Wednesday, April 26, 2017

China, SA launch historic exchange programme

A delegation of nine vice-ministers from China arrived in our nation’s capital to co-host the inaugural launch of the China-South Africa high-level people-to-people exchange mechanism yesterday.
This makes South Africa the first African country to set up such a mechanism with China, which has launched similar mechanisms with the US, Russia, the UK, France, Indonesia and the EU.
The three-day people-to-people exchange is being co-hosted by the Vice-Premier of the State Council of China, Liu Yandong, and Minister of Arts and Culture Nathi Mthethwa.

MUTUAL UNDERSTANDING: Minister of Communications Ayanda Dlodlo signs an agreement with the Chinese Vice-Minister of State Administration of Press, Publication, Radio, Film and Television Tong Gang. Picture: Jacoline Schoonee
“People-to-people relations are often called soft diplomacy. Learning about each other’s world view, belief systems and way of life is a critical part of creating a better world for all,” Mthethwa said at yesterday’s inaugural launch.
“Central to our efforts in the field of international relations and diplomacy is a notion of people-to people relations with partner countries, jointly engaging each other and deepening our understanding of ourselves. Civil society is central to the realisation of this goal,” he said.
The two countries hope that the mechanism will deepen mutual understanding between the people of South Africa and China, and enhance people-to-people exchanges and co-operation in the areas of culture, education, communications, health, science, technology, sport, tourism, women and youth.
In her keynote speech, Liu lauded the setting up of the mechanism by President Xi Jinping and President Jacob Zuma as a visionary decision that marked a milestone in the history of ties between the two countries.
“At Focac (Forum on China-Africa Co-operation), we agreed to upgrade relations to a comprehensive strategic and co-operative partnership. We should pursue closer cultural interactions, policy co-ordination, and people-to-people exchanges to advance common progress,” she said.
Liu highlighted the long history between the civilisations of China and modern-day South Africa.
“Ceramics from China were found on the site of the ancient Kingdom of Mapungubwe, which flourished 1000 years ago in what is today South Africa,” Liu said.
She also noted that during the anti-apartheid Struggle, Chairman Mao Zedong cared about the fight against racist rule, and in May 1954 sent a message expressing China’s full support for the Struggle.
The two countries established diplomatic ties in 1998, and relations have gone from strength to strength, with China having been South Africa’s largest trading partner for eight-consecutive years. There is a two-way trade volume of $35.3 billion (R450bn).
People-to-people relations have been growing, with increasing numbers of Chinese students studying in South Africa, the establishment of Confucius Institutes, as well as sister provinces and cities. South Africa is the first country in Africa to include Chinese teaching in its education system.
Many South Africans have become fans of Chinese martial arts and Peking Opera.
Similarly, South African dance and wine have become increasingly popular with Chinese, and a 2015 documentary released in Beijing highlighted the stories of the growing number of South Africans living in China.
Further cementing ties between the two countries is seen as win-win co-operation, and South Africa can benefit from China’s experience in lifting 700 million of its people out of poverty - 10 million of them last year alone.
Liu shared with her South African colleagues that China intended to create 50 million new urban jobs over the next five years.
The sharing of this type of innovation and developmental planning has been welcomed by South African ministers who will participate in the historic exchange over the coming days.
The vice-premier concluded her remarks with the African proverb: “When spiders unite they can tie down a lion,” in conjunction with the Chinese proverb: “When brothers are of the same mind, they can break metal.”
Both vividly tell a simple truth: that only through win-win co-operation can we make big achievements that deliver long-term benefits.

SA, China intensify economic development

South Africa and China yesterday pledged to forge stronger links for the purpose of tackling daunting problems of economic and social development.
Speaking at the launch of the South Africa-China high level people-to-people exchange mechanism (PPEM) in Pretoria, Health Minister Aaron Motsoaledi said South Africa and China should strengthen their resolve to tackle health challenges on the African continent.
“We must move forward to implement some of our flagship projects, including the production of generic drugs for HIV-Aids, tuberculosis, and malaria; strengthening of african centres for disease control and prevention (ACDC) and the five regional collaborating centres and strengthening of a dedicated China-Africa human resources for health programme to address Africa’s human capital challenges,” Motsoaledi said.
He said Africa was at the crossroads where it had to decide whether to bury its head in the sand on the socio-economic challenges confronting it, or tackle them head on.
“Destiny has brought us to this crossroad where we as Africans can no longer afford the time for missed opportunities nor the luxury of multiple choices. We must move only in one direction – and that is upwards. We must do so with the resolute determination to succeed.”
The purpose of the exchange programme is to cement mutual understanding between the people of South Africa and China and to enhance people-to-people exchanges and cooperation in areas such as culture, education, communication, health, science and technology, sport, tourism, women affairs and youth.
Motsoaledi said there were pockets of success stories where Africa was beginning to turn the tide of poverty and disease around. “For a long time since our independence, Africa was inexorably sucked downwards into the whirlpool of poverty, disease, despair and ignorance.
We became the continent that others derisively referred to as ‘the hopeless continent’.
“However, in the last decade or so, the tide started to change as Africa began to rebrand itself and transformed its image as the next frontier for development and prosperity.
“There are a few bright spots in fighting some diseases.”
Arts and Culture Minister Nathi Mthethwa said South Africa would continue to harness its rich cultural diversity in an effort to encourage nation building.
“Arts, culture and heritage grants us an opportunity to learn about each other’s world view, belief systems and way of life of others, which is a critical part of creating a better world for all,” Mthethwa said.
BONOLO SELEBANO
bonolos@thenewage.co.za

Android O: the awesome new features

This has been on Android TV for a while now, but with the new Picture-in-picture mode you’ll be able to watch videos from say, the YouTube, or Google Play app whilst continuing to be in the app you’re in. We can’t show you this yet as developers have to build it into their apps, but it sounds very cool – think of it like minimising a YouTube video but being able to watch it in any app. A bit like how you can on the iPad Pro.

ump’s New FCC Chair Wants to Make the Internet Worse By Rolling Back Net Neutrality Protections

