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News Article | April 18, 2017
Site: news.europawire.eu

STOCKHOLM, 18-Apr-2017 — /EuropaWire/ — Skanska is investing USD 360M, about SEK 3.2 billion, in an office project in Houston, USA. The construction contract is worth USD 151M, about SEK 1.3 billion, which will be included in the U.S. order bookings for the first quarter of 2017. Skanska will develop and build a new 35-story office tower in a prime downtown Houston location with about 72,500 square meters of office space and 2,400 square meters of rentable retail space. The project includes an 11-level parking garage. The anchor tenant is Bank of America, who will occupy about 20,000 square meters after completion. The office is the first project in Houston development to reach LEED v4 Platinum precertification from the U.S. Green Building Council (USGBC). The building will use 25 percent less energy than typical facilities. Skanska will begin construction in April 2017 and expects to complete construction in the second quarter of 2019. Skanska USA Commercial Development has invested about USD 1.5 billion, about SEK 13 billion, in projects since 2009 and has developed corporate headquarters for Brooks Sports, PwC and Tommy Bahama. Skanska is one of the leading development and construction companies in USA, specialized in building construction, civil infrastructure and developing commercial properties in select U.S. markets. Skanska also offers services in public-private partnerships. Skanska USA had sales of SEK 59 billion in 2016 and had about 9,300 employees in its operations.


News Article | April 24, 2017
Site: www.rdmag.com

Digital technologies and advanced manufacturing are transforming production, driving a new industrial revolution known as Industry 4.0. Creating a digital supply chain, one that’s more resilient and responsive to risks and opportunities, is essential. Many companies have already moved in this direction: A third of more than 2,000 industrial companies have digitized their supply chains while nearly three-quarters expect to by 2020, according to a recent PwC survey. The advantages include improved efficiency, greater revenue, and lower costs. Such Industry 4.0 benefits are available today through on-demand manufacturing, particularly with a supplier that harnesses digital technologies and advanced, automated production processes to produce custom components on short notice, on time, and cost-effectively. While that makes on-demand manufacturing ideal for rapid prototyping, manufacturing on demand can also reduce the TCO for low-volume production of injection molded parts. TCO takes into account the direct and indirect costs of acquiring and using a part or piece of equipment throughout its life cycle. Think of it as the purchase price plus the additional costs incurred for each step along the supply chain, such as shipping and logistics, inventory, operation, maintenance, and retirement of the part. In that perspective, TCO is seen as offering a more complete picture of costs—and a better measure of value or return on investment—than looking at just the purchase price. On-demand manufacturing represents an evolution in procurement and supply chain management thought, bringing together the best of previous concepts, such as just-in-time manufacturing, which focuses on streamlining operations, and lean manufacturing principles, which seeks to drive waste from processes. With product life cycles getting shorter and industry trends driving mass customization of products, on-demand manufacturing makes even more sense in today’s supply chain strategy. On-demand manufacturing offers several ways to improve supply chain efficiency and reduce total cost of ownership for companies. A unique advantage is the ability for companies to continue using the same supplier as a part or product moves from prototyping into low-volume production. Consolidating suppliers in this way reduces the cost and complexity of working with multiple vendors. An on-demand manufacturer with the scale and advanced automation needed to ramp up production quickly to meet delivery dates consistently will improve on-time performance, a key metric in supply chain management. Additionally, on-demand production reduces inventory costs, as companies gain the flexibility to purchase parts in quantities they need at a given time. Manufacturing on demand also helps companies manage through demand volatility, so they’re not tied to production forecasts. When demand spikes, they can get parts quickly, avoiding the risk of lost sales opportunities because of stock outages or long lead times. On-demand injection molding typically offers the greatest benefit from a total cost of ownership perspective when used for low- to mid-range volume production. The purchase price of a part from an on-demand supplier may be more expensive but that supplier’s use of cost-effective tooling—and ability to improve the supply chain experience—will make it a better value for production volumes in the tens of thousands per year compared to the larger capital expense involved in working with a traditional injection molding company. More companies began evaluating their supply chain in TCO terms—focusing on quality, consistency, and on-time performance instead of just purchase price—as the economy tightened and, more recently, as finance has gained more influence in purchasing decisions and product development. Total cost of ownership also has received greater consideration as companies decide where to source or manufacture parts. Of late, TCO considerations have convinced some companies to bring overseas production back to the United States or to expand manufacturing in this country. One factor driving that trend is that supply chain costs likely are greater than most companies think, according to the U.S. Commerce Department’s Manufacturing Extension Partnership (MEP). Surveys indicate that using only purchase price—without taking total cost of ownership into account—can underestimate hidden costs by 20 percent, MEP has stated. That’s why, in the view of MEP and others, total cost of ownership provides a more complete and comprehensive measurement of visible and hidden costs. To help companies understand the cost of sourcing decisions—from labor costs to product quality to political and security risks—the Commerce Department launched an online tool known as Assess Costs Everywhere (ACE). To explain total cost of ownership to her students, Karen Donohue, associate professor of operations and supply management at the University of Minnesota’s Carlson School of Management, asks them to picture an iceberg. The visible part represents the purchase price or acquisition cost of a part while the “huge chunk of ice” below the water’s surface represents hidden costs. These additional costs may include inventory coordination, transportation, duties or tariffs as products cross international borders, issues with supplier reliability in terms of product quality, and ability to meet on-time delivery quotes, Donohue said. A TCO view also needs to incorporate lead times, a supplier’s ability to scale up production, and the long-term relationship with a supplier. “It’s hard to completely cost out every element of sourcing a product but the idea is to incorporate more measures than what had been traditionally tracked,” Donohue said. “What’s more, is that you’re trying to extend it even further and incorporate even more measures in those decisions. You’re moving away from just acquisition price to a wider set of metrics.” Industries that are likely to or already are pursuing the advantages of on-demand manufacturing as a TCO production solution, particularly for low-volume production, include medical device, automotive, lighting, and aerospace. In the medical device world, that would include both large corporations and the startups that service them, Donohue said. Small, innovative design shops working with a variety of industries also are turning to on-demand manufacturing for prototyping and production. “It is certainly a hot area now,” Donohue said of manufacturing on demand. “Companies are trying to figure out how to plug-and-play this in. It’s a pretty exciting area, particularly with the emphasis on trying to develop more manufacturing in the United States. This is one of the growth areas. So having people understand what the capabilities are and what the different tradeoffs are is important.” Becky Cater is currently the global product manager for injection molding at Proto Labs.  She has nearly 15 years of experience in B2B product management in a diverse range of markets including automotive components, industrial equipment, and thermal management solutions.  In her current role at Proto Labs, Cater is dedicated to bringing rapid plastic injection molding technologies to designers, engineers, and product developers to help them accelerate their time to market.  Cater has an undergraduate degree in chemical engineering and is nearing completion on her MBA.


