Kevin Turner (COO) Bill Gates (Chairman) Ray Ozzie (CSA) Craig Mundie (CRSO) Products See products listing Services See services listing Revenue $62.484 billion (2010) Operating income $24.098 billion (2010) Profit $18.760 billion (2010) Total assets $86.113 billion (2010) Total equity $46.175 billion (2010) Employees 89,000 (2010) Subsidiaries List of acquisitions Website microsoft.com Microsoft Corporation is an American public multinational corporation headquartered in Redmond, Washington, USA that develops, manufactures, licenses, and supports a wide range of products and services predominantly related to computing through its various product divisions. Established on April 4, 1975 to develop and sell BASIC interpreters for the Altair 8800, Microsoft rose to dominate the home computer operating system (OS) market with MS-DOS in the mid-1980s, followed by the Microsoft Windows line of OSes. Microsoft would also come to dominate the office suite market with Microsoft Office. The company has diversified in recent years into the video game industry with the Xbox and its successor, the Xbox 360 as well as into the consumer electronics market with Zune and the Windows Phone OS. -
Broadcasters and the Broadcasters and the Internet
Broadcasters and the Broadcasters and the Internet Internet EBU Members’ Internet Presence Distribution Strategies Online Consumption Trends Social Networking and Video Sharing Communities November 2007 European Broadcasting Union Strategic Information Service (SIS) L’Ancienne-Route 17A CH-1218 Grand-Saconnex Switzerland Phone +41 (0) 22 717 21 11 Fax +41 (0)22 747 40 00 www.ebu.ch/sis European Broadcasting Union l Strategic Information Service Broadcasters and the Internet EBU Members' Internet Presence Distribution Strategies Online Consumption Trends Social Networking and Video Sharing Communities November 2007 The Report Staff This report was produced by the Strategic Information Service of the EBU. Editor: Alexander Shulzycki Production Editor: Anna-Sara Stalvik Principal Researcher: Anna-Sara Stalvik Special appreciation to: Danish Radio and Television (DR) Swedish Television (SVT) Swedish Radio (SR) Cover Design: Philippe Juttens European Broadcasting Union Telephone: +41 22 717 2111 Address: L'Ancienne-Route 17A, 1218 Geneva, Switzerland SIS web-site: www.ebu.ch/director_general/sis.php SIS contact e-mail: [email protected] BROADCASTERS AND THE INTERNET TABLE OF CONTENTS INTRODUCTION.............................................................................................................. 1 OVERVIEW .............................................................................................................................1 1. The general Internet landscape: usage, websites, advertising ............................................ -
Opinions Libres - 1 / 10 - Edition PDF Du 6 Septembre 2020 2
1 Un mariage risqué, suite Je me suis exprimé sur l’annonce par Microsoft de son souhait d’acquérir Yahoo le jour même où elle a eu lieu. C’était à chaud, mais je m’étais déjà posé la question auparavant. Cette annonce a depuis généré un nombre absolument incroyable de commentaires tant aux USA que chez nous en France. L’histoire est loin d’avoir démarré puisque Yahoo esquive la fusion, ou tout du moins en négocie le prix. Parmi les réactions, il y en avait quelques unes d’intéressantes commecelle de Louis van Proosdij, montrant comment Microsoft pourrait organiser son “branding” en séparant clairement la partie entreprise (“Microsoft”) et en affichant sous la bannière “Yahoo” tout ce qui relève du grand public chez l’éditeur. Et je dois reconnaitre que ma réaction à chaud n’était pas très constructive, listant à l’envie les raisons pour lesquelles une telle fusion ne pouvait pas fonctionner. Depuis, je n’ai pas vraiment changé d’avis, mais j’ai cherché à l’étayer par une petite perspective historique sur les succès et les échecs de Microsoft. Et ils sont nombreux, dans toutes les catégories, bien au delà des classiques Windows et Office. Dans une approche classique que l’on retrouve dans les études de cas des business schools, j’ai d’abord fait l’inventaire de l’existant. Sous forme d’un tableau, bien évidemment! J’en ai tiré quelques conclusions sur le pourquoi Microsoft a réussi et pourquoi il s’est gauffré ailleurs. Il s’agit presque toujours d’une course à l’innovation, au sens littéral du terme: à savoir, qui est le premier à diffuser largement une nouvelle technologie et si possible, durablement, jusqu’à ce qu’elle pénètre le marché au delà des “early adopters”. -
Lagardère SCA, Un Groupe Industriel Atypique
École doctorale Erasme Laboratoire des Sciences de l’information et de la communication (LabSic, EA 1803) Doctorat Sciences de l’information et de la communication Le groupe LAGARDERE face aux mutations des industries de la culture et de la communication Michel DIARD Thèse dirigée par M. Philippe BOUQUILLION Soutenue publiquement le 30 janvier 2015 Membres du jury : Mme Dominique CARTELLIER, Université Stendhal – Grenoble 3 M. Bertrand LEGENDRE, Université Paris 13 M. Juan Carlos MIGUEL de BUSTOS, Université du Pays Basque, Bilbao (Espagne) M. Pierre MOEGLIN, Université Paris 13 M. Laurent PETIT, Université Paris 4 (ESPE) ! ! ! ! ! ! ! ! ! ! ! ! ! ! « J’ai laissé plus de choses à dire que je n’en ai dites (…) peut-être la prolixité et l’adulation ne seront pas au nombre des défauts qu’on pourra me reprocher. » ! Denis DIDEROT, Encyclopédie ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! à Marie-France et Jean-Michel ! ! ! ! ! ! ! ! ! ! 1 ! ! ! Remerciements ! ! ! Je remercie mon directeur Philippe BOUQUILLION pour ses conseils avisés, sa disponibilité et sa patience envers le doctorant aussi peu conventionnel que je fus. Je tiens aussi à associer à ces remerciements Pierre MOEGLIN et Yolande COMBES, qui, à chacune des séances du ‘’petit séminaire’’ du LabSic, m’ont permis d’approfondir mes questionnements à propos des industries culturelles. J’associerai à ces remerciements le directeur Du LabSic et du Labex ICCA, Bertrand LEGENDRE, pour m’avoir accueilli et invité à participer à l’université d’été du Labex ICCA me permettant de mieux appréhender le travail de recherche en sciences humaines. Merci aussi à tous les doctorants du LabSic pour les discussions passionnantes au sein du « petit séminaire ». Enfin, un grand merci à Marie-France, mon épouse, pour son soutien infaillible et sa très grande patience. -
