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correct_subsidiary_00108	FactBench	0	42	https://www.slideshare.net/slideshow/terra-lycos-go-get-itin-a-few-short-years-the-internet-hasdocx/255471114	en	Terra Lycos Go Get It! In a few short years, the Internet has.docx	https://cdn.slidesharecd…t=640&fit=bounds	https://cdn.slidesharecd…t=640&fit=bounds	[ "https://public.slidesharecdn.com/images/next/logo-slideshare-scribd-company.svg?w=128&q=75 1x, https://public.slidesharecdn.com/images/next/logo-slideshare-scribd-company.svg?w=256&q=75 2x", "https://image.slidesharecdn.com/terralycosgogetitinafewshortyearstheinternethas-230123041644-3c52f0c9/85/Terra-Lycos-Go-Get-It-In-a-few-short-years-the-Internet-has-docx-1-320.jpg 320w, https://image.slidesharecdn.com/terralycosgogetitinafewshortyearstheinternethas-230123041644-3c52f0c9/85/Terra-Lycos-Go-Get-It-In-a-few-short-years-the-Internet-has-docx-1-638.jpg 638w, https://image.slidesharecdn.com/terralycosgogetitinafewshortyearstheinternethas-230123041644-3c52f0c9/75/Terra-Lycos-Go-Get-It-In-a-few-short-years-the-Internet-has-docx-1-2048.jpg 2048w" ]	[]	[]	[ "" ]	null	[]	2023-01-23T04:16:44+00:00	Terra Lycos Go Get It! In a few short years, the Internet has.docx - Download as a PDF or view online for free	en	https://public.slidesharecdn.com/_next/static/media/favicon.7bc3d920.ico	SlideShare	https://www.slideshare.net/slideshow/terra-lycos-go-get-itin-a-few-short-years-the-internet-hasdocx/255471114	1. Terra Lycos: Go Get It! In a few short years, the Internet has revolutionized the way companies do business. Of course, there have been huge successes as well as painful failures among the companies that have embraced the Internet-particularly those that have relied on the Internet for their very survival. But overall, the Internet offers global opportunities for a variety of individuals and organizations. One of those is Lycos Inc. Founded in 1995, Lycos Network was initially an Internet portal-an entryway much like its larger competitors Yahoo! and America Online. Within a few years, experts predicted that the company would capsize in the Web, swamped by its giant competitors. "We were in danger of being an afterthought in early 1998," recalls Lycos chief financial officer Edward Philip. But a series of changes has turned Lycos around. Today, according to industry watcher Media Matrix, the company's collection of sites is the fourth-largest destination for people using the Web. "We had less funding and were late to market, yet we beat the odds and have flourished," boasts CEO Bob Davis. The company also has a new name: Terra Lycos. More on that later. Lycos saved itself largely through a series of alliances and acquisitions, along with the introduction of new tools and services that benefit both consumers and business customers. One service, the "Lycos Daily 50 Report," helps marketers follow emerging consumer trends by tracking the topics that typical users search the Internet for. The report is simply a list of the fifty most popular search terms of the past seven days. It removes company names, porn sites, and Internet utility terms such as "chat room" and comes up with the fifty most useful words and phrases. "Our goal is to create an up-to-date list of the people, places, and things that Internet users are interested 2. in," explains Jonathan Levine, director of content development. "It's a great way for people to stay current. For marketers, this tool can be used to get an idea about emerging consumer trends." This is just one way that the Lycos site helps create opportunities for other businesses. During the past few years, Lycos has allied with or acquired companies such as Tripod Inc. and HotBot. Lycos and Bell Canada created a now company called Sympatico-Lycos, which would provide Canadians with expanded Internet resources for the business-to-business market. In the fall of 2000, Lycos became the " exclusive community provider for the Olympic Games," hosting and managing all Olympic athlete chats, message boards, and fan clubs for the Sydney Olympics. McDonald's joined the party as a sponsor of the Lycos Olympic site, in exchange for featured advertising. " This is a powerful combination linking two global leaders in support of the Sydney Olympic Games, and we look forward to continuing to work with McDonald's to further leverage the strengths of both companies," stated Jeff Bennett, senior vice president of corporate development at Lycos. Later, Lycos Asia received a license from the Chinese government to operate one of China's first foreign-owned Web sites. Previously, foreign-owned Web companies could function only through partnerships with Chinese institutions that would exert control over operations. While all of these alliances are potential opportunities, they also increased the complexity of the company-and the complexity of its problems. So, Lycos hired its first chief information officer, Tim Wright. "They were looking for someone with experience in acquisitions, someone who knew how to handle multiple staffs of skilled people and knew how to blend disparate pieces together," Wright explains. In other words, Wright's job was to figure out how to weave technology and people together in a way that allowed workers and managers in the acquired companies to continue to do what they do best. 3. He also showed them how their relationship with Lycos could actually increase their business. "We let [acquired companies] know right away that we can help them by redirecting our traffic to their site and re-circulating traffic back their way," says Wright. But the biggest deal for Lycos was still to come. The company agreed to be acquired by Spanish Internet service provider Terra Networks in a stock swap that valued Lycos at around $12.5 billion, with the idea that the merger would begin to create a megaportal to the Internet that would dominate Europe and Latin America. Pep Valles, the founder of Terra, views the deal as the global opportunity of a lifetime. "Who hits first hits twice," he remarks, repeating an old Spanish saying. "On the Internet, who hits first hits ten times." He sounds a bit like the first Lycos television commercial, which brought Lycos to the attention of many American consumers. The ad featured a black lab retriever named Lycos who streaked back and forth from the edge of the world to his owner, finding anything that his owner asked for. "Go get it!" the voice of Lycos's owner commanded. And Lycos did. QUESTIONS 1. Using information in the Text, outline three ways that you think Terra Lycos could help other businesses create opportunities for themselves using the Internet. 2. What methods might Terra Lycos use to measure the effectiveness of the various Web sites of its affiliates and subsidiaries? 3. Identify three challenges that managers of Terra Networks and Lycos will likely face as they merge the two organizations.
correct_subsidiary_00108	FactBench	0	15	https://historyofdomainnames.com/lycos-the-history-of-domain-names/	en	Lycos – The History of Domain Names			[ "https://historyofdomainnames.com/wp-content/uploads/2016/09/logo-png.png", "https://historyofdomainnames.com/wp-content/uploads/2016/11/lycos-300x198.jpg" ]	[]	[]	[ "" ]	null	[]	null		en		The History of Domain Names	https://historyofdomainnames.com/1990s/	Lycos, Inc., is a search engine and web portal established in 1994, spun out of Carnegie Mellon University. Lycos also encompasses a network of email, webhosting, social networking, and entertainment websites. History Lycos is a university spin-off that began as a research project by Michael Loren Mauldin of Carnegie Mellon University’s main Pittsburgh campus in 1994. Lycos Inc. was formed with approximately US $2 million ($3.2 million today) in venture capital funding from CMGI. Bob Davis became the CEO and first employee of the new company in 1995, and concentrated on building the company into an advertising-supported web portal. Lycos enjoyed several years of growth during the 1990s and became the most visited online destination in the world in 1999, with a global presence in more than 40 countries. In 1996, the company completed the fastest IPO from inception to offering in NASDAQ history. In 1997, it became one of the first profitable internet businesses in the world. In 1998, Lycos paid $58 million ($84.3 million today) for Tripod in an attempt to “break into the portal market.” Over the course of the next few years, Lycos acquired nearly two dozen internet brands including Gamesville, WhoWhere, Wired Digital (eventually sold to Wired), Quote.com, Angelfire, Matchmaker.com and Raging Bull. Lycos Europe was a joint venture between Lycos and the Bertelsmann transnational media corporation, but it has always been a distinct corporate entity. Although Lycos Europe remains the largest of Lycos’s overseas ventures, several other companies also entered into joint venture agreements including Lycos Canada, Lycos Korea and Lycos Asia. Near the peak of the internet bubble on May 16, 2000, Lycos announced its intent to be acquired by Terra Networks, the internet arm of the Spanish telecommunications giant Telefónica, for $12.5 billion ($17.8 billion today).[9] The acquisition price represented a return of nearly 3000 times the company’s initial venture capital investment and about 20 times its initial public offering valuation. The transaction closed in October 2000 and the merged company was renamed Terra Lycos, although the Lycos brand continued to be used in the United States. Overseas, the company continued to be known as Terra Networks. On August 2, 2004, Terra announced that it was selling Lycos to Seoul, South Korea-based Daum Communications Corporation for $95.4 million in cash ($119.72 million today), less than 2% of Terra’s initial multibillion-dollar investment. In October 2004, the transaction closed for sale of half of the business and the company name was changed back to Lycos Inc. The remaining Terra half was reacquired by Telefónica. Under new ownership, Lycos began to refocus its strategy. In 2005, the company moved away from a search-centric portal and toward a community destination for broadband entertainment content. With a new management team in place, Lycos also began divesting properties that were not core to its new strategy. In July 2006, Wired News, which had been part of Lycos since the purchase of Wired Digital in 1998, was sold to Condé Nast Publications and re-merged with Wired Magazine. The Lycos Finance division, best known for Quote.com and RagingBull.com, was sold to FT Interactive Data Corporation in February 2006, while its online dating site, Matchmaker.com, was sold to Date.com. In 2006, Lycos regained ownership of the Lycos trademark from Carnegie Mellon University. During 2006, Lycos introduced several media services, including Lycos Phone which combined video chat, real-time video on demand, and an MP3 player. In August of the same year, a new version of Lycos Mail was released, which allowed sending and receiving large files, including unlimited file attachment sizes. In November 2006, Lycos began to roll out applications centered on social media, including the first “watch and chat” video application with the launch of its Lycos Cinema platform. In February 2007, Lycos MIX was launched, allowing users to pull video clips from YouTube, Google Video, Yahoo! Video and MySpace Video. Lycos MIX also allowed users to create playlists where other users could add video comments and chat in real-time. As part of a corporate restructuring to focus on mobile, social networks and location-based services, Daum sold Lycos for $36 million in August 2010 to Ybrant Digital, an internet marketing company based in Hyderabad, India. In May 2012 Lycos announced the appointment of former employee Rob Balazy as CEO. Due to a disagreement over the price of Lycos, Daum and Ybrant went to court, which backed Daum’s claims. This prompted Daum in 2016 to seize Lycos’s shares back from Ybrant.
correct_subsidiary_00108	FactBench	1	59	https://the-media-leader.com/terra-lycos-to-introduce-charges-in-response-to-revenue-falls/	en	Terra Lycos To Introduce Charges In Response To Revenue Falls	https://the-media-leader…-leader-logo.png	https://the-media-leader…-leader-logo.png	[ "https://the-media-leader.com/wp-content/themes/themedialeader/assets/images/uk-flag.png", "https://the-media-leader.com/wp-content/themes/themedialeader/assets/images/us-flag.png", "https://the-media-leader.com/wp-content/themes/themedialeader/assets/images/fr-flag.png", "https://the-media-leader.com/wp-content/uploads/2024/02/250hThe-Media-Leader-logo.png", "https://the-media-leader.com/wp-content/uploads/2022/10/The-Media-Leader-734x491-1.jpg", "https://the-media-leader.com/wp-content/themes/themedialeader/assets/images/mediatel_jobbio_banner.png", "https://the-media-leader.com/wp-content/themes/themedialeader/assets/images/logo.png", "https://the-media-leader.com/wp-content/themes/themedialeader/assets/images/logo.png", "https://common.mediatel.co.uk/images/social-media/twitter.svg", "https://common.mediatel.co.uk/images/social-media/linkedin.svg", "https://common.mediatel.co.uk/images/social-media/youtube.svg", "https://common.mediatel.co.uk/images/social-media/flickr.svg", "https://common.mediatel.co.uk/images/social-media/instagram.svg", "https://common.mediatel.co.uk/images/social-media/email.svg" ]	[]	[]	[ "news", "newsline", "uk", "uncategorised" ]	null	[]	2001-05-17T00:00:00+01:00	Further evidence that the new media industry is still seeking a financially viable business model emerged this week as the president of Terra Lycos, one of the world's largest internet companies, announced that in order to appease shareholders concerned at revenue slumps, the introduction of charges for its services could be on the cards. Terra	en	https://the-media-leader…_white-32x32.png	The Media Leader - 100% Media: news analysis, opinion, trends, data & jobs	https://the-media-leader.com/terra-lycos-to-introduce-charges-in-response-to-revenue-falls/	Further evidence that the new media industry is still seeking a financially viable business model emerged this week as the president of Terra Lycos, one of the world’s largest internet companies, announced that in order to appease shareholders concerned at revenue slumps, the introduction of charges for its services could be on the cards. Terra Lycos is expected to aim for an increase in the number of subscribers and move towards an all-paid business model. The company is part-owner of Lycos Europe, which announced recently that cuts in areas such as administration had succeeded in reducing third quarter losses. It is thought that the introduction of charges may be applied to some Lycos Europe e-commerce services, which are paid-for already in some European countries, and some mobile phone site services. Lycos: www.lycos.com Subscribers can access the New Media database by selecting “New Media” from the drop-down box at the top of this page.
correct_subsidiary_00108	FactBench	3	40	https://money.cnn.com/2001/05/22/europe/lycos/	en	Lycos Europe says it is open to a takeover			[ "https://i.cdn.turner.com/money/images/dot.gif", "https://money.cnn.com/images/logo/cnnmoney_logo.gif", "https://i.cdn.turner.com/money/images/newhome/advertisement_120.gif", "https://i.cdn.turner.com/money/images/corner.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://money.cnn.com/2001/05/22/europe/lycos/tech_computer_internet.01.jpg", "https://i.cdn.turner.com/money/images/dot.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://money.cnn.com/images/bug.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://money.cnn.com/images/advertisement.120.gif", "https://i.cdn.turner.com/money/.element/cnnm-3.0/img/logo/cnnmoney_blue.svg", "https://pixel.quantserve.com/pixel/p-D1yc5zQgjmqr5.gif", "https://i.cdn.turner.com/money/.element/cnnm-3.0/img/logo/cnnmoney_blue.svg", "https://pixel.quantserve.com/pixel/p-D1yc5zQgjmqr5.gif", "https://money.cnn.com/cookie.crumb" ]	[]	[]	[ "" ]	null	[]	2001-05-22T00:00:00	Internet portal operator Lycos Europe said it is open to a possible takeover from Spain's Terra Lycos or German media giant Bertelsmann.				null	LONDON (CNN) - Internet portal operator Lycos Europe said it is open to a possible takeover from Spain's Terra Lycos or German media giant Bertelsmann. "As long as it is good for the company, I think it would be fine," chief executive Christoph Mohn told the Reuters news agency in Barcelona on Tuesday. "Realistically I think it's highly unlikely we would be bought out by anybody other than Terra Lycos or Bertelsmann. From a Terra Lycos perspective, this is one of their options," he said in an interview.�� Lycos Europe, which says it is Europe's largest Internet portal by sales and users, will trim advertising revenues this quarter, Mohn said. He predicted overall revenues would pick up in the fourth quarter of the calendar year.�� Mohn said Lycos Europe was considering offering users fee-based online banking, insurance and travel services. Lycos Europe's investor relations manager, Guillaume Jourdan, told CNN there were no takeover discussions, but Lycos Europe was open to "alliances" with major shareholders. "The main target of Lycos Europe is to drive the company to profit," he said. Lycos Europe was founded in 1997 by the U.S.-based portal and Germany's Bertelsmann. The U.S. company was then bought by Spain's Terra Networks. Terra Lycos and Bertelsmann each own 29.6 percent of Lycos Europe, which floated in March 2000 on the Neuer Markt in Germany and Nouveau Marche in France. It bought the Scandinavian portal Spray Network and the French community site Multimania last year.
correct_subsidiary_00108	FactBench	1	52	https://www.globest.com/2001/05/09/terra-lycos-to-eliminate-15-of-workforce/	en	Terra Lycos to Eliminate 15% of Workforce	https://www.globest.com/favicon.ico	https://www.globest.com/favicon.ico	[ "https://www.globest.com/_nuxt/img/globest.16934ac.png", "https://www.globest.com/_nuxt/img/globest.16934ac.png", "https://www.globest.com/_nuxt/img/globest-blue.20570ac.png", "https://images.law.com/cdn-cgi/image/format=auto,fit=contain/https://images.globest.com/contrib/content/uploads/sites/296/2020/10/Boston-Skyline-Article-202010261721.jpg", "https://images.law.com/cdn-cgi/image/format=auto,fit=contain/https://images.globest.com/contrib/content/uploads/sites/296/2021/02/Boston.jpg", "https://images.law.com/cdn-cgi/image/format=auto,fit=contain/https://images.globest.com/contrib/content/uploads/sites/296/2020/10/Boston-Skyline-Article-202010261721.jpg", "https://images.law.com/cdn-cgi/image/format=auto,fit=contain/https://img.tradepub.com/free/w_plam45/images/w_plam45c8.jpg", "https://images.law.com/cdn-cgi/image/format=auto,fit=contain/https://img.tradepub.com/free/w_lebf50/images/w_lebf50c8.jpg", "https://images.law.com/cdn-cgi/image/format=auto,fit=contain/https://img.tradepub.com/free/w_thfc22/images/w_thfc22c8.jpg", "https://www.globest.com/_nuxt/img/join-section.cbfea43.png", "https://www.globest.com/_nuxt/img/globest-footer-logo.b42ba3e.png" ]	[]	[]	[ "" ]	null	[ "Naomi Grossman" ]	2001-05-09T00:00:00	WALTHAM, MA A cost-cutting campaign leads Terra Lycos to eliminate 48 jobs or 15% of its workforce with its US headquarters here losing about 99 of those jobs. A softening of the online advertising market is blamed.	en	/favicon.ico	benefitspro.com	https://www.globest.com/2001/05/09/terra-lycos-to-eliminate-15-of-workforce/	WALTHAM, MA A cost-cutting campaign leads Terra Lycos to eliminate 48 jobs or 15% of its workforce with its US headquarters here losing about 99 of those jobs. A softening of the online advertising market is blamed. By Naomi Grossman \| May 09, 2001 at 01:01 AM Madrid, Spain-based Terra Networks SA acquired locally-basedLycos last October for $6.5 billion. Since then, a softening of theonline advertising market has plagued the company--along with otherInternet service providers, such as Yahoo!, which have announcedsimilar cuts. Terra Lycos has also said that it would achieveoperating profits by the end of this year. In its financial resultsfor the past quarter, the company posted a net loss of $155 millionon revenue of $165 million. On an operating basis, Terra Lycos lost$68 million, which is still $23 million less than it lost in thefourth quarter of last year. Continue Reading for Free Register and gain access to: Breaking commercial real estate news and analysis, on-site and via our newsletters and custom alerts Educational webcasts, white papers, and ebooks from industry thought leaders Critical coverage of the property casualty insurance and financial advisory markets on our other ALM sites, PropertyCasualty360 and ThinkAdvisor *May exclude premium content Already have an account? Sign In Now NOT FOR REPRINT © 2024 ALM Global, LLC, All Rights Reserved. Request academic re-use from www.copyright.com. All other uses, submit a request to [email protected]. For more information visit Asset & Logo Licensing. Events GlobeSt. Multifamily Fall 2024 Join the industry's top owners, investors, developers, brokers & financiers at THE MULTIFAMILY EVENT OF THE YEAR! More Information GlobeSt. Healthcare Real Estate 2024 Join the industry's top owners, investors, developers, brokers and financiers for the real estate healthcare event of the year! More Information Consulting Best Firms to Work For 2024 Consulting Magazine identifies the best firms to work for in the consulting profession. More Information Recommended Stories Boston Office Market Struggles With Employment Growth, Occupancy By Anthony Russo \| July 17, 2024 Vacancies hit another historic high. Boston-Area Shopping Center Trades for $86M By Erika Morphy \| June 06, 2024 DLC bought Colony Place in a deal with Temerity Strategic Partners Property Tax Hike on CRE Proposed to Close Boston Budget Gap By Jack Rogers \| April 09, 2024 Mayor wants to shift onus of filling fiscal gap to commercial property owners.
