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One Of The Most Exciting Media Deals Of The Decade – Baystreet.ca

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He’s a media legend known for mega deals.

Not only did he transform entertainment as the CEO of TiVo…

He also brought BOTH Netflix and Amazon to the TV screen.

Tom Rogers even revolutionized business news coverage through the creation of CNBC.

In fact, he’s a regular guest on CNBC… as wells as Fox Business Network, Bloomberg TV, and MSNBC.

And now, Tom Rogers has announced his latest new media deal

He announced the combination of 3 companies to dominate the multi-billion-dollar gaming and esports streaming industry.

Lesley Stahl of CBS News, in announcing his induction into the Broadcasting & Cable Hall of Fame, said, “Rogers is a guy who gets things done… and he transforms companies along the way.”

And he’s trying to do that with his new combined company called Engine.

Why?

More and more users are turning away from online streaming…

And they are instead focused on the next great media phenomenon… gaming.

This new trend was evident from 2015 to 2017 when the time spent gaming by men between 21 and 30 nearly doubled while the time spent watching TV or movies decreased significantly.

Even Netflix has been forced to admit that games such as Fortnite are now threatening its market share.

In case you haven’t heard of Fortnite, it’s the game that your son, or nephew or the kid next door plays for hours every day.

And it’s probably the biggest cultural sensation to sweep the globe since Pokemon.

But what makes this phenomenon particularly powerful, is that people don’t just play it… they watch it.

More than 7 million people tuned in to watch Fortnite’s “Black Hole” event on the streaming service Twitch in October. It was also the most viewed gaming event on Twitter, with 42.8 million views.

In 2018, the Fortnite World Cup became the biggest event in esports, with 40 million players and a total prize pool of $30 million.

And media gurus like Tom Rogers appreciate that Fortnite is just the tip of the iceberg.

The up and coming esports industry could have the potential to top $1 billion in revenue by 2022.

Video games in general have already surpassed nearly every other form of entertainment.

Some estimates see the industry growing to $300 billion by 2025. That’s literally bigger than Hollywood.

And millions are tuning in to watch professional gamers duke it out for big prizes. Traditional sports are struggling with viewership, while esports is witnessing exponential growth.

The timing could not be any better – companies like Engine are positioning themselves for the future.

The Deal Of The Decade

From being the CEO of TiVo to founding CNBC and then bringing Netflix and Amazon to our screens, Tom Rogers rarely gets it wrong when predicting trends in the entertainment space.

And when it comes to his next big bet, he has all of the angles covered.

As he outlined in a recent appearance on CNBC, Rogers believes there are 3 major verticals that people should be watching. Esports, News and Gaming.

In order to get ahead of this trend, Rogers has carefully selected the two companies to merge with his gaming company WinView. The first of those is esports company Torque ( TSXV:GAME, OTCMKTS:MLLLD) and the second is the up and coming news and data platform Frankly Media.

E FOR E-SPORTS

Esports is one of the fastest growing industries in the world and its cultural impact is undeniable.

With 243 million dedicated viewers, esports events are selling out major stadiums around the world and the total market is set to grow to $3 billion by 2022.

In fact, it has already begun to overtake traditional sports when it comes to viewership numbers.

And for companies like Torque Esports (TSXV:GAME, OTCMKTS:MLLLD), the timing couldn’t be better. It is positioning itself as a dominant player in esports, streaming and data as this new media revolution takes hold.

The first of its advantages can be found where Fortnite meets Formula 1, with its World’s Fastest Gamer tournament set to attract the best esports racers in the world as they battle for a $1 million prize.

The second string to its bow comes in the form of Eden games, its very own game development arm that means it doesn’t only profit from tournaments, tv shows and advertising but from the game itself. This is the company that produced the Formula 1 mobile game and the Gear Club gaming series – two of the biggest racing games on the market.

The final, and arguably most impressive element of this esports giant is its acquisition of Stream Hatchet, a premier name in esport data analytics.

