“Galaxy S9 and S9+ specs: What Samsung changed” plus 12 more VentureBeat |
- Galaxy S9 and S9+ specs: What Samsung changed
- Microsoft partners with Michigan company to bring internet access to 82,000 rural residents
- Why VCs hate cryptocurrency investments — or why they should
- Samsung’s camera focus: ‘Nothing is more important than how emojis are replacing words.’
- Samsung debuts 5.8-inch Galaxy S9 and 6.2-inch Galaxy S9+ with incremental changes to flagship phones
- Glu Mobile redesigns its headquarters and its strategy
- The real cost of mining Ethereum
- Huawei announces Balong 5G01, first commercially available 5G chipset
- Blizzard chief Mike Morhaime foresees a long road ahead for esports
- Huawei reveals Windows MateBook X Pro laptop and Android MediaPad M5 Series tablets
- PSVR 2 makes more sense as Sony releases more PSVR games
- 3 AI terms all business professionals need to understand
- Neurogaming’s World of Tanks VR attraction reminds us that arcades are social experiences
| Galaxy S9 and S9+ specs: What Samsung changed Posted: 25 Feb 2018 12:25 PM PST  At Mobile World Congress 2018 today, Samsung announced the Galaxy S9 and the Galaxy S9+, successors to the Galaxy S8 and Galaxy S8+, respectively. After months of leaks, Samsung’s ninth-generation phones are now official. Preorders begin March 2, and the devices will begin shipping March 16. Before you get your credit card ready, you might want to see exactly what you’re buying — Samsung’s major highlight is the camera, but there are other improvements worth noting. The tables below show you what Samsung changed, comparing the Galaxy S8 to the Galaxy S9 and the Galaxy S8 to the Galaxy S9+. Samsung Galaxy S8 vs. Samsung Galaxy S9
Samsung Galaxy S8+ vs. Samsung Galaxy S9+
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| Microsoft partners with Michigan company to bring internet access to 82,000 rural residents Posted: 25 Feb 2018 12:15 PM PST  As part of a recent push to increase rural broadband access in the U.S., Microsoft announced today that it will partner with Michigan-based Packerland Broadband. The goal is toprovide internet access to 82,000 people living in rural regions of northern Wisconsin and the upper peninsula of Michigan over the next four years. The partnership is the first of its kind between Microsoft and a regional broadband provider like Packerland. Microsoft President Brad Smith made the announcement at a meeting of the National Governor’s Association. The initiative is part of Microsoft’s TechSpark program, which aims to provide digital skills and job training programs, grants to local non-profits, broadband access, and other digital resources to six communities across the U.S., including Northeast Wisconsin. “Broadband has become the electricity of the 21st century, essential for education, business, agriculture and health care,” Smith stated in a press release announcing the news. As part of the partnership, Packerland — a subsidiary of Michigan cable company CCI Systems — will leverage TV White Spaces technology developed by Microsoft, which the company made available royalty-free as part of its Rural Airband Initiative. Consumers, small businesses and students will also be able to get access to Windows devices, Office 365, and other cloud-based services through Packerland, though Microsoft didn’t provide any details on pricing. According to data from the Federal Communications Commission, 43 percent and 34 percent of rural residents in Wisconsin and Michigan respectively lack broadband access. Microsoft unveiled its TechSpark initiative last October, though it has announced few details since then on how much the company will be investing in each of the six chosen communities. In Northeast Wisconsin, Microsoft announced in October that it would invest $5 million to assist with the development of a business development lab, alongside the Green Bay Packers. Enveloped within Microsoft’s TechSpark program is the Rural Airband Initiative. Announced in July, the Airband initiative aims to get 2 million rural Americans broadband access by 2022, through partnerships with both commercial and regional broadband providers. The company also led the formation of a lobbying group in January to push the FCC to eliminate regulatory hurdles that it says stand in the way of broadband deployment. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Why VCs hate cryptocurrency investments — or why they should Posted: 25 Feb 2018 10:25 AM PST  GUEST: While some VC firms have embraced ICOs (USV, Sequoia, DJF, and Seedcamp are some prime examples), the broader VC community has shown signs of fear and resentment towards ICOs. I have been following blockchain and distributed ledger technologies since 2013. The rise of cryptocurrencies since then has been meteoric. Only a year ago, I wasn't sure what to say when asked on stage about the prospects for ICOs. Now, with seven ICOs raising $100 million or more during 2017 and messaging app Telegram having already raised $850 million of the $1.2 billion it is targeting in the first so-called mega-ICO, I know exactly what to say. The cryptocurrency market is a bubble. I can see why some VCs are enthusiastic: It's hard to stand on the sidelines. Who wants to be the investor that missed the boat on the company that lasts the course, goes supernova, and turns into the Amazon of crypto? They had better hope they pick well (or get lucky), though. Very few winners came out of the dot-com era, and just like when that bubble burst, a lot of money invested in crypto will turn out to have been wasted. It is important to distinguish the current crypto-mania from distributed ledger technology (DLT) more generally and the potential benefits it may bring. The implications of DLT and tokenization will be far-reaching and will most likely have a revolutionary impact on quite a few industries. People looking to get involved in the space need to realize that, while good ideas are emerging, the underlying infrastructure required to make them happen doesn’t yet exist, a bit like in 1999 when many great ideas weren’t viable because high-speed internet access and other underlying technologies simply weren't there. I have yet to see the real killer application that will gain mass adoption, but I believe it will emerge soon enough. There are companies creating ground-breaking DLT solutions with the potential for real, viable business models. But this small minority isn't the focus of this post. The current crypto-mania, much like the dot-com boom that preceded it, is largely driven by the promise that the average Joe can make huge financial profits. We all have a friend – I have quite a few! — who put $20,000 into Bitcoin or Ethereum a few years ago and is now busy reading the FT's "How to Spend It.” Just like in 1999, most of the companies raising money have no real business model, revenues, or prospects of ever being viable; the main difference is that regulatory loopholes are making it easier for companies to sidestep or break securities law and market securities, or security-like instruments, to the public. ICOs do offer certain benefits to companies and investors beyond an easy way to raise money. Having a tradable token or coin means investors can enjoy immediate liquidity and don’t have to wait years for an IPO. But if a company underperforms, its token may trade down, making it hard to raise further capital. ICOs could also be a neat way to fund the development of open-source projects by creating an incentive for early developers and participants in a specific network. So, why should VCs hate crypto investments? 