Share Name Share Symbol Market Type Share ISIN Share Description
Globaldata Plc LSE:DATA London Ordinary Share GB00B87ZTG26 ORD 1/14P
  Price Change % Change Share Price Bid Price Offer Price High Price Low Price Open Price Shares Traded Last Trade
  0.00 0.0% 1,150.00 1,140.00 1,160.00 1,150.00 1,150.00 1,150.00 3,750 07:37:00
Industry Sector Turnover (m) Profit (m) EPS - Basic PE Ratio Market Cap (m)
Media 157.6 -7.7 -11.0 - 1,176

Globaldata Share Discussion Threads

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Today is the craziest behavior I have seen since early 2000 Tech Stocks Roar Again in Faint Echo of 2000 27/10/2017 11:58pm Dow Jones News By Chris Dieterich For one day at least, it felt like 2000 again in the U.S. stock market. A swell of enthusiasm for shares of America's best-known technology and internet companies carried the Nasdaq Composite Index to another record, up 2.2% in its biggest one-day point gain since August 2015. The headiest gains were in Inc., Google parent Alphabet Inc., Microsoft Corp. and Intel Corp. The surge in those shares added a collective $146 billion in market value to the companies. That one-day rise eclipsed the entire value of International Business Machines, at $143 billion. Investors cheered buoyant quarterly earnings of each company, bidding up stocks on the hope that fast-growing e-commerce, cloud-computing and digital advertising businesses would continue to grow in importance. Eye-watering gains caught some seasoned market watchers off guard. Some said the huge advances could reflect confidence that is out of whack with even the most optimistic forecasts. "Today is the craziest behavior I have seen since early 2000," said Michael O'Rourke, chief investment strategist at JonesTrading Institutional Services, referring to the year in which the internet boom crested with the Nasdaq hitting 5000, a level it quickly relinquished and wouldn't regain for more than a decade. "It can only be described as euphoria." More days like Friday could signal the beginning of a new phase in the stock-market rally that has for months been characterized by a steady, persistent grind higher, albeit to record highs, Mr. O'Rourke said. This year, the Dow industrials are up 19% and the Nasdaq has climbed 24%. Big gains in tech stocks invite comparisons with the bubble that crunched the Nasdaq nearly two decades ago. Bulls say that the key difference between then and now is that whereas tech-stock gains then were premised on the idea that the internet would change people's lives, this one is based on the reality that these companies already are. "These big web giants are changing the ways people socialize, consume content, work and play," said Daniel Flax, senior analyst at Neuberger Berman. "You're seeing outsize revenue because they are at once going into new areas and disrupting industries." As the broader U.S. stock market continues to notch all-time highs, investors are showing an affinity for ubiquitous brands tied to the web. On Friday, the Nasdaq notched its 61st record close of the year, matching its 1999 performance and one short of its 1980 record. surged 13%, or $128.52 a share, to $1,100.95 in its biggest one-day gain in more than two years. The internet retailer's quarterly revenues hit a record, and its cloud-computing unit increased sales by 42% from the year earlier. Microsoft surged 6.4% to a record high as the software stalwart continues to reap the benefits of its cloud-computing business. Alphabet jumped 4.3%, also to a record high after its profits spiked 33% as the company's ads on the web and smartphones proliferate. Upbeat quarterly earnings routinely jolt stock prices higher, particularly in the technology and internet sector, but Friday's tech-focused buying rewarded recent market darlings and legacy contenders alike. Even Intel, a chip maker yet to regain its all-time highs reached in the heat of the dot-com bubble, darted up 7.4% to its highest level since 2000 after lifting its financial forecasts for the rest of the year, a broad show of strength for the sector. Optimism spilled into other big technology stocks as well, with Apple Inc., the hardware company that is the largest U.S. company by market value, rising 3.6%. Facebook Inc., due to report its next quarterly results Wednesday, rose 4.3% Friday to notch a high. All told, tech stocks in the S&P 500 soared 2.9%, their biggest one-day ascent since March 2016.