The future is bright for esports, and Tom Rogers is already ahead of the game.

N FOR NEWS

Alongside esports, Rogers is focused on dominating the news space as well. Once again, this is a data play.

The digital advertising space is worth roughly $130 billion, and yet 80 percent of that value is currently being sucked up by Google and Facebook.

Google made $4.7 billion in revenue from news content last year without writing a single word, while all publishers combined only managed $5 billion dollars.

Now Tom Rogers is bringing Frankly into the fold – ensuring his new media giant is covering every inch of the upcoming entertainment revolution.

G FOR GAMING

The final part of Tom Rogers’ mega media merger is his own company, WinView.

Alongside esports and news, Rogers sees gaming as the third pillar of the upcoming media revolution. WinView is the leading platform in the U.S. for skill-based sports prediction mobile games in what it sees as the future of entertainment.

Its unique technology allows viewers to compete with friends in real-time during live televised sports events. The logical extension of this would be to include it in live esports events and live news broadcasts – gamifying entertainments and changing the way we consume content.

From video games, to esports, to live sports and even news, a media revolution is underway. For those, like Tom Rogers, who can see these changes first-hand – the opportunities are endless.

The Media Revolution

While Roger’s new media deal won’t be completed until February, following the companies that are part of this deal gives an insight into what the new company will look like.

Torque Esports (TSXV:GAME, OTCMKTS:MLLLD) is already an exciting new company in the esports industry, and Rogers selection of this disrupter will only increase its publicity.

Frankly Media is incredibly popular among news publishers, breaking the big media cartel that currently starves news networks of their advertising revenue. While it isn’t as large a part of the coming entertainment revolution, it is undoubtedly one way to play Tom Roger’s prediction.

Other companies looking to take advantage of a new entertainment boom:

Celestica Inc. (TSX:CLS) is a manufacturer of electrical devices used in IT, telecommunications, healthcare, defense and aerospace industries. The company has seen strong growth YoY which we expect to continue as the sales expectations are almost 3% better than last years.

While telecommunications stocks have been volatile recently, Celestica’s deals within the gaming industry, including its previous partnership with Microsoft, have helped investors see some upside.

Shaw Communications Inc. (TSX:SJR ) is another major player in the Canadian telecoms sector. It owns a ton of infrastructure throughout Canada and its cloud services and open-source projects look to address some of the biggest issues that its customers might face before the customers even face them. 

Despite a couple of dips over the past few years, Shaw has rebounded nicely, proving that it can stay with the times as the industry continues to evolve.

Telus Corporation (TSX:T) is Canada’s second largest internet provider, serving over 8 million Canadians from coast to coast. Though it’s not producing its own content, it is carving out its own path in the industry thanks to its innovative approach to technology and investments across multiple sectors.

From healthcare to the Internet of Things and cloud technology, Telus is taking a stake in some of the world’s most important and fastest growing markets, making it a company worth noting.

GameHost Inc (TSX:GH) is a leading entertainment and hospitality provider based in Alberta, Canada. The company operates four primary properties in the Alberta province, each offering slot machines, table games, top-quality hospitality and more meant to appeal to both casual gamers and dedicated gamers alike.

GameHost is well-known for providing dividends to its investors, a plus for those who have stuck with the company over the years. In fact, its focus on increasing value for shareholders is made abundantly clear in its mission to reduce costs and improve offerings, creating some of the highest profit margins in the business.

The Descartes Systems Group Inc. (TSX: DSG) (commonly referred to as Descartes) is a Canadian multinational technology company specializing in logistics software, supply chain management software, and cloud-based services for logistics businesses. The company is making waves in the tech industry with its futuristic products and visionary leadership.

Recently, Descartes announced that it has successfully deployed its advanced capacity matching solution, Descartes MacroPoint Capacity Matching. The solution provides greater visibility and transparency within their network of carriers and brokers. This move could solidify the company as a key player in transportation logistics which is essential in the world of commerce.

