Chad Max 3D Artist / Interactive Gaming Specialist
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Winter 2007 Casual Connect Magazine
Winter 2007 casual connect magazine magazine Casual Connect Magazine Playtime, Anytime MSN Games (games.msn.com) hosts more than 13 million players every month. With more than 300 games, MSN Games offers fun and interactive gameplay through free casual single-player and multiplayer games, downloadable games, and premium multiplayer games. Included are titles for all interests, such as word and trivia, puzzlers, action and adventure titles, along with a multitude of card and board games. Our goal is to bring you the ultimate portable gaming experience, whether you’re playing alone or against your friends. Microsoft Casual Games develops, Xbox Live Arcade (xbox.com/livearcade) is your publishes, and distributes web-based destination for endless hours of fun and addictive play! and download games in every major Xbox Live Arcade brings it all to you through Xbox Live, the premier online gaming casual game genre (puzzle, word, card and entertainment network for the Xbox 360 system. More than 18 million Xbox Live and arcade). On a monthly basis, MCG Arcade games have already been downloaded since the launch of the Xbox 360 in reaches more than 120 million global November 2005, garnering accolades from the industry, press and consumers alike. players; that’s more than a third of the Tune in to Xbox Live Arcade every Wednesday around the world for new releases, U.S. population! new game add-ons, and other exciting news and content. There’s something for everyone! Download, try and play now! Download Fun. Anytime. Anywhere. Microsoft Casual Games offers more than 400 games via MSN® Games, Windows Live™ Messenger, Windows Live Messenger Windows® OS Games, and Xbox (msngames.com/messenger) has a 3000 Live® Arcade, providing the ultimate growing base of 200 million users worldwide. -
Djonatan, Gabriel, Luiza, Nicole E Rogério Case Amazon
DJONATAN, GABRIEL, LUIZA, NICOLE E ROGÉRIO CASE AMAZON D I S C I P L I N A D E T E O R I A E M M A R K E T I N G O CRIADOR A CRIATURA Ele á a personalização da empresa no que diz A Amazon é uma empresa transnacional de respeito a inovação e visão de mercado e tecnologia, fundada por Jeff Bezos em julho empreendedorismo. Hoje, Jeff Bezos é a de 1994. A empresa foi uma das primeiras a pessoa mais rica do mundo. obter relevância no mercado do comércio Por ser um visionário, expandiu seus eletrônico e atualmente a companhia possuí negócios em segmentos diferenciados, uma gama enorme de produtos e serviços, chegando até a projetos de exploração desde sua plataforma de e-commerce a espacial com a Blue Orion e o Jornal cloud computing, serviço de entregas por Washington Post. drones, streaming de vídeos, livros eletrônicos, produtos para pets, moeda “Se você é focado na competição, você terá digital própria e até mesmo uma rede de que esperar até que um competidor faça supermercados. algo, se e você é focado nos clientes, poderá ser pioneiro." A empresa iniciou seus trabalhos no Brasil em 2012 1990 - 1994 A World Wide Web (WWW) tem crescimento de 2300% ao ano. Jeff Bezos percebe a oportunidade e decide vender livros pelo sistema. A escolha foi feita pela variedade de categorias do produto e pela impossibilidade de se criar algo físico que compreendesse todas essas categorias. 1995 TRAGETÓRIA Já com o nome Amazon, a gigantesca livraria inaugura seu website (www.amazon.com) Na época o catalogo da Amazon tinha o tamanho equivalente a RESUMIDA (PARTE 1) 7 listas telefônicas da cidade de Nova Iorque. -
Merger Policy in Digital Markets: an Ex Post Assessment 3 Study Is to Undertake a Less Common Form of Ex Post Assessment