Photo: Eric Thayer/Getty Images
This afternoon, new FCC chairman Ajit Pai unveiled plans that threaten the free and open nature of the internet. This is … bad. Very bad. Let’s talk about why.
Pai’s plan is to roll back the principle of net neutrality and consumer protections, by removing internet-service providers from classification as utility providers.
A quick recap, before we go any further: “Net neutrality” is the principle that all of the traffic on the network should be treated with equal priority. Your internet-service provider should not be able to slow or speed up sources of traffic according to their own preferences. Imagine, for instance, if Netflix performed more reliably than YouTube because your ISP struck a deal with the former. In 2015, under the direction of the Obama administration, the FCC classified ISPs as Title II common carriers, in order to enshrine the principle of net neutrality with legal protection. Pretty much everyone except ISPs — that is, most internet users and all companies operating on the network — supported the FCC’s move, and the commission was flooded with millions of comments regarding the issue.
Through his speech, which had the tone of a smug high-school salutatorian, Pai outlined his plan to roll back the Title II classification of broadband, which designated ISPs as utility providers, and to reclassify them as Title I information providers. He also proposed jettisoning the FCC’s broad “internet conduct standard.”
The crux of Pai’s argument for rolling back classifications was that the regulations led to decreased investment in broadband deployment. Removing them will, according to his logic, lead to more effort to build out broadband networks, creating jobs, and eventually getting more poorly served areas online. In a hypothetical sense, sure — increased broadband access is a laudable goal. But Pai’s argument ignores the reality of the situation, one in which most large ISPs have regional monopolies that allow them to offer substandard service at higher prices compared to other developed nations, with little punishment. And those monopolies are protected by local laws and ordinances that make it difficult for smaller players to even enter the marketplace and build their own networks.
Pai accused the country’s current ISP regulations of fostering what he called “digital redlining.” An interesting choice of words, given that even the largest providers in the country already engage in these sorts of tactics. Verizon, for instance, systematically avoided deploying FiOS in poorer neighborhoods of Newark, New Jersey, by exploiting a loophole in its contract with the city. Expecting a free broadband market to fix itself has not worked, and will not work.
Pai warned of the dangers of “forcing the internet into the control of the government,” denying that “hypothetical harms and hysterical prophecies” of prioritized traffic would ever come to pass. (Tell that to Netflix, which paid Comcast to secure more reliable service to subscribers in 2014.) He leveled a straw-man argument against zero-rating, an inversion of net-neutrality principles that offers specific services over mobile networks without counting against monthly data limits.
Throughout his speech, Pai cited historic comments made by liberals supporting light-touch internet regulation with a rhetorical device he seemed extremely proud of — something like, “Which right-wing zealot said this? What if I told you [jazz hands] it was a Democrat.” For a guy who griped a lot about revisionist history in his speech, he offered up a lot of revisionist history himself. For one thing, while the internet of the ’90s flourished after the network backbone was privatized, the internet’s origins lie in decades of government research, deployment, and heavy regulation (commercial activity was prohibited on the internet until the early ’90s).
The missing piece of Pai’s argument is how deregulation will affect edge providers — that is, every service running on the internet (Facebook and Google, all the way down to mom-and-pop sites). While removing Title II classification might make it better for internet-service providers, it makes the internet more centralized, and less competitive for everyone else. When ISPs play favorites, it snuffs out other services and businesses. The history of the internet is one of edge-provider Goliaths rising and falling, thanks to a neutral network that allows upstart Davids to get off the ground. Pai offered zero perspective on this.
The argument that the internet of the ’90s and early new millennium worked just fine doesn’t really hold up any more. There are exponentially more users and businesses operating on top of the internet. Many rely on it not just to waste time, but also to perform their jobs — the government itself requires citizens to use the internet in order to take advantage of a myriad of services.
It took the government more than half a century after the invention of the automobile to require basic safety features like seat belts. Just because the NHTSA wasn’t established immediately after the Model T rolled off an assembly line doesn’t mean that it’s useless. Arguing that because we didn’t have net-neutrality protections before, we don’t need them now is a lazy, transparent, specious argument that ignores how technology and society have progressed over the last two decades.
There is an upside: Pai has graciously decided to put it to a vote. Next month, the FCC will vote on a “notice of proposed rulemaking.” If adopted, the FCC will open itself up to public comment. Last time around, the commission received more than 3.7 million comments, a considerable majority in support of net neutrality.
Already, the cable-and-telecom industry is mobilizing against it. Before Pai even took the stage to unveil his plan, the Information Technology and Innovation Foundation — a water-carrying organization funded by telecom trade groups — decried “all the hyperbole and misinformation from activists who want to see the Internet provided as a heavily regulated public utility.” Hey, that’s not such a bad idea.

Meteorologist Joseph D’Aleo: Are Global Warming claims & the so called Consensus, a Sinister Betrayal of Science?

By: Marc Morano - Climate DepotApril 26, 2017 2:46 PM
By Joseph D’Aleo
Excerpt:
Sir Karl Popper, an Austrian-British philosopher and professor is generally regarded as one of the greatest philosophers of science of the 20th century. Popper is known for his rejection of the classical inductivist views on the scientific method, in favor of empirical falsification: A theory in the empirical sciences can never be proven, but it can be falsified, meaning that it can and should be scrutinized by decisive experiments.
See in this chapter by James R. Fleming, Professor of Science, Technology and Society at Colby College, how the scientific method worked in climate change theories all through history.
That held until politicians with a globalist viewpoint were searching for a cause that would drive their globalization goals. The Club of Rome was an organization formed in 1968 consisting of current and former heads of state, UN bureaucrats, high-level politicians and government officials, diplomats, scientists, economists and business leaders from around the globe. It raised considerable public attention in 1972 with its report The Limits to Growth. The club states that its mission is “to act as a global catalyst for change through the identification and analysis of the crucial problems facing humanity and the communication of such problems to the most important public and private decision makers as well as to the general public.” In 1991, the club published The First Global Revolution in which they decided:
“In searching for a new enemy to unite us, we came up with the idea that pollution, the threat of global warming…would fit the bill…It does not matter if this common enemy is “a real one or…one invented for the purpose.”
That is when massive investment began into building a case for their cause by funding the UN, global universities, scientists and in government agencies through published work and reports ensuring an alignment around the theory that we are responsible for all bad things that happen and paint them as unprecedented. That investment has exceeded $1 trillion dollars. Meanwhile instead of engaging and supporting critical thinking and testing of hypothesis, there was concerted effort to paint anyone not supporting their theory as deniers with not so subtle attempts to liken them to holocaust deniers and those who denied the dangers of cigarettes.
Scientists practicing the scientific method were demonized, stripped where possible of their role in universities and in government agencies. Many have remained silent to keep their position. A few courageous whistle blowers have emerged from the UN, government and universities but they have been attacked by other scientists and generally ignored by the media, which in many cases are trained in journalism schools, which prepare environmental journalists to battle, discredit or deny air-time to any skeptics.
As Ron Arnold wrote in 2015:
You can credit the Society of Environmental Journalists (SEJ), a 501(c)(3) tax-exempt organization with more than 1,200 member reporters and academics in the United States, Canada, Mexico, and 27 other countries, with the general decline in journalistic standards among environmental journalists.
SEJ has received 119 grants from 35 notorious anti-development foundations, totaling $9.5 million since 1999. With this financial prompting, the SEJ’s stalwarts, including Andrew Revkin (The New York Times), Seth Borenstein (Associated Press), and Suzanne Goldenberg (The Guardian), have led the decline of climate news into ideological warfare.
To many SEJ writers, it is not possible for them to be biased, because issues have only one side: their own.
Associated Press’ Borenstein asserted, “The nature of reporting is to get two sides to an issue. But the nature of science reporting is to get what’s really happening.” SEJ thinks whatever isn’t environmental dogma is a lie, as indicated by its incredible reference webpage “Climate Change: A Guide to the Information and Disinformation.”
SEJ writers also promote “false balance,” the notion that giving opposing views concerning climate change any mention at all is not real balance because skeptics are liars paid to undermine the truth, (which) justifies total censorship…. Some go as far as to recommend violence to achieve environmental goals

