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Uila Supported Apps
Uila Supported Applications and Protocols updated Oct 2020 Application/Protocol Name Full Description 01net.com 01net website, a French high-tech news site. 050 plus is a Japanese embedded smartphone application dedicated to 050 plus audio-conferencing. 0zz0.com 0zz0 is an online solution to store, send and share files 10050.net China Railcom group web portal. This protocol plug-in classifies the http traffic to the host 10086.cn. It also 10086.cn classifies the ssl traffic to the Common Name 10086.cn. 104.com Web site dedicated to job research. 1111.com.tw Website dedicated to job research in Taiwan. 114la.com Chinese web portal operated by YLMF Computer Technology Co. Chinese cloud storing system of the 115 website. It is operated by YLMF 115.com Computer Technology Co. 118114.cn Chinese booking and reservation portal. 11st.co.kr Korean shopping website 11st. It is operated by SK Planet Co. 1337x.org Bittorrent tracker search engine 139mail 139mail is a chinese webmail powered by China Mobile. 15min.lt Lithuanian news portal Chinese web portal 163. It is operated by NetEase, a company which 163.com pioneered the development of Internet in China. 17173.com Website distributing Chinese games. 17u.com Chinese online travel booking website. 20 minutes is a free, daily newspaper available in France, Spain and 20minutes Switzerland. This plugin classifies websites. 24h.com.vn Vietnamese news portal 24ora.com Aruban news portal 24sata.hr Croatian news portal 24SevenOffice 24SevenOffice is a web-based Enterprise resource planning (ERP) systems. 24ur.com Slovenian news portal 2ch.net Japanese adult videos web site 2Shared 2shared is an online space for sharing and storage. -
Chinese Internet Companies and Their Quest for Globalization
International Conference on Information, Business and Education Technology (ICIBIT 2013) Chinese Internet Companies and Their Quest for Globalization Harlan D. Whatley1 1Swiss Management Center, Zurich, Switzerland Abstract players in the technology market (Sun, 2009). Chinese internet companies have seen an This qualitative research paper unprecedented growth over the past explores the quest for globalization of decade. However, very few are two successful Chinese internet recognized brands outside of China while companies: Baidu and Tencent Holdings. some seek to develop their brands in In this case study, the focus is on the foreign markets. This paper analyzes the marketing strategies of these expanding marketing strategies of two internet multinational enterprises and the companies: Baidu and Tencent and their challenges they face to become quest for globalization. recognized as global brands. All of the firms in this study were founded as Keywords: Baidu, Tencent, internet, private enterprises with no ownership ties branding, marketing, globalization, China to the Chinese government. Furthermore, an analysis of the countries and markets 1. Introduction targeted by the firms is included in the study. In addition to a review of the Innovation efforts by technology current academic literature, interviews companies in China are driven by adding were conducted with marketing and significant value to imported foreign strategy professionals from the technologies or by developing new perspective firms as well as journalists products to satisfy specific domestic that closely follow Chinese internet firms demands (Li, Chen & Shapiro, 2010). and the technology sector. This study on Firms in the emerging market of China do the globalization of Chinese internet not possess the R&D resources that their firms will contribute to marketing developed Western counterparts have. -
Brief Industry Trends Report 2H 2008
ISSN 1985 - 7535 Brief Industry Trends Report 2H 2008 Malaysian Communications and Multimedia Commission (SKMM), 2009 The information or material in this publication is protected under copyright and save where otherwise stated, may be reproduced for non commercial use provided it is reproduced accurately and not used in a misleading context. Where any material is reproduced, SKMM as the source of the material must be identified and the copyright status acknowledged. The permission to reproduce does not extend to any information or material the copyright of which belongs to any other person, organisation or third party. Authorisation or permission to reproduce such information or material must be obtained from the copyright holders concerned. This work is based on sources believed to be reliable, but SKMM does not warrant the accuracy or completeness of any information for any purpose and cannot accept responsibility for any error or omission. Published by: Malaysian Communications and Multimedia Commission Off Persiaran Multimedia 63000 Cyberjaya, Selangor Darul Ehsan Tel: +60 3 86 88 80 00 Fax: +60 3 86 88 10 06 Toll Free: 1- 800-888-030 http://www.skmm.gov.my CONTENTS FOREWORD 2 SUMMARY HIGHLIGHTS 3 C&M MARKET CAPITALISATION AND PERFORMANCE Feeling the Effects of Global Financial Crisis 4 C&M Market Capitalisation Plummeted Significantly 6 Individual C&M Companies Contribution to Bursa Malaysia 7 C&M Companies Share Price Movements 7 C&M Amongst Other Heavyweights 8 Local C&M versus Overseas by Market Capitalisation in US Dollar 9 GOOGLE -