I should probably declare that I bought more FBT shares last week (though this is not a recommendation for others to do so). hxxp:// AI – FROM ZERO TO HERO October 24, 2017 by Stephen Streater Introduction Maybe the fear that AI was set to take over the world started with Mary Shelley’s monster – an intelligent human creation which got out of control. Nearly 200 years after this story was published, the goal of making a truly intelligent machine is yielding increasingly impressive results. Google’s recent success with AlphaGo Zero wasn’t just through better hardware; it was a better way of thinking about AI. With thousands of years of human knowledge sidestepped, and months of computer training compressed, AlphaGo Zero reached World Champion standard in just three days. Continuing onwards and upwards, a few weeks later it became the best player in the world. Why games Whenever a new milestone in game playing is passed, people ask what relevance this has to “real world” problems. For an AI writing poetry, it would be hard to measure its brilliance. But for a game, you can play AIs against people and each other to rank them. You can also measure ability and progress over time, using the handy ELO rating system. And there is abundant test data – the raw material of learning – which Google’s latest program even managed to generate by playing itself. Moving target As someone who has been playing with AI for decades, the change in attitude to AI is striking. For a long time, AI was defined as anything computers couldn’t do yet. As each new milestone was conquered, the goal posts were moved to the next unsolved problem. Like the Wizard of Oz, things only looked impressive if you couldn’t see behind the curtain. Once you could see how things worked, you could see the trick behind the magic, and the problem was no longer deemed hard enough to need intelligence to solve. An initial attraction of early simulated Neural Networks was their opaqueness. All sorts of nonsense was spoken at conferences as people confused incomprehensibility with ability. Not understanding how a system works risks ridiculous and unexpected errors – for example mistaking random objects for an ostrich. How an AI works needs to be understood or, like the Wizard of Oz, the “brilliance221; of the inscrutable AI can suddenly be shown to be a mirage. I will cover this subject more in a later blog post. Game playing, though superficially a narrow field, shows relentless like-for-like progress. As computers overtake people in harder and harder areas, the Wizard of Oz’s tricks become ever more sophisticated. When even the tricks behind the curtain are not readily understood, AI’s position is ensured. Applications I will discuss AI applications of direct relevance to our cloud video platform in later posts. Suffice it to say for now that Forbidden already uses AI elements in its Blackbird codec and has AI concepts for a range of internal tools. Third party AI video functions are well suited to the cloud, so are readily accessible to cloud platforms such as Forscene. Forbidden is working with major cloud providers to assist development and integrate with such tools. After years of technical progress, the disruption caused by AI is just beginning. As my Italian friend exclaimed following a particularly difficult general election: the trouble is, the system of disorder is breaking down. With practical applications poised to move from R&D to everyday life, hold onto your hats: widespread AI adoption is coming. Are you ready for the extraordinarily exciting times ahead? Stephen B Streater Founder and Director of R&D
hxxp:// Social media ad spend trends: Snapchat and Instagram lead global growth October 19, 2017 Snapchat and Instagram saw ad spend grow 73% and 55% respectively in the third quarter of 2017, as new offline features brought added value to advertisers, according to new data. The figures, from 4C, come from an analysis of nearly $250 million in media spend from more than 1,000 individual brands managed through its platform, 4C Social. The findings revealed: • 31% quarterly increase across the board in paid media spend on Facebook, Instagram, Twitter, LinkedIn, Pinterest, and Snapchat. • Instagram Stories continues to draw in brands, generating 220% Year-on-Year spend growth. • Facebook ad spend grew 27%, tracking in-store visits with their new Store Visits beta • Travel spend on Twitter surged 250% for the quarter during the late summer months • Ad spend on Pinterest, the intent-driven platform, grew 26% for the quarter and 33% over the year. Now more than 200 million users strong The findings revealed a 31% quarterly increase across the board in paid media spend on Facebook, Instagram, Twitter, LinkedIn, Pinterest, and Snapchat. Propelling Snapchat’s impressive growth, features like Snap Map and geofilters are enabling advertisers to understand how consumers shop. In particular, the measurement capability to track users as they go in-store via Placed is helping retail brands understand how Snap ads drive results. Meanwhile Instagram Stories continues to draw in brands, generating 220% Year-on-Year spend growth. “Vertical video provides brands with a full-scale canvas to test creative. Audience-driven optimisation becomes low-risk and high-reward, with lots of opportunity to scale learning across the media mix”, explains Emily Kramer, Senior Director, Media Services, Merkle. Elsewhere Facebook ad spend through 4C grew 27% for the quarter. Aggregated cost per thousand impressions (CPM) and cost per click (CPC) increased 9% and 18% for the quarter respectively as marketers placed a higher value on the inventory. Chief among the new features driving this investment is Facebook’s detailed targeting and measurement capabilities. Integrated video Another key source of investment in Facebook is the growing video capability. With Facebook’s Watch, Snapchat’s Shows, and Twitter’s 24/7 live-streaming programming, users are able to view a slew of content across the social media platforms “Twitter is pushing aggressively into the video space in efforts to keep themselves top of mind when promoting any video assets. Twitter’s Pre-roll placements and partnerships with television shows are emerging opportunities for brands,” advises Louis Guerrero, Supervisor, Social Media, Havas Media Group. Twitter ad spend grew on 4C grew 26% for the quarter as the platform cements its place on media plans for live moment amplification. In particular, ad spend on Twitter was boosted by the Travel industry. Travel spend on Twitter surged 250% for the quarter during the late summer months. Visual Insights Ad spend on Pinterest, the intent-driven platform, grew 26% for the quarter and 33% over the year as marketers prepare to head into the seasonal shopping season. New advertisers are being drawn to the platform, now more than 200 million users strong, as social content becomes increasingly visual. Scott Shamberg, President, Performics explains “Pinterest has made great strides on the tech side of visual search, with Lens, Shop the Look and Instant Ideas. All of these products have huge implications for retailers with an ecommerce presence. Lens is built for the visual search trend, but consumer and brand adoption hasn’t quite caught up.” Aaron Goldman, CMO at 4C Insights concludes, “Understanding visual content through Artificial Intelligence and Machine Learning will add a new level of consumer understanding and help brands be more relevant at the right time and place.” Source: hxxp://
