NHN http://www.so-l.ru/tags/show/nhn Sun, 05 Apr 2020 22:45:29 +0300 <![CDATA[Google приобрела стартап Eyefluence с технологиями отслеживания взгляда]]> http://www.so-l.ru/news/y/2016_10_27_google_priobrela_startap_eyefluence_s_te Thu, 27 Oct 2016 18:35:38 +0300 <![CDATA[Google купила разработчика технологии отслеживания глаз]]> http://www.so-l.ru/news/y/2016_10_25_google_kupila_razrabotchika_tehnologii_ot Tue, 25 Oct 2016 18:40:53 +0300 <![CDATA[BRIEF-OOZOO Skin Science sells 3.3 pct stake in NHN KCP]]> ]]> http://www.so-l.ru/news/y/2016_10_18_brief_oozoo_skin_science_sells_3_3_pct_s Tue, 18 Oct 2016 12:59:05 +0300 <![CDATA[Guide to Matthews Pacific Tiger Investor Fund (MAPTX)]]> Matthews Pacific Tiger Investor Fund (MAPTX) a Zacks Rank #2 (Buy) was incepted in September 1994 and is managed by Matthews International Capital Management, LLC. MAPTX seeks long-term capital appreciation. MAPTX invests at least 80% of its assets in the common and preferred stocks of companies located in the Pacific Tiger countries.

This Pacific - Equity product, as of the last filing, allocates their fund in four major groups; Emerging Market, High Yield Bond, Large Growth and Foreign Stock. Further, as of the last filing, NHN Corp, Dongbu Insurance Co Ltd and Baidu Inc SP ADR were the top holdings for MAPTX.

The Matthews Pacific Tiger Investor fund, managed by Matthews Asia, carries an expense ratio of 1.07%. Moreover, MAPTX requires a minimal initial investment of $2,500.

MAPTX has a history of positive total returns for over 10 years. Specifically, the fund’s returns over the 3, 5 year benchmarks; 3 year 6.57% and 5 year 4.34%. To see how this fund performed compared in its category, and other #1 and #2 Ranked Mutual Funds, please click here.

MAPTX’s performance, as of the last filing, when compared to funds in its category was in the top 33% in 1 year, top 17% over the past 3 years, and in the 20% over the past 5 years.

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http://www.so-l.ru/news/y/2016_08_11_guide_to_matthews_pacific_tiger_investor Thu, 11 Aug 2016 16:53:22 +0300
<![CDATA[BRIEF-NHN Entertainment gets 5 pct stake in KG INICIS]]> ]]> http://www.so-l.ru/news/y/2016_06_29_brief_nhn_entertainment_gets_5_pct_stake Wed, 29 Jun 2016 04:06:28 +0300 <![CDATA[BRIEF-KG Inicis to buy 5 pct stake in NHN KCP for 16.22 bln won]]> ]]> http://www.so-l.ru/news/y/2016_06_28_brief_kg_inicis_to_buy_5_pct_stake_in_nh Tue, 28 Jun 2016 10:49:35 +0300 <![CDATA[Messaging App Line to File for IPO: Should WhatsApp, Messenger Be Worried?]]> On Friday, Japan’s largest messaging app Line Corp. announced plans to file an initial public offering (IPO) next month, and list shares in both Tokyo and New York. It would value the app at 588 billion yen, or $5.50 billion.

Line’s IPO could be the biggest of the year for Japan; the company, which is owned by South Korea’s Naver Corp., is planning to use the funds raised to expand at home and internationally.

The messaging app plans to sell 13 million new shares in Japan and 22 million abroad, with a price of 2,800 yen each. Naver will offer as much as 5.25 million existing shares in case there is stronger than anticipated demand. Line’s parent company's ownership will fall to as low as 80.8%.

On July 11, Line will set the final price of its shares, after determining investor interest and demand. The goal is to list in New York on July 14 and in Tokyo on July 15. Morgan Stanley, Goldman Sachs, JPMorgan, and Nomura are managing the IPO.

“After rounds of serious investigations, we determined that it is important that we are evaluated on the same market as other top global services. Furthermore, listing on the NYSE will help strengthen our branding as a global company,” a Line spokesperson told TechCrunch. “LINE is a company that takes on challenges, and our simultaneous listing in Japan and the US is a declaration that we are ready to take on the world.”

Line has had quite the journey. After the earthquake and tsunami disaster back in 2011, the company had to change course and launched the messaging app NHN Japan to help with communication during the aftermath, Reuters reports.

While Line boasts the most users among messaging apps in Japan, it falls far behind Facebook’s FB WhatsApp and Messenger. At the end of March, Line had roughly 218 million users, but this number has started to taper off recently after tripling over the past three years. In comparison, WhatsApp and Messenger has 1 billion and 900 million monthly active users, respectively.

Based on these statistics, the company is the seventh-most used messenger app on a global scale. China’s WeChat is also well above Line, with 697 million users. The only other markets that Line is a leader in is Taiwan, Thailand, and Turkmenistan.

WhatsApp and Messenger have a considerable lead in user numbers in comparison to Line, and it will be difficult—though not impossible—for Japan’s top messaging app to gain a strong foothold in major Western markets. So right now, WhatsApp and Messenger can sit comfortably, but should still be aware of Line’s soon-to-be public presence.

