Samsung Electronics Co Ltd on Thursday debuted what it said was the first smartwatch capable of making and receiving calls without a mobile phone nearby, in the South Korean firm’s latest effort to find a new growth driver.
The world’s biggest smartphone maker has been pushing hard to develop the wearable devices market as it looks to counter slowing earnings in its mobile division, which led to weaker-than-expected second-quarter earnings.
Samsung is hardly alone in pushing wearables, which have yet to catch on with consumers. Rival Apple Inc is expected to launch its own device this year and LG Electronics Inc on Thursday announced its new G Watch R smartwatch featuring a circular plastic OLED screen, a stainless steel frame and leather strap.
Samsung’s new smartwatch, called the Gear S, differs from its predecessors with a bigger 2-inch (5 cm) curved display and offers features like WiFi connectivity, pedestrian navigation and a built-in GPS. This device will run on Samsung’s nascent Tizen operating system.
Samsung said the Gear S will start selling from October. It did not give details on pricing or where it will be available.
LG said its G Watch R will launch in key markets in the fourth quarter, without indicating a price.
Electric carmaker Tesla Motors is searching for security researchers to hack its vehicles. The Silicon Valley based high-tech auto maker will hire up to 30 full-time hackers whose job will be to identify and resolve vulnerabilities in the sophisticated firmware that controls its cars.
“Our security team is focused on advancing technology to secure connected cars,” a company spokesman said via email. The focus is on “setting new standards for security and creating new capabilities for connected cars that don’t currently exist in the automotive industry. The positions are full time, and we will have internship opportunities as well.”
Tesla’s cars are among the most digitally connected vehicles in the industry with the battery, transmission, engine systems, climate control, door locks and entertainment systems remotely accessible via the Internet.
So the company has a lot at stake in ensuring that the connectivity that allows its vehicles to be remotely managed doesn’t also provide a gateway for malicious hackers.
Security researchers have already shown how malicious attackers can break into a car’s electronic control unit and take control of vital functions including navigation, braking and acceleration.
In 2013, two researchers at the Defense Advanced Research Projects Agency (DARPA) showed how they could take control of a vehicle through the controller area network (CAN) used by devices in a car to communicate with each other. The researchers showed how attackers could send different commands to a car and cause it to brake or accelerate suddenly or jerk its steering wheel in different directions.
In that study, the researchers needed physical access to the CAN bus to carry out the attack. However, researchers have noted that similar attacks can be carried out wirelessly by accessing the CAN bus through Bluetooth connections, compromised Android smartphones and vehicle tracking and navigation systems like OnStar.
Such concerns have begun gaining wider attention with the federal government’s plans to require all vehicle manufacturers in the U.S. to incorporate vehicle-to-vehicle (V2V) communications capabilities in all light vehicles over the next few years.
The goal is to have a standard in place that would allow vehicles to automatically exchange information, such as speed and location data, with each other, with a view to avoiding collisions.
Tesla has been among the most proactive carmakers in addressing potential security threats. It was the only automaker to attend the recent Def Con security conference in Las Vegas, where a security executive took the opportunity to promote the company’s responsible vulnerability reporting program and to recruit new team members.
At present, that applies to the Unity Test Tools and the engine’s new graphical user interface system, which was demonstrated in the opening keynote of Unite 2014. The features will be available under the MIT/X11 license, giving users the freedom to “control, customise and extend” their functionality.
The source code for the components will be hosted on BitBucket, and Unity has prepared a guide for any interested open source contributors. The source for the Unity Test Tools is already available, with the GUI to follow.
“Beyond that, we don’t have a concrete plan, but we have a lot of things in the pipeline,” the company said in a statement. “These components will all be isolated from Unity in such a way that you can modify them and use your own modified version with the official public Unity release.
“Although Unity Technologies has been active in the open-source community for quite some time, this is the first time we’ll be opening the source to components of Unity itself.
“We’re excited to see what you do with it.”
