The social media sector, Facebook in particular, has set the trend for high valuations even without revenues or even monetization models. But not all these unicorns can expect to sustain such high valuations. Twitter's Buyout Prospects Twitter is a case in point. In its latest quarter, Twitter reported revenue of $615.93 million and a loss of $103 million. While it did exceed market expectations, it was the ninth straight quarter of slowing growth. In the face of stiff competition from the likes of Facebook, Instagram, and Snapchat and its own struggle to fight abuse on its platform, its user growth rate has stagnated. Average monthly active users (MAUs) grew 3% over the year to 317 million. Average US MAUs grew 1.5% and average international MAUs grew 3.7% over the year. At the end of the quarter, Twitter had 67 million US-based users and 250 million international users. Compare this to its metrics at the time of its IPO: more than 218.3 million monthly active users and more than 100 million daily active users worldwide. Driven by its need to focus on high growth, improve margins, and revenue generating opportunities, Twitter plans to reduce 9% of its global staff, or 350 people and shut down its video-sharing app Vine. In September, Twitter had engaged Goldman Sachs to help plan a sale. Salesforce, Microsoft, Disney, and Alphabet were seen as prospective buyers. However, its anemic user growth rates, losses, and toxicity have been hampering its buyout prospects. After these prospective buyers backed out, the market was abuzz with rumors of Japan tech giant SoftBank's interest. From a peak of $18 billion at the height of its buyout buzz, its market cap has tumbled down to about $12 billion. Still a mega Unicorn, but a struggling one. Snap's IPO Prospects Snap, formerly known as Snapchat, is reportedly gearing up for an IPO. Unlike Twitter, it has seen phenomenal user growth from 50 million in 2014 to more than 110 million daily active users in 2015. It operates on a freemium model. It earns revenues through in-app purchases and premium services such as replies, along with advertising. Snap does not disclose detailed financials. Analysts estimate that it earned $59 million in revenues in 2015 compared with earlier estimates of $100 million. Revenues are projected to grow to $250 million-$350 million this year, and up to $1 billion by 2017. It has been venture funded so far with $2.65 billion in funding. Its last round of funding was held in May this year when it raised $1.8 billion at a valuation of $20 billion. An earlier round held in March last year had valued it at $16 billion. It is reportedly seeking to raise $4 billion from the IPO in March 2017 at a valuation of at least $25 billion. Snapchat has recently been making interesting moves to justify its valuation. It has announced plans to diversify out of pure chat offerings, and rebrand itself as Snap. It has also diversified into wearables. Pinterest Another unicorn with low revenue and ridiculously high valuation is Pinterest. It has raised $1.3 billion in funding from individual investors and funds including Valiant Capital Partners, FirstMark Capital, Fidelity Investments, Bessemer Venture Partners, SV Angel, Andreessen Horowitz, Slow Ventures, Rakuten, Jack Abraham, Max Levchin, Kevin Hartz, Michael Birch, New York Angels, William Lohse, Jeremy Stoppelman, Wellington Management, and Goldman Sachs. Its last round of funding was held in May 2015 when it raised $186 million at a valuation of $11 billion.. It is expected to triple its revenue to $300 million this year. Its monthly users increased from 100 million in September 2015 to 150 million in September 2016. It wasn't until very recently that Pinterest took active interest in monetization. It has struggled with figuring out a way to earn ad revenues, while keeping users interested. Last year, it began leveraging its women concentrated audience toward e-commerce initiatives like buyable pins. However, they never really took off as a way for users to actually make purchases. Pinterest also plans to slowly roll out so-called "buyable pins," posts from which users can buy products just by clicking a button. With these e-commerce initiatives, Pinterest hopes to reach $2.8 billion in revenues by 2018 and grow its active user base to 329 million by 2018. It has ruled out an IPO any time soon. This is a company that Amazon could buy and monetize nicely. Quora Even question answer site Quora has recently started its monetization efforts by introducing targeted advertising. It will show ads in a selected few pages that is most likely the target audience of the advertiser. Initially, it plans to allow only Lever, Uber, Wealthfront, and Sunrun to advertise on its platform. Quoara has recently reported that it has 100 million monthly visitors, 50% from the US and 15% from India. Quora has