1. The fundamentals don’t add up. Most tokens are either a security or provide some sort of utility. Utility tokens, by virtue of providing the bearer a certain service, should theoretically have a cap on their value based on the utility they provide. There is, for example, only so much people will pay to store a file on a distributed file system, or to register their sneakers. But these tokens are trading well above their expected utility value, indicating they are over-valued. A lot of money can be made in momentum trades, but VCs don't usually play that game well. When it comes to security tokens, the SEC has ruled that, roughly speaking, "if it smells like a security, it is a security,” rendering most quasi-security offerings either illegal or impractical. Early developers and adopters of utility coins could see significant returns as the underlying protocol they develop expands, but investors must analyze and form a view of the underlying value of each token and how it might appreciate if usage of the network or protocol expands. 2. P2P and decentralization are utopian myths. Many of the early participants in the crypto ecosystem hold strong libertarian views. Decentralization is seen as a good thing, freeing "the people" from government and regulation. A lot of ICOs I see start from a premise of creating a decentralized system of sorts. But as we have seen over and over again, if a P2P or consumer-to-consumer business model is really that good, businesses will step in and the market will start consolidating and become B2C, giving a number of large players more control over a network. Just note the consolidation in Bitcoin mining for a hint of things to come. 3. The investment mechanics aren’t there. Traditional VC fund documents make it hard for VCs to invest in cryptocurrencies and ICOs. While I expect fund documents to start including provisions to allow investment in cryptocurrencies, this process will take time. Cryptocurrencies also present new types of challenges for institutional investors, such as volatility in the price of Bitcoin, which is a completely exogenous variable that could make or break an investment. Additionally, there are logistical issues around depositary services for cryptocurrencies – investors will expect a fund to hold whatever security it holds in a secure form. If a share certificate is lost, the company can issue a new one. If the key to a crypto wallet is lost, the contents are most likely lost forever. 4. Investors don’t get any control. When a VC invests in a company, it comes with strings attached, mainly in the shape of controls over the business. This is primarily so the VC can ensure its funds are used in the way it expects, to enhance the growth and success of the business. ICOs, however, are usually structured so that the investor has no control over the use of their investment. While this may be acceptable to a small investor holding a tiny fractional percentage of a company, it simply doesn't fly with a VC that invests millions. These VCs expect a certain level of control in order to deliver an expected return over a given timeframe, and they are accountable to investors of their own. A classic bubbleCrypto enthusiasts see ICOs as a way to break the hegemony of venture capitalists over funding and supporting startups. Why spend six months pounding up and down Sand Hill Road, give up 30 percent of your business, and cede control of major decisions when you can raise millions in seconds? However, the ability to raise money from the public (at least in the US and the UK) in the form of crowdfunding already exists, and while some companies choose the crowdfunding route, the VC community continues to thrive. I find that many founders want to have a VC invest in their company, be it for advice, experience, network, or the credibility that comes with having an experienced VC on your board. Ultimately, crypto just has all the hallmarks of a classic bubble. Even if Bitcoin does turn out to have sticking power, that's no reason to believe there's a market for all the other fledgling cryptocurrencies springing up on a near-daily basis. Companies aren't selling coins because they have to but because they can. If the CEO of Kodak has to issue a statement denying that his company's crypto offering is a cynical ploy to pump its stock price the morning after its announcement had exactly that effect, we have a problem. VCs still have to identify and invest in businesses with real, long-term prospects. When my Uber driver whips out a laptop and tries to convince me to back his ICO on the basis of a white paper that's barely five percent ready (true story!), we have an even bigger problem. Eyal Malinger is an investment director at venture capital fund Beringea. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Samsung’s camera focus: ‘Nothing is more important than how emojis are replacing words.’ Posted: 25 Feb 2018 10:11 AM PST  With the launch of its new flagship phones, Samsung executives sought to emphasize how the gadget’s new cameras are built for an era of visual communication. Indeed, the teaser line for the event when it was announced was “The Camera Reimagined.” Execs sought to make good on the boast by noting that the Samsung Galaxy S9 and S9+ include a dual aperture, a new super speed image processor, and a dual camera on the back to improve pictures in all lighting conditions. DJ Koh, head of Samsung’s IT & Mobile Communications Divisions, announced the phones at a launch event for press and partners in Barcelona, on the eve of Mobile World Congress. Koh noted that 1.2 trillion photos were taken on smartphones in the past year, and 5 billion emojis were sent. He said the phones are recognition that communication has gone well beyond voice. “Nothing is more important than how emojis are replacing words,” he said. “Images are becoming the new mode of expression. Clearly the social media generation has revolutionized the way people communicate.” As such, the new cameras can capture video at 960 frames per second, allowing a user to stretch a video the length of an eye blink into a six-minute video. Users can also add music, change the background, or make a GIF. The cameras have a duel aperture to more carefully tune the amount of light that comes in and improve picture quality in all conditions. Samsung also announced a new feature called AR Emoji that lets users take a picture of themselves and then use augmented reality to transform into live-action emojis. The feature is the company’s response Apple’s Animoji announced last fall for the iPhone X.  Above: Samsung’s new AR Emoji feature. Image Credit: VentureBeat/Chris O'Brien The phones will also come with Bixby, Samsung’s intelligence platform at us AR and deep learning to do things like detect and identify objects and do live translations of written text. Though Google has offered similar features for years. “This is the first smartphone built for the First smartphone built for the way you use the smartphone today,” Koh said. Finally, intent on showing off its AR chops, Samsung added an AR feature to the app it created for the event. As soon as execs had announced the new phones, attendees could point the camera on the app at their event badges to see an AR version of the Galaxy S9.