Audio OTT Economy in India – Inflection Point February 2019 for Private Circulation Only
Audio OTT economy in India – Inflection point February 2019 For Private circulation only Audio OTT Economy in India – Inflection Point Contents Foreword by IMI 4 Foreword by Deloitte 5 Overview - Global recorded music industry 6 Overview - Indian recorded music industry 8 Flow of rights and revenue within the value chain 10 Overview of the audio OTT industry 16 Drivers of the audio OTT industry in India 20 Business models within the audio OTT industry 22 Audio OTT pie within digital revenues in India 26 Key trends emerging from the global recorded music market and their implications for the Indian recorded music market 28 US case study: Transition from physical to downloading to streaming 29 Latin America case study: Local artists going global 32 Diminishing boundaries of language and region 33 Parallels with K-pop 33 China case study: Curbing piracy to create large audio OTT entities 36 Investments & Valuations in audio OTT 40 Way forward for the Indian recorded music industry 42 Restricting Piracy 42 Audio OTT boosts the regional industry 43 Audio OTT audience moves towards paid streaming 44 Unlocking social media and blogs for music 45 Challenges faced by the Indian recorded music industry 46 Curbing piracy 46 Creating a free market 47 Glossary 48 Special Thanks 49 Acknowledgements 49 03 Audio OTT Economy in India – Inflection Point Foreword by IMI “All the world's a stage”– Shakespeare, • Global practices via free market also referenced in a song by Elvis Presley, economics, revenue distribution, then sounded like a utopian dream monitoring, and reducing the value gap until 'Despacito' took the world by with owners of content getting a fair storm. -
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. -
The Value of Behavioral Targeting By
The Value of Behavioral Targeting by Howard Beales1 This study seeks to provide an initial understanding of the effect of behaviorally targeted advertising on advertising rates and revenues. A survey of twelve ad networks was conducted to obtain quarterly data on pricing (CPM data), conversion rates, and revenues across various types of ad segments (run of network advertising and behavioral advertising). The survey results reveal three key findings: (1) Advertising rates are significantly higher for behaviorally targeted ads. The average CPM for behaviorally targeted advertising is just over twice the average CPM for run-of-network advertising. On average across participating networks, the price of behaviorally targeted advertising in 2009 was 2.68 times the price of run of network advertising. (2) Advertising using behavioral targeting is more successful than standard run of network advertising, creating greater utility for consumers from more relevant advertisements and clear appeal for advertisers from increased ad conversion. (3) Finally, a majority of network advertising revenue is spent acquiring inventory from publishers, making behavioral targeting an important source of revenue for online content and services providers as well as third party ad networks. This study was sponsored by the Network Advertising Initiative (NAI). The NAI is a coalition of more than 40 leading online marketing companies committed to building consumer awareness and reinforcing responsible business and data management practices and standards. For a description of the NAI and a list of its members, see http://www.networkadvertising.org/index.asp (last visited Mar. 3, 2010). 1. Howard Beales has been an Associate Professor at the School of Business at George Washington University since 1988. -
Doing Business in China
