DOCSLIB.ORG

Utilizing Distributed Resources for Content Delivery and User Collaboration

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Utilizing Distributed Resources for Content Delivery and User Collaboration FROM PEERS TO THE CLOUD: UTILIZING DISTRIBUTED RESOURCES FOR CONTENT DELIVERY AND USER COLLABORATION by Haiyang Wang M.Eng., Tongji University, 2006 B.Sc., Jiangxi Normal University, 2003 a Thesis submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in the School of Computing Science Faculty of Applied Sciences c Haiyang Wang 2013 SIMON FRASER UNIVERSITY Summer 2013 All rights reserved. However, in accordance with the Copyright Act of Canada, this work may be reproduced without authorization under the conditions for “Fair Dealing.” Therefore, limited reproduction of this work for the purposes of private study, research, criticism, review and news reporting is likely to be in accordance with the law, particularly if cited appropriately. APPROVAL Name: Haiyang Wang Degree: Doctor of Philosophy Title of Thesis: From Peers to the Cloud: Utilizing Distributed Resources for Content Delivery and User Collaboration Examining Committee: Dr. Janice Regan Chair Dr. Jiangchuan Liu, Senior Supervisor Associate Professor Dr. Mohamed Hefeeda, Supervisor Associate Professor Dr. Qianping Gu, SFU Examiner Professor Dr. Kui Ren, External Examiner Associate Professor, University at Buffalo The State University of New York Date Approved: ii Partial Copyright Licence Acknowledgments First, I give my foremost gratitude to my senior supervisor Dr. Jiangchuan Liu. His significant enlightenment, guidance and encouragement on my research are invaluable for the success of my PhD Degree in the past six years. He is the one who totally changes the path of my life and gives me the abilities to finally find a job in academia. I love you, JC! We all love you! You are simply the best supervisor ever! I thank Dr. Ke Xu, for his great support and guidance since the year 2004. He is always like a mentor to me, and I sincerely cannot imagine how my life would be without his help. My gratitude also goes to Dr. Mohamed Hefeeda, Dr. Qianping Gu and Dr. Kui Ren for serving on the thesis examining committee. I thank them for their precious time reviewing my thesis and for advising me on improving this thesis. I would like to thank Dr. Janice Regan for chairing my PhD thesis defence. I thank Dr. Feng Wang, and Dr. Dan Wang, for helping me with the research as well as many other problems during my PhD study. I thank Mrs. Ji Xu, for giving us wonderful group parties every year. I just want to let her know that we really appreciate it. She is always our nice colleague, good friend and the best hostess! I thank my colleagues and friends at Simon Fraser University, as well as ex-colleagues whom I worked with. Although I am not listing your names here, I am deeply indebted to you. Last but certainly not least, I thank my family for their love, care, and support: my dearest wife Qi, my parents and my grandparents. I sincerely hope that I have made them proud of my achievements today. This thesis is dedicated to you all. iii Abstract In this thesis, we tackle the problem of content delivery and user collaboration with emerging Internet technologies. Our investigation starts from peer-to-peer (P2P) sharing with social relations to contemporary cloud computing with flexible resource provisioning. We seek to leverage distributed resources for efficient sharing and collaboration, which leads to a hybrid system design that seamlessly bridges users’ local resources to public datacenters. We first explore social-network-based optimizations in peer-to-peer content delivery. We give solid evidences that long-term social relations can be found and applied to enhance the sharing efficiency in peer-to-peer networks, and present practical implementation strategies for the popular BitTorrent system. We then investigate the performance of cloud-based file synchronization applications and identify the bottlenecks in their system design, in particular, the task interferences. We propose an interference-aware provisioning algorithm, which effectively mitigates the problem. We further examine the users’ interactions in state-of-the-art cloud-based distributed interactive applications. We find that, despite the benefit in terms of cost savings and better scalability, the cloud-based deployment greatly increases the users’ interaction latency. We demonstrate that a smart assignment algorithms for virtual machines can remarkably reduce such latency. Finally, we present a real-world system design that effectively bridges users’ local resources to enterprise cloud platforms. Our measurements as well as system analysis indicate that it serves as a complement of great potentials to enterprise cloud services. iv Contents Approval ii Acknowledgments iii Abstract iv Contents v List of Tables viii List of Figures ix 1 Introduction 1 1.1 RelatedWorks ................................... 