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Philadelphia in an Age of Change, 1785-1800 By
Specialized residential and business districts : Philadelphia in an age of change, 1785-1800 by Thomas Samuel Gentry A thesis submitted in partial fulfillment of the requirements for the degree of Master of Arts in History Montana State University © Copyright by Thomas Samuel Gentry (1988) Abstract: Philadelphia in 1785 was a city on the brink of economic expansion. The carrying trade promoted the financial growth of the city. Even though Philadelphia became a trading center in the 1790s, the economic boom affected only a very small segment of society. Examining local records such as the city tax lists, city directories, newspaper accounts, and the Federal Direct Tax of 1798, one realizes that while the economy flourished, for many people the 1790s were an age of poverty. The carrying trade helped those in a position to benefit from trade with England, France, and the West Indies; however, due to the rapid growth in population, lower income Philadelphians were left out of this trading circle. While many merchants prospered their working class counterparts fell into poverty. Artisans and craftspeople found that their piece of the monetary pie was becoming smaller and smaller throughout the period. As the 1790s progressed the wage of artisans, laborers, and craftspeople dropped considerably. The drop in the wage is directly reflected in the city tax lists for the 1780s and 1790s. Workers found it harder to make ends meet. Changes in property values in the 1790s aggravated the problems of the workers, forcing them to move to more affordable accommodations in different parts of Philadelphia. Places like North Mulberry and South Ward became havens for workers in the 1790s, as businesses devoted to the carrying trade moved into the buildings along the Delaware River. -
The Prince of Persia Returns
THE PRINCE OF PERSIA RETURNS ACTION-PACKED PRINCE OF PERSIA ® 2 (WORKING TITLE) BOASTS BRAND NEW FREE-FORM FIGHTING SYSTEM Paris, FRANCE - May 6, 2004 - Ubisoft, one of the world's largest video game publishers, today announced that the company‘s award-winning Montreal studio is currently developing Prince of Persia ® 2 (working title) , a follow-up to the most critically acclaimed game of 2003, Prince of Persia The Sands of Time™. The Prince has to embark upon a path of both carnage and mystery to defy his preordained death. His journey leads to the infernal core of a cursed island stronghold harboring mankind‘s greatest fears. Only through grim resolve, bitter defiance and the mastery of deadly new combat arts can the Prince rise to a new level of warriorship œ and emerge from this ultimate trial with his life. In order to accomplish his mission, the Prince benefits from a brand new free- form fighting system that allows gamers to channel his anger as they wage battle without boundaries. Each game fan will find his or her own unique fighting style as they manipulate their environment and control the Ravages of Time. You can dig into an arsenal of weapons that, when used in combination, create advanced arm attacks that verge on fatal artistry! Prince of Persia ® 2 promises that game fans will fight harder, and play longer, emerging from the experience as deadly-capable skilled masters of their own unique combat art form. —Prince of Persia The Sands of Time™ was the most critically acclaimed game of 2003,“ said Yves Guillemot, President and CEO of Ubisoft, —With Prince of Persia ® 2 , we intend to build on that masterpiece that will take Prince of Persia ® one step further to take over the action-combat genre. -
Analisi Della Crescita Di Società Di Gaming Attraverso La Lettura Dei Bilanci