Doing Business In China DOING BUSINESS IN CHINA INTRODUCTION On January 1, 2020, the Foreign Investment Law of the People’s Republic of China and its implementing regulations became effective, ending an era of thirty years during which foreign investment in China was dominated by a series of legislations specifically formulated for foreign-invested enterprises (“FIEs”). This paper provides in detail the evolution of the Chinese legal system with particular emphasis on an up-to-date overview of the current status of the law, policy, and practice relating to foreign investment in the People’s Republic of China (“PRC” or “China”, which, for purposes of this paper, excludes the Hong Kong Special Administrative Region, the Macao Special Administrative Region, and Taiwan). This paper also discusses the relevant considerations involved in choosing the form of doing business in China, identifies major issues confronting potential foreign investors, and presents the legal requirements and practical issues associated with various methods of investment from establishment to exit. Doing Business In China TABLE OF CONTENTS CHAPTER 1 PRC LEGAL SYSTEM AND JUDICIARY .............................................. 1 1.1 PRC Legal System ................................................................................................................. 1 1.2 PRC Judiciary ........................................................................................................................ 1 CHAPTER 2 FOREIGN INVESTMENT LEGAL REGIME ........................................ -
Applications: S
Applications: S This chapter contains the following sections: • Sabah, on page 9 • Safari, on page 10 • SAFT, on page 11 • Sage, on page 12 • Sahibinden, on page 13 • Saks Fifth Avenue, on page 14 • Salesforce.com, on page 15 • Salesforce.com Live Agent, on page 16 • Sam's Club, on page 17 • Sametime, on page 18 • SAMR, on page 19 • Samsung, on page 20 • Samsung Push Notification, on page 21 • SANity, on page 22 • Sanook.com, on page 23 • SAP, on page 24 • SAP HostControl, on page 25 • SASCDN, on page 26 • SATNET, on page 27 • SATNET and Backroom EXPAK, on page 28 • SATNET Monitoring, on page 29 • SaveFrom, on page 30 • Sberbank of Russia, on page 31 • SBS, on page 32 • SCC Security, on page 33 • SCCM, on page 34 • SCCM Remote Control, on page 35 • SCCP, on page 36 • Schedule Transfer Protocol, on page 37 • schuelerVZ, on page 38 • Schwab, on page 39 • ScienceDirect, on page 40 Applications: S 1 Applications: S • SCO Desktop Administration Server, on page 41 • Sco I2 Dialog Daemon, on page 42 • SCO System Administration Server, on page 43 • SCO Web Server Manager 3, on page 44 • SCO WebServer Manager, on page 45 • scohelp, on page 46 • Scopia, on page 47 • Scopia Audio, on page 48 • Scopia Video, on page 49 • Scorecard Research, on page 50 • Scottrade, on page 51 • SCPS, on page 52 • Scribd, on page 53 • Scribd Upload, on page 54 • Scribol, on page 55 • SCSI-ST, on page 56 • SCTP, on page 57 • scx-proxy, on page 58 • SDNS-KMP, on page 59 • SDRP, on page 60 • Seamonkey, on page 61 • Search-Result.com, on page 62 • Searchnu, on page 63 • -
User Browsing Graph: Structure, Evolution and Application1
User Browsing Graph: Structure, Evolution and Application1 Yiqun Liu, Min Zhang, Shaoping Ma, Liyun Ru State Key Lab of Intelligent Technology and Systems Tsinghua National Laboratory for Information Science and Technology Department of Computer Science and Technology Tsinghua University, Beijing, 100084, China P.R. [email protected] ABSTRACT don’t work very well in this new situation. This paper focuses on ‘user browsing graph’ which is constructed Recently, the wisdom of the crowd is paid much attention in with users’ click-through behavior modeled with Web access logs. Web search researches, e.g. [7], [8] and [9]. In their work, users’ User browsing graph has recently been adopted to improve Web browsing behavior is usually considered as implicit feedback search performance and the initial study shows it is more reliable information for page relevance and importance. For example, Liu than hyperlink graph for inferring page importance. However, et. al. constructed ‘user browsing graph’ with search log data [10]. structure and evolution of the user browsing graph haven’t been They proposed a page importance estimation algorithm called fully studied and many questions remain to be answered. In this BrowseRank which performs on the user browsing graph. It is paper, we look into the structure of the user browsing graph and believed that the link structure in user browsing graph is more its evolution over time. We try to give a quantitative analysis on reliable than hyperlink graph because users actually follow links the difference in graph structure between hyperlink graph and in the browsing graph. user browsing graph, and then find out why link analysis Liu’s initial study shows that the BrowseRank algorithm works algorithms perform better on the browsing graph. -
Chinese Ownerships in European Football: the Example of the Suning Holdings Group
