Anuario De La Comunicación -Nuevas Perspectivas

Total Page:16

File Type:pdf, Size:1020Kb

Anuario De La Comunicación -Nuevas Perspectivas JUNTA DIRECTIVA* EDITA COMITÉ EJECUTIVO Asociación de Directivos de Comunicación Presidente D. Borja Puig de la Bellacasa (Bassat Ogilvy Comunicación) DIRECCIÓN EDITORIAL Vicepresidente M. Rosa Canas Almeida D. Jaume Giró (Repsol YPF) Secretario General Rose-Marie Losier D. Gonzalo Garnica (CEOE) Tesorero D. Gregorio Panadero (Ferrovial) COORDINACIÓN DE FIRMAS Directora General Cristina García-Moya Senén Dña. Rose-Marie Losier VOCALES RESPONSABLE DE PUBLICIDAD Y DIRECTORIO D. Antonio Bolaño (Oficina de Comunicació de la Presidencia. Generalitat de Catalunya) Diana Arias Nuevo D. Julio Carlavilla (CITI) D. Sebastián Cebrián (Carrefour) D. Jesús Echevarría (Grupo Inditex) COLABORADORES Dña. Teresa García Cisneros Ana Belén Abella y Raquel Jiménez (Directorio) (Ketchum Seis Public Relations) D. José Luis González-Besada (Iberdrola) Enrique Collantes (Gráficos) D. Pablo Gonzalo Molina (Alcor Consultores) Dña. Dora Ibars (Generalitat Valenciana) Dña. Milagros Mateos (Cruz Roja Española) Dña. Marisa Navas (Telefónica) D. José Juan Pérez-Tabernero (Banesto) Dña. Eulalia Puig Colominas (La Caixa) DISEÑO Dña. Rosanna Rumschisky , Servicios Creativos y Comunicación, S.L. (Gómez-Acebo y Pombo Abogados) Dr. Luis Ángel Sanz de la Tajada (UCM) D. Manuel Sempere (RENFE) D. Patrici Tixis (Grupo Planeta) MAQUETACIÓN E IMPRESIÓN Dña. Eva Vicente (Ford España) Artes Gráficas Palermo, S.L. PRESIDENTE DE HONOR D. Antonio López Fernández PRESIDENTE FUNDADOR Ramón del Corral † * a 30 de abril de 2007 Asociación de Directivos de Comunicación Argensola, 30 4º Dcha. 28004 Madrid Tel.: 917 02 13 77 Fax: 917 02 13 78 [email protected] www.dircom.org 4 | AGRADECIMIENTOS | DIRCOM Anuario de la Comunicación 2007 Agradecimientos A nuestros patrocinadores y anunciantes, a los asociados, instituciones y profesionales por su inestimable y des- interesada colaboración. Al Grupo TNS; a las empresas de control y difusión de Audiencias AIMC/EGM, Información y Control de Publicaciones S.A; en especial a Ignasi Fernández, a Raquel Píriz y a Mónica Tevá; a Luisa Alli de Vocento y a María Obispo; a Patrici Tixis del Grupo Planeta e Isabel Andreu; a Ana Vaca de Osma de la Agencia EFE y Teresa Hurtado; a Isabel Jiménez de Europa Press Comunicación; a Eduardo Bendala del Grupo Recoletos; a Ángeles de Benito del Grupo PRISA; a Carmen Valera de Burson-Marsteller y a Mercedes Dávila; a Alfonso López-Tello de PwC; a Juan Pablo Portillo del Grupo Zeta; a María Martínez de la Fundación Santiago Rey Fernández-Latorre; a Elena Pérez de aea; a Palmira Díaz Manzanares de IAB-Spain; a Mª José Murillo de Red.es; a Raquel Losa de InfoAdex; a Laura Maure de Forética; a Roberto Velázquez de la FAD; a José Manuel Cerezo de la Fundación France Telecom y a Marta Alonso de la Representación en España de la Comisión Europea. A LAS FIRMAS PARTICIPANTES Comunicación e información: la organización y los medios Eduardo García Matilla. Presidente de Corporación Multimedia, S.A. Luisa Alli. Directora de Comunicación de Vocento. Comunicación comercial: la organización y sus clientes Fernando Valdés. Presidente de la Asociación Española de Anunciantes. Carlos Rubio. Director General de la AEAP. Carmen López García. Subdirectora General de Atención al Ciudadano. Ministerio de Sanidad y Consumo. Comunicación empresarial: la organización y su entorno Antonio López. Presidente del Instituto de Análisis de Intangibles y Presidente de Honor de Dircom. Comunicación institucional: la organización y las instituciones Francisco J. Paniagua Rojano. Director de Comunicación de la Federación Andaluza