By. Lisa Greenwood

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Social media is polluting society. Moderation alone won’t fix the problem – MIT Technology Review

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We all want to be able to speak our minds online—to be heard by our friends and talk (back) to our opponents. At the same time, we don’t want to be exposed to speech that is inappropriate or crosses a line. Technology companies address this conundrum by setting standards for free speech, a practice protected under federal law. They hire in-house moderators to examine individual pieces of content and remove them if posts violate predefined rules set by the platforms.

The approach clearly has problems: harassment, misinformation about topics like public health, and false descriptions of legitimate elections run rampant. But even if content moderation were implemented perfectly, it would still miss a whole host of issues that are often portrayed  as moderation problems but really are not. To address those non-speech issues, we need a new strategy: treat social media companies as potential polluters of the social fabric, and directly measure and mitigate the effects their choices have on human populations. That means establishing a policy framework—perhaps through something akin to an Environmental Protection Agency or Food and Drug Administration for social media—that can be used to identify and evaluate the societal harms generated by these platforms. If those harms persist, that group could be endowed with the ability to enforce those policies. But to transcend the limitations of content moderation, such regulation would have to be motivated by clear evidence and be able to have a demonstrable impact on the problems it purports to solve.

Moderation (whether automated or human) can potentially work for what we call “acute” harms: those caused directly by individual pieces of content. But we need this new approach because there are also a host of “structural” problems—issues such as discrimination, reductions in mental health, and declining civic trust—that manifest in broad ways across the product rather than through any individual piece of content. A famous example of this kind of structural issue is Facebook’s 2012 “emotional contagion” experiment, which showed that users’ affect (their mood as measured by their behavior on the platform) shifted measurably depending on which version of the product they were exposed to. 

In the blowback that ensued after the results became public, Facebook (now Meta) ended this type of deliberate experimentation. But just because they stopped measuring such effects does not mean product decisions don’t continue to have them.

Structural problems are direct outcomes of product choices. Product managers at technology companies like Facebook, YouTube, and TikTok are incentivized to focus overwhelmingly on maximizing time and engagement on the platforms. And experimentation is still very much alive there: almost every product change is deployed to small test audiences via randomized controlled trials. To assess progress, companies implement rigorous management processes to foster their central missions (known as Objectives and Key Results, or OKRs), even using these outcomes to determine bonuses and promotions. The responsibility for addressing the consequences of product decisions is often placed on other teams that are usually downstream and have less authority to address root causes. Those teams are generally capable of responding to acute harms—but often cannot address problems caused by the products themselves.

With attention and focus, this same product development structure could be turned to the question of societal harms. Consider Frances Haugen’s congressional testimony last year, along with media revelations about Facebook’s alleged impact on the mental health of teens. Facebook responded to criticism by explaining that it had studied whether teens felt that the product had a negative effect on their mental health and whether that perception caused them to use the product less, and not whether the product actually had a detrimental effect. While the response may have addressed that particular controversy, it illustrated that a study aiming directly at the question of mental health—rather than its impact on user engagement—would not be a big stretch. 

Incorporating evaluations of systemic harm won’t be easy. We would have to sort out what we can actually measure rigorously and systematically, what we would require of companies, and what issues to prioritize in any such assessments. 

Companies could implement protocols themselves, but their financial interests too often run counter to meaningful limitations on product development and growth. That reality is a standard case for regulation that operates on behalf of the public. Whether through a new legal mandate from the Federal Trade Commission or harm mitigation guidelines from a new governmental agency, the regulator’s job would be to work with technology companies’ product development teams to design implementable protocols measurable during the course of product development to assess meaningful signals of harm. 

That approach may sound cumbersome, but adding these types of protocols should be straightforward for the largest companies (the only ones to which regulation should apply), because they have already built randomized controlled trials into their development process to measure their efficacy. The more time-consuming and complex part would be defining the standards; the actual execution of the testing would not require regulatory participation at all. It would only require asking diagnostic questions alongside normal growth-related questions and then making that data accessible to external reviewers. Our forthcoming paper at the 2022 ACM Conference on Equity and Access in Algorithms, Mechanisms, and Optimization will explain this procedure in more detail and outline how it could effectively be established.

