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Why Youtube Buffers: the Secret Deals That Make—And Break—Online Video When Isps and Video Providers Fight Over Money, Internet Users Suffer
Why YouTube buffers: The secret deals that make—and break—online video When ISPs and video providers fight over money, Internet users suffer. Lee Hutchinson has a problem. My fellow Ars writer is a man who loves to watch YouTube videos— mostly space rocket launches and gun demonstrations, I assume—but he never knows when his home Internet service will let him do so. "For at least the past year, I've suffered from ridiculously awful YouTube speeds," Hutchinson tells me. "Ads load quickly—there's never anything wrong with the ads!—but during peak times, HD videos have been almost universally unwatchable. I've found myself having to reduce the quality down to 480p and sometimes even down to 240p to watch things without buffering. More recently, videos would start to play and buffer without issue, then simply stop buffering at some point between a third and two-thirds in. When the playhead hit the end of the buffer—which might be at 1:30 of a six-minute video—the video would hang for several seconds, then simply end. The video's total time would change from six minutes to 1:30 minutes and I'd be presented with the standard 'related videos' view that you see when a video is over." Hutchinson, a Houston resident who pays Comcast for 16Mbps business-class cable, is far from alone. As one Ars reader recently complained, "YouTube is almost unusable on my [Verizon] FiOS connection during peak hours." Another reader responded, "To be fair, it's unusable with almost any ISP." Hutchinson's YouTube playback has actually gotten better in recent weeks. -
SAP S/4HANA Led Digital Transformation Globe Telecom Inc. Company Information
SAP® Innovation Awards 2020 Entry Pitch Deck SAP S/4HANA led Digital Transformation Globe Telecom Inc. Company Information Headquarters Manila, Philippines Industry Communications services, Remittance Web site https://www.globe.com.ph/ Globe Telecom, Inc., commonly shortened as Globe, is a major provider of telecommunications services in the Philippines. It operates one of the largest mobile, fixed line, and broadband networks in the country. Globe Telecom's mobile subscriber base reached 60.7 million as of end-December 2017 © 2019 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 2 SAP S/4HANA led Digital Transformation Globe Telecom Inc. Challenge Globe Telecom has been using SAP for all their business units globally spread across business functions of finance & accounting, procurement, and sales & distribution. Over a period of time, processes became fragmented and inefficient due to manual interventions, causing concerns over unavailability of required business insights, delay in decision making, user’s productivity and their experience. It realized the need of having next-gen ERP enabling best-in class business operations and workplace experience supporting ever changing business needs and future innovations Solution Globe Telecom partnered with TCS for consulting led SAP S/4HANA conversion. With TCS’ advisory services and industry best practices, Globe Telecom has been able to standardize, simplify, integrate, automate and optimize 50+ business processes across the business units. TCS leveraged proprietary transformation delivery methodology, tools and accelerators throughout the engagement ensuring faster time to market minimizing business disruptions. Outcome With SAP S/4HANA, Globe Telecom is able to improve system performance, speed up processing of financial transactions, faster & error free closing of books, cash flow reporting and management reporting. -
Statement of Investment Holdings Dec. 31, 2016