correct_subsidiary_00108	FactBench	0	49	https://www.wired.com/2006/07/cond-nast-buys-wired-news/	en	Condé Nast Buys Wired News	https://media.wired.com/photos/669a5840ea323ec07ffe3042/1:1/w_350%2Ch_350%2Cc_limit/undefined		[ "https://www.wired.com/verso/static/wired/assets/logo-header.svg", "https://media.wired.com/photos/669a5840ea323ec07ffe3042/1:1/w_350%2Ch_350%2Cc_limit/undefined", "https://media.wired.com/photos/669acb7748630ecbaf12ecf7/1:1/w_350%2Ch_350%2Cc_limit/undefined", "https://media.wired.com/photos/668d8cb66e7a6e1090cf3509/1:1/w_350%2Ch_350%2Cc_limit/undefined", "https://media.wired.com/photos/667dee9088f067584404bab0/1:1/w_350%2Ch_350%2Cc_limit/undefined", "https://media.wired.com/photos/6691ca66f61e4d03017ff308/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/667cab9f2a75c137c036e948/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/667c843f2fb0c767fd870227/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/66906eb340966a1f65c77a83/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/667b48d38fa963efc007965f/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/6685223c8e9bb2a4a7415385/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/667af00f03d9027e263f4e95/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/667df62e23de7d260c47ef43/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://www.wired.com/verso/static/wired/assets/logo-reverse.svg" ]	[]	[]	[ "it", "tech biz" ]	null	[ "WIRED Staff", "Lily Hay Newman", "Lauren Smiley", "Matt Kamen", "Caroline Haskins", "Andy Greenberg", "Lauren Goode", "Steven Levy", "Morgan Meaker", "Paresh Dave" ]	2006-07-11T12:00:00-04:00	Lycos is selling its Wired News unit to Conde Nast Publications for $25 million	en	https://www.wired.com/verso/static/wired/assets/favicon.ico	WIRED	https://www.wired.com/2006/07/cond-nast-buys-wired-news/	Lycos is selling its Wired News unit to Condé Nast Publications for $25 million, Lycos parent Daum Communications announced in Korea late Tuesday, a deal that brings Wired.com and Wired magazine under the same owner after an eight-year separation. Lycos acquired Wired News as part of its June 1999 acquisition of Wired Digital in a stock transaction valued at about $83 million at the time. Since then, Wired News has published Wired magazine articles on the web under a contractual relationship, while reporting independently on technology and science news. Tuesday's deal includes all the assets of Wired News, such as the website, news content and domain name, but leaves Lycos in control of former Wired Digital properties such as HotBot, Hotwired and Webmonkey. Upon completion of the transaction, the assets of Wired News will be operated as part of Condé Nast Publications' web division, CondéNet. No layoffs at Wired News are planned as a result of the deal. "We are thrilled to be bringing Wired News back into the fold after eight years of separation from the print publication, especially since it comes at a time of exploding growth and creativity on the web," said Steve Newhouse, chairman of the Advance.net web division of Advance Publications, the privately held parent company of Condé Nast, in a joint statement with Lycos, also released Tuesday. Net ad revenues reached a new record of $3.9 billion for the first quarter of 2006, the Interactive Advertising Bureau reported in May, up 38 percent over the same period last year, and up 6 percent over the 2005 fourth quarter total of $3.6 billion. According to TNS Media Intelligence, internet display advertising grew faster than for any other medium in the first quarter of the year, rising 19.4 percent to $2.31 billion -- though its report did not account for paid search listings, a category that has fueled meteoric growth at web darling Google. Total advertising expenditures for the same period grew just 5.2 percent, the research firm said, reaching $34.9 billion. After an initially slow start courting the net, Condé Nast has begun to explore new ways to position its wide stable of popular magazines -- such as Vogue, W, Gourmet and Condé Nast Traveler, among others -- on the web. In April, the company added to its stable of destination sites, launching Brides.com, a web portal that combines three of its bridal magazine titles and offers various web-only interactive features. It has also adopted a web portal model for Epicurious (food), Concierge.com (travel) and Style.com (fashion). For Lycos, the sale represents the latest effort to streamline and reposition following a $95 million December 2004 buyout by Korea-based internet service provider Daum. The company, best known as an internet search provider before the dot-com bubble burst, has since sold off various assets, including its Quote.com financial site, and is now focusing on developing broadband TV and community content services. "Lycos is one of the most widely recognized internet brands in the world, and my goal is to continue to reinvigorate the Lycos brand," said Alfred Tolle, CEO of Lycos and president of Daum Global, in a statement. "This deal allows us to focus entirely on building out Lycos as an entertainment broadband destination." Wired News is the heir to Hotwired.com, a news and opinion site launched by Wired magazine under the stewardship of founder Louis Rossetto more than a decade ago. The site is widely credited as an innovative web pioneer, but it has also struggled, suffering cutbacks and several rounds of layoffs, most recently last summer. In a statement Tuesday, Wired Editor in Chief Chris Anderson said that reuniting Wired News with the magazine was a long-cherished goal. "Wired's focus on innovation and how technology is changing the world can now be matched with our own innovation and experimentation with new ways of doing media online. We're bursting with ideas and can't wait to put them into practice," he said. A Note on Wired News' New Look It's Just the 'internet' Now A Matter of (Wired News) Style Lycos, Terra Merge Lycos Acquires Wired Digital Web Searches Take Cultural Pulse
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correct_subsidiary_00108	FactBench	2	50	https://commerce.vc/network/	en	Commerce Ventures	https://commerce.vc/wp-c…/09/og-image.jpg	https://commerce.vc/wp-c…/09/og-image.jpg	[ "https://commerce.vc/wp-content/uploads/2019/10/NetworkHeroImage-300x210.jpg", "https://commerce.vc/wp-content/uploads/2019/09/break-1800x974.jpg" ]	[]	[]	[ "" ]	null	[]	2019-09-09T01:14:46+00:00		en	https://commerce.vc/wp-c…avicon-32x32.png	Commerce Ventures -	https://commerce.vc/network/	Anil has been an innovator and leader in emerging payments and financial services for more than 12 years. Currently, he is the CEO of Shoptalk and Groceryshop and a Venture Partner with Oak HC/FT. Previously, Anil was Founder, Chairman and CEO of Money2020, the leading event for the payments industry. Prior to that, Anil was Co-Founder and CEO of TxVia, an industry-leading payments processing platform that was acquired by Google to build the core of Google Wallet. Anil has also founded several other successful payments-related ventures, including Clarity Payment Solutions (acquired by TSYS), Prepaid Media (acquired by Informa) and the Network Branded Prepaid Card Association (NBCPA) trade group. Before his career in payments and financial services, Anil was a corporate lawyer and certified public accountant. He is a graduate of Boston University School of Law. Anton serves as Chief Corporate Strategy & Development Officer and member of the executive management team at Intuit. Before returning to Intuit, Anton was the head of corporate development at Square. He also served as the financing lead for Square Capital, where he secured investments for Square’s small business loan offering. Prior to Square, Anton was vice president of corporate development at Intuit, where he redesigned the company’s acquisition playbook, and drove acquisition activity to a total value of over $2 billion. Anton holds an MBA from The Wharton School at the University of Pennsylvania. His bachelor’s degree is in marketing and finance, from Washington University in St. Louis. Bill Clerico is the CEO and Co-Founder of WePay, a JPMorgan Chase company. Under his leadership and with a hard-working, values-driven and world-class team, Bill continues to drive the company’s vision, strategy, and growth. Bill is a frequent speaker, angel investor and advisor to entrepreneurs and technology companies and serves as a part-time partner at Y Combinator. He was named one of Bloomberg Businessweek’s Best Young Tech Entrepreneurs, one of Goldman Sachs’ Most Intriguing Entrepreneurs, and named an Inspirational Entrepreneur to Watch by Entrepreneur Magazine. Brock is a CEO, entrepreneur, angel investor, builder of enterprise value, and passionate advocate for consumers and their interactions with digital media and E-commerce. Currently, he is the founder and CEO of Metamorphosis Partners a startup focused on building companies focused on the pet consumer leveraging digital technology. He was previously the EVP/Chief Innovation & Digital officer at Petco following the acquisition of his startup company PetCoach (a revolutionary platform in pet healthcare). He has been CEO/Founder of Pet360 (acquired by Petsmart) and also Fathead. Brock is also managing partner of Atai Ventures angel investments, co-founder of ICONYC (www.iconyclabs.com), an accelerator focused on seed stage Israeli tech companies, and an investor/adviser/board member for over seven startups. A graduate of University of Colorado Boulder, he is the father of two girls and pet parent to his golden retriever named Boulder. Christopher E. Kay is an Executive Vice President with M&T Bank. In this role, Kay leads all aspects of consumer banking, business banking and marketing, including more than 750 branches across eight states and the District of Columbia. He is also a member of the bank’s Management Committee. Kay joined M&T in November of 2018 after serving as Chief Innovation Officer at Humana. As a member of the management team there, he led efforts to create a new kind of integrated care with the power to improve health and well-being and lower costs for customers. Prior to that, he was the Managing Director of Citi Ventures, where he led Citi’s corporate venture capital efforts globally, as well as Citi’s effrts to redesign and scale a new customer experience across consumer banking and private banking businesses. Prior to joining Citi, Kay held a number of senior operating roles at Target. He earned a Bachelor of Science from University of Wisconsin-Madison and a Juris Doctorate from the University of Minnesota Law School. Daniel G. Cohen is Chairman of the Board of Directors of Cohen & Company Inc. and of the board of managers of Cohen & Company’s majority owned subsidiary, Cohen & Company LLC. Mr. Cohen is Chief Investment Officer of Cohen & Company’s Asset Management Business, President and Chief Executive of Cohen & Company’s European Business, and President, director and Chief Investment Officer of Cohen & Company’s indirect majority owned subsidiary, Cohen & Company Financial Limited. Mr. Cohen also currently serves as Executive Chairman of The Bancorp, Inc. and Chief Executive Officer of FinTech Acquisition Corp III. In these capacities, Mr. Cohen has overseen the financing, acquisition and placement of billions of dollars of ABS, commercial mortgage-backed securities, corporate and financial technology related assets. Mr. Cohen is a member of the Academy of the University of Pennsylvania, a member of the Visiting Committees for the Humanities of the University of Chicago, and a member of the board for the Institute for Ideas and Imagination in Paris. Mr. Cohen is also a Trustee of the American Numismatic Society and a Trustee of the Arete Foundation. Mr. Cohen holds a B.A. in East Asian History from University of Chicago. Denise Garth is Senior Vice President Strategic Marketing responsible for leading marketing, industry relations and innovation in support of Majesco’s client centric strategy, working closely with Majesco customers, partners and the industry. She is a recognized Top 50 InsurTech Influencer and industry leader with both P&C and L&A insurance experience as a CIO and business executive with deep international ties in Asia and Europe through her ACORD leadership role. Denise is an acknowledged strategic thinker, innovation leader, international speaker, and author of thought leadership and articles regarding the key issues and opportunities facing the industry today to prepare for the future. Prior to joining Majesco, Denise held business and technology senior executive roles with leading insurance companies, including Mutual of Omaha, CUNA Mutual and Century Cos. of America. At ACORD, she was vice president, standards and membership driving ACORD’s international expansion and market presence. While at Innovation Group, she was EVP, strategic marketing and global head of market strategy where she re-established the company’s position through market-driven strategy and solutions. Most recently she was Partner and Chief Digital Officer with Strategy Meets Action, leading the Innovation Practice evaluating emerging technologies, outside industry trends, and innovation and their implications and opportunities for the industry. Denise is a Cum Laude graduate, with a BS in Math and Computer Science from Central College in Iowa, MBA work at the University of Northern Iowa and attended various executive leadership programs. Frank Mastrangelo is a banking and payments veteran, having co-founded The Bancorp Bank and served as its CEO, President and COO at various points its inception in 1999. Previously, Frank served as SVP, CTO, and Co-Chair of the Technology Committee for the former Jefferson Bank, where he was responsible for setting the overall technical strategy at Jefferson. Prior to joining Jefferson, Frank worked as a Systems Specialist for PNC Bank’s Family Wealth Management Divison and Technical Representative for ROI Computer Services, Inc. Frank also spent five years as Systems Manager to Walter H. Annenberg and The Annenberg Foundation, where he developed and oversaw technology systems for the Foundation, 40 fiduciary trusts and six charitable trusts with assets totaling $3.2 billion. Frank is a member of FinTech, a Washington, DC-based oversight committee charged with crafting and reviewing legal, regulatory and public policy for technology-driven financial services companies. Greg was the President of iPayment, a payment processor with more than $25 billion of annual volume. Prior to joining iPayment, Greg served as Chief Strategy & Revenue Officer at Merchant Warehouse. He joined Merchant Warehouse from VeriFone, where he served as the SVP and General Manager for VeriFone Commerce Solutions. Prior to VeriFone, Greg was President for the U.S. Group and Emerging Solutions at Moneris. He also previously held senior positions with Global Payments Inc., Vital (now TSYS) Processing Services and BankServ Check Services. Greg is on the Board of Directors of the Electronic Transaction Association (ETA) and has been a speaker, writer and contributor for numerous financial investment community, payment industry and business organizations. He is a member of the Young President’s Organization and a former member of Discover Network’s Acquirer’s Council and National Automated Clearing House Association. Greg earned an MBA from The George Washington University and a BA in Math and Economics from Emory University. As SVP, Chief Information Officer, Greg Fancher leads the development of innovative technological solutions that deliver exceptional customer and associate experiences. He ensures these solutions are in place to support the strategic and operational goals of EXPRESS and to deliver industry-leading customer service. Greg joined EXPRESS in 2018 with 20 years of IT leadership experience. In his previous position as Chief Information Officer of Taco Bell, Greg led the company’s digital initiatives, delivering an industry first national launch of mobile order and pay-ahead app while transforming the IT organization and dramatically improving data security. With a technical background in enterprise architecture as well as application development and store technical know-how from across the retail industry, Greg has also worked with companies such as lululemon athletica, Gap Inc., and Levi Strauss. Greg received a Master of Science in Business Administration from San Francisco State University, as well as a Bachelor of Arts in Economics from Colgate University in New York. Jason Gardner is the founder and chief executive officer of Marqeta, Inc. Under his leadership Marqeta has defined the global standard for modern card issuing, developing an industry-leading issuer processor platform that now powers the world’s most innovative companies. Prior to Marqeta, Jason co-founded PropertyBridge, which became the leading rent and lease-related payment and transaction integration platform for multifamily real estate. PropertyBridge was acquired by MoneyGram International (MGI) in 2007. Before PropertyBridge he founded Vertical Think, a IT management company that worked with start-ups and larger organizations. Jason grew up in New Jersey where he had numerous businesses that included making and selling tie-dyed T-shirts. He was a G.O. at Club Med in Paradise Island, Bahamas and a constituent liaison for Senator John McCain in Arizona, primarily working as a the contact between McCain’s constituents and the Armed Services and IRS. After attending Arizona State University Jason made it to California where he began to pursue his passion for technology. Jason holds a Bachelor of Arts degree in Political Science from the Arizona State University. Jason is the Founder & CEO of Pazien, a digital commerce payments startup. Previously he served as EVP of Litle & Co. – the merchant processing platform that powers online commerce leaders such as Ancestry, Box, CafePress GoDaddy, Gilt, Overstock, Wayfair and Yext – where he led Product, Sales & Marketing strategy. In 2012, Vantiv (NYSE:VNTV) acquired Litle for $361 million. Before joining Litle, Jason served as a Partner in Enflect, LLC which helped developed several product companies in the payment, loyalty, financial services and software industries. He also helped create Wallaware, Inc., a wireless router company, where he drove the company’s first U.S and International sales, raised several rounds of private equity capital and opened operations in the US and internationally. Before Wallaware, Jason was Director of Wireless and Personalization at Terra Lycos, a top three visited Internet destination. At Terra Lycos, he developed the company’s pioneering Lycos Anywhere® mobile portal, eventually reaching users in 30 countries. He also managed Terra Lycos’ Network Personalization products, including MyLycos®, the award winning personalization destination with 20+ million registered users. Jason received a BS in Finance and Entrepreneurial Studies from Babson College. John is the President of Cast & Crew, a leading provider of HR, payroll, accounting and productivity solutions for the Entertainment Industry. He was previously an Operating Executive at Silver Lake and served as SVP of Product for payment technology company Mercury, where he oversaw product, go-to-market, operations and program management. Prior to Mercury, he was SVP of Product at Responsys, where he played a central role in leading the company through its IPO and entrance into multiple new markets. Berkley has been a CEO, executive and advisor at a number of high-profile internet and software startups. John earned his Bachelor’s degree in political science from Williams College and an MBA with Distinction from Harvard Business School. Karen is a thought leader in the payments and commerce industries. As CEO of Market Platform Dynamics, she regularly advises many market-leading players on how best to architect, ignite and commercialize innovation. Karen also serves as an advisor and board member for many fast-growth, private companies in the payments, technology and digital media sectors. She is a frequent industry speaker and has authored numerous articles and whitepapers on payments, mobile, social strategy, product design and loyalty. Karen was also a key contributor to Catalyst Code: The Strategies Behind the World’s Most Dynamic Companies, for which she directed the research and devised its trademarked 6-step Framework. Karen formerly served as the Managing Director of Global Marketing and Planning for PricewaterhouseCoopers’ Management Consulting Services practice and later served as COO for one of MMC’s consulting subsidiaries. Karen studied at Johns Hopkins, where she earned her Bachelors degree, Masters in Marketing and has served as an adjunct faculty member. Ken Gavrity is Head of Enterprise Payments for KeyCorp. He is responsible for the strategy, development and distribution of Key’s domestic and international payment offerings serving Key’s consumers, businesses, public entities and financial institutions across all Segments. He oversees all aspects of Key’s Consumer Debit and Credit Cards, Treasury Services, Commercial Card, International Trade and FX, Merchant Services and Payments Fintech partnerships; including