When products that reach tens of millions are tested for their ability to boost engagement, companies would need to ensure that those products—at least in aggregate—also abide by a “don’t make the problem worse” principle. Over time, more aggressive standards could be established to roll back existing effects of already-approved products.

There are many methods that might be suitable for this type of process. These include protocols like the photographic affect meter, which has been used diagnostically to assess how exposure to products and services affects mood. Technology platforms are already using surveys to assess product changes; according to reporters Cecilia Kang and Sheera Frankel, Mark Zuckerberg looks at survey-based growth metrics for most every product decision, the results of which were part of his choice to roll back the “nicer” version of Facebook’s news feed algorithm after the 2020 election. 

It would be reasonable to ask whether the technology industry sees this approach as feasible and whether companies would fight against it. While any potential regulation might engender such a response, we have received positive feedback from early conversations about this framework—perhaps because under our approach, most product decisions would pass muster. (Causing measureable harms of the sort described here is a very high bar, one that most product choices would clear.) And unlike other proposals, this strategy sidesteps direct regulation of speech, at least outside the most extreme cases.

At the same time, we don’t have to wait for regulators to take action. Companies could readily implement these procedures on their own. Establishing the case for change, however, is difficult without first starting to collect the sort of high-quality data we’re describing here. That is because one cannot prove the existence of these types of harms without real-time measurement, creating a chicken-and-egg challenge. Proactively monitoring structural harms won’t resolve platforms’ content issues. But it could allow us to meaningfully and continuously verify whether the public interest is being subverted. 

The US Environmental Protection Agency is an apt analogy. The original purpose of the agency was not to legislate environmental policy, but to enact standards and protocols so that policies with actionable outcomes could be made. From that point of view, the EPA’s lasting impact was not to resolve environmental policy debates (it hasn’t), but to make them possible. Likewise, the first step for fixing social media is to create the infrastructure that we’ll need in order to examine outcomes in speech, mental well-being, and civic trust in real time. Without that, we will be prevented from addressing many of the most pressing problems these platforms create.

Nathaniel Lubin is a fellow at the Digital Life Initiative at Cornell Tech and the former director of the Office of Digital Strategy at the White House under President Barack Obama. Thomas Krendl Gilbert is a postdoctoral fellow at Cornell Tech and received an interdisciplinary PhD in machine ethics and epistemology at UC Berkeley.

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Cineplex Digital Media Selected by Primaris REIT for New In-Mall Digital Media and Directory Signage Network – Canada NewsWire

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Digital Signage Solutions Planned for 19 Shopping Centres Across Canada including Dufferin Mall in Toronto and Orchard Park in Kelowna

TORONTO, Aug. 9, 2022 /CNW/ – (TSX: CGX) – Today, Cineplex Digital Media (CDM), a division of Cineplex, announced that it has been selected to develop, install, and maintain a state-of-the-art digital signage network in Primaris REIT (Primaris) managed shopping centres in markets across Canada, including Toronto, Calgary, and Kelowna. CDM was selected for its extensive experience in the creation and management of innovative digital networks as well as its ability to offer a solution that includes revenue generation, content development, and advertising media sales through Cineplex Media.

As part of the partnership, CDM will operate a network of nearly 70 digital displays at 19 Primaris owned and managed retail properties in British Columbia, Alberta, Manitoba, Ontario, Quebec, and New Brunswick. Each property will receive a custom display solution consisting of large double-sided portrait screens for media advertising, mall directories, and maps. The new network of digital displays is expected to be fully deployed nationally this fall.