ANALISIANALISI DELLADELLA CRESCITACRESCITA DIDI SOCIETÀSOCIETÀ DI GAMINGGAMING ATTRAVERSOATTRAVERSO LALA LETTURALETTURA DEIDEI BILANCI TESI DI LAUREA DI GUGLIELMO CALAMIA PACINI TESI DI LAUREA DI GUGLIELMO CALAMIA PACINI MATRICOLAMATRICOLA 212111 212111 INTRODUZIONE L’oggetto della tesi di questo saggio è analizzare alcune delle più note aziende dell’industria dell’intrattenimento videoludico. Si partirà con delle breve esposizioni della loro storia, i pe- riodi di crescita più significativi e l’analisi dei titoli chiave del loro successo degli ultimi dieci anni dal 2011 al 2019; le so- cietà prese sono la EA Sports o Electronic Arts Inc., la Ubisoft Entertainment SA e la Nintendo Co. Ltd. Su ognuna di esse verrà analizzata, tramite la lettura dei loro documenti di bilancio, la loro evoluzione anche collegando a questi dati numerici le informazioni relativi all’immissione dei prodotti chiave nel mercato e le loro conseguenze nei pe- riodi successivi. Una volta esposte tutte le imprese, ci prodigheremo alla for- mulazione di ipotesi sul loro futuro. 3 DESCRIZIONE DEL MERCATO L’incredibile successo di questo mercato dell’intrattenimento è frutto di un continuo sviluppo tecnologico iniziato in America a partire dalla fine degli anni ’40 ma arrivando alla prima di- stribuzione globale di prodotti videoludici solo nel 1961. Fu tuttavia a metà degli anni ’60 (1966) che fu introdotto uno degli strumenti principali del successo videoludico nonché elemento chiave per molte imprese neo-entranti, l’introduzio- ne della prima console. Dall’introduzione di quel primo modello, molte altre imprese hanno tentato di ottenere il controllo del mercato delle console e a oggi solo tre imprese detengono il controllo: la Sony, con la PlayStation; la Microsoft con l’XboX e infine la Nintendo con i suoi GameBoy, Wii e più recentemente Nintendo Switch (tra l’altro la EA e Ubisoft distribuiscono i loro prodotti console pro- prio su PlayStation e XboX e Switch). -
Ubisoft Opens New Office in Mexico
UBISOFT EXPANDS TO MEXICO, ANNOUNCES ELECTRONIC GAMES SHOW LINEUP Opens New Office to Strengthen Video Game Business in High-Growth Region Paris, FRANCE – October 25, 2006 – Today Ubisoft, one of the world’s largest video game publishers, announced the opening of a new business office in Mexico City, Mexico. The new office opens with a core team that will focus on establishing business relationships to help increase Ubisoft’s market share in Mexico. Etienne-Charles Nobert, Ubisoft’s Latin American area manager, will spearhead operations in the new location and will report to Olivier Ernst, general manager of Ubisoft operations in Canada and Latin America. Ubisoft will be present at the Electronic Games Show (EGS) at the World Trade Center in Mexico City from October 27 through 29. With over 30,000 people expected to attend, EGS is the most important games event in Latin America. Ubisoft will present some of this year’s most anticipated titles on its booth: • Red Steel ™ (first-person action, presented on the Wii™): The only original first-person game built from the ground up for Wii launch. • Rayman: Raving Rabbids ™ (action-adventure, presented on the Wii) Rayman® is back to fight crazed bunnies in this legendary series that has sold 17 million copies worldwide. • Tom Clancy’s Splinter Cell Double Agent™ (spy action, presented on the Wii): An amazing new installment in this series that has already sold 14 million units worldwide. • Open Season ™ (kids action-adventure, presented on the PlayStation®2 computer entertainment system): The video game adaptation of Sony Pictures Animation’s eagerly awaited first CGI movie. -
Ubisoft Studios
CREATIVITY AT THE CORE UBISOFT STUDIOS With the second largest in-house development staff in the world, Ubisoft employs around 8 000 team members dedicated to video games development in 29 studios around the world. Ubisoft attracts the best and brightest from all continents because talent, creativity & innovation are at its core. UBISOFT WORLDWIDE STUDIOS OPENING/ACQUISITION TIMELINE Ubisoft Paris, France – Opened in 1992 Ubisoft Bucharest, Romania – Opened in 1992 Ubisoft Montpellier, France – Opened in 1994 Ubisoft Annecy, France – Opened in 1996 Ubisoft Shanghai, China – Opened in 1996 Ubisoft Montreal, Canada – Opened in 1997 Ubisoft Barcelona, Spain – Opened in 1998 Ubisoft Milan, Italy – Opened in 1998 Red Storm Entertainment, NC, USA – Acquired in 2000 Blue Byte, Germany – Acquired in 2001 Ubisoft Quebec, Canada – Opened in 2005 Ubisoft Sofia, Bulgaria – Opened in 2006 Reflections, United Kingdom – Acquired in 2006 Ubisoft Osaka, Japan – Acquired in 2008 Ubisoft Chengdu, China – Opened in 2008 Ubisoft Singapore – Opened in 2008 Ubisoft Pune, India – Acquired in 2008 Ubisoft Kiev, Ukraine – Opened in 2008 Massive, Sweden – Acquired in 2008 Ubisoft Toronto, Canada – Opened in 2009 Nadeo, France – Acquired in 2009 Ubisoft San Francisco, USA – Opened in 2009 Owlient, France – Acquired in 2011 RedLynx, Finland – Acquired in 2011 Ubisoft Abu Dhabi, U.A.E – Opened in 2011 Future Games of London, UK – Acquired in 2013 Ubisoft Halifax, Canada – Acquired in 2015 Ivory Tower, France – Acquired in 2015 Ubisoft Philippines – Opened in 2016 UBISOFT PaRIS Established in 1992, Ubisoft’s pioneer in-house studio is responsible for the creation of some of the most iconic Ubisoft brands such as the blockbuster franchise Rayman® as well as the worldwide Just Dance® phenomenon that has sold over 55 million copies. -