de Municipios y Provincias (FAMP) y Licenciado- Doctor en Periodismo. Antoni Riu. Subdirector General de Educación, Divulgación y Formación Vial. Dirección General de Tráfico. Nuevas perspectivas Luis Gallardo. Director Mundial de Comunicación y Gestión de Marca de Deloitte. Sejamothopo Motau. FPRISA. Presidente de Global Alliance for Public Relations and Communication Management. Margaretha Sjöberg. Directora Ejecutiva de la Asociación Sueca de RRPP y Presidenta de la CERP (Confederación Europea de RRPP). David Rockland. Socio Consultor de Ketchum Communications y Presidente de la Comisión de Evaluación y Medición del Institute for Public Relations (IPR). Lorea Larrabeitu. Retos tecnológicos: la organización y la innovación José Luis Orihuela. Profesor en la Facultad de Comunicación de la Universidad de Navarra, autor del blog ecuaderno.com y del libro “La revolución de los blogs” (La Esfera de los Libros, Madrid, 2006). Isabel Aguilera. Directora General Google España y Portugal. Factor humano y formación: la organización y su público interno Pascual Montañés. Profesor del Instituto de Empresa Business School. Ramón Ollé. Presidente de EPSON Europa. ÍNDICE GENERAL ANUARIO DE LA COMUNICACIÓN 2007 Nuevas Perspectivas 3 Patronato de Honor 4 Equipo de trabajo y agradecimientos PRÓLOGO 8 La creación de un espacio público europeo a través de la comunicación Margot Wallström Vicepresidenta de la Comisión Europea responsable para las Relaciones Institucionales y Estrategia de Comunicación PRESENTACIÓN 11 Nuevos entornos, nuevas perspectivas Borja Puig de la Bellacasa Presidente de la Asociación de Directivos de Comunicación 12 Comunicación e Información: la organización y los medios 149 Comunicación Comercial: la organización y sus clientes 165 Comunicación Empresarial: la organización y su entorno 187 NUEVAS PERSPECTIVAS 201 Comunicación Institucional: la organización y las instituciones 207 Retos Tecnológicos: la organización y la innovación 233 Factor Humano y Formación: la organización y su público interno 282 Índice de autores 283 Índice de anunciantes 8 | PRÓLOGO | DIRCOM Anuario de la Comunicación 2007 La creación de un espacio público europeo a través de la comunicación En el año 2007 celebramos el 50 aniversario de la Unión Europea. Este es ciosa”: las mujeres y los jóvenes. Además, la Comisión pretende promover el un buen momento para recordar todo lo que hemos logrado –juntos, tal desarrollo de Espacios Públicos Europeos que faciliten el acceso de los ciu- como indica nuestro logo conmemorativo– durante estas cinco décadas, y, dadanos a la información europea, organizar mesas redondas de debate con sobre todo, para reflexionar sobre la Europa que queremos para el futuro. la sociedad civil sobre las prioridades políticas europeas, y continuar explo- rando nuevas formas de participación a través de las nuevas tecnologías. Del monólogo al diálogo europeo-el Plan D de Democracia, Diálogo y Debemos trabajar para que los ciudadanos europeos puedan entender las Debate políticas europeas, y participar activamente en su definición. Los ciudada- nos han de tomar en sus manos el liderazgo del proyecto europeo, y definir Hace unos meses, los ciudadanos franceses y holandeses nos recordaron las condiciones en las que éste debe desarrollarse. Esto sólo puede ocurrir de manera bastante directa que el proyecto de integración europea no si hay una verdadera comunicación entre los ciudadanos y los responsables puede llevarse a cabo sin contar con un amplio respaldo de los ciudadanos. políticos. Ante la situación creada por los votos negativos en el proceso de ratificación de la Constitución Europea, los líderes europeos decidieron establecer un ¿Existe un espacio