Wednesday's highly-anticipated antitrust hearing featuring Amazon CEO Jeff Bezos, Google and Alphabet CEO Sundar Pichai, Facebook CEO Mark Zuckerberg, and Apple CEO Tim Cook has officially come and gone. Now, Congress will consider the testimonies delivered during the hearing as well as other meetings and hearings made in the last year as part of its investigation into online competition. Lawmakers will also take into account hundreds of thousands of internal company emails, memos, and other documents submitted to Congress as part of the investigation. Congress will release a report outlining its findings of the investigation in the coming weeks. The report could be another step toward eventually creating new antitrust laws, or revising the original ones, that would better apply to 21st-century big tech and could more efficiently keep the industry in check. Visit Business Insider's homepage for more stories. Wednesday's nearly six-hour tech antitrust hearing was quite a spectacle. Republican lawmakers used the opportunity to question the execs on anticonservative bias they say is prevalent on the online platforms. One of them, Rep. Jim Jordan, asked the CEOs for their opinion on cancel culture. Some subcommittee members mispronounced Google CEO Sundar Pichai's name incorrectly (peek-eye.) Amazon CEO Jeff Bezos forgot to unmute himself before talking at one point and took a snack break or two.  Though highly-anticipated and star studded, Wednesday's Big Tech hearing was just one part of an ongoing congressional investigation into competition in the digital market. And some of the most striking revelations so far come not from the CEO questioning, but from the hundreds of thousands of internal company emails and other documents gathered by Congress. As Business Insider has reported, the unguarded discussions among company leaders in the emails reveal a pattern of cutthroat actions to snuff out or leapfrog emerging rivals.  Now it's up to the members of Congress to roll up their sleeves and — taking into account the trove of emails, the CEO's answers at Wednesday's hearing, and the hundreds of hours of other meetings and hearings — reach an agreement about what kind of ground rules are preprepared for the new breed of corporate juggernauts that control powerful and borderless digital platforms. The antitrust subcommittee is expected to release a report of its investigation in the coming weeks. The end goal is to create new laws, or approve revisions to the original century-old ones, that are better tailored to 21st-century tech companies. The laws as they stand now aren't updated to apply to modern tech business. For example, US anticompetitive laws have to show that consumers are being harmed, and that's more difficult to do in big tech than in other industries in the past, like oil. As Rep. David Cicilline, the chair of the House Judiciary's antitrust subcommittee, said in his closing statements Wednesday, "This hearing has made one fact clear to me: These companies as they exist today have monopoly power. Some need to be broken up, all need to be regulated and held accountable." But blanket regulation may not be feasible, since each of the four companies present different concerns with regards to competition. Amazon is primarily being investigated over claims that it gives special treatment to its own brands over third-party sellers. Google is under scrutiny for its dominance in digital ads. Facebook is in the spotlight for acquiring would-be competitors like WhatsApp and Instagram. And lawmakers are looking into Apple's App Store commission rates and whether or not they hurt developers. So Congress would not only have to lay the groundwork for better antitrust regulation in the tech world but design it in a way that encompasses a broad scope of anticompetitive business practices. That won't be easy, but the hearing and the antitrust subcommittee's upcoming report is a step in that direction.SEE ALSO: A surfaced email shows Apple striking a 2016 deal with Amazon, offering a 15% App Store fee instead of 30% so that the Prime Video app would launch on iPhones Join the conversation about this story » NOW WATCH: Why Pikes Peak is the most dangerous racetrack in America
I own a 2017 Toyota RAV4 Hybrid, and I love the crossover. But I recently drove a new 2020 Honda CR-V Hybrid. I really, really liked the CR-V Hybrid, now available in the US market. Here's the thing: I always like Hondas better than Toyotas — they're fun to drive. But I've often ended up buying Toyotas, and I think I'm going to stick with the RAV4, even though the CR-V is better. Visit Business Insider's homepage for more stories. Readers perhaps at this point that I'm a big enough fan of hybrids that I own two: a 2011 Toyota Prius and a 2017 Toyota RAV4. I adore the combination of relability and value that these vehicles offer, and I also bought both of the as "certified pre-owned" cars, meaning that I went through a Toyota dealer and got the peace of mind provided by a certification process, plus a warranty. Now, I intend to buy a used Tesla Model S the next time I'm in the market, but I ended up with the RAV4 last year because I needed a new car in a hurry and already had a relationship with a nearby Toyota dealership. Over the past six years, I've driven more than my fair share of Toyotas and Hondas, including the RAV4 and CR-V. Both are crucial to their makers' US sales, as they're entry-level sets of wheels for many folks. Until the 2020 model year, you couldn't get a CR-V hybrid in the US. You can now, and Honda let me borrow a nicely-equipped Touring trim that stickered at about $37,000. I wasn't planning to match it up again my RAV4, but of course I reflexively did. Not a fair fight, as the CR-V was more or less brand new, while the RAV4 is a weathered three year old. But the fight went on. Here's how it went:FOLLOW US: On Facebook for more car and transportation content! Last year, I bought a certified pre-owned 2017 Toyota RAV4 hybrid. This is not my car. This RAV4 is shiny and new, while as we'll see in a moment, my RAV4 isn't. My RAV4 is a family car, and as a result, it's suffered the usual indignities. I've fixed them with tape. Read about fixing a car with a cheap roll of tape. Anyway, the contestants! On the left, my 2017 Toyota RAV4 Hybrid. On the right, a 2020 Honda CR-V Hybrid. The RAV4 is up first! A disclaimer: I don't review personal cars, unless there's something historic about them (I don't review rental cars either). Carmakers loan me "press vehicles" that are new or relatively new, and that have been maintained properly.  I make only one exception, and that's for vehicles I own. The car has been around since the mid-1990s. My 2017 is from the fourth generation, and the Hybrid went on sale in 2013. I paid less than $30,000 for one in a black paint job (not my favorite, but that's what my dealer had). My RAV4 benefitted from a mid-cycle design refresh for the 2016 model year and thereafter. My RAV4 came with some fetching allow wheels, but they aren't the blingiest on the road. The RAV4 has endured some mishaps. Here's the original fender-bender, the repair of which is holding up pretty well. The left-rear flank took some damage earlier this year., And right before I took photos for this comparison, the right front fender got clonked. Thank goodness for Gorilla Tape! Although at this point, I'm running low! I have the all-wheel-drive XLE trim level, one notch above the base car, the LE. If you want a new XLE Hybrid from the fifth-gen, which debuted in 2018, you're looking at about $30,000. The top-of-the-line Limited Hybrid is almost $37,000. In addition to the Gorilla Tape, I've added other adornments to the exterior. I've been an avid WMFU listener since 1990 — its a New Jersey-based free-form radio station. The overall design is moderately sleeker than the older, boxy RAV4s. The integrated spoiler is dashing — and helps a bit with the disadvantaged crossover aerodynamics. Cargo capacity is great for the segment: 38 cubic feet with the second row up, 73 cubic feet with it down. My RAV4 also has a weatherproof cover for the cargo hold floor. If I need to tote more cargo, my RAV4 has roof rails. The drivetrain uses a RAV4-version of Toyota's now-venerable Hybrid Synergy Drive. It's a 2.5-liter, four-cylinder engine, making 194 horsepower with 206 pound-feet of torque. This is a parallel hybrid, although it can run at low speeds for brief periods on battery power and electric motors alone. The not-inconsiderable power is piped through the CVT transmission to the capable AWD system. I don't keep scrupulous track, but I get about 30-35 mpg on average. The RAV4 has three drive modes. Once the battery has sufficient juice, the ute can poke along in EV Mode without the gas motor kicking on. Eco Mode maximizes fuel-economy at the expense of pep. Sport mode burns more gas, but it also improves highway passing and merging capability. Still, the 0-60mph time isn't dazzling, at around eight seconds. The interior is a basic, black cloth affair. Easy to care for. No complaints about the leather-wrapped, multifunction steering wheel. The instrument cluster is simple, with the dial on the left providing info about how much charge is being returned to the battery. The small center screen can be customized. I debated between the RAV4 Hybrid and the larger Highlander Hybrid, in the end going for the RAV4. As it's turned out, the back seat has been large enough to transport my three kids on numerous occasions. The moonroof is of decent size. I won't say I'm mad for my RAV4's interior, but it is seemingly indestructible, and that's what you want in a family hauler. I like the simple layout of the center stack. The climate controls are straightforward and easy to operate in cold weather. The infotainment system isn't that great, but it gets the job done. There's Bluetooth device pairing, USB connectivity, and satellite radio. My XLE didn't come with a navigation package, however. I've been extremely happy with my RAV4 Hybrid. It hasn't given me a lick of trouble since I bought it a year ago, and it sailed through a Northeastern winter. On to the 2020 Honda CR-V Hybrid! Yes, indeed, it looks much nicer than my RAV4! And not just because of the smashing red paint job and all-new styling — and thanks to being washed! The CR-V is simply a sharper crossover. I usually consider Hondas to be more jazzily designed than Toyotas, although the latter has improved of late. The hybrid offering is a new thing for the CR-V in the US. My test car was the top-spec Touring trim, which starts at just over $36,000. We generally get the highest trim level of the vehicles that we review. Like my RAV4, this ute has all-wheel-drive. Some attractive 19-inch allow wheels on this CR-V! The new CR-V is snazzier than my RAV-4, but is it snazzier than the latest generation of the Toyota? To me, it's a close call — a slight edge to the new RAV4, I'd say. The rear end of the CR-V is sort of busy. Note the tail lights that extend past the surface of the ute's flanks. Flamboyant! Cargo space is competitive with my RAV4: 33 cubic feet, going up to 69 cubic feet if you drop the rear seats. The carpeted cargo-hold floor would be tougher to clean than my RAV4's. This CR-V also came with roof rails. Unlike my RAV4, the CR-V's lift gate was powered. As far the interior contest goes ... well, there is no contest. The premium leather treatment, with heated seats, completely blew away my more utilitarian RAV4. And the wood details added a near-luxury vibe. Of course, rear-seat legroom is about the same. Honestly, I think the moonroof was smaller in the CR-V. It's a dang nice interior! I absolutely looked forward to jumping in! Hybrid