Sources are suggesting that Activision is planning to launch an entertainment division that would be responsible for creating movies and TV shows based on Activision intellectual properties. The move might leave many scratching their heads if true since so many others have failed at trying to turn video game IP into gold.
Word is that CEO Bobby Kotick is taking to folks in an effort to secure the right talent to make this happen. Kotick has to be aware that this has not gone well for its competitors, but he apparently thinks that Activision IP is different and they will have no problem giving the people want they want.
Our take on this is that we will wait and see what happens, but it will not be easy to be successful, regardless of the IP that you have in your stable. The bigger question might be is it really worth the money and effort to try and make it work?
According to DFC, 92 per cent of PC game sales in 2013 were digital and it thinks this trend will continue and rise in 2014.
Gamers are starting to favour digital downloads over physical copies of the game, which is not really surprising given that who actually wants to own boxes and DVDs and manuals when all you really need is the game.
DFC Intelligence goes on to add that PC games outsold console games in terms of revenue so it means that channel is not the way gamers are playing. But then again the specs of consoles are well below PCs.
The National Highway Traffic Safety Administration (NHTSA) is seeking input about a possible federal standard for vehicle-to-vehicle (V2V) technology, which would allow cars to automatically exchange information, such as whether they’re close to each other. The agency will accept comments from the public and industry for 60 days from when the advance notice of proposed rulemaking (ANPRM) is published in the Federal Register.
V2V would let cars do some of the work of driving or even accomplish things humans can’t, such as virtually “seeing” into blind intersections before entering them. It may be one step on the path to self-driving cars.
On Monday, the NHTSA published a research report on V2V and issued an ANPRM in hopes of collecting a lot of feedback before issuing a full NPRM in 2016. In the report, it estimated the safety benefits of just two possible applications of V2V, called Left Turn Assist and Intersection Movement Assist. Together, they could prevent as many as 592,000 crashes and save 1,083 lives per year, the agency said.
Neither system would necessarily take control of a car. Left Turn Assist would warn drivers not to turn left into the path of an oncoming car, and Intersection Movement Assist would warn them not to enter an intersection when there’s a high probability of crashing into other vehicles there. The two technologies could help drivers avoid more than half of those types of crashes, the agency said. Other V2V systems could include blind spot, do not pass, and forward collision warnings, as well as stop light and stop sign warnings.
“V2V technology represents the next great advance in saving lives,” U.S. Transportation Secretary Anthony Foxx said in a press release.
In addition to improving safety, V2V might smooth the flow of traffic and improve cars’ fuel economy, the NHTSA said.
V2V would run over wireless networks using the IEEE 802.11p specification, a variant of the standard used for Wi-Fi, on a band of spectrum between 5.85GHz and 5.925GHz. That’s crucial to making the technology work between vehicles from different manufacturers, NHTSA said. V2V doesn’t identify individual vehicles, nor does it collect or share personal information about drivers, and it would have layers of security and privacy technology to protect users, the agency said.
By his own admission, Andrew Wilson still “geeks out” at EA’s press conferences, despite his position as the company’s CEO demanding that he take centre stage. When we meet after the Gamescom media briefing, he enthuses in great detail and at considerable length about a FIFA 15 video demonstrating the capabilities of the new game’s goalkeepers. What that team has accomplished since he ascended to executive level, Wilson says, never fails to make him smile.
And Wilson has spent his first year in charge identifying the ways to spread that enthusiasm to EA’s customers. That hasn’t always resulted in success, of course: with Battlefield 4 the company stumbled once again on the unpredictable landscape of online gaming, and with EA Access it met with resistance from Sony on the grounds of value. In this interview, Wilson discusses both of these issues, and outlines EA’s renewed dedication to listening to its customers and following wherever that might lead.
Q: The last time we spoke you were still with EA Sports, and you’ve had a promotion since then – quite a big one, in fact. You’re coming up on a year as CEO now. Have we started to see evidence of the mark you wanted to make on the company?