raised $141 million from investors including Adam D'Angelo, Benchmark, Matrix Partners, North Bridge Venture Partners & Growth Equity, SV Angel, Techammer, Tiger Global Management, Y Combinator, Benjamin Ling, and Keith Rabois. It last raised $80 million in April 2014 at a valuation of $900 million. At that point of time, it had no revenue. Snap, Pinterest, and Quora are on a path where they need to tread carefully. If they fail to monetize effectively or their user growth saturates, they might end up like Twitter. Not all startups can expect to have exits like Whatsapp, which was acquired for $19 billion by Facebook with no monetization. More investigation and analysis of Unicorn companies can be found in my latest Entrepreneur Journeys book, Billion Dollar Unicorns. The term Unicorn was coined in a TechCrunch article by Aileen Lee of Cowboy Ventures. Photo credit: Tomais Ashdene/Flickr.com. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Боты, платежи, шифрование, а теперь еще и игры: как вообще можно играть в интернет-мессенджере и зачем это Facebook? О мобильно-минималистичном гейминге и новых идеях создателей Angry Birds прямо сейчас в программе Вести.net.
This interview is part of a series on Trailblazing Women role models (Entrepreneurs and Leaders) from around the world and first appeared on Global Invest Her. You have to see what you can be. Photo credit: Getty Images "Don't focus on the exit, focus on the journey and how you are going to get to whatever goal you set for yourself. Things change along the way, and not everything works out the way you want it to. You'll miss opportunities if you are focus on a finish line that is different than the one you are supposed to cross." Heidi Messer has been an active entrepreneur and investor in the digital economy since the commercialization of the Internet. She currently serves as co-Founder and Chairman of Collective[i]™. Collective[i] (short for Collective Intelligence) is reinventing the way enterprises manage revenue. Collective[i] hosts a global network called intelligence.com, powered by predictive analytics and machine learning, that converts what is often referred to as "Big Data" into insights and intelligence to manage and grow revenue and delivered directly via finished applications to business professionals managing large sales, marketing, customer support and services teams. In addition, Ms. Messer is an active angel investor in and advises numerous startups including Perch, DoDo Case, Mogul and Spire. Prior to Collective[i], Ms. Messer and her brother, Stephen Messer, co-founded LinkShare Corporation, host to one of the world's largest online affiliate networks representing the world's premier publishers and merchants on the web. The company is widely considered to be a pioneer in the world of SaaS, digital advertising and the sharing economy. Under Ms. Messer's leadership, LinkShare was recognized by Deloitte and Touche for two consecutive years as the fastest growing technology company in New York Region. Ms. Messer served as a board member, President and Chief Operating Officer of LinkShare until its sale to Rakuten(4755:JASDAQ) for $425 million in 2005. Ms. Messer is a frequent speaker at conferences around the world and universities on entrepreneurship, digital marketing and advertising, business intelligence and the future of Internet services. She has been cited in various publications including, the New York Times, the Wall Street Journal, Inc. Magazine, Vogue, the NY Post, The Nikkei, Women's Wear Daily and Chief Executive Magazine. Ms. Messer has also appeared on national television and radio programs including the Today Show, Rock Center with Brian Williams, Business Talk Radio, ABC News, CNBC, Fox News, CBS Morning News and the Fox Morning Show. Ms. Messer has received several honors including being selected as one of 2012's 100 Most Intriguing Entrepreneurs by Goldman Sachs. Ms. Messer serves on the board of AB (formerly known as Alliance Bernstein, NYSE:AB), the Partnership for NYC, the Brown Women's Leadership Counsel and the Brown Entrepreneurship Program as well as advisory boards for the Department of Physics and Astronomy at Johns Hopkins, Dell Computers, NBC Universal and American Express OPEN. Visit her website www.collectivei.com and follow her on Twitter @heidimesser Who is your role model as an entrepreneur? My parents, especially my mother, who took over my father's business when he passed away very suddenly. She grew his real estate company several times its original size and raised us at the same time and is a tremendous role model for us all. To this day, she is my biggest support network. What I most admire about her, is that she was in a very male-dominated industry, in a business that was low margin, with very little glamorous appeal to it. She faced so many obstacles and the challenging situation