hxxp:// To Cloud or Not To Cloud? Is That the Wrong Question? Look at function first September 28, 2017 By George Boath In under 10 years, the concepts of public cloud computing and virtualization of computing resources have disrupted all of the perceived wisdoms of IT system design. Engineers who design systems for media processing and production now have to consider where the computing resources for their system are located and how they want to pay for it. In other words, they have to consider much more than just signal paths and workflows. Solution architects now have choices of running their systems on various infrastructures, including dedicated “on-premise221; servers, virtual machines in private data centers, or on public cloud computing platforms. Then there is a choice of business models to consider… do you buy systems on CAPEX and depreciate them as business assets? Do you subscribe to software or do you pay for it according to usage? There are so many options to choose from and the cost/benefit comparisons can be very complicated, so it is understandable that many customers appear to be in a state of indecision. Perhaps it is time to suggest that we are looking at the system design problem in the wrong way. We should be looking at function first, i.e. what must the system do, then look at the required business model, then decide on the appropriate infrastructure, rather than letting the infrastructure form dictate the design process. To learn a lesson from another industry, classic architecture or design students are taught to get the balance right between form and function in a building or product design. They are taught that form without function is of little value, while function with form can be equally ineffective. Perhaps these factors should also be considered in media systems design? A classic broadcast system would be designed according to signal flow (typically “left to right”), with discrete boxes that each perform a single task. As we have moved into IP-based and file-based processing, we have had to adapt to thinking about a hardware/software stack, with applications at the top and infrastructure—;computing, networking and storage—at the bottom. Unfortunately, the infrastructure question has come to dominate too many discussions, when it should be software/system functionality that is decided first and infrastructure should be provided that suits the desired operational or business model. In other words, software function should come first and infrastructure form should be defined to suit the business needs. WHERE TO HOST YOUR MEDIA PROCESSING PLATFORM Having said that, the infrastructure decision is important, so when choosing where to host “heavy lifting” media processing, there are a few simple guidelines to consider. For the highest-performance media processing, the servers should be located topologically close to the file storage. In many cases, on-premise processing will provide the fastest performance, but if the files are already on a cloud storage facility, maybe that’s where media processing should be formed. Running most software on virtual machines is easy unless your vendor still relies on dongles for licensing. The challenging part is creating an elastically scalable license model that works on a customer’s private data center. Media processing tasks such as transcoding can use the full computing resources of a server, so one of the benefits of virtualization—;that of sharing computing resources—is not usually seen. All of the other benefits of virtualization apply. For the same reasons, containerization of software offers little benefit over virtualization for media-processing systems. If you plan to virtualize your software solutions, look for solutions that offer a single point of management. SaaS IS A SERVICE, NOT JUST A PRODUCT SaaS models for your media processing, used extensively, may cost more than provisioning your own servers and software but may be more aligned with your company’s financial and business models. SaaS on public cloud is typically chosen for reasons of cash flow, convenience, flexibility and easy scalability more than for cost savings. Modern enterprise class software should be capable of running on any of the major infrastructure models: on-premise dedicated server, virtual machines or on public cloud, and with a range of business models from CAPEX purchase to usage-based SaaS models. Workflow orchestration should allow customers to use any one or a combination of these infrastructure types and payment models according to their business needs. In summary, system designers should select the software and solutions that offer the functions their business needs, and vendors should be expected to make this available in any infrastructure form, and with range of business models. If your software vendor cannot answer all of these requirements, then perhaps your real question should be—“Is this a vendor that can help my business?” George Boath is the director of channel marketing for Telestream. hxxp://
hxxp:// Added 46 hours ago Facebook hunts live sports partnerships exec to lead on rights deals in Europe Facebook is looking for a sports executive to oversee a push into live sports programming amid speculation it will bid for Premier League football streaming rights this year. The social media giant is looking for a "live sports partnerships and programming" executive for the Europe, Middle East and Africa region, where football commands multi-billion-pound rights deals for the Premier League and Uefa Champions League competitions. The person will "lead EMEA sports video partnership efforts with an emphasis on live sports events and original content", as well as "develop and maintain strong relationships with a broad range of EMEA sports rights holders and broadcasters". Facebook is planning to bring more live games from a variety of sports to fans through Facebook Watch, its new platform for video. Last week Manchester United executive vice-chairman Ed Woodward told investors he expects Facebook and Amazon to "enter the mix" when the Premier League TV rights come up for new bids later this year. In March Facebook paid for rights to stream live Major League Soccer games from the US on its platform, and then in June signed a deal with Fox to stream selected Champions League matches through a partnership with Fox Sports. Meanwhile, Amazon agreed a £37m deal to live-stream Thursday night NFL games in April and is due to stream its first match tonight in the US.