1 DEUTSCHE TELEKOM AG STATEMENT OF INVESTMENT HOLDINGS IN ACCORDANCE WITH § 285 HGB AS OF DECEMBER 31, 2016 1. Subsidiaries Shareholders’ equity Indirectly Directly Total thousands of Net income/net loss Reporting No. Name and registered office Via % % nominal value Currency reporting currency thousands of € currency Note 1. 3.T-Venture Beteiligungsgesellschaft mbH (3. TVB), Bonn 1.93. 100.00 25,000 EUR 6,382 764 EUR e) 2. Antel Germany GmbH, Karben 1.105. 100.00 25,000 EUR (119) (48) EUR i) 3. Arbeitgeberverband comunity, Arbeitgeberverband für EUR - - EUR Telekommunikation und IT e.V., Bonn 4. Assessment Point (Proprietary) Limited, Johannesburg 1.125. 100.00 100 ZAR (3,192) (6) ZAR e) 5. Atrada GmbH, Nuremberg 100.00 150,000 EUR 3,220 (2,210) EUR e) 6. Atrada Trading Network Limited, Manchester 1.5. 100.00 1 GBP 0 0 GBP e) 7. BENOCS GmbH, Bonn 1.327. 100.00 25,000 EUR 94 (765) EUR e) 8. Benocs, Inc., Wilmington, DE 1.7. 100.00 100 USD - - USD 9. CA INTERNET d.o.o., Zagreb 1.129. 100.00 20,000 HRK 228 11 HRK e) 10. CBS GmbH, Cologne 1.19. 100.00 838,710 EUR 18,055 0 EUR a) e) 11. CE Colo Czech, s.r.o., Prague 1.232. 100.00 711,991,857 CZK 854,466 88,237 CZK e) 12. COMBIS - IT Usluge d.o.o., Belgrade 1.14. 100.00 49,136 RSD (112,300) (9,378) EUR e) 13. COMBIS d.o.o. Sarajevo, Sarajevo 1.14. 100.00 2,000 BAM 5,297 969 BAM e) 14. -
BT Group PLC: Wholesale-Only Overhang
Equity Research Telecommunications | European Telecom Services BT Group PLC 3 May 2018 Stock Rating EQUAL WEIGHT Wholesale-Only overhang from Overweight Industry View POSITIVE In a separate report published today, The Rise of Wholesale Only, we analyse the Unchanged impact Open Fiber is having in Italy and the extent to which it can be replicated Price Target GBp 280 elsewhere. Italy appears an ideal market for fostering alternative infrastructure lowered -20% from GBp 350 build (and increased retail competition). We note actual competitor builds to date in the UK have been few and far between, even if the narrative has been consistently Price (01-May-2018) GBp 245 noisy. However, we do see BT as potentially vulnerable, especially given the Potential Upside/Downside +14.3% increased focus of numerous infrastructure funds and regulatory direction. Tickers BT/A LN / BT.L Resolution of this overhang for BT looks unlikely, in our view. Reflecting this, we lower our medium-term forecasts, cut our PT to 280p and move BT to Equal Weight. Market Cap (GBP mn) 24591 Shares Outstanding (mn) 9921.90 Wholesale-only is not new – Why worry now? We have become accustomed to a Free Float (%) 84.31 spate of alternative FTTH build announcements in recent months from numerous 52 Wk Avg Daily Volume (mn) 22.4 players. In reality, FTTH build has been limited. However, having met recently with 52 Wk Avg Daily Value (GBP mn) 60.93 Open Fiber in Italy, we see an opportunity to make double-digit IRRs for alternative Dividend Yield (%) 6.3 build in markets like Italy/the UK/Germany. -
Separation of Telstra: Economic Considerations, International Experience
WIK-Consult Report Study for the Competitive Carriers‟ Coalition Separation of Telstra: Economic considerations, international experience Authors: J. Scott Marcus Dr. Christian Wernick Kenneth R. Carter WIK-Consult GmbH Rhöndorfer Str. 68 53604 Bad Honnef Germany Bad Honnef, 2 June 2009 Functional Separation of Telstra I Contents 1 Introduction 1 2 Economic and policy background on various forms of separation 4 3 Case studies on different separation regimes 8 3.1 The Establishment of Openreach in the UK 8 3.2 Functional separation in the context of the European Framework for Electronic Communication 12 3.3 Experiences in the U.S. 15 3.3.1 The Computer Inquiries 15 3.3.2 Separate affiliate requirements under Section 272 17 3.3.3 Cellular separation 18 3.3.4 Observations 20 4 Concentration and cross-ownership in the Australian marketplace 21 4.1 Characteristics of the Australian telecommunications market 22 4.2 Cross-ownership of fixed, mobile, and cable television networks 27 4.3 The dominant position of Telstra on the Australian market 28 5 An assessment of Australian market and regulatory characteristics based on Three Criteria Test 32 5.1 High barriers to entry 33 5.2 Likely persistence of those barriers 35 5.3 Inability of other procompetitive instruments to address the likely harm 38 5.4 Conclusion 38 6 The way forward 39 6.1 Regulation or separation? 40 6.2 Structural separation, or functional separation? 42 6.3 What kind of functional separation? 44 6.3.1 Overview of the functional separation 44 6.3.2 What services and assets should be assigned to the separated entity? 47 6.3.3 How should the separation be implemented? 49 Bibliography 52 II Functional Separation of Telstra Recommendations Recommendation 1. -