she was thrust into with such dignity, and still managed to maintain her integrity, empathy and femininity. I admire her enthusiasm for her life and that despite all her challenges, she still encouraged us to dream and focus on education. My mother made this tremendous personal sacrifice without any bit of anger or resentment and turned it into a whole positive. I really admire her resilience, drive, commitment to family, learning the game of business and excelling at it - she is such an extraordinary person. "I am very lucky to be surrounded by extraordinary entrepreneurs including my husband, Tad and brother, Stephen. I have a distorted worldview, because I grew up with entrepreneurs, married one and have for the majority of my career worked with entrepreneurs, a lot of whom are my best friends. It's hard for me to imagine what it's like for people who don't have a network like that." What is your greatest achievement to date? Enabling millions of people to have financial freedom with LinkShare. With LinkShare, it was amazing to watch what now has become what people call 'the sharing economy' evolve and be at the forefront of that. I enjoy taking people who have unique talents and give them a vehicle with which to earn a living through those talents, without having to be dependent on somebody else. It's the same goal I have with Collective[i]. Collective[i]'s mission is to help sales professionals and the enterprises they work generate more revenue by augmenting human greatness with artificial intelligence. It's distressing to me to see that 25% of sales professionals lose their jobs every year because of uncertainty that can be eliminated with Collective[i]'s network of machine learning and data driven intelligence. My prediction is that just as in LinkShare's case, B2B sales teams will look back at a world without Collective[i] and intelligence.com as unimaginable. What has been your biggest challenge as a woman entrepreneur? I think the biggest challenge is not being able to spend more time with other women entrepreneurs. We are at such a moment in time for so many things. Entrepreneurs are universal optimists and it's the best time to be an entrepreneur, specifically to be a woman entrepreneur. It's very powerful when you combine the power of networks. I believe that for a network to be successful, you have to put in more than you take out. For me, creating this network with women entrepreneurs, whether through my poker game or other things I do behind the scenes, I wish I had more time to do more of that. What in your opinion is the key to your company's success? For both Collective[i] and LinkShare, it has been finding a problem people had become so accustomed to that they thought it was unsolvable and finding a simple but brilliant solution that we laser focused on bringing to market. Key factors were 1) a big enough problem, 2) a solution that was realistic for people to adopt and 3) staying focused and true to the mission, vision in terms of execution. Those are the three keys to success for both companies. The hardest thing for entrepreneurs to do is focus. Part of being an entrepreneur is having an open mind to new ideas, accepting innovation, being resilient and agile. With those strengths it's particularly hard to keep focused, because you'll hear new ideas that you know are profound and impactful. You'll know there is potential for your business to do a million things that maybe at this moment you are not capable of doing. "The important thing is to boil it down to the five things you need to accomplish this month, ten things to get done in the next two months and the50-60 things you need to accomplish this year. Break the tasks down into their smallest elements. Just keep your head down and focus. Do those things, so you won't get distracted by all the other possibilities out there." If you could do one thing differently, what would it be? To apply what I have learned to solving more problems. I'm not one of those people who can focus on five businesses at one time and have the outcomes I want. I wish I could channel my inner Jack Dorsey and be able to really scale some of the things I bring to Collective[i] to other types of problems. What would you say to others to encourage them to become entrepreneurs? First of all, be confident in who you are. I've never met an entrepreneur who didn't have more naysayers when they started than cheerleaders. It requires an extreme level of confidence to go forth and execute on a vision, when you don't have people telling you how smart you are all the time. Secondly, do something you are passionate about. "People say you should write a book when you know it's something you have to do and it's the same with starting a business. You have to start one when it's something irrepressible that you can't stop thinking about it." Lastly, don't