Synergy Drive vs. Earth Dreams Technology! The CR-V drivetrain uses a 2.0-liter, four-cylinder engine, making 212 horsepower with 175 pound-feet of torque. Combined city/highway MPG of 38 beats my RAV4's 32. The RAV4 also has a CVT transmission, sending power to the AWD system. AND the CR-V has three drive modes: Eco saves gas, Sport is fun, and EV allows for brief spurts of all-electric operation. The paddles behind the leather-wrapped, multifunction steering wheel control the intensity of the regenerative braking. Not a feature I have on my RAV4 (which also has regen braking, just not on demand). The instrument cluster is also fully digital. The CR-V's infotainment system is much better than my RAV4's. It runs on a similarly scaled but much more responsive touchscreen, with crisper rendering. The CR-V also had a navigation package. As for the basics, Bluetooth pairing and USB connectivity were present, but ... ... so was wireless charging! OK, so the obvious winner here is the 2020 Honda CR-V Hybrid. But what about my buyer's remorse? Well, I couldn't buy the CR-V Hybrid in 2019 because it wasn't yet available in the US market. So the RAV-4 Hybrid was my choice. But if I were choosing again today, between a Honda hybrid compact ute and the Toyota, what would I do? The classic Honda vs. Toyota battle, for me, always comes down to durability against driving fun. Hondas are almost always more fun to pilot. But I know from experience that Toyotas will run forever, mostly trouble free, and that Hondas, while incredibly reliable, throw a few more problems at you. In hybrid land, Toyota has also been steadily refining its tech for about two decades, while Honda — not exactly a latecomer — has been at it for less time. Both reduce tailpipe emissions. So if I'm going with what I know, I'm leaning Toyota. I want my personal vehicles to be cheap to operate and to start every single crank. Of course, then I jump into the Honda CR-V hybrid and I say to myself, "Zowie! This thing is great!" It's notably quicker, the steering provides a far more connected-to-the-wheels sensation, and the CVT transmission feels more brisk. The suspension tuning is also nice and crisp, compared to the overly smooth demeanor of my RAV4.  (By the way, I've sampled the lastest-gen RAV4, and it's a better driver than my car, although the non-hybrid version didn't impress me on the engine or transmission fronts.) How would the CR-V stack up against the RAV4 in crummy weather? My RAV4 has two electric motors, one over the rear axle, and in my experience, even deep snow presents few difficulties for the system. The CR-V has just one electric motor, favoring a more conventional AWD design that sends power to the back wheels when needed. That could be a factor in the driving dynamics, giving the CR-V its snappier personality. As for foul-weather challenges, I'd have to get the CR-V back in winter for a proper evaluation. Dear reader, understand that this always happens to me: I dig the Honda, buy the Toyota. If I were a civilian and not a soldier in the ranks of the auto-writing army, I would perhaps lean Honda, based on test drives. But what if you want to buy used? Is the RAV4 Hybrid, 2017 edition, a better choice than the new CR-V hybrid?  I'd have to say that if you don't mind giving up on some current tech, the RAV4 is thoroughly compelling. However, my Toyota cost me about what a new CR-V would, for a lower trim level. Obviously, I'd spend less now on the Toyota. So, really, the whole situation is a conundrum. The upshot is that you'd get a nicer overall car with the CR-V Hybrid, new, and superior fuel economy. But you get a set-it-and-forget vehicle with the RAV4 Hybrid, used. So I'm not ready to make a trade. But what a world we live in! Everybody owes it to themself to sample the hybrid trims of these two stalwart compact crossovers.
Mark Zuckerberg is warning that restricting Facebook's ad targeting will hurt small businesses. The Facebook CEO and other senior execs say the social network was a "lifeline" for many companies during the pandemic. During a call with analysts on Thursday, they argued that heavy-handed regulation on Facebook risks negative "macro-economic" effects. The remarks highlight how the company is using the pandemic to defend itself amid mounting political and regulatory scrutiny. Facebook has rolled out extensive new products in response to coronavirus, including new ways for businesses to connect with customers and new tools for users to talk to one another. Facebook has previously warned that attempts to curtail its power would be a gift to China, which is building giant tech companies that don't share the same democratic values it does. Now Facebook has a new reason it says regulators should leave it alone: What's bad for Facebook is bad for small businesses. The Silicon Valley-headquartered social networking firm is facing unprecedented political and regulatory pressure — from antitrust concerns that culminated in a historic hearing on Wednesday to advertiser concerns around content moderation, and perennial calls for greater privacy protections for users. The company is now putting fresh emphasis on its positive impact on the economy during the coronavirus crisis, arguing that its advertising tools present a "lifeline" to small businesses and that attempts to restrict its ad tools could have "macro-economic" effects. On Thursday, Facebook reported its second quarter financial results for 2020. It was a resounding success across the board, handily beating Wall Street's expectations on everything from revenues to user numbers, sending its stock climbing 8%. The company's senior executives used a subsequent call with analysts to reinforce Facebook's economic importance — offering a look at how Facebook is using the pandemic to bolster its political defenses.  First, CEO Mark Zuckerberg warned that regulation around online advertising could impact the entire economy. Here's what he said (emphasis added):  "That's why I am often troubled by the calls to go after internet advertising, especially during a time of such economic turmoil like we face today with Covid. It's true that making it more difficult to target ads would affect the revenue of companies like Facebook. But the much bigger cost of such a move would be to reduce the effectiveness of the ads and opportunities for small businesses to grow. This would reduce opportunities for small businesses so much that it would probably be felt at a macro-economic level. Is that really what policymakers want in the middle of a pandemic and recession? The right path, I believe, is regulation that keeps people's data safe while allowing the benefits of this kind of personalized and relevant advertising." It's a line that was echoed by COO Sheryl Sandberg, who described Facebook as a "lifeline for businesses" during COVID-19: "Along with our free tools, personalized advertising is a lifeline for businesses – especially small businesses who can't afford broad campaigns aimed at mass audiences. For just a few dollars, now more than 9 million advertisers use our platforms to reach audiences interested in their products – and we enable this in a way that protects people's privacy and produces measurable results. In today's economy when businesses are struggling and customers aren't physically walking into their stores or restaurants, this is more important than ever. Facebook has poured considerable resources into its coronavirus response efforts — building new tools like Shops to help businesses build online profiles during pandemic lockdowns around the world, as well as major grant programs to small businesses.  The company has seen business continue to grow by double-digit percentages, despite the economic crisis that has devastated so many other sectors of the economy. Facebook's revenues grew by 11% year-over-year in Q2 of 2020, up to $18.69 billion. And user numbers for Facebook similarly grew by 12% year-over-year, as people flocked to its online services to communicate with friends and family they couldn't meet with physically. CFO Dave Wehner took a similar tack in his comments — also singling out changes Apple is making to protect users privacy in the upcoming iOS 14 as similarly troubling. "Our view is that Facebook and targeted ads are a lifeline for small businesses, especially in a time of COVID," he said. "And we are concerned that aggressive platform policies will cut at that lifeline at a time when it is so essential for small business growth and recovery." In this telling, Apple and privacy advocates aren't just out to get Facebook, then, but a risk to the health of the high street and mom-and-pop businesses — a line of argument that matches Facebook's interests with those of the broader economy. It remains to be seen if regulators buy it. Got a tip? Contact Business Insider reporter Rob Price via encrypted messaging app Signal (+1 650-636-6268), encrypted email ([email protected]), standard email ([email protected]), Telegram/Wickr/WeChat (robaeprice), or Twitter DM (@robaeprice). We can keep sources anonymous. Use a non-work device to reach out. PR pitches by standard email only, please.Join the conversation about this story » NOW WATCH: How waste is dealt with on the world's largest cruise ship
I drove the glorious 2020 Porsche 718 Spyder, a high-performance convertible two-seater that goes for a well-optioned $105,780. The Spyder has a new 414-horsepower flat-six engine that's devoid of turbochargers and, in my car, mated to a crisp six-speed manual transmission. The Spyder traces it lineage to the open-air racers of the 1950s. It isn't a practical car, but it is the best Porsche money can buy — and, for me, a ticket to happiness. Visit Business Insider's homepage for more stories. "The colors tremble and vibrate." That's a line from the title poem in Frederick Seidel's 1998 collection "Going Fast," a work crammed with references to the motorcycles Seidel loves. Speed is a combination of reality and perception — we understand it as it's happening — and on a motorbike, you'd better be processing what's going on and doing it with all available gray matter and muscle memory. The colors don't tremble or vibrate quite as much in a car. In many cars, they're positively immobile. But as I'm not riding these days, I take what I can get from four-wheelers. A few weeks ago, Porsche lent me a 718 Spyder, model year 2020. Over a week's time, I didn't just reacquaint myself with the trembling and the vibrating. I found some new colors.FOLLOW US: On Facebook for more car and transportation content! I'm not going to show you what the Spyder looks like top up. Some folks might think the roadster looks cool with its sleek semi-automatic cloth roof, complete with winglets that evoke the flimsy covering of the roadster's heritage. But I don't. The Spyder needs to live a largely top-down life, like its legendary antecedent. You know the car I'm talking about: "Little Bastard." James Dean's deathmobile, No. 130, a 1955 Porsche 550 that lost a tragic open-road encounter with 1950 Ford. Dean was 24. He'd barely had the car a week. You can't not think about the rebel without a cause — his white V-neck T-shirt, the driving gloves, the cigarette, and that '55 Porsche at a California filling station in the iconic photo, Dean's last known living image — when you slip into the snug cockpit of the 2020 Spyder. Sixty-five years have changed nothing. (Well, airbags.) You're in a topless two-seater with a Porsche badge on the hood, engine behind your head, road beneath your 20-inch alloy wheels. What you don't have is a flat-four engine making just over 100 horsepower. In fact, you have a flat-six, sans turbos of any sort, a 4.0-liter mill