product strategy, management, business development, implementation and support services. He is also a member of Key’s Executive Leadership Team. Ken is a Board Observer for multiple Fintech companies including AvidXChange, Instamed, and BillTrust. He is also a Board Director for The Clearing House Payment Company. Previously Ken served as Head of Commercial Payments as well as Product & Innovation leader for Commercial Payments. Prior to that, Ken was SVP of Corporate Strategy where he joined Key in 2012. In this capacity, Ken served as a partner to the business, ensuring alignment with the KeyCorp strategy, providing leadership across various business initiatives, acquisitions, and divestitures, and facilitating the strategic planning process. Ken has a long history in financial services, including roles with Ernst & Young, where he was a Senior Manager in the Transaction Advisory Services group assisting executive teams with a broad range of transaction and strategy related activities, corporate development roles at National City Corporation, and capital markets experience as a Fixed Income Analyst at Federated Investors. Ken earned his B.A. in Economics from Allegheny College and M.B.A. from Carnegie Mellon. He also earned his Chartered Financial Analyst designation. A recognized banking and financial services executive, Larry F. Mazza embraces industry disruption caused by technology, seeks “blue ocean” opportunities and motivates others to think bigger. A high-energy leader with an entrepreneurial mindset, Mazza builds strong professional partnerships through his philosophy of love, trust and commitment. Mazza is President and CEO of MVB Financial Corp. (NASDAQ: MVBF), the parent of West Virginia-based MVB Bank, Inc., and the Bank’s subsidiaries, MVB Mortgage, MVB Community Development Corporation and Chartwell Compliance. Since 2005, he has led MVB’s growth from a community bank with 35 employees to a NASDAQ-listed and Russell 2000 company with more than 400 team members living in 19 different states. MVB’s model now goes beyond traditional banking and leverages the disruption occurring in the financial services industry to the benefit of shareholders. Mazza’s expertise and enthusiasm in finance, startups, the growing payments industry, fast-changing technology and highly regulated industries have made him a trusted partner and thought leader across the globe. Evidence of the value he places on entrepreneurship, Mazza is co-owner and business partner of the global internet business venture Football Talk, LLC, a well-known and highly successful website ProFootballTalk.com, which is a key content provider for NBC Sports. Lars is a proven entrepreneur with extensive experience in the mobile and digital marketing industries. He is currently Co-Founder and CEO of SessionM, Inc., a leading loyalty, rewards and advertising platform in the mobile space. Prior to co-founding SessionM, Lars was at Apple, Inc., where he was a member of the executive team of iAd, Apple’s mobile advertising business unit. Before Apple, Lars was co-founder and SVP of Business Development at Quattro Wireless, a leading mobile advertising platform that was acquired by Apple in 2009 for $275 million. Prior to Quattro, Lars was VP of Business Development at m-Qube, North America’s dominant mobile aggregator that was acquired by VeriSign in 2006 for $250 million. Lars was selected as one of the Most Innovative People in Massachusetts for 2013 and was honored as a top 40 under 40 business leader by Direct Marketer and the Boston Business Journal. He has been featured in publications like the Wall Street Journal, Forbes, New York Times, Fortune, CNBC and Bloomberg News among numerous others. Lars received an MBA from the Tuck School of Business at Dartmouth and his AB with honors from Harvard University. As Chief Executive Officer of Flywire, Mike has grown the business from a concept into the global and growing company it is today. He has overseen Flywire’s expansion in North America, Europe, and the Asia-Pacific regions while aligning Flywire’s international team with the company’s strategic direction and increasing the visibility of Flywire globally. Mike began his career as part of the technical risk services practice at PWC, LLP. His background spans global payments, mobile software and hardware, and e-billing at high growth technology companies, including Carrier IQ and edocs, Inc. He earned his Bachelor of Science degree in Management Information Systems from Babson College. Mike is also a 2019 recipient of the Ernst & Young Entrepreneur of the Year Award in Financial Services, which recognizes unstoppable entrepreneurs who redefine the way we live, work and play. Mike is a TMT Industry Advisor to Warburg Pincus, a leading global private equity firm. Until recently, he served as President and CEO of CyberSource Corporation, operating the world’s leading payment gateway, which Visa acquired in 2010 for $2 billion. As an executive member of Visa’s Operating Committee, Mike led the multi-year integration of the CyberSource business. During his tenure, Mike was also head of Visa’s Merchant and Acquirer businesses in the Americas and led the creation of Visa’s Global Merchant Sales and Solutions framework. Mike also was responsible for the company’s global expansion to Asia, Europe, Latin America, Africa and the Middle East. Prior to joining CyberSource, he worked in enterprise software sales for Oracle and in the private wealth management division of Merrill Lynch. Mike earned his Bachelor’s degree in Political Science from the University of California Irvine. Nikhil is a veteran tech executive with extensive experience in early and growth stage startups, as well as inside of large market leading incumbents. Most recently, Nikhil has served as Co-Founder & Chief Product Officer of Paysa, an employment and compensation data startup with backing from leading early stage investors, such as NEA. Previously, he served as VP of Product at Walmart eCommerce after Walmart acquired Kosmix, where Nikhil had served as a Director. Nikhil has also held Product and Engineering roles at Symantec, Ford and Jaguar’s F1 racing team. He earned an MBA from Harvard Business School, an M.S. in Aerospace Engineering from University of Illinois, Urbana-Champaign and a B.S. in Aerospace Engineering from I.I.T. Madras. Parinda Muley is currently the Vice President of Innovation & Business Development at Macy’s Inc. In this role, she leads innovation and strategic development, primarily focusing on driving initiatives that create new revenue streams, deliver exciting in-store experiences, and increase customer engagement. Most recently, Parinda spearheaded the launch of The Market @ Macy’s, Macy’s retail-as-a-service platform and Macy’s Style Crew, Macy’s micro-influencer program. These two programs have introduced completely new operational and business models to Macy’s. Prior to joining Macy’s, Parinda spent most of her career in the media space, leading digital business development at Time Inc. She was primarily responsible for leading content syndication, ecommerce, and audio deals. Parinda was instrumental in launching Fortune, Time, and Essence podcasts. Parinda formerly led business development at Everyblock, a hyper-local news site that was wholly owned by NBC News Digital. She also spent several years with Mitchell Madison Group, a strategy consulting firm, with a concentration in media and publishing industries. Parinda graduated from The University of Chicago with a BA in Economics and South Asian Studies and earned her MBA from The Wharton School of Business. Paul R. Garcia, a pioneer in the financial services industry, became Chief Executive Officer of NDC’s Atlanta-based eCommerce line of business in June 1999. NDC eCommerce began operating as Global Payments Inc. on December 11, 2000, and the new company spun off from NDC on February 1, 2001. During his 14-year tenure as Chief Executive Officer, Global Payments grew annual revenues from $350 million to $2.4 billion. The company is now a Fortune 500 company with a market capitalization of approximately $50 billion. Mr. Garcia has served on the Global, U.S. and Latin American Boards of MasterCard International, West Corporation (NASDAQ:WSTC), Dun & Bradstreet Corporation (NYSE:DNB), and the Electronic Transaction Association. Currently, Mr. Garcia is a Director of SunTrust Banks, Inc. (NYSE:STI), Repay Holdings Corporation (NASDAQ: RPAY) and Payment Alliance International, a portfolio company of Further Global Capital Management, a private equity fund where Mr. Garcia serves as a strategic advisor. He is a Director of the Commerce Club of Atlanta. Mr. Garcia was honored as 2004 Ernst & Young Entrepreneur of the Year® in Financial Services for Georgia, Alabama, and Tennessee, and named “one of the best CEOs in America” five times by Institutional Investor. Mr. Garcia was also recognized by the Electronic Transactions Association as the recipient of the 2008-2009 Distinguished Payments Professional Award and became one of the first inductees to the ETA Hall of Fame in 2018. He was recognized by the Technology Association of Georgia as the recipient of the 2012 Lifetime Achievement Award. Mr. Garcia holds a B.A. from Ithaca College. He resides in Atlanta, Georgia with his wife Carol, and they have six children. Pete is an independent investor and advisor to private companies. He was recently Managing Partner at Comvest Partners, which he joined in 2010. Prior to joining Comvest, Pete was the Founder, Chairman, and CEO of CheckFree Corporation, which he led from start-up in 1981 until December 2007 when it was sold to Fiserv (FISV) for $4.4 billion. At the time of sale, CheckFree was a primary global supplier of electronic banking technology and services, the largest provider of electronic billing and payments services, with revenues of $1.1 billion. Pete has served on several public and private company boards, including Akamai (AKAM), Blackbaud (BLKB), Cartera Commerce, CynergyData (Chairman), Fiserv (where he also served as Vice Chairman), Huntington Bancshares (HBAN), Kabbage and Manhattan Associates (MANH). Radha has deep experience in credit cards and payments industry for over 20 years. He has built and managed various functions and businesses including Digital Payments, Credit Cards & Lending, New Product Development and Network Relationship Management, across multiple geographies including U.S. and Asia. He currently serves as Managing Director and Head of Digital Wallets & Payments for Global Consumer Bank at Citi. This group is responsible for development of digital payments strategies and solutions, driving industry partnerships (e.g.: Apple, Samsung, Google, PayPal, Zelle and Networks) for the Consumer Bank in the area of mobile payments, digital wallets and remote commerce solutions. Radha plays an active role and engaged with various industry workgroups (e.g.: The Clearing House, Fed’s Faster Payments Taskforce and Fed’s Mobile Payments Industry Workgroup) to drive payment standards around tokenization, digital payments and faster payments. Radha holds a Master’s degree in Mechanical Engineering from the Indian Institute of Technology, Delhi. Rafael De La Vega is Executive Vice President and Head of Digital Strategic Partnerships at Banco Santander, a role he assumed in 2017. Most recently he was Director of Global Partnerships at Intuit. Previously, he served as Senior Consultant for Business and Risk Strategy Practice at Global Vision Group. Prior to that, he was Vice President of Global Vertical Solutions at Visa. He joined Visa in 1996 as Product Manager at Mexico and held various positions, including Director of Sales, Vice President of Commercial Solutions, and Head of Global Commercial Products. Before joining Visa, he worked with Procter & Gamble, where he held various positions, rising to the position of Department Manager. He holds a bachelor’s degree in industrial engineering from Universidad Panamericana and a master’s degree from IPADE. RJ Cilley is currently the Chief Digital Officer at Hudson’s Bay Company where he leads a multi-billion dollar digital organization. RJ’s responsibilities include leading Digital product and strategy, digital customer experience, digital operations, dropship and driving the overall Digital business for the organization. Prior to being Chief Digital Officer, RJ was SVP and VP of Digital for Hudson’s Bay and Lord & Taylor where he was responsible for the Digital P&L. Prior to RJ’s role of SVP and VP he was Chief of Staff for the Department Store Group (Hudson’s Bay and Lord & Taylor) where he worked directly for the President and lead strategic initiatives across different functions including digital, marketing, store operations and merchandising. RJ began his career at Hudson’s Bay Company in the Corporate Development group where he focused Mergers & Acquisitions, strategic partnerships, capital structure initiatives, treasury functions and investor relations. In the summer of 2013, RJ helped lead the $3 billion dollar take-over of Saks Before joining HBC in August 2012, RJ worked as an Investment Banking Analyst at BMO Capital Markets in their Food, Consumer & Retail Group. RJ graduated from Penn State’s Smeal College of Business and Schreyer Honors College in 2009. Souheil serves as COO and member of the executive management at Northwestern Mutual. Previously, Souheil served as president of Alipay Americas, the world’s largest third-party payment platform. Prior to his beginning at Alipay, Badran served as President and Chief Executive Officer of Edo Interactive, Senior Vice President and General Manager of Digital River, and Senior Vice President and General Manager for First Data Corporation’s ECommerce Solutions Group. He began his career in Milwaukee at M&I Data Services. Throughout his career, Badran has had experience with organizations that ranged from venture capital-funded, private equity-owned to various public companies. Badran, born in Lebanon, graduated from Cardinal Stritch University with a bachelor’s degree in computer science in 1988, and went on to receive a master’s degree in business administration from Cardinal Stritch in 1997. He currently serves as a board member for the Children’s Cancer Research Fund. Stephen Holzer, is Citi’s Global Head of Digital Strategy, where he is responsible for defining and delivering a unifying and compelling digital vision and strategy across Citi, the deployment of world class digital capabilities, and the accelerated transformation of the enterprise to a digital-first organization. As part of his mandate Steven is responsible for the coordination of Citi’s strategy and investments across a range of digital domains including Blockchain, Advanced Analytics, Big-data, and API’s / Open Banking. Prior to Citi, Steven was Director of Corporate Strategy for Amdocs, where he led their diversification, financial services and payments strategies among other high-profile engagements. Before Amdocs, Steven worked for more than 10 years in Management Consulting, most recently at Booz & Company where he ran numerous projects focused on growth, innovation, and operational excellence for clients in Europe, North America, and the Middle East. Steven has an MBA with distinction from the University of Southern California and he holds B.S. degrees in Information Systems and International Business, with Honors, from the University of Maryland. Stuart Hanson currently leads healthcare payments for JPMorgan. In this role within the Corporate & Investment Bank, he is responsible for looking across a variety of solutions, client needs and opportunities within JPMorgan Chase’s client base and creating an overall strategy and product roadmap for JPM in healthcare transaction processing. Prior to joining JPM, , he built and managed the team responsible for overall business line P&L for consumer healthcare payment solutions within Change Healthcare. Before Change Healthcare, Stuart led the healthcare business activities for Citi, which launched an innovative and award-winning patient payment solution. He has chaired a variety of industry task forces and committees, including HIMSS, NACHA, HFMA, CAQH / CORE, and others. Stuart holds an M.B.A. in Finance from the University of Chicago, Booth School of Business and a Bachelor’s degree in Finance from the University of Illinois. Theresa Gongora is the senior vice president of North America Business Financial Service (BFS) for Global Payments. In this role, Theresa is responsible for business financial planning and portfolio management for Global Payments North American and Canadian merchant divisions, as well as worldwide pricing and analytics. Prior to her new role, she served as the senior vice president of finance for TSYS’ Merchant Solutions segment where she led all financial decision-making on strategic and tactical matters as they related to financial planning, portfolio management and funding growth for the merchant division. Theresa previously served as the head of corporate strategy and development at TSYS, where she was responsible for leading the strategy development and strategic planning activities, at the enterprise and operating segment levels, to support the enterprise to deliver long-term shareholder returns and profitable growth. She was instrumental in executing on TSYS’s M&A activity over the past five years, including the $1B acquisition of Cayan. Theresa is also a former president of the board of directors of WNET, a professional organization serving the most influential women in payments. Since joining the Wnet Board, Theresa has been a key stakeholder in the organization’s growth by helping grow its membership base to 1,800 women in payments and spearheading the launch of the Money 20/20 Rise Up mentorship program. Theresa holds a Masters in International Management from Thunderbird, School of Global Management in Phoenix, Arizona, a Juris Doctor Degree from Case Western Reserve University School of Law, and a Bachelor’s Degree from Miami University in Oxford, Ohio. She is also a Member of the Ohio State Bar. Todd served on the original management team of Staples, where he was instrumental in opening the world’s first office superstore and helped grow Staples to $7 billion in annual revenue by 1998. As EVP of Sales and Marketing, Todd also started and ran Staples’ catalog business. During his tenure, Todd won a gold “Clio” award for best retail advertising in the U.S. He is a Board member and advisor for many consumer and retail businesses, including Carbonite (NASDAQ:CARB), TileShop (NASDAQ :TTS), Global Customer Commerce, Linkable Networks and C&S Wholesale Grocers. Todd has also served on the Harvard Business School faculty as EIR for the 2006/2007 academic year, is a Marketing Domain Expert for the Highland Consumer Fund and is a member of Cornell University’s Alumni Council and the HBS Entrepreneurship Center Advisory Board. Todd earned an AB in Chemistry from Cornell University and an MBA from Harvard Business School. Tom is the Former President and CEO of Litle & Co, the merchant processing platform that powers online commerce leaders such as Ancestry, Box, CafePress, GoDaddy, Gilt, Overstock, Wayfair and Yext. In 2012, Vantiv (NYSE:VNTV) acquired Litle for $361 million. Prior to Litle & Co, Tom was Founder and General Partner of Industry Ventures, a pioneer in the Direct-Secondary investment industry, as well as President of OrderTrust, the first large-scale transaction processing network for order management in support of direct and multi-channel merchants. Tom serves as a director and advisor to several startups, entrepreneurs and venture investors. He earned a BA from UC Berkeley and a BFA from the Rhode Island School of Design. Vince is CEO and founder of LendKey, driving the vision and strategy for the company while overseeing the executive management team. Vince has extensive experience running financial services and high tech companies. Before founding LendKey, Vince was the COO of DealerTrack, which built the nation’s first and largest credit portal connecting automotive dealerships to banks and credit unions. DealerTrack had a successful IPO in 2005 and today processes over 35% of all auto finance loan applications in the U.S. Previously, Vince was President of Ameritrade’s Institutional Client Division and was the CEO of OnMoney.com, an online personal financial management website. Vince has also held senior level positions at Citigroup including CTO of their U.S. Consumer Bank and COO of Citi Financial Interactive. He began his career at IBM and holds a BS in computer science from Polytechnic University. Walt has served as Managing Director of Beach Investment Counsel, Inc. since 1997. He has also been a director of The Bancorp, Inc. and its subsidiaries since 1999. Previously, Mr. Beach was a Senior Analyst and Director of Research at Widmann, Siff and Co., Inc., an investment management firm where he was, beginning in 1994, responsible for the firm’s investment decisions for its principal equity product. Mr. Beach has also served as an analyst at both Essex Financial Group and Industry Analysis Group, and he was a director of Resource Capital Corp. and Institutional Financial Markets, Inc.