AW: I think…no, I know that I didn’t approach this role thinking about making a mark or leaving a legacy. It wasn’t personal in nature. I took on the role because of how I feel about the company. This company has been very good to me and my family over the years, I loved the people I worked with inside the company and I loved the games we made together.
“Financial return is an outcome, but it shouldn’t be the objective. We’ve made a lot of decisions based on that over the last 12 months”
As I worked in the company in a variety of different roles, it became apparent to me that in some areas we’d lost our way a little bit. When I came in [as CEO] I really wanted to bring to the forefront the things that I thought made the company great, things that had delivered for us over the years. That really meant building this foundation of ‘player first’. I get that there are things we have to think about: we’re a big company, we’re a public company, we have shareholders, we have 8,000 people working for us. But all of that is for nothing unless you deliver for your number one constituency: the players. Without that, it’s for nothing.
Q: So the idea that the CEO is stuck trying to serve two masters, the shareholder and the customer, that isn’t how you see it, then?
AW: Financial return is an outcome, but it shouldn’t be the objective. Financial return is what happens when you achieve the right objectives. We’ve made a lot of decisions based on that over the last 12 months. We are engaging with our player-base more regularly, through more platforms to ensure that we’re doing what they want, and to make sure that we’re listening to them when we’re doing something that they don’t want. It’s as much about eliminating what doesn’t inspire or entertain as it is about the stuff that does.
Q: Is that how we should think about the problems that Battlefield 4 faced? You’ve publicly addressed the complaints already, but was that just a consequence of trying to deliver on an ambitious objective?
AW: If I promised you that nothing would ever go wrong [on future projects], that would be very disingenuous of me. The reality is that we come to work every day and challenge ourselves and our teams to do creative and innovative things. What I can say, however, is that living up to that commitment to engagement and action I mentioned before means that we will make tough decisions in service of the player.
Titanfall for Xbox 360 was coming in hot, it needed a few more weeks, and we moved it out of the fiscal year to get a great game. I don’t think we would have done that before. Need for Speed is a franchise we’ve released every year for 17 years – it’s as sure a thing as FIFA. But the team said that they couldn’t do what we challenged them to do in a year. It wasn’t possible, so for the first time in 17 years we decided not to launch a Need For Speed.
More recently, Battlefield: Hardline, moving out of the holiday quarter would traditionally be seen as catastrophic in this industry.
Q: Particularly that franchise. Battlefield 3 and 4 were both holiday releases.
AW: Yes, but it was the feedback. We brought gamers in earlier, we let them play the beta earlier. And the beta was very stable, so we’d solved a bunch of the problems that existed in Battlefield 4. But what people said to us was, ‘This is pretty cool, but we think you should go deeper. We want more out of this.’ So we’ve given the team more time. That’s a tough decision to make, and it has a financial impact in the near-term, but long-term, for the player and the franchise, that’s the right decision.
Q: Do you see EA Access in the same way? You’re the first publisher to pull the trigger on something like this on console. I remember a talk you gave at the Develop conference a few years back, where you held up services like Netflix as a model for the games industry to emulate. Was this idea in your mind all the way back then?
AW: It’s not completely the same, but yes. But, again, I wouldn’t take credit for that programme in its entirety. I’ve been involved in that programme, but we’ve got a great team that’s been looking at challenging the standard by which certain people access products. It’s early days – we launched it yesterday – but for what it’s worth all the positive intent is there. It will evolve, but what we’ve come to understand – and what I believed back then – is that this concept of, ‘I want to give you an amount of money each month that makes sense, and for that I want a bunch of cool stuff’, we want to live up to that.
Does that mean people will stop paying $60 for games? No, but there’s a big part of the population for whom that [EA Access] is the right context, that’s the right way for them to engage with games.
“There’s a big part of the population for whom EA Access is the right context, that’s the right way for them to engage with games”
Q: And potentially it’s a way for people who wouldn’t ordinarily play, say, Madden to get acquainted with the franchise. For a lot of people, FIFA and Battlefield would be enough to justify for the annual fee, and anything else is a bonus.