Sojern apporte sa série de données spécialisées de 350 millions de profils de voyageurs du monde, y compris des milliards de points de données d'intention de voyage prédictive, pour cibler les voyageurs à travers des canaux multiples en assurant que les annonces d'hôtels sont placées devant les bons consommateurs au bon moment pour pousser les réservations directes. Dans un modèle de marché unique, RevDirect™ livre des voyageurs potentiels au site Internet de l'hôtel sans coût de départ, faisant uniquement payer l'hôtel si le voyageur réserve directement et complète en fait un séjour.  Le modèle « payer-sur-le-séjour » élimine les frais publicitaires de départ et crée un processus de paiement convivial de flux de trésorerie.  Les hôtels obtiennent également accès à la technologie d'optimisation multicanal de pointe, notamment une plate-forme autogérée avec des perspectives du public, des marchés et de l'immobilier pour les aider à mieux comprendre leurs clients. Le bureau nouvellement ouvert est dirigé par la directrice régionale des ventes EMEA, Angela Canny. Angela possède plus de deux décennies d'expérience dans le secteur de l'accueil et de l'hôtellerie ayant travaillé avec des marques locales, régionales et mondiales, dont Marriott, Le Meridien, BDL Ireland, Guinness et Rezidor. « Avec une tradition d'accueillir certains des géants de la technologie du monde, tels que Google et Facebook, et un impressionnant réservoir de talents locaux, Dublin est l'endroit idéal pour servir le marché européen », commente Canny.  « Les hôtels demandent plus de réservations directes, mais ils sont mis au défi pour trouver le budget conséquent de marketing et l'expertise numérique nécessaires pour faire fonctionner la génération directe de la demande dans un monde complexe en ligne - et Sojern tient compte de ce fait ». Sojern prend de l'essor en Irlande, à une époque où les dépenses en publicité numérique et le tourisme récepteur en Irlande se développent à la vitesse grand V. PwC prévoit une croissance de 16,5 % par an (TCAC) en dépenses publicitaires numériques irlandaises au cours de la période 2016-2020. L'année dernière a aussi été une année révolutionnaire pour le tourisme irlandais avec le nombre de visiteurs augmentant de 10 % jusqu'à 8,8 millions. L'industrie du tourisme irlandais en 2016 valait plus 8 milliards € par an - un nouveau record. Selon l'Irish Hotels Federation (IHF), les marques de voyage ciblent des marchés de plus grande valeur et à dépenses plus élevés, tels que les États-Unis, l'Australie et la Chine, pour compenser un ralentissement potentiel sur le marché britannique en raison du Brexit et de l'écart de la livre sterling. L'expansion continue des services aériens directs couplée avec le dollar atteignant un pic de 13 ans contre l'euro font des régions long-courriers une forte zone d'opportunité pour les marques de voyage irlandaises. Sojern apporte aux hôteliers indépendants la capacité de cibler ces publics de voyageurs aisés et de pousser les réservations directes tout en maximisant les budgets marketing et minimisant les risques. Le Lough Eske Castle, a Solís Hotel & Spa, juste à l'extérieur de la ville de Donegal dans la région nord-ouest de l'Irlande, était l'un des adopteurs précoces de RevDirect™.  L'hôtel était désireux de commercialiser Donegal comme destination touristique de premier choix avant les destinations de vacances plus traditionnelles en Irlande, telles que Kerry. Son but était de mieux susciter l'intérêt des voyageurs dans le marché et de pousser les réservations directement à leur site. Par le biais de prospection des voyageurs indécis dans le marché, le Lough Eske Castle peut s'engager plus efficacement avec des clients potentiels, les accompagnant à consulter son site et à réserver directement. « Nous sommes ravis des résultats de RevDirect, tout simplement, Sojern nous donne le maximum pour notre argent », commente Lisa Marshall, directrice des ventes et du marketing chez Lough Eske Castle. Du mois de décembre 2015 au mois de février 2017, Sojern a poussé 330 séjours supplémentaires et un chiffre d'affaires de 155 950 EUR ainsi que 55 séjours supplémentaires et un chiffre d'affaires de 30 671 EUR en réservations futures au-delà du mois de février 2017. La société a élargi son effectif à 300 personnes à l'échelle mondiale, a signalé une croissance et des résultats financiers solides, et a récemment fait équipe avec Google pour publier son 2017 Hotel Report qui explore et explique le cheminement d'achat du voyageur moderne. À propos de Sojern : Sojern est le principal moteur de performance marketing du secteur du voyage. Avec 350 M de profils de voyageurs du monde et des milliards de signaux d'achat prédictif, notamment la recherche et les données de réservation provenant de partenaires dans toute l'industrie, nous générons des milliards de revenus et mettons plus de personnes dans des lits, plus de voyageurs dans des sièges et plus de touristes dans des villes pour nos clients dans le monde entier. Allant des marques d'entreprises mondiales aux hôtels indépendants, nous collaborons avec des sociétés partout dans le monde dans les secteurs du transport aérien, de l'hôtellerie, de la location automobile, des croisières et du tourisme pour pousser les réservations directes. Ayant notre siège à San Francisco, nous gérons des bureaux clés à Dublin, à Dubaï, à Londres, à New York, à Omaha et à Singapour. Pour plus d'informations, veuillez consulter le site www.sojern.com.