público europeo? período de reflexión. La Comisión quiso aprovechar esta circunstancia para tomar una iniciativa política destinada a aumentar la democracia, el diálogo y Europa no acaba de encontrar su lugar en el debate público, y a menudo se el debate en Europa, y lanzó hace poco más de un año su llamado Plan D. encuentra sin voz frente a los ataques originados en consideraciones políti- cas a corto plazo y la falta de información. La posibilidad de expresar el inte- El Plan D no es una operación a corto plazo: es una iniciativa europea políti- rés común europeo sigue siendo muy limitada, y esto es un problema para ca de gran calado destinada a cambiar la mentalidad de los actores políticos el pluralismo y la democracia, y, por supuesto, para nuestro proyecto europeos, poniendo al ciudadano en el centro de la toma de decisiones. Es común. mi firme convicción que cualquier visión sobre el futuro de Europa debe basarse en una visión clara de las necesidades y las expectativas de los ciu- En 2006 la Comisión publicó un Libro Blanco en el que describía su visión dadanos. sobre su política de comunicación. En él, la Comisión proponía acciones concretas para establecer unos principios comunes de comunicación euro- Durante un año, el impulso político del Plan D ha contribuido a revitalizar el pea (y establecer unos mecanismos de colaboración entre los diferentes debate europeo. Se ha podido detectar un interés genuino en debatir los actores), dar la voz a los ciudadanos y conocer mejor la opinión pública desafíos a los que se enfrenta Europa y la respuesta que la Unión debe dar a europea, y reforzar la colaboración con los medios de comunicación. los mismos. Pero la intensidad de este debate ha variado mucho de una región a otra de Europa, y hemos de continuar con nuestros esfuerzos. Este Libro Blanco se ha sometido a debate durante todo el año pasado, y Durante el año 2007, debemos centrar nuestro trabajo en la “mayoría silen- uno de los principales mensajes que se desprenden de las discusiones es El Plan D no es una operación a corto plazo: es una iniciativa europea política de gran calado destinada a cambiar la mentalidad de los actores políticos europeos, poniendo al ciudadano en el centro de la toma de decisiones. Margot Wallström Vicepresidenta de la Comisión
Recommended publications
  • Annual Report 2012
    NEWS CORP. ANNU AL REPO RT 2012 NEWSANNUAL REPORT 2012 1211 Avenue of the Americas New York, NY 10036 www.newscorp.com C O RP. 425667.COVER.CX.CS5.indd 1 8/29/12 5:21 PM OUR AIM IS TO UNLOCK MORE VALUE FOR OUR STOCKHOLDERS 425667.COVER.CS5.indd 2 8/31/12 9:58 AM WE HAVE NO INTENTION OF RESTING ON OUR LAURELS WE ARE ALWAYS INVESTING IN THE NEXT GENERATION 425667.TEXT.CS5.indd 2 8/28/12 5:10 PM 425667.TEXT.CS5.indd 3 8/27/12 8:44 PM The World’s LEADER IN QUALITY JOURNALISM 425667.TEXT.CS5.indd 4 8/28/12 5:11 PM A LETTER FROM Rupert Murdoch It takes no special genius to post good earnings in a booming economy. It’s the special company that delivers in a bad economic environment. At a time when the U.S. has been weighed down by its slowest recovery since the Great Depression, when Europe’s currency threatens its union and, I might add when our critics flood the field with stories that refuse to move beyond the misdeeds at two of our papers in Britain, I am delighted to report something about News Corporation you Rupert Murdoch, Chairman and Chief Executive Officer might not know from the headlines: News Corporation In 2012, for the second year in a row, we have brought our stockholders double-digit growth in total segment operating income. FOR THE SECOND We accomplished this because we do not consider ourselves a conventional YEAR IN A ROW, company.