focus on the exit, focus on the journey and how you are going to get to whatever goal you set for yourself. Things change along the way, and not everything works out the way you want it to. You'll miss opportunities if you are focus on a finish line that is different than the one you are supposed to cross. It's really hard to enjoy the journey because everything is so opaque when you are in it. When I look back on my journey, the things I enjoyed the most were a lot of things that had nothing to do with the outcomes. Some of the people I worked with are part of my family now and will be forever. Right now, the world looks at entrepreneurship like a career. If you are not an entrepreneur there is something wrong with you, you are not doing what's the norm. A lot of people feel that entrepreneurship is their lottery ticket, yet I've never yet met an entrepreneur who does it for that reason. For me, it's like I'm an artist and see something the rest of the world doesn't see and I'm going to create it and share it with them. I'll figure out a way for them to see the portrait in its most favorable light by spending time painting the portrait. How would you describe your leadership style? I asked my team this question to get their perspective. What they said was: I am direct, transparent and purpose-driven. From my perspective, I'm very fixated on finding people I can trust and respect, who I believe have the ability to grow and scale. As a leader, for me the most important thing is to spot and develop extraordinary people. Once someone on my team has earned my trust and demonstrated that they are capable, driven and can execute, my role is to pave the way for them to highlight their talents. To that end, I prefer direct dialog to hierarchy, politics or fanfare and don't want to be the only person in the room with ideas. I am very outcome-oriented and believe that teams win or lose together. My role as a leader is to set the strategy and work with my team to figure out the best way to execute. What advice would you give to your younger self? I would tell her to worry less because it doesn't change the outcome. A friend once told me her husband described it as "worrying like it was a sport". I think that's a great description of a normal reaction to not knowing what the future holds. Unfortunately, it doesn't improve outcomes. Worrying is not a sport, it won't help you get in better shape or win a race! I think that's true. What would you like to achieve in the next five years? To build Collective[i] into the largest enterprise software and data network in the world. Building it brick by brick, client by client. That's what I focus on every day. There is no shortcut. 3 key words to describe yourself? • Driven • Strategic • Empathetic "I am so optimistic about the future. We are truly living in a golden age, so don't miss out on any of it! Never stop being appreciative." -------------- Watch Anne Ravanona's TEDx talk on Investing in Women Entrepreneurs. See more Trailblazing Women role models from this Huffpost series Learn more about Global Invest Her www.globalinvesther.com @GlobalInvestHer -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Когда интернет-магазины только начали появляться в России и странах ближнего зарубежья, сетевой бизнес чем-то напоминал торговлю начала 1990-х. Продавцы запросто могли собрать деньги с покупателей и прикрыть магазин без отправки заказа, не все товары были качественными, клиенты постоянно сталкивались с долгим ожиданием из-за непродуманной системы доставки, а сами покупки не предусматривали никакого послепродажного сервиса. Сейчас ситуация кардинально изменилась: крупные и надёжные магазины прочно заняли позиции в Интернете и потеснили лавочки-однодневки, а клиенты стали опытнее и всё реже попадаются на удочки мошенников. Статистика говорит сама за себя: по итогам первого полугодия 2016 года российский рынок интернет-торговли достиг объёма 405 млрд рублей и показал рост на 26% по сравнению с аналогичным периодом прошлого года. По прогнозам АКИТ, в 2016 году объём рынка составит около 900 млрд руб. Отчасти это обусловлено текущей экономической ситуацией: покупатели ищут возможность приобретать товары как можно дешевле, но главное — интернет-магазины больше не уступают по качеству обслуживания и сервису традиционной рознице. Клиентам доступны разные способы оплаты товара, быстрая доставка, качественный сервис и полное соблюдение закона "О защите прав потребителей". Кроме того, в погоне за покупателями интернет-магазины часто предлагают бонусы: бесплатную доставку, возможность примерить одежду перед покупкой или просмотреть весь привезённый курьером заказ, а выкупить только его часть. Однако основным катализатором роста популярности покупок в Интернете стала, как ни крути, возможность сэкономить. За счёт отсутствия издержек на дорогостоящую аренду помещений и