producing 414 horsepower with 309 pound-feet of torque and — get this, get it good — a redline at 8,000 rpm. (The 2021 911 Carrera S, by contrast, tops out a 7,500, with its 3.0-liter six.) Yessir! Beneath my left foot was a crisply responsive clutch pedal. Beneath my right hand, a six-speed stick. But I really didn't need anything past three. I'm not sure what anybody is going to do with the forthcoming dual-clutch transmission and its seven. Perhaps shave a few tenths off the Porsche-claimed zero to 60 mph time of 4.2 seconds. (But why? I got to 60 mph in what I thought was about 3.5 seconds, and I was barely into third gear.) The open air, the open road, the power and the power and the power, and I haven't even gotten to the exhaust note yet. The ever-present sense that the exquisite neutrality of the Spyder's balance could send one off into new adventures in either over- or understeer. The unsettling dynamics of this ... well, this little bastard. Heck, I'm a 911 fella through and through. Never have I fallen in line for the Boxsters and Caymans, although I've had my fun with the midmounted turbo fours. I usually like less weight and power, to max out the feathery nature of a proper two-seater. But the 2020 718 Spyder rearranged my consciousness, like something quick and compelling moving through space and time. This is a car that you dream about after the driving is done, then dream anew when the driving resumes, and before you know it, the driving and dreaming are the same thing. The 718 Spyder has a stablemate: the GT4, hard-topped and inarguably more the genuine mid-engine race car in the Porsche paddock. For the hardcore competitor, a worthy set of wheels. For me, an extra $3,000, base, on the Spyder and for what? A stiffer architecture? I'd rather channel the late Sir Stirling Moss and have the wind in a grinning swirl around my head. Let's say I spent the $105,780 to make this Spyder my own. I don't think I'd bother putting the top up once I took it down. The process is borderline maddening. First, you flick a switch in the cabin, between the seats. The windows lower, and three latches disengage from the windshield. The rear hatch pops open. You then exit the car and reconfigure the winglet on either side, raising the hatch before folding, not without some effort, the top in a compartment behind the seats. Thump the hatch closed and the alfresco driving can commence. Compared to this undertaking, which for me entailed some planning every time, with a Miata's sequence: drop windows, twist latch, throw soft-top back. The whole deal could be accomplished at a stoplight. I didn't look forward to wrestling with the Spyder's roof, but with rain in the forecast, I had to grapple several times. (Putting it back up is even harder than dropping it.) But I do own a garage, which at the moment is crammed with suburban summertime gear. If it were up to me, I'd remove the top entirely and knock the weight down to 3,500 pounds. A gossamer car cover would be my new protection from the elements, and the Spyder would never even witness winter. Are Porsches beautiful? Well, no. They're actually sort of, um, ugly. Homely. The bug eyes, the awkward haunches, the endless aesthetic problem of the front end ... and the rear end ... and the sides ... But Porsche sports cars are so magnificently engineered by the geniuses in Stuttgart that the visual offenses are forgiven as soon as the tires grab the tarmac. This is a tool. Who cares how it looks? I do, but if I want an object of beauty, there's always the Aston Martin DB9. If I want to drive for my life, I'd take a 911. Or would I? The issue with the 911 is that because the rear-engine design is so profoundly flawed, Porsche designers have been innovating since the mid-1960s to solve the problem. They've succeeded so thoroughly that the 911 has lost some edge. One can push the machine harder than ever without fear of catastrophe, as I did when I recently tested the new Carrera 4S and Turbo S in rapid succession. The 911 shows you how to drive it. The car plots a course into the future and guides you to it; no vehicle fills me with more confidence. The Spyder, on the other hand, undermines my confidence, oh-so subtly. I could feel the grip ebbing whenever I got frisky. In my heart, I want this and want it badly from a rear-drive sports car, and I got it not too long ago from an Aston V8 Vantage. That was 503 hp with tail-happy slip, however, and it was sort of scary. (This is comparative; the 800 hp in a Dodge Challenger SRT Hellcat Redeye Widebody was flatly terrifying.) The Spyder's 414 was easier to work with, the limit of what I can handle when it comes to throttle versus tire adhesion. In a word, exhilarating. In another, alive. In yet another, I'll admit, beautiful. I drove the Spyder a lot, both because it's addictive to drive and because during the Northeaster summer you want top-down motoring into the night. New Jersey's legendary Garden State Parkway is a few minutes from my house, and I made for it with a certain native son's song lyrics in my head and a sense of guilt in my gut that I was taking to the thoroughfare in a German roadster, rather than an American muscle car. Parkway journeys aren't the best use of the Spyder's talents, but they can get you to regions where the roads wind and wend, twist and bend. But we're not there just yet. At high speed, the Spyder is perplexing. Thanks to that 8,000 rpm redline, which sits there on the tachometer, beckoning one to, you know, test it. Hammer the accelerator and observe the needle climb until the soulful huff of the flat six becomes, if not a scream, then a sort of throaty yowl. I wanted to throw the shifter into fifth, but the engine only needs second and (barely) third. The torque is so cussedly available after three snicks that you rapidly forget about downshifting for more pop and simply hang out around 4,000 or 5,000 rpm and grab speed whenever you want or need it. The Spyder basically trifles with everything else on the road, save the odd Voodoo V8 Mustang, a flat-crank hellraiser that's actually a fine track-day choice, but that offers none of the Spyder's panache. In a GT350, the redline is 8,250 rpm, which I used to dismember a racetrack in Utah a few years back, without departing from third gear. The 718, therefore, is a steering-and-braking-at-speed experience. With the wheel light and flicky in the hands, the suspension ready for whatever I could throw at it, and the brakes providing the on-command stopping and four Michelin Pilot Sport Cup 2's providing the gripping, boredom is vanquished and troubles retreat. The top speed is said to be 187 mph, at which point you might be able to use the retractable spoiler to add some useful downforce to the rear end, and count on the front aerodynamics to slip the airflow up and over the Spyder's smooth form, in the case of my tester wearing a sharp GT Silver Metallic paint job, the soft top cut from cloth the color of drying blood. The interior is premium yet purposeful. A "Bordeaux" red-and-black leather and Alcantara package adds almost $3,000 to the final damage, but in general the insides make few compromises. The Alcantara-clad wheel is intended for steering; it lacks the now typical multifunction array of buttons, switches, knobs, and dials. The seats are snug, and the evidence of discipline around weight — mass is the enemy of speed and handling — is in the webbed pull-handle door releases and lack of storage. The woeful retractable cupholders, flimsy things that no fool would risk with a steaming latte, are pathetic but understandable. They're made of load-lightening plastic. When they inevitably break and you throw them into a rest-stop trash can, subtract another eight ounces from the Spyder's bulk. The infotainment system, running on a modest touchscreen, is good for listening to music and provides GPS navigation, and it also enables the expected Bluetooth device pairing along with USB connectivity. But the real joy of the Spyder is taking the opportunity to ignore the tech. Punch up the exhaust note and switch off the cylinder-deactivation features (which probably helps yield the fuel economy figures of 16 mph city/23 highway/19 combined), and with the top down, come on and feel the noise. Seriously, you don't drop more than $100,000 ($96,300 base) on a ride like this if you want to fiddle with a touchscreen. Kudos to Porsche for installing infotainment. But it's a plus-$2,300 option. And I'd have been happy with a factory AM/FM and a folding roadmap. Apart from the cupholders, I got my usual kicks from stuff like the "smoking package," a micro-lighter and ashtray that I estimated could hold the butts of exactly three Marlboros.  A chronograph occupies prime real estate in the middle of the Spyder's dash and would be helpful if clocking lap times. As it stands, for the Spyder's mainly trackless customers, it's like a nice wristwatch, adding some functional style to the cabin.   As with the 911, it's impossible to gaze upon the Spyder's motor unless you're a qualified mechanic and are ready to dismantle the cowlings and covers. The 718's powerplant is even more concealed than the 911's, tucked away in the compact zone between seats and rear axle. Shockingly, combined with the usual front trunk, the Spyder has a moderately ample cargo hold under the rear hatch. I was able to tote, at one point, a folding camp chair and a shipment of outdoor lights from Home Depot. Versatility! I'm not kidding. I think the Spyder, with its two seats, could haul more stuff than some smaller three-row SUVs, with the third row deployed. It didn't occur to me to investigate towing capacity. Why do we even bother with manuals anymore? They're objectively slower than dual-clutch automatics and once you get over the thrills of blipping the throttle on your own downshifts, powering through the gears and launching off the clutch, and all that heel-toe tomfoolery if you get very, very motivated, they're hard to live with. We bother with them on cars like the Spyder because there's no point of cars like the Spyder without a movable stick between the seats and a third pedal on the floor. Remember, I'm tearing that annoying cover out and going top-down forever. This is not my daily driver, and a pox on the commute. I'm on a hunt for curves and corners when I drive the 718, and I want to be in control of the show. I could complain about the tricky shift into reverse: over to the left, hard, then up. But I won't. The 718 Spyder is utterly mesmerizing. It's one of those cars that showed me colors I hadn't seen before, by which I mean ushered into my brainpan some new mixtures of the physical, intellectual, emotional, and psychological realms that had previously been concealed. Top down and at speed, the car is a high-speed vision quest. The enlightenment it delivers is sadly ephemeral, but that just gives you excuse to strap in again and aim the nose back toward the open asphalt, with a mind freed to explore its corners thanks to stupendous German design and engineering. The Spyder is the only Porsche I've driven in some time that has added up to far more than its impressive specs. A recent batch of new 911s confirmed for me the genius of that machine and Porsche's commitment to making it ever better. The Cayenne SUV remains as brilliant as it was in the early 2000s, when it stunned the world with its greatness. I've even found some Panameras I could live with. But happiness, for me, is not now a warm puppy. Nor is it a walk on the wild side, nor a ride on a horse with no name. It's a Porsche Spyder. And I know where to find it.
Facebook CEO Mark Zuckerberg deflected questions about the company's VPN app at a recent House Judiciary hearing.