For nearly three decades, Guangzhou has been the third largest city in China, following Shanghai and Beijing. In 2016, the city's Gross Domestic Product reached about 2 trillion yuan, equivalent to that of Singapore and neighboring Hong Kong. As the capital city of Guangdong Province, Guangzhou is at the core of the Pearl River Delta, one of the most dynamic economic areas in the world. To reach the goal of "establishing open, loose and free innovative ecology", Guangzhou municipal government is increasing its fiscal spending on the innovation of science and technology, reaching 11 billion yuan in 2017. Besides, the city is improving its commercial environment, emphasizing on the rule of law, market-oriented system and international business-friendly environment. According to the city's latest plan, it would become "the nation's innovation hub with global influence by 2020". In fact, Guangzhou is one of the most business-friendly cities in China, topping the Forbes list in this category five times over the past six years. To encourage the innovation of enterprises, Guangzhou is streamlining government administration and delegating power to the lower level of government. Last month, Foxconn Technology Group, the world's largest electronics contractor and a major supplier of Apple, began construction of a new panel factory in Guangzhou's Zengcheng District, with an investment of 61 billion yuan. It only takes 50 days from project negotiation to sign the contract, and 60 days from the contract signed to start the project, which is hailed as "China speed" by The Wall Street Journal and The New York Times. "It will not only be a panel processing factory, but a concept of building an ecological town featuring high-end technology in the city of Guangzhou," said Terry Gou, CEO and chairman of Foxconn Technology Group. A favorable business environment attracts foreign investors enormously. According to the data from the Commerce Department of Guangzhou, newly established foreign-invested enterprises in 2016 reached 1757, with year-on-year growth of 23 percent. The actual use of foreign capital reached 5.7 billion US dollars, an increase of 5.3 percent compared to the same period last year. In the study report Chinese Cities of Opportunity 2017, which is jointly published by PwC and China Development Research Foundation in March this year, Guangzhou ranked first for two consecutive years as the city with the most opportunities. Guangzhou's recognition by many industry giants and international organizations is rooted in the city's ambition for innovation and opening up, presenting a powerful attraction for high-end resources, and thus creates huge investment opportunities. To view the original version on PR Newswire, visit:http://www.prnewswire.com/news-releases/opening-up-and-innovation-leading-guangzhou-developed-into-a-city-with-the-most-investment-value-300443351.html