Stellungnahme Der Deutsche Telekom AG Zum Entwurf Einer Neuen Förderrichtlinie „Mobilfunkförderung“ Des Bundes Vom 22.07.2020
Stellungnahme der Deutsche Telekom AG zum Entwurf einer neuen Förderrichtlinie „Mobilfunkförderung“ des Bundes vom 22.07.2020 Der Mobilfunkausbau in Deutschland wird von den privatwirtschaftlichen Ausbauplänen der Mobilfunkbetreiber getragen. Die Telekom ist einer der wesentlichen Akteure dieses Ausbaus. Die Telekom investiert jedes Jahr über EUR 5 Mrd. in den Netzausbau in Deutsch- land – deutlich mehr als alle Wettbewerber. Dazu gehört der Bau von tausenden neuer Mobilfunkstandorte pro Jahr und Upgrades bestehender Masten. Zur Verbesserung der Netzabdeckung auch gerade in weißen Flecken kooperiert die Telekom auch mit den ande- ren beiden Mobilfunknetzbetreibern Vodafone und Telefónica. Hinzu kommt der bundes- weite Ausbau von Glasfasernetzen im Festnetz. Dieser privatwirtschaftliche Netzausbau ist im Kern wettbewerblich getrieben. Die Tele- kom betreibt bereits heute ein hochleistungsfähiges Mobilfunknetz, mit ausgezeichneter Übertragungsqualität und einer Netzabdeckung der Bevölkerung mit LTE von bundesweit über 98 %. Die ambitionierte Ausbaupläne der Telekom verfolgen unter der Maßgabe „5G bis 2025“ das Ziel, diese Spitzenposition im deutschen Mobilfunkmarkt zu halten und 99% der Haushalte und 90% der Fläche mit 5G zu versorgen und so sowohl die Coverage unseres Netzes zu erhöhen als auch den stetig steigenden Erwartungen unserer Kunden an mobile Datenmengen und Übertragungsqualitäten zu genügen.1 Zusätzlich zu diesen wettbewerblichen Anreizen hat sich die Telekom, wie die anderen Mo- bilfunknetzbetreiber, zu hohen Versorgungsauflagen verpflichtet, die der Frequenzauktion 2019 zugrunde lagen. Im Mobilfunkgipfel 2018 haben sich die Mobilfunknetzbetreiber zu- dem zu einem Netzausbau verpflichtet, der sogar noch über diese Auflagen hinausgeht: Die TDG wird zusammen mit Vodafone und Telefónica bis Ende 2020 99% der Haushalte bun- desweit und bis Ende 2021 99% der Haushalte in jedem Bundesland erschließen. -
Investor Presentation
Investor Presentation September 30, 2008 Disclaimer This presentation has been prepared by SK Telecom Co., Ltd. (“the Company”). This presentation is being presented solely for your information and is subject to change without notice. No representation or warranty, expressed or implied, is made and no reliance should be placed on the accuracy, fairness or completeness of the information presented. The Company, its affiliates, advisers or representatives accept no liability whatsoever for any losses arising from any information contained in the presentation. This presentation does not constitute an offer or invitation to purchase or subscribe for any shares of the Company, and no part of this presentation shall form the basis of or be relied upon in connection with any contract or commitment. The contents of this presentation may not be reproduced, redistributed or passed on, directly or indirectly, to any other person or published, in whole or in part, for any purpose. 1 TableTable ofof ContentsContents 1 Industry Overview 2 Financial Results 3 Growth Strategy 4 Investment Assets & Commitments to Shareholders 2 1 Industry Overview 2 Financial Results 3 Growth Strategy 4 Investment Assets & Commitments to Shareholders 3 OverviewOverview ofof KoreanKorean WirelessWireless MarketMarket Revenue growth driver is shifting to wireless data sector (000s, %) Subscriber Trend Wireless Market: Total & Data Revenue 93.2% (KRW Bn) 91.3% 92.7% 83.2% 89.8% 79.4% 20,107 75.9% 45,275 70.1% 44,266 44,983 18,825 43,498 40,197 17,884 38,342 16,578 36,586 33,592 16,006 14,581 14,682 5,705 9,056 12,344 166 2003 2004 2005 2006 2007 2008.1Q 2008. -
Investor Presentation Magyar Telekom Group – July 2013 Strategy, Outlook and Guidance Overview – Magyar Telekom Group at a Glance