Artificial intelligence can be both good and bad for journalism

In recent years, the Associated Press (AP) has been using automated language generation platforms such as Automated Insights to generate news reports for earnings and Minor League Baseball. It is also reported that the AP planned to recap college sports using the same platforms. These software platforms are fed with scores, stats, play-by-play and interview transcripts, and other data to output stories in AP Style, which ought to be written by human journalists.
This is not the first time that journalism has undergone an identity crisis. As both a student journalist and software developer, I have very mixed feelings about it. I am amazed and fascinated by current technology advancements like machine learning, deep learning, and natural language processing. On the other hand, I am more concerned that such innovations may drift away from their core value, which is to make our world a better place.
It is worth noticing that automated news reporting can be beneficial for the publishing industry. In reality, resources are usually scarce. Long, tedious, repetitive reporting work can drain energy from human reporters and occupy their valuable time with filling in large amounts of quantitative data. If software platforms can substitute humans for writing these stories out of templates with fewer errors, more human resources can be focused on stories of higher priority.
From a publishing company’s perspective, prioritizing experienced human journalists for important coverage means better quality of investigations and analysis. And that’s not to say human journalists can’t be enhanced with the assistance of machines. If voice and video recognition are reliable enough, journalists no longer have to painstakingly go through recordings and sort out useful information themselves.
Former AP vice president Lou Ferrara claimed that no actual jobs have been lost or replaced by automated journalism. Slate writer Will Oremus believes that human journalists have little to fear for the foreseeable future. Without automated language generation platforms, some news may never have been covered. Yet still, all of this does not guarantee that journalism jobs are safe from the challenges of machines. 
In fact, no one’s job is safe if technology advancement strays from its original cause. The rise of the machines may not decimate human civilization in the foreseeable future, but it is possible that the balance and fairness of society will take the blow. Replacing human labor with machines and robots of higher efficiency may undermine social wellbeing. In the way society currently operates, less complicated jobs are still reserved for humans, not just machines. Simply laying off human workers and replacing them with robots could cause social issues, and may even threaten the structure of society.
Single-minded commercial ambition and success is inconsiderate. In terms of journalism, there has to be demand for young journalists to cover less significant news. If a publishing company implements so-called robot journalism without considering the future of journalism, the number of veteran journalists will diminish eventually. 
Assisting human journalists with software platforms is beneficial to journalism in terms of saving expenses and generating more revenue, but the focus on revenue itself is undermining journalism. Technology aims to make the world better yet simultaneously leads to a state of privileged separation, in which you can easily surround yourself with the latest technologies and forget about your origins: humans, society, and nature.
At their current stage, automated language generation platforms can only write quantitative stories instead of qualitative ones. A robot is not able to qualitatively analyze a sporting event or capture information that isn’t reflected in the data sheets. This is the importance of having a human journalist present to watch the game. While I have seen many recaps for sporting events written by human journalists that essentially rephrase box scores, interviews, and play-by-play transcripts, these uninspired reports make me unwilling to finish reading. If a human journalist fails to maintain the quality of their stories, or to add analytical elements, they should legitimately worry about being replaced by robots.
Journalism, technology, and society are all transforming. Facing opportunities and challenges brought by machines, there are core values which remain unchanged: journalism ethics, the quality of a story, and investigative and analytical abilities unique to the human mind. The purpose of technological advancement should be to benefit society, but our values shouldn’t change on a whim just because of new technology. 