voting control of the company even though he owned a minimal amount of shares And it's not Russia! Facebook cancels plan to change ownership share structure •Under investor pressure, Facebook is squashing a proposed ownership structure that would allow CEO Mark Zuckerberg voting control of the company even though he owned a minimal amount of shares. •The company was being sued by investors who claimed diluting shares would cause shares to lose billions of dollars of value. Michelle Castillo Published 4:10 PM ET Fri, 22 Sept 2017 Under investor pressure, Facebook is squashing a proposed ownership structure that would allow CEO Mark Zuckerberg to retain voting control of the company — even as he sold millions of his shares of company stock. Last year, some shareholders filed a class action lawsuit to block Facebook from issuing reclassified C shares, which would allow Zuckerberg to maintain voting control of the company even as he sold off most of his shares to support philanthropic causes. The proposed C shares would be publicly listed but come with no voting rights. Investors argued that the proposed ownership structure could cause them to lose billions of dollars of value when the shares traded. "Facebook's board determined that withdrawing the reclassification was in the best interests of Facebook and its shareholders," a spokesperson told CNBC via email. Zuckerberg said in a post on Facebook that the company's stock has performed better than expected, making it unnecessary for the company issue reclassified shares. "Over the past year and a half, Facebook's business has performed well and the value of our stock has grown to the point that I can fully fund our philanthropy and retain voting control of Facebook for 20 years or more," he wrote. "As a result, I've asked our board to withdraw the proposal to reclassify our stock -- and the board has agreed." He also said that we would sell between 35 million and 75 million shares in the company over the next 18 months to support philanthropic efforts. It was reported earlier that Facebook had settled the lawsuit, but the company announced it will abandon the plan instead. "We are gratified that Facebook and Mr. Zuckerberg have agreed not to proceed with the reclassification we were challenging," Lee Rudy, partner at Kessler Topaz Meltzer & Check LLP which was representing the shareholders, said in a statement. "This result is a full victory for Facebook's stockholders, and achieved everything we could have hoped to obtain by winning a permanent injunction at trial."
The Cloud allows pop-ups for software distribution hxxp:// September 19, 2017 Pop-up cloud infrastructure As a lover of fine chocolate, and a member of the Chocolate Tasting Club, I notice chocolate shops. They are liberally scattered throughout London. The run up to Easter is a good time for chocolate, and numerous chocolate outlets appear at this time, either taking over shop sites, or or as pop-ups within shops, only to disappear shortly afterwards. The benefits are clear: it avoids the cost of running a chocolate shop all year round, and customers have access when they most need it. An even more flexible stall shows up during the Wimbledon Tennis tournament, when numerous tourists arrive to enjoy the spectacle – and sometimes, the English summer sunshine. These tourists flood the local restaurants, where local shops adopt a tennis theme. Near these 19th century shop fronts, at the top of Wimbledon Hill, you can find a couple of children sitting outside their back gate with a pop-up strawberries and cream stall, with soft drinks options. Based around a simple table, this lucrative set up carries out a brisk trade with those tourists who think that Wimbledon Station is the nearest one to the tournament. A few days later it vanishes without trace. Pop-up agility contrasts with traditional bricks-and-mortar store inertia. A big infrastructure cost – long term staff, a wide product range – is not needed. Or rather it is passed on the the system as a whole. Short term staff have to be available when the pop-up needs them, and they bear the cost of finding other work the rest of the time. Shop space must also be available – and the landlord has to carry this cost at other times. Without paying to reserve staff and space, you risk resources not being available when you need them. The Cloud allows pop-ups for software distribution. Clients can use – and pay for – the resources they need, when they need them. The cloud supplier bears the risk of an under-utilised infrastructure. But here technology comes to the rescue. Computers are cheap. Storage is cheap. The main cost of a cloud supplier is electricity and cooling, so unused systems are cheap to run. And the internet runs 24/7, so people can “hot desk” computer resources round the clock. This makes much more efficient use of capital than with local computers, unused at night or when people are on holiday or at lunch or just not using them. Cloud purchase and maintenance costs are lower too, benefiting from economies of scale. The cloud is so cheap to make that cloud suppliers are happy to bear the cost of spare capacity. Unlike people, the computers are happy to be idle or busy. So using pop-up cloud infrastructure, you always have availability of both your “store” and your “staff”. The cloud provides the flexible infrastructure for scaling usage up and down: money is made duplicating identical software. Software development itself does not benefit much from the cloud – it is more akin to developing the cloud itself. And this is literally true in the case of Forbidden’s Forscene cloud video platform. By commoditising computer resources, the cloud cuts hardware costs and margins. This moves the value added further towards differentiated software – ever more accessible through pop-up cloud instances. Stephen B Streater Founder and Director of R&D
In the last year the amount of time people spend watching live video on Facebook has grown four-fold hxxp:// Facebook Primes Watch for Video Explosion in IBC Keynote The social network pitches its new video service as the community-based OTT platform broadcasters have been waiting for. By Adrian Pennington Posted on September 14, 2017 "Facebook expects video traffic on the internet to grow from 50 percent to 75 percent by 2022. “That’s a huge amount of data which has a huge impact on the behaviour of viewing.” Danker shared these online video stats: •40 percent of total video viewing on Facebook is driven by people sharing content and not from the original video post. •One billion people use Facebook Groups each month. “These are people who aren’t necessarily your friends, but you share a connection,” Danker explained. “Increasingly, there are groups built around video.” •5 percent of all Facebook Live broadcasts happen inside Groups—and that figure represents 20 percent of all Groups' time on Facebook. •1 out of every 5 videos on Facebook is live. In the last year the amount of time people spend watching live video on Facebook has grown four-fold. Facebook Watch is dedicated to shows, which is a new format for Facebook. “Content tends to follow a theme or stories over a few episodes,” Danker said. “We see a future where any publisher can make a video and find a loyal audience.” “The [social media] comments around the show are as important to the experience as the video itself,” Danker said. “We think Watch will become a home to shows from reality to live sports, from self-creators to broadcasters.” To give one example, La Liga giant Real Madrid has 105 million Facebook followers and has a show on Watch—Hala Madrid—which is a behind-the-scenes (non-live) community promotion for the club."