1 Department of Business and Management Chair of Corporate Strategies Chinese ownerships in European football: the example of the Suning Holdings Group SUPERVISOR CANDIDATE Prof. Paolo Boccardelli Davide Fabrizio Matr. 668151 CORRELATOR Prof. Enzo Peruffo ACADEMIC YEAR 2018/2019 2 3 Index Introduction ....................................................................................................... 5 Chapter 1: Chinese Ownerships in Football ................................................... 10 1.1 The economic and legal background: revenues diversification and Financial Fair Play ......................................................................................... 11 1.1.1 A mountain to climb: profits drivers in football............................. 11 1.1.2 UEFA and Financial Fair Play: the end of football patronage? ...... 16 1.2 A new Silk Road: brief history of the phenomenon .............................. 21 1.2.1 The internal expansion: State Council’s guidelines and the development of Chinese football ..................................................................................... 21 1.2.2 The external expansion: some very good (and a few, very bad) examples .................................................................................................... 29 1.2.2.1 A.C. Pavia and A.C. Milan.............................................................. 40 1.3 Strategies change: Chinese capital control policies and their aftermaths on football ..................................................................................................... -
Introduction of ADOP for Publishers CONTENTS
ADVERTISEMENT DISTRIBUTION OPTIMIZATION PLATFORM Introduction of ADOP for publishers CONTENTS PART 01 PART 02 PART 03 Introduction Key Benefits Products - High-end Platforms - Display Ad - Ad Revenue Optimization - Native Ad - Video Ad - In-App Ad PART 1 Introduction PART 01 : Introduction PART 02 PART 03 ADOP Business Part ADOP is a company that encompasses both DSP and SSP. Advertiser ADOP Publisher DSP SSP ● Offer the Service for Publisher - Web/App - Platform, Mideation, Integration of Ad Network, Technical ● Using various audience targeting support, etc. - ongoing campaigns for Web/App Display AD, Video AD, Native Ad ● The only Google Certified Publishing Partner(GCPP) - provide the report of the campaigns - to offer solutions related to Google : Google products, Google policies, technology updates, etc. ADOP is the Global Leading Ad-tech Corporation. ADOP Global Networking ADOP Key Factors & Figures Demand Technology Publisher Source Premium Global More than 2,000 Publishers Full-Holistic AD Serving Demand Partnership - inside/outside of the country 1,700 11,000 Publishers Inventories Head Office Overseas Branches 10 billion 6 billion Requests Impressions 8 Countries Global Networks 40(Google, Facebook etc.) Global DSP Partnership PART 01 : Introduction PART 02 PART 03 Partnerships with Global Leading Companies Google: GCPP (Google Certified Publishing Partner) of Korea, Indonesia, Thailand, Vietnam Facebook(Header Bidding): The ONLY Official Wrapper Partner in Korea Certified Publishing Partner Official Wrapper Partner • In the event of an issue, we can solve it quickly to contact Google and Facebook. • We can get updates and business information on Google and Facebook the fastest. • We have the most opportunities to test new products of Google and Facebook. -
Google/ Doubleclick REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 8(1)
EN This text is made available for information purposes only. A summary of this decision is published in all Community languages in the Official Journal of the European Union. Case No COMP/M.4731 – Google/ DoubleClick Only the English text is authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 8(1) Date: 11-03-2008 COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, 11/03/2008 C(2008) 927 final PUBLIC VERSION COMMISSION DECISION of 11/03/2008 declaring a concentration to be compatible with the common market and the functioning of the EEA Agreement (Case No COMP/M.4731 – Google/ DoubleClick) (Only the English text is authentic) Table of contents 1 INTRODUCTION .....................................................................................................4 2 THE PARTIES...........................................................................................................5 3 THE CONCENTRATION.........................................................................................6 4 COMMUNITY DIMENSION ...................................................................................6 5 MARKET DESCRIPTION......................................................................................6 6 RELEVANT MARKETS.........................................................................................17 6.1. Relevant product markets ............................................................................17 6.1.1. Provision of online advertising space.............................................17 6.1.2. Intermediation in