Companies in the Data Center Construction Market are facing issues in keeping their production facilities fully functional due to shortage of staff and resources amidst the COVID-19 (Coronavirus) outbreak.Avails out reports for exciting prices to learn new opportunities that companies can capitalize on during and after the Coronavirus crisis.Market LandscapeMarket Research Future (MRFR), in its new research report, asserts that the global market is booming and poised to expand signficantly over the review period, registering a exponential market revenue of 31.91 billion and a moderate 9% CAGR in the forecast period.FREE PDF @https://www.marketresearchfuture.com/sample_request/5809Drivers and RestraintsThe IoT is using a web of numerou resources such as computing economics, data analytics, rising utilization of IP- Based networking, cloud computing, and others that need a proper flow of data owing to which the gowth in the data center construction market can be witnessed.The data center construction market is also witnessing a considerable boost from data center facilities founded by companies such as Google, Microsoft, Amazon, and Facebook.The surge can be attributed to cloud computing, which has gained notable superiority in the past few years, and its evolution safeguards the outlook of the market.The construction of the site comprises labor cost, power cost, site acquisition, net taxes, construction cost, equipment cost, machinery cost, and labor availability that can put a huge tab on the leger — incurring such a substantial expense at the beginning of the project or as an accumulation in the midway limiting many companies from implementing such a plan.Segmental AnalysisBased on the design type, the market is segmented into electrical construction and mechanical construction.The electrical segment is the leading and the fastest-growing one with a predicted market value of USD 16.99 billion over the forecast period.Based on the tier type, the market is sub-segmented into tier1, tier3, tier2, and tier4.Vertical-wise segmentation of the market includes healthcare, BFSI, IT & telecommunication, oil and energy, media & entertainment, and the public sector.
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The Democratic National Committee reportedly warns of a fake email about page deactivation.
There's more speculation that Nvidia would buy Arm, with the Financial Times reporting on Friday that the chip giant plans to offer more than $32 billion for the chip design company. Such an acquisition would definitely expand Nvidia's reach in the semiconductor market, giving it more firepower against rivals Intel and AMD, veteran industry analysts told Business Insider. But such a deal would also face intense regulatory scrutiny, they said, and could hurt Arm's relationship with existing customers. "The regulatory and the customer backlash I think will be significant," Bernstein analyst Stacy Rasgon told Business Insider. Click here for more BI Prime stories. Speculation that chip giant Nvidia could buy Arm from Softbank intensified Friday with a report that it planned to offer more than $32 billion for the chip design company. The Financial Times report was greeted with some skepticism by some veteran semiconductor industry analysts, even as they also noted how it could be a game changer for Nvidia. Buying Arm would give the chipmaker access to highly valuable intellectual property that it could use to take on new markets, including servers and supercomputers, analysts say. "If Nvidia were to buy it, they would gain significant power in the marketplace," IDC President Crawford Del Prete told Business Insider. "Nvidia gains the ability to control the source code of Arm, arguably the most popular CPU [computer processing unit] architecture on the planet in terms of volume." Arm became a tech powerhouse by introducing a power-efficient chip architecture that became widely used in the mobile market, outpacing semiconductor giant Intel. Arm-based chips have also become important in the data center market.  Arm would also give Nvidia "more control over the direct intellectual  roadmap which Nvidia often leverages," said analyst Ben Bajarin of Creative Strategies Inc. "Perhaps they could leverage it to start going after server central processing unit [chips], which is what many have speculated," he said, which would enable them to take on Intel and AMD in a critical market.  Nathan Brookwood of Insight64, a market research firm focused on the semiconductor industry, said owning Arm would enhance Nvidia's position in high-performance computing, given the gains of Arm-based processors in that market. "Tighter integration between Nvidia and Arm could lead to more powerful supercomputers," he told Business Insider, noting that this could be bad news for Intel. "If Nvidia takes share in this market, it will come at Intel's expense." An Nvidia-Arm merger would "could accelerate the growth of Arm-based PCs," he added. "This would impact both Intel and AMD." But analysts agree that such a deal would be tough to pull off for Nvidia. The marketplace power Nvidia would gain by buying Arm "would bring into question the idea of fair competition and antitrust," Del Prete said. Particularly now: Nvidia's reported interest in acquiring Arm comes amid heightened antitrust scrutiny of the tech industry, underscored by the grilling this this week of the CEOs of Apple, Amazon, Facebook, and Google before the House of Representatives' antitrust subcommittee. Bernstein analyst Stacy Rasgon echoed the point, telling Business Insider, "The regulatory and the customer backlash I think will be significant." Arm makes money by licensing its technology to different chipmakers, including the giants of the industry. "The value proposition of Arm is that they're independent," Rasgon said. "I can't imagine any of our customers would be happy to see any of Arm's customers purchasing it." Brookhood also raised the issue of Arm's independence, saying, "Arm is currently a 'neutral' player in the industry." "Customers of an Nvidia-owned Arm would never be sure its policies and design initiatives were not being overly influenced by what's good for Nvidia, as opposed to what's good for Arm's customers and industry partners," he told Business Insider. Del Prete speculated that Nvidia could decide to maintain Arm as "a separate entity in order to keep other suppliers engaged at least for the near term." Bajarin raised a similar point as he noted that an Nvidia-Arm merger "may be tricky given the nature that Nvidia competitors use Arm's intellectual property." "If there was a clean way to keep this separate, it could work out," he said. Got a tip about Nvidia, Arm or another tech company? Contact this reporter via email at [email protected], message him on Twitter @benpimentel or send him a secure message through Signal at (510) 731-8429. You can also contact Business Insider securely via SecureDrop. Claim your 20% discount on an annual subscription to BI Prime by clicking here. SEE ALSO: The CEO of $2.5 billion Celonis explains the hot AI startup's big expansion push during the COVID crisis, and why it's looking to fill 600 new jobs with a base pay of up to $100,000 SEE ALSO: Intel's big fumble gives way to fears that it's 'about to give up its main source of competitive advantage,' as rivals like Arm, Nvidia, and AMD only get stronger Join the conversation about this story » NOW WATCH: Why electric planes haven't taken off yet
The study takes a closer look at the major economic turmoil, with a focus on the recent COVID-19 pandemic disruptions.Introduction to Programmatic AdvertisingProgrammatic advertising is sailing relentlessly on a disruptive ride backed by the latest technologies such as machine learning, artificial intelligence, digital OOH and voice search gaining the attention of advertisers.It is helping the whole adtech fraternity detect any aspect that can gain traction in the next few years.Mobiles are gradually replacing desktops and are being called the first screen programmatic technology, rapidly making its way into mobile phones.For instance, at present, Facebook is playing an important role in the growth of mobile programmatic.Almost every industry sector around the world is wholeheartedly embracing digitalization and is continually adopting digital technologies as well as devices to bring about advancements in business processes and also give rise to revenue generating opportunities.This rising adoption of digital devices among clients as well as their customers in order to share data amongst each other creates a solid platform for programmatic advertising and leads to significant market growth all over the world.Increasing popularity of social media services is a crucial growth booster in the programmatic advertising market.Programmatic offers a host of benefits via social media channels since the marketers are able to run highly effective campaigns with automated buying and reach the target audience with relevant messages using social media.
Microsoft is reportedly in talks to buy the US operations of viral video app TikTok, even as President Donald Trump threatens to ban the app over its China ties. TikTok seems to have little to do with Microsoft's existing business, which largely focuses on cloud computing and enterprise software. But, some analysts say, buying TikTok could win Microsoft accolades from the app's millions of users who are worried about Trump's threat of a ban: "Microsoft has the opportunity to be the hero here." Microsoft could be taking this as an opportunistic move to push back into the consumer market and establish a foothold in mainstream social media. On the other hand, some analysts say TikTok may just be too strange a fit to make sense for Microsoft. Are you a Microsoft employee? Contact this reporter via encrypted messaging app Signal (+1-425-344-8242) or email ([email protected]). Visit Business Insider's homepage for more stories. Microsoft is in talks with TikTok over a potential acquisition of the viral video app's US operations, according to multiple reports, as President Donald Trump plans to order TikTok's China-based parent company, ByteDance, to sell. Microsoft and TikTok declined to comment on these reports, and it's still unclear how advanced any talks might be, but the news came as a surprise to many: For all of TikTok's massive popularity, it has little to do with Microsoft's existing business – a business that largely focuses on business software, cloud computing, and serving working professionals. TikTok could be worth more than $30 billion, The Information reported — more than Microsoft's largest-ever acquisition to date, when it paid $26.2 billion for LinkedIn in 2016. Analysts who spoke to Business Insider agreed the acquisition seems "out of character" for Microsoft, but said the acquisition could be an opportunistic play for Microsoft to bolster its consumer business and gain favor among younger generations. Trump has said that he's considering banning the app in the United States over its China ties. That has TikTok's many millions of mostly-younger users worried for the future of their favorite app. If Microsoft swoops in to buy TikTok, says Futurum Research analyst Daniel Newman, it could be hailed as a savior by those users. "The rising generations are very attached to this platform," Newman said. "Microsoft has the opportunity to be the hero here." It could be a "future-proofing" method for Microsoft to win over the next generation of consumers. Still, it would be a counterintuitive move for Microsoft, which has spent the last several years under CEO Satya Nadella doubling down on cloud computing, even as it unwinds consumer businesses like Groove Music, the Nokia smartphone unit, and most recently, the Mixer video game streaming service. But analysts argue that acquiring a hot app like TikTok would reinvigorate its appeal to consumers, especially in the realm of social networking. "It's a little bit out of left field, but for Microsoft, the one area where they missed the boat was social media," Wedbush Securities analyst Dan Ives said. "The enterprise business continues to be the crown jewel, but on the they need to go back to the whiteboard on consumer strategy over the next five to 10 years." Wedbush Securities analyst Dan Ives says that while Microsoft's $26.2 billion LinkedIn acquisition has been successful, it's also largely focused on professional users. The time could be right for Microsoft to try its hand at more consumer-focused social media. Acquiring TikTok would be an opportunistic way do to that, Ives said. Growing tensions between the Trump administration and China have presented an opportunity for Microsoft when it comes to TikTok, Ives said. Under normal circumstances, a booming, growing app like TikTok would have little impetus to look for a buyer — but Ives says that TikTok's apparent desire to get out of the way of escalating US-China tensions changes the equation.  Furthermore, as Newman points out, Microsoft has proven with LinkedIn that it's willing and able to let its subsidiaries run independently, which is an encouraging sign that it wouldn't get in the way of TikTok's existing success.  Still, not everyone is convinced the acquisition would make sense. "I would be surprised [the buyer] ends up being Microsoft," Moor Insights and Strategies principal analyst Patrick Moorhead said. "It doesn't feel to me this is an alignment with Satya's mission and vision of the company, which is business and consumer productivity. It seems out of character." But, Moorhead said, TikTok also doesn't seem to have a lot of options when it comes to Big Tech buyers who could afford to buy it. Google and Facebook, Moorhead said, have too much ownership of advertising dollars and platforms, and are under too much government scrutiny, and a TikTok acquisition would also seem out of character for Amazon. "I get the consumer angle," Creative Strategies' Carolina Milanesi said, pointing to Microsoft's recent efforts to connect consumers to its products. "But social media is just a mess." Not having a social media platform is one of the reasons, Milanesi said, that Microsoft managed to avoid testifying at a congressional antitrust hearing alongside Facebook, Apple, Amazon, and Google. Antitrust experts said Microsoft was absent likely because the company is focused mostly on business customers, helping it fly under the radar when it comes to the scrutiny that's followed its competitors for the past several years.  Got a tip? Contact this reporter via email at [email protected], message her on Twitter @ashannstew, or send her a secure message through Signal at 425-344-8242.Join the conversation about this story » NOW WATCH: A cleaning expert reveals her 3-step method for cleaning your entire home quickly