Journal of Competition Law & Economics, 00(00), 1–46 doi: 10.1093/joclec/nhaa020 MERGER POLICY IN DIGITAL MARKETS: AN EX Downloaded from https://academic.oup.com/jcle/advance-article/doi/10.1093/joclec/nhaa020/5874037 by guest on 18 December 2020 POST ASSESSMENT† Elena Argentesi,∗Paolo Buccirossi,†Emilio Calvano,‡ Tomaso Duso,§,∗ & Alessia Marrazzo,¶ & Salvatore Nava† ABSTRACT This paper presents a broad retrospective evaluation of mergers and merger decisions in markets dominated by multisided digital platforms. First, we doc- ument almost 300 acquisitions carried out by three major tech companies— Amazon, Facebook, and Google—between 2008 and 2018. We cluster target companies on their area of economic activity providing suggestive evidence on the strategies behind these mergers. Second, we discuss the features of digital markets that create new challenges for competition policy. By using relevant case studies as illustrative examples, we discuss theories of harm that have been used or, alternatively, could have been formulated by authorities in these cases. Finally, we retrospectively examine two important merger cases, Facebook/Instagram and Google/Waze, providing a systematic assessment of the theories of harm considered by the UK competition authorities as well as evidence on the evolution of the market after the transactions were approved. We discuss whether the competition authority performed complete and careful analyses to foresee the competitive consequences of the investigated mergers and whether a more effective merger control regime can be achieved within the current legal framework. JEL codes: L4; K21 ∗ Department of Economics, University of Bologna † Lear, Rome ‡ Department of Economics, University of Bologna, Toulouse School of Economics and CEPR, London § Deutsches Institut fuer Wirtschaftsforschung (DIW Berlin), Department of Economics, Tech- nical University (TU) Berlin, CEPR, London and CESifo, Munich ¶ Lear, Rome and Department of Economics, University of Bologna ∗ Corresponding author. -
The Proposed Acquisition of the Book Depository by Amazon
THE PROPOSED ACQUISITION OF THE BOOK DEPOSITORY BY AMAZON SUBMISSION FROM THE BOOKSELLERS ASSOCIATION TO THE OFFICE OF FAIR TRADING To: Tim Geer, Esq., Mergers@OFT From: THE BOOKSELLERS ASSOCIATION 272 VAUXHALL BRIDGE ROAD LONDON SW1V 1BA Tel: 020 7802 0802; Fax: 020 7802 0803; e-mail: [email protected] www.booksellers.org.uk Amazon purchase of The Book Depository: BA submission to the OFT 1 1 INTRODUCTION 1.1 The Booksellers Association welcomes the opportunity to give its views on the proposed acquisition of The Book Depository [“TBD”] by Amazon. BA membership 1.2 The Booksellers Association [the “BA”] is a trade association, based in London SW1, currently with 3,683 bookselling outlets in membership, covering 1,010 businesses. 1.3 Our members cover a diverse range of different bookselling businesses - large high street chains with mixed businesses (eg W H Smith); large specialist bookselling chains (eg Waterstone’s); independents (eg Daunts); library suppliers (eg Askews); school suppliers (eg Heath Educational Book Supplies); specialist Internet booksellers (eg Eddington Hook); supermarkets (eg Tesco); and the two national wholesalers (Bertrams and Gardners). 1.4 Amazon used to be a BA member but withdrew in 2005; TBD has never been a member. 1.5 BA members sell to all markets (consumer – fiction/ non-fiction/ reference/ children’s; academic – academic/ professional/ school/ English Language Teaching) from terrestrial shops and over the internet in a variety of different formats (hardback, paperback, audiobook and now e-book). The BA 1.6 The BA helps its members to sell more books; operate from a lower cost base; improve competitiveness and productivity; network with others in the ‘book world’ and further afield and, most importantly, to represent their views…. -
Entering New Markets and Diversifying Business the Role of Amazon’S Acquisitions in International Growth and Development
No. 69 – August 2019 Entering New Markets and Diversifying Business The Role of Amazon’s Acquisitions in International Growth and Development Stefan Schmid Sebastian Baldermann No. 69 – August 2019 Entering New Markets and Diversifying Business The Role of Amazon’s Acquisitions in International Growth and Development Stefan Schmid Sebastian Baldermann AUTHORS Prof. Dr. Stefan Schmid Chair of International Management and Strategic Management ESCP Europe Business School Berlin Heubnerweg 8-10, 14059 Berlin Germany T: +49 (0) 30 / 3 20 07-136 F: +49 (0) 30 / 3 20 07-107 [email protected] Sebastian Baldermann, M.A. ISSN: 1869-5426 Department of International Management and Strategic Management EDITOR ESCP Europe Business School Berlin © ESCP Europe Wirtschaftshochschule Berlin Heubnerweg 8-10, 14059 Berlin Heubnerweg 8-10, 14059 Berlin, Germany