correct_subsidiary_00108	FactBench	2	46	https://ncspacegrant.ncsu.edu/events-space-grant/2023-space-symposium/2023-nc-space-symposium-student-presentations/	en	Student Presentations	https://cdn.ncsu.edu/brand-assets/favicons/favicon.ico	https://cdn.ncsu.edu/brand-assets/favicons/favicon.ico	[ "https://www.facebook.com/tr?id=235354213850385&ev=PageView&noscript=1", "https://ncspacegrant.ncsu.edu/guten/wp-content/plugins/ncstate-centers-and-institutes-add-on/static/NASA-meatball-logo-tile.png" ]	[]	[]	[ "" ]	null	[]	null	Developing the next generation of explorers	en	https://cdn.ncsu.edu/brand-assets/favicons/favicon.ico	North Carolina Space Grant	https://ncspacegrant.ncsu.edu/events-space-grant/2023-space-symposium/2023-nc-space-symposium-student-presentations/	2022-2023 Graduate Research Fellow Appalachian State University Graduate – Masters, Astronomy/Astrophysics Author(s): Samuel DeMay, Roshani Silwal, Amy Gall, Anthony Calamai Spectroscopy of Highly Charged Ions for Astrophysical and Fundamental Physics Applications Plasma conditions seen in astrophysical plasmas such as in the solar corona can be reproduced and probed in a laboratory environment with an electron beam ion trap (EBIT). The recent launch of telescopes sensitive in the infra-red (IR) region highlights the need for spectral data in this region to improve models. In an effort to extend the spectroscopic measurements with an EBIT to the near-IR region, we perform test measurements at the EBIT facility at the Center for Astrophysics (CfA) \| Harvard & Smithsonian. The test setup consisted of a photomultiplier tube (PMT), focusing lenses, and a narrow band filter. Well-known emission from Ar ions in the visible region was measured to better understand the challenges created by the hot electron gun and warm surfaces within the EBIT, and to explore the timing capabilities and photon detection efficiency of the PMT. Here, we present the experimental efforts and preliminary results which are the first step in our plans to measure the atomic lifetimes. Mentor: Roshani Silwal, Appalachian State University 2022-2023 Undergraduate Research Scholar University of North Carolina at Chapel Hill Undergraduate – Junior, Astronomy/Astrophysics Author(s): Abigail Dunnigan, Sheila Kannappan, Derrick Carr, David Stark, Zack Hutchens, Mugdha Polimera, and the RESOLVE team Using Nearest Neighbors to Explore the Evolution of Galaxy Nuggets Galaxy evolution is driven by interactions and mergers between galaxies, which can be quantified in different ways at the scale of immediate environments. In this project we use nearest neighbor distances. Nearest neighbors provide insight on specific stages of galaxy evolution. I analyzed galaxies in an early stage of evolution called nuggets. Nuggets are highly compact galaxies, with much smaller radii given their masses compared to “normal” galaxies. They can be divided into three separate classes, which are newborn, aging, and dead nuggets. Newborn nuggets are formed through events involving intense gas inflows and have high rates of star formation, while dead nuggets have ceased star formation. Studying the nearest neighbors of nugget galaxies can help us determine whether their nearest neighbor distances are consistent or not with their formation and evolutionary futures. Using the REsolved Spectroscopy Of a Local VolumE (RESOLVE) survey with nearest neighbors identified by a KD-Tree algorithm and a nugget sample classified by environmental, structural, and star formation features, we study their nearest neighbor distance distributions. Through visualization and statistical tests such as the Mann-Whitney U Test, we find evidence that newborn nuggets are the products of recent mergers, as indicated by a deficit of close-by nearest neighbors compared to the general survey population and aging and dead nuggets. We also explore possible reasons for apparently normal nearest neighbor distance distributions of aging and dead nuggets. Mentor: Sheila Kannappan, University of North Carolina at Chapel Hill 2022-2023 Undergraduate Research Scholar Duke University Undergraduate – Senior, Astronomy/Astrophysics Author(s): Mike Keohane GW Event Research Tool Gravitational wave (GW) events are ripples in space caused by the acceleration of massive objects such as mergers of black holes and neutron stars. They have been detected by the Laser Interferometer Gravitational-wave Observatory (LIGO). For each event, LIGO records the direction, magnitude, and frequency of these waves by using huge 4-km long detectors. The Gravitational Wave Open Science Center (GWOSC) has aggregated data from all GW observatories including both LIGO and Virgo. I have created a module where users can upload files from GWOSC in order to study these events. They are able to adjust sliders to match the generated model to the plots and estimate the parameters of the event. The first iteration of this module strictly plotted the magnitude of the wave (strain) vs time. We found that these 2d strain vs time plots only represented the large events clearly while struggling to distinguish the noise from the wave for weaker events. We therefore plotted a frequency vs time plot with color representing the magnitude just as on the GWOSC website. These graphs are more expressive and able to show events clearly that were not able to be distinguished in the strain domain. We found that we could eliminate noise in the strain vs time plots by just integrating over just the visible event segment in the frequency domain. We added that feature by allowing users to set bounds on the frequency model then extract and integrate the data in the region to be displayed in the strain domain. This segmented integration allows educators and researchers alike to study these GW events even if the event is weak. Also, with the parameters estimated by the module, users are able to make new independent measures of Hubble’s constant. Mentor: Dan Reichart, University of North Carolina at Chapel Hill 2022-2023 Graduate Research Fellow University of North Carolina at Chapel Hill Graduate – Ph.D., Astronomy/Astrophysics Author(s): Mackenna L. Wood, Andrew Mann, Reilly Milburn, Jonathan Bush, Pa Chia Thao The Age of the Carina Stellar Association Young stellar associations – groups of stars which all formed at the same time and place – are important tools for studying the formation and evolution of stars and planets. By studying “benchmark” associations with known ages, astronomers can compare the properties of stars at different ages and determine how they change over time. The Carina association is a nearby, young stellar association with an uncertain age. Previous age measurements for it have spanned 13-45 Myr, nearly a factor of 4. As Carina contains numerous stars with circumstellar disks – an early stage in stellar evolution – as well as potential planet-hosts, determining its age more precisely has strong implications for the timescales of both star and planet formation. In this study, we measure the age of the association using the Lithium Depletion Boundary method, the most accurate and precise age-measurement method for young associations. By measuring Li abundance in low-mass members of the association and comparing it to several stellar evolutionary models, we find that the association is 41 ± 3 Myr old, with most of the uncertainty due to differences between models. We confirm our measured LDB age using the full Li sequence, and a mixture-model fit to stellar isochrones. The final age is consistent with the nearby Tucana-Horologium and Columba associations, raising the possibility that all groups have a common origin. Mentor: Andrew Mann, University of North Carolina at Chapel Hill NASA Internship Award at NASA Headquarters – Summer 2022 North Carolina State University Recent Graduate (BS), Astronomy/Astrophysics Author(s): Teresa Purello NASA Communications and Public Engagement – Partnership Metrics My project with NASA’s Office of Communications focused on analyzing current engagement metrics from NASA’s partnerships as well as creating a uniform way of collecting and assessing metrics from partners in the future. NASA partners with brands, organizations, and celebrities to help get the public more involved with NASA missions. One of NASA’s goals for their communications is to reach untapped audiences and to continue to diversify their audience. The goal of my work was to help create a clearer picture of the audiences currently reached and how current and new partnerships can be used to reach new audiences. This involved researching the Paperwork Reduction Act to better understand the regulations surrounding collecting demographic data from audiences. I drafted a form that can be sent to partners to get more information on their audience and what their goals are for the partnership. Having this information will make NASA’s partnerships more impactful. For collecting current engagement metrics, I created a spreadsheet template that made gathering data faster; this was useful during the James Webb Telescope first image release when partners were posting multiple times across different social media platforms. There were also in-person engagements such as the images being shown in Times Square, Piccadilly, and at a Coldplay concert that I tracked using the spreadsheet. I used Cision and Sprinklr to look at engagements with social media posts and news articles. I also collected metrics on engagement with NASA’s two San Diego Comic Con panels and the booth. This was the first iteration of the booth on the Artemis missions and the data collected can be used when planning future appearances of the booth. My project helped to improve metrics collection methods and provided insight on how NASA can more effectively use partners to reach new audiences. Mentor: Maureen O’Brien, NASA Headquarters 2022-2023 Undergraduate Research Scholar North Carolina State University Undergraduate – Senior, Astronomy/Astrophysics Author(s): Caleb Keaveney, Gary Lackmann Modeling the Dynamics and Evolution of Jupiter’s Great Red Spot Jupiter’s Great Red Spot (GRS) is a high-pressure anticyclone positioned in an easterly jet stream between the planet’s South Equatorial Belt and South Tropical Zone. Consistent observations of the GRS date back to the 1870s, with observations of a similar feature recorded as early as the 1600s, making it the oldest known discrete atmospheric phenomenon in the universe. It is also the largest; at its recorded peak in the late 1800s, the GRS spanned 15-20% of Jupiter’s local circumference. However, spacecraft and telescope observations reveal the GRS is shrinking at an exponential rate, such that the storm is only slightly larger than Earth today. This evolution is well-documented, but not well-understood. Here, we use numerical simulations via the Explicit Planetary Isentropic Coordinate (EPIC) general circulation model to study a GRS-like vortex and its behavior in a model Jovian atmosphere, in pursuit of understanding the forces modulating the size of the vortex. Our simulations have produced an anticyclonic vortex that replicates numerous dynamical and morphological characteristics of the real GRS, including its wind and vorticity structure, its westward drift, and its dynamical size. This nominal vortex decays in size and strength at an exponential rate, with its dynamical circulation evolving from Voyager-era to present-day observations over a period of 5-6 Earth months. The vorticity anomaly associated with this model storm persists for at least 1200 Jupiter days (~1.5 Earth years). Presently, we are conducting simulations of interactions between this nominal vortex and smaller vortices, investigating whether these interactions have a sustaining, destructive, or negligible impact on the size and strength of the GRS. Preliminary modeling results suggest these interactions have little impact, despite recent Juno satellite observations of morphological changes in the GRS resulting from such interactions. However, long-term simulations are necessary and currently being pursued to confirm this result. Mentor: Gary Lackmann, North Carolina State University 2022-2023 Undergraduate Research Scholar University of North Carolina at Chapel Hill Undergraduate – Junior, Astronomy/Astrophysics Author(s): Logan Selph, Daniel Reichart, Vladimir Kouprianov, Joshua Haislip Development of Different Skynet Systems for Astronomy Education and Gravitational Wave Research Over the course of the summer and my fall semester, my Space Grant project focused on two main goals: to prepare our telescopes for 2023 VIRGO/LIGO gravitational run, and to develop tools for use by students and scientists alike in Skynet’s afterglow image editing software. Work on the former began in the summer of 2022, where I assisted in repairing and upgrading telescopes at our site in Chile, which had not been touched since before the COVID-19 outbreak in 2020. Following this trip we have been focused on testing the Campaign Manager software responsible for automatically scheduling observations of gravitational wave event candidates, which will be fully operational by the time the gravitational run happens in March 2023. These observations will be crucial in measuring the inclination of optical GW events, which is necessary to derive and confirm Hubble’s constant from gravitational waves. During my extra time, provided by gaps in testing and delays in VIRGO/LIGO operation, I have been able to work on a couple of extra projects focused on developing tools for afterglow. The first of these two projects aimed to help fix the problem of broken columns and hot/cold pixels in the images being created by some of our telescopes. The resulting pixel-by-pixel algorithm has seen great success in both accuracy and speed, and we are currently developing a systems paper to accompany its integration into afterglow. Second, we began work on a color scaling algorithm that would allow students to scale the colors in images taken by our radio telescope (or any other radio telescope) to the colors they would see if their eyes worked in that part of the spectrum. This tool is working, and, following testing, will be added to afterglow to accompany the radio astronomy segment of MWU courses taught at Universities across America. Mentor: Daniel Reichart, University of North Carolina at Chapel Hill Elon University Undergraduate – Senior, Astronomy/Astrophysics Author(s): Thomas Vivona, Richardson C. T., Polimera M. S., Kannappan S. J., Wels J. Using Cloudy Simulations to Evaluate WISE Photometry as a Dwarf AGN Diagnostic Detecting dwarf AGN hosting intermediate mass black holes (IMBHs) is key to understanding black hole – galaxy coevolution on a wide range of scales. IR photometry has been successful in identifying AGN using the W1, W2 and W3 bands from the Wide-field Infrared Survey Explorer (WISE), but remains limited in the context of dwarf galaxies. We can use Cloudy simulations of dwarf galaxy AGN to test how well WISE color-color diagrams can detect dwarf AGN. In our simulations, we adjust column density (NH), hydrogen density (nH), ionization parameter (U), metallicity (Z), AGN fraction (fAGN), and black hole mass (MBH). Our preliminary results from simulated dwarf AGN plotted on W1-W2 vs. W2-W3 diagram fall in the theoretical AGN region when NH ≈ 20.0 cm-3, nH ≈ 2.0 cm-3, and Z ≈ 0.2-0.4 Z☉ which are reasonable characteristics for a dwarf galaxy. However, our simulations also require fAGN ≈ 1.0, which is highly unlikely given dwarfs are ubiquitously star forming, meaning dwarf AGN with fAGN < 1.0 often get misclassified as star forming galaxies. While assuming the physical parameters above, our simulations are in broad agreement with dwarf AGN samples found using mid-IR color-cut criteria, and X-ray and optical/near-IR observations with Chandra and HST. However, we do not have agreement with observations having W2-W3 < 3.0 and W1-W2 > 0.5 on the WISE diagram, which is a region occupied by other AGN catalogs. Our goal is to expand the range of the simulations to find results that encompass more of the theoretical AGN region and provide unique constraints on the physical conditions within those galaxies, which represents progress in understanding the hosts of IMBHs. Mentor: Chris Richardson, Elon University 2022-2023 Community College Undergraduate Research Cohort Forsyth Technical Community College Community College, Biological Sciences Author(s): Alia Wang, Nathan McPherson Antiseptic Compounds from Trees in Papua New Guinea Revealed by High Resolution Mass Spectrometry The Chambri People, also known as the “crocodile people” in Papua New Guinea, practice an annual coming of age ceremony called the “scaring of maturity” that involves leaders of this ethnic group making long incisions in the skin of participants, typically teenagers, to create crocodile-like patterns. This cherished ritual has ancestral significance as it is believed to teach the participants how to deal with personal and familial challenges they may encounter in adulthood. Despite the risk of infection from open wounds, the Chambri people have developed an antiseptic balm made from the sap of the tree Campnosperma brevipetiolatum that has allowed this practice to endure successfully for generations. The sap was provided by the local healer of the Chambri people to Amy Greeson and her team from Natural Discoveries Inc. and then gifted to Forsyth Technical Community College (FTCC). The sap’s organic compounds were extracted and analyzed at FTCC’s molecular and analytical lab via Agilent’s Quantitative Time-of-Flight (Q-Tof) high-resolution mass spectrometer. The results highlight that the tree sap contains antimicrobial, antiviral, antifungal, and anti-inflammatory compounds. These compounds may explain the antiseptic properties of the sap used by the Chambri people. Through continued analyses of the molecules of the C. brevipetiolatum tree sap, it may be possible for scientists to synthetically make the active ingredients that may be applied to prevent infections in other types of open wounds. Mentor: Jason Gagliano, Tandeka Boko, Forsyth Technical Community College 2022-2023 Community College Undergraduate Research Cohort Caldwell Community College and Technical Institute Community College, Biological Sciences Author(s): Garrett Goudas Effects of UV Radiation on Genetically Altered HA1 Yeast Ultraviolet rays let off by the sun are dangerous because they can cause damage to the skin and eyes and can increase the risk of skin cancer. This type of radiation is partially blocked by the ozone layer in the upper atmosphere, although some of it still reaches the earth’s surface. This project’s purpose is to better understand the effects of UV radiation on mutation rates of organisms. On April 1, 2023, genetically altered HA1 yeast will be sent up into the upper atmosphere on a weather balloon to be exposed to UV radiation. HA1 yeast have a mutation in an enzyme that plays a role in the AMP pathway which results in a red coloration in their colonies. Yeast that accumulate further mutations in AMP pathway enzymes lose the red coloration and revert to white, thereby providing a simple way to quantify mutation rates in these organisms. Cultures of yeast will be stored in different locations, inside the payload, outside uncovered, and outside but covered with a UV-blocking device. After the payload is recovered, the yeast will be cultured to assess the mutating effect from UV exposure in the upper atmosphere during the flight. We expect to see a greater proportion of white colonies produced from the exposed cultures indicating that even brief exposure to UV in the upper atmosphere leads to a measurable increase in genetic mutations. Mentor: Denise Williams, Caldwell Community College & Technical Institute North Carolina State University Graduate – Ph.D., Biological Sciences Author(s): Blake Horton, Joseph Tolsma, Jacob Torres, Jeff Richards, Imara Perera, Colleen Doherty Observation of Simulated Microgravity on the Circadian Clock in Arabidopsis thaliana For future spaceflight, it is important to understand plant growth and response to altered gravity. In microgravity fluid dynamics is disrupted and biochemical processes that depend on diffusion may be disrupted. The circadian clock regulates the plant’s biochemical and molecular activities, so they are coordinated with the 24h daily cycle. The circadian clock is a tightly connected molecular network dependent on precise diffusion and kinetics for its function. Therefore, we wanted to ask the question: does reduced gravity affect the circadian clock? To examine the effect of microgravity on the circadian clock, we used a random positioning machine (RPM) to simulate microgravity. Plants were harvested from the RPM every 2 hours for 48 hours to observe the genetic response of core clock genes to simulated microgravity. Two complete replicates were harvested. RNA isolated from the shoot tissue at each time point for transcriptional analysis to observe the effect of microgravity on the core circadian clock genes and downstream clock-regulated targets. This time-course will be a comprehensive observation of plant response to the abiotic stress of microgravity over time, and will be useful for understanding these responses for future long term space travel. Mentor: Colleen Doherty, North Carolina State University 2022-2023 Community College Undergraduate Research Cohort Cleveland Community College Community College, Biological Sciences Author(s): John Pasour Viability of Selected Freshwater Microorganisms for Spaceborne Air Filtration Although heavily explored for the purposes of biofuel production, and climate change abatement, the Algal Photobioreactor is underexplored as a potential air-purification system in environments such as those on the I.S.S. By examining the effects of a lighting situation like that on the I.S.S. on the algae’s photosynthetic activity, we aim to determine whether any of the selected organisms or combination of them are viable for an alternative or supplemental air purification device that could see practical use in Earth’s sphere of influence. For the experiment, a Grow-Lamp was situated over a pair of test tube racks, sixteen test tubes (8 samples and 8 backup tubes) were placed in the racks. Their PH was monitored on a daily basis with the lamp on a 12 hour on-12 hour off interval for a week. The