The Mobile Games Landscape in 2015 | Newzoo
© 2015 Newzoo NEWZOO TREND REPORT The Mobile Gaming Landscape 2015 And the power users who shaped it INCLUDES CONTRIBUTIONS FROM What I believe we’ve seen in mobile gaming in 2015 is the beginning of a broader trend toward convergence. As shown by the success of FOREWORD Bethesda’s Fallout Shelter on mobile in June 2015 and Fallout 4 on PC, PS4 and Xbox One, game companies are beginning to realize that consumers desire gaming content to fit the various contexts that form It has been another big year for mobile gaming. In fact, it has been the their lives. biggest year in the history of the industry so far. With the sector generating revenues of over $30 billion and King, arguably the biggest As a result, we’ll be seeing in 2016 onward a move player in the market, valued at $6 billion, it’s fair to say that mobile gaming has reached heights in 2015 that few of us would have expected away from defining games by their platform toward a decade ago. Unfortunately, what this means for the industry now and models that allow game content to be played and, in the future has been clouded by antagonistic models of thinking. Whether deliberately or otherwise, mobile gaming’s success has tended equally important, viewed everywhere. to be framed as a battle with console or PC. Sony’s announcement that PS4 Remote Play, which allows console When I unpacked the data from this report, a different picture emerged. owners to play content without carrying the product around, comes hot In contrast to the usual narratives about mobile versus console or PC on the tail of Microsoft allowing Xbox One titles to run on Windows. -
UBISOFT Creator of Worlds: How Signiant Helps Power Ubisoft’S Global Game Development
CASE STUDY UBISOFT Creator of Worlds: How Signiant helps power Ubisoft’s global game development Ubisoft is well-known as a global leader in video-game production and publishing. For the millions who play games like Assassin’s Creed, Just Dance, Tom Clancy’s series, Rayman, Far Cry and Watch Dogs, Ubisoft creates worlds that are intensely engaging, fun and meaningful. But developing such immersive experiences and staying relevant in the increasingly competitive gaming market requires an equally intense production and delivery process. Founded more than 30 years ago in France, Ubisoft has the largest in-house game development staff in the world, with more than 15,000 team members from 95 nationalities spread across over 40 global studios. +1 781.221.4051 | WWW.SIGNIANT.COM More consoles, larger files, and long distances heighten pressure on game-development pipelines Today’s game development pipeline is far more complex than it was even five years ago. An increasing number of consoles from companies like Sony, Microsoft, and Nintendo require multiple versions of each game to be created and tested. And emerging display standards like 4K, HDR and VR mean managing enormous file sizes. “When we produce a game, it typically involves hundreds of people, programmers, artists, game designers and testers, from multiple studios around the world working on the same game, including a lead studio and several co-development studios,” says Li Xiao Song, Ubisoft Service Manager. Everyone working on a game needs to receive each new version, so they can run it, see what has been done and test it. -
Disruptive Innovation and Internationalization Strategies: the Case of the Videogame Industry Par Shoma Patnaik