AW: Yes, but there will be many different types of players. For some people that will be how they want to play all content, for others it will form some part of it. There’ll be others who might use it just to trial games. Again, the price point is low enough that it’s pretty cool as a trial mechanism. We want to build a service that players can use in a way that makes sense to them.
Q: It gives the catalogue longevity, too, which is something that the games industry hasn’t been particularly good at.
AW: EA makes great games. Stuff that we made ten years ago is still good, and so in ten years time the games we’re making now will still be good.
Q: It’s early days, as you point out, but even in the near term are you planning to grow the selection on EA Access, to be additive?
AW: Absolutely. We wanted to launch it at a point where we could put things into the catalogue, into The Vault, and it would have value. We thought that four [games] was the minimum for the price-point, but we want to get to a place where you could play any number of games for that price-point. Over time, the value will just get better and better and better, in much the same way that Netflix does. When I started subscribing to Netflix, there was no House Of Cards, there was no Orange Is The New Black – there is now.
Q: I have been surprised at my preference for buying games digitally in the generation so far. I thought it would take a bit more time.
AW: Convenience is a wonderful thing.
Q: Is that sort of behaviour behind the decision to get EA Access out there now, this year? Is that transition happening faster than you expected?
AW: No. Listen, we – and certainly myself – have matured in the understanding over the years about how people consume content, irrespective of the industry. One of the stats that I hear frequently is that 40 per cent of music is still bought on CD. Now, I haven’t bought a CD in 14 years. I’ve bought vinyl, by the way, a bunch in the last 14 years, so I consume media in different ways through different business models based on what I’m looking for. The way my view has evolved, I’m a bit like you: I haven’t bought a disc for my PS4 or my Xbox One; I click a button and it turns up, and that’s good for me. But that doesn’t mean that everyone wants it the same way. I’ve moved from a belief that there will be one access model to rule them all, to the belief that our objective as a company is to provide access to our entertainment in ways that make sense to the growing population of players.
Q: Services like EA Access to make sense in the context of this generation, which seems to largely about choice, whether that’s variety of games, how you want to buy, how you want communicate with other players. The experience is very open now.
AW: One of the things that we’re learning as we make the digital transformation is that we don’t need to guess what players want any more. For the longest time we had to guess, and the first opportunity to find out whether you got it right or not was when you saw the game on the shelf. Now, we’re getting better at listening. We haven’t always been great listeners, but we’re getting better, and what that’s telling us is that people want choice. They want to be able to choose what’s right for them at a given moment in time. There isn’t a one-size-fits-all any longer. We’ve got to build a core platform, game engines and games that facilitate that.
Q: Are you concerned that Access will alter your customer’s perception of value? FIFA 14 is still a game that can be played all year whether the new one is out or not. That $60 has got to feel like a better decision than before, surely.
“We thought that four games was the minimum for the price-point, but we want to get to a place where you could play any number of games for that price-point”
AW: It doesn’t matter whether you spend a $1, $10 or $100,000, as long as you’re getting value from what you’ve spent then you’ll feel good about that. EA Access feels like tremendous value, and whether you continue to feel good about paying whatever it is for a frontline product comes down to our ability to to deliver value.
The commitment that we’re making to those frontline products is that they will be bigger, more engaging, service oriented, with new and dynamic content every time you log in. People are now playing FIFA and Battlefield all year round. When I started a game would get played for four weeks, and then it was on to the next one. The value that we deliver today, we have games that can be the only thing you play for an entire year.
Q: Certain products have started to feel out of time to me. I won’t mention the name, but I bought a game digitally that cost the same amount as, for example, FIFA, and it took me six or seven hours to finish and that was it. I felt cheated in a way that I wouldn’t have with the exact same game at this point in the last generation.