technology advances

A new value chain for next-generation mobility

In my book, The Big Data Opportunity in Our Driverless Future, I make two arguments: 1) that societal and urban challenges are accelerating the adoption of on-demand mobility, and 2) technology advances, including big data and machine intelligence, are making Autonomous Connected and Electrified (ACE) vehicles a reality. ACE vehicles and on-demand mobility will cause three major shifts that can lead to the disruption of the automotive and transportation industries: a consumer shift, an automotive industry shift, and a mobility services shift.
In this post, I examine what is causing these shifts, the value chain that is emerging as a result of these shifts, big data’s key role in the value chain, and the models being created around this value chain.
Shifts in personal mobility and technology open the door to ACE vehicles Changes in personal mobility
Let’s begin by reviewing the most important challenges contributing to changes in personal mobility. One key challenge is the fact that urbanization is increasing, and more megacities are being created. According to a UN report in 2014, 54% of the population lived in urban areas, and by 2050, an additional 2.5 billion people will be added to these areas.
Another challenge impacting personal mobility is traffic congestion. Particularly in megacities, congestion is severely impacting individual productivity because the transportation infrastructure has reached, or is reaching, capacity. We spend too much time commuting to work or home, and when we arrive at our destinations, we aren’t productive.
Pollution and climate change are also impacting the quality of our lives, particularly in cities (and here). Transportation contributes 28% of greenhouse gases (50% of that coming from passenger cars and light-duty vehicles). Transportation now regularly emits more earth-warming gases into the atmosphere than any other sector, according to the federal Energy Information Administration. Last year, transportation surpassed the electric power sector for the first time since the late 1970s in terms of polluting culprits. Traffic-related pollution is negatively impacting the quality of life in megacities, as cities in Asia and Europe are finding out.
Population is another factor affecting personal mobility. The population of many developed countries is aging fast. These populations will require constant assistance in various forms, including transportation assistance, in order to continue functioning properly. Lastly, the socioeconomic conditions of certain population segments lead them to adopt the sharing economy to address many of their needs, including their transportation needs. Millennials are leading the way in this adoption.
On-demand mobility services—specifically services such as ride-hailing, ridesharing, bike-sharing, car-sharing, and various forms of car rental—are seen as a particularly promising way of addressing these challenges.
Changes in technology
At the same time, five technological advances are leading to the development of Autonomous, Connected and Electrified (ACE) vehicles. The first is the easy collection and management of data from sensors that are incorporated into the vehicle, and from specialized data providers, such as digital mapping companies.
Second, computing power is cheap and storage capacity is plentiful in vehicles, smartphones, and the cloud. Third, broadband Internet is everywhere through Wi-Fi, 4G, and (soon) 5G connectivity. Fourth, we’re seeing increased charge capacity and reduced charging time from a new generation of batteries. Finally, third-wave AI technologies, such as deep learning, combined with big data are at the core of intelligent autonomous systems that are employed to automate a growing set of well-defined tasks. Through these technologies, we are starting to perform tasks and achieve error rates that are as low as those associated with human performance accomplishing the same tasks.
Mobility in general and on-demand mobility in particular can greatly benefit from the introduction of ACE vehicles because such vehicles positively impact the economics of these services and enable their providers to better control the user experience.
Fleets will lead the adoption of ACE vehicles
ACE vehicles will first be broadly adopted by passenger and logistics fleets because they:
  • Improve the economics of ride-hailing ($0.35/mile is the estimated cost of operating a driverless vehicle, versus the $1.6/mile average today in traditional vehicles).
  • Address the driver shortage that logistics companies are facing while helping these companies alleviate the margin compression issue that is being created by the growth of ecommerce.
  • Enable the fleet operator to offer to the customer a more consistent experience, devoid of driver idiosyncrasies and other issues, that often cause problems for the companies offering mobility services.
  • Enable the consumer to select the best vehicle to address a particular need—e.g., commuting to work, taking the family on a vacation, or transporting materials for a weekend project.
  • Enable fleet operators who exploit big data to coordinate their vehicles and deliver vehicles to the right place, at the right price, in the right condition, and at the right time. Getting vehicles to the right place and charging the right price will become table stakes. The competition will be for the right experience (i.e., providing a car that is in the right condition, in terms of cleanliness, maintenance, and safety, etc., and at the right time for the passenger’s needs).
  • ACE vehicles and on-demand mobility services lead to three shifts
    ACE vehicles combined with on-demand mobility will lead to three major shifts: a consumer shift, an automaker shift, and an on-demand mobility service provider shift.
    Consumer shift
    Consumers are already transitioning from the notion that puts car ownership at the center of personal mobility to a hybrid model that combines car ownership with car access through on-demand mobility services. This hybrid model will be transitional and last for the next 10-15 years. It will then be gradually replaced by a model that centers on mobility-as-a-service.
    Automaker shift
    The consumer shift will require the automakers to transition from exclusively designing and manufacturing vehicles for consumers to lease or own, to also providing transportation solutions that address the consumer’s overall mobility experience. This transition will be done by combining owned vehicles, multi-modal transportation, on-demand mobility services, and other transportation-related services such as parking, fueling/charging, etc. Some automakers have already started to offer such on-demand mobility services as ride hailing and car sharing services through their vehicle fleets. Without making this shift, automakers run the risk of being disrupted.
    On-demand mobility service provider shift
    As on-demand mobility services become more prevalent, and companies offering these services adopt ACE vehicles for the reasons stated above, they will need to become fleet operators, similar to car rental companies (e.g., Hertz), and logistics companies (e.g., UPS). Today, on-demand mobility services are offered by Transportation Network Companies (TNCs), such as Uber and Lyft. TNCs rely on collections of individually owned conventional vehicles that are broadly available. To benefit from the advantages of ACE vehicles, the TNCs will need to create their own fleets of such vehicles since, in the short term, few consumers will own ACE vehicles and even fewer will make them available to TNCs to use.
    A new value chain for on-demand mobility
    The three shifts discussed above will result in a new value chain for on-demand mobility that will consist of the following:
  • Vehicle designer. This may or may not be the automaker, as is the case today. As stated above, it could be the TNC.
  • Vehicle manufacturer. This may be an existing automaker or one of the new outsourced automotive manufacturers (e.g., Foxconn).
  • ACE platform provider. Today, in addition to automakers like Tesla, Ford, GM, BMW, and others that are building their own ACE platforms, we are also starting to see Tier 1 suppliers like Delphi, Intel (particularly now that it is acquiring Mobileye), and newcomers like Waymo, Renovo (one of my portfolio companies), and Drive.ai developing standalone autonomous driving platforms that can be incorporated into an automaker’s vehicles.
  • Data services provider. These are companies that offer content (e.g., entertainment, traffic, mapping, weather, etc.) that is consumed by the ACE platforms or the passengers of ACE vehicles.
  • Fleet operating company. The company that operates the fleet of ACE vehicles offering the on-demand mobility services. Large ride-hailing companies like Uber, Lyft, and Didi will likely concurrently operate as both TNCs and as fleet operating companies. Specifically, I expect that in most cities, these companies will continue to operate as TNCs using privately owned vehicles. However, in certain megacities where the demand justifies it, the appropriate infrastructure exists, and the regulations allow it, they will also operate their own fleets of ACE vehicles. Smaller companies offering specialized services (e.g., last-mile package delivery, food delivery, or elderly transportation) may decide to be exclusively fleet operators.
  • Fleet financing and leasing. A fleet operating company will work directly with vehicle manufacturers and ACE platform providers to specify and place an order for a fleet of vehicles. Once delivered, the vehicles can be sold to a fleet financing and leasing company, and then leased back by the fleet operator for a number of years. This is common practice today in the airline industry. The fleet financing and leasing companies will finance the necessary down payment to order the fleet’s vehicles and will subsequently own the fleet’s leases.
  • Fleet insurance. Incumbent or new companies will offer equipment insurance policies to fleet operators and to fleet financing and leasing companies to protect the ACE vehicle fleet. These will be different from companies like State Farm Insurance or AAA that could offer rider insurance to the passengers of on-demand mobility services.
  • Fleet maintenance company. These are companies that maintain and support a fleet’s vehicles (e.g., cleaning, servicing, and repairing the vehicles). I am calling this function out as a separate part of the value chain because, as it is increasingly happening in the airline industry, the fleet operator may decide to outsource its fleet’s maintenance to a specialist.
  • Global mobility systems. In the same way that global distribution system (GDS) companies like Sabre and Amadeus provide reservation systems to the airline and hospitality industries, global mobility systems provide reservations for multi-modal terrestrial transportation encompassing public transportation options (e.g., city bus, subway, light rail) and options offered by mobility services companies (e.g., TNCs, and private transportation). Early examples include startups such as Masabiand Rome2Rio. It may even be that some existing GDS companies will extend their systems to enable them to offer such services. Today, each TNC runs its own reservation system, much like airlines used to do in the past. Remember that American Airlines originally developed Sabre and later spun it off. The creation of global mobility systems may be followed by the creation of transportation solution specialists that fulfill an equivalent role to that of online travel agents like Expedia.
  • As one can imagine, the participants of this value chain generate and consume big data. Data from across the entire value chain can be extremely useful by each of the participants when properly exploited. For example, as I mention in my book, the TNC or the fleet operator can analyze manufacturing data, maintenance data, and individual ride data to understand and predict a vehicle’s reliability and perform preventive maintenance.
    In order for this value chain to be successful, the companies participating in it must be “interfaceable.” This means they must develop open, scalable, and secure APIs, and expose them to their partners participating in this value chain. The participants can then access and exchange data. Partnerships will be important, as will flexibility. APIs are one expression of this flexibility. Here, Uber and Lyft have already started making such APIs a reality. Of course, the design and implementation of such APIs is only one aspect of a company’s interfaceability. Its business processes, and ultimately its culture, must be properly designed, or redesigned, to achieve this goal. I will talk about this aspect of the new value chain in a future post.
    Models for implementing the new value chain
    While this value chain has not yet been formalized, we are already observing the emergence of three different models that attempt to implement it:
    Model 1 Vertical integration model: The automaker designs and manufactures the ACE vehicle, including the autonomous driving platform, and offers mobility services through its own fleet operating company. Examples: BMW + ReachNow; GM + Maven; Daimler + Movel; Volvo + Lynk Pros:
    +Full control of the transportation solution experience
    +Full control and ownership of the big data +Full control of the IP Cons:
    -High overall investment
    -Automakers lack data exploitation expertise -Automaker’s corporate culture inhibits fast implementation and roll-out Model 2 Partnership Alternative 1: The automaker designs and manufactures the ACE vehicle, including the autonomous driving platform, and partners with fleet operating companies (today, this is demonstrated by automakers partnering with TNCs). Examples: Volvo + Uber; Daimler + Uber; GM + Lyft Pros:
    +Balanced investment between automaker and fleet operator/TNC
    Neutral:
    +/- Most of the transportation experience comes from the fleet operator/TNC
    +/- Co-ownership and control of the big data +/- Co-ownership of the IP Cons:
    -Automakers lack data exploitation expertise
    -Automaker’s corporate culture inhibits fast implementation and roll-out Model 3 Partnership Alternative 2: The automaker creates a connected, electric (CE) vehicle and partners with the provider of an autonomous driving platform and the fleet operator (today, this is demonstrated with the automaker partnering with TNCs). Examples: Mitsubishi + nuTonomy + Grab; FCA + Waymo Pros:
    +Low automaker investment