3 1.1.1 P2P-based Content Delivery . 3 1.1.2 Cloud-based User Collaboration and File Synchronization . 4 1.1.3 Cloud-based Distributed Interactive Applications . ........... 5 1.1.4 Cloud Computing and Customer Resources . ... 6 1.2 OrganizationoftheThesis. .... 7 2 Accelerating P2P with Social Relations 8 2.1 Introduction.................................... 9 2.2 BackgroundandMeasurementScheme . 10 2.2.1 BitTorrent and Social Applications . ..... 10 2.2.2 MeasurementScheme . .. .. .. .. .. .. .. .. 11 2.3 CommonInterestsAmongPeers . 12 2.4 Whether Peers Can Meet Each Other Again? . 13 v 2.5 How to Identify Socially Active Peers? . ....... 15 2.5.1 TraceAnalysis ............................... 15 2.5.2 Hadamard Transform based Social Index . 17 2.6 Can Social Networks Accelerate Content Sharing? . ......... 19 2.6.1 Collaboration Among BT Peers: A Simple Solution . ..... 19 2.6.2 Evaluation ................................. 20 2.6.3 PerformancewithaHybridSystem. 21 2.7 Summary ...................................... 23 3 Resource Provisioning for Cloud User Collaboration 24 3.1 Introduction.................................... 25 3.2 Dropbox Design: Measurement and Analysis . ...... 26 3.2.1 Background................................. 26 3.2.2 DropboxProtocolAnalysis . 27 3.2.3 Overhead of Collaboration/Synchronization . ........ 29 3.3 Interferences Between Bandwidth-intensive and CPU-intensive Tasks . 30 3.4 Revisiting Instance Selection for Dropbox . ......... 32 3.4.1 Motivation ................................. 32 3.4.2 Problem Formulation and Solution . 33 3.5 PerformanceEvaluation . 37 3.6 FurtherDiscussions.. .. .. .. .. .. .. .. .. 39 3.7 Summary ...................................... 40 4 Latency Minimization in Cloud-Based User Interaction 43 4.1 Introduction.................................... 44 4.2 Cloud-Based DIA: Background and Framework . ...... 46 4.3 NetworkLatencyinCDIA. .. .. .. .. .. .. .. 48 4.4 Latency Optimization in CDIA: Basic Model and Solution . .......... 50 4.4.1 TheBasicCDIALatencyProblem . 50 4.4.2 AnOptimalSolution............................ 52 4.5 ProcessingLatencyonCloudProxy . 53 4.5.1 MeasurementofResponseTime. 53 4.6 Latency Optimization in CDIA: An Enhanced Model . ....... 55 4.7 PerformanceEvaluation . 57 vi 4.8 Summary ...................................... 61 5 Customer-Provided Resources for Cloud Computing 62 5.1 Introduction.................................... 63 5.2 Enabling Customer Resources for Cloud: An Overview . ......... 65 5.3 Provisioning across Dynamic Customer-Provided Resources .......... 66 5.3.1 TheResourceProvisioningProblem . 66 5.3.2 Optimal Provisioning with Dynamic Resources . ...... 68 5.4 Pricing with Heterogeneous Resource Providers . .......... 71 5.5 SpotCloud: A Practical System Implementation . ......... 73 5.6 Lease- vs Migration-Cost: A Closer Look . ...... 78 5.7 Summary ...................................... 82 6 Conclusion and Future Work 83 Bibliography 86 vii List of Tables 3.1 CPU benchmark running time under different traffic loads on virtualized EC2 smallinstance.................................... 32 viii List of Figures 2.1 Sampledgraphvisualization . ..... 11 2.2 An illustration to show the existence of highly overlappedpeers. 13 2.3 # of peers that encountered with peer# 313 . ...... 13 2.4 #ofpeerencounters............................... 14 2.5 Length of overlap time slots between peer pair samples (in Twitter swarms) . 14 2.6 The autocorrelation function for the data in 6 hours . .......... 16 2.7 Amplitude distribution of peer#117 and peer#313 . ......... 16 2.8 Randomnessofpeers’onlinebehaviors . ....... 17 2.9 CDFofsocialindex ................................ 17 2.10Completiontime ................................. 