AW: That understanding of value is really, really important, and I’m trying to push that into the organisation – irrespective of business model. Back in the day it was all about delivering $60 of value; now, I want to deliver $1 of value if you want to spend $1, I want to deliver $10 of value if you want to spend $10. I want to deliver value on your investment and on your investment of time. As you get older you realise that time is the most important resource. Part of your issue with that other game is that it took six hours, and you didn’t feel the value returned. We should think about the investment of money, but also the investment of time.
Q: You’ve mentioned the value of EA Access several times, and obviously Sony came out and disagreed on that point. For now, at least, Access won’t be available to PlayStation customers. Was that disappointing, particularly with the reason Sony gave?
AW: What I can say is that we launched it yesterday. We believed when we launched it that it was great value, and gamers, for the most part, have fed back that it’s great value. We’re going to continue to put things into that service that make it even better value. It will evolve and go through lots of permutations over time as we listen and learn from players who engage with it. My hope is that we can deliver that kind of service to many millions of players for years to come.
SMS Audio’s BioSport In-Ear Headphones, announced at an event will tell you. The headphones are good for people who work out as well as those who just want to check their heart rate, said Brian Nohe, president of SMS Audio, which was founded by rapper 50 Cent, who is the majority owner.
50 Cent, whose real name is Curtis Jackson, wanted headphones with top-quality audio, fit, form and functionality, Nohe said. The rapper, along with New York Knicks forward Carmelo Anthony, who is the minority owner of SMS, were scheduled to appear at the event.
The headphones have sensors to measure the heart rate of users, drawing power from a smartphone through an audio jack. No batteries are required. SMS Audio is using technology from Intel in the headphones.
“Open the box, plug it into your smartphone device and it works,” Nohe said.
The earphones will ship worldwide in the fourth quarter this year. The price will be announced later.
The headphones will work with RunKeeper, a popular Android and iOS fitness application that assembles and tracks fitness data.
“The general marketplace is ripe for having more products in this area,” Nohe said. “We understood what was happening with wearable technology and what was going on with biometrics.”
The engineering challenge for Intel was how to draw power and transfer data through an audio jack. Intel also had to figure out the frequencies at which to handle data transfers. The goal was to deliver accurate heart-rate readings.
“It’s a seemingly easy thing to explain, but hard to implement,” said Mike Bell, vice president and general manager of the New Devices Group at Intel.
Intel didn’t want to use Bluetooth or other wireless technologies to transfer data, Bell said. Those technologies would require batteries and not fit well within the small size of headphones.
“The best technology is invisible. It’s as much form as it is function,” Bell said. “That’s the road we’re going down.”
Beyond tracking heart rate, headphones could also be enabled to capture more health information, the executives said. Other opportunities are being explored by SMS Audio and Intel.
“You don’t start a strategic alliance and become a one-trick pony,” Nohe said.
The headphone space has gotten attention lately because of Apple’s $3 billion purchase of Beats Audio, founded by Dr. Dre and Jimmy Iovine.
U.S. Federal Communications Commission has said it would accept public comments on its proposed new “net neutrality” rules through Sept. 15, giving the American public extra time to voice their opinions and concerns on how they think Internet traffic should be regulated.
The FCC has received more than 1 million comments already on new rules for how Internet services providers should be allowed to manage web traffic on their networks.
The FCC had set a deadline of July 15 for the initial comments and then September 10 for replies to those initial comments. However, the surge in submissions overwhelmed the FCC’s website and the agency had delayed the first deadline by three business days.
“To ensure that members of the public have as much time as was initially anticipated to reply to initial comments in these proceedings, the Bureau today is extending the reply comment deadline by three business days,” the FCC said on Friday, delaying the final deadline for comments to September 15.
Word is circulating that the new BioWare IP which is rumored to be called Shadow Realms could be on EA’s agenda to finally be revealed at Gamescom. While rumors have been making the rounds for some time, so far EA has been mum about its existence.