меньшего количества персонала интернет-площадки предлагают клиентам более выгодные цены на товары, чем обычные магазины. А набирающая популярность модель покупок с кешбэком делает шопинг ещё более выгодным. Кешбэк: как заработать на собственных покупках 11 ноября на AliExpress прошла масштабная распродажа ко Всемирному дню шопинга. Мы заинтересовались популярностью мероприятия в нашей стране и узнали, что в этот день в России через кешбэк-сервис LetyShops было совершено более 930 000 заказов. Такой размах впечатляет, особенно потому, что для России сам по себе кешбэк остаётся диковинкой. Не все пользователи интернет-магазинов знают о возможности получать обратно часть денег, потраченных на покупки. Кешбэк — это часть стоимости онлайн-покупки, которую вы получаете обратно. В США и странах Европы модель кешбэка существует давно и пользуется большой популярностью как в сфере торговли, так и при оказании услуг. Например, сайт американского кешбэк-сервиса Ebates ежемесячно посещают почти 22 миллиона покупателей, а недавно прошла сделка по его покупке японским гигантом Rakuten за 1 миллиард долларов. В России услугу кешбэка предоставляет сервис LetyShops.ru. Чтобы получать обратно часть денег с покупок, нужно зарегистрироваться на сервисе и переходить в нужные интернет-магазины по ссылкам с сайта. Ещё проще — установить специальное расширение для браузера и совершать покупки как обычно. После подтверждения магазином оплаты заказа деньги вернутся на счёт пользователя в системе сервиса. Кстати, самих магазинов очень много — AliExpress, Lamoda, "Связной", "Спортмастер", Nike, "Техносила", "Л'Этуаль" и ещё более 900 торговых площадок, — и каждый сможет найти в списке партнёров LetyShops что-то своё. За 2,5 года работы кешбэк-сервис LetyShops привлёк уже более двух миллионов клиентов, которые суммарно сэкономили на покупках более 100 миллионов рублей. Популярность сервиса подтверждает график его посещаемости. Возникает закономерный вопрос: откуда появляется кешбэк и каким образом сервис может возвращать покупателям процент от потраченных денег? В основе системы лежит рекламный бюджет магазинов. Как мы знаем, цена любого товара предполагает включённые расходы на рекламу и продвижение. Но в данном случае LetyShops берёт привлечение покупателей на себя. Будучи промежуточным звеном между магазином и покупателем, от первого он получает деньги за привлечение клиентов, вторым возвращает часть потраченных денег, стимулируя дальнейшее использование сервиса. Разумеется, выполняя услуги посредника, кешбэк-сервис оставляет себе определённый процент, но экономия для покупателей всё равно получается существенная — в некоторых магазинах во время специальных акций вам могут вернуть до 30% потраченных средств. Важно отметить, что кешбэк — это не виртуальные бонусы, а реальные деньги, которыми вы можете распоряжаться по своему усмотрению. Вывести их можно на банковскую карту, электронный кошелек или счёт мобильного телефона. "Чёрная пятница" на LetyShops. Как получить больше, чем просто скидки LetyShops позволяет не только получать кешбэк и отслеживать специальные предложения магазинов-партнёров, но также проводит крупные распродажи и розыгрыши призов. Например, в честь Дня шопинга 11 ноября на AliExpress были разыграны призы на 1 миллион рублей, а популярность этой акции можно оценить по тысячам комментариев на странице розыгрыша. В настоящий момент LetyShops уже проводит ещё одну масштабную распродажу — Чёрную Пятницу. На странице распродажи сервис собрал более 100 лучших предложений от крупнейших российских и зарубежных интернет-магазинов. Мероприятие отпразднуют скидками до 70%, высоким кешбэком и призами на 1 000 000 рублей. Распродажа стартовала 24 ноября в 00:00 мск и продлится до 27 ноября включительно. НА ПРАВАХ РЕКЛАМЫ
In the aviation industry, miscommunication can be fatal. More than 1,000 deaths in plane crashes have been due to communication failures, often between crews that speak English and crews that don’t. Since 2001, English has been the international language of pilots and air traffic controllers, and airlines across the world have invested in English training programs for pilots, flight attendants, and other customer-facing staff. In its pivot to English, the aviation industry is not unique: Around the world, companies and industries are recognizing the need for a lingua franca, or common language. We’ve published research that shows countries with higher English proficiency tend to be more innovative and have stronger economies. Corporate leaders, such as Rakuten CEO Hiroshi Mikitani, talk openly about the benefits of “Englishnization.” Tsedal Neeley, an associate professor of organizational behavior at Harvard Business School, has written about the benefits of setting English as the corporate language. She argues that businesses with strong English skills can buy from and sell to a more diverse range