    [Show full text]
  • Cuentas Anuales E Informe De Gestión Correspondientes Al Ejercicio 2009
    SOCIEDAD GENERAL DE AGUAS DE BARCELONA, S.A. CUENTAS ANUALES E INFORME DE GESTIÓN CORRESPONDIENTES AL EJERCICIO 2009 1 ÍNDICE Página Balances de Situación al 31 de diciembre de 2009 y 2008 ................................................................................ 3 Cuentas de Pérdidas y Ganancias correspondientes a los ejercicios anuales terminados el 31 de diciembre de 2009 y 2008 .................................................................................................. 4 Estados de Cambios en el Patrimonio Neto de los ejercicios anuales terminados el 31 de diciembre de 2009 y 2008 ................................................................................................. 5 Estados de Flujos de Efectivo correspondientes a los ejercicios anuales terminados el 31 de diciembre de 2009 y 2008 ..................................................................................................................... 6 1. Actividad de la Sociedad y Acuerdos de Principios entre accionistas de referencia ................................... 7 2. Bases de presentación de las cuentas anuales......................................................................................... 10 3. Dividendos y distribución de resultados..................................................................................................... 11 4. Normas de registro y valoración ................................................................................................................ 12 5. Inmovilizado intangible..............................................................................................................................
    [Show full text]
  • Antitrust & Competition Insight
    Antitrust & Competition Insight In association with Hogan & Hartson LLP December 2007 In association with: Contents Foreword Page 2 United States M&A Antitrust: A Round-up of 2007 Page 3 Regional Round-Ups Page 11 European M&A Antitrust: A Round-up of 2007 Page 14 Plotting the paths of the Tele Atlas/TomTom and Navteq/Nokia mergers Page 22 Live Deals Timetable Page 24 Part of The Mergermarket Group www.mergermarket.com 80 Strand 895 Broadway #4 Suite 2001 London, WC2R 0RL New York Grand Millennium Plaza United Kingdom NY 10003, USA 181 Queen’s Road, Central Hong Kong t: +44 (0)20 7059 6100 t: +1 212 686-5606 t: +852 2158 9700 f: +44 (0)20 7059 6101 f: +1 212 686-2664 f: +852 2158 9701 [email protected] [email protected] [email protected] Foreword Welcome to this eighth edition of the Antitrust & Competition Insight – brought to you by mergermarket in association with leading international law firm Hogan & Hartson LLP. The report that brings you an update on the key deals and gives a comprehensive round up of European M&A issues affecting M&A activity in North America, Europe antitrust developments, this can be found on page 14. In and beyond. We hope that this quarterly newsletter will the final article on page 22,dealReporters’s regulatory provide corporate, advisory and investor readers with timely, correspondents Sandra Pointel and Ben Bschor look at the informed and objective intelligence. European Commission and vertical integration in the portable navigation industry, In addition, the Antitrust & Competition Insight leverages off mergermarket’s sister company dealReporter – We hope you find this latest edition of interest.