samples were then replaced, and then observed for another week. This time with a 45 minute on, 45 minute off interval to reflect the conditions on the ISS. I found that the average increase per day in PH with the intermittent samples was about varied between the different organisms. with Chlorella, Anabaena, and the combinations that included them showing the most promising increases. Mentor: Brian Summey, Cleveland Community College 2022-2023 Community College Undergraduate Research Cohort South Piedmont Community College Community College, Biological Sciences Author(s): Cassidy Holloway, Brenna Cafferty, Ryan Johnson The Impact of Human Interaction on Surrounding Biodiversity Within the realm of ecology, a growing area of interest is how humans are impacting the local organisms and how they interact with each other. It is shown that wildlife in urban areas is constantly threatened by hazards, such as deforestation, habitat loss, and contaminated water. Union County, North Carolina, where South Piedmont Community College is located, has seen a steady increase in urbanization with over 150,000 residents in the last 30 years. The rapid onset of urbanization in Union County and surrounding areas may cause an increase in negative side effects for both humans and wildlife. Due to this increasing population, we set up six trail cameras to gauge the impact of humans on the wildlife in the surrounding area. Trail cameras are used in a variety of ways, most notably in research to observe data on wildlife in their natural habitat with little interference by capturing images when motion is detected. We rearranged the trail cameras in hopes of optimizing the potential for observing wildlife. Data collection started February of 2023, and will continue through the end of March 2023. We will continue to retrieve the footage every two weeks. When comparing our data with the initial data from last spring, we hypothesize that there will be a decreased population of animals like deer, birds, and foxes around campus. The aim of this data will be to help inform the public of how urbanization is affecting the local wildlife in hopes of encouraging further conservation efforts in the area and to protect biodiversity. Mentor: Nickolas Davros, South Piedmont Community College 2022-2023 Community College Undergraduate Research Cohort Davidson-Davie Community College Community College, Biological Sciences Author(s): Rachel K. Wilson, Juan F. Morales Aguirre Antibacterial Properties of Endophytic Fungi Cultured in Nutrient Supplemented Lunar and Mars Simulants The evolution of antibiotic resistant bacteria is a growing global concern and poses a threat to human health on Earth and during space flight. Endophytic fungi and their natural products provide potential sources for new antibiotics. Previous examination of organic extracts from endophytic fungi isolated from vegetation on the campus of Davidson-Davie Community College have shown antimicrobial effects in agar-well diffusion assays. As a novel experiment, we isolated endophytic fungi from local flora and grew them in semi-solid fermentation cultures comprised of 16.5 g of Lunar or Mars regolith simulants supplemented with either 10mL of potato or Sabouraud dextrose agar in 120mL jars. Supplemented simulants were subjected to organic extraction using ethyl acetate and stored in methanol for well-diffusion bioassays. Extracts will be examined and the antimicrobial effects against both gram positive and gram negative bacteria will be reported. Potential applications regarding the search for new antibiotics within the context of the planned return to the Moon and future exploration of Mars will be addressed. Mentor: Joseph W. Felts, Davidson-Davie Community College 2022-2023 Community College Undergraduate Research Cohort South Piedmont Community College Community College, Biological Sciences Author(s): Kylie May Do Restaurants Have Profit or Truth On The Menu? DNA barcoding is a method of species identification that uses a small section of DNA from a specific gene or genes obtained from a sample. This technique utilizes sequences of DNA and compares them to a reference library to identify the sample species. Since the price of high-quality fish has been increasing due to inflation, wanting to get what you pay for and enjoying the food is what people are looking for. Thus, our driving question is whether restaurants accurately portray the fish they sell or focus on a higher profit margin via fish substitution. Multiple sources have stated that substitution in fish is a possibility in a restaurant setting from mislabeling or substitution within North Carolina. Using a DNA Barcoding kit from BioRad, we will prepare raw fish samples, perform PCR amplification, and gel electrophoresis to isolate the DNA from each sample for sequencing. Our samples will be obtained from four restaurants within the Monroe, Matthews area of North Carolina, three kinds of fish, Thunnini (Tuna), Salmo (Salmon), and Seriola (Yellowtail). Our results will determine if the samples are being accurately advertised. The end goal is to determine if restaurants are truthful in what they sell to buyers in the local market. Mentor: Nickolas Davros, South Piedmont Community College 2022-2023 Undergraduate Research Scholar Duke University Undergraduate – Sophomore, Biological Sciences Author(s): Evan Yee The Combined Effect of Radiation and Microgravity on Cardiomyocyte Survival Ion radiation and microgravity situations are both environmental stressors that biological systems encounter in space. Although astronaut health has been studied in many other facets, the combined effects of radiation and microgravity on cardiovascular function is still not yet fully understood. The aim of this study was to explore the effects of gamma radiation and microgravity on oxidative stress and cell viability in the model cells of rat neonatal cardiomyocytes, believed to be non-dividing. These cells were placed in a microgravity rotating wall bioreactor spun at 10 RPM for 180 hours with microbeads and irradiated with 10Gy. The viability of each group was assayed through the MTT assay. The media of each group was assayed for reactive oxygen species, which is associated with increased risk in damage to cell DNA and RNA, with the ROS Glo H2O2 Assay. From the MTT assay, the absorbance of the non-irradiated standard-gravity controls was 0.21275 ±0.123820923, the non-irradiated microgravity cells was 0.16425 ±0.115053248, the radiation-only group was 0.51055 ±0.339461127, and the combined stressors group was 0.342466667 ±0.182726714. Control wells without cells had an absorbance of 0.049066667 ±0.00474478. Similarly, ROS species in cell media for the three cell groups that experienced space environmental stressors was greater than that for the control cells. These results convey how the environmental stressors of spaceflight can invoke cardiovascular injury and non-dividing cell damage. Mentor: Dawn Bowles, Duke University Health 2022-2023 NC Sea/Space Grant Graduate Research Fellow University of North Carolina at Wilmington Graduate – Masters, Biological Sciences Author(s): Allie Best, Ray Danner Predicting Habitat Availability of Swamp Sparrows (Melospiza georgiana) in Hyde County, NC: Integrating Habitat Needs into Sea Level Rise Models Tidal marshes along the coast of North Carolina are experiencing an average relative sea level rise (SLR) of 3.63 mm/yr (NOAA 2021) that is and continues to present significant threats for the environment (Covi et al. 2021). Saltmarshes provide crucial habitats for many coastal species in at least one part of their life cycle but remain one of the most degraded ecosystems worldwide (ACJV 2019). One coastal species of conservation concern that may be affected by SLR is the Swamp Sparrow (Melospiza georgiana). The Swamp Sparrow has three subspecies: Coastal Plain Swamp Sparrow (M. g. nigrescens), and two interior subspecies (the southern Swamp Sparrow, M. g. georgiana and the northern swamp sparrow, M. g. ericrypta). The Coastal Plain Swamp Sparrow is listed as a taxon of highest priority for conservation by the Salt Marsh Bird Conservation Plan (ACJV 2019). An understanding of their winter habitat needs and changes in those habitats in response to SLR would allow targeted conservation planning. We are investigating the impacts posed by SLR using Sea Level Affecting Marshes Model (SLAMM) and two vegetation indices (Normalized Difference Vegetation Index [NDVI] and Soil Adjusted Vegetation Index [SAVI]) on known home ranges of Swamp Sparrows at selected study sites in Hyde County, NC. We determined home range size using previously collected radio telemetry data from 2008 – 2010; average home range size (n=49) is 1.69 ha. Using Worldview-2 imagery from 2008 – 2010, SLAMM will model habitat change with projected SLR estimates at our study sites for years 2025, 2050, and 2100. We are comparing our 2008 – 2010 models with present data to assess what changes have already occurred and verify model validity. We will use the vegetation indices to assess resource availability within home ranges to assess productivity and estimate how much productivity may be lost due to SLR. Mentor: Ray Danner, University of North Carolina at Wilmington 2022-2023 Community College Undergraduate Research Cohort Western Piedmont Community College Community College, Biological Sciences Author(s): Cadence Davis White Creek 2023 Field Study White Creek is considered by the Division of Water Resources and the Lake James Environmental Association to be one of only two impaired streams flowing into Lake James. The concern for this stream lies in the consistently low macro-invertebrate data and increased sedimentation over the last 5 years. The stream has a history of severe wildfires from a lack of controlled burns, and my previous research on White Creek credited wildfires as the main source of impairment. This year’s research is a qualitative and quantitative assessment of the White Creek watershed in its entirety. I am assessing the forestry in and out of burn zones, monitoring invasives, and identifying areas damaging the stream’s stability. Traversing along White Creek has revealed many sediment deposits and damaged stream banks which have all been recorded on a digital map. I have also noted habitat, ancient floodplains, terraces, and potential wetlands. The largest sources of sedimentation observed were in the creek itself. Upstream, small undercut banks extend for more than one thousand feet, noticeably increasing turbidity. Downstream, straight, fast-moving sections followed by sinuous channels are causing clay banks to erode. By the time the creek enters Lake James, water flow is limited by layers of sediment in the stream bed. Areas recently harvested for timber are possible contributors to this, but regardless, sedimentation would worsen if harvesting were to continue. The data collected supports previous research that White Creek’s forestry is imbalanced; areas either burnt too hot in recent years or were covered in flammable shrubbery. Evidence of channelization and logging from the late 1800s have also permanently affected terrain. Recommendations for restoration include the implementation of beaver dam analogs along some sediment filled terraces, and areas found with weak stream banks should be widened or strengthened as soon as possible. Mentor: Jessica Howells, Stacey Johnson, and Lee Kiser, Wake Technical Community College and the Lake James Environmental Association 2022-2023 Community College Undergraduate Research Cohort Western Piedmont Community College Community College, Biological Sciences Author(s): Gillian Freeze, Emma Whisnant Population Dynamics of American Ginseng in the Piedmont Region of NC American ginseng (Panax quinquefolius L.) is a herbaceous perennial plant native to deciduous forests in eastern North America. It has been extensively grown and marketed in this area since the 18th century for its pharmacological components known as “ginsenosides.” Due to its popularity and the widespread destruction of its habitat, populations of ginseng have progressively disappeared across its native range. Today, native populations are primarily found in North America’s mountainous Appalachian and Ozark regions. The population of ginseng we have discovered lies in the Piedmont region of North Carolina. By performing a quantitative and qualitative assessment of the habitat of this particular population of ginseng, we have gained insight into the companion organisms and environmental conditions that might be promoting its growth. We studied over 100 individual plants, with ~40% producing fruit. The majority of these plants were found on a northeast-facing slope in a Dry-Mesic Basic Oak-Hickory Forest with a soil pH of 6.3 and a canopy of mature oak and tulip trees. Our findings support previous data which suggests ginseng thrives best in full-shaded woodland environments underneath deciduous hardwoods such as sugar maples, tulip poplars, black walnut, or oak. This plant is also found to grow predominantly on north or northeast-facing slopes and favors rich soil, with an optimal pH range of around 5.0 to 6.0, both of which were conditions present at our location. A focus of continued study is the genetic diversity of this ginseng population given its tendency to self-pollinate and rely on gravity as a means of seed dispersal. In order to best preserve and continuously study this ginseng population, steps should be taken to protect the surrounding land and regulate the presence of invasive species and poachers that could disrupt its growth. Mentor: Jessica Howells and Stacey Johnson, Wake Technical Community College 2022-2023 MSI STEM Bridge Scholar Winston-Salem State University Undergraduate – Senior, Biological Sciences Author(s): Sadie White, Rafael Loureiro Tilling and Its Effect on Martian Regolith-Based Crop Growth Historically studies looking at crop growth in Martian regolith have been focused on the growth in the simulant itself alongside new innovations. But what if the answer to aiding us in our journey to growing sustainable crops in space began more than 10,000 years ago? The nutrient deficient regolith is a clear illustration of why additional supports will be needed to make not only visual growth, but a viable crop a reality. Due to the many complexities of growing on such a challenging medium, many in the field are shifting their attention to hydroponics in an effort to try and come to an end goal in a more fiscally responsible way and in a shorter time. But the issue at hand is that so much is unknown about regolith and the effect it has on the physiology of plants, and even the make-up of the substrate itself. In this study we used a technique proven effective time and time again in traditional agriculture and see the effect it has on Martian regolith. Overall, in the trays regardless of specimen type we see that the presence of Rhizobium leguminosarum leads to increased growth. However, as our data will show, the bacteria prefer a low oxygen environment so when tilling is present biomass will be smaller and growth will be less. This effect is easily distinguishable in the pea plants, however in the radish plants there is no quantifiable difference. This project was important because this is just the first step of many. A considerable amount of research has been published on regolith, either lunar and Martian, and different techniques used to measure growth of crops. But this is one of the first to look at the effects of a traditional agricultural technique as it relates to crop growth in Martian regolith. Mentor: Rafael Loureiro, Winston-Salem State University 2022-2023 Undergraduate Research Scholar Winston-Salem State University Undergraduate – Junior, Biological Sciences Author(s): Sydney Wharton, Michelle Bruno-Garcia, Sadie White, Taylor Johnson Evaluation of the Effects of Crop Transferability Stress on Radish Plants Cultivated in Lunar Highlands Regolith The transferability of crops from hydroponics to regolith-based systems is a topic of interest in space agriculture. Hydroponic systems offer controlled growing conditions but can be costly and less sustainable in the long term. Proper research has never been conducted utilizing regolith as the receiving substrate. To better understand the stress physiology behind the acclimation process of crops transferred into regolith, the authors have chosen Radish (Raphanus raphanistrum subsp. sativus)as their test crop. Over 30 days, radish plants were grown under controlled environmental conditions for the first ten days in hydroponics and then transferred to Lunar Highlands regolith (UCF Exolith Lab). During both cultivation stages, temperature (Celsius) and relative humidity (%RH) data were collected every hour during the light and dark periods to provide hourly vapor pressure deficit (VPD, in kPa) data; carbon dioxide concentrations(μmol-1) were also measured hourly; air velocity (m s⁻¹) was also measured once daily, as well as, light intensity (PPFD μmol m⁻² s⁻¹) at canopy level. Each production cycle was divided into three growth cycles (10 days each – the first 10 in hydroponics). Between each growth cycle, the samples were measured (plant height, crown diameter) every two days, and at the end of each growth cycle, leaf area (cm2), stomatal conductance (mmol m⁻² s⁻¹), PAR, SFM, RFM, SDM, and RDM data was also collected. From the root and the fresh shoot mass, 100 mg will be sampled for targeted phytohormone data collection using LC-MS. Transferred plants have shown increased Auxin (IAA) and Abscisic Acid (ABA) levels compared to their non-transferred controls (ANOVA p=0.02). Elevated Auxin levels may have been the cause of the observed pithiness (possibly due to rapid elongation), indicating high-stress conditions affecting the xylem parenchyma cells. Follow-up studies are necessary to continue exploring crop transferability’s feasibility from hydroponics to Lunar regolith. Mentor: Rafael Loureiro, Winston-Salem State University 2022-2023 Undergraduate Research Scholar Winston-Salem State University Undergraduate – Senior, Biological Sciences Author(s): Taylor S. Johnson, Kira Lanier, Rafael Loureiro Evaluation of the Physiology and Root Morphology of Crops Grown in Lunar and Martian Regolith Exposed to Lunar and Martian Simulated Gravity Regolith-based agriculture (RBA) may serve as a less resource and time-intensive alternative to bio-regenerative food systems. In this context, the study aimed to understand the effects of partial gravity on lunar and Martian RBA systems to more realistically assess the combination of these two factors on full-term crops and microgreen physiology. Clinostats (Eisco Scientific – BIO244) were calibrated to the specific gravities of the moon and Mars which provided a partial gravity environment for the plants. Regolith simulants (LHS-1, MGS-1) obtained from Exolith Lab served as the substrates for this experiment. The seeds utilized in this experiment were peas (Pisum sativum), chickpeas (Cicer arietinum), peppers (Capsicum annum), and lettuce (Lactuca sativa). Seeds were planted in tubes and the tubes were affixed to the clinostats for 14 days in controlled environment conditions with daily watering (5mL) and a 16 light/8 dark photoperiod. Measurements and analyses included germination rate, growth rate (edible and total biomass), and phytohormone levels. Analytical instruments included contrast-fluorescence microscopes (Amscope 40X-15X) for root samples and LC-MS (ThermoScientific Orbitrap ID-X Tribrid) for metabolite analysis. All plants displayed phytohormone production increases which were significantly higher than the Earth gravity control groups (ANOVA/Tukey – p=0.002). These results corroborate our hypothesis that adding a partial gravity variable to RBA must be integrated into future studies to provide a full analytical view of the physiology of the crops which are destined to be exposed to both gravitational and substrate-based stressors. Mentor: Rafael Loureiro, Winston-Salem State University University of North Carolina at Greensboro Undergraduate-Senior, Biological Sciences Author(s): B. Jenkins, A.M. Hughes, K. Swinson, A. Settle, M. Osareh, T. Shymanovich, J.Z. Kiss Phenotypic responses of Arabidopsis thaliana to approximated microgravity: a GWAS Analysis The future of extended space-travel hinges on our ability to provide astronauts with renewable sources of food, water and oxygen. All of these necessities are provided by plants; however, the microgravity of space is a stressful growing environment for plants, which can result in reduced growth and crop productivity. To ensure greater productivity of plants grown in space, we must identify specific lines that exhibit a mitigated stress response to atypical gravity. In this study, we assayed the phenotypic responses of 74 ecotypes of Arabidopsis thaliana after one week of growth on a two-dimensional clinostat to identify those lines that were most resistant and most susceptible to the stress of unusual gravity. The phenotypic responses (root growth, shoot growth, number and length of lateral roots, and root hair number and density) were compared to those of the same lines grown statically. The lines with the greatest and least divergence of the difference between control and experimental results, as compared to the differences in the other lines were identified as those most and least resistant to gravitropic stress. Most of the analyzed ecotypes exhibited a similar reduction in growth, but several were identified as having a deviating response, and were identified as being more and less effected by gravitropic responses. Mentor: John Z. Kiss, University of North Carolina at Greensboro University of North Carolina at Greensboro Undergraduate – Senior, Physics Author(s): Katherine Swinson, Ariel M. Hughes, John Z. Kiss Effects of Full Spectrum Light and Randomized Gravity on Arabidopsis thaliana Because plants will provide the oxygen, food and water that will make long-term space travel possible, it is critical that we identify how plants are adversely affected by gravitational conditions that diverge from those of Earth. In order to investigate how gravitropic stress affects plant growth, experiments must be conducted in altered gravity environments. As space aboard the ISS is limited, many of these experiments investigating plant growth