Beatthatquote.Com to Power MSN Insurance Service Submitted By: Gong Communications Wednesday, 9 July 2008
BeatThatQuote.com to power MSN insurance service Submitted by: Gong Communications Wednesday, 9 July 2008 8th July 2008, London: Price comparison web site BeatThatQuote.com today announces a new partnership deal with MSN to provide online users with access to BeatThatQuote.com’s insurance services. BeatThatQuote.com’s services will be integrated with MSN’s website to provide visitors with a seamless user experience. The partnership will allow BeatThatQuote.com’s insurance panel partners to communicate with a Microsoft Advertising network that reaches 70% of the UK online population. The new service goes live today and will include Car, Home, Life, Medical, Travel, Pet, Income Protection, Motorbike and Breakdown Insurance. James Curran, White Label Partnerships Manager at BeatThatQuote.com, said: “MSN’s decision to work with BeatThatQuote.com is testament to our industry-leading expertise when it comes to delivering a great customer experience that monetises web site traffic most effectively. We have the best technology in the industry, the strongest management information and the most effective integration, so our insurance services for MSN will be a seamless extension of its other services.” Phil Coxon, Head of Partnerships at Microsoft Advertising, said: “BeatThatQuote.com has a wide range of insurance products online and uses the latest technologies to calculate quotes for online customers quickly. The partnership will provide our users with even more choice and help them make much better informed decisions. We are particularly impressed with BeatThatQuote.com’s collaborative approach to the partnership and hope to further integrate their offering into MSN to provide a seamless experience for our users.” The MSN win is the latest in a series of competitive white label deal wins for BeatThatQuote.com following on from Interactive Investor, Moneyfacts, Thompson Directories, Propertyfinder and Energyhelpline who have all recently signed up to offer BeatThatQuote.com powered personal finance products on their web sites under their own brands. -
Intellectual Property - Strategy and Policy ACIVES
Intellectual Property - Strategy and Policy ACIVES By Rishi Ahuja B.E., Electronics Engineering University of Pune, 1997 ES Submitted to the System Design and Management Program in Partial Fulfillment of the Requirements for the Degree of Master of Science in Engineering and Management at the Massachusetts Institute of Technology February 2012 @ 2012 Rishi Ahuja. All rights Reserved The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part in any medium now known or hereafter created. S ig natu re o f A utho r.................................................(..,..... ..................................... Rishi Ahuja System Design and Management Program Ce rtifie d by...................................... ....... ....... .......... /'Joe Hadzima /Senior Lecturer, MIT Entrepreneurship Center Thesis Supervisor Acce pte d by.......................................................... ........... .......... Pat Hale Thesis Supervisor and Director, System Design and Management Program 1 Intellectual Property - Strategy and Policy By Rishi Ahuja B.E., Electronics Engineering University of Pune, 1997 Submitted to the System Design and Management Program in Partial Fulfillment of the Requirements for the Degree of Master of Science in Engineering and Management Abstract The thesis that follows is an attempt to gain a deeper understanding of intellectual property from a policy as well as a strategic perspective. While the discussion that follows is applicable to intellectual property in general, the focus of this thesis is on a particular aspect of intellectual property i.e patents. Policy and strategic perspectives are covered in section I and 11 respectively. The section on policy explores the origin and evolution of intellectual property related policies by discussing key legislation and court cases. -
The Battle Between Apple, Microsoft and Google: Strategic Lessons from a Converging Internet Industry 2000-2010
The Battle Between Apple, Microsoft and Google: Strategic Lessons from a Converging Internet Industry 2000-2010 Case study Reference no 310-245-1 This case was written by Markus Schimmer, Professor Dr. Günter Müller-Stewens and Peder Sponland, University of St Gallen. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources. © 2010, University of St. Gallen No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner. Distributed by ecch, UK and USA North America Rest of the world www.ecch.com t +1 781 239 5884 t +44 (0)1234 750903 ecch the case for learning All rights reserved f +1 781 239 5885 f +44 (0)1234 751125 Printed in UK and USA e [email protected] e [email protected] 310-245-1 Introduction Fromthefirstdiscussionsofa“galacticnetwork”in1962,theInternethasdevelopedintoan= enormous=informationinfrastructure.=Whileithasinitiallybeena=governmental=researchtool,=itsfull publicaccessin1994propelledthenetworkintoaglobalculturalphenomenon.Fouryearsafterits publicinitiation,alreadymorethan50millionprivate=userswere=online,followedbyanunlikelarger= numberintheyearsthereafter.Withabout2=billionusersin2009,theInternethasalsogrownintoan= own global economy of unprecedented= size. This new economy is driven by a relentless force of technologicalandconceptualinnovationsstemmingfromaninnumerablenumberofpartiesscattered= -