“We are thrilled that Primaris selected CDM for this exciting project. Our experience-first approach and data-driven audience targeting will enable Primaris to engage shoppers during their mall visits, as well as provide our media partners with the ability to reach even more of Canada’s mall consumers in additional key markets,” said Fab Stanghieri, Executive Vice President and Managing Director, Media, Cineplex. “Our shopping network that includes 69 centres with over 700 million visitors yearly, combined with our Primaris partnership, will now allow us to reach 13 new population centres with more than 1.4 million local residents.”

“Primaris’ ongoing commitment to our consumers and retail partners is exemplified through our continuous efforts to increase traffic to our shopping centres with memorable and meaningful experiences,” said Jasleen Bhinder, Director, Marketing, Primaris REIT. “We are excited to work with CDM’s strategic customer-centric and robust in-house team of experts and look forward to CDM’s strategy-focused programs including creative playlists, optimization, specialty tenant branding opportunities, and innovative technology solutions.”

As a one-stop digital signage solution provider, CDM offers end-to-end services that drive results. Making a name for itself in the Digital Out-of-Home, Retail, Financial, Grocery, and Quick Service Restaurant industries, CDM provides innovative, data-led digital signage network solutions for clients, including Primaris. CDM is not only about hanging screens, but its industry leadership also stems from its expertise in creative and experience design, data & analytics services, installation and operational excellence, and media sales. CDM makes impressions worth more, do more, and deliver more. For more information on Cineplex Digital Media, visit CDMExperiences.com.

About Cineplex

Cineplex (TSX: CGX) is a top-tier Canadian brand that operates in the Film Entertainment and Content, Amusement and Leisure, and Media sectors. Cineplex offers a unique escape from the everyday to millions of guests through its circuit of over 170 movie theatres and location-based entertainment venues. In addition to being Canada’s largest and most innovative film exhibitor, the company operates Canada’s favourite destination for ‘Eats & Entertainment’ (The Rec Room) and complexes specially designed for teens and families (Playdium). It also operates successful businesses in digital commerce (CineplexStore.com), alternative programming (Cineplex Events), cinema media (Cineplex Media), digital place-based media (Cineplex Digital Media) and amusement solutions (Player One Amusement Group). Providing even more value for its guests, Cineplex is a joint venture partner in Scene+, Canada’s largest entertainment loyalty program.

Proudly recognized as having one of the country’s Most Admired Corporate Cultures, Cineplex employs over 10,000 people in its offices and venues across Canada and the United States. To learn more, visit Cineplex.com.

About Primaris

Primaris REIT (TSX: PMZ.UN) owns and manages 35 retail properties aggregating approximately 11.4 million square feet, at Primaris REIT’s ownership share valued at approximately $3.3B, including 22 enclosed shopping centres totaling approximately 9.8 million square feet and 13 unenclosed shopping centre and mixed-use properties aggregating approximately 1.6 million square feet. Primaris REIT is one of the largest owners and managers of enclosed shopping centres in Canada, and one of the largest owners and operators of retail property of all formats across Canada.

SOURCE Cineplex

For further information: Cineplex Media Relations: Judy Lung, Director, Communications, Cineplex, [email protected]; Primaris Media Relations: Jasleen Bhinder, Director, Marketing, Primaris REIT, [email protected]

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How to shop on social media (and not get scammed) – Alaska Highway News

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From latte kits to collagen supplements, social media feeds are filled with “you need to buy this right now!” products that are fed to a target market. Pastel sauté pans, custom dog beds, monogrammed luggage — there’s no end to a tantalizing selection of stuff at our fingertips.

Anyone who has succumbed to the late-night Instagram purchase knows what happens next: a few weeks (or months) later, a nondescript package shows up at the door and is a reminder of a late night moment of weakness. Best-case scenario is that it works, but more often than not it’s a “online vs. real life” fail and that means tracking down return details and a trip to the post office or eating the cost and waste.

We did a deep dive on five popular products we’ve seen on Facebook, Instagram and TikTok to ask a few key questions: do we need it? Will we use it? Is it worth the cost? And what can we learn from verified third-party reviews?

Before you click “check out” on an avocado saver or a miracle mop, read on for more.