Sojern apporte sa série de données spécialisées de 350 millions de profils de voyageurs du monde, y compris des milliards de points de données d'intention de voyage prédictive, pour cibler les voyageurs à travers des canaux multiples en assurant que les annonces d'hôtels sont placées devant les bons consommateurs au bon moment pour pousser les réservations directes. Dans un modèle de marché unique, RevDirect™ livre des voyageurs potentiels au site Internet de l'hôtel sans coût de départ, faisant uniquement payer l'hôtel si le voyageur réserve directement et complète en fait un séjour.  Le modèle « payer-sur-le-séjour » élimine les frais publicitaires de départ et crée un processus de paiement convivial de flux de trésorerie.  Les hôtels obtiennent également accès à la technologie d'optimisation multicanal de pointe, notamment une plate-forme autogérée avec des perspectives du public, des marchés et de l'immobilier pour les aider à mieux comprendre leurs clients. Le bureau nouvellement ouvert est dirigé par la directrice régionale des ventes EMEA, Angela Canny. Angela possède plus de deux décennies d'expérience dans le secteur de l'accueil et de l'hôtellerie ayant travaillé avec des marques locales, régionales et mondiales, dont Marriott, Le Meridien, BDL Ireland, Guinness et Rezidor. « Avec une tradition d'accueillir certains des géants de la technologie du monde, tels que Google et Facebook, et un impressionnant réservoir de talents locaux, Dublin est l'endroit idéal pour servir le marché européen », commente Canny.  « Les hôtels demandent plus de réservations directes, mais ils sont mis au défi pour trouver le budget conséquent de marketing et l'expertise numérique nécessaires pour faire fonctionner la génération directe de la demande dans un monde complexe en ligne - et Sojern tient compte de ce fait ». Sojern prend de l'essor en Irlande, à une époque où les dépenses en publicité numérique et le tourisme récepteur en Irlande se développent à la vitesse grand V. PwC prévoit une croissance de 16,5 % par an (TCAC) en dépenses publicitaires numériques irlandaises au cours de la période 2016-2020. L'année dernière a aussi été une année révolutionnaire pour le tourisme irlandais avec le nombre de visiteurs augmentant de 10 % jusqu'à 8,8 millions. L'industrie du tourisme irlandais en 2016 valait plus 8 milliards € par an - un nouveau record. Selon l'Irish Hotels Federation (IHF), les marques de voyage ciblent des marchés de plus grande valeur et à dépenses plus élevés, tels que les États-Unis, l'Australie et la Chine, pour compenser un ralentissement potentiel sur le marché britannique en raison du Brexit et de l'écart de la livre sterling. L'expansion continue des services aériens directs couplée avec le dollar atteignant un pic de 13 ans contre l'euro font des régions long-courriers une forte zone d'opportunité pour les marques de voyage irlandaises. Sojern apporte aux hôteliers indépendants la capacité de cibler ces publics de voyageurs aisés et de pousser les réservations directes tout en maximisant les budgets marketing et minimisant les risques. Le Lough Eske Castle, a Solís Hotel & Spa, juste à l'extérieur de la ville de Donegal dans la région nord-ouest de l'Irlande, était l'un des adopteurs précoces de RevDirect™.  L'hôtel était désireux de commercialiser Donegal comme destination touristique de premier choix avant les destinations de vacances plus traditionnelles en Irlande, telles que Kerry. Son but était de mieux susciter l'intérêt des voyageurs dans le marché et de pousser les réservations directement à leur site. Par le biais de prospection des voyageurs indécis dans le marché, le Lough Eske Castle peut s'engager plus efficacement avec des clients potentiels, les accompagnant à consulter son site et à réserver directement. « Nous sommes ravis des résultats de RevDirect, tout simplement, Sojern nous donne le maximum pour notre argent », commente Lisa Marshall, directrice des ventes et du marketing chez Lough Eske Castle. Du mois de décembre 2015 au mois de février 2017, Sojern a poussé 330 séjours supplémentaires et un chiffre d'affaires de 155 950 EUR ainsi que 55 séjours supplémentaires et un chiffre d'affaires de 30 671 EUR en réservations futures au-delà du mois de février 2017. La société a élargi son effectif à 300 personnes à l'échelle mondiale, a signalé une croissance et des résultats financiers solides, et a récemment fait équipe avec Google pour publier son 2017 Hotel Report qui explore et explique le cheminement d'achat du voyageur moderne. À propos de Sojern : Sojern est le principal moteur de performance marketing du secteur du voyage. Avec 350 M de profils de voyageurs du monde et des milliards de signaux d'achat prédictif, notamment la recherche et les données de réservation provenant de partenaires dans toute l'industrie, nous générons des milliards de revenus et mettons plus de personnes dans des lits, plus de voyageurs dans des sièges et plus de touristes dans des villes pour nos clients dans le monde entier. Allant des marques d'entreprises mondiales aux hôtels indépendants, nous collaborons avec des sociétés partout dans le monde dans les secteurs du transport aérien, de l'hôtellerie, de la location automobile, des croisières et du tourisme pour pousser les réservations directes. Ayant notre siège à San Francisco, nous gérons des bureaux clés à Dublin, à Dubaï, à Londres, à New York, à Omaha et à Singapour. Pour plus d'informations, veuillez consulter le site www.sojern.com.