19 2.11Startupdelay ................................... 19 2.12 Downloadingrate................................ 20 2.13 Downloading completion time (larger swarm) . ......... 20 2.14 Downloading completion time (mixed swarm) . ........ 22 2.15 Startupdelay(mixedswarm). ..... 22 3.1 Dropboxframework ................................ 27 3.2 Synchronizationdelay . 28 3.3 Increasing of CPU benchmark on small instance . ....... 29 3.4 Increasing of CPU benchmark on large instance . ........ 30 3.5 Anexamplefortheresourceprovisioning . ....... 33 3.6 Comparison of average synchronization delay . ......... 36 3.7 Reducing of average synchronization delay . ......... 38 3.8 Comparison of total synchronization delay(total delay for Dropbox to fulfill alltheuserdemands) ............................... 39 ix 3.9 Comparisonofrentingcost . 40 3.10 Algorithm to compute the load assignment matrix. .......... 42 4.1 BasicFrameworkofGaikai . 46 4.2 Path of client interaction . ..... 48 4.3 Time cost between user and
Load more

Recommended publications
  • Annual Report 2013 201 3 年
    Annual Report 2013 201 3 年 3 月期 アニュアルレポート 2013年 3月期 ソニー株式会社 Annual Report 2013 Business and CSR Review Contents For further information, including video content, please visit Sony’s IR and CSR websites. Letter to Stakeholders: 2 A Message from Kazuo Hirai, President and CEO 16 Special Feature: Sony Mobile 22 Special Feature: CSR at Sony Business Highlights Annual Report 26 http://www.sony.net/SonyInfo/IR/financial/ar/2013/ 28 Sony Products, Services and Content 37 CSR Highlights 55 Financial Section 62 Stock Information CSR/Environment http://www.sony.net/csr/ 63 Investor Information Investor Relations http://www.sony.net/SonyInfo/IR/ Annual Report 2013 on Form 20-F Effective from 2012, Sony has integrated its printed annual http://www.sony.net/SonyInfo/IR/library/sec.html and corporate social responsibility (CSR) reports into Financial Services Business one report that provides essential information on related (Sony Financial Holdings Inc.) developments and initiatives. http://www.sonyfh.co.jp/index_en.html 1 Letter to Stakeholders: A Message from Kazuo Hirai, President and CEO 2 BE MOVED Sony is a company that inspires and fulfills the curiosity of people from around the world, using our unlimited passion for technology, services and content to deliver groundbreaking new excitement and entertainment to move people emotionally, as only Sony can. 3 Fiscal year 2012, ended March 31, 2013, was my first year as President and CEO of Sony. It was a year full of change that enabled us to build positive momentum across the Sony Group. Since becoming President, I visited 45 different Sony Group sites in 16 countries, ranging from electronics sales offices to manufacturing facilities, R&D labs, and entertainment and financial services locations.
    [Show full text]
  • Consolidated Financial Statements for the Fiscal Year Ended March 31, 2014
    Consolidated Financial Statements For the fiscal year ended March 31, 2014 Sony Corporation TOKYO, JAPAN Contents Management’s Annual Report on Internal Control over Financial Reporting 2 Report of Independent Registered Public Accounting Firm 3 Consolidated Balance Sheets 4 Consolidated Statements of Income 6 Consolidated Statements of Comprehensive Income 8 Consolidated Statements of Cash Flows 9 Consolidated Statements of Changes in Stockholders’ Equity 11 Index to Notes to Consolidated Financial Statements 14 Notes to Consolidated Financial Statements 15 1 Management’s Annual Report on Internal Control over Financial Reporting Sony’s management is responsible for establishing and maintaining adequate internal control over financial reporting, as defined in Rules 13a-15(f) and 15d-15(f) under the Securities Exchange Act of 1934. Sony’s internal control over financial reporting is designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles in the United States of America. Sony’s internal control over financial reporting includes those policies and procedures that: (i) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of Sony; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of Sony are being made only in accordance with authorizations of management and directors; and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of Sony’s assets that could have a material effect on the financial statements.