Does the Dyson mop attachment work?

The product: Mop head attachment for the Dyson stick vacuums.

The claim: Dyson owners are a loyal bunch because the vacuums last forever and live up to the hype, with top-notch innovation, design and customer service. That’s what makes the mop attachment so tempting: can it turn an excellent vacuum into an excellent mop?

The unbiased reviews: We took our research off Instagram and the first video tutorial (there are multiple YouTube accounts dedicated to vacuum testing) is this “Do Not Buy” warning. The reason? According to multiple reviews, the water attachment is thin, cheaply made and water drips everywhere. Also, these attachments are made for Dyson but not by Dyson, so it could void the vacuum’s warranty if something goes awry.

What to buy instead: Keep it low-tech with the effective and well-designed Vileda spin mop ($38.64 at Amazon or $41.97 at Walmart.)

Do sticky cleaning balls work?

The product: Sticky cleaning ball (like this one).

The claim: Roll this golf ball-size contraption around at the bottom of a bag or purse to clean up dirt and dust.

The unbiased reviews: The cutesy neon vacuum balls featured by influencers on social media need to be taken apart and rinsed after use, which seems like messy business. And though there are a few options to purchase on Amazon, there are zero user reviews (which is pretty unusual).

What to buy instead: For small spaces, Starfrit has a line of mini vacuums (two AA batteries are required). $10.50 on Amazon.

Do silicone heel protectors work?

The product: Silicone heel protectors.

The claim: These stretchy, slip-on contraptions claim to soften calluses, protect heels from blisters and provide extra cushion support.

The unbiased reviews: This is a product that reviewers either absolutely love or loathe: some swear it helps break in new shoes and protect heels, while others lament the one-size-fits-all sizing leads to slips and tears, along with stretching.

What to buy instead: For treating dry feet (particularly heels), Flexitol heel balm is inexpensive and really effective when used consistently. $10 at Amazon or $13.97 at Walmart.

For extra support around the heels, Dr. Scholl’s Massaging Gel Advanced Cushions are available in different sizes for men and women. From $11 at Amazon and $12.66 at Walmart.

Do wireless hair curlers work?

The product: Wireless hair curler with USB charger.

The claim: Inventive and “easy to use” hair tools are big business on social media. This tool combines the technology of a suction curl machine and the convenience of USB charging and wireless handling.

The unbiased reviews: In 2020, beauty vlogger Julissa Guillen gave a very helpful tutorial on the first-ever version of the wireless hair curler. She liked the look of the curls but didn’t love a lot of things: the machine had a short battery life and in two hours, she only managed to curl half of her hair because it only takes very small sections.

What to buy instead: Since 2020, reputable hair tool company Conair has released its Unbound Cordless Auto Curler, but many of the issues Guillen mentioned in her review seem to persist: charging life, curl quality and hair getting twisted in the machine. Verified reviewers who did love it note that it’s great for travel and works well on short hair. For those interested, it’s best to buy from a retailer with a solid return policy rather than an account on social media. Unbound Cordless Curler, $69.97 at Amazon and $69.97 at Walmart.

Do avocado savers work?

The product: Avocado saver.

The claim: There are multiple versions of the avocado saver on Instagram — the silicone sleeve, the pod (with a hardshell case) and the stretchy “hugger.”

The unbiased reviews: Avocados are expensive and it’s no wonder there are so many inventions to try to save a ripe avocado from turning brown. (The shelf life of a cut avocado feels like it’s about 10 minutes.) Despite multiple inventions, it seems like no one has been able to trick Mother Nature. None of these savers, from slip-on silicone to avocado-shaped storage containers, have consistently high reviews from users.

What to buy instead: The key to saving an avocado from browning instantly is to protect the outer green layer (brush on a citric juice, like lemon or lime) and then store it in any airtight container. This also eliminates having a single-use kitchen item, which is a waste of space. Bentgo small glass container with leak-proof lid, $24.97 at Well.ca.

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