News Article | April 28, 2017
Site: www.fastcompany.com

FCC chairman Ajit Pai’s central argument for eliminating net neutrality rules, which he introduced this week with a plan to “reverse the mistake” of the Obama-era regulations , is that doing so will fire up investment in broadband networks. But that prediction is very optimistic, say experts who warn that his proposal could very well do little or nothing to stimulate such investment. Back in 2015, the Democratic-controlled FCC reclassified broadband as a Title II communication service to be regulated like a public utility. The new rules prevented big ISPs like Verizon and Comcast from throttling the speed of sites and apps and setting up paid fast lanes. Pai’s central argument is that those net neutrality rules had the immediate effect of slowing down investment in broadband networks. He said the internet was already working fine before the FCC stepped in to impose unnecessary regulations for purely political reasons. According to backgrounder sent out from Pai’s office, the 12 largest U.S. ISPs spent 5.6% (or $3.6 billion) less on building out their broadband networks during the first two years of the Title II era. (The statistic lacks a citation.) It’s true that ISPs desperately want to extract more “value” from the networks they operate. They detest the idea of operating a neutral “dumb pipe,” and detest the idea that the government is regulating them into that role. They want to be able to offer fast lanes to internet companies like Netflix, many of which, by the way, are willing to pay. ISPs want to sell zero-rated services where certain websites or services are carved out and delivered with no data charges. When prevented from monetizing the network to the fullest, as they see it, they’re naturally a little less excited about building on to their networks. But Pai lays the entire blame for the investment slowdown at the feet of the previous FCC that passed the 2015 Open Internet Order, and that’s where his argument starts to sound like a political one. “While investment in broadband infrastructure has certainly dwindled in recent years, the impact that net neutrality regulation has had is very much open to debate,” says Dan Hays, global tech, media, and telecom lead at PwC’s Strategy& group. “In fact, it’s quite plausible that growth in market penetration of broadband services, coupled with acceleration of industry consolidation over the past few years, have more to do with reduced spending, despite the pleas of network operators,” Hays says. The subtext here is that investors in telecom companies, as a rule, detest massive new capital expenditure spending on network infrastructure. Combining with other networks is one way to avoid doing so.