Apple, of course, has been talking up its AR efforts over the past year. Just how much such features affect consumer purchasing remains to be seen. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Posted: 25 Feb 2018 09:15 AM PST  On a Sunday evening in Barcelona, Samsung executives officially announced the 5.8-inch Galaxy S9 (for $720) and 6.2-inch Galaxy S9+ (for $840) smartphones, which you can preorder on March 2 and will start shipping on March 16 in Midnight Black, Titanium Gray, Coral Blue, and Lilac Purple. The details confirmed what VentureBeat had previously reported when we broke news about the phones in late January. Samsung’s main focus for the devices was the camera. The company made the announcement at the Fira Montjuic hall in Barcelona a day before Mobile World Congress, a massive event that is expected to draw more than 100,000 attendees. Samsung has long held a keynote on the Sunday evening before the event, a tradition that emphasized the company’s clout in the industry and which it used for several years to launch its new flagship phones.
But last year Samsung delayed the announcement of the Galaxy S8 and Galaxy S8+ until an event in March. At MWC, the company moved its event to a smaller hall than usual and delivered a series of announcements about its chips and 5G plans that didn’t make quite the same splash. Samsung never officially specified the reasons for this change, but it came after months of controversy over Samsung’s bungling of the recall for its fire-prone Galaxy Note7. Overall, Samsung has managed to post stellar growth during the past year, thanks to is chip business and despite a scandal that saw its CEO temporarily jailed. Yet its smartphone business is clearly in transition. In its most recent earnings report, Samsung noted that "total smartphone shipments decreased, due to the lineup optimization of low-end models, while shipments of flagship products, such as the Galaxy Note8, increased from the previous quarter." Samsung has seen its market share slip in recent years, even as it remains the world’s largest smartphone company. In China, it’s been losing ground to local competitors like Huawei and Xiaomi. Samsung has responded by trying to reduce its dependence on its lower-end phones, instead emphasizing the higher-end phones in its lineup.
This year, the company moved its event to a larger venue than last year, and it is hoping to use the marketing buzz to give the new phones a big launch. In that respect, the new Galaxy S9 and Galaxy S9+ will face some challenges grabbing consumer interest, given that they are what VentureBeat reporter Evan Blass previously termed “iterative upgrades.” The S9 uses Qualcomm Snapdragon 845 in the U.S. and China while using Samsung's Exynos 9810 systems-on-chip in other markets. The S9+ will offer expanded memory configurations of 6GB of RAM and 128GB compared to last year’s version. The S9 will have the same 4GB/64GB pairing as the S8.
The Galaxy S9 and Galaxy S9+ also adds motion-detected, "super slow-mo" video capture (rapid movement triggers 480fps recording at 720p). And both offer variable aperture on their primary 12-megapixel cameras, a feature Blass described as “a mechanical adjustment that switches between f/2.4 and smallest-in-class f/1.5.” In addition, the Galaxy S9+ includes a second 12-megapixel rear module. The 2018 S-series models sport 8-megapixel selfie cams. The fingerprint sensor on the back has been moved below the cameras and the company added stereo speakers on the bottom. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Glu Mobile redesigns its headquarters and its strategy Posted: 25 Feb 2018 09:05 AM PST  Glu Mobile moved into a brand new headquarters in San Francisco recently, with much of its staff together under one roof in a move that is meant to reflect its unified creative culture. The publisher of mobile games such as Design Home and Covet Fashion is now focused on rapid prototyping and simpler operations. Earlier this month, Glu reported its revenue in the fourth quarter of 2017 was $80.2 million, up 73 percent from a year earlier, and its net loss was $39.5 million, compared to a loss of $17.2 million a year earlier. If you take out the one-time charges, the company was profitable before taxes on a quarterly basis. Glu’s turnaround isn’t quite complete, but it’s a far more efficient company today than it was a couple of years ago, said Nick Earl, CEO of Glu, in an interview with GamesBeat. (Earl will do a fireside chat at GamesBeat Summit 2018 on April 9-10 in Berkeley). Glu has changed since Earl became CEO 15 months ago, replacing longtime boss Niccolo De Masi. The company had 548 employees in the fourth quarter, down from a peak of about 850 a couple of years ago. “We've closed quite a few studios. We sold a couple of things. We've tightened up our central group that Tim Wilson used to run,” Earl said. “We put that all under Chris. We've combined it and made it a much more efficient, productive group.” Glu has also remade its portfolio of mobile games. It has focused on the business of Design Home and Covet Fashion, two games aimed at women that were created by Crowdstar, which Glu acquired in 2016. The company is far less focused on the social celebrity games based on superstars such as Katy Perry and Taylor Swift. Kim Kardashian: Hollywood is still generating revenue, but the revenue guarantees promised to celebrities on other less-successful games were hurting Glu’s profits enormously, Early said. I interviewed Earl and chief revenue officer Chris Akhavan at the company’s new digs. Here’s an edited transcript of our interview.  Above: Glu leaders Chris Akhavan (left) and Nick Earl sit in one of the meeting spots in Glu’s new HQ. Image Credit: Dean Takahashi Nick Earl: When all the teams are co-located, you get so many benefits from sharing resources and ideas. They energize each other, spur each other on, help each other out. We'll get that by having three of the five studios here. We'll still have the sports guys down in San Mateo and the Kim Kardashian: Hollywood group in Toronto. Chris Akhavan: At the peak I think we had 12 or 13 offices around the world. It's really gotten focused. We’re just under 600 now. GamesBeat: Where is that relative to historical peaks? Earl: The peak was around 850. Close to 900. That was two years ago, when I joined. We've closed quite a few studios. We sold a couple of things. We've tightened up our central group that Tim Wilson used to run. We put that all under Chris. We've combined it and made it a much more efficient, productive group. That's brought us down to the high 500s. We'll probably see a bit of growth, but I'm a big believer in simplifying the business, not having too much complexity. When you create logistical and structural complexity you just make it harder on yourself. I like the notion of being smaller, more streamlined. We've gotten down to the games and the live services that we want to keep going, and we're building things we believe can be growth games, really be additive to where the business is. We're getting rid of all the rest. That's one reason why we did this big impairment with all the celebrities. We want to move beyond that. It's been kind of our label, but more important, it's just not been a great bet, other than Kim Kardashian. She's exceptional in many ways. The rest did not work out, Katy and Britney and Nicki.  