Hands. Face. Space. Get a test. And self-isolate. If you have symptoms.As slogans go, it is perhaps the most confusing of Boris Johnson’s lockdown soundbites – which is saying something for a campaign that has also included “stay alert by washing your hands”.Johnson may have taken his cue from Donald Trump, who repeatedly chanted the words “person, woman, man, camera, TV” during an interview about his mental aptitude last week.But what does it mean? Why did the government cancel thousands of people’s Eid and wedding celebrations with a few hours’ notice? What happened to staying home, protecting the NHS or even controlling the virus?The sloganLet’s begin with the announcement of the new catchphrase.“Of course we’ve got to explain things as clearly and as crisply as we can!” said the prime minister as he stood in front of a podium emblazoned with his old slogan.“The only real utensil we have for containing the spread of this new virus is...” Across the nation ears pricked up as Brits eagerly anticipated the discovery of a tool for fighting coronavirus that had been hiding next to the spatula in their kitchen drawer all long.″... is human behaviour.”And we haven’t even got to the slogan itself yet. Here is what the PM later tweeted which makes it very clear the new slogan centres on “hands, face, space”.There are some very simple ways we can all protect ourselves and others from the spread of coronavirus. Wash your hands, cover your face & make space. #HandsFaceSpacepic.twitter.com/C1RHeRVvcr— Boris Johnson #StayAlert (@BorisJohnson) July 31, 2020So it’s slightly baffling that he only said this once. On seven other occasions he tacked on the additional advice of “get a test”, “self-isolate if you have symptoms” or both.The scene was reminiscent of Donald Trump reading out the “very hard” answers to a dementia test he took in 2018."Person, woman, man, camera, TV" - Trump 2020 pic.twitter.com/MqmcwPWNv1— Jason Campbell (@JasonSCampbell) July 23, 2020Here’s Johnson at the very end of the address and even he doesn’t appear sure what the three monosyllabic words in his new slogan are.The state of this imbecile. #handsfacespacepic.twitter.com/f7JELHGU7D— BM (@BMHoops04) July 31, 2020Inevitably, “hands, face, space” took social media by storm, for all the wrong reasons.In case you are confused about what our new slogan means:Use your HANDS to touch your FACE in a crowded SPACE. #handsfacespace— Parody Boris Johnson (@BorisJohnson_MP) July 31, 2020Bin. Face. Space.#handsfacespacepic.twitter.com/bGwKoNooad— Count Binface (@CountBinface) July 31, 2020Meanwhile outside Downing Street the impact of the PM’s new slogan had been negated around 12 hours earlier when Matt Hancock decided to drop a big bag of rules on large parts of northern England just as most people were going to bed.And if any of those people were getting into beds not in their own houses, they had two hours to get dressed and get out or risk finding themselves branded criminals.The government decided the best way to make this major announcement was to limit the information solely to Matt Hancock’s Twitter account.The new restrictions in the north haven’t yet been posted to: The government’s coronavirus website, the Number 10 Twitter or Facebook accounts, The Department of Health website or Facebook account. pic.twitter.com/9KsizWJN6i— Mikey Smith (@mikeysmith) July 30, 2020Not even the mayor of Manchester knew what was going on and he’s mayor of the very area it was supposed to going on in.Lot of people asking for clarity on the Government’s announcement. Our understanding is:▪️ no visitors to your home or garden from tonight▪️you can go to the pub but stay within your household/bubble▪️further openings planned for 1/8 on holdEverything else remains as is.— Andy Burnham (@AndyBurnhamGM) July 30, 2020The next morning, hours after the rules came into force, Hancock himself insisted that new localised lockdown rules for the north-west were “crystal clear”.So crystal clear that Sacha Lord, night time economy adviser for Greater Manchester, was spending his night time desperately seeking clarification.Hearing reports that No.10 are advising separate households should not meet up for meals or drinks together in pubs, bars and restaurants in Greater Manchester. I have requested urgent clarification on this and how operators can/should manage this.— Sacha Lord (@Sacha_Lord) July 30, 2020The leader of the opposition thought the government’s handling of the announcement was a “new low” and while it is basically his job to slag off the government, he did have a point.No one would argue with putting in place local action to reduce the transmission of coronavirus.But announcing measures affecting potentially millions of people late at night on Twitter is a new low for the government’s communications during this crisis.— Keir Starmer (@Keir_Starmer) July 30, 2020To top off the shambles, one Tory gent then felt the need to blame minority ethnic people.Craig Whittaker, whose West Yorkshire seat of Calder Valley was one of the areas affected by the new measures announced on Thursday night, told LBC there were “sections of the community that are not taking the pandemic seriously”.When asked if he was talking about the Muslim community, the Tory MP replied: “Of course.”Here’s a bunch of people not taking the lockdown seriously, none of whom appear to be BAME.Clearly buoyed by how well that rules announcement went, Johnson then decided to have another pop, only this time for everyone, not just “sections of the community” in northern England.Face coverings will be made compulsory in museums, cinemas, art galleries and places of worship from August 8. Adding to the gloom that the new catchy slogan failed to permeate, England’s chief medical officer warned the nation has “reached the limit” of what it can do to ease lockdown.According to the ONS, between July 20 and 26 there were 0.78 new Covid-19 infections for every 10,000 people in the community population in England.This is equal to around 4,200 new cases a day. This is up from an estimated 2,800 new cases a day in the previous week.But it’s all fine because we have a lovely new slogan: “Hands, face, space. Get a test. And self-isolate. If you have symptoms.”Related... How Likely Is A Second Wave – And Can It Be Prevented? Boris Johnson Scraps Plan To Ease Some Lockdown Measures From August 1
Apple CEO Tim Cook defended the company's App Store policies during a historic antitrust hearing on Wednesday. Lawmakers questioned whether Apple applies the same policies to all developers, and whether its position as the operator of the App Store gives it a competitive advantage. Cook said Apple treats "every developer the same" and called the App Store "a vibrant, competitive environment." But some app makers who have spoken out against Apple's rules in the past have pushed back on Cook's testimony.  Visit Business Insider's homepage for more stories. Apple's App Store policies and its treatment of app developers were at the center of lawmakers' concerns about the iPhone maker during a historic antitrust hearing on Wednesday, which saw the CEOs of Apple, Google, Facebook, and Amazon testify before Congress. Some app developers, however, are pushing back against Cook's testimony that it treats all developers the same and creates a level playing field for app makers. "To say that [the App Store] is a vibrant, competitive environment is just not true," Justin Payeur, president and cofounder of National Education Technologies, which makes a parental control app called Boomerang, said to Business Insider.  Cook was grilled about the way Apple runs its App Store and whether the same set of rules apply to all developers when testifying before Congress on Wednesday. In one of the more pointed exchanges at Cook, Rep. Hank Johnson said Apple's position as the operator of the App Store gives the company "immense power over small businesses." Johnson also said that during the course of the House Antitrust Subcommittee's investigation, it heard concerns that Apple's App Store rules are "arbitrarily interpreted and enforced." "We treat every developer the same," Cook said in response. "We have open and transparent rules, it's a rigorous process," Cook said in response. "Because we care so deeply about privacy and security and quality we do look at every app before it goes on. But those rules apply evenly to everyone." Cooks words reiterate Apple's stance on its App Store policies, which have come to light in recent years as developers have publicly taken issue with how the tech giant manages its App Store. Apple said it was "committed to providing a competitive, innovative app ecosystem" back in April 2019, for example. That was in response to a New York Times report saying that Apple had removed or limited parental control apps in the App Store after launching its own screen time management feature. Some app makers who have felt wronged by Apple in the past said they were happy to see the issue raised before Congress. But they don't necessarily agree with Cook's responses.  Dustin Dailey, director of product management for Eturi, the company behind parental control app OurPact, called Apple's rules "a moving target that is not evenly applied to everyone." "We are hopeful that Apple will recognize they are not the only developers capable of creating products with the user's best interest in mind as it related to data privacy and security," Dailey said to Business Insider via email. "And we hope Apple will put action behind their words and create a level playing field for everyone – themselves included." Both OurPact and Boomerang were impacted by Apple's crackdown last year on apps that use a technology known as mobile device management, a tool commonly used by enterprise IT administrators to manage employee devices containing proprietary information.  Apple said that it removed parental control apps from the App Store that use this technology because of privacy concerns. It later restored both apps to the App Store. Both Dailey and Payeur say that the concerns Apple cited had nothing to do with the way their apps were using MDM technology. Payeur says his company is still struggling with the ramifications of having been temporarily removed from the App Store. "We've all been, for lack of a better term, neutered by what Apple did," Payeur said.  David Heinemeier Hansson, cofounder and CEO of Basecamp, also spoke out following Cook's testimony arguing that Apple doesn't give all apps the same treatment. Basecamp recently made headlines after company executives rallied against Apple's decision to initially reject an update to its paid email app Hey for not using the iPhone maker's in-app payment system. Apple’s App Store policy tortures language to carve out special deals and special treatment left and right. Reader apps that don’t read anything, straight up exemptions like “class-room management software”. It’s blatant discrimination, not “all the same for all”. pic.twitter.com/OuIdFx3ms7 — DHH (@dhh) July 30, 2020 Paul Vogel, the chief financial officer of Spotify — which filed a complaint against Apple with the European Commission over Apple's App Store commission rates — said the streaming app has managed to be successful despite Apple's restrictions. "I think we've done exceptionally well in spite of some restrictions that Apple has put in front of us," Vogel said to CNBC. "The other question is how much better we would have done had we not had some of the restrictions placed against us." Dailey says he's growing concerned that Apple may implement a clampdown similar to the one it imposed on MDM parental control apps in 2019 on apps that rely on location services. Apple has added privacy safeguards in recent iPhone updates designed to prevent apps from unknowingly collecting unnecessary data about a user's location. Its iOS 14 update launching in the fall, for example, will make it possible for users to share their approximate location with an app rather than their precise location. In last year's iOS 13 update, Apple turned permission to allow an app to always track a user's location off by default, meaning iPhone owners will have to intentionally decide to grant an app such permission. Bluetooth tracking accessory maker Tile, however, has voiced concerns that this change in iOS 13 has given Apple an unfair advantage, since that permission is not off by default for Apple's Find My app. "Again, Apple themselves benefit from a deeper level of access to the device and are playing by a separate set of standards than those they lay out for their third party developers," Dailey said via email.  It's unclear precisely what will come of the hearing. At the end of Wednesday's hearing, Rep. David Cicilline, chair of the House antitrust subcommittee, said the committee will publish a report on the investigation's findings and propose solutions. Ben Volach, the cofounder of Blix, which makes an email app called BlueMail, says he just wants fairness. Blix has accused Apple of stealing its technology for its "Sign in with Apple" feature and suppressing its app in App Store search results. "[We want] a true level playing field," Volach said to Business Insider. "Which is not the case at the moment."Join the conversation about this story » NOW WATCH: Pathologists debunk 13 coronavirus myths
Facebook will also premiere some videos exclusively, including new ones from artists like J. Balvin and Lele Pons.