in atypical gravity are conducted on Earth using microgravity approximating devices. One such device used to investigate the effects of altered gravity conditions is an RPM (Random Positioning Machine). RPMs continuously rotate growing seedlings in three dimensions while maintaining a light source that remains static in relation to those seedlings. This experiment investigated the root and shoot phototropic response of three wildtype (COL, WS, and LER) seedlings grown in full spectrum light for one week inside of an RPM and compared them to those grown in static gravity. Previously, similar experiments have been conducted using a RPM and red and blue light, however, these results will help us understand how plants respond to altered gravity when grown in white light. Mentor: John Z Kiss, University of North Carolina at Greensboro North Carolina State University Graduate – Ph.D., Computer Science and Engineering Author(s): Chia-Hung Lin, Shih-Chun Lin, Liang C. Chu A Low-overhead Dynamic Formation Method for LEO Satellite Swarm Using Imperfect CSI In 6G systems, non-terrestrial networks (NTNs) are poised to address the limitations of terrestrial systems, particularly in unserved or underserved areas, by providing infrastructure with mobility that enhances reliability, availability, and responsiveness. Among various types of mobile infrastructures, low earth orbit (LEO) satellite communications have the potential to offer extended coverage that supports numerous devices simultaneously with low latency. Consequently, LEO satellite communications attract significant attention from academia, government, and industry. The dynamic formation problem must be solved to form a swarm connecting to the ground station with the most appropriate satellites to achieve LEO satellite communication systems with higher throughput. Existing solutions use computationally demanding methods to solve the NP-hard problem and cannot be employed for satellite communication systems with short coherence time. Furthermore, precise channel state information (CSI) between the ground station and all candidate satellites is required for formation designs, resulting in significant signaling overheads. To overcome these drawbacks, we propose a learning-based dynamic formation method for real-time dynamic formation capability. Our approach uses coarse CSI (i.e., imperfect CSI) as initial inputs and provides valuable guidelines as priorities to access specific satellites for fine-grained CSI (i.e., precise CSI). The prediction results are validated using a small-scale brute force method to determine the final formation. Our intensive simulation results suggest that the proposed method can aid current LEO satellite communications by providing real-time formation results, particularly in low-transmit power regions. Specifically, the proposed method can achieve 90% of full capacity with only 32% signaling overhead to build high-throughput LEO satellite communications. Mentor: Shih-Chun Lin, North Carolina State University NASA Internship Award at NASA Johnson Space Center – Summer 2022 Fayetteville State University Undergraduate – Senior, Computer Science and Engineering Author(s): Nathan Couch Enhanced UI/UX for NASA’s Valkyrie Humanoid Robot This summer’s internship work had the goal of adding functionality to and enhancing user experience with the Valkyrie Unity 2020 VR interface based on feedback from VR team operators and the goals of the UI/UX team lead. Previously, options were available for changing camera view within the interface, but it hasn’t been entirely clear what these options do and their effect isn’t immediately noticeable making the experience harder to grasp for non-experienced operators. Additionally, menu interaction has been limited exclusively to an operator wearing a VR headset. As a result of the first project, many new camera options have been added that aim to clearly represent their functionality, and the effects of each option are visible in real-time. This not only creates an easier experience for newer operators, but also gives experienced operators more options to make task completion quicker with less time lost interacting with menus. The added Zoom dial and Azimuth dial allow for the operator to control the zoom and rotation of the camera in real time with inputs from the controllers that can be customized with sensitivity sliders as opposed to the original sliders that did not update the view until triggered. The added reset view button allows for the operator to quickly return the camera to default position which was a direct request of operators due to frustration getting to origin position. And finally, the added save view buttons allow the operator to save camera positions they want to quickly return to, even further reducing lost time in menu interaction. As a result of the second project, operators are no longer exclusively limited to VR headsets and can control the VR interface menu directly from a computer or with the option of loading it to a tablet to allow for optional assistance to the main Valkyrie operator as needed. Each new feature has been implemented utilizing Unity’s new input manager allowing for easier integration in future configurations. Instead of being limited to specific VR hardware, current and future options can now be easily swapped in as a result of the new Unity 2020 interface being worked on by the UI team, which now is also available to use directly on a computer or even on a tablet. In total, all the newly added features aim to give the operator a better experience, and provide even more options to the team when arranging feature showcase demos. Mentor: Sambit Bhattacharya, Fayetteville State University 2022-2023 Community College Undergraduate Research Cohort Central Piedmont Community College Community College, Computer Science and Engineering Author(s): Brian Peacock, David Arnett, Amy Edwards, Dannia Ruiz Mata Campus Compass Navigating ever-changing college campuses is a problem for incoming and returning students. Partially due to this, over three-thousand classes were dropped between the first day and the 10% date during Fall semester of 2022 at CPCC. Helping students navigate campus would reduce stress, save time, and improve attendance. Based on a student survey, a mobile application was found to be the most effective solution. Our group designed a prototype that will help people navigate one of our six college campuses, including locating points of interest such as classrooms, food, nearest parking lots, vending machines, and wheelchair-accessible routes; as well as a security feature. Also including an AR-enhanced 360-degree view of how to navigate the campus. In the attempt to find a suitable system to access precise location data indoors, it was found that the standard GPS was unsuitable for indoor navigation due to attenuation and multi-path propagation, so alternate Indoor Positioning Systems (IPS) needed to be utilized. Additionally, compared to Wi-fi or Bluetooth-based positioning, integrating a map developed using data from augmented reality was more feasible. From the plethora of possible indoor positioning systems, we will be testing positioning using visual markers, a detailed map, a navigation graph, and augmented reality. In the future, the goal is to have the application and systems we use widely available on our campus as well as on campuses around the world, allowing people to navigate their colleges and universities easily. Additional indoor positioning methods will be implemented in the future to further the accuracy of our navigation system. Mentor: Tony Stanford Jr., Central Piedmont Community College 2022-2023 Community College Undergraduate Research Cohort Mitchell Community College Community College, Computer Science and Engineering Author(s): Justin Goodrich Vision-Based Landing System for Parachute Payloads This project presents a computer vision/convolutional neural network (CNN) based obstacle avoidance system for a parachute payload. To be tested during the North Carolina Space Grant High altitude Balloon Competition. The system utilizes an onboard, downward-facing camera, to analyze frames with an image segmentation model. Once a given frame has been selected, the system simply chooses a direction with the most open land, utilizing servo motors to guide its parachute. The model is trained on augmented data in order to simulate several flight conditions such as elevation, orientation, and different seasons. The system’s implementation will be discussed in detail,including the CNN model’s architecture, training process, and integration with the payload’s control system. The effectiveness of our landing system is to be examined after the launch on March 31, 2023 CNN-based Image Segmentation of aerial photographs has a variety of use cases in industries such as agriculture, construction, and real estate development. By using deep learning based systems to analyze aerial photographs instead of manual labor or more traditional, less robust, computer vision approaches, organizations can save time and money while achieving more accurate results. There appears to be a scarcity of documented instances where aerial image segmentation has been applied. The North Carolina Space Grant High altitude Balloon Competition provides the perfect opportunity to not only document the use of aerial image segmentation but also to analyze the effectiveness of model predictions on hardware with limited capabilities. Mentor: Tony Briceno, Mitchell Community College NASA Internship Award at NASA Jet Propulsion Laboratory – Summer 2022 Fayetteville State University Undergraduate – Senior, Computer Science and Engineering Author(s): Jonathan Soltren Scout Craft for Autonomous Space Exploration This autonomous spacecraft could be broken up into two agents. The first agent is the mother craft, the second is the daughter craft. The mother craft would be doing the bulk of computing as well as data gathering. The daughter craft would do an initial scouting mission to find points of scientific interest and send them back to the mother craft. The mother craft would use this initial scouting data to create a plan to gather even more data on these points of interest. The mother craft does this by using the enterprise executive planner. Most of my work was on developing the daughter craft node for the purposes of simulation. Developing the daughter craft node required some important details. This was the flow of its purpose. First a message is sent by the mother craft to separate the daughter craft and launch it ahead of the mother craft. The daughter craft the moves into position and runs a set of diagnostics checks. As it approaches the target an onboard camera is pointed at the target and takes 3 images. These images are then analyzed to document scientific points of interest. These points are documented in a csv file and exported along with the 3 raw images. This ends the task of the daughter craft, and she can continue onward into space. The daughter craft code was written in python using the ROS (Robot Operating System) set of libraries and functionality. For the virtual simulation the basilisk open-source software was used. There were a few assumptions made when creating the daughter craft node for the sake of simulation. First the daughter craft was already separated and flying along the same trajectory ahead of the mother craft. This could be changed of course as the trajectories were hard coded. Second, the daughter craft did not have the ability to analyze images. The images were analyzed beforehand by a separate function and set in a csv file. While writing the code for the daughter craft node there was a steep learning curve. I had joined an ongoing project and it required me to go through the already existing code of the mother craft so that I could have a grasp on how the mother craft interacted with itself and how I could make the mother craft interact with the new daughter craft. Mentor: NASA Internship Award at NASA Marshall Space Flight Center – Summer 2022 University of North Carolina at Wilmington Undergraduate – Senior, Computer Science and Engineering Author(s): Niall McKinnon Applications of Frequency-Modulated Continuous Wave LiDAR for Lunar Terrain Navigation and Mapping As we expand our presence on the Moon, reliable navigation and terrain mapping will be essential for complex operations. Initially developed for the automotive industry, frequency-modulated continuous wave (FMCW) LiDAR scanners have great potential to enable these projects. In addition to generating a detailed map of its environment, FMCW sensors can measure their orientation and velocity relative to their immediate surroundings. This allows robust positional data to be obtained without external references such as GPS. This project aimed to develop navigation software based entirely around an FMCW sensor, integrated into an autonomous rover. Frequent tests were conducted at Marshall Space Flight Center’s Lunar Surface Training Ground, an analog Lunar environment. This project demonstrated that with the aid of robust software, FMCW sensors allow independent surface operations and can provide detailed surface maps for subsequent missions. This was successfully demonstrated via a separate vehicle utilizing a pre-made map generated by the FMCW-equipped rover. Mentor: Michael Zanetti, NASA Marshall Space Flight Center 2022-2023 Community College Undergraduate Research Cohort Caldwell Community College and Technical Institute Community College, Computer Science and Engineering Author(s): Daniel Adam Ward The Use of Artificial Intelligence In High Altitude Balloon Flight Path and Landing Predictions The goal of this research is to determine the potential of an artificial Intelligence in the prediction of the flight path and landing zone of high-altitude balloons. This will be done by first creating a predictive model to act as a baseline for the artificial Intelligence and testing that model with recovered high-altitude balloons flight data. Once this baseline model has been established, research into various learning algorithms used in artificial intelligence will begin. Each potential learning algorithm will be considered until there are some potentially viable algorithms. The predicted result of this project is that a viable algorithm will be found that will serve an artificial intelligence in the prediction of the flight path and landing zone of high-altitude balloons. If the results of this research are positive, then the use of artificial intelligence could aid in ensuring the safe flight of high altitude balloons. Mentor: Lucas McGuire, Caldwell Community College and Technical Institute 2022-2023 Undergraduate Research Scholar Appalachian State University Undergraduate – Senior, Earth/Environmental Sciences, Technology and Engineering Author(s): Ethan Barber An Initial Study of Seven Months of Size Number Concentration Data on Atmospheric Aerosols in Boone, NC Atmospheric aerosols, which are produced both by human activities as well as by organic sources, play a large role in Earth’s overall energy budget. The direct effects of atmospheric aerosols are due to the scattering and absorption of solar radiation or light. There are also indirect effects of aerosols by how certain aerosols can act as seeds for cloud droplets. These aerosol cloud droplets can alter the participation, lifetime, and reflectivity of clouds. The extent to which atmospheric aerosols directly and indirectly affect the Earth’s energy budget is one of the biggest uncertainties for future global temperature modeling. A Scanning Mobility Particle Sizer or SMPS is one useful instrument that is used to quantify the number of aerosols in a sample at a particle size. At the Appalachian Atmospheric Interdisciplinary Research site (AppalAIR), an SMPS has been continuously running and taking measurements for the past seven months. Currently size number concentration data is being analyzed as an input to Mie theory. Due to the continuous running of the particle sizer, it is possible to see weekly and seasonal variability of aerosol particle size. Size number concentration plots from data produced by the SMPS will be evaluated in a closure study to determine the effectiveness of models in predicting aerosol optical properties, which affect the direct and indirect effect of atmospheric aerosols on the Earth’s solar energy budget. Mentor: James Sherman, Appalachian State University 2022-2023 Graduate Research Fellow Appalachian State University Graduate – Masters, Earth/Environmental Sciences, Technology and Engineering Author(s): Matthew Allen, Dr. James Sherman Newest-generation Handheld Sunphotometer for Validation of Satellite-Measured Aerosol Optical Depth and Air Quality Studies by Citizen Scientists Aerosol optical depth (AOD), a key aerosol property used in climate models and air quality studies, is primarily measured by satellite-based instruments such as NASA’s Moderate Resolution Imaging Spectroradiometer (MODIS) and NASA’s Multi-angle Imaging SpectroRadiometer (MISR). These satellite-based measurements, however, have higher uncertainties over complex, mountainous terrain. Due to these geographically-dependent uncertainties, it is imperative to validate the satellite data with measurements from ground-based instruments such as NASA’s Aerosol Robotic Network (AERONET), but spatial coverage over mountainous terrain within the United States and Africa is limited. Networks of inexpensive handheld sunphotometers have the unique potential to complement AERONET and increase the spatial coverage of AOD measurements, but the usefulness of these measurements is heavily dependent on instrument design, adequate calibration, and characterization of instrument performance against AERONET. Dr. James Sherman’s research group at Appalachian State University previously developed handheld microcontroller-based sunphotometers, utilizing filtered photodiodes, which were deployed to Botswana in 2018 for Citizen Scientist AOD measurements. These instruments demonstrated excellent agreement with AERONET-measured AOD and stable long-term calibration but were restricted by issues related to time synchronization, data transmission, reliability, and ease of use. I have designed and implemented software and hardware solutions to address these issues including a new GPS module to better synchronize the instrument’s time and a new measurement protocol to optimize data acquisition. In addition, I have built upon previous students’ work to improve the instrument’s troubleshooting simplicity and to develop an improved housing to accommodate the instrument’s new hardware components. After rigorous assessment and characterization against Appalachian State’s AERONET data, our newest-generation handheld sunphotometer displays excellent agreement with AERONET’s “ground truth” measurements as well as greatly improved functionality, reliability, and ease of use. Mentor: James Sherman, Appalachian State University 2022-2023 Community College Undergraduate Research Cohort Pitt Community College Community College, Earth/Environmental Sciences, Technology and Engineering Author(s): Garrett L. Freeman, Addison K. Hudson, Christian A. Knobel, Brian E. Gray Sedimentology and Staratigraphy of the Flanner Beach formation (Middle Pleistocene) in Beaufort County, NC The Flanner Beach Formation (Middle Pleistocene) was deposited approximately 200,000 ybp during a sea level high stand in east-central North Carolina. Previous work indicated that it is divided into three members: 1) lower Hills Point Member composed of mud deposited in a well-protected, low salinity, lagoonal or river-estuary environment; 2) the upper Mauls Point Member composed of mixed sands and muds deposited in a more open lagoonal environment, and 3) an Unnamed Member composed of sand deposited in an outer lagoonal environment. The Flanner Beach Fm. unconformably overlies pre-Flanner Beach Fm. fluvial sands and sandstones deposited approximately 700,000 ybp. The previous work involved measuring/describing sections, formally naming the Hills Point Mbr. (type section), but focused largely on faunal ecology. This project takes the previous work of the type section and expands exposed sections to the southwest and concentrates more on sedimentology and internal stratigraphy. This project involved looking at exposures in a different way by: measuring additional exposures; taking continuous core samples; describing sediments/units; obtaining bulk samples for grain size analysis; and systematic sampling for analysis by: sediment/unit descriptions, gamma ray logging, magnetic susceptibility response, and elemental analysis for chemostratigraphy. The findings of this investigation include: 1) thinning of the Hills Point Mbr. to the southwest; 2) dividing the Mauls Point Mbr. into three distinct units; and 3) identifying the Unnamed Mbr. farther westward than previously found. Mentor: Brian E. Gray, Pitt Community College NASA Internship Award at NASA DEVELOP – Summer 2022 North Carolina State University Recent Graduate (Masters), Earth/Environmental Sciences, Technology and Engineering Author(s): Deirdre An, Anne Britton, Charlie Nixon, Seamus Geralty Evaluating Rock Pool Hydroperiod Fluctuation using Climate Variables to Inform Habitat Monitoring and Protection in the Western Sonoran Desert Ephemeral freshwater rock pools, known as tinajas, have great biologic and cultural importance as sources of surface water in the western Sonoran Desert (WSD). Tinaja flooding and drying cycles, known as hydroperiods, vary based on meteorologic and climatologic conditions; however, a lack of extensive research relating climatic impacts to tinajas puts these critical ecosystems further at risk. National Park Service (NPS) and the University of Arizona monitor the physical and ecological condition of tinajas in Organ Pipe Cactus National Monument (OPCNM), AZ, using resource-intensive strategies: in situ trail cameras and direct measurements. To aid monitoring efforts, the NASA DEVELOP team aimed to incorporate remote sensing into NPS strategies by analyzing spatiotemporal climate data and tinaja hydroperiods in OPCNM between 1979–2022. Using Aqua and Terra Moderate Resolution Imaging Spectroradiometers (MODIS), University of Idaho Gridded Surface Meteorological Dataset (gridMET), and OpenET data, the team