    [Show full text]
  • Sony Computer Entertainment Inc. Introduces Playstation®4 (Ps4™)
    FOR IMMEDIATE RELEASE SONY COMPUTER ENTERTAINMENT INC. INTRODUCES PLAYSTATION®4 (PS4™) PS4’s Powerful System Architecture, Social Integration and Intelligent Personalization, Combined with PlayStation Network with Cloud Technology, Delivers Breakthrough Gaming Experiences and Completely New Ways to Play New York City, New York, February 20, 2013 –Sony Computer Entertainment Inc. (SCEI) today introduced PlayStation®4 (PS4™), its next generation computer entertainment system that redefines rich and immersive gameplay with powerful graphics and speed, intelligent personalization, deeply integrated social capabilities, and innovative second-screen features. Combined with PlayStation®Network with cloud technology, PS4 offers an expansive gaming ecosystem that is centered on gamers, enabling them to play when, where and how they want. PS4 will be available this holiday season. Gamer Focused, Developer Inspired PS4 was designed from the ground up to ensure that the very best games and the most immersive experiences reach PlayStation gamers. PS4 accomplishes this by enabling the greatest game developers in the world to unlock their creativity and push the boundaries of play through a system that is tuned specifically to their needs. PS4 also fluidly connects players to the larger world of experiences offered by PlayStation, across the console and mobile spaces, and PlayStation® Network (PSN). The PS4 system architecture is distinguished by its high performance and ease of development. PS4 is centered around a powerful custom chip that contains eight x86-64 cores and a state of the art graphics processor. The Graphics Processing Unit (GPU) has been enhanced in a number of ways, principally to allow for easier use of the GPU for general purpose computing (GPGPU) such as physics simulation.
    [Show full text]
  • Boisvert-Storey-Sony Case Brief
    Storey C204 Summer 2014 Case Study BE MOVED SITUATION Sony Corporation is a 68-year old multinational based in Tokyo. In 2012, the tech giant employed 173,000 people, with corporate headquarters in Japan, Europe, and America. In May 2014, the company was down to 146,300, cutting 26,700 as part of CEO Kaz Hirai’s “One Sony” plan. Recently, the firm eVen sold former office buildings in Tokyo for $156 million (Inagaki). This followed a similar $1.2 billion sale in 2013. After seVeral years of losses, Sony’s situation appears critical. In the last fiscal year, the company lost $1.25 billion. EVen the gaming diVision, where the Playstation console family (PS2, PS3, PS4) is projected to sell 17 million units this year, lost $78 million (Quarterly Results). There are many causes: Sony’s jettisoning of its PC brand Vaio, the poor performance and planned spinoff of Sony’s teleVision diVision, PS4 launch and marketing costs, the struggling PSVita, R&D costs for Sony’s Project Morpheus, and the fluctuation of exchange rate markets. For the current year, Sony is projecting a $489 million loss. How sustainable is Sony’s current business model? Will the success of the PS4 lead to renewed profitability for the games diVision and the company as a whole? Perhaps opportunities in new markets can spark a turn-around. The company’s core businesses are electronic entertainment (Sony Computer Entertainment, Sony Music Entertainment, and Sony Pictures Entertainment) and hardware (Sony Mobile Communications and Sony Electronics). Though it also dabbles in financial serVices, publishing, and medical imaging, electronics represents roughly two-thirds of the corporation’s reVenue (Sony Annual Report 2011, 2013).