    technology news

    Product news-in-brief

    Weekly briefing: a round-up of this week's technology news
    In the first of a new series we present our pick of newly announced cameras, lenses, accessories and software that have caught our eye this week.
    Cameras and lenses
    Towards the end of last week, news broke about the latest addition to the Leica stable – the M-P rangefinder. Billed as a camera that is “photography stripped back to the essentials”, the M-P is based on the Leica M (Typ 240), but has an enlarged buffer memory of 2GB – twice the size of that of the Leica M.
    For selfie fans, there is the new Olympus Pen E-PL7. With a flip-down, tiltable LCD touchscreen, the Pen E-PL7 has a 16.1 megapixel sensor and built-in wifi, which allows users to share images via their (compatible) smart phone and the bundled Olympus Image Share app.
    Pentax announced the K-S1, the latest digital SLR to join the Ricoh Imaging UK family. Aimed at enthusiasts, the lightweight, compact and portable camera features “outstanding imaging performance, progressive design and an innovative illuminated body,” says the company. The camera, which is available in 12 colours, has a newly developed CMOS sensor with approximately 20.12 effective megapixels, LED body illumination, a three-inch, high-resolution LCD monitor, and full HD movie recording with stereo audio. Other key features include a top sensitivity of ISO 51200, top shutter speed of 1/6000 second, and a high-speed continuous shooting function with a top speed of 5.4 images per second. Available mid-September, the Pentax K-S1 is priced £550 (body-only). It costs £600 with a SMC DA L 18-55mm f/3.5-5.6 lens, and £680 with the 18-55mm f/3.5-5.6 and SMC DA L f4-5.6 AL 50-200mm optics.
    Fujifilm announced a new premium compact camera – the X30 – boasting “new controls and faster performance”. Aimed at enthusiast and professional photographers, the X30 comes with a f/2.0-2.8 4x manual barrel zoom lens, and has a 12MP X-Trans CMOS II sensor with phase-detection AF, new real time 2.36M-dot organic EL viewfinder, (“the largest and fastest viewfinder in its class”), Live View display and high speed continuous shooting of 12fps. In addition, the X30 now includes two rings on the lens: a manual zoom ring and control ring. The latter, positioned behind the manual zoom control, is designed to allow users to easily change aperture and shutter speed settings while fine-tuning image composition. Photographers will also be able to assign functions including ISO sensitivity, film simulation, white balance and continuous shooting via the control ring setting button at the front of the camera. For those interested in shooting moving image, the X30 is equipped with full HD video 1080p at 60fps and a bit rate of 36Mbps, (there is also an output for stereo microphone). The new compact camera also has a remote application and wireless communication function that allows users to shoot remotely using smartphones and tablets. The Fujifilm X30 is available mid-September, and is priced $600.
    Samyang has said it will present a new 50mm f/1.4 AS UMC lens at Photokina next month. As DPReview reports, the company will also introduce a new cine lens V-DSLR 50mm T1.5 AS UMC, “for videographers using DSLR and mirrorless cameras”. Both lenses are designed to cover a full frame sensor, writes DPReview, and will each “come in 10 mounts to cover Nikon, Canon EOS, Pentax K, Sony Alpha, Canon M, Fujifilm X, Samsung NX, Sony E, Four Thirds and Micro Four Thirds bodies,” according to the company’s website.
    Accessories
    This week also saw the release of a new Manfrotto carbon fibre tripod, the Befree Carbon, which retails at £280. With carbon fibre foldable legs and weighing 1.1kg, the new tripod is lightweight, making it easy to transport, but also stable and quick to set up. 
    German lighting manufacturer, Hensel, has also announced a number of products ahead of next month’s Photokina, including: the Hensel EH speedlight adapter; EH Mini P LED speed flash head; Visit UV flash dry C1 – UV drying unit; Softdish 80 – collapsible beauty dish; and Power max L – battery power supply. For more information on these Hensel releases visit the press page on the Photokina website or the Hensel website.
    Software
    Corel has introduced the latest editions of its professional quality photo editing and design software. Pitched as alternatives to Photoshop, PaintShop Pro X7 and Pro X7 Ultimate offer “superior usability, enhanced power and new creative editing tools,” says the company. New and enhanced features include Magic Fill, which allows users to erase unwanted areas of their images, and replace with content that matches the background area; Text and Shape Cutter tools; Materials Palette featuring Color Harmonies through which users can customise palettes for individual projects; and 30% faster brush performance. The company has also made improvements to its Selective Focus, Graduated filters, Depth of Field, and Digital Noise Removal tools, among others.
    This week also saw Instagram announce its Hyperlapse app for iOS, which Instagramers can use to create smooth, streamlined time-lapse videos. As reported on Time Lightbox yesterday, Instagram wants the app to be “another way of seeing”. Hyperlapse, “converts videos of up to 45 minutes (10 minutes on the iPhone 4) into smooth and stable time-lapses with a speed of up to 12x faster than the original,” writes DPReview Connect. Featuring built-in stabilisation technology, Hyperlapse lets users create handheld time-lapses while moving that “result in a cinematic look, quality and feel,” says Instagram on its blog.
    Stay up to date with stories such as this, delivered to your inbox every Friday.