HEC MONTRÉAL Disruptive Innovation and Internationalization Strategies: The Case of the Videogame Industry par Shoma Patnaik Sciences de la gestion (Option International Business) Mémoire présenté en vue de l’obtention du grade de maîtrise ès sciences en gestion (M. Sc.) Décembre 2017 © Shoma Patnaik, 2017 Résumé Ce mémoire a pour objectif une analyse des deux tendances très pertinentes dans le milieu du commerce d'aujourd'hui – l'innovation de rupture et l'internationalisation. L'innovation de rupture (en anglais, « disruptive innovation ») est particulièrement devenue un mot à la mode. Cependant, cela n'est pas assez étudié dans la recherche académique, surtout dans le contexte des affaires internationales. De plus, la théorie de l'innovation de rupture est fréquemment incomprise et mal-appliquée. Ce mémoire vise donc à combler ces lacunes, non seulement en examinant en détail la théorie de l'innovation de rupture, ses antécédents théoriques et ses liens avec l'internationalisation, mais en outre, en situant l'étude dans l'industrie des jeux vidéo, il découvre de nouvelles tendances industrielles et pratiques en examinant le mouvement ascendant des jeux mobiles et jeux en lignes. Le mémoire commence par un dessein des liens entre l'innovation de rupture et l'internationalisation, sur le fondement que la recherche de nouveaux débouchés est un élément critique dans la théorie de l'innovation de rupture. En formulant des propositions tirées de la littérature académique, je postule que les entreprises « disruptives » auront une vitesse d'internationalisation plus élevée que celle des entreprises traditionnelles. De plus, elles auront plus de facilité à franchir l'obstacle de la distance entre des marchés et pénétreront dans des domaines inconnus et inexploités. -
REGISTRATION DOCUMENT 2016/2017 and Annual Financial Report
2017 REGISTRATION DOCUMENT INCLUDING THE ANNUAL FINANCIAL REPORT 2016/2017 CONTENTS 15OVERVIEW OF THE GROUP 3 CONSOLIDATED 1.1 Key figures 4 FINANCIAL STATEMENTS 1.2 History 5 AT 31 MARCH 2017 123 1.3 Shareholding structure 6 5.1 Consolidated income statement 124 1.4 The Group’s activities 7 5.2 Consolidated statement of comprehensive 1.5 Related-party transactions and material income 125 contracts 10 5.3 Consolidated statement of financial position 126 1.6 Risk factors and insurance policy 12 5.4 Change in consolidated shareholders’ equity 127 5.5 Consolidated statement of cash flows 128 5.6 Notes to the consolidated financial 2 CORPORATE SOCIAL statements 129 RESPONSIBILITY (CSR) 19 5.7 Statutory auditors’ report on the consolidated financial statements 173 Introduction: Chairman’s Commitment 20 2.1 The Group’s policy and commitments 21 2.2 Employee-related information 25 6 COMPANY FINANCIAL 2.3 Environmental information 31 STATEMENTS 2.4 Societal information 45 AT 31 MARCH 2017 175 2.5 Table of environmental indicators by site 50 6.1 Balance sheet 176 2.6 2020 targets 53 6.2 Income statement 177 2.7 Note on methodology for reporting environmental and employee-related 6.3 Cash flow statement 178 indicators 54 6.4 Financial results for the last five years 179 2.8 Cross-reference tables 57 6.5 Notes to the financial statements 180 2.9 Independent verifier’s report 6.6 Statutory auditors’ report on the financial on consolidated social, environmental statements 190 and societal information presented in the management report 61 7 INFORMATION 3 CORPORATE GOVERNANCE ON THE COMPANY AND INTERNAL CONTROL 65 AND THE CAPITAL 191 7.1 General information about the Company 192 3.1 Composition of administrative and management bodies 66 7.2 Memorandums and Articles of Association 192 3.2 Report of the Chairman of the Board 7.3 General information about the share capital 194 of Directors 77 7.4 Shareholding and stock market information 202 3.3 Statutory Auditors’ report, prepared in 7.5 Items liable to have an impact in the event accordance with Article L. -
Game-Tech-Whitepaper
Type & Color October, 2020 INSIGHTS Game Tech How Technology is Transforming Gaming, Esports and Online Gambling Elena Marcus, Partner Sean Tucker, Partner Jonathan Weibrecht,AGC Partners Partner TableType of& ContentsColor 1 Game Tech Defined & Market Overview 2 Game Development Tools Landscape & Segment Overview 3 Online Gambling & Esports Landscape & Segment Overview 4 Public Comps & Investment Trends 5 Appendix a) Game Tech M&A Activity 2015 to 2020 YTD b) Game Tech Private Placement Activity 2015 to 2020 YTD c) AGC Update AGCAGC Partners Partners 2 ExecutiveType & Color Summary During the COVID-19 pandemic, as people are self-isolating and socially distancing, online and mobile entertainment is booming: gaming, esports, and online gambling . According to Newzoo, the global games market is expected to reach $159B