INVESTOR PRESENTATION MAGYAR TELEKOM GROUP – JULY 2013 STRATEGY, OUTLOOK AND GUIDANCE OVERVIEW – MAGYAR TELEKOM GROUP AT A GLANCE International presence Overview Czech Republic Slovakia Leading telecommunications operator in Austria Moldova Hungary Slovenia Hungary, Macedonia and Montenegro CroatiaCroatia Romania BiH Serbia Serbia Montenegro Kosovo BulgariaBulgaria MacedoniaMacedonia Albania Majority owned by Deutsche Telekom (59.2%) Greece EUR 1.1.1. 222 bnbnbn market capitalization as at July 201 3 Incumbents in Hungary Stock exchange listings primary listing on the Budapest Stock Exchange Level I ADR program, ADSs traded on the OTC Market Magyar Telekom Invitel UPC Telekom 3 HUNGARIAN ECONOMIC ENVIRONMENT Growth structure and wages Contribution to GDP growth (%) Economic challenges 8 0.2% 6 Continued deleveraging keeps internal 4 demand low 2 GDP performance dependent on export 0 dynamics -2 continued decline in household spending -4 due to the weakening HUF and high -6 unemployment has put pressure on Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Q1 FY consumption 2010 2011 2012 2013 2013* MT financials strongly correlated with Consumption Net exports Investment trends in domestic demand Inflation GDP y-o-y growth * European Commission May 2013 forecast Tax burdens introduced to reduce budget Additional taxes levied on Magyar Telekom deficit HUF bn special, revenue-based sector tax levied 40 on a temporary basis between 2010-2012 30 8.7 traffic-based permanent telecom tax introduced from July 2012 and increased 20 ca. 25.0 from August -
Mt-Code-Of-Conduct.Pdf
Code of ConduCt WHAT CHARACTERIZES US Thomas Kremer Manuela Mackert Tibor Rékasi What makes a company successful? A good product on necessary, the basic principles of the Code of Conduct are its own will not tip the scales toward success, nor is it the only specified in greater detail in internal policies and regulations. This element in a customer’s decision to buy. A company’s reputation understanding of values requires all our employees and can also influence this decision. Business success requires management staff to show mutual respect, acknowledgement something extra. Board members, managing directors, executives and appreciation in their dealings with each other. When and employees working for Deutsche Telekom and Magyar implementing the Code of Conduct, each business unit of Telekom (employees) are expected to behave in a manner that Deutsche Telekom and Magyar Telekom must observe both its complies with the legal obligations thus creating essentials such specific national legal obligation and, on the basis of these, the as trust, credibility, reliability and good reputation. individual culture of the country in which it operates respectively. That something extra also comprises integrity and each Yet it would not be sufficient to consider the Code of Conduct employee’s personal responsibility of his or her own actions. In simply as a general guideline. It must rather be filled with life and less abstract terms, all these qualities together constitute the most actively promoted by role models. It is primarily the company’s valuebased culture of compliance. This is a factor that Executives of Deutsche Telekom and Magyar Telekom who must also influences the success of Deutsche Telekom Group and assume this function of role modeling, not only by showing Magyar Telekom Group (Deutsche Telekom and Magyar integrity, behaving in a legally compliant manner and exuding Telekom). -
Speech Karl-Gerhard Eick
Not to be released until: February 27, 2009, 10:00 a.m. / Start statement René Obermann – Check against delivery – Statement delivered at the press conference on Deutsche Telekom’s FY results 2008 February 27, 2009 in Bonn Dr. Karl-Gerhard Eick Member of the Board of Management Finance Deputy CEO Deutsche Telekom AG Thank you, René! I am very pleased with our full-year financial results. We achieved a turn- around in adjusted EBITDA, free cash flow, and adjusted net income. Ad- justed EBITDA grew by 0.7 percent to almost EUR 19.5 billion, driven by Mobile and an improved trend in domestic Broadband/Fixed Network, which came in slightly better than the original guidance range. Free cash flow im- proved to EUR 7 billion, supported by working capital, lower restructuring payments, and lower net interest payments, more than offsetting higher in- come tax payments and higher cash capex. Adjusted net income improved by 14 percent