Above: Kim Kardashian: Hollywood gives you the chance to play the game of fame. Image Credit: Glu Mobile GamesBeat: The thinking seemed pretty interesting. Their social followings should have lightened that cost of advertisement. Earl: Very understandable, how Niccolo led that. Anyone would have done that. But as it turns out — and this is why this business is challenging — you can have all the elements logically put together, but the results don't pan out. Where the mistake was, probably, after trying a couple he kept going at it. We probably should have done one or two experiments, and after they failed—Nicki and Britney and the rest just don't translate. Kim happens to. Akhavan: Those were also cases where the company decided, "Let's go do a Katy Perry game and figure out what the game is." Now that's changed dramatically. We start with a strong creative leader who builds a great prototype. If we want a license for it, the prototype informs the license we want, versus going off and getting a license and figuring out what to do with. Earl: And letting the creative leader define what they want to do. The product direction does not come from this office. It used to, but it doesn't anymore. I'm about bringing in great people, like Mike Olsen. "Mike, what do you want to do?" As long as it's entertainment-oriented and it's on the phone, they can do what they want. Chris and Eric's job, and my job, is to create a little bit of uniformity or purposeful direction out of all the componentry and support them. Their job is to create greatness. I always say, we're in the back office and they're on the field. We work for them and not vice versa. Technically they report to me, but in practice this is just the way I ran things at Redwood Shores. I work for them. They're the stars. When I had Neil working for me doing Lord of the Rings, all I ever did was figure out a way to get Neil what he needed, help him strategize and build that business. That was a fantastic business. We had it going for three or four years. It's very much the same approach here, which it hadn't been before. GamesBeat: I guess the tough thing is that the business changes so much. There are many different strategies out there that different companies are executing on. If you try to copy Supercell, that's pretty hard to do. Earl: There are great things about Supercell that we do copy. I love their egoless culture, the fact that people don't take things personally, that people are very transparent and honest. Like Ilkka says, "I'm the weakest CEO, the least powerful CEO you could ever imagine." I love that about them. I've studied that. A lot of those elements we try to borrow here. Get the ego out and let's just do what's right for the business. Let's support the creative process. But you're right. No one can be Supercell except Supercell. GamesBeat: They have such small teams, five to 15 people. Earl: Mike's team, the guys doing Disney, that team will only be 20. They'll have some art resources that we use in Hyderabad, but they're only 20 people. Very much the same idea. We have some big teams, but they're the content furnaces. The system-oriented games, like what Mike's building, we can go to smaller team sizes, more muscular, leveraging more central stuff that we've built.  Above: Glu Mobile’s big games. Image Credit: Glu GamesBeat: Supposing I'm running a game company, I'd be very fearful of doing the Supercell thing where you kill three games out of four. Earl: It's scary when you're public. The markets expect this pipeline. That's a big change for us. One of the things that allows us to kill stuff along the way is we no longer depend on launches in order to keep the lights on. We have now hit this level of profitability without launching anything new. We're not forced into making bad decisions. Public companies generally get forced into that. At EA we were forced to launch games ahead of their time. In the later years we stopped doing that because you realize you're just shooting yourself in the foot. They made some smart delays. But now we're in a place where—we'll launch baseball at the end of this quarter. That's a no-brainer. This is the fifth year. We know that'll be good. We should be good for WWE because it's the same team working on the same engine. That said, if it's not ready to go we don't have to launch it in June. We could wait until September or even the following January and still be profitable. We've reached this equilibrium that we've not had before. That's been life-giving for us. Akhavan: We killed multiple products in beta last year, which is the first time Glu's done that in many years. Earl: Yeah. And we'll be killing more. GamesBeat: Were there some things you picked up from Kabam? Earl: Tons. So many. 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| The real cost of mining Ethereum Posted: 25 Feb 2018 08:35 AM PST  GUEST: Just how profitable is it to mine Ethereum? To properly answer this question, let’s start at the beginning: Let’s construct a hypothetical mining rig, plug in some reasonable of numbers, and come up with a pragmatic analysis of how much you can earn through Ethereum mining. Let’s also hold the price of Ethereum static. By removing any profitability from the appreciation of Ethereum from the equation, we’ll be able to correlate the actual rates of return exclusively with hardware, electricity, and any other costs associated with running a mining rig. Our assumption set uses numbers from January of 2018 that you can see below (we have done our best to use reasonable and middle-ground numbers):
As you can see here, our hypothetical mining rig is more efficient and profitable than some of the best mining equipment on the market right now. We are assuming four GPUs that mine 40 MH/s each. The hardware specs are four GPUs, plus a processor, a motherboard, and a power supply rated at 1,000 Watts of electricity. The cost of this rig would be approximately $3,000. A reasonable cost of power is approximately 10 cents per kwh. This is below the national average for retail power rates in the U.S. To run a mining rig you will likely pay at least 10 cents per 1,000 watts run for each hour. This means one full day of mining comes with an electricity cost of $2.40. We will also use the block reward and block difficulty from January of 2018 as our base point. And we assume mining with a single rig is only reasonable when working with a mining pool. Some mining pools take up to 10 percent of your earnings, but some of the best only take 1 percent. For that reason, we’ve pick a modest 1.5 percent. Taking several points across Etherescan's historical chart of the difficulty factor, we were able to run an exponential regression. This gives us an exponential growth factor that describes the increasing growth of the difficulty of Ethereum mining:
Based on this fit, we found the following values to describe a predictive line for future values of the difficulty function.