    Clearwell Systems Receives 2008 Law Tecnology News "New Product of the Year" Award

    MOUNTAIN VIEW, Calif. — December 11, 2008 — Clearwell Systems, Inc., a leader in intelligent e-discovery, today announced the Clearwell E-Discovery Platform received a bronze award in the 2008 Law Technology News (LTN) Awards ‘New Product of the Year’ category. The sixth annual LTN Awards recognize leaders in the field — both in innovation and implementation. Clearwell was nominated for the version 4.0 release of the Clearwell E-Discovery Platform, which was the only e-discovery product to receive an award in its category. The selection process is based on votes from more than 40,000 subscribers of LTN.
    Version 4.0 of the Clearwell E-Discovery Platform was launched in August 2008 and features Transparent Search among its several market-leading capabilities. Transparent Search enables users to remove the “black box” of search tools and deliver a more defensible e-discovery search process. Key features, such as search preview and search filters allow users to test, sample, and iteratively refine keyword searches. Additionally, the product documents each step in the search process, enabling users to “show their work” in the courtroom. As a result, legal teams can now devise more defensible search strategies, better collaborate on keyword search terms, and dramatically reduce false positives and irrelevant documents prior to review.
    “We are honored to be selected as a new product of the year by LTN subscribersand as the only e-discovery product recognized in our category,” said Sean Wilcox, director of marketing at Clearwell Systems. “This recognition is a testament to Clearwell’s leadership in the industry and to our proven ability to significantly lower the cost and risk of e-discovery for our enterprise and law firm customers worldwide.”
    “LTN Technology Award winners are nominated and selected by actual product users, who demand solid value and performance,” said Stephen Lincoln, vice president and national group publisher for Incisive Media. “These winners can feel proud that their products and services have earned the respect and recognition of professionals throughout the industry.”
    For more information about the Clearwell E-Discovery Platform, visit www.clearwellsystems.com.
    About Clearwell Systems
    Clearwell Systems is transforming the way enterprises perform e-discovery in response to litigation, regulatory inquiries, and corporate investigations. By automating the processing, analysis and review of all electronically stored information, Clearwell enables enterprises to accelerate early case assessments, lower processing costs, reduce review workload, and gain control of e-discovery. Clearwell was ranked a Top 5 e-discovery software provider overall as well as a Top 5 e-discovery provider for processing, analysis, review, and production in the 2008 Socha-Gelbmann Electronic Discovery Survey. For more information, visit www.clearwellsystems.com or read the E-discovery 2.0 blog at: http://www.clearwellsystems.com/e-discovery-blog/.
    About Law Technology News
    Law Technology News provides timely information and insight into the latest technologies, products and services available for the legal marketplace. Each month, the award-winning magazine features new product announcements, as well as monthly articles and columns written by industry experts and senior law firm decision makers. LTN is distributed to more than 40,000 selected subscribers and is also available on the Web at www.lawtechnologynews.com. The magazine is published by Incisive Media, a leading global provider of specialized business news and information, in print, in person and online.

    2017-2022 Malaysia Electric Wheelbarrow Market Report (Status and Outlook)