generated climatology maps and time series for OPCNM. The team compared these data to daily in situ hydroperiod observations from the University of Arizona between 2019–2022. Climate maps and time series showed increases in temperature and solar radiation (p<0.05), while analyses of in situ data showed correlations of hydroperiods with precipitation and evapotranspiration. End products identified high-risk tinajas and demonstrated that Earth observations can successfully be correlated with in situ hydroperiod observations. These results will support NPS efforts to prioritize water resource management and inform protocols driving the conservation of tinajas in OPCNM. Mentor: Douglas Rao, NCEI North Carolina State University Graduate – Ph.D., Earth/Environmental Sciences, Technology and Engineering Author(s): Ajmal Rasheeda Satheesh, Bethany Sutherland, Sabin Kasparoglu, Nicholas Meskhidze, and Markus D. Petters Particle Turbulent Mass Flux Retrievals Through Novel Remote Sensing Methodology Active sensors such as lidars and radars can retrieve information on vertical velocity, aerosol extinction, and backscatter with a spatial and temporal resolution of about 50 m and 30 seconds, respectively. In this study, we report the application of a vertically pointing coherent Doppler Lidar (DL) and the University of Wisconsin High Spectral Resolution Lidar (UW-HSRL) for inferring aerosol vertical turbulent mass fluxes at different altitudes within the Planetary Boundary Layer (PBL) throughout the day. Aerosol number size distributions and mass fluxes at 12 m height above ground were measured using Printed Optical Particle Spectrometer (POPS) and a 3-D sonic anemometer. The field studies were conducted at the DOE ARM SGP site in Oklahoma in 2020 and at La Porte, Texas, during the TRacking Aerosol Convection interactions ExpeRiment (TRACER) in 2022. In this presentation, aerosol vertical turbulent mass fluxes at different heights within the PBL are compared with near-ground measurements for different relative humidity (RH) conditions. Preliminary analysis at the SGP site shows the DL mass fluxes in a range of -0.5 and 0.5 µg m-2 s-1 in the surface layer during mid-day, with upward fluxes occurring more often than downward fluxes. In addition to estimates of the aerosol mass flux, aerosol depolarization ratios reported by HSRL are used for inferring chemical proxies of aerosols. This study will also test the feasibility of using vertical flux profiles as a parameter to estimate the mixing layer height (MLH) as compared to using radiosondes and other techniques such as using a Haar wavelet covariance transform on airborne backscatter lidar data. Mentor: Nicholas Meskhidze, North Carolina State University 2022-2023 NC Sea/Space Grant Graduate Research Fellow Wake Forest University Graduate – Ph.D., Earth/Environmental Sciences, Technology and Engineering Author(s): Nicholas K. Corak, Matthew Barnes, Lauren Lowman Capturing Vegetation Regrowth Dynamics After Prescribed Fire in North Carolina’s Piedmont and Coastal Plains Prescribed fire is a tool used by land managers in fire adapted ecosystems as a means to reduce potential fuel for wildfires from excessive biomass, preserve habitats, and foster natural ecological growth cycles. However, there is a gap in understanding how prescribed fire influences the dynamics of succession and recovery in the humid, fire-adapted ecosystems of the southeastern United States. We use leaf area index (LAI) to measure changes in vegetation density in the humid, fire-adapted ecosystems of North Carolina’s Piedmont and Coastal Plain regions. We have collected ground-based measurements of LAI at monthly to quarterly intervals since March 2021 using a LICOR 2200C Plant Canopy Analyzer. In forests and longleaf pine savannas, we measure both understory and overstory regrowth. Ground observations of LAI are compared to remotely sensed values from the Moderate Resolution Imaging Spectroradiometer (MODIS) at 500 m spatial resolution. In order to derive a higher resolution LAI product for managed lands, we use MODIS and Landsat-8 spectral reflectance data within a machine learning algorithm to estimate changes in LAI at 30 m spatial resolution. Initial results demonstrate that ground and remotely-sensed observations capture seasonal cycles of LAI including abrupt changes in vegetation density after fire. However, we find that remote sensing overestimates LAI in tall canopies compared to ground observations and underestimates LAI in grasslands. Our results demonstrate how subgrid-scale heterogeneity in vegetation adds uncertainty to estimates of vegetation regrowth patterns from satellite observations in fire-affected ecosystems. Mentor: Lauren Lowman, Wake Forest University 2020-2021 Graduate Research Fellow North Carolina State University Graduate – Ph.D., Earth/Environmental Sciences, Technology and Engineering Author(s): Bethany Sutherland, Nicholas Meskhidze, Sharon Burton, Johnathan Hair, Chris Hostetler, Richard Ferrare Application of High Spectral Resolution Lidar (HSRL)-based methods for estimating PM2.5 during the DISCOVER-AQ and KORUS-AQ campaigns Particles with an aerodynamic diameter less than 2.5 μm (PM2.5) have severe adverse effects on human health (contributing to millions of premature deaths yearly) and affect the climate through changes to the radiation budget. The health and climate impacts depend not only on the amount of PM2.5 but on their chemical makeup as well. Despite the established value of monitoring PM2.5, doing so remotely remains challenging. In Meskhidze et al. (2021) two new methods for estimating surface PM2.5 concentration and speciation were developed. These methods utilize HSRL retrieved extinction and derived aerosol types (Burton et al. 2012) in combination with CATCH (Dawson et al. 2017) derived aerosol type specific chemical composition to inform PM2.5 estimates. In the first method, referred to as Model-HSRL-CH, PM2.5 and aerosol chemical speciation are calculated by starting with regional or global model estimates and iteratively updating the solution using the HSRL-derived aerosol extinction and types. In the second method, HSRL-CH, PM2.5 and speciation are calculated using HSRL-derived aerosol extinction and types and CATCH-derived chemical composition for each aerosol type. Results using these methodologies on data from the DISCOVER-AQ BWC campaign (US east coast, 2011) and the KORUS-AQ campaign (Korea, 2016) are presented. When compared to PM2.5 measured at surface stations, the Model-HSRL-CH and HSRL-CH methods had mean absolute error 28-41% and 33-36% lower than the raw model outputs respectively. Mentor: Nicholas Meskhidze, North Carolina State University 2022-2023 Undergraduate Research Scholar University of North Carolina at Charlotte Undergraduate – Senior, Earth/Environmental Sciences, Technology and Engineering Author(s): Stephen Lail Tracing the Fate of Phosphorus During Seafloor Weathering Under Varying Oxygenated Conditions Phosphorus is a critical nutrient in biogeochemical cycles, being utilized in bone structure, DNA, and the ATP of cells. In the modern environment, bioavailable phosphorus is delivered to seawater mainly through continental weathering. In contrast, seafloor weathering is considered a significant sink of bioavailable phosphorus due to the precipitation of iron-oxide minerals, which scavenge bioavailable phosphorus. However, during the Archean, exposure of continental crust above sea-level is considered minimal and that a source of phosphorus to the marine biosphere remains uncertain. On early Earth, oxygen dissolved within the oceans was negligible from the lack of photosynthetic life. If there was no to very little oxygen present, then iron-oxide minerals would not form, effectively preventing the scavenging of bioavailable phosphorus liberated during seafloor weathering. We tested this hypothesis by performing an experimental study that mimics weathering of oceanic crust under a range of oxygenation conditions representative of early and modern Earth to evaluate the fate of phosphorus. We used a novel 29Si tracer in our experiments to measure the amount of silicate mineral dissolution in the system. For our simulated seafloor we used olivine as it is a common mineral in oceanic crust. By quantifying olivine dissolution with the measured amount of dissolved phosphorus with reaction progress, we determine whether phosphorus is liberated into solution or adsorbed onto the iron-oxides. These results have important implications for our understanding of the phosphorus cycle on early Earth and the habitability of water-rich exoplanets. Mentor: Drew Syverson, University of North Carolina at Charlotte Career Internship Awards at Collier Aerospace Corporation – Summer 2022 North Carolina State University Undergraduate – Senior, Mechanical and Aerospace Engineering Author(s): JD Shropshire, Olivia Scott, Jackson Corigliano Structural Analysis and Optimization at Collier Aerospace At Collier Aerospace, we use HyperX® as a means to meet the sizing and optimization needs of each individual customer. Using HyperX, we can determine the margins of safety for spacecrafts, aircrafts, race cars, boats, and even bicycles and find ways to make them safer, lighter, more cost effective, and manufacturable for our customers. HyperX can be used in all aspects of design from the initial ideation and trade study phase up through preliminary design all the way to critical design and safety certification. The software HyperX, which was developed by Collier Aerospace, works by taking the resulting forces and moments from a finite element model and applies the necessary calculations for each element to determine the margin of safety at each location. The software can use a wide variety of failure methods for both composite and metallic materials including maximum principal strain, Von Mises, crimping, and local panel buckling. These provide the customer with a more complete view of the potential failure modes for their project and how to avoid them. HyperX can also engage in trade space by easily swapping out materials or concepts to quickly and easily determine the effects of these changes. A wide variety of composite and metallic configurations can be used such as solid laminate and honeycomb sandwich for composite and sheet and orthogrid for metallics and stiffened panels which can be used by both. By specifying various ranges for structural sizing, HyperX can sort through hundreds of thousands of concepts on a structure and select the optimal one to provide you with a safe and lightweight solution. Using HyperX, companies can revolutionize their sizing and optimization needs. Mentor: James Ainsworth, Collier Aerospace 2022-2023 Graduate Research Fellow North Carolina State University Graduate – Ph.D., Mechanical and Aerospace Engineering Author(s): Ryan Lynch, Sumedh Beknalkar Helical Screw Drive Propulsion Testing Rig and Terrain Identification Neural Network Helically driven terrestrial vehicles have been utilized for their unique multi-terrain capabilities since the 1860s. Shown to be an effective method of propulsion in environments ranging from muddy marshes to arctic tundras, and everything in-between, the dynamics of a helical drive are complex and deeply rooted in terramechanics, making it difficult to model. This research details the design and construction of an experimental testing rig used to validate a dynamic model of helical drives as a propulsion mechanism currently in development by NC State University’s Intelligent Structures and Systems Research Lab and Engineering Mechanics and Space Systems Lab (iSSRL and EMSSL), as well as to build a dataset to be used later to train a neural network to identify the terrain the helical drives are traversing. The testing rig measures roughly 8 feet long, 3 feet wide, and 2 feet tall. Two helical drive units sit inside of the testing rig and are connected in such a way that their movement relative to the testing rig is fixed in one direction, allowing for travel in the longitudinal and vertical directions. The two helical drives are constrained via a system of gears and belts such that they rotate opposite one another at equal angular velocities. Data is collected via a rotational encoder attached to the motor, two linear encoders that measure longitudinal and vertical displacement, and a Pixie data acquisition system that records the outputs of these encoders, as well as the voltage and current being provided to the motor. Measurements of the soil are also taken to record information such as the moisture content and average grain size of the substrate. Building a dataset with this experimental testing rig has only just begun, but a Long Short-Term Memory (LSTM) neural network architecture has been built and is ready to be trained on the dataset that is generated during testing in the experimental testing rig. Mentor: Matthew Bryant, North Carolina State University 2022-2023 Undergraduate Research Scholar North Carolina State University Undergraduate – Junior, Mechanical and Aerospace Engineering Author(s): Abigail Wucherer Modeling Evaluating the Feasibility of ISAM The future of space technology advancement assumes the underdeveloped capabilities of advanced On-orbit Servicing, Assembly, and Manufacturing. Additive manufacturing is critical for the creation of parts, spares, and supplies to carry out missions in a cost and time-effective manner. The innovation of Electron Beam Freeform Fabrication allows the printing of metal parts in a microgravity environment and could streamline and simplify systems for hardware creation and installation in LEO. Reliably printed large diverse volumes are characterized in this project by MATLAB’s NSGA II multi-objective genetic algorithm and objective function solver with two approaches- first considering the advantages and disadvantages of individual parts and secondly project level evaluations. The first approach- with inputs pertinent to individual part evaluations- delivers the optimized Pareto Frontier for inputs of operating time and feed rate. This suggests reasonable solutions indicating the feasibility of additive manufacturing in space showcasing converging regions of low cost, performance, and probability of failure, a more diverse region of varying performance and failure for a given cost, and again a converging region of high cost, performance, and probability of failure. The second project-level approach- with inputs of part quantity for a given project and the date- evaluates how a project’s size and timeliness may be more or less advantageous to carry out utilizing ISAM over traditional manufacturing methods and sending payloads to space. This approach quantifies cost savings, time savings, and differences in the likelihood of ISAM project success over on-ground additive manufacturing. Both individual part evaluations and project-level considerations suggest greater technological innovation will be necessary to leverage EBF3 as a greater ISAM initiative. Functions for cost, performance, and risk of additive manufacturing in space developed throughout this project allow for future development to most accurately reflect the variable inputs specific to future technological developments. Mentor: Mark Pankow, North Carolina State University 2022-2023 Graduate Research Fellow Duke University Graduate – Ph.D., Mechanical and Aerospace Engineering Author(s): Ian K. Eldridge-Allegra, Tsz Yeung (Harry) Xu, Kai M. Kruger Bastos, Earl H. Dowell Computational Study of Transonic Buffet’s Sensitivity to Reynolds Number and Wind Tunnel Wall Effects A common problem in both aircraft and turbomachinery applications is the avoidance and prevention of low-frequency oscillations that may excite structural frequencies and cause inefficiency, uncontrollability, and even destructive failure. Transonic buffet is a flow-field instability, and occurs when the angle-of-attack of a wing or airfoil is high enough for a shockwave to develop on the upper surface. At particular flight conditions, this shock oscillates, interacting with the boundary layer on the surface of the airfoil and the separated flow downstream to form a self-sustained limit cycle oscillation. Although the prediction and prevention of buffet is critical since it limits the flight envelope of aircraft, our understanding of the mechanism driving it is incomplete. In this study, we look at trends in buffet behavior with respect to Reynolds number (in this case, a function of flight altitude). We approach this problem by simulating the flow field with computational fluid dynamics (CFD), solving the Reynolds-Averaged form of the Navier-Stokes equations. Our results show a strong dependence of the oscillation amplitude on Reynolds number, while the oscillation frequency and mean lift are nearly independent of it. We also explore the impact of wind tunnel walls on buffet; understanding the wind tunnel wall effects may help to contextualize discrepancies between different experimental datasets and their applicability to real-world flight conditions. We observe the presence of two fluid modes, with one whose frequency depends on the wind tunnel height, and with both having amplitudes dependent on the height. The impact of these two modes is that the accuracy of buffet prediction does not improve monotonically with wind-tunnel height as one might expect. Mentor: Earl Dowell, Duke University NASA Internship Award at NASA Glenn Research Center – Summer 2022 North Carolina State University Undergraduate – Senior, Mechanical and Aerospace Engineering Author(s): Andrew Gantt Modeling and Propulsion Systems Intern The project I was involved in over the summer was related to the design, testing, and verification of a rotor component model. This component model was to be used in various simulations and the characteristics of the model needed to change on a case by case basis. To do this, MATLAB was used to create an input script where initial values and key characteristics of a specific propeller could be saved. Doing this allowed for the model to be used for multiple propellers without the need to change the simulink file itself. Instead, multiple MATLAB scripts could be created for each individual rotor being tested. The first step in the design process was a literature review which involved reading NASA documents pertaining to the key equations of motion needed for an accurate rotor simulation. Because the designed rotor needed to include propeller flapping coefficients, further documentation was studied on how to incorporate flapping coefficients into equations of torque, thrust, and shaft power. The equations of motion created were then compared to more simplified equations to ensure no errors were made when constructing them in MATLAB. The equations were then put into Simulink where the component model was created. As a result of this research , a rotor model was created which met the specifications requested by my head of department. Furthermore, the rotor component model was found to be capable of accurately representing a high inertia rotor for hybrid rotorcraft experimental simulations. The verified design was then documented and an extensive report was written on how it was constructed. Mentor: Jonathan Litt, NASA Glenn Research Center Duke University Graduate – Ph.D., Mechanical and Aerospace Engineering Author(s): Luisa Piccolo Serafim, Earl Dowell Nonlinear Aeroelastic Model in High-Speed Flow One of the aerospace field’s ultimate interests is supersonic and hypersonic technologies, and many researchers are currently working to improve how to assess and model dynamic responses in such extreme flight conditions. However, it takes time and high computational power to perform the required analysis and reach satisfactory conclusions for projects in this field, especially in the early stages of development. Moreover, performing measurements for high-speed conditions requires a massive infrastructure that is not easily available. Unlike most traditional formulations, nonlinearities become a relevant portion of the fluid-solid-thermal interaction in high-speed flows and need to be considered when evaluating these flow regimes. The present study aims to provide a better approach to modeling supersonic and hypersonic flows under complex geometries and allow the aerospace community to achieve results faster and more efficiently. One question that this research explores is the possibility to solve this problem by using a linear approach that can consider the nonlinearities that high-speed flows present. So far, the Linear Piston Theory is the classical aerodynamic model implemented by researchers in aeroelastic models in supersonic flows and, because it is a local implementation, it is limited to a particular range of supersonic Mach numbers. By using the Full Potential Aerodynamic Theory, this study has been able to expand the use of the nonlinear aeroelastic model for Mach numbers outside the limited range of the Linear Piston Theory, especially near transonic flows, which are still a challenge in the field. Besides exploring a non-local theory for aerodynamic implementation, this research will consider the effect of the viscous boundary layer on the nonlinear aeroelastic model and assess the impact of this component on the dynamic response of panels. Mentor: Earl Dowell, Duke University Duke University Undergraduate – Freshman, Mechanical and Aerospace Engineering Author(s): Sanjeev Chauhan, Ian Eldridge-Allegra and Earl Dowell Evaluating the Feasibility of Euler Equations for Simulating Buffet in Transonic Flow This research explores the phenomenon of buffet in transonic flow using Computational Fluid Dynamics (CFD) simulations. Buffet is an instability characterized by an oscillating shock on the surface of an airfoil, resulting in oscillating forces on the structure. Understanding buffet is crucial in designing and operating aircraft, as it can cause structural damage and reduce performance. The Navier-Stokes equations are commonly used to investigate buffet but can be computationally intensive. Many investigators approach the problem with higher fidelity large-eddy simulations or detached-eddy simulations, but even unsteady Reynolds-averaged Navier-stokes simulations can be prohibitively expensive for early analysis. This research will assess the effectiveness of the Euler equations as a less