The block difficulty shares an inverse relationship with the profitability of your Ethereum mining rig. This means that every day, as the difficulty gets higher, your rig's profitability is reduced. Eventually, your rig will make less money per day than the cost of electricity to keep it running. At this point, you would have to turn off your miner, because keeping it on will lose you money. Using CoinWarz’s mining profitability calculator, we can plug in a growing block difficulty to see that the profit per day goes from $18.24 to $1.60 in just one year. The calculator uses the following inputs: hash rate (MH/s), power (Watts), power cost ($/kWh), difficulty, block reward, pool fees, ETH/BTC value, BTC/USD value, and hardware costs. For our predictive profit function, we plugged a point into the calculator once every month and assumed a linear fit in between each point. According to this calculator, if you started mining in January 2018, a year and a half in (day 476) you would start losing money since your Ethereum mining rig would cost more to run than it would generate in profit (again, assuming a static price in Ethereum). The total profit you would have accrued by the end of your mining rig's profitable run would be $2,916.59. However, if you back out the initial upfront costs discussed above, you've actually made slightly less than you've invested. You could resell your GPUs to cut some of your losses, but your equipment will have lost a lot of value and that loss is only going to accelerate as newer mining equipment continues to improve at an impressive rate, something that is making GPUs from a year and a half ago already lose a majority of their value. Your GPU resale value will ultimately determine your overall mining investment return. Consider this: A 50 percent depreciation rate (in one year) is a favorable rate pegged to a $600 GPU. If you sold your GPUs for $300 a piece, you would make $1,200 from your resale, bringing your overall revenue to $4,116.59. This means your profits are $1,116.59, which is about a 37 percent return. Looking at the value of GPUs on Amazon.com gives you a pretty good idea that your GPU may very easily depreciate to a value of less than $100. Even at $100, your total resale value would be $400. This would bring your overall revenue to $3,316.59 and your profits to $316.59, which is about a 10.5 percent return. In our calculations, we also used a favorable, but not ideal, scenario for electricity costs. Consider the following three examples, one of an individual miner in Connecticut, one in Washington D.C., and our hypothetical mining rig:
Depending on where you live, electricity can greatly affect the profitability of mining. In the case of a miner in D.C., you would just barely break even if you sold all of your GPUs for $150 a piece. We have also excluded other potential costs from our calculations. These costs could include further expenses such as operational, cooling and maintenance costs. Of course, the real hope with mining is that the currency you are mining (in this case Ether) will appreciate greatly. Going through the mining process to gain Ether may seem like an inefficient route to the currency. You could instead just choose to invest all that money into your desired cryptocurrency to start with, in which case you would derive profits without the operational headache of running mining equipment. There is an ever greater threat to mining profitability approaching in the near future: Ethereum is soon moving to a proof-of-stake model with the Casper Protocol. When this happens, something expected in 2-3 years, traditional mining will no longer work and mining rigs will become obsolete. Rigs will no longer be able to generate streams of revenue from Ethereum mining. Instead, only by locking in stake will "stakers" (as opposed to miners), be able to profit from the Ethereum Blockchain. To be a staker you will no longer need the complicated hashing power of GPUs that proof-of-work required. This post is not intended to discourage mining on the Ethereum network. Miners are needed to secure the vast decentralized system we enjoy today. Our intent is to show that mining is profitable based on the appreciation of Ethereum. As we move into a world with more decentralized services that pay in Ethereum directly, or services that pay in other crypto-assets, mining may become less favorable due to the large depreciating investment in hardware. Hunter Prendergast is CTO, John Licata is CMO, and Mustafa Inamullah is Creative Content and Design Lead at MIMIR Blockchain Solutions. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Huawei announces Balong 5G01, first commercially available 5G chipset Posted: 25 Feb 2018 06:04 AM PST  In the race to win the 5G market, China’s Huawei took another step forward today when it announced what it claims is the first commercially available 5G chipset. Called the Balong 5G01, the company says it is compliant with the recent standards that were locked down last December by industry group 3GPP. While 5G is expected to eventually able network speed of 20 Gbps, this first chipset from Huawei offers up to 2.3 Gbps. There was no pricing information. But Richard Yu, CEO of Huawei’s Consumer Business Group, said the chip was just the latest example of how Huawei is aggressively pushing forward with 5G. He also demonstrated the Customer Premise Unit the company is developing to allow end users to start experiencing 5G in their homes and offices. Yu was speaking a day before the official opening of Mobile World Congress in Barcelona, the telecom industry’s largest annual gathering where 5G is expected to be the main theme. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Blizzard chief Mike Morhaime foresees a long road ahead for esports Posted: 25 Feb 2018 06:00 AM PST  Blizzard Entertainment scored big with the debut of its Overwatch League. The official esports league for Overwatch players drew more than 10 million viewers in its debut week in January. Blizzard (a division of Activision Blizzard) continues to invest heavily in the esports market as the whole industry hopes that esports will catch up with traditional sports. Market researcher Newzoo reported last week that global esports revenues will grow 38 percent to $906 million in 2018 and further grow to $1.65 billion by 2021. The number of esports enthusiast fans will grow 15.2 percent from 143 million in 2017 to 165 million in 2018 while the number of occasional viewers will grow from 192 million in 2017 to 215 million in 2018. By 2021, the esports enthusiasts will reach 250 million, and the occasional viewers will reach 307 million. But the current amount of money generated per esports fan is still lower than traditional sports — such as the amount generated per NBA fan. Mike Morhaime, president of Blizzard, said in an interview with GamesBeat and in a panel at the DICE Summit 2018 elite gaming event that we’re just at the beginning of a long road. In the future, the esports market is expected to generate revenues through the sale of sponsorships, media rights, advertising, publisher fees, tickets, and merchandising, Newzoo said. I interviewed Morhaime and Kim Phan, head of esports product and operations at Blizzard, at DICE in Las Vegas last week. Here’s an edited transcript of our interview.  