Germany T: +49 (0) 30 / 3 20 07-0 T: +49 (0) 30 / 3 20 07-191 F: +49 (0) 30 / 3 20 07-111 F: +49 (0) 30 / 3 20 07-107 [email protected] [email protected] www.escpeurope.eu ESCP Europe, Working Paper No. 69 – 08/19 ABSTRACT: E-commerce has grown considerably in recent decades and has had a disruptive impact on the retail industry. In this context, Amazon, one of the major players in (online) retailing and beyond, has been able to expand its business activities continuously in many countries. The present case study sheds light on the internationalization of Amazon, with a particular focus on the company’s acquisitions. The study illustrates that Amazon’s acquisitions over the last decades had two major objectives. First, acquisitions helped Amazon enter new markets and strengthen its presence in specific regions. -
Company Analysis: Team C2X
Company Analysis: Team C2X History The company was founded in 1994, spurred by what Bezos called his "regret minimization framework", which he described as his effort to fend off regret for not staking a claim in the Internet gold rush. The company began as an offline bookstore. While the largest brick-and-mortar bookstores and mail-order catalogs might offer 200,000 titles, an online bookstore could sell far more. Bezos wanted a name for his company that began with "A" so that it would appear early in alphabetic order. He began looking through the dictionary and settled on "Amazon" because it was a place that was "exotic and different" and it was the river he considered the biggest in the world, as he hoped his company would be. Since 2000, Amazon's logotype is an arrow leading from A to Z, representing that they carry every product from A to Z. Amazon's initial business plan was unusual. The company did not expect a profit for four to five years. Its "slow" growth provoked stockholder complaints that the company was not reaching profitability fast enough. When the dot-com bubble burst, and many e-companies went out of business, Amazon persevered, and finally turned its first profit in the fourth quarter of 2001: $5 million or 1¢ per share, on revenues of more than $1 billion. The profit, although it was modest, served to demonstrate that the business model could be profitable. In 1999, Time magazine named Bezos the Person of the Year, recognizing the company's success in popularizing online shopping. -
(50), Estadounidense, Fundador Y CEO De Amazon.Com
LIDERAZGO JEFF (50), ESTADOUNIDENSE, FUNDADOR Y CEO DE AMAZON.COM para evacuar a la población, en caso de ser necesario”. Atento Todavía hoy lee todos los correos que envían los usuarios, hábito que comenzó cuando Amazon estaba en BEZOS “etapa garaje”. undador del imperio minorista online Amazon.com, y flamante dueño del periódico The Washington Post, Jeff Bezos sigue ex- Obsesivo pandiendo sus fronteras. Tras haber absorbido a 35 empresas de En las reuniones de Amazon.com, Be- Internet en los últimos ocho años, y más de 40 en los últimos 10, zos siempre deja una silla vacía que Fahora quiere llevar su visión al espacio exterior. representa al cliente, a quien él llama “el último jefe”. LO QUE HA HECHO portátil Kindle, y la tablet Kindle Fire Original Después de graduarse en Ciencias de en 2011. Y mientras muchas “dotcoms” A diferencia del común de las com- la Computación e Ingeniería Eléctrica sucumbieron con la explosión de la pañías de Silicon Valley, en Amazon. en la Universidad de Princeton, Bezos burbuja bursátil a finales de los ’90, com no hay dispensers de snacks, ni trabajó en varias firmas de Wall Street, Amazon prosperó con ventas anuales decoración estrafalaria, ni salarios exa- incluidas Fitel, Bankers Trust y D. E. que saltaron de US$ 510.000 en 1995, a gerados. Bezos prefiere premiar a los Shaw. También pasó por las filas de US$ 67.900 millones en 2014. empleados con acciones, “para que McKinsey, donde en 1990 fue nom- Fascinado desde niño con los viajes piensen y actúen como dueños”. brado el vicepresidente más joven de al espacio, Bezos creó Blue Origin en la consultora. -
Merger Policy in Digital Markets: an Ex-Post Assessment