Amazon expects to increase its physical footprint by about 50% in 2020. Much of that will be in growing Amazon's fulfillment centers, where hundreds of thousands of workers sort and pack your online orders. The unusually high boost shows that Amazon is expecting the coronavirus online shopping surge to continue. Visit Business Insider's homepage for more stories. For the first time in the retail behemoth's history, Amazon saw more orders in the second quarter of 2020 than in the fourth quarter of the previous year: More people bought from Amazon between April and June — typically a mediocre season for retail — than they did during the shopping bonanza of November and December, Amazon CFO Brian Olsavsky said in an investor call on Thursday. Amazon has cleaned up amid the online shopping surge triggered by the coronavirus pandemic, and the stay-at-home orders that pushed consumers to order essential goods from their couches. Companies like UPS, which reported record volumes over the second quarter of 2020, have also benefitted from the e-commerce shift. Whether that online shopping surge will stick around is less clear — but a key detail from Amazon's second-quarter earnings call indicates that the mega-retailer is feeling confident. Olsavsky said that by the end of this year, Amazon will grow its "network square footage" — the space taken up by its fulfillment centers, grocery stores, offices, and other physical properties — by a whopping 50%. A lot of that expansion will go to the locations Amazon uses to sort and deliver packages. As the CFO said (emphasis ours): In 2019, we increased network square footage by approximately 15%. This year, we expect a meaningfully higher year-over-year square footage growth of approximately 50%. This includes strong growth in new fulfillment center space as well as sort centers and delivery stations. We expect the majority of this capacity to come online in late Q3 and into Q4. Amazon has been eagerly investing into its transportation and fulfillment network for years, spending some $3 billion in 2019 to power one-day Prime deliveries. But the 50% boost is unusual even for Bezos' business. Most of Amazon's fulfillment network is positioned at the outskirts of major metropolitan areas, balancing affordability with easy access to Prime customers' doorsteps. Unlike traditional retailers, Amazon leases, rather than owns, these fulfillment centers. Jeff Randolph, previously a director of Amazon's worldwide real estate team, told The Real Deal in 2019 that Amazon leases to keep costs down. Companies like Home Depot and Target have started to sell off retail to mimic Amazon's tactic. While Amazon doesn't own many of its fulfillment centers, which numbered nearly 500 at the end of 2019, that doesn't mean it will cut ties with the warehouses that it's opening up this year anytime soon. A fulfillment center Amazon plans to open next year in East El Paso, Texas has a projected cost of $191 million, while a warehouse in Little Rock, Arkansas will cost the retailer up to $340 million to construct. The company's logistics and fulfillment operations, helmed by senior vice president Dave Clark, is particularly keen on data and research when expanding or investing in new areas. As one current real estate executive at Amazon told The Real Deal, the leasing team is "a military-like operation with a sharp attention to detail." That massive investment into opening new fulfillment centers suggests that Amazon doesn't believe the pop in online ordering is a trend that will track with the rise and fall of COVID-19. Rather, Bezos and his executive team believe the habits folks are picking up right now are going to stick around.Join the conversation about this story » NOW WATCH: Why electric planes haven't taken off yet
The emerging advancement of technology has definitely made our lives smooth or complicated.Technology does not make or life complicated but it has definitely had adverse impacts on our health.But technology also renders the alternative to reduce the adverse impacts, the fitness apps is one of them.There are several fitness mobile apps out there which not only help in boosting your fitness level but also for maintaining a healthy lifestyle.Read More at : https://bit.ly/39Ka0XRFollow Us onAppsinvo | Behance | Facebook | Instagram  | Linkedin | Dribbble | Twitter | Tumblr | Pinterest | Flickr
Alphabet CEO Sundar Pichai, Amazon CEO Jeff Bezos, Apple CEO Tim Cook, and Facebook CEO Mark Zuckerberg were all questioned by Congress earlier this week. Marketing agency SJR provided Business Insider with a look at people's attitudes online toward these tech CEOs before and after Wednesday's hearing.   Their results show that Pichai had the highest positive sentiment prior to the congressional hearing, but he was also the only CEO where positive sentiment decreased afterward. Overall, negative sentiment increased for all four of these CEOs. Visit Business Insider's homepage for more stories. Alphabet CEO Sundar Pichai, Amazon CEO Jeff Bezos, Apple CEO Tim Cook, and Facebook CEO Mark Zuckerberg were questioned, virtually, by Congress on Wednesday about antitrust issues. The antitrust hearing comes after a yearlong investigation by Congress into the digital marketplace operations and competition. It is also the first time that all of them were questioned at the same hearing. This hearing is similar to the antitrust hearing with another tech giant Microsoft back in 1998. Marketing agency SJR has been looking at online attitudes toward top CEOs with the help of social risk advisory firm ENODO Global during the pandemic. The firm gathered news articles and social media posts from across the internet to get a sense of whether attitudes towards those executives are mostly positive or mostly negative based on the language used in those posts. They recently shared with Business Insider an analysis comparing how people were feeling about the four tech executives in late May and early June to sentiments held after this week's congressional hearing. Of these four tech CEOs, the Alphabet CEO was the only one that had a drop in positive sentiment, while the other three CEOs experienced at least a slight increase. Positive sentiment declined by 12 percentage points for Pichai from 51% to 39% of the posts analyzed being mostly positive. However, positive sentiment rose by 15 percentage points for Bezos, who testified in front of Congress for the first time on Wednesday, from 37% to 52%. The following chart highlights the share of mostly positive articles and posts about these CEOs before and after the antitrust hearing.    Changes in negative sentiment varied, but all of the CEOs saw an increase after the hearing. Negative sentiment toward Zuckerberg only increased by two percentage points from 51% to 53% of analyzed articles and posts being mostly negative, while negative sentiment toward Bezos jumped by 16 percentage points from 28% to 44%. The following chart highlights the share of mostly negative articles and posts about these CEOs before and after the antitrust hearing.   SEE ALSO: Lawmakers grilled the CEOs of Apple, Google, Facebook, and Amazon in a historic House investigation. Here's what happened. DON'T MISS: Wednesday's big tech antitrust hearing has echoes of Bill Gates' and Microsoft's landmark court battle 22 years ago. Here's why the government scrutinized Gates and how it played out for the company. Join the conversation about this story » NOW WATCH: Pathologists debunk 13 coronavirus myths
Many companies are deciding to give employees more permanent remote work options even after the pandemic ends, which requires having a consistent culture whether employees are in an office or distributed.  Michael Pryor, the cofounder and head of Trello, which Atlassian acquired in 2017, has been managing a team that's 80% remote for the last nine years, and offers advice for how to make it work.  He says executives need focus on three things: Being deliberate about the tools their employees use, setting clear guidelines for how those tools should be used, and making sure those rules establish a culture of trust within the company.  Click here to read more BI Prime stories.  As the coronavirus pandemic has shown that companies can be successful even when all employees are remote, many businesses are rethinking the future of work. Tech companies like Slack, Box, Facebook, and Twitter are among those planning to offer more permanent remote work options for employees even after the crisis ends.  Many executives are envisioning a future with both office workers and remote workers, which gives employees more flexibility. However, that system may also require a culture shift within the company to make sure that all employees have a level playing field. Michael Pryor, the cofounder and head of Trello, which Atlassian acquired in 2017, has been managing a team that's 80% remote for the last nine years. He says executives need to do three things when managing a distributed team: Be deliberate about the tools their employees use, set guidelines for how those tools should be used, and make sure those rules establish a culture of trust within the company.  "The future is now — it was like the pandemic just said, 'Everyone just got pushed into this new reality,'" Pryor told Business Insider. "I think that what people are realizing is that the tools have gotten so good and that there's a lot of benefits from people being flexible about how they're engaged."  Choosing tools that enable "asynchronous" work and setting guidelines for using them Choosing tools that allow people to collaborate while not needing to be in the same time zone or in the same office is key, Pryor said. That includes communication tools like Slack, Zoom, and Microsoft Teams, cloud based file sharing like Dropbox, and project management tools like his own Trello.  However, just having the tools isn't enough. Managers have to set guidelines for expected employee behavior and how each tool should be used. For example, setting best-practices for when people can expect to reach others on Slack, so people can maintain a work-life balance, or establishing rules for what types of communication is meant for email versus chat apps versus video chat.  "Those rituals that we used to have that happened in place in physical offices, you need to create similar things that accomplish the same goals, but now using digital tools," Pryor said. For example, Pryor's team uses both Slack and Trello for communicating and keeping track of work. If a question needs an answer ASAP, employees are supposed to use Slack, while using public channels rather than direct messages as much as possible. That keeps the discussion available for people in different time zones. However, if a message isn't urgent, employees are supposed to use Trello, to avoid overcrowding in Slack while ensuring the message is publicly logged.  He also suggests using a video chat tool that can record and transcribe a meeting, so it can be shared with those who couldn't join. Features like that help keep everyone informed and isn't a heavy-lift for those planning the meetings.  Replicating in-person practices with online tools to establish trust Equally as important is making sure to establish trust between employees. "[The] number one indicator of how a team can be effective is trust," Pryor said. In an office setting, trust is established via in-person communication, so companies moving to a distributed work model have to replicate that using digital tools, he said.  One step Trello takes is using non-verbal signals to indicate when you're available or busy. For example, if you walk past someone's office and the door is closed, you know they're busy. To get the same effect in a distributed environment, Pryor's employees set 'do not disturb' statuses in Slack to indicate when they're not available.  Additionally, employees should all feel like they have the same access and space within a company. So, if one person dials in on a video call, everyone else should dial in that way too, regardless of if they're in an office or not.  Another example is using tools to track progress for recurring one-on-one meetings between managers and their direct reports. Trello uses its own tool for this, but others also work. The goal is to have an agenda and set specific goals and deadlines, and document those so it can be a record for when performance reviews come up. It also makes sure managers are evaluating office employees and remote employees on the same criteria. "As a manager, it's not my space, it's a shared space between me and my employee," Pryor said. "And so we're putting things in there together. It's a collaborative meeting in order to grow people's careers" A big trust building factor that gets lost in a distributed environment is the casual conversation with coworkers. To make up for that, after virtual all hands meetings using Zoom, Trello employees get placed in breakout rooms to chat with coworkers they may or may not know.  "In this digital environment," Pryor said, "We had to figure out a way for people across the company to meet each other."  Got a tip? Contact this reporter via email at [email protected] or Signal at 925-364-4258. (PR pitches by email only, please.) You can also contact Business Insider securely via SecureDrop.SEE ALSO: Slack is laying the foundation for a new type of job, following in the footsteps of customers like IBM and Verizon who created dedicated roles to manage their use of the work chat app Join the conversation about this story » NOW WATCH: Why Pikes Peak is the most dangerous racetrack in America
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Commentary: It's hard for Big Tech to keep up the pretense when posting massive profit amid a pandemic-fueled recession.