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http://www.so-l.ru/news/y/2016_06_10_messaging_app_line_to_file_for_ipo_shou Fri, 10 Jun 2016 21:26:00 +0300
<![CDATA[BRIEF-Ourpalm plans to acquire stakes in South Korea's video game developer Webzen]]>








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http://www.so-l.ru/news/y/2016_03_08_brief_ourpalm_plans_to_acquire_stakes_in Tue, 08 Mar 2016 15:44:13 +0300
<![CDATA[To Predict the Trajectory of the Internet of Things, Look to the Software Industry]]> feb16-25-488631911

With over 50 billion connected devices expected by 2020, the Internet of things (IoT) is poised to have a major impact. What’s not clear, however, is how the IoT’s complex ecosystem — a loose network of interacting products and services, pictured below will evolve and proliferate and which companies will emerge as leaders. (Click here to for a version that you can enlarge to see more detail.) The red nodes represent platform companies; the gray ones are companies that provide a product or service.

The IoT is a complex ecosystem that is not yet dominated by any major players. Consequently, it could be difficult to determine the challenges and most effective business opportunities for companies looking to move into the space. But by mapping the relationships between platform providers and component providers, I found parallels to the emergence of the software industry, which suggest five critical lessons:

1. Watch for fragmentation. In the early stages of an ecosystem’s evolution, companies tend to provide end-to-end solutions. Business architectures become vertically integrated and tightly controlled. For instance, in the early days of the software industry, IBM, Digital Equipment, and International Computers Ltd. (ICL) provided highly integrated solutions to its customer base. However, end-to-end solutions providers eventually fragmented into multiple companies, each supporting a distinct layer of the software industry.

We expect a similar trajectory within the IoT ecosystem. What this means for companies entering the IoT space it that there is opportunity for specialized services, even if platform providers try to cover all bases.

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2. Track partnerships. With the kind of proliferation of platforms that we’re now seeing in the IoT ecosystem, solutions providers are torn between selecting one platform over another and trying to create offerings for several. If they choose a single platform that ends up not being a dominant one, they will end up with few users for their product or service. But if they try to work with several platforms and create a version of their offerings for each, they risk straining their resources.

In the software industry, solutions providers ended up attaching themselves to one or two platforms. For example, solutions provider Oracle built huge market share by supporting multiple platforms like Windows and Linux. In many cases, the decision was influenced by the platform’s incentives, success in attracting a following, and technological superiority — something that should happen in the IoT ecosystem as well.

One approach for new entrants to IoT businesses could be to track partnerships between large solution providers and major platforms and follow the momentum. A small company could gain legitimacy by partnering with a large platform provider. A platform provider could provide incentives for a large component provider to exclusively develop solutions for its platform as Microsoft tried to do with Nokia by giving it a billion dollars to use the Microsoft platform on Nokia phones.

3. Understand where dominance outside IoT could be extended to IoT. Companies that are major players in non-IoT industries (e.g., Samsung, Apple, and Alphabet) are still vying for dominance in the IoT ecosystem. In bids to gain developers, these companies are opening up their IoT platforms and programming interfaces.

Their brand recognition and existing devices, platforms, and relationships with developers could give them an advantage over lesser-known platform companies or start-ups. (For example, as Alphabet expands into home automation with Nest, many of its Google Play developers could move with it.) We saw a similar trend in the software industry, where Microsoft’s strong position in operating systems helped it dominate the web browser market.

This does not mean that there is no room for startups. They often are more nimble and better able to respond to the whims of customers and the market, than incumbent companies. Thus, partnerships between IoT startups and larger companies looking for an edge in the IoT space can work to the advantage of both.

4. Think infrastructure first. When an ecosystem is emerging, it is the infrastructure that gets built first. For personal computers, this meant that the operating system had to be developed before the explosion of applications could occur. The IoT is a system that is constantly monitoring the environment and communicating data across networks; therefore it’s critical to have low-power solutions and connectivity for the infrastructure. This is reflected in the infrastructure, platform, and device companies at the core of the current IoT ecosystem. They either help connect devices (i.e., connectivity) or with energy efficiency.

For example, SIGFOX, a French company founded in 2009, has established a niche for itself as a wireless network provider that connects low-energy IoT devices. PTC’s ThingWorkx and Xively are two platform providers that help devices connect and move data to the cloud. And established companies like ARM, Intel, and Qualcomm are developing ultra-low-power hardware chips, which are critical to IoT performance, reliability, and longevity.

5. Use APIs to figure out ways to create customer value. In an emerging ecosystem, integration of devices and services and interoperability between competing platforms are significant challenges. The good news is that a major difference between today’s IoT ecosystem and that of the early software industry is the prevalence of Application Program Interfaces (APIs), a technology that allows firms to interact and share information with other firms.

APIs make it easy to achieve integration and interoperability across platforms and devices. But they could be used for more. As a platform vendor, it would make sense to provide APIs to track the ways users integrate services and devices. The data can provide insights into how users derive value, especially in the early days of a product’s use.

What’s more, once vendors see customers use their products in combination with each other, they can then choose to explore corresponding integration strategies. For example, car companies could track app downloads to help decide standard package for new users. Companies could also use this data to make targeted recommendations to customers for new apps, products, or services.

The software industry took multiple decades to emerge. With the use of APIs, the IoT ecosystem should emerge faster than the software industry. In the software industry what emerged finally was divided technical leadership, where multiple companies dominated (Oracle and Microsoft in databases and Window and Unix in operating systems). Similarly, in the IoT ecosystem, we will see firms dominate in essential areas such as chip sets, operating systems, storage of large data sets, analytics, and visualization.

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http://www.so-l.ru/news/y/2016_02_25_to_predict_the_trajectory_of_the_interne Thu, 25 Feb 2016 17:00:13 +0300