to EUR 3.4 billion due, in particular, to lower D&A. Net debt increased only modestly by EUR 0.9 billion to EUR 38.2 billion, despite EUR 4.4 billion spent on acquisitions (net of divestments), namely SunCom and OTE, and despite cash capex of EUR 8.7 billion. This is a reflection of our very strong cash flow generation. - 2 - Let me remind you that we were faced with a significant currency headwind last year. Assuming constant exchange rates revenues would have been EUR 1.3 billion higher. Similarly, adjusted EBITDA would have been EUR 0.3 billion higher. Adjusted for these currency effects and changes in the scope of consolidation, organic revenues were flat last year, while or- ganic adjusted EBITDA grew by 0.8 percent. -
A1 Telekom Austria AG
IOOT™ M2M - iotBoat™ Cam - Reolink Go PT (Last updated - 10/05/2021) - v3.1.5 iooT™ PT Zones - Countries - Operators - Technologies Country Operator GSM GPRS UMTS LTE Austria (AUT) A1 Telekom Austria AG (AUTPT) Live Live Live Live Austria (AUT) Hutchison Drei Austria GmbH (AUTCA) Live Live Live Live Austria (AUT) T-Mobile Austria GmbH (AUTMM) Live Live Live Live Belgium (BEL) ORANGE Belgium nv/SA (BELMO) Live Live Live Live Belgium (BEL) Proximus PLC (BELTB) Live Live Live Live Belgium (BEL) Telenet (BELKO) Live Live Live Live Bulgaria (BGR) A1 Bulgaria EAD (BGR01) Live Live Live Live Bulgaria (BGR) Bulgarian TelecommunicaKons Company EAD (BGRVA) Live Live Live Live Bulgaria (BGR) Telenor Bulgaria EAD (BGRCM) Live Live Live Live CroaKa (HRV) Hrvatski Telekom d.d. (HRVCN) Live Live Live Live CroaKa (HRV) Tele2 d.o.o za telekomunikacijske usluge (HRVT2) Live Live Live Live CroaKa (HRV) VIPnet d.o.o. (HRVVI) Live Live Live Live Cyprus (CYP) Cyprus TelecommunicaKons Authority (CYPCT) Live Live Live Live Cyprus (CYP) MTN Cyprus Limited (CYPSC) Live Live Live Live Cyprus (CYP) PrimeTel PLC (CYPPT) Live Live Live Live Czech Republic (CZE) O2 Czech Republic a.s. (CZEET) Live Live Live Live Czech Republic (CZE) T-Mobile Czech Republic a.s. (CZERM) Live Live Live Live Czech Republic (CZE) Vodafone Czech Republic a.s. (CZECM) Live Live Live Live Denmark (DNK) HI3G Denmark ApS (DNKHU) Live Live Live Live Denmark (DNK) TDC A/S (DNKTD) Live Live Live Live Denmark (DNK) Telenor A/S (DNKDM) Live Live Live Live Denmark (DNK) Telia NaYjanster Norden AB -
451 Strategic Management of the Romanian
PROCEEDINGS OF THE 12th INTERNATIONAL MANAGEMENT CONFERENCE “Management Perspectives in the Digital Era” November 1st-2nd, 2018, BUCHAREST, ROMANIA STRATEGIC MANAGEMENT OF THE ROMANIAN TELECOMMUNICATION SERVICES Mihaela ŞTEFAN a*, Andreea MARIN-PANTELESCU b, Mirela TÜRKEŞ c a 1 Decembrie 1918 University, Romania b The Bucharest University of Economic Studies, Romania c Dimitrie Cantemir Christian University, Romania ABSTRACT Analysing the Gross domestic product in Romania, by category of resources, in 2016, the Information and communication industry generated 40,485 million lei (around 9 billion Euros) to the economy development, with a total number of employees of 168,000 people. Regarding the activities of telephony in Romania, there were a total number of 27 million connections in 2016 according to the National Authority for Management and Regulation in Communications, of which 4 million fixed connections and 23 million mobile telephony connections. The present paper analyzed the management activity in the Romanian telecommunication system, presenting vertical integration as a strategic management key and necessity to keep moving forward in this fast field. The research contents four case studies of vertical telecommunication services integration in Romania: Telekom Romania, Orange Romania, Vodafone Romania, Digi Romania. Also we examined the telecommunication companies’ capabilities to undertake an innovation approach to customers. The financial performances shown that vertical integration strategies are the key for success. Combining voice services, both fixed and mobile phone with television and internet represents the future of telecommunication services nowadays and the providers are looking to be a step forward in delivering packages with all this services included. KEYWORDS: connection, integration, Internet, telecommunication. 1.