1836 Discussion Papers Deutsches Institut für Wirtschaftsforschung 2019 Merger Policy in Digital Markets: An Ex-Post Assessment Elena Argentesi, Paolo Buccirossi, Emilio Calvano, Tomaso Duso, Alessia Marrazzo and Salvatore Nava Opinions expressed in this paper are those of the author(s) and do not necessarily reflect views of the institute. IMPRESSUM © DIW Berlin, 2019 DIW Berlin German Institute for Economic Research Mohrenstr. 58 10117 Berlin Tel. +49 (30) 897 89-0 Fax +49 (30) 897 89-200 http://www.diw.de ISSN electronic edition 1619-4535 Papers can be downloaded free of charge from the DIW Berlin website: http://www.diw.de/discussionpapers Discussion Papers of DIW Berlin are indexed in RePEc and SSRN: http://ideas.repec.org/s/diw/diwwpp.html http://www.ssrn.com/link/DIW-Berlin-German-Inst-Econ-Res.html Merger Policy in Digital Markets: An Ex-Post Assessment* Elena Argentesi, University of Bologna Paolo Buccirossi, Lear Emilio Calvano, University of Bologna and Toulouse School of Economics Tomaso Duso,+ Deutsches Institut für Wirtschaftsforschung (DIW Berlin), TU Berlin, CEPR, and CESifo Alessia Marrazzo Lear and University of Bologna Salvatore Nava Lear Abstract: This paper presents a broad retrospective evaluation of mergers and merger decisions in the digital sector. We first discuss the most crucial features of digital markets such as network effects, multi-sidedness, big data, and rapid innovation that create important challenges for competition policy. We show that these features have been key determinants of the theories of harm in major merger cases in the past few years. We then analyse the characteristics of almost 300 acquisitions carried out by three major digital companies –Amazon, Facebook, and Google – between 2008 and 2018. -
2008‐2009 Casual Games White Paper
2008‐2009 Casual Games White Paper A Project of the Casual Games SIG of the IGDA Find out more at www.igda.org/casual Contents Contents .......................................................................................................................................... 2 Introduction ..................................................................................................................................... 6 Understanding Casual Games ......................................................................................................... 8 The Market for Casual Games ..................................................................................................... 8 Overview of Casual Game Business Models .............................................................................. 10 The Casual Game Audience ....................................................................................................... 14 Global Design Principles ............................................................................................................ 16 Art Style ..................................................................................................................................... 26 Audio in Casual Games .............................................................................................................. 32 Are Writers Needed For Casual Games? ................................................................................... 39 Characters and Narrative ......................................................................................................... -
Amazon.Com, Inc. ( / ˈ Æ M Ə Z ɒ N / Or / ˈ Æ M Ə Z Ə N /) Is an American Electronic Commerce Company with Headquarters in Seattle, Washington
Amazon.com, Inc. ( / ˈ æ m ə z ɒ n / or / ˈ æ m ə z ə n /) is an American electronic commerce company with headquarters in Seattle, Washington. It is the largest Internet-based retailer in the United States. [12] Amazon.com started as an online bookstore, but soon diversified, selling DVDs, VHSs, CDs, video andMP3 downloads/streaming, software, video games, electronics, apparel, furniture, food, toys, and jewelry. The company also produces consumer electronics— notably, Amazon Kindle e-book readers, Fire tablets, Fire TV andFire Phone — and is a major provider of cloud computing services. Amazon has separate retail websites for United States, United Kingdom & Ireland, France, Canada, Germany, The Netherlands, Italy, Spain, Australia, Brazil, Japan, China, India and Mexico. Amazon India will soon start offering music, movie and video streaming services in India.