of customers and business partners. They also have better internal communication across geographically dispersed workforces. All of these benefits apply to industries as well. Until now, it has been difficult to find data about the actual English skills — and skills gaps — of industries worldwide. Given the importance of English for companies’ competitiveness, we conducted a global study of workforce English, surveying 510,000 professionals across 16 major industries in 40 countries. These professionals work for more than 2,000 different companies, with sales that range from less than $1 billion to more than $60 billion. We published the results of this survey in the third edition of the EF English Proficiency Index for Companies. Our findings reveal some unexpected patterns across industries and countries and within companies — and they suggest opportunities for global companies to gain a competitive edge. Simply put, we’re still far from a fully English-speaking world. Five findings in particular stood out: On average, women have better English language skills than men in most countries, industries, and job functions. This skills gap might reflect an education gap: Women receive more years of formal education than men, are more likely to attend university, and are more likely to study the humanities. Executives usually have lower English levels than the managers they oversee. Looking at global averages across industries, even the most junior staff outscored executives. This pattern is most likely a result of generational differences, as English skills tend to be lower among older adults than younger professionals. The result suggests that many executives from non-English-speaking countries may have trouble directing an English-speaking team, reading detailed reports in English, or taking the lead in complex meetings held in English. There are wide skills gaps between industries. Certain industries where English-language communication seems critical, including the logistics industry and the aviation industry, show low levels of English proficiency. Only two industries surveyed — consulting and professional services and engineering — had consistently strong English skills. E English ability varies among companies of different sizes. On average, firms with sales of $10–$60 billion have higher proficiency scores than firms making less than $10 billion or more than $60 billion. It’s not surprising that smaller companies lag behind larger companies, which tend to be more global, but it is surprising that the largest companies do not perform better than midsize companies. It could be that the largest companies sampled are more mature businesses, where executives have not traditionally needed to use English. Another possibility is that these companies are structured differently, such that they have many employees who work exclusively on a national scale and don’t need to speak English. English proficiency in companies is low in most countries. Professionals speak at least some English in all of the countries surveyed. However, global workforce English levels are generally low, with an average score of 52.56 on our 100-point scale and national scores ranging from 73.83 in the Netherlands to 33.64 in Iraq. Not a single country surveyed has workforce English proficiency that qualifies as “advanced” — level C1 or C2 on the Common European Framework of Reference for Languages. Despite a near universal recognition of English as the international language of business, wide gaps in workforce English proficiency persist between countries. The lack of strong English skills presents an opportunity for forward-thinking business leaders, and yet, as our data shows, many companies are not taking advantage of that competitive edge. Their hesitation to embrace English seems to be reflected even at the very top of the company. We have several recommendations for business leaders who want to strengthen the English skills of their workforce. Benchmark English proficiency. Employee testing can give you an immediate view of the linguistic strengths and deficiencies of your workforce. Link English proficiency to business objectives. The most-effective English training programs motivate learners by highlighting the advantages of English proficiency for each job function. Dedicate adequate resources to skills improvement. It is important to recognize that English-language training is a strategic investment akin to any other change in management. Recognize the need for personalized sector-specific training. A one-size-fits-all English course may not adequately address the varying skill levels across your workforce. In today’s globalized economy, these language skills can become a critical advantage. Therefore, as Neeley argues, every company should be thinking about the critical question: What is your language strategy?