News Article | May 3, 2017
Site: www.theguardian.com

Imagine you’re sitting in a field in the middle of Glastonbury, waiting for a truckload of stage equipment to arrive and knowing it was unlikely to find you. That’s what happened to Chris Sheldrick, who worked as an events manager in the music industry before founding the alternative mapping company what3words. The platform aims to revolutionise the world’s address system by splitting the globe into 57 trillion three-metre squares, each described by a unique combination of three random words. “Somewhere like Glastonbury, you’ve got one postcode for 200,000 people in a field. This bothered me enough that I tried to get everyone to use latitude and longitude, which is incredibly accurate [but] really awkward,” Sheldrick says. “This was just a simpler way to communicate [an exact location].” Disruptive startups grab headlines both for their innovative ideas and the eye-watering sums they raise in investments. If they get it right, the rewards are huge – Uber was valued at $62.5bn (£48.7bn) in December 2015, while Airbnb was pegged at $31bn in March 2017. Thanks to advances in technology, there are more self-proclaimed “disruptive” small firms than ever, all vying to launch something truly innovative that no one has done before. Thomas Hellmann, professor of entrepreneurship and innovation at the University of Oxford, says that while disruptors are inherently tricky to define, they are often young businesses that grow quickly. “You see disruption happening when you see entry and exit rates going up in an industry,” he says. There are also challenges that are unique to this type of business, he says. “They have two essential characteristics. One, there is an element of innovation – and by definition, innovation is harder to prove and establish. The second is they have to anticipate a competitive response from those who are being disrupted ... there are existing players who are having their business models turned upside down.” Trend spotting is key to turning a business into a successful disruptor. For what3words, the spike in demand for home deliveries proved a lucrative opportunity. “We speak to courier companies, post services, navigation apps, anything at all really where that business has a problem with addressing and they have a large user base,” he says. “I think it’s important to align yourself to trends that are happening so that as these things take hold, people need your product. Generally as a society, we’re moving more towards [wanting] to be specific about a location.” The success of the sharing economy and a day spent with a neighbour’s dog gave Rikke Rosenlund the inspiration for her business. According to PwC, the UK’s sharing economy has grown the fastest in Europe in recent years, doubling in value to £7.4bn in 2015. “I was in the park and I remember thinking ‘why are people spending so much money on dog walkers or kennels, or leaving their dog home alone when I would love to take care of their dog for free?’,” Rosenlund says. “I thought there should be a website connecting people like me with dog owners – everyone would benefit.” Four years later, BorrowMyDoggy has more than 500,000 registered members across the UK and Ireland. But Rosenlund admits introducing the concept to dog owners was challenging at first. “There was a lot of pushback. People were saying, ‘I would never hand my dog over to a stranger’. But I remember [being concerned] the first time I heard about Uber, Airbnb [and] online dating. Our habits change ... And it’s not about handing over your dog to a stranger, it’s about getting to know someone really well first.” Rosenlund spent 10 months meeting members and manually matching them with nearby “borrowers” who could look after their dogs. It was a lengthy process – some of the first matches took up to 55 emails to organise. But the community started to grow. The testimonial videos on the website have helped, she adds. And there are safeguards in place to allay any fears – today all users are verified, there is a 24-hour vet helpline, and everyone is covered by third-party liability insurance. “We’ve tried to create as safe a community as possible,” she adds. “[But] we’ve definitely had to do a bit of work around explaining how [it all] works.” Tom Grayson has had to convince his fair share of stakeholders about the potential of his business, Ebookadabra. He launched the digital reading platform in January 2017, after wondering if the subscription model couldn’t revolutionise books as it had for film and TV. The platform encourages children to read more, by unlocking educational games each time a book is finished, and allows younger children to search by picture, rather than words. Parents can also record an audio book for their children via the app. He admits he’s found it a hard sell at times, particularly when speaking to publishers who have struggled to embrace a new model. “In the publishing industry, for hundreds of years, they’ve produced a book, sold it and paid the author based on that,” he says. “[The sector] is resistant to digital, broadly. They’re way out of their comfort zone.” Grayson initially took the idea of a targeted digital subscription service to publishers themselves. “I spent three years consulting with large publishers about how to address niche demands – be that a romance catalogue, which is very popular digitally, or making the kids’ catalogue better for tablets,” he says. “My conclusion was these guys are not going to do it. And that was the origin of Ebookadabra.” Grayson admits it’s taken him twice as long to launch the app as he anticipated, and he has had to sacrifice more equity to fund that delay. But his persistence has paid off – Ebookadabra recently signed deals with Disney and HarperCollins – and he’s pragmatic about the difficulties he’s faced. “There’s a reason this is called a disruptive business and other people aren’t doing it. That’s because it’s not easy.” Sheldrick says he still comes across people who don’t see what3word’s potential, but many are starting to. As well as working with delivery firms in the developed world, the system’s also been used by NGOs in countries like Tanzania and was recently adopted by Djibouti as the national postal addressing system. “With us it’s fairly binary – people either really engage with the problem or they struggle to find its relevance. But I think it’s good to be working in an area that splits opinion. It’s much better than having something that everybody’s indifferent to.” Sign up to become a member of the Guardian Small Business Network here for more advice, insight and best practice direct to your inbox.