companies with high capital spending tend to underperform New Amazon Headquarters Should Alarm -- WSJ 12/09/2017 8:02am Dow Jones News By James Mackintosh This article is being republished as part of our daily reproduction of articles that also appeared in the U.S. print edition of The Wall Street Journal (September 12, 2017). The list of warning signals for shareholders includes diversification into new industries, changes of business model, massive hiring programs, unfettered CEO power, distracted management, and high capital spending. But top of the list for many is the construction of a new headquarters. Hubris, meet Amazon has achieved extraordinary feats, most notably in speed of expansion. It hired more than 30,000 people in the last quarter alone, and in the past three years has tripled its head count to 382,400. It appears to have managed this without a hitch, even as it spent billions of dollars on Hollywood productions, launched a hit gadget and ramped up its spending on research and development. Investors are betting that CEO Jeff Bezos will keep his magic touch, and that money plowed into expansion today represents big profits to be made some time in the future. History and human nature are against Mr. Bezos -- and may eventually prove a headwind for much of the rest of the market too. The lesson from the long term is that companies with high capital spending tend to underperform. Kenneth French, a professor at the Tuck School of Business at Dartmouth College, calculates that shares in the 30% of U.S. companies with the lowest investment returned six times as much as those with the highest investment since 1963. Human nature provides a story to back up the findings. CEOs like to expand (not coincidentally, CEOs of bigger companies earn more), like to chase new ideas (putting them on the front of popular magazines) and like to do what shareholders want (boosting the value of their stock options, at least in the short run). The three come together when a company or sector is in vogue, as shareholders give it cheap capital and cheer on plans for growth. Often it turns out that the premise for the expansion was mistaken, and much capital spending is wasted. Remember peak oil, the race to dig new mines to satisfy forecasts of endless emerging-market growth, or the vast overinvestment in shipping to prepare for global trade's inevitable expansion? Those early in the expansion are right to invest, but as more capital is deployed it can drive down prices and destroy the very opportunity shareholders hoped to exploit. Other times CEOs just fritter the money away, as in the dot-com bubble. If you exercise little control over management and actively encourage them to spend money as quickly as possible, you shouldn't be surprised if much of it is wasted. The rise and rise of Amazon has come as the patterns of the past seem to have been suspended. Since the start of 2009 the runaway success of big tech stocks and big dividend payers have helped companies with the most and least investment do well, while middling companies underperformed. Calculations by Goldman Sachs' chief U.S. equity strategist David Kostin suggest shareholders have shifted again in the past 18 months, rewarding capital spending with bigger share-price gains than for dividends and share buybacks. If it continues, CEOs will get the message and corporate investment will pick up. Amazon shareholders might argue that the company won't fall victim to misplaced capital spending because it is exploiting disruptive technology, investing in growth and spending heavily on R&D. If the past is any indication, these offer up only a glimmer of a hope. History offers plenty of examples of disruptive technologies leading to investment booms, but those caught up in the spending spree usually lose out horribly. The British "railway mania" of the 1840s is a classic example: money poured in from excited shareholders, railroad companies found ways to spend it and were rewarded with ever-higher share prices, until investors discovered just how much of the capital had been wasted. The winners were the broader economy and those who entered early or sold out in time. But much capital had to be written down as profits were competed away or overestimated. Investing in growth is more plausible. Academics have shown that higher R&D spending on average is followed by better stock performance than for companies with lower R&D spending. For this to justify further increases in Amazon's stock price means assuming investors are once again underestimating the future profits from its R&D spending. Given how hard it is even to work out how much the company is spending on R&D -- it is lumped in with "technology and content," where $5.5 billion was spent in total in the second quarter -- it's impossible to come up with a firm view of how well it is spent, or what profits might result. The share price might well be underestimating future products, but might equally be extrapolating the past successes of the web-hosting division or the voice-controlled Alexa device to unknown future products. Amazon expects to hire another 50,000 staff earning on average more than $100,000 a year at its second HQ over a decade and a half, adding $5 billion a year of pay to the more than $5 billion capital cost of "HQ2." Amazon shareholders betting on it bucking history have to hope that by the time HQ2 is completed the company has both grown enough to justify its vast scale and found a way to profit from all its capital and R&D spending.