    [Show full text]
  • A Telesia Il Canale Class CNBC Al Termine Dell’Operazione L’Acquirente Deterrà Il 55% Olivetti Vince Gara Consip Da 26 Mln Della Tv Leader in Economia E Finanza
    22 Mercati Martedì 17 Dicembre 2019 CLASS EDITORI RAFFORZA LE ATTIVITÀ TELEVISIVE NELLA SOCIETÀ QUOTATA ALL’AIM A Telesia il canale Class CNBC Al termine dell’operazione l’acquirente deterrà il 55% Olivetti vince gara Consip da 26 mln della tv leader in economia e finanza. Che nei primi sei mesi di quest’anno ha fatturato 2,6 milioni di euro livetti, polo digitale del gruppo Tim, si è aggiudicata il primo Olotto della 31esima edizione della gara Consip per la fornitura di Carlo Brustia di apparati di stampa multifunzione. In particolare, la convenzio- ne permetterà a Olivetti di sottoscrivere con le pubbliche ammi- nistrazioni singoli accordi di durata pluriennale per il noleggio lass Editori rafforza le «full service» di 7.500 apparecchiature multifunzione mono- attività televisive con- cromatiche «d-Copia 6001MF», per un valore economico com- centrandole in Telesia, la plessivo di circa 26 milioni. Tali prodotti affiancheranno gli altri Csocietà quotata all’Aim. modelli già presenti e noleggiabili attraverso il Portale Acquisti Il cda di Telesia ha reso noto ieri di Consip. In coerenza con l’approccio digital di Olivetti e del di aver perfezionato l’operazio- gruppo Tim, incentrato sull’offerta di una customer experience ne di conferimento del 25,78% migliore e di elevato livello tecnologico, Olivetti, si legge in una del capitale della società Class nota, propone soluzioni «Managed Print Services» ingegneriz- CNBC spa da parte di Class zate unendo all’hardware applicazioni software per la gestione Editori (la società che edita e razionalizzazione della stampa. (riproduzione riservata) questo giornale), oltre che di un altro 10,9% di Class CNBC da parte di Rti spa (Mediaset) 874.785 nuove azioni ordina- gruppo controllato da Telesia.
    [Show full text]
  • Milestones 2008 Milestones
    009 2 / Milestones 2008 Milestones Milestones 2008 / 2009 www.lagardere.com Document prepared by the Corporate Communications Department This document is printed on paper from environmentally certified sustainably PEFC/10-31-1222 managed forests. (PEFC/10-31-1222) Grasset 817_MIL09_covHD_c03_T2_UK.indd 2 15/06/09 11:06 à écout res er liv s e 859_MIL09_corpo_T2.indd 1 d 15/06/09 12:03 P r o fi l e Lagardère, a world-class pure-play media group led by Arnaud Lagardère, operates in more than 40 countries and is structured according to four distinct, complementary business lines: • Lagardère Publishing, its book-publishing business segment. • Lagardère Active, which specializes in magazine publishing, audiovisual (radio, television, audiovisual production) and digital activities, and advertising sales. • Lagardère Services, its travel retail and press-distribution business segment. • Lagardère Sports, which specializes in the sports economy and sporting rights. Lagardère holds a 7.5% stake in EADS, over which it exercises joint control. 2 Milestones 2008 / 2009 859_MIL09_corpo_T2.indd 2 15/06/09 12:03 Grasset Pr o fi l e 3 859_MIL09_corpo_T2.indd 3 15/06/09 12:04 GOVERNANCE Arnaud Lagardère editorial I am convinced that we must continually cultivate and strengthen our company fundamentals, which are both straightforward and sound. By giving concrete expression to our strategic perspective as a pure-play media company focusing on content creation, we have achieved unquestioned legitimacy and are now striving for leadership at global level. With the diversifi cation of our activities, both geographically and by business line, we have assembled a well-balanced portfolio of complementary assets.