    Table of Contents 2017-2022 Malaysia Electric Wheelbarrow Market Report (Status and Outlook) 1 Electric Wheelbarrow Market Overview 1.1 Product Overview and Scope of Electric Wheelbarrow 1.2 Electric Wheelbarrow Market Segment by Types 1.2.1 Malaysia Electric Wheelbarrow Sales Present Situation and Outlook by Types (2012-2022) 1.2.2 Malaysia Electric Wheelbarrow Sales Market Share by Types in 2016 1.2.3 Electric Moving Wheelbarrow Electric Lifting Wheelbarrow 1.3 Malaysia Electric Wheelbarrow Market Segment by Applications/End Use Industries 1.3.1 Malaysia Electric Wheelbarrow Sales Present Situation and Outlook by Applications/End Industrials (2012-2022) 1.3.2 Malaysia Electric Wheelbarrow Sales Market Share by Types in 2016 1.3.3 Logistics Industry 1.3.4 Construction Site 1.3.5 Factory Workshop Others 1.4 Malaysia Electric Wheelbarrow Overview and Market Size (Value) (2012-2022) 1.4.1 Malaysia Market Electric Wheelbarrow Overview 1.4.2 Malaysia Electric Wheelbarrow Market Size (Value and Volume) Status and Forecast (2012-2022) 2 Malaysia Electric Wheelbarrow Sales, Revenue (Value) and Market Share by Vendors/Manufacturers 2.1 Malaysia Electric Wheelbarrow Sales and Market Share (2012-2017) by Vendors/Manufacturers 2.2 Malaysia Electric Wheelbarrow Revenue and Market Share by Vendors (2012-2017) 2.3 Malaysia Electric Wheelbarrow Average Price by Vendors in 2016 2.4 Malaysia Electric Wheelbarrow Manufacturing Base Distribution, Sales Area, Product Types by Vendors 2.5 Electric Wheelbarrow Market Competitive Situation and Trends 2.5.1 Electric Wheelbarrow Market Concentration Rate 2.5.2 Electric Wheelbarrow Market Share of Top 3 and Top 5 Vendors 2.5.3 Mergers & Acquisitions, Expansion 3 Malaysia Electric Wheelbarrow Sales, Revenue (Value) by Type and Application (2012-2017) 3.1 Malaysia Electric Wheelbarrow Sales, Revenue, Market Share and Price by Type (2012-2017) 3.1.1 Malaysia Electric Wheelbarrow Sales and Market Share by Type (2012-2017) 3.1.2 Malaysia Electric Wheelbarrow Revenue and Market Share by Type (2012-2017) 3.1.3 Malaysia Electric Wheelbarrow Price by Type (2012-2017) 3.2 Malaysia Electric Wheelbarrow Sales and Market Share by Application (2012-2017) 3.3 Malaysia Market Electric Wheelbarrow Sales, Revenue (Million USD), Price and Gross Margin (2012-2017) 4 Malaysia Electric Wheelbarrow Vendors/Manufacturers Profiles and Sales Data 4.1 Muck Truck 4.1.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.1.2 Electric Wheelbarrow Product Types, Application and Specification 4.1.2.1 Category One 4.1.2.2 Category Two 4.1.3 Muck Truck Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.1.4 Main Business/Business Overview 4.1.5 Muck Truck News 4.2 Overland 4.2.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.2.2 Electric Wheelbarrow Product Types, Application and Specification 4.2.2.1 Category One 4.2.2.2 Category Two 4.2.3 Overland Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.2.4 Main Business/Business Overview 4.2.5 Overland News 4.3 SCHMID Group 4.3.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.3.2 Electric Wheelbarrow Product Types, Application and Specification 4.3.2.1 Category One 4.3.2.2 Category Two 4.3.3 SCHMID Group Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.3.4 Main Business/Business Overview 4.3.5 SCHMID Group News 4.4 Sherpa Tools 4.4.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.4.2 Electric Wheelbarrow Product Types, Application and Specification 4.4.2.1 Category One 4.4.2.2 Category Two 4.4.3 Sherpa Tools Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.4.4 Main Business/Business Overview 4.4.5 Sherpa Tools News 4.5 Nu-Star Material Handling 4.5.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.5.2 Electric Wheelbarrow Product Types, Application and Specification 4.5.2.1 Category One 4.5.2.2 Category Two 4.5.3 Nu-Star Material Handling Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.5.4 Main Business/Business Overview 4.5.5 Nu-Star Material Handling News 4.6 Yuanyu 4.6.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.6.2 Electric Wheelbarrow Product Types, Application and Specification 4.6.2.1 Category One 4.6.2.2 Category Two 4.6.3 Yuanyu Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.6.4 Main Business/Business Overview 4.6.5 Yuanyu News 4.7 Nenkeen 4.7.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.7.2 Electric Wheelbarrow Product Types, Application and Specification 4.7.2.1 Category One 4.7.2.2 Category Two 4.7.3 Nenkeen Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.7.4 Main Business/Business Overview 4.7.5 Nenkeen News 4.8 PowerPac Baumaschinen GmbH 4.8.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.8.2 Electric Wheelbarrow Product Types, Application and Specification 4.8.2.1 Category One 4.8.2.2 Category Two 4.8.3 PowerPac Baumaschinen GmbH Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.8.4 Main Business/Business Overview 4.8.5 PowerPac Baumaschinen GmbH News 4.9 Zallys 4.9.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.9.2 Electric Wheelbarrow Product Types, Application and Specification 4.9.2.1 Category One 4.9.2.2 Category Two 4.9.3 Zallys Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.9.4 Main Business/Business Overview 4.9.5 Zallys News 4.10 PAW 4.10.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.10.2 Electric Wheelbarrow Product Types, Application and Specification 4.10.2.1 Category One 4.10.2.2 Category Two 4.10.3 PAW Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.10.4 Main Business/Business Overview 4.10.5 PAW News 4.11 Etesia UK 4.11.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.11.2 Electric Wheelbarrow Product Types, Application and Specification 4.11.2.1 Category One 4.11.2.2 Category Two 4.11.3 Etesia UK Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.11.4 Main Business/Business Overview 4.11.5 Etesia UK News 4.12 Huzhou Daxi Zhenhua 4.12.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.12.2 Electric Wheelbarrow Product Types, Application and Specification 4.12.2.1 Category One 4.12.2.2 Category Two 4.12.3 Huzhou Daxi Zhenhua Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.12.4 Main Business/Business Overview 4.12.5 Huzhou Daxi Zhenhua News 4.13 Alitrak Australia 4.13.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.13.2 Electric Wheelbarrow Product Types, Application and Specification 4.13.2.1 Category One 4.13.2.2 Category Two 4.13.3 Alitrak Australia Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.13.4 Main Business/Business Overview 4.13.5 Alitrak Australia News 4.14 Keunwoo Tech 4.14.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.14.2 Electric Wheelbarrow Product Types, Application and Specification 4.14.2.1 Category One 4.14.2.2 Category Two 4.14.3 Keunwoo Tech Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.14.4 Main Business/Business Overview 4.14.5 Keunwoo Tech News 4.15 Ren Jieh 4.15.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.15.2 Electric Wheelbarrow Product Types, Application and Specification 4.15.2.1 Category One 4.15.2.2 Category Two 4.15.3 Ren Jieh Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.15.4 Main Business/Business Overview 4.15.5 Ren Jieh News 4.16 Wgreen Tecnology 4.16.1 Company Basic Information, Manufacturing Base, Sales Area and Its Competitors 4.16.2 Electric Wheelbarrow Product Types, Application and Specification 4.16.2.1 Category One 4.16.2.2 Category Two 4.16.3 Wgreen Tecnology Electric Wheelbarrow Sales, Revenue, Price and Gross Margin (2015 and 2016) 4.16.4 Main Business/Business Overview 4.16.5 Wgreen Tecnology News 5 Production Cost Analysis of Electric Wheelbarrow 5.1 Main Raw Materials of Electric Wheelbarrow 5.1.1 List of Electric Wheelbarrow Main Raw Materials 5.1.2 Electric Wheelbarrow Main Raw Materials Price Analysis 5.1.3 Electric Wheelbarrow Raw Materials Major Suppliers 5.1.4 Electric Wheelbarrow Main Raw Materials Market Concentration Rate 5.2 Production Cost Structure of Electric Wheelbarrow 5.2.1 Raw Materials 5.2.2 Labor Cost 5.2.3 Production Expenses 5.3 Electric Wheelbarrow Manufacturing Process/Method 6 Value Chain, Purchasing Strategy and Downstream Buyers 6.1 Electric Wheelbarrow Value Chain Analysis 6.2 Upstream Raw Materials Purchasing 6.3 Raw Materials Sources of Electric Wheelbarrow Major Vendors in 2016 6.4 Downstream Buyers 7 Marketing Strategy Analysis, Distributors/Traders 7.1 Sales Channel 7.1.1 Direct Sales 7.1.2 Indirect Sales 7.1.3 Sales Channel Development Trend 7.2 Product Market Positioning 7.2.1 Pricing Strategy 7.2.2 Brand Strategy 7.2.3 Target Client 7.3 Electric Wheelbarrow Distributors/Traders List in Malaysia 8 Market Influences Factors Analysis 8.1 Changes from the Related Industries 8.2 Substitutes Threat 8.3 Customer Preference Change 8.4 Economic/Political Environmental Change 8.5 Upstream and Downstream Fluctuation 9 Malaysia Electric Wheelbarrow Market Forecast (2017-2022) 9.1 Malaysia Electric Wheelbarrow Sales, Revenue and Price Forecast (2017-2022) 9.1.1 Malaysia Electric Wheelbarrow Sales and Growth Rate Forecast (2017-2022) 9.1.2 Malaysia Electric Wheelbarrow Revenue and Growth Rate Forecast (2017-2022) 9.1.3 Malaysia Electric Wheelbarrow Price Trend Forecast (2017-2022) 9.2 Malaysia Electric Wheelbarrow Sales Forecast by Type (2017-2022) 9.3 Malaysia Electric Wheelbarrow Sales Forecast by Application (2017-2022) 10 Research Findings and Conclusion 11 Appendix 11.1 Methodology 11.2 Analyst Introduction 11.3 Data Source 