I must admit that I have recently been watching quite a lot of Blaze programmes on Freeview (completely independently of the FBT news). A&E Networks "On September 19, 2016, A+E launched Viceland. The next day, A+E UK launched Blaze, its global brand free to air channel, in the British Isles, its first market."
He is leaving a large media company to join a small technology company (though possibly he just wants to spend more time with his family). hxxp:// Top broadcast executive, Ian McDonough, joins Forbidden Technologies plc as CEO September 7, 2017 hxxp:// Forbidden Technologies plc, a media SaaS business, announced the appointment of senior broadcast executive Ian McDonough as CEO. McDonough will be focused on driving commercial growth and continued development of their cloud video platform and related applications. He previously held board level roles at Turner (part of Time Warner Inc.) where he was the managing director for Northern Europe and BBC Worldwide as EVP and general manager of the CEMA business. McDonough brings a wealth of experience in media sector commercial innovation and business growth. Examples of his key achievements include directing the development of the Sky Kids app where Turner is a key partner and the company’s presence on Now TV and Virgin Media’s OTT services. He also led development on large scale new products for Turner. At BBC and A&E he launched multiple branded services across EMEA, including BBC World News, CBeebies and History. Ian McDonough says: “With the exponential growth in video use – rights holders, broadcast and OTT companies need more sophisticated capabilities to increase the use of their content across any device. I am extremely excited to be leading a business with this focus, and its huge potential for growth in this ever-evolving new media landscape.” Chairman of Forbidden Technologies, David Main, said: “We are delighted that Ian is joining the Board of Forbidden Technologies as the company’s CEO. Ian brings fantastic experience and understanding of our customers. In addition, he brings energy, a strong track record of commercial innovation and a clear ability to drive business performance. “ Forbidden Technologies transforms the capabilities of traditional video production capabilities in line with the growing requirements of the new media world. Uses of their platform include rapidly generating and publishing clips, highlights off live content, viewing, logging, shot selection, editing and captioning remotely.
18:41 Paris 2024 Olympic programme could include video gamers as the meteoric rise of eSports continues •eSports has seen a meteoric rise in popularity over the last 12 months •Discussions will now take place over video gaming taking place at the Olympics •Paris 2024 could be the first year that eSports players can earn Olympic medals •Co-president of Paris bid committee Tony Estanguet says they will speak to IOC By Rob Harris, Associated Press Published: 10:27, 9 August 2017 | "Video gamers could be competing for Olympic medals by 2024, according to Tony Estanguet, co-president of the Paris bid committee. The explosion in popularity of eSports events, drawing large crowds of youngsters to arenas for tournaments, has already seen gaming embraced by the Asian Games, and talks will be held about the possibility of it joining the 2024 programme. It will become a full sport by the 2022 edition, although details of which games will be contested are yet to be provided."
Faster publishing of live events into social media ... is vital for us hxxp:// Wednesday Papers: Britain softens Brexit stance on EU court by Himanshu Singh on Aug 23, 2017 at 04:41 •Daily Mail: Britain’s booming video game industry received a double boost yesterday as two AIM-listed companies announced major partnerships; Cambridge-based Frontier Developments revealed it had struck a deal to make a game based on the Jurassic Park films, with London’s Gfinity also announcing it was set to launch a virtual motor racing championship with Formula One. hxxp:// Gfinity chooses Forscene to help grow their eSports fan base Jovana Posted On May 22, 2017 Forbidden Technologies plc (AIM: FBT) is pleased to announce it has won a contract with Gfinity plc (“Gfinity”), a leading electronic gaming promoter (eSports). Gfinity will use Forscene to help grow their fan base through faster and improved use of video in social media and exploitation of archived video content. eSports is a sports category that is going through rapid growth. Newzoo, the leading provider of market intelligence covering the eSports market, predicts that in 2017 eSports will generate global revenues of $696 million, up 41 percent from $493 million in 2016, and is expected to have an audience of regular and occasional viewers of 385 million people. Today, a major eSports event may attract 40,000 people watching live and tens of millions watching over the Web. Beyond its own tournaments, Gfinity provides a full turnkey solution for any brand wanting to create their own eSports tournaments and has staged premium eSports events for leading publishers and brands including ‘Call of Duty’, ‘FIFA’. ‘Counter-Strike: Global Offensive, “Rocket League’, Street Fighter V, and ‘Forza Racing Championship’. Gfinity plc Chief Gaming Officer, Paul Kent said: “Gfinity requires a solution that will help us grow our fan base and improve our engagement with them. Faster publishing of live events into social media and better overall use of the video content we produce is vital for us. Forscene fills a gap in capabilities that we have been looking to solve.” Forbidden Technologies Chairman, David Main, said: “The eSports market is an exciting new high growth sports category for us. Our Forscene cloud video platform provides a range of core capabilities, including live clipping for social media and exploiting the value of archive content for this innovative and demanding new sector. Our range of applications helps address the range of video requirements for fan engagement.” Forbidden Technologies Head of eSports, Sal De Parres said: “Forscene will deliver the fast and flexible workflow that eSports requires. eSports is about worldwide distribution and speed – Forscene provides both.”