in revenue in 2020, up 9.3% versus 5.3% growth in 2019, a substantial acceleration for a market this large. Mobile gaming continues to grow at an even faster pace and is expected to reach $77B in 2020, up 13.3% YoY . According to Research and Markets, the global online gambling market is expected to grow to $66 billion in 2020, an increase of 13.2% vs. 2019 spurred by the COVID-19 crisis . Esports is projected to generate $974M of revenue globally in 2020 according to Newzoo. This represents an increase of 2.5% vs. 2019. Growth was muted by the cancellation of live events; however, the explosion in online engagement bodes well for the future Tectonic shifts in technology and continued innovation have enabled access to personalized digital content anywhere . Gaming and entertainment technologies has experienced amazing advances in the past few years with billions of dollars invested in virtual and augmented reality, 3D computer graphics, GPU and CPU processing power, and real time immersive experiences Numerous disruptors are shaking up the market . -
Ubisoft® Annonce Son Chiffre D'affaires Et Ses Resultats Pour L'exercice 2016-17
Source: UBISOFT ENTERTAINMENT May 16, 2017 11:40 ET UBISOFT® ANNONCE SON CHIFFRE D'AFFAIRES ET SES RESULTATS POUR L'EXERCICE 2016-17 UBISOFT® ANNONCE SON CHIFFRE D'AFFAIRES ET SES RESULTATS pour L'EXERCICE 2016-17 3e année consécutive d'amélioration de la marge opérationnelle non-IFRS, reflet de la transformation du groupe vers un modèle plus récurrent et plus rentable, avec un segment digital et un back-catalogue records 2016-17 : résultat opérationnel non-IFRS RECORD, EN HAUSSE de 40,7%, en ligne avec les objectifs Chiffre d'affaires annuel à 1 459,9 M€, en hausse de 4,7%, en ligne avec l'objectif compris entre 1 455,0 M€ et 1 495,0 M€ Revenu digital à 729,3 M€, soit 50,0% du chiffre d'affaires total (32,0% en 2015-16) Forte progression de l'engagement (MAUs[1]) : +26,7% Très forte hausse du PRI[2] : +131,2%, à 304,0 M€ Back-catalogue à 649,2 M€, soit 44,5% du chiffre d'affaires total (25,7% en 2015-16) Solide performance au quatrième trimestre fiscal Premier éditeur[3] mondial depuis le début de l'année calendaire Tom Clancy's Ghost Recon® Wildlands, plus gros succès3 de l'industrie depuis le début de l'année : croissance de près de 60% de la communauté Ghost Recon For Honor®, deuxième plus gros succès3 de l'industrie Résultat opérationnel non-IFRS record à 237,7 M€, en hausse de 40,7%, en ligne avec l'objectif compris entre 230,0 M€ et 250,0 M€ et supérieur à l'objectif initial de 230,0 M€ Marge opérationnelle non-IFRS à un niveau record de 16,3% (12,1% en 2015-16) objectifs 2017-18[4] : nouvelle progression deS RESULTATS Chiffre d'affaires -
Predicting Ship Movement Using A* Algorithm in Anno 1800 Strategy
Predicting Ship Movement Using A* Algorithm in Anno 1800 Strategy Muhammad Farid Adilazuarda/13518040 Informatics School of Electrical Engineering and Informatics Institut Teknologi Bandung, Jl. Ganesha 10 Bandung 40132, Indonesia [email protected] Abstract—Anno 1800 is a city-building real-time strategy video player’s territory/continent can’t be done without ships. That is game published by Ubisoft. Anno 1800 takes place in the 19th what Anno game is, the Anno’s developer doesn’t want the century at the dawn of Industrial Age. The main goal of this game players only gather as much firepower as they can and then just is to conquer other player’s territory by War or by Economical blow each enemy’s continent, it’s more than that. Anno’s approach. As a part of Industrial Age-themed game, Anno 1800 developer wants the player make a very deep strategy that came with ship expedition and ship trading for its main feature of effect the flow of the game in the long period of the game. That the game. In the cause of it, predicting ship movement is a major part of winning this game. This paper will cover abut the concept is why ships is very important in this game. of A* algorithm as well as its heuristic function and its The importance of ships in this game can be seen on every implementation in predicting the Anno 1800’s ship movement. aspect of the game, for example if you want to take a territory by Keywords—Anno 1800, A* algorithm, heuristic; economical power, you have to improve your economical power by make a trade route, sell goods to other player, or even make a I.