Book Page Layout 2007 (AW).Qxd:Book Page Layout.Qxd 29/3/08 22:56 Page 1
Book Jacket (AW).qxd:Book page layout.qxd 29/3/08 23:08 Page 1 INNOVATION LEADERS INNOVATION INNOVATION LEADERS Innovation leaders are companies who, when compared to the competition, are either able to better understand customer requirements and exploit new market opportunities, or access new technologies to deliver successful new products and services. They are seen as the corporate heroes of today. Innovation leaders are the companies that CEOs want to head up and other organisations try to emulate. As companies in different sectors seek to make the most out of innovation, one question that is often asked is, Who are the real innovation leaders? Who are the companies that may not be shouting about it, but are actually delivering innovation and gaining direct impact to the top and bottom line? Based on extensive analysis of the performance of the top 1500 companies across 25 sectors, Innovation Leaders profiles the organisations that are making the most impact today and also highlights the new approaches that are being taken to enhance innovation performance. INNOVATION LEADERS ISBN 978-1-904902-95-9 9 781904 902959 www.infideas.com INNOVATIONLEADERS.ORG £20.00 Book page layout 2007 (AW).qxd:Book page layout.qxd 29/3/08 22:56 Page 1 INNOVATION LEADERS Book page layout 2007 (AW).qxd:Book page layout.qxd 29/3/08 22:56 Page 2 Copyright © Infinite Ideas Limited, 2008 The right of Innovaro Ltd to be identified as the author of this book has been asserted in accordance with the Copyright, Designs and Patents Act 1988. First published in 2008 by Infinite Ideas Limited 36 St Giles Oxford, OX1 3LD United Kingdom www.infideas.com All rights reserved. -
Integrating Skype Within Microsoft
PDF hosted at the Radboud Repository of the Radboud University Nijmegen The following full text is a postprint version which may differ from the publisher's version. For additional information about this publication click this link. http://hdl.handle.net/2066/100589 Please be advised that this information was generated on 2021-10-01 and may be subject to change. 312-226-1 Integrating Skype within Microsoft Case Study Reference: NSM-2012-04 Associate Professor Olivier Furrer, Radboud University Nijmegen, prepared this case with the assistance of master students Lianne van Heeswijk and Emiel R. Hoffer. It is intended to be used as the basis for class discussion rather than to illustrate either the effective or ineffective handling of a management situation. The case was compiled from published sources. © 2012 Radboud University Nijmegen No part of this publication may be copied, stored, transmitted, reproduced, or distributed in any form or by any means without the permission of the copyright owner. Distributed by ecch, UK and USA North America Rest of the world www.ecch.com t +1 781 239 5884 t +44 (0)1234 750903 ecch the case for learning All rights reserved f +1 781 239 5885 f +44 (0)1234 751125 Printed in UK and USA e [email protected] e [email protected] 312-226-1 By combining the two leading e-commerce franchises, eBay and PayPal, with the leader in Internet voice communication, we will create an extraordinarily powerful environment for business on the Net. —Meg Whitman, eBay President and Chief Executive Officer (CEO), September 12, 2005 It’s clear that Skype has limited synergies with eBay and PayPal. -
Mobile Advertising Overview JANUARY 2009 Mobile Advertising Overview
Mobile Advertising Overview JANUARY 2009 Mobile Advertising Overview 1.0 Introduction..........................................................................................................01 2.0 Mobile Web.......................................................................................................... 02 2.1 Mobile Web Advertising Overview........................................................................ 02 2.2 How do I buy advertising on the Mobile Web?....................................................... 06 2.3 What results can I expect?................................................................................. 06 2.4 Scope of Advertising Guidelines.......................................................................... 06 3.0 Mobile Messaging.................................................................................................06 3.1 Mobile Messaging Overview............................................................................... 06 3.2 Mobile Messaging as an Advertising Medium....................................................... 06 3.3 Complete Messaging Advertising........................................................................ 10 3.4 Success Drivers................................................................................................ 10 3.5 How to Buy Advertising in Mobile Messaging........................................................ 10 3.6 Mobile Messaging Response Capabilities............................................................. 11 4.0 Mobile Applications..............................................................................................