We do know that EA’s is planning to provide more details on FIFA 15, Battlefield: Hardline, The Sims 4, Dragon Age Inquisition, and Dawngate at its Gamescom presser which will take place on Wednesday, August 13th at 9am BST.
While EA might reveal Shadow Realms, it is likely that BioWare has it on the release schedule for late 2015 at the soonest, but it is possible that it could even be a 2016 title. Let’s hope EA puts some of these rumors to bed and tells us what Shadow Realms is all about.
Directr is an app that businesses can use to shoot videos for marketing purposes, then upload them to Facebook and YouTube, for instance, or embed them in newsletters.
The app provides help with things like frame selection and building a storyboard, to provide “point-and-shoot moviemaking” on a smartphone.
The app was priced at between US$25 and $400 a month, depending on the features and amount of usage. Directr says the app will now be free, though it’s unclear how long it will exist in its current form.
“For now, everything you love about Directr is staying the same and we’ll continue to focus on helping businesses create great video quickly and easily,”Directr said on its website.
“One immediate bonus: Directr will soon be all free, all the time. Thanks, YouTube!”
The 2-year-old company is joining YouTube’s video ads team.
The app is offered today for Apple’s iOS. Google didn’t immediately say if it will build a version for Android, though it seems likely, assuming the app is to continue.
The move is designed to spur developers to implement TLS (Transport Layer Security), which uses a digital certificate to encrypt traffic, signified by a padlock in most browsers and “https” at the beginning of a URL.
As Google scans Web pages, it takes into account certain attributes, such as whether a Web page has unique content, to determine where it will appear in search rankings. It has added the use of https into those signals, although it will be a “lightweight” one and applies to about 1 percent of search queries now, wrote Zineb Ait Bahaji and Gary Illyes, both Google webmaster trends analysts, in a blog post.
All reputable websites use encryption when a person submits their login credentials, but some websites downgrade the connection to an unencrypted one. That means content is susceptible to a so-called man-in-the-middle attack. Content that is not encrypted could be read.
Rolling out https is fairly straightforward for small websites but can be complex for large organizations that run lots of servers, with challenges such as increased latency, support issues with content delivery networks and scaling issues.
LinkedIn said in June it was still upgrading its entire network to https after Zimperium, a security company, found it was possible in some cases to hijack a person’s account. People using LinkedIn in some regions are flipped to an unencrypted connection after they log in, making it possible for a hacker to collect their authentication credentials.
Facebook’s Instagram was found to have the same problem last month. Instagram’s API (application programming interface) makes unencrypted requests to some parts of its network, which could allow a hacker on the same Wi-Fi network to steal a “session cookie,” a data file that reminds Instagram a person has logged in but which grants access to an account.
“Final production of the current Reader model, PRS-T3, was made at the end of May,” a spokeswoman for Sony in Tokyo wrote in an email Wednesday. “The product will continue to be available until inventory supplies last, which differs by country.”
There are no plans for a successor to the device, she added.
The PRS-T3 was launched last year in 20 countries including Japan, Canada and European states, but was not released in the U.S.
Weighing 200 grams, it has a 6-inch E-ink touchscreen display, an optional night light, Wi-Fi and a battery life of six to eight weeks.
While it’s still available on Sony’s UK site for 99 pounds (US$166), it’s out of stock at Sony’s sites for France and Canada. The PRS-T3 will continue to be sold for the time being in Japan, where Sony maintains its Reader Store.
The company said earlier this year it is closing down its e-book business in North America, Europe and Australia and that users would be transferred to Kobo, owned by Japanese online shopping giant Rakuten.
Sony helped pioneer e-readers with a product it launched in Japan 10 years ago, the Librie. Developed with Philips, it was billed as the first commercial device of its kind to use E-ink’s electronic paper display technology.
Beginning with the PRS-500 Portable Reader System in 2006, Sony marketed a series of e-readers that were well received, though some reviewscomplained about its price compared to the features of cheaper rivals.