News Article | April 25, 2017
Site: www.aimgroup.com

UK classified ad spend up 8% in 2016 – IAB and PwC Classified ad spending increased eight percent in the U.K. in 2016 to £1.5 billion (about $1.9 billion U.S.), according to a new analysis done by the Interactive Advertising Bureau (IAB) and PwC. The researchers concluded that classified ad spend, including spending on jobs, real estate and automotive listings, represented 14 percent of total digital advertising spend in the U.K. in 2016 (see illustration). Overall, digital advertising grew at its fastest rate in the U.K. for nine years, with a 17.3-percent increase to £10.3 billion (about $13.2 billion U.S.) in 2016. Across all types of digital advertising, the research identified a number of key trends relevant to classifieds advertisers: Dan Bunyan, senior manager at PwC, commented: “The biggest change in how display ads are sold, is the rise of programmatic direct, which now accounts for nearly half of sales. “Right now, considerations such as brand safety mean the advertiser is rightly demanding more certainty in the placement of their ads, and the industry is evolving quickly to find new solutions to address brands’ needs in this dynamic environment,” he said.


A new study looking into job automation estimates that millions of human workers around the world might lose their jobs to robots in the future. According to a new PwC report, many jobs worldwide risk automation from artificial intelligence and robotics by the early 2030s. However, the report notes that in many cases the jobs won't disappear altogether, but rather change and adapt. While automation will impact millions of human workers globally, Americans seem to be at greater risk of automation. The PwC study reveals that a whopping 38 percent of jobs in the United States are at risk of being replaced by AI and robots over the next 15 years. That's a higher percentage of jobs at risk of automation compared to other countries such as the UK, Germany, and Japan, where the risk of automation applies to 30 percent, 35 percent, and 21 percent of jobs, respectively. Service jobs dominate both the UK and the U.S. job markets, with roughly the same share of employees holding positions in core labor sectors such as finance, education, transportation, food services, and manufacturing. However, PwC took a closer look and found substantial differences in the type of work conducted within these sectors that could explain why U.S. jobs face a greater risk of automation. In some sectors such as finance, the difference is whopping - 61 percent of finance jobs in the United States could be replaced by robots, while the same applies to just 32 percent of UK jobs in the same sector. John Hawksworth, PwC chief economist in the UK, notes that many positions in the U.S. financial sector focus on domestic retail operations, whereas the financial sector in the UK is more focused on investment banking and international finance. The latter functions entail a notably higher level of expertise and education compared to domestic retail operations. Hawksworth believes that it's easier to automate routine tasks conducted by U.S. workers than have a robot replace a London investment banker, for instance. Nevertheless, the risks of automation extend to plenty of other industries. "A key driver of our industry-level estimates is the fact that manual and routine tasks are more susceptible to automation, while social skills are relatively less automatable," Hawksworth explains. "That said, no industry is entirely immune from future advances in robotics and AI." At the same time, the PwC report doesn't necessarily mean that robots will be taking over and eliminating human workers in some sort of robot apocalypse. The study points out that automation will lead to changes in workforce and, in turn, those changes will translate to other jobs in the future. On the other hand, those jobs will likely be for human workers with higher skill sets, education, and expertise. Hawksworth heralds a job market restructuring at a global scale, with some labor sectors more susceptible to automation than others. Workers with jobs in health care, education, and social work, for instance, face the lowest risks of being replaced by robots according to PwC. © 2017 Tech Times, All rights reserved. Do not reproduce without permission.