Above: Mike Morhaime, president of Blizzard, and Kim Phan, director of esports product and operations at Blizzard. Image Credit: Dean Takahashi GamesBeat: I wonder what you think about the comparisons … between esports and traditional sports, the projections of where it may go. Do you think there are some conditions that could make that happen or that it's already happening or that it can't happen? Mike Morhaime: What does make sense is, if you look at the engagement levels people have with games — even if you just look at the top individual games. And you compare that to the engagement around traditional sports, you do see that the engagement isn't that different. In some cases, it's even bigger on the game side. This is just the beginning for esports. We're still exploring different ways of how it will evolve. But there's more and more interest from traditional players, sponsors, broadcast companies. They recognize that this is a thing that's not going away. It's only going to get bigger. We've crossed an inflection point already. GamesBeat: The [number] of spectators [is] as big as any sport out there. Morhaime: Right, but now, you're starting to see the big sponsors of traditional sports, companies that advertise in things like tennis tournaments. They're paying attention to esports now. That's going to help a lot. GamesBeat: We have 75 years of professional sports history to look at. It winds up being this huge media business, which isn't there for esports yet, but it could eventually get there. Morhaime: Not yet, yeah. But all the media companies are trying to figure out how to have a digital business. A part of their business that's devoted to this segment. GamesBeat: And they want to accelerate toward it. Morhaime: Everything's accelerating. There's a lot of room for us to grow.  Above: Well, that looks awfully official. Image Credit: Blizzard GamesBeat: It seems like the challenge is making the decisions at the right time, depending on how that curve looks. Kim Phan: If you look at traditional sports, each one is different. Not all of them are going up like this. If you look at UFC — every sport is unique and has its own trend. You're seeing that with esports as well, based on each game title. Morhaime: We had a dynamic where cable subscription dollars were going in and funding a lot of growth. Those dynamics are changing. But we didn't benefit from any of that cable stuff. We're in a position to not have this huge peak that we end up being compared to.  Above: DICE Summit esports panel (left to right): Mike Morhaime, Kim Phan, and Nate Nanzer. Image Credit: AIAS GamesBeat: There are numbers of spectators, the engagement of fans. What else is on the plus side of this that could make it all happen faster? Phan: How people consume the content in gaming — they're already accustomed to watching on mobile devices, playing on mobile devices. They're already on that screen. Where you choose to watch esports right now is also where you play video games. The playing field and the place where you watch are similar. That's one thing that's different. GamesBeat: How do we get over things like, "Overwatch is hard to understand compared to Counter-Strike?” Morhaime: That's something we're working on. We're trying to do different things. The team colors, the uniforms in the game, helped a lot. We're taking feedback and always looking to improve. Also, as people watch it more, it naturally becomes more understandable. Continue Reading ... | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Huawei reveals Windows MateBook X Pro laptop and Android MediaPad M5 Series tablets Posted: 25 Feb 2018 05:30 AM PST  Huawei today announced upgrades to its laptop and tablet lineup today at a press conference held a day before the start of Mobile World Congress in Barcelona. The Chinese company showed off the new Huawei MateBook X Pro laptop and the MediaPad M5 to press and analysts gathered at the city’s Centre de Convencions Internacional de Barcelona, a massive facility that Samsung had used in years past for its MWC keynotes. The MateBook X Pro in particular represents a strong push by Huawei to design a sleek, ultra thin laptop that targets business users. It’s 14.6mm thick and weighs 1.33 kg. The 13.9-inch notebook has a 3K touch-enabled display made from Gorilla Glass. Huawei dubs the display “FullView” because it has 91 percent screen-to-body ratio. The previous generation was 88 percent, and Huawei says the Apple MacBook Pro is 82 percent. “We're quite clear that our target customer are the business elite,” said Huawei spokesman Cheng Lei of the PC and tablet product line, said at a briefing prior to the event. “So the meeting component is very important.” To create a screen that covers nearly the entire face, Huawei removed the camera from the typical position above the screen and hid it under the F7 key. This will likely be one of those changes users love or hate. Pressing on the F7 button causes the camera to pop up on the keyboard, but the angle captures the users from below which is often less-than-flattering vantage.  Above: Huawei MateBook X Pro Image Credit: VentureBeat/Chris O'Brien Lei said the company’s research said the laptop camera is one of its least-used features, saying consumers and business customers alike prefer the cameras on the smartphones. He also noted that many users concerned about privacy have taken to putting tape over it. The MateBook hidden camera offers better security, he argued. “Now there’s no possibility that someone is spying on you or hacking you with the camera itself,” he said.
The MateBook has an 8th Generation Intel Core i7/i5 processor as well as a NVIDIA GeForce MX150 GPU with 2GB GDDR5. And he said the battery, which comprises half of the machine’s internal components, could deliver 12 hours of video playback time. "Today's consumers want more: they expect their technology to be both powerful and adaptable – and Huawei is committed to creating devices that not only meet these expectations, but create experiences that make everyday computing extraordinary," said Richard Yu, CEO, Huawei Consumer Business Group, said in a statement before the event. "The HUAWEI MateBook X Pro and HUAWEI MediaPad M5 Series are at the forefront of a new generation of mobile computing that empowers every aspect of your life." The company also showed its new MediaPad M5 Series. Lei said Huawei is now the world’s third largest seller of tablets after Apple and Samsung. So continuing to develop its lineup is essential. The 10.8-inch MediaPad M5 Pro comes with the company’s M-Pen which features 4,096 levels of pressure sensitivity to allow for more nuanced drawing and note taking.  Above: Huawei MediaPad M5 Image Credit: VentureBeat/Chris O'Brien Both the the 8.4- and 10.8-inch tablets come in Champagne Gold and Space Gray. The MediaPad M5 Android-based tablet includes two speakers on the 8.4-inch version and four on the 10.8-inch design, which use a tuning developed in partnership with Harman Kardon. The post will be updated when pricing and availability are announced. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| PSVR 2 makes more sense as Sony releases more PSVR games Posted: 25 Feb 2018 03:34 AM PST  OPINION: Apex Construct's release this week once again brought about a recurring topic in its reviews: PlayStation VR's limited tracking and Move controllers restrict what is an otherwise great experience. The 180-degree tracking makes traversing an entire virtual world much more finicky than it should be and the lack of analog sticks on the controllers make locomotion a hassle. It's an unfortunate reality that many of us have learned to live with so as to enjoy otherwise incredible experiences like Skyrim VR. But, as frustrating as these issues can be, they also make me very, very excited for the future of PSVR.