Sports are the biggest draw on television hxxp:// Iconic New York venue extends agreement with Forbidden Technologies Fri, 18 August 2017 (ShareCast News) - Video editing specialist, Forbidden Technologies announced on Friday that it had extended an existing agreement with an "iconic sports, music and entertainment venue in New York". Forbidden, which had previously signed a deal with Madison Square Garden to help them reduce live sports clips editing and publishing down from 25-55 minutes to under five minutes, said its professional software as a service (SaaS) solution, Forscene was already in use by the unnamed venue to improve its time to market for digital clips. Chairman of Forbidden Technologies, David Main, said "Expanding the scale of our relationship with this iconic venue is clear validation of the value we can bring into the live sports and entertainment market. Our Forscene cloud video platform provides the venue with the capability to outperform competition in terms of speed to market for the highlights of live events." As of 1225 BST, shares had moved ahead just 0.83% to 6.05p. Market Cap (m) £11.05 hxxp:// "But cloud software blows restrictive standards out of the water."
Well, I personally greatly enjoy "the old British TV series of the same name" (it's available most nights on Freeview). hxxp:// By Jeff Berman HITS August 14, 2017 AWS Unveils Machine Learning-Powered Security Service at Summit, Adds Hulu "Challenges that Hulu faced when developing the new live service included dealing with the huge amount of metadata that accompanied all the new content it was handling, Soltanovich said. Making sure that the correct description of a program or movie is attached to that content is one necessity, he pointed out, noting that it’s important to make sure that, for example, the Marvel movie “The Avengers” is correctly identified as a superhero action movie and has the right accompanying images so that viewers can see it’s that movie rather than the old British TV series of the same name or the movie of the same name that was based on that show."
hxxp:// By Jeff Berman M&E Connections August 15, 2017 AWS Exec: Machine Learning’s Undergoing a ‘Renaissance’ "NEW YORK — Machine learning is undergoing a “renaissance” now thanks to the increasing shift of data storage to the cloud, according to Matt Wood, Amazon Web Services (AWS) GM-artificial intelligence (AI). That’s because “the cloud has enabled machine learning and customers to overcome the single largest point of friction, which is almost always around scale,” he told the AWS Summit Aug. 14 during a keynote in which AWS also introduced the new machine-learning based security service Amazon Macie and announced new cloud service client wins that included Hulu. “When you’re working with machine learning and training machine learning models, you need tons and tons of data — the more the merrier,” Wood said. The concept is simple. “The more data you put in, the more likely it is that your model is going to be accurate,” he said. When you have all that data, you then “need to be able to train it at scale – typically using high-end” graphics processing units (GPUs), he said. “Once you train those models, you need to be able to perform predictions against them, also at scale, both in the cloud” and “at the edge through connected devices or on mobile apps,” he said. AWS has been “addressing these challenges for customers for over a decade,” he went on to say, noting that its customers have been “aggressively migrating everything out of their data centers up to AWS as quickly as they can,” and nearly all the new data “has been generated in the cloud by default.” Earlier in the keynote, Wood pointed out that “it’s never been cheaper, easier or more cost-effective for customers to be able to pull data from their program applications, their web applications, their IoT applications – even their data centers – and load it up onto AWS.” Once that data is in the cloud, “customers typically want to be able to get some value out of that data,” he said, explaining: “They want to be able to analyze and they want to be able to compute against it. They want to be able to ask questions and get answers back in a reasonable time.” Before, “inside the constrained walls of the data center” on premises, that was “extremely challenging” because companies were “stuck with a fixed set of resources unless” they wanted to make large capital investments, he said. So, customers typically “ended up being crammed inside that same box,” inside the walls of their data centers, he said. However, he said: “In the cloud, those data center walls – they just disappear. And so, customers can start to collect the data that they need, aggregate it at the right level and ask the questions which are truly important to their data.”"