Sony Reader shipments had exceeded 800,000 units for 2010, according to IDC. But the product was never as popular as competitors from Amazon, Barnes & Noble or Kobo. By late 2012, Amazon’s Kindle reader was used by over 50 percent of e-book buyers, according to Publishers Weekly.
The market for e-readers peaked in 2011 at 26.4 million units, IDC noted last year, adding it expects only modest growth in 2014 after a period of decline. The category was expected to begin a gradual, permanent decline in 2015.
Sony also shed its Vaio PC business this year as it continues to struggle with restructuring efforts.
Chrysler and Nissan said they are investigating claims by well-known cyber security experts that lists their vehicles among the three “most hackable” cars on the market, along with a General Motors model.
Computer security researchers Charlie Miller and Chris Valasek concluded in the report due to be released later this week that the most hackable models out of 20 reviewed were Chrysler Group’s 2014 Jeep Cherokee, Nissan Motor Co Ltd’s 2014 Infiniti Q50 and General Motors Co 2015 Cadillac Escalade.
The researchers discussed their findings at the Black Hat hacking conference in Las Vegas, where thousands are gathering to learn about emerging security threats. Safety of vehicles, medical devices and other equipment with embedded computers is a hot topic this year.
“Chrysler Group will endeavor to verify these claims and, if warranted, we will remediate them,” said company spokesman Eric Mayne.
Nissan said in a statement to Reuters that it was reviewing the findings, adding there is “no indication” that the authors tried to exploit any cyber vulnerabilities in the Q50.
General Motors did not respond to requests for comment.
Miller, a security engineer with Twitter, and Valasek, director of vehicle security research at the consulting firm IOActive, said they assessed car safety based on the potential for remote attacks.
They did not test the vehicles themselves but reviewed key criteria, including the number of remote access technologies such as WiFi and Bluetooth that could allow hackers to gain control of systems to manipulate and cause physical damage to the car, the researchers said.
One model from Fiat SpA’s Chrysler Group made the list of the three “least hackable” cars: the 2014 Dodge Viper. It shared that distinction with Volkswagen AG’s 2014 Audi A8 and Honda Motor Corp’s 2014 Accord.
Miller and Valasek cautioned that since they had not actually attempted to hack the cars, the ones designated “most hackable” might actually be quite secure.
They released their assessments of “hackability” to create what they say they believe is the first general benchmarks that consumers could use to compare the cybersecurity of vehicles.
Activision Blizzard reported its financial results for the quarter ended June 30 today, revealing an unprecedented reliance on digital revenues.
The publisher reported revenues of $970 million in sales on a GAAP basis, 49 percent of which came from digital channels. On a non-GAAP basis (excluding the impact of changes in deferred revenues), the digital percentage was actually 73 percent of the company’s $658 million in sales. Activision attributed the digital strength to Blizzard’s lineup of titles (World of Warcraft, Hearthstone, and Diablo III), combined with digital sales for Call of Duty.
However, not all of those digital sales drivers posted strong numbers for the quarter. World of Warcraft in particular lost about 800,000 subscribers over the period, and as of the end of June was down to a paying player base of 6.8 million gamers. However, Activision Blizzard characterized this decline as a “seasonal” dip in advance of the next expansion, Warlords of Draenor, which is set to launch later this year. The publisher likened the downturn to the subscriber losses that happened in 2012 ahead of the Mists of Panderia launch.
On a GAAP basis, Activision Blizzard revenues were down nearly 8 percent, with net income down 37 percent to $204 million. However, the publisher still beat its previous guidance. On a non-GAAP basis, revenues were up about 10 percent to $658 million, while non-GAAP net income was reported at $45 million, down 50 percent year-over-year.
The quarter’s performance gave Activision Blizzard enough confidence to update its previous guidance for the full year. For calendar year 2014, the publisher had previously forecast total GAAP revenues of $4.22 billion, but moved that up to $4.24 billion today. The company also projected earnings per share of $0.91, up from $0.89.