    [Show full text]
  • TR 102 794 V1.1.1 (2010-12) Technical Report
    ETSI TR 102 794 V1.1.1 (2010-12) Technical Report Media Content Distribution (MCD); 3D Gaming Graphics Delivery Overview 2 ETSI TR 102 794 V1.1.1 (2010-12) Reference DTR/MCD-00010 Keywords content, transport, protocol ETSI 650 Route des Lucioles F-06921 Sophia Antipolis Cedex - FRANCE Tel.: +33 4 92 94 42 00 Fax: +33 4 93 65 47 16 Siret N° 348 623 562 00017 - NAF 742 C Association à but non lucratif enregistrée à la Sous-Préfecture de Grasse (06) N° 7803/88 Important notice Individual copies of the present document can be downloaded from: http://www.etsi.org The present document may be made available in more than one electronic version or in print. In any case of existing or perceived difference in contents between such versions, the reference version is the Portable Document Format (PDF). In case of dispute, the reference shall be the printing on ETSI printers of the PDF version kept on a specific network drive within ETSI Secretariat. Users of the present document should be aware that the document may be subject to revision or change of status. Information on the current status of this and other ETSI documents is available at http://portal.etsi.org/tb/status/status.asp If you find errors in the present document, please send your comment to one of the following services: http://portal.etsi.org/chaircor/ETSI_support.asp Copyright Notification No part may be reproduced except as authorized by written permission. The copyright and the foregoing restriction extend to reproduction in all media.
    [Show full text]
  • Gaikai Chooses Geforce Grid to Fuel Explosive Growth in Cloud Gaming
    GAIKAI CHOOSES NEW NVIDIA® GEFORCE® GRID TO FUEL EXPLOSIVE GROWTH IN CLOUD GAMING GAIKAI STUDY CASE Imagine being able to experience the immersive action, One of the premier cloud gaming companies is Gaikai you-are-there visuals, and hair-trigger responsiveness (pronounced guy-kai; Japanese for ‘open ocean’), an of console-level gaming – but on your tablet, smartphone, innovator with headquarters in Orange County, California, or TV. You could be sitting on a train in New York, Taipei, and the intention to reach every corner of the globe. Gaikai or Amsterdam or just in a favorite corner coffee shop. follows a business-to-business model, helping game Envision playing a game on your living room TV, then providers take advantage of cloud technologies to deliver switching to your tablet or smartphone and walking to the superior gaming experiences to their users. Gaikai’s vision kitchen for a snack, or heading off with friends, all without is clear: “When video games can be accessed as easily as missing a single move. movies and music, we believe they will become the #1 form of entertainment in the world.” Cloud gaming will liberate games from their limiting dependence on consoles, without sacrificing realism, speed, or any other aspect of the true gaming experience. This is a platform-as-a-service approach analogous to “Gaikai and NVIDIA are working video on demand, where players interact via streamed together to create a new chapter content generated on the game operator’s server rather in the evolution of video games” than players’ local systems. Cloud gaming is still evolving, but its potential in the world of entertainment is unparalleled.
    [Show full text]
  • Gaikai - Wikipedia Case 3:19-Cv-07027-WHA Document 28-2 Filed 10/14/19 Page 2 of 8 Not Logged in Talk Contributions Create Account Log In
    Case 3:19-cv-07027-WHA Document 28-2 Filed 10/14/19 Page 1 of 8 EXHIBIT B Gaikai - Wikipedia Case 3:19-cv-07027-WHA Document 28-2 Filed 10/14/19 Page 2 of 8 Not logged in Talk Contributions Create account Log in Article Talk Read Edit View history Gaikai From Wikipedia, the free encyclopedia Main page Gaikai (外海, lit. "open sea", i.e. an expansive outdoor space) is an American company which provides technology for the streaming of high- Contents Gaikai Featured content end video games.[1] Founded in 2008, it was acquired by Sony Interactive Entertainment in 2012. Its technology has multiple applications, Current events including in-home streaming over a local wired or wireless network (as in Remote Play between the PlayStation 4 and PlayStation Vita), as Random article well as cloud-based gaming where video games are rendered on remote servers and delivered to end users via internet streaming (such as Donate to Wikipedia the PlayStation Now game streaming service.[2]) As a startup, before its acquisition by Sony, the company announced many partners using Wikipedia store [3] the technology from 2010 through 2012 including game publishers, web portals, retailers and consumer electronics manufacturers. On July Founded November 2008 Interaction 2, 2012, Sony announced that a formal agreement had been reached to acquire the company for $380 million USD with plans of establishing Headquarters Aliso Viejo, California, U.S. [4] Help their own new cloud-based gaming service, as well as integrating streaming technology built by Gaikai into PlayStation products, resulting Owner Sony [5] [6] About Wikipedia in PlayStation Now and Remote Play.