    [Show full text]
  • Mise En Page 1
    REPRESENTATION EVENT S MARKETING ACADEMIES MEDIA CONSULTING REPRESENTATION ACADEMIES EVENTS MEDIA MARKETING CONSULTING A WORLDWIDE LEADER IN THE MEDIA INDUSTRY, LAGARDÈRE IS COMMITTED TO GROWING ITS SPORTS AND ENTERTAINMENT BUSINESS THROUGH LAGARDÈRE UNLIMITED LEVERAGING COMPLEMENTARITY MEDIA AT THE HEART OF THE OFFER Lagardère Unlimited innovates and leverages the comple - By placing the media at the heart of image management, mentarity between six universes: representation of promi - Lagardère Unlimited offers athletes and artists a new way to nent artists and athletes, management of sports academies, build their own brand personalities and develop their careers. events planning and logistics, management of medias, mar - keting and consulting. A PERSONALIZED APPROACH Lagardère Unlimited differentiates itself through a qualita - SPORTS AND ENTERTAINMENT tive approach to client relationships, remaining in touch on Originally specialized in sports talent management, Lagar - a daily basis, thanks to a responsive organization that puts dère Unlimited has rapidly opened its books to all types of people first. creative and artistic talent with one common denominator: the sharing of emotion. AN INTERNATIONAL DIMENSION Already representing more than 350 high-profile clients UNIQUE EXPERTISE from 30 countries as well as 20 global events, 1 academy Lagardère Unlimited offers its clients a comprehensive in Paris and 1 partnership with another in Florida, Lagar - range of integrated services to meet the every need of: dère Unlimited’s goal is to quickly become a key interna - THE INDIVIDUAL ATHLETE from training through to the ne - tional player. gotiation of sponsorship contracts as well as image mana - Founded in Paris, the company also has offices located all gement during tournaments; over the world including New York, London, Los Angeles ORGANIZATIONS, CLUBS OR MANAGEMENT COMPANIES by and Miami in order to remain close to athletes, artists, en - providing them with the facilities to get buyers for adver - tertainers and related professionals in their fields.
    [Show full text]
  • CFA Institute Research Challenge Hosted in Local Challenge CFA Society France Report L
    CFA Institute Research Challenge Hosted in Local Challenge CFA Society France Report L This report is published for educational purpose only LAGARDÈRE SCA by students competing in the CFA Research Challenge 2016 Euronext Paris 2011 2012 2013 2014 2015E 2016E 2017E 2018E Bloomberg Ticker MMB:FP NET SALES 7657 7370 7216 7170 7017 7429 7721 8015 Type of company: EBITDA 577 541 614 570 538 566 586 613 EBITDA 7.54% 7.34% 8.51% 7.95% 7.66% 7.62% 7.59% 7.65% Conglomerate MARGIN Sector: EBIT 320 302 309 324 324 343 356 370 EBIT MARGIN 4.18% 4.10% 4.28% 4.52% 4.61% 4.61% 4.61% 4.61% Publishing, Media, Travel Retail, NET INCOME -689 106 1319 49 98 121 132 143 Sports & Entertainment Recommendation: HOLD SHARE PRICE: €25.16 Investment Summary TARGET PRICE: €26.97 UPSIDE: +7.19% Recommendation We initiate our coverage of Lagardere SCA with a BUY rating and a target price of € 26.97 which implies a 7.19% potential upside from its current stock price (€25.16). We reckon that, at present, the Market and Stock Data stock is undervalued given its fundamentals. Market Cap 3,299.3 Four Distinct Division, Distinct growth potential The company was created as an SCA (Limited Partnership with Shares) with Jean-Luc Lagardère as Shares 131,133,286 Outstanding Managing Partner. Since 1992 the ecosystem of different companies within Lagardère group (then named Lagardère SCA) changed significantly. As of today, Arnaud Lagardère is the general and 52 weeks price 21.9 - 30.2 managing partner.