Every VR game out there right now is going to benefit from better headsets; this much is obvious. The Vive Pro demonstrates that we'll soon be enjoying the same great content with much crisper visuals that keep us better immersed in the worlds we're exploring. But PSVR is a special case because the room for improvement with Sony's headset is so massive that we're foaming at the mouth thinking about playing the VR games we already have today in three to five year's time. Why? Well, on the surface, there's the very simple stuff. Presumably, PSVR 2 would be a headset that works with a hypothetical successor to the PS4 and PS4 Pro: PS5. That's a huge benefit right from the off; PS4's limited processing power has been a sore point for developers porting Rift and Vive games to the platform but, should PS5 be backward compatible, teams could have an easier time bringing their console ports up to standard with the PC version thanks to increased horsepower (even the PS4 Pro gives developers a lot more to work with, but games have to support the standard PS4 too). No more blurry textures in Arizona Sunshine, for example, or perhaps a little less pop-in in Apex Construct. Then there's the basic specs of hardware itself. You'd have to assume PSVR 2's display will be a significant bump up from the original's functional if dated 1080p OLED screen. The further out the headset is the more viable it is that we could get a 3K or maybe even (if we're really lucky) a 4K display fitted into the device. From day one, then, we can revisit worlds like Skyrim and Resident Evil 7 and feel much more immersed from a purely visual perspective. More than any other aspect, though, it's controllers and tracking that stand to benefit the most from the hardware upgrade. With some fine-tuning, you can get a pretty good setup for PSVR right now but you still won't be able to turn around when using the Move controllers (the camera can't track what it can't see) and you'll still experience some drift even when you're not moving. It's also all too easy to move outside of the camera's field of view or struggle to get the right lighting conditions for perfect tracking. As new inside-out solutions and improved SteamVR tracking nears, PSVR is looking older by the day.
Imagine a PSVR 2 with backward compatibility that fixes all of that. The ability to turn around when enemies circle you in Skyrim, raise your gun to your sights in Arizona without tracking confusing one tracking light for the other. Perhaps this could be achieved with the same inside-out tracking seen on Microsoft's mixed reality headsets, eliminating the need for a camera entirely. And, as for those Move controllers, we're praying that something comes of recent Sony patents for improved designs. Developers have done the best they can with the archaic designs of these devices, originally built for the PS3, but there's only so much you can achieve without full 360 tracking and an analog stick or trackpad. Simply put, provided backward compatibility is included, once PSVR 2 is here the PSVR community will already have an expansive library of great content that will be hugely improved. The patience so many of us have shown will be rewarded with hours of immersive content that we can dive right back into and enjoy like it was our first time in VR all over again. So next time a PSVR game is held back by the hardware, don't despair at a wasted $20. Instead, close your eyes and think ahead to a time when these issues will be a distant memory and you're enjoying the exact same experience with none of the issues facing us today. This story originally appeared on Uploadvr.com. Copyright 2018 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 AI terms all business professionals need to understand Posted: 24 Feb 2018 10:19 PM PST  GUEST: The value and utility of artificial intelligence is a hot topic today. In fact, a recent report by MIT Sloan Management Review asserts that almost 85 percent of executives believe AI "will allow their companies to obtain or sustain a competitive advantage." But there's also a lot of confusion about terminology, the kinds of applications businesses can make use of, and where AI is ultimately heading. In my experience, it's not uncommon to hear business professionals use "AI" and other terms — such as "machine learning" and "deep learning" — interchangeably when there are, in fact, distinct differences between them. AI is the next era of computing, and it's important for the business world to understand just how to unlock its potential. In a recent Facebook Live event, I talked with Amy Webb, professor of strategic foresight at NYU Stern School of Business and founder of the Future Today Institute, about how AI is not a silver bullet and how real value comes from a tailored combination of tools designed to address a specific business problem. The stakes are high for companies looking to invest in AI, and incomplete understanding can lead to unsuccessful implementation and lack of ROI. So just what do all these terms actually mean? AIThe academic pursuit of AI came about after World War II, and the technology was originally intended to replicate the human mind. This included efforts to mimic how we perform general reasoning, value-assessment, and internal inquiry. As time passed, researchers realized that our brains are much more complicated than had been previously supposed. And while human beings are good at what they do, there are things we simply don't have the capacity for. For example, a doctor can't read and understand the millions of articles published by PubMed as quickly as an AI system can. With AI technologies, the goal is to enhance human capabilities, thought, and reach, not to replicate or replace them. Just as construction workers use bulldozers and backhoes instead of simple tools, AI allows us to dig through tremendous amounts of data, uncover patterns, and make better decisions based on those insights. The ultimate goal for AI is what I like to refer to as augmented intelligence, which will help inspire humans to leverage insights for better ideas and alternative perspectives but will also help us see through our cognitive biases to points of view that might not have otherwise occurred to us. Machine learningMachine learning (ML) is an algorithmic technique that has been around for decades. On a basic level, ML can predict trends or recognize patterns in data if researchers expose the model to previous examples of those patterns. For example, if you have a series of numbers that you can associate with something significant, and if that pattern has previously repeated itself, you can teach ML algorithms to recognize that pattern and then use it to predict whether that same significant outcome is going to happen again. For businesses, the implications of ML technology are significant. With ML, enterprises can evaluate buyer behavior to inform future expectations, enabling leaders to adjust strategy if and where necessary. Businesses can deploy ML for a variety of processes. Retail stores can use machine learning in forecasting systems that must consider both past and current (up to the hour) market trends. And financial services can use ML-powered product recommendation systems that must leverage current interest rates, trends, and market movements. Deep learningDeep learning (DL) is a more recent innovation under the broader umbrella of machine learning algorithms. DL is an algorithmic technique modeled after the neural structures in human brains. The term is sometimes referred to as “neural networks” because researchers were inspired by the synapses and neurons in the human brain and the mechanism by which neurons fire and cause synapses to collect and propagate the energy of that neuron. DL uses artificial neural networks to dramatically increase the number of dimensions of data it can work with – including unstructured images and sounds. This multi-dimensional approach is similar to the way humans experience the world. With the proper human training of neural networks and hand-picked quality data sets, DL holds a great deal of promise for powerful, AI-enabled data analysis across industries. AI can employ both ML and DL algorithmic techniques, but it's important to remember that AI is much more than that. AI combines specific forms of algorithmic techniques to solve a specific problem or to complete a task that its