News Article | April 17, 2017
Site: www.prweb.com

The Northern Virginia Technology Council (NVTC) will host the third annual NVTC CXO Auction on April 20, 2017. During the event, regional and industry C-level executives will be auctioned off to raise money for NVTC's Veterans Employment Initiative, which provides tools and resources to match Veterans with employment opportunities in Virginia's technology community. At the live auction event, attendees will bid electronically to win one-on-one meetings with C-level leaders. Participating CXOs are looking to meet qualified vendors for future projects. Winning bidders are guaranteed a meeting with their auctioned executive within 12 months, during which they can gain insight, pitch future plans or receive advice. Some auction packages go beyond a meeting to include a lunch, dinner, wine tastings and rounds of golf. Brad Antle, CEO, and Tom Ferrando, President, SalientCRGT Kenneth Asbury, President and CEO, CACI International John Backus, Co-Founder and Managing Partner, NAV.VC Mike Baird, CEO, Avizia Rodney Blevins, Senior Vice President and CIO, Dominion Resources, Inc Teresa Carlson, Vice President Worldwide Public Sector, Amazon Web Services Kelly Clark, CIO, MAXIMUS Marilyn Crouther, Senior Vice President and General Manager, Hewlett Packard Enterprise Mac Curtis, President and CEO, Vencore Karen Dahut, Executive Vice President, Booz Allen Hamilton Ted Davies, President and CEO, Altamira Technologies Corporation Nelson Ford, President and CEO, LMI Mark Frantz, Co-Founder, Blue Delta Capital Partners Kim Hayes, CEO and Co-Founder, The Ambit Group Timothy Hurlebaus, President, CGI Federal Sudhakar Kesavan, Chairman and CEO, ICF Curt Kolcun, Vice President, U.S. Public Sector, Microsoft Paul Leslie, CEO, Dovel Technologies Joe Martore, President and CEO, CALIBRE Systems Terri McClements, Market Managing Partner, and Mohamed Kande, Vice Chairman and U.S. Advisory Leader, PwC Rich Montoni, CEO, MAXIMUS Tony Moraco, CEO, SAIC Dan O'Neill, President and CEO, SunTrust, Inc. Carolyn Parent, President and CEO, LiveSafe Shailesh Prakash, Chief Product and Technology Officer, The Washington Post Larry Prior, President and CEO, CSRA Dr. Jason Providakes, President and CEO, MITRE Brian Roach, Executive Vice President and Managing Director Regulated Industries, SAP North America James Schenck, President and CEO, PenFed Credit Union Gary Shapiro, President and CEO, and Karen Chupka, Senior Vice President CES and Corporate Business Strategy, CTA Todd Stottlemyer, CEO, Inova Center for Personalized Health Matthew Strottman, COO, In-Q-Tel John Wood, Chairman and CEO, Telos Corporation Auction packages include meetings and excursions such as an Italian dinner with SAIC CEO Tony Moraco; a VIP CES 2018 ticket package and a meal with CTA President and CEO Gary Shapiro and CTA Senior Vice President CES and Corporate Business Strategy Karen Chupka; a Topgolf outing with Altamira Technologies Corporation President and CEO Ted Davies and Altamira principals; a dinner and wine tasting with CACI President and CEO Kenneth Asbury and select CACI leaders, as well as many more opportunities! In a new bonus auction, NVTC will also be auctioning off four tickets to see Hamilton during its 2018 run at the Kennedy Center. REGISTRATION:     To register as a member of the press, please contact Alexa Magdalenski at 703-904-7878, ext. 207 or email amagdalenski(at)nvtc(dot)org. The event is free for press, but advanced registration is required. Press credentials are required for entry. The Northern Virginia Technology Council (NVTC) is the membership and trade association for the technology community in Northern Virginia. As the largest technology council in the nation, NVTC serves about 1,000 companies from all sectors of the technology industry, as well as service providers, universities, foreign embassies, nonprofit organizations and governmental agencies. Through its member companies, NVTC represents about 300,000 employees in the region. NVTC is recognized as the nation's leader in providing its technology community with networking and educational events; specialized services and benefits; public policy advocacy; branding of its region as a major global technology center; initiatives in targeted business sectors and in the international, entrepreneurship, workforce and education arenas; and the NVTC Foundation, a 501(c)(3) nonprofit charity that supports the NVTC Veterans Employment Initiative and other priorities within Virginia's technology community. Visit NVTC at http://www.nvtc.org.

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