    [Show full text]
  • Transmitting Nation “Bordering” and the Architecture of the CBC in the 1930S1
    e ssaY | essai TransmiTTing naTion “Bordering” and the architecture of the CBC in the 1930s1 Mi ChAeL WiNdOVer holds a doctorate in art > MiChael Windover history from the University of British Columbia. his dissertation was awarded the Phyllis-Lambert Prize and a revised version is forthcoming in a series on urban heritage with the Presses de l’Université du Québec as Art deco: A Mode of ational boundaries are as much con- Mobility. Windover is currently in the School of Nceptual as they are material. They Architecture at McGill University working on his delineate a space of belonging and mark a liminal region of identity production, Social Sciences and humanities research Council and yet are premised on a real, physical of Canada postdoctoral project: “Architectures of location with economic and social impli- radio: Sound design in Canada, 1925-1952.” cations. With this in mind, I introduce This article represents initial output from this the idea of “bordering” as a potentially project. useful critical term in architectural and design history. Indeed the term may open up new avenues of research by taking into account both material and conceptual infrastructures related to the production of “nations.” Nations are not as fixed as their borders might suggest; they are lived entities, continually remade culturally and socially, as cultural theorist Homi Bhabha asserts with his notion of nation as narration, as built on a dialect- ical tension between the material objects of nation—including architecture—and accompanying narratives.2 Nation is thus conceived as an imaginative yet material process. But what is an architecture of bordering (or borders)? Initially we might think of the architecture at international boundaries, including customs build- ings and the infrastructures of mobil- ity (highways, bridges, tunnels, etc.) or immobility (walls, spaces for detainment of suspected criminals or terrorists, etc.).
    [Show full text]
  • Broadcasting Decision CRTC 2011-43
    Broadcasting Regulatory Policy CRTC 2011-43 PDF version Ottawa, 25 January 2011 Revised lists of eligible satellite services – Annual compilation of amendments 1. In Broadcasting Public Notice 2006-55, the Commission announced that it would periodically issue public notices setting out revised lists of eligible satellite services that include references to all amendments that have been made since the previous public notice setting out the lists was issued. 2. Accordingly, in Appendix 1 to this regulatory policy, the Commission sets out all amendments made to the revised lists since the issuance of Broadcasting Regulatory Policy 2010-57. In addition, the lists of eligible satellite services approved as of 31 December 2010 are set out in Appendix 2. 3. The Commission notes that, as set out in Broadcasting Regulatory Policy 2010-839, it approved a request by TELUS Communications Company for the addition of 17 new language tracks to Baby TV, a non-Canadian service already included on the lists of eligible satellite services for distribution on a digital basis. Secretary General Related documents • Addition of 17 new language tracks to Baby TV, a service already included on the lists of eligible satellite services for distribution on a digital basis, Broadcasting Regulatory Policy CRTC 2010-839, 10 November 2010 • Revised lists of eligible satellite services – Annual compilation of amendments, Broadcasting Regulatory Policy CRTC 2010-57, 4 February 2010 • A new approach to revisions to the Commission’s lists of eligible satellite services,
    [Show full text]
  • The Regional Cosmopolitanism of George Woodcock
    Transoceanic Canada: The Regional Cosmopolitanism of George Woodcock by Matthew Hiebert B.A., The University of Winnipeg, 1997 M.A., The University of Amsterdam, 2002 A THESIS SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF Doctor of Philosophy in THE FACULTY OF GRADUATE STUDIES (English) The University Of British Columbia (Vancouver) August 2013 c Matthew Hiebert, 2013 ABSTRACT Through a critical examination of his oeuvre in relation to his transoceanic geographical and intellectual mobility, this dissertation argues that George Woodcock (1912-1995) articulates and applies a normative and methodological approach I term “regional cosmopolitanism.” I trace the development of this philosophy from its germination in London’s thirties and forties, when Woodcock drifted from the poetics of the “Auden generation” towards the anti-imperialism of Mahatma Gandhi and the anarchist aesthetic modernism of Sir Herbert Read. I show how these connected influences—and those also of Mulk Raj Anand, Marie-Louise Berneri, Prince Peter Kropotkin, George Orwell, and French Surrealism—affected Woodcock’s critical engagements via print and radio with the Canadian cultural landscape of the Cold War and its concurrent countercultural long sixties. Woodcock’s dynamic and dialectical understanding of the relationship between literature and society produced a key intervention in the development of Canadian literature and its critical study leading up to the establishment of the Canada Council and the groundbreaking journal Canadian Literature. Through his research and travels in India—where he established relations with the exiled Dalai Lama and major figures of an independent English Indian literature—Woodcock relinquished the universalism of his modernist heritage in practising, as I show, a postcolonial and postmodern situated critical cosmopolitanism that advocates globally relevant regional culture as the interplay of various traditions shaped by specific geographies.