creators set it up to perform. Don't count on one technology: Look for a mixThere is plenty of utility in both ML and DL, but a business shouldn't attempt to meet all its challenges with just one technology. The real value comes from a tailored combination of these tools. For example, if a retailer has a great deal of traffic data and executives want to extrapolate insight from that data to predict traffic for the holiday season, machine learning will offer valuable insights. However, should that same retailer want to correlate customer traffic data with weather patterns, deep learning would offer a more holistic picture. The AI services offered by IBM's Watson can take a lot of the guesswork out of which ML or DL algorithms to use. The engineers of these services have already figured out how to best leverage ML, DL, and other reasoning techniques to make it easy for businesses to build the AI applications best-suited to their particular challenges. Know your nuanceAI has the power to reinvent the way we do business, but only if company leaders take the time to understand the nuances of these powerful technologies. And while a firm understanding of AI, ML, and DL is a significant step in the right direction, it’s only the beginning of the journey. Decision-makers should take time now to consider how AI can help them fundamentally rethink and optimize their business. Businesses that think they can wait and see put themselves at a disadvantage. Keep in mind that even if you're not preparing for AI, your competition is. AI is here, now. Rob High is an IBM Fellow and vice president and chief technology officer of IBM Watson. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Neurogaming’s World of Tanks VR attraction reminds us that arcades are social experiences Posted: 24 Feb 2018 07:03 PM PST  2018 is shaping up to be a big year for VR arcades and attractions, and a new player in the space is looking to find success with an approach that focuses on fun gameplay and multiplayer. Cyprus-based Neurogaming is a joint endeavor made up of Wargaming — the publisher behind World of Tanks — and a venture funding group called VRTech. They've got a development office in Moscow and two demo offices, the first in New York. Together, this group is developing a number of VR titles alongside cloud services and hardware packages designed so operators can easily set up and run their own VR arcades. Neurogaming invited me to the New York demo office among a small group of journalists to see what they've been working on ahead of a larger push at GDC next month. It is still early for the group, but they are focusing more heavily than other solutions I've seen on one critical aspect of an alluring VR attraction: hooking people to come back with a quality competitive gaming experience. Here's a look inside. Fighting with RussiansI was navigating a tank over the bumpy terrain of a small village in the middle of a snowy winter when I first started noticing the Russian chatter. The three Neurogaming representatives playing with me were yelling to one another outside VR, and they were doing it in their native language. I suppose I'm revealing something of my prejudices here, but their chatter activated something in me. If you strip away all the VR tech, this simple human behavior had an incredible effect on my sense of immersion. I was now driving that tank in the mindset of Rambo with some Russians to beat. Neurogaming said World of Tanks VR is built from the ground up for the medium, completely separate from the other versions of the game for mobile, console and PC. I believe it. I was a little lost at first but in a single play session of 10 minutes I got a good grasp on the controls and was playing much better by the end. The tanks are actually pretty nimble and as the match progressed it became clear how well they've balanced the size of the map against the number of players, the length of each round, and the challenge of both aiming and moving. After they are finished further balancing the game, Wargaming plans to release a version of it for home systems sometime early next year. Simply put, when we finished the match I was disappointed it was over. I got to see my score at the end and while I wasn't the worst of the group, I also wasn't the best. I wanted more. Before I played with them, Neurogaming representatives explained that retention is exactly the problem they are focused on trying to solve. This was evident in the design of both World of Tanks VR and shooting game RevolVR. Each match packs multiple rounds into sessions lasting just 10 minutes. RevolVR got through 12 of these rapid fire rounds. The fast-paced battles mean you can't waste any time trying to trounce the enemy. The pace also means players have lots of chances to feel some sense of success or improvement, even if it's just a single winning round or one kill. Other location-based VR startups like The VOID and Dreamscape Immersive offer an excellent sense of immersion enhanced by environmental effects like wind, scent, or haptic floors. These companies provide great fun battling stormtroopers or ghostsalongside friends, or simply enjoying the wonder of exploring an alien zoo. While both those startups appear to be seeing brisk ticket sales, neither offers a truly compelling reason to come back just yet. IMAX VR is closer in design to what Neurogaming's first arcades will look like and they are hosting tournaments in games like Sprint Vector to try and create reasons for people to come back and spend more time. Neurogaming is trying to take this further. They are developing games either in-house or in close collaboration with partners aimed at providing a reason for people to come back. The effort starts with well-designed games for friends to play together and continues with high scores, kill counts, tournaments and a customer tracking system that keeps a record of your previous visits so you can get a sense of progress as a player or team. "With the arcade version of World of Tanks VR we'll introduce in-app purchases and [a] progression system later on this year, which adds extra monetization channels for operators," wrote Neurogaming Chief Marketing Officer Alex Morozov, in an email.
Neurogaming's CinemaVR system — ideal for roll-outs in places like theaters or malls — includes a large metal structure that sits over four players with computers and other hardware stored overhead. Each of the headsets hangs from the top of the structure with some slick cable management. The system does a pretty good job of making it easy to spin in 360 degrees and aim your tank in any direction without getting tangled up. Four players are tracked in this space by just two well-placed base stations. Neurogaming sells the four-player hardware package for around $35,000, with plans to become hardware agnostic later this year.
This hardware setup is accompanied by a cloud-based management system meant to make it easy for operators to download Neurogaming's titles and start selling tickets. The whole arcade is designed to be managed from a mobile device. Neurogaming is already powering arcades in locations in Russia and Europe, with plans to expand in the Middle East and North America soon. Perhaps most interesting to VR industry readers, the company offered some actual numbers to break down the kind of business they're seeing initially. With 37 locations online as of this writing, Neurogaming says each location is seeing on average 2,500 visits per month with each player paying $5-$7.50 for about 10 minutes of gameplay. This is enough, say Neurogaming representatives, for individual locations to become self-sustaining and make a profit each month from a single four-person installation. Those are some interesting numbers to consider, but perhaps the most interesting figure to me is the following one. Neurogaming says they're seeing a 25 percent retention rate. In other words, one in four people are already coming back for more even as they fine-tune experiences to try and increase that number.
Stay tuned in the coming days as we follow up this report with one about Polygon, which is Neurogaming's second generation system. It is still extremely early but takes things to an incredible level of full-body, almost military-grade, simulation. This story originally appeared on Uploadvr.com. Copyright 2018 |
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