    [Show full text]
  • 88649 Accepted 12/26/2013
    Postal Regulatory Commission Submitted 12/26/2013 8:00:00 AM Filing ID: 88649 Accepted 12/26/2013 BEFORE THE POSTAL REGULATORY COMMISSION WASHINGTON, D.C. 20268-0001 ) COMPETITIVE PRODUCT LIST ) Docket No. MC2013-57 ADDING ROUND-TRIP MAILER ) COMPETITIVE PRODUCT LIST ) ADDING ROUND-TRIP MAILER ) Docket No. CP2013-75 (MC2013-57) ) SUPPLEMENTAL DECLARATION OF DAVID HODESS Please send any communications about this document to: David M. Levy Matthew D. Field VENABLE LLP 575 7th Street NW Washington DC 20004 [email protected] [email protected] (202) 344-4800 Counsel for GameFly, Inc. September 12, 2013 (refiled December 26, 2013) BEFORE THE POSTAL REGULATORY COMMISSION WASHINGTON, D.C. 20268-0001 ) COMPETITIVE PRODUCT LIST ) Docket No. MC2013-57 ADDING ROUND-TRIP MAILER ) COMPETITIVE PRODUCT LIST ) ADDING ROUND-TRIP MAILER ) Docket No. CP2013-75 (MC2013-57) ) SUPPLEMENTAL DECLARATION OF DAVID HODESS (September 12, 2013; refiled December 26, 2013) 1. My name is David Hodess. I am President and CEO of GameFly, Inc., with offices at 6080 Center Drive, Los Angeles, California 90045. I testified in in Docket No. C2009-1 in 2010, and submitted a declaration in Docket Nos. C-2009-1, MC2013- 57, and CP2013-75 on August 15, 2013. 2. I submit this supplemental declaration in response to the reply comments filed by the Postal Service in this case on August 22, 2013, including the supporting declaration of Mark Schoeman (Attachment A to the Postal Service’s reply comments) and report by Jesse Chiang, an analyst for IBISWorld, a market research firm (filed by the Postal Service as nonpublic Library Reference USPS-LR-MC2013-57-NP6).
    [Show full text]
  • Cloud Gaming Blog
    Head in the Clouds: Gaming in a New Direction The advent of cloud services has been a boom for the entertainment-consuming user. Video on demand, from a datacenter server to a client device of any type, is convenient and affordable. Add interaction and you have gaming on demand through the cloud – streaming from a library of titles, whether owned or as part of a subscription. This of course puts demands on the network and the devices involved. Even with compression technology the need for bandwidth is high, and particularly with cloud gaming you want the 1/6 lowest latency possible for smooth action. Although home-oriented options like Parsec exist, the majority of streaming takes place over wired and wireless ISPs which must balance quality while maintaining rapid deployment of services. What is Cloud Gaming and How is it Growing? Historically, cloud gaming – also known as gaming on demand and including Gaming as a Service (GaaS) – has faced many hurdles. OnLive, Gaikai, GameFly, and similar earlier services, most of which attempted to work on the NetFlix model, failed to be revolutionary. This was due to many challenges including the lack of consumer bandwidth and no real standard between streaming devices. The market was also small, but growing. Over time these ideas gained traction with many modern renditions that have been more successful – Google’s Stadia, Microsoft’s xCloud, Amazon’s Luna, and NVIDIA’s GeForce Now, to name a few. All of these companies have experience with hosting cloud services but also with articial intelligence (AI) which helped them exploit the lessons learned.