Facebook is taking another stab at stealing some video viewing hours from YouTube by launching official music videos in the US. Starting this weekend, users will be able to watch videos from some of their favorite artists across genres. For that, the company has patterned with some major record labels including Sony Music, Universal Music Group, Warner Music Group, Merlin, BMG, Kobalt, as well as many across the independent music community, and publishers. Facebook had already tested out official music videos in India and Thailand through partnerships with local labels. Those partnerships also helped the platform with music for certain Facebook and Instagram… This story continues at The Next WebOr just read more coverage about: Facebook
It largely shrugged in the face of hundreds of brands walking away
Facebook's advertising revenue will only grow by 10% through October, the company predicted Thursday. That's down from 17% in the first quarter thanks to a litany of impacts, including a high-profile advertiser boycott. Major spenders including Walmart, Coca-Cola, and Starbucks stopped buying Facebook ads earlier this year in protest of hate speech on the platform.  Visit Business Insider's homepage for more stories. Facebook's advertising revenue growth is slowing dramatically, but executives were quick to dismiss any notion that the headline-grabbing boycott by would-be buyers is behind the plateau.  In its second-quarter earnings report Thursday, the social network reported its ad revenue growth had declined to 10% year-over-year in July, something it expects to continue through October. That's a big slump from growth rates as high as 17% year over year in the first quarter — but the company lumped any effects from major advertisers' pausing of large campaigns in with three other major headwinds. Specifically, Facebook blamed "continued macroeconomic uncertainty" alongside a slowdown in the initial usership surge from coronavirus lockdowns, California regulations, and the boycotts for the advertising slowdown. Many large companies — including Walmart, McDonalds, Geico, Disney, and more — have slashed their planned spending on Facebook, though many of the announcements came during the third quarter, meaning the impact won't be fully disclosed until at least October. On a conference call with investors and analysts, Facebook executives sought to quell fears that the boycott could have a negative impact on the company's financials. "It's an interesting situation we find ourselves in because I think oftentimes when companies are boycotted, it's because they don't agree with what the boycotters want," COO Sheryl Sandberg said. "That's not true at all here. We completely agree that we don't want hate on our platforms, and we stand firmly against it. We don't benefit from hate speech. We never have. Users don't want to see it. Advertisers don't want to be associated with it. And we've been working for a really long time to get better at finding it." She also said that Facebook is working with outside organizations to perform a "brand safety audit" that it hopes to release by the end of the third quarter. That promise did not go over well with civil-rights groups, who met with Sandberg and Zuckerberg in early July and came away frustrated, characterizing the meeting as a "disappointment" and saying it showed Facebook "is not yet ready to address the vitriolic hate on their platform." Facebook only partially addressed hiring a civil-rights expert and "offered no attempt" to address the other demands, the groups said. "We didn't get commitments or time frames or clear outcomes. We expected specifics, and that's not what we heard," Anti-Defamation League CEO Jonathan Greenblatt said on a call with reporters. But Wall Street analysts say the sheer breadth of the Facebook advertiser base can also mitigate the impact from specific defectors. "With 9 million+ advertisers on the platform, we do not believe the ads boycott will have a major impact," JPMorgan analyst Doug Anmuth said Friday. "Overall, we expect upside to 3Q numbers as marketers ramp up unallocated ad spend in 2H." Facebook's stock price surged more than 7% in trading Friday following the earnings beat. Shares have easily outpaced market indices amid the coronavirus-induced recession, and are up 20% since the beginning of the year. Additional reporting by Tyler Sonnemaker.Join the conversation about this story » NOW WATCH: We tested a machine that brews beer at the push of a button
Social Media plays a very important role in today’s marketing strategy.People love to use social networking site and it becomes their part of life.People use social networking sites to share their stories and connect with people’s worldwide.Facebook is one the leading and widely using Social networking siteshttps://blogwithvk.com/5-free-ways-to-get-more-likes-to-your-facebook-page/
Image: Facebook Facebook is adding official music videos to its service in the US after partnering with major music companies including Sony Music, Universal Music Group, and Warner Music Group, the company announced today. The videos can be found through Facebook Watch and via individual artists’ pages. They can be shared, reacted to, or commented on like any other video on Facebook. It’s a big shift for Facebook, which in the past has only been able to share short previews of music videos from artists on major US labels, TechCrunch previously reported, or just audio in some cases, according to Bloomberg. With this launch, Facebook is stepping into an area where YouTube is dominant. Music videos are one of the most popular genres on Google’s video... Continue reading…
Affirm, a point-of-sale microlender that lets consumers make purchases with the flexibility to defer their payments over time, is eyeing an IPO with the aid of Goldman Sachs, the Wall Street Journal reported. The move could see Affirm's value soar to up to $10 billion, according to the WSJ report. The possible IPO comes as buy now, pay later has been riding a wave in 2020, buoyed by an increase in online shopping demand and consumers' caution about over-extending their budgets during the coronavirus pandemic. Visit Business Insider's homepage for more stories. Buy now, pay later has been having a moment in 2020 — and one top fintech in the space is now reportedly seeking to go public, with Goldman Sachs's help. The buy now, pay later lender Affirm, which enables online shoppers to use microloans to defer their payments on goods they purchase online, is said to be eyeing an initial public offering that could value it at up to $10 billion, the Wall Street Journal first reported on Thursday. Last year, Pitchbook valued Affirm at $2.9 billion. Goldman Sachs is said to be working with Affirm on listing preparations, WSJ noted. Both Affirm and Goldman Sachs declined to comment on the reporting to Business Insider. The potential IPO isn't set in stone, however, WSJ said, noting that the prep work is still in its early stages and the company isn't guaranteed to go through with it.  Affirm has been planting the flag in the digital retail space in recent months, in a trend that has gained steam as consumers have tightened their budgets and moved to online shopping during the coronavirus pandemic. The digital lender is accepted by more than 6,000 merchants, Business Insider previously reported. Founded in 2012 by Max Levchin, Affirm has been on a roll this summer, announcing last week that it would be Shopify's exclusive partner for buy now, pay later transactions. Read more: Here's how PayPal is looking to boost its credit business by leaning into a buy now, pay later frenzy "Tens of millions of US consumers are going to be exposed to Affirm, which is a huge leap for us in terms of just being visible," Levchin told Business Insider at the time of the announcement. If Affirm doesn't decide to go public with an IPO, another alternative available to the company would be selling itself to a special purpose acquisition company, WSJ noted. SPACs, or so-called blank check companies, raise money through an IPO and then merge with existing companies to take them public. There have been a rush of SPAC debuts in recent weeks, and they've cropped up elsewhere as an option as companies look for paths to the public markets. Uber announced a deal to buy food-delivery company Postmates earlier this month, but Postmates had also been looking at a traditional IPO as well as a possible SPAC deal.  See more: UBS has started pitching its wealth management customers on 'blank-check' companies as the bank looks to tap into a SPAC frenzy Affirm says its buy now, pay later flexibility can drive up consumers' spending — a boon for businesses that accept payments with the product A wide variety of retailers including Walmart, Wayfair, Warby Parker, and even travel sites like Expedia and Travelocity, among others, have adopted the buy now, pay later microloans that Affirm offers customers. It's a simple premise: When consumers can delay making full payments on items, they're more likely to spend more at the time of purchase, Affirm and its competitors say. Indeed, Affirm has said it can drive up average purchase costs by more than 85%. The buy now, pay later fintech niche has been riding a wave in 2020. Read more: Snoop Dogg-backed fintech Klarna is taking a page out of Amex's playbook and launching a loyalty program to edge out its buy-now-pay-later rivals Afterpay, a microlender which is based in Australia that functions similarly to Affirm, saw tremendous growth in the first half of 2020, expanding its customer base by 443% year-over-year, Business Insider reported in May. And PayPal, the digital payments giant, has also made moves to ramp up its deferred payment options, launching a new product in France last month which would give customers the opportunity to divide the cost of their purchases into four installments, spread out over three months. "With COVID and what's happening right now, credit can play a very important and critical role for us," Doug Band, PayPal's senior vice president and general manager of global credit, told Business Insider at the time. Band said that millennials and Gen Z shoppers have been among the most enthusiastic adopters of the buy now, pay later craze. "That's something we're certainly focused on," he said, "helping these consumers with flexibility around various financing options." Read more:  POWER PLAYERS: Meet the 12 key execs driving Shopify, the breakout e-commerce star that's inking partnerships with Walmart and Facebook and seen its stock price triple since March The parent of mortgage giant Quicken Loans is prepping an IPO pitch valuing it more like a payments company than a lender. Here's why. Goldman Sachs is teaming up with JetBlue to help you book vacation now, and pay later. Here's a look at why it's a growing trend for travelers.SEE ALSO: 60 fintechs set to take off in 2020, according to top VCs and investors SEE ALSO: The CFO of Visa maps out 2 areas it's investing in beyond cards to keep up with fintechs that are transforming the payments game SEE ALSO: Retail will need to be reinvented after the pandemic. PayPal cofounder Max Levchin lays out the future of brick-and-mortar, and the 'software fight' that will go on behind the scenes Join the conversation about this story » NOW WATCH: Why electric planes haven't taken off yet