hxxps:// Aug 6 Tech giants could beat out TV networks for sports deals Charlie Riedel / AP "TV's Sports Problem: Amazon, Facebook, and Google could soon challenge the networks for big-time sports. And they've got deep, deep pockets" — Barron's cover story by Jack Hough: * Amazon "Agreed to pay NFL "$50 million for streaming rights to 10 Thursday Night Football games... five times what Twitter paid last season." * "For now, streaming is a mere sideshow to television in sports... But Amazon's encroachment should give media investors pause. Viewership trends in television are weak, and they're worse without sports." * Why it matters: "As those rights come due, the networks could enter an unwinnable bidding war with Amazon, Facebook and Alphabet." 1 stat says it all: By 2020, "Wall Street predicts, the big four TV networks and their parent companies — with their theme parks, movies, and other ventures — will generate a combined $30 billion in free cash flow. Alphabet, Facebook, and Amazon... more than $100 billion." .... "Sports are the biggest draw on television. Among last year’s 50 most-watched telecasts, 44 were football, basketball, baseball, or the Olympics. Sports viewers are also particularly attractive to advertisers. They skew young, and thus have plenty of years ahead to spend on their favorite brands, and they like to watch games live, which means they catch more commercials instead of zipping through them on their digital video recorders. TV networks have increased the number of hours devoted to sports by 160% since 2005." "Alphabet, which owns YouTube and Google, and Facebook, which owns Instagram, are a mirror image of broadcast TV. Their audiences are vast and growing. Consider: Various Super Bowls dominate the list of the most-watched U.S. telecasts ever. But there are more than 40 YouTube videos that have each been watched 10 times more than any Super Bowl. Advertisers are quickly shifting dollars online. Digital ad spending passed advertising outlays for TV for the first time last year. This year, the gap will widen to $10 billion—with $83 billion for digital, and $73 billion for TV, according to industry forecaster eMarketer. By 2021, the gap could be more than $50 billion. And while TV is in a spending race for content, YouTube and Facebook get free content created by their users. Meanwhile, Amazon seems to be trying—and failing—to spend money as fast at it makes it. This year, it is likely to generate $10.5 billion in free cash, more than any television network’s parent company. And Amazon’s free cash flow could triple by 2020. By then, Wall Street predicts, the big four TV networks and their parent companies—with their theme parks, movies, and other ventures—will generate a combined $30 billion in free cash flow. Alphabet, Facebook, and Amazon are seen combining for more than $100 billion."
I come to the party via IBG (shares possibly bought when IBG was valued at less than £1m). hxxp:// IBG (Affiliate Future) sells to TMN for no premium Posted by Azam Editorial Team as Performance Marketing Some shareholders in IBG, parent company of AffiliateFuture, have expressed concern about the decision to effectively sell the network to direct marketing company TMN Group (formerly The reason is because the acquisition values each IBG share at a miserable 12.75 pence and the whole of IBG at a mere £9.84 million. This compares to a share price of 28 pence six months ago on 20 June, 2007 and talk of IBG shares looking to hit the 40 pence mark. “I think what has happened over the past 6 months is a bloody disgrace”, says a shareholder who goes by the name Omlaysause on the stockmarket forums. “First off we get that ridiculous RNS saying we MAY have a problem with profits and then to say it could be effected for 2 years, which as we all know, killed the share price there and then. Coupled with the strategic review which turned out to be a complete waste of time. We are then told, don’t worry lads, we’ve got some great ideas and you’ll all reap the benefits if you stick around for the next 2 years. Then a few months later, do you know what, we’re just going to sell up with no benefit to the IBG shareholders in the deal, it’s a simple swap of IBG to TMN.” Most IBG shareholders have expressed similarly negative views on as they’ve felt that, by selling when the share price is at its lowest point in years, and by selling without a premium, they’ve been let down. However, some of the biggest losses will be incurred by IBG Directors who hold substantial holdings in the company. As recently as 7 August 2007, Non-Executive Director Nicola Costa and CEO Maziar Darvish bought £99,755.84 of shares between them at around 16.5p. The buyout/merger ends a year which has seen a number of affiliate networks and what could be more or less described as affiliate companies come together. Examples of notable tie-ups include TradeDoubler and The Search Works, and Lightstate, Linkshare and as well as and AffiliateFuture and NetFreeStuff. The two CEOs, Maziar Darvish and Mark Smith, are both astute businessmen and will have made the decision with the best interests of their ‘babies’ at heart: the greater size will bring cost savings and there will be the potential to cross-sell services. With email marketing companies always hungry for campaigns and with affiliate networks always desperate for means to market their advertisers, this could be the perfect marriage of convenience… even if there is discontent about the amount of dowry paid. You can read the full buyout/merger statement below: “TMN – Nil Premium Merger with IBG 14 December 2007 .... •TMN’s services include email and website marketing (TMN Media), full service digital advertising (EDR), online fieldwork solutions (iD Factor) and research analysis (ICD Research). For the year ended 30 April 2007, TMN reported revenue of £16.1 million and operating profit of £3.3 million. For the six months ended 31 October 2007, TMN reported revenue of £9.0 million, and headline profit before tax of £1.4 million.. •IBG’s operations are divided primarily into the following three divisions: AffiliateFuture (a Performance Marketing network), IBG Media (brokering traffic as well as publishing a variety of websites), and E-commerce (websites retailing product lines across several sectors within sports and lifestyle). IBG is today announcing its preliminary results for the financial year ended 31 October 2007, reporting revenue of £16.4 million, profit before share based charges, interest, taxation, depreciation, amortisation IFRS share based charges and movement in investments of £1.6 million, and profit before taxation of £0.92 million."
Yes, and I started with the too :)
I'm also here for historic reasons - although my holding is showing +146% - its too small to make a significant difference!
Nice steady increases in revenue and a dividend increase too - more than happy with the way this company is managed and future prospects. Assuming it'll be looking for more acquisitions over the next 12 months.Anyone else in Globaldata? (I'm only here from a long history with the
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