    tecnology

    How technology helps freezing city grow tomatoes all year round

    Greenhouse invented by a Japanese company allows what's often called the coldest city on earth to grow tomatoes when temperatures drop to -50 Celsius, as Francis Maguire reports.
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    Huawei, Chinese Technology Giant, Is Focus of Widening U.S. Investigation

    Huawei has not been accused of wrongdoing. As an administrative subpoena, the Treasury document does not indicate that the Chinese company is part of a criminal investigation.
    Still, the widening inquiry puts Huawei in an awkward position at a moment when sanctions have taken on new import. The Trump administration has been working to push China to cut back its trade, and in turn economic support, for North Korea, amid rising tensions over the North’s nuclear and missile programs. The growing investigation also comes after Huawei’s smaller domestic rival, ZTE, in March pleaded guilty to breaking sanctions and was fined $1.19 billion.
    It is not clear why the Treasury Department became involved with the Huawei investigation. But its subpoena suggests Huawei might also be suspected of violating American embargoes that broadly restrict the export of American goods to countries like Iran and Syria.
    “The most likely thing happening here is that Commerce figured out there was more to this than dual-use commodities, and they decided to notify Treasury,” said Matthew Brazil, a former United States commercial officer in Beijing and founder of the Silicon Valley security firm Madeira Consulting.
    Huawei said in a statement that it “has adhered to international conventions and all applicable laws and regulations where it operates.” The company would not comment on the specifics of the investigation but said it had a “robust trade compliance program.”
    Still, by its own admission, the company has at times struggled with corporate governance. In a rare 2015 media appearance, Ren Zhengfei, Huawei’s founder, said that 4,000 to 5,000 employees had admitted to various improprieties as part of a “confess for leniency” program the company set up in 2014.
    “The biggest enemy we’ve run into isn’t other people,” he said at the time. “It’s ourselves.”
    A Treasury spokeswoman declined to comment on whether it was conducting an investigation. A Commerce Department spokesman also declined to comment.
    Huawei plays an important strategic role for China. The company is often a part of Chinese overseas trade delegations and investment deals in emerging markets like South America and Africa. As a major spender on research and development, it is also a crucial part of Chinese industrial policies aimed at building up domestic technological capabilities.
    It has also turned itself into an increasingly recognized smartphone brand. In the fourth quarter of 2016, Huawei was the third-largest smartphone maker in the world, with a global market share of about 10 percent.
    The subpoena, which was sent to Huawei’s Texas offices in the Dallas suburb of Plano, called for the company to describe technology and services provided to Cuba, Iran, Sudan and Syria over the past five years. It also called for the identity of individuals who played a part in those transactions. North Korea, which was named in the Commerce Department subpoena issued last year, was not named in the Treasury Department subpoena.
    The scrutiny of Huawei shows the increased importance both the United States and China are putting on the technology industry. Earlier this year a Pentagon report distributed at the top levels of the Trump administration indicated Chinese flows of investment into American start-ups were a new cause for concern.
    The American authorities have jurisdiction over the trade of companies like Huawei and ZTE when those companies sell equipment made by or featuring components from American companies. If Huawei is deemed to have violated American laws, it could have its access to American electronic components cut off. Given the company’s size — it is one of the two largest cellular phone equipment makers in the world — that could have an effect on the expansion of mobile networks around the globe.
    When the Department of Commerce first announced its investigation into ZTE, it released a document in which ZTE executives mapped out a plan for how to get around American export controls. The document said the strategy came from a company that ZTE labeled with the code name F7, which The New York Times reported closely resembled Huawei.
    Earlier this month 10 members of Congress sent a letter to the Commerce Department demanding that F7 be publicly identified and fully investigated.
    “We strongly support holding F7 accountable should the government conclude that unlawful behavior occurred,” read a part of the letter.
    Continue reading the main story 

    Ticket Monster Raises $115 Million Capital as Technology Companies Face Funding Challenges

    SEOUL—South Korean mobile-commerce company Ticket Monster Inc. said Wednesday it has raised $115 million in fresh funding, but at a lower valuation than a previous round last year, underscoring the recent struggles of once-hot technology startups to attract investors.
    KKR Co.-backed Ticket Monster, which is locked in a fierce three-way contest for dominance of South Korea’s mobile-commerce market, said its new round of funding values the company at $1.3 billion, a touch lower than its previous valuation of $1.5 billion...
     
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