[13] Amazon also offers international shipping to certain other countries for some of its products.[14] In 2011, it had professed an intention to launch its websites in Poland[15] and Sweden.[16] Contents [hide] 1 History o 1.1 Acquisitions and investments o 1.2 Investment o 1.3 Subsidiaries 2 Corporate governance 3 Board of directors 4 Merchant partnerships 5 Locations o 5.1 Headquarters o 5.2 Software development centers o 5.3 Customer service centers o 5.4 Fulfillment and warehousing o 5.5 Brick-and-mortar store o 5.6 Other o 5.7 Closed fulfillment, warehousing and customer service locations 6 Products and services o 6.1 Retail goods o 6.2 Consumer electronics o 6.3 Digital content . -
Ex-Post Assessment of Merger Control Decisions in Digital Markets
TAILORED SOLUTIONS IN ECONOMICS Ex-post Assessment of Merger Control Decisions in Digital Markets Final report Document prepared by Lear for the Competition and Markets Authority 9 May 2019 Lear Via di Monserrato, 48 00186 – Rome tel. +39 06 68 300 530 e-mail: [email protected] web: www.learlab.com AUTHORS Elena Argentesi, Lear and University of Bologna Paolo Buccirossi, Lear Emilio Calvano*, University of Bologna and Toulouse School of Economics Tomaso Duso, Lear, Deutsches Institut für Wirtschaftsforschung (DIW Berlin), TU Berlin, CEPR, and CESifo Alessia Marrazzo, Lear Salvatore Nava, Lear OTHER CONTRIBUTORS Elena Salomone, Lear Anna Violini, Lear ACKNOWLEDGMENTS The authors would like to thank the team at the Competition and Markets Authority for their assistance and guidance over the course of this study, including in particular Francesca Botti, Alistair Love and Tom Kitchen. Finally, we would like to thank Daniele Michele Ferrari (Lear) for his valuable research assistance. * Emilio Calvano was not involved in the assessment of the Facebook/Instagram merger. Lear – www.learlab.com Index Executive summary ....................................................................................................................... i Recommendations ..................................................................................................................... xiv PART I. General lessons for merger control in digital markets ........................................................ 1 I.1. Introduction and methodology for Part I ........................................................................................2 -
Sw2 – Sample E-Commerce Site
SW2 – SAMPLE E-COMMERCE SITE 1. Name / Logo . AMAZON (Amazon, 2017) Amazon. (2017, November 21). Retrieved from amazon.com: https://www.google.com.ph/search?q=amazon+logo&source=lnms&tbm=isch&sa=X&ved=0ahU KEwiq4Yi3_c7XAhWKJ5QKHSRcAUcQ_AUICigB&biw=1366&bih=662#imgrc=_ 2. Description (including products and services + e-commerce category) . Amazon.com opened its virtual doors on the World Wide Web in July 1995 and offers Earth’s Biggest Selection. We seek to be Earth’s most customer-centric company for three primary customer sets: consumers, sellers, and developers. We serve consumers through our retail websites and focus on selection, price, and convenience. We also manufacture and sell the Kindle e-reader. We offer programs that enable sellers to sell their products on our websites and their own branded websites and to fulfill orders through us. We serve developers through Amazon Web Services, which provides access to technology infrastructure that developers can use to enable virtually any type of business. In addition, we generate revenue through co-branded credit card agreements and other marketing and promotional services, such as online advertising. Page 1 of 6 Eloisa Jill F. Ruz November 21, 2017 (wikinvest, 2017) wikinvest. (2017, November 21). Retrieved from amazon.com: http://www.wikinvest.com/stock/Amazon.com_(AMZN)/Description_Business Cloud Products Amazon Web Services offers a broad set of global cloud-based products including compute, storage, databases, analytics, networking, mobile, developer tools, management tools, IoT, security and enterprise applications. These services help organizations move faster, lower IT costs, and scale. AWS is trusted by the largest enterprises and the hottest start-ups to power a wide variety of workloads including: web and mobile applications, game development, data processing and warehousing, storage, archive, and many others.