FC Barcelona signs up a massive new sponsorship deal worth more than $230 million over four years. But what is Rakuten, the Japanese firm lending its name to the famous red and blue striped shirts? Graham Mackay reports Subscribe: http://smarturl.it/reuterssubscribe More updates and breaking news: http://smarturl.it/BreakingNews Reuters tells the world's stories like no one else. As the largest international multimedia news provider, Reuters provides coverage around the globe and across topics including business, financial, national, and international news. For over 160 years, Reuters has maintained its reputation for speed, accuracy, and impact while providing exclusives, incisive commentary and forward-looking analysis. http://reuters.com/ https://www.facebook.com/Reuters https://plus.google.com/u/0/s/reuters https://twitter.com/Reuters
Контракт c японской интернет-ритейл компанией Rakuten подписан на четыре года и вступит в силу с сезона-2017/18
Испанский футбольный клуб «Барселона» подписал спонсорский контракт с японским интернет-ритейлером Rakuten. Начиная с сезона-2017/18 логотип японской компании будет размещен на майках футболистов «Барселоны». Это будет приносить каталонскому клубу минимум €55 млн в год. Таким образом «Барселона» практически повторила рекорд «Манчестер Юнайтед», который получает от бренда Chevrolet по £48 млн в год.
Nov 16 (Reuters) - Barcelona have agreed a new four-year deal for their shirt sponsorship with Japanese internet retailer Rakuten worth 55 million euros ($58.90 million) a year excluding potential add-ons, La Liga champions said on Wednesday.
Контракт c японской интернет-ритейл компанией Rakuten.подписан на четыре года и вступит в силу с сезона-2017/18
Overstock.com Inc. (OSTK) is slated to report third-quarter 2016 results on Nov 3. It is an online retailer that sells brand-name merchandise at deep discounts.
* Rating and Investment Information, Inc. (R&I) affirmed the company's rating at "A-" - R&I
* Says it completed business transfer between units and the merger of its unit Rakuten Edy, Inc
BRIEF-Rakuten partnered with 12 Taiwanese publishers to distribute Chinese-language E-Books - Nikkei
* Rakuten Inc partnered with 12 major Taiwanese publishers to distribute Chinese-language E-Books - Nikkei Source text for Eikon:
The Japanese e-commerce giant is intensifying its play for shares in the massive American market for online shopping through a new deal with fintech company Payoneer.
В понедельник в Лондоне стартует Неделя моды, и в преддверии оной, сотрудники Rakuten Marketing провели опрос на улицах столицы Великобритании. Результат показал, что 29% жительниц Лондона считают герцогиню Кембриджскую иконой стиля. Следом за Кейт модницы назвали Риту Ора, Элли Голдинг (кто все эти люди?), а так же Эмму Уотсон и даже блогера Зои Сагг. Кроме того, опрошенные отметили, что то, что носит Кейт влияет на их покупки одежды.(с) по мотивам DailyMail Понятно, что опросы дело такое, можно повернуть как душе угодно, но если учесть, что Кейт Миддлтон никаким боком не относится к высокой моде и проведению Недели моды в Лондоне, особо привирать опросникам нет смысла.