    [Show full text]
  • Corporate Report 2019
    Fill the world with emotion, through the power of creativity and technology. Dreams & Curiosity Pioneer the future with dreams and curiosity. Diversity Pursue the creation of the very best by harnessing diversity and varying viewpoints. Integrity & Sincerity Earn the trust for the Sony brand through ethical and responsible conduct. Sustainability Fulfill our stakeholder responsibilities through disciplined business practices. 02 Message from the CEO A Creative Entertainment Company with a Solid Foundation of Technology Born out of our founders’ dream of enriching people’s lives through the power of technology, today Sony is a corporate group that operates entertainment businesses, including games, music, motion pictures, animation and other content intellectual property (IP); electronics businesses; and direct to consumer (DTC) services businesses including PlayStation™Network (PSN) and financial services. People are at the core of all of these businesses. Based on our Purpose to “fill the world with emotion, through the power of creativity and technology,” we at Sony will continue our efforts to grow and deliver even greater value by “getting closer to people.” Kenichiro Yoshida President and CEO, Representative Corporate Executive Officer 03 Sony’s Value Creation are underpinned by technology and by our highly Let me explain the three focus areas of our mid- diverse and talented employees. range plan, the progress we have made in the first Sony’s founders had a strong desire to enhance Based on our unique purpose, identity and year of the plan (the fiscal year ended March 31, 2019), people’s lives through the power of technology. direction, we will harness our diversity and realize the and our future direction.
    [Show full text]
  • Intel Corp & Limelight Networks Make Strategic
    INTEL CAPITAL AND LIMELIGHT NETWORKS MAKE STRATEGIC INVESTMENTS INTO GAIKAI Technology Innovators Join Forces to Bring Cloud Based Game Streaming to the Masses LOS ANGELES, July 20th, 2010. Gaikai Inc., the innovative cloud- based game streaming service, today announced Intel Capital and Limelight Networks (NASDAQ: LLNW) as investors in the company. “Intel’s mind-blowingly fast CPUs have had a profound effect on our business model, allowing us to stream more games simultaneously while offering users a premium experience. Having Intel Capital buy into our vision as much as we buy into their processors makes this a great deal for both companies,” said David Perry, CEO of Gaikai Inc. “Partnering with Limelight to leverage their globally distributed, high- performance platform will help ensure that the fidelity of our cloud- based gaming service is as graphically rich and responsive as a traditional console experience,” said David Perry, CEO of Gaikai Inc. “Innovations in both content delivery technologies and the supporting data center architectures are transforming the future of gaming by enabling the distribution of leading edge games on a wide variety of connected devices to internet users worldwide,” said Lisa Lambert, Vice-President, Intel Capital. “Gaikai’s innovative interactive content network positions the company as a leading provider in the emerging area of cloud-based gaming and we look forward to working with Gaikai to provide new data center capabilities to support their technologies.” “We believe Gaikai is well-positioned to help innovative game publishers capitalize on recent advancements in cloud computing to drive more rapid game adoption across an expanding universe of game-capable devices.
    [Show full text]
  • Keynote Panel: What in the Heck Is Going On
    Science and Technology Law Review Volume 14 Number 3 Article 11 2011 Keynote Panel: What in the Heck is Going On Richard Hilleman Evan Hirsch Joseph Olin Randy Pitchford Follow this and additional works at: https://scholar.smu.edu/scitech Recommended Citation Richard Hilleman et al., Keynote Panel: What in the Heck is Going On, 14 SMU SCI. & TECH. L. REV. 321 (2011) https://scholar.smu.edu/scitech/vol14/iss3/11 This Article is brought to you for free and open access by the Law Journals at SMU Scholar. It has been accepted for inclusion in Science and Technology Law Review by an authorized administrator of SMU Scholar. For more information, please visit http://digitalrepository.smu.edu. Keynote Panel: What in the Heck is Going On? Moderator: Dr. Peter Raad, Executive Director, The Guildhall at SMU Panelists: Richard Hilleman, Chief Creative Director, Electronic Arts Evan Hirsch, Executive Creative Director, THQ Inc. Joseph Olin, PresidentEmeritus, Academy of Interactive Arts and Sciences Randy Pitchford, President & CEO, Gearbox Software Introduction by Dean John Attanasio, SMU Dedman School of Law: DEAN ATTANASIO: I would like to welcome all of you here to this third annual international conference on video games. As you all know, this conference is a collaboration of the Guildhall at SMU, the SMU Dedman School of Law, and the Center for American and International Law. The Guildhall is the preeminent trainer of future gaming designers in the United States, and is led by my dear friend Peter Raad. The SMU Dedman School of Law is very fortunate to have one of the premier intellectual-property facul- ties in the United States, led by Professor Xuan-Thao Nguyen.
    [Show full text]