From sofiyansaboor-mediadramazoom is the most trending and best for taking online classes in this 2020 pandemic.zoom is not very much complex as its look for beginners its too good to host a meeting or start an online class.This where the problem comes for attendance teacher wants the student to switch on their video but students get offended suppose a student doesn’t want to show his/her face because the student has a risk that anyone could take screenshots so I am here to help you out of this problem so let’s start.1.after going to this website login via google or Facebook and on the right side of the there will be an option to create a design click on the that and chooseopen your browser (any browser Chrome, Firefox, safari any browser)open www.canva.comClick on Custom Dimensions2.Download Zoom on your computerthen makes a 15-30 second video of yourself.make sure you move your head twice up to down slowly (a little bit) so that it should look real(live).upload the video to canva.com.adjust the video in the middle.and click download in the upper right corner.Choose MP4 (beta) and click on the Download button.3.If someone starts a meetingGo to setting in the zoom software.Click on Virtual Background.in the right click on the + buttonand choose the video that you selected in canva.comthen you are all setJoin and click on the video iconyou will get a drop-down menu in whichChoose Virtual Background.4.and you are done.thanks for reading till the end enjoy and have a good day.and thanks sofiyan saboor for this.to know in more detail please visit this URL https://mediadrama.000webhostapp.com/2020/07/how-to-hack-zoom-easy-trick-and-tips
There are a great deal of energetic individuals, searching for such stages to show their ability or tuning in to their preferred music.A few people are timid for physical accounts of their music for them distinctive online music recording makes a difference.Be that as it may, SoundCloud has some recipient points of interest.SoundCloud Clone empowers you to make your own online music stage with highlights like SoundCloud.SoundCloud can be gotten to from anyplace, all you require is a web.With only a tick you can share your sounds on the acclaimed organizing destinations like Facebook, Twitter, Instagram and so on.It's accessible for the two Androids just as iPhone.
Best restaurant marketing techniqueDetermine target market for restaurantSince there are billions of users Facebook is the biggest social network worldwide.Hence Facebook restaurant advertising is the best way to find target market for restaurant.So the best way is to filter your target customers.Since the Restaurant advertisement examples is a local business you must target people around 10 kilometers of radius around your restaurant.
Every day almost 10,000 products launch in the market but only 5 percent of them actually get success.The major drawback behind it is the paucity of the checklist that is unable to cover all the major essential points.Therefore it makes it essential to work towards the checklist of the SaaS product development.As a mobile app development company, we clearly understand the importance of a checklist in a better way.Therefore, to give you a brief detail about it, in today’s blog we will discuss SaaS products and the points that are essential in the checklist.Read More at : https://www.appsinvo.com/blog/everything-about-saas-products-and-its-checklist/Follow Us onAppsinvo | Behance | Facebook | Instagram  | Linkedin | Dribbble | Twitter | Tumblr | Pinterest | Flickr
The four big tech giants announced blockbuster earnings on Thursday, just a day after testifying before the Congress on anticompetitive behaviour. Facebook, Amazon, Google, and Apple added an additional $230 billion in market value. Analysts warn that while there may be tougher times ahead for these companies, their business is far from reaching its peak.  Visit Business Insider's homepage for more stories. Four of the biggest tech companies in the world – Amazon, Apple, Google, and Facebook – announced stronger-than-expected second-quarter earnings on Thursday, defying worries about Wednesday's antitrust hearings and an ongoing pandemic.  The strong results from the four companies, often categorized as "Big Tech," comes a day after their CEOs testified before the Congress, defending the size of their companies Amazon CEO Jeff Bezos, Facebook CEO Mark Zuckerberg, Alphabet CEO Sundar Pichai and Apple CEO Tim Cook took part in an ongoing investigation by the House Judiciary's antitrust subcommittee that looked into whether the big tech companies are using their position to control the market unfairly.  It also comes at a time when the world is in the midst of containing a pandemic and the economic blowout is visible across sectors and the economy. On Thursday, the US gross domestic product fell at an annualized rate of 33% in the second quarter, the Commerce Department said Thursday. It's the largest fall on record dating back to the 1940s.  On Friday, the euro zone economy shrank at its fastest rate in history, losing 12.1% in the second-quarter.  How big is Big Tech? However, the pandemic seems to have helped Big Tech add another $230 billion of market value. With more people staying home during lockdown, there has been a surge in demand and usage. On Wednesday, Facebook founder Mark Zuckerberg implied at the historic antitrust hearing that every other company was beating the social media giant. "The most popular messaging service in the US is iMessage," Zuckerberg said in his opening remarks, referring to Apple's texting service. "The fastest-growing app is TikTok. The most popular app for video is YouTube. The fastest growing ads platform is Amazon. The largest ads platform is Google. And for every dollar spent on advertising in the US, less than 10 cents is spent with us." Yet on Thursday, Facebook's earnings jumped 11% year-on-year. It reported daily active users of nearly 1.8 billion, 12% higher than last year, and monthly active users of 2.7 billion, another 12% rise. This contrast — a Big Tech CEO playing down their size one day and revealing impressive earnings the next — was replicated across Amazon, Apple, and Alphabet, Google's parent company. In Congress, these companies portrayed themselves as plucky success stories that faced fierce competition. Their balance sheets tell a different story. Amazon reported record quarterly profit and a 40% bump in sales. In his opening remarks to Congress on Wednesday, Bezos had argued: "Every day, Amazon competes against large, established players like Target, Costco, Kroger, and, of course, Walmart—a company more than twice Amazon's size." This week, Bezos' net worth has increased to $181 billion thanks to the rise in Amazon's share price. Apple reported Q3 revenues of $59.7 billion, more than $6 billion up on last year, and profits of $11.25 billion despite shuttering many of its stores. Alphabet was the only one of the four to see revenue decline to $31.6 billion, down 2% year-on-year as advertising demand slowed, but it still beat Wall Street estimates. Christopher Rossbach, CIO of J. Stern & Co., said in a research note that the antitrust hearings may mean some tough times ahead but these companies continue to grow. "Tougher times may lie ahead, and investors need to be aware that — as we have seen with the Congressional Hearing this week — politicians are growing increasingly concerned about the reach of these companies. But that doesn't mean the business has peaked, indeed far from it. On Amazon, Rossbach said, "We expect that more people will use ecommerce in future as habits will form, while Amazon has many more areas of retail spend to expand into. For example, just this week, Amazon announced a new service for the UK grocery sector which has seen online food delivery almost double over the last four months during the pandemic. In the US, with its large and loyal Amazon Prime membership base, Amazon can capture even more share than the estimated 4% that they currently have in US retail spend — we expect it to double in the next decade," J.Stern & Co.'s Rossbach said.  Meanwhile, Martin Garner, COO at CIS Insight said in a note that Facebook was insulated from the worst of the COVID-19 affects because smaller companies needed to move online quickly in order to reinvent themselves during the lockdown. "Facebook saw healthy growth in user numbers, with those using any of the Facebook family of services in a month passing 3 billion for the first time during 2Q20. This extraordinary reach plus its strength in direct response advertising meant that Facebook saw less of a hit on its advertising business than others. These also helped increase the number of active advertisers on the platform to 9 million." Apple has a similar story to tell. The iPhone maker beat analyst expectations with its stock price crossing $400 per share for the first time on Thursday.  "COVID-19 has demonstrated that Apple is a more diversified and resilient business than many gave them credit for. The unique dynamics of the pandemic saw the usual growth dynamics reverse with Mac and iPad flying high whilst iPhone and Watch slowed. Meanwhile, services has become the recurring revenue stream that delivers with remarkable consistency," Geoff Blaber, Vice President Research at CCS Insight said in a note. Market Performance The stellar performance from the tech giants has pushed their stocks higher in pre-market.  "The 'gang of four,' Alphabet, Amazon, Apple and Facebook all hit match-winning home runs with the release of their Q2 earnings in after-hours trading. Of the four, only Alphabet suffered a sales drop, and even that was less than expected. The other three showed impressive gains and blew forecasts out of the water," Jeffrey Halley, Senior Market Analyst for Asia Pacific at OANDA wrote in an email to clients on Thursday.  Deutsche Bank's Jim Reid in his morning note, 'Early Morning Reid' said the four tech companies represent about 16% of the S&P 500 and over a third of the Nasdaq 100.  "Apple (+6% after-market trading) reported quarterly revenues ahead of analysts' estimates as iPhone and laptop demand surged, causing revenues to come in 11% higher than a year earlier," he wrote. "Facebook (+6% after-market trading) saw Q2 sales beat even the most bullish analyst's estimate, with revenues rising 11%. Amazon (+5% after-market trading) beat on profits even after increasing costs substantially through the pandemic. Q2 revenues were up 40% from the same quarter last year, which offset over $4bn in incremental covid-1 related costs. Lastly, Google's parent company, Alphabet, had falling revenues for the first time as companies lowered ad-spend during the pandemic."Join the conversation about this story » NOW WATCH: We tested a machine that brews beer at the push of a button
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