    [Show full text]
  • Tube Convolutional Neural Network (T-CNN) for Action Detection in Videos
    Tube Convolutional Neural Network (T-CNN) for Action Detection in Videos Rui Hou, Chen Chen, Mubarak Shah Center for Research in Computer Vision (CRCV), University of Central Florida (UCF) [email protected], [email protected], [email protected] Abstract Deep learning has been demonstrated to achieve excel- lent results for image classification and object detection. However, the impact of deep learning on video analysis has been limited due to complexity of video data and lack of an- notations. Previous convolutional neural networks (CNN) based video action detection approaches usually consist of two major steps: frame-level action proposal generation and association of proposals across frames. Also, most of these methods employ two-stream CNN framework to han- dle spatial and temporal feature separately. In this paper, we propose an end-to-end deep network called Tube Con- volutional Neural Network (T-CNN) for action detection in videos. The proposed architecture is a unified deep net- work that is able to recognize and localize action based on 3D convolution features. A video is first divided into equal length clips and next for each clip a set of tube pro- Figure 1: Overview of the proposed Tube Convolutional posals are generated based on 3D Convolutional Network Neural Network (T-CNN). (ConvNet) features. Finally, the tube proposals of differ- ent clips are linked together employing network flow and spatio-temporal action detection is performed using these tracking based approaches [32]. Moreover, in order to cap- linked video proposals. Extensive experiments on several ture both spatial and temporal information of an action, two- video datasets demonstrate the superior performance of T- stream networks (a spatial CNN and a motion CNN) are CNN for classifying and localizing actions in both trimmed used.
    [Show full text]
  • Annual Report 2008 Annual Report the Leadingeuropeanentertainment Network
    THE LEADING EUROPEAN ENTERTAINMENT NETWORK FIVE-YEAR SUMMARY 2008 2007 2006 2005 2004 €m €m €m €m €m Revenue 5,774 5,707 5,640 5,115 4,878 RTL Group – of which net advertising sales 3,656 3,615 3,418 3,149 3,016 Corporate Communications Other operating income 37 71 86 103 118 45, boulevard Pierre Frieden Consumption of current programme rights (2,053) (2,048) (1,968) (1,788) (1,607) L-1543 Luxembourg Depreciation, amortisation and impairment (203) (213) (217) (219) (233) T: +352 2486 5201 F: +352 2486 5139 Other operating expense (2,685) (2,689) (2,764) (2,518) (2,495) www.RTLGroup.com Amortisation and impairment of goodwill ANNUAL REPORT and fair value adjustments on acquisitions of subsidiaries and joint ventures (395) (142) (14) (16) (13) Gain/(Loss) from sale of subsidiaries, joint ventures and other investments (9) 76 207 1 (18) Profit from operating activities 466 762 970 678 630 Share of results of associates 34 60 72 63 42 Earnings before interest and taxes (“EBIT”) 500 822 1,042 741 672 Net interest income/(expense) 21 (4) 2 (11) (25) Financial results other than interest 7 26 33 2 (19) Profit before taxes 528 844 1,077 732 628 Income tax income/(expense) (232) (170) 34 (116) (196) Profit for the year 296 674 1,111 616 432 Attributable to: RTL Group shareholders 194 563 890 537 366 Minority interest 102 111 221 79 66 Profit for the year 296 674 1,111 616 432 EBITA 916 898 851 758 709 Amortisation and impairment of goodwill (including disposal group) and fair value adjustments on acquisitions of subsidiaries and joint ventures
    [Show full text]