computationally intensive alternative to Unsteady Reynolds averaged Navier-Stokes (URANS) for simulating buffet. The simulations outlined in the study use the Euler equations and investigated the impact of angle of attack, mesh density, and timestep size and their effects on the oscillating lift’s amplitude and frequency behavior. The results of this study will provide valuable insight into the impact of viscosity on buffet onset and insights into buffet’s dependence on viscosity and boundary layer effects. Mentor: Earl Dowell, Duke University 2022-2023 Graduate Research Fellow University of North Carolina at Chapel Hill Graduate – Ph.D., Physical Sciences Author(s): Cullen Walsh, Jason P. Maliza, Sarah C. Sutton, John M. Papanikolas, James F. Cahoon The Effects of Structure on the Electronic and Optical Properties of Nanoscale Semiconductors As materials in electronics and photonics continue to shrink, nano- and micro-scale structures begin to have an outsized impact on the electronic properties. Studies have found that depending on the material, the structure, and the fabrication process, the electronic and optical properties of a material can change in unexpected ways. Despite all this, structural features are often commingled in experiments, obscuring their individual effects. To overcome this, we use a technique known as pump-probe microscopy to isolate and study individual structural features in nanoscale materials and ascertain their effects on the electronic and optical properties. In this work we focus on MoSe2, which is a semiconductor with a layered structure, meaning it has weak interactions between atomic layers. This allows for easy layer-by-layer removal down to a single atomic layer, making this material useful in flexible and wearable electronics. The problem is, we still do not fully understand how changes in thickness and local structure affect this material. To address this, we use our experimental setup to isolate the center of MoSe2 nanoflakes, excluding edges and defects, and determine how the electronic properties change going from 20- to 100-layers in thickness. We also characterize the optical properties and observe that the material effectively traps light at varying thicknesses. This makes MoSe2 a potentially useful platform for nanoscale lasers. Using this newfound understanding of the thickness dependence of the electronic and optical properties at the center of MoSe2 nanoflakes, we can in the future compare these results to those at the edges of flakes, which have been shown to catalyze hydrogen fuel production. Overall, by better understanding the impact these structural features have on this material, our work allows for its future structural optimization when used in new or improved optoelectronics and photocatalytic device architectures. Mentor: James Cahoon, University of North Carolina at Chapel Hill NASA Internship Award at NASA Glenn Research Center – Summer 2022 North Carolina State University Undergraduate – Junior, Physical Sciences Author(s): Hayden White, Jack Qiao Differential Dynamic Microscopy How can researchers perform many soft matter experiments in space-limited environments using the least amount of equipment possible? The issue that these experiments often have is that they often require the use of bulky, specialized microscopic equipment. The proposed solution to this problem is to virtually emulate these different forms of microscopy using differential dynamic microscopy. Differential dynamic microscopy is a novel technique that performs Fourier-domain analysis on video data captured from a traditional optical microscope. This analysis allows optical microscopes and software to obtain the same results that specialized microscopic equipment would provide. To demonstrate the merit of differential dynamic microscopy, a program that implements it was designed and created in Python. The primary role of this framework was to emulate dynamic light scattering, a form of microscopy used to characterize polymer or non-Newtonian systems. The program was then tested using microscope data provided by the University of Edinburgh to see if it gives the same results, within tolerance, as a traditional dynamic light scattering setup. The project’s conclusion showed that the program performed within expectations. It proved its merit as a viable replacement for a physical dynamic light scattering setup, with the groundwork laid for additional testing of different types of microscopies. Mentor: Suman Sinha Ray, NASA Glenn Research Center NASA Internship Award at NASA Armstrong Flight Research Center – Summer 2022 University of North Carolina at Chapel Hill Undergraduate – Junior, Physical Sciences Author(s): Sterling Adams Atmospheric Modeling for Predicting Flight Conditions of the Mars Science Helicopter in Martian Atmosphere The Mars Science Helicopter will be capable of conducting science investigations independent of a lander by carrying and deploying science payloads or assisting rovers and orbiters by scouting sites. The Mars Science Helicopter will allow greater access to science on Mars, by increasing the range that can be explored, adding harsher terrain to areas that can be explored, and diversifying the types of science that can be done. Due to the Martian atmosphere being approximately 100 times thinner than Earth’s, factors specific to landing sites and altitude such as density, pressure, temperature, and wind speed are some that must be understood in order to plan for the Mars Science Helicopter flying-to-charging scenarios. Future landing site predictions at Potential Landing Site 1 and Potential Landing Site 2 are vital to provide risk assessment and ensure successful operation of the Mars Science Helicopter. This project creates a versatile predictive model of Martian atmosphere, acquired through Python and Fortran 90 Programming and modeled utilizing 400+ data visualizations. Despite significant changes in elevation, Potential Landing Site 1 and Potential Landing Site 2 were quite similar in predicted temperature. Pressure, density, and horizontal wind speed can be predicted to be greater at Potential Landing Site 2. Both potential landing sites allow for the maneuvering of the Mars Science Helicopter around complex and diverse terrain with low risk of incident, confirming the potential of the landing sites for the Mars Science Helicopter. Mentor: Hannah Dromiack, NASA Ames Research Center NASA Internship Award at NASA Marshall Space Flight Center – Summer 2022 University of North Carolina at Charlotte Recent Graduate (BS), Mechanical and Aerospace Engineering Author(s): Alex South Using Virtual and Augmented Reality To Enhance Decision-Making Informed and accurate decision making is an integral part of any endeavor, especially when dealing with the massive scale and complexity of NASA missions. Aiding in this critical decision-making process for design engineers is a main goal of the Human Factors Engineering (HFE) group at Marshall Space Flight Center. This research project explored how “virtual reality” (VR) and “augmented reality” (AR) technologies could be used to reduce costs, save time and inform critical decision making. Initially, the project was focused on the analysis of an early Mars Transit Habitat design for proper usability and possible shortcomings. However, it soon became clear that the same visual tools being used for design analysis could also be applied to critical decisions being made by center leaders and other design groups on site. The project branched out into the use of 3D visualization technologies to create more efficient and informed communication in addition to design analysis. These new use cases promoted the development of an explanatory video showcasing the capabilities of the Human Factors Engineering group’s unique VR/AR technology to any group at the center that may be able to benefit from it. If used correctly, VR/AR technology has the potential to increase development efficiency, reduce engineering errors and create more informed decisions for the entire aerospace industry. Mentor: Tanya Andrews, NASA Marshall Space Flight Center 2022-2023 Graduate Research Fellow University of North Carolina at Chapel Hill Graduate – Ph.D., Astronomy/Astrophysics Author(s): Pa Chia Thao, Andrew Mann, Peter Gao, Aaron Rizzuto Planetary Origins: Probing the Atmosphere of a 17 Million Year Old Hot Jupiter, HIP 67522b Transmission spectroscopy measurements of exoplanets have advanced our understanding of the atmospheres of transiting planets. However, these observations provide limited direct information about how their atmospheres form or evolve, as most well-characterized systems are old or of unknown age. It is essential to study the atmospheres of young (less than 1 gigayear) planets because they provide a better probe of their natal environment, which could be used to constrain a planet’s evolution and migration history. HIP 67522b is a gas giant planet with a radius of 10 Earth radii and an orbital period of 7 days. The host star is a member of the 17 million year old Scorpius Centaurus OB Association — making it the youngest hot Jupiter discovered to date. By combining ground-based photometric observations and space-based observations (TESS, Spitzer, JWST), we can construct HIP 67522b’s transmission spectrum from 0.5 to 5 micrometers. I will present the preliminary findings of this project, including the initial results from the first cycle of JWST observations, the atmospheric composition of a newly born planet, and what it can reveal about its formation location and the processes that give rise to gas giant planets. Mentor: Andrew Mann, University of North Carolina at Chapel Hill 2022-2023 Graduate Research Fellow North Carolina State University Graduate – Ph.D., Mechanical and Aerospace Engineering Author(s): Nicholas Mazzoleni Toward the Design and Testing of More Compliant Exoskeletons for the Prevention of Astronaut Muscle Atrophy in Microgravity Environments The effects of microgravity in space can cause serious musculoskeletal problems for astronauts, including decreased muscle mass, decreased muscle functional capacity, increased muscle fatigue, and muscle fiber necrosis. One solution to this problem is to use
correct_subsidiary_00108	FactBench	2	11	https://www.encyclopedia.com/marketing/encyclopedias-almanacs-transcripts-and-maps/lycos-inc	en	Encyclopedia.com			[ "https://www.encyclopedia.com/themes/custom/trustme/images/header-logo.jpg" ]	[]	[]	[ "Lycos", "Inc.100 5th Ave.Waltham", "Massachusetts 02451USATelephone: (781) 370-2700Fax: (781) 370-3415Web site: www.lycos.com" ]	null	[]	null	Lycos, Inc.100 5th Ave.Waltham, Massachusetts 02451USATelephone: (781) 370-2700Fax: (781) 370-3415Web site: www.lycos.com Source for information on Lycos, Inc.: Encyclopedia of Major Marketing Campaigns dictionary.	en	/sites/default/files/favicon.ico		https://www.encyclopedia.com/marketing/encyclopedias-almanacs-transcripts-and-maps/lycos-inc	Lycos, Inc. 100 5th Ave. Waltham, Massachusetts 02451 USA Telephone: (781) 370-2700 Fax: (781) 370-3415 Web site: www.lycos.com GO GET IT CAMPAIGN OVERVIEW Lycos, Inc. was founded in June 1995 and quickly grew into a vast Internet hub with services that included a search engine, comprehensive directories, personal home pages, E-mail, communities, and shopping functions. To help spur its growth, the company hired New York agency Bozell Worldwide to create an advertising campaign. The "Go Get It" campaign, which had the goal of attracting both new and experienced Internet users to visit Lycos.com, made its debut in November 1998 and continued into 1999. The $25 million campaign included television and print advertising. In "Quick and Easy," the only 30-second spot in the campaign, a man showed a drawing to a black retriever and shouted, "Lycos, go get it!" The dog zoomed off and quickly returned with a frogman's flippers. The man showed Lycos another drawing, and this time he returned pulling a yellow sports car with his teeth. The voice-over said, "Unleash the new Lycos, and the Internet is at your command. So no matter what you're looking to retrieve, Lycos will hunt it down quicker and easier." In the final scene Lycos was shown a picture of fashion model Claudia Schiffer. The dog streaked off again, and viewers heard the voice of a woman saying, "Hi, I'm Claudia," as the Lycos logo appeared with its search button labeled "Go Get It." The campaign included a 15-second version of "Quick and Easy" and two additional 15-second spots. In "Dinosaur" Lycos sped off in a black streak and returned with the skeleton of a dinosaur. A computer showed the Lycos search engine screen with the word "dinosaur" in the window. After the word changed to "investments," the spot ended with the company logo and search command key. The viewer heard the sound of coins and a voice saying, "Jackpot!" The other spot, "Earthquake," showed Lycos coming back apparently without anything until the scene shook, a rumble was heard, and a switch to the search engine screen revealed that the word being searched for was "earthquake." Next the word changed to "hockey," and the spot concluded with sounds of a stadium crowd and the voice-over saying, "Nice shot!" A full-page print ad showed a stylized version of the dog, with one paw help up in an attentive, here-to-serve-you pose. Below appeared the headline "Now the fastest retriever in cyberspace." The ad copy read, "No matter what you're searching for on the Internet, from biographies to body piercing, you'll find it faster and easier when you unleash the new Lycos. All you have to do is log on to the Internet and say, 'Lycos, Go get it!'" The ad ended with the company logo, website address, and yellow search command key with the words "Go Get It!" in blue. HISTORICAL CONTEXT Jan Robert Horsfall, vice president of marketing for Lycos, said that the name came from a Latin word for a particular type of spider. Unlike most spiders, this one did not use a web to trap prey but instead left its web to hunt. The spider's unique approach and its aggressiveness fit the Lycos style. In 1995 Lycos became one of the first companies to provide in-depth search services on the World Wide Web. Lycos became a publicly traded company on Nasdaq just 10 months after it was founded, making it the youngest company ever to go public. To grow, the company decided to expand by offering full services, with the aim of becoming one of the major destinations on the Web. In early 1998 only 20 percent of Web users visited Lycos, but by the end of 1998 it was one of the most popular hubs on the Internet. A major reason for the growth was that Lycos bought up a stable of Internet properties. By 1999 it had built a network of linked sites that included Tripod, Who Where, Angelfire, MailCity, HotBot, HotWired, Wired News, Webmonkey, Suck.com, and MyTime.com. Lycos had evolved from a search engine into an Internet hub that people could use not just to find something but also to chat, shop, send and receive E-mail, get news, and more. TARGET MARKET "Go Get It" aimed to attract both people who were new to the Internet and those who used other search engines. It also sought people who had not used the Internet but were considering doing so. Lycos kept an eye on category leader Yahoo! and, as it gained audience size and market share, was quick to compare itself to the larger company. COMPETITION In April 1996 Yahoo! launched its "Do You Yahoo!?" campaign in the New York, San Francisco, and Los Angeles markets. The $5 million television, radio and print campaign first aired on TV programs such as Saturday Night Live, Star Trek, Seinfeld, The X-Files, and Late Night with David Letterman. "Do You Yahoo!?" sought to convey both the benefits of getting on the Web and the irreverence and fun of the Yahoo! service. A 1997 spot, for example, poked fun at a young man's attempts to cover his baldness with a few remaining, lonely strands of hair. After conducting an Internet search, he was shown confidently bouncing down a busy street and turning heads with a bushy, three-foot-high Afro. Through 1998 Yahoo! remained the category leader, with the most recognized name and highly valued property on the Internet. In July 1998 the NBC-owned portal Snap! began a campaign with the tag line "Don't suffer from information overload. Snap! out of it." One Snap! ad centered on a hearing-impaired boy who signed good-bye to his mother as he boarded the school bus. A classmate who witnessed the incident went on-line to look up sign language, and the next day he introduced himself using the signs he had learned on the Web. Another competitor, Excite, which boasted strong search features, was the Web page for buyers of Dell computers. In October 1996 Excite introduced a $10 million campaign from Foote, Cone & Belding that featured the Jimi Hendrix song "Are You Experienced?" In December 1998 Excite premiered a new network and cable television campaign. Six 30-second ads showed people botching common activities in embarrassing, humorous ways. One spot told viewers that the woman pictured could send photographs to friends around the world using Excite. She then walked through a screen door she had just closed. In another spot a man was all thumbs as he installed an air conditioner, only to watch it plummet from his window. The spots ended with the suggestion that, if these people can use Excite, "you can too." By 1998 the competition for Lycos had broadened beyond other search engines and portals to include major on-line services such as America Online (AOL) and Microsoft. The latter was spending $61 million on television ads built around the theme "Where do you want to go today?" Trying to outduel Microsoft, AOL spent $66 million on television advertising. AOL, with billions in Internet user fees, 15 million subscribers, and the longest track record as a content aggregator, had distinct advantages. MARKETING STRATEGY Lycos positioned itself as a network. Its mantra was that users could go to Lycos and find anything they wanted. The company differed from Yahoo! in that it did not put all of its properties under the same brand identity. Instead, Lycos built a system of distinct yet interrelated Internet services. According to an article in the Boston Globe, Lycos chief executive Bob Davis credited this cross-linking of sites for much of the company's rapid growth. Bo Peabody, a Lycos vice president and founder of the Internet community site Tripod, said, "We decided the best way to catch Yahoo! was to pursue a network of branded sites, rather than one megasite." The theory was to get people to use Lycos for its search capabilities and then to keep them there for the free Web pages. "This is the whole point about multiple brands. We don't care if we lose the user if they come to someplace we own," said Peabody. RISE AND FALL A Lycos news release in June 1999 showed that the audience for the portal had grown dramatically during the period from May 1998 to May 1999. Lycos had grown in audience reach from 39.4 to 48.4, an increase of almost 23 percent. Even though it remained the largest portal, the audience reach for Yahoo! had decreased 4.5 percent, from 53 to 50.6. Excite had an even more dramatic drop, of 16 percent, in audience reach, from 33.1 to 27.8. Every Lycos site had links to the others woven into its fabric. From anywhere in the network a person could search the Lycos index. At the bottom of every Lycos search page viewers had the choice to run the same search on HotBot, another Lycos property that appealed to more experienced surfers. Viewers could not miss the many offers to sign up for free E-mail, do on-line shopping, look up phone numbers, or explore another Lycos service. The company cast its net even wider and broke a written rule that portals only hosted, and did not develop, stores. In December 1998 it launched the Lycos store. This megastore offered a broad selection of consumer items from more than 200 brand name retailers, making Lycos the first major portal site selling directly to consumers. The wide range of services helped make the "Go Get It" refrain ring true. In the "Go Get It" ads the black Labrador retriever named Lycos found anything the user was looking for and did so at speeds that made the search fun and easy. An earlier campaign had starred a Sherpa mountain guide, but Lycos decided that Sherpas were associated with dangerous situations. Danger might have been appropriate in the early days of the Web, when many users were concerned about getting lost and confused, but by 1998 people no longer viewed the Internet as a forbidding place. Lycos had considered using a bloodhound in the campaign, but focus groups showed that speed and friendliness were not considered traits of a bloodhound. It was finally decided that a Labrador retriever gave the essential image—friendly, lively, fast, and great at going and getting what the master wanted. "I was worried initially about the dog," said Horsfall in USA Today. "You can bore people by using metaphors that are too basic. But from the first day the ad started airing, feedback has been overwhelmingly positive. It has given our brand real personality." Speed, completeness, and fun rang through each spot. The dog found things fast. The items retrieved varied widely, from swimming flippers to investments to hockey to earthquakes. And the humor was evident. After retrieving the swimming gear, for example, the dog paused to shake the water out of his coat. At another point the dog appeared confused until the man realized that the drawing he was showing Lycos was upside down. The basic theme of the campaign was to show people that there was more on the Web than they realized. Lycos tied the ads and its site together by using its search command key (yellow with the words "Go Get It" in blue) as the campaign tag line and as a signature element in all of the spots. OUTCOME In November 1998 Business Wire called Lycos's jump in audience reach (percentage of Internet users who touched down on the site) "unparalleled." A week after the campaign launch, Lycos experienced a 41 percent increase in traffic on its home page. Two months into the campaign Davis said that about 50,000 people were signing up for various Lycos Internet services every day, compared with a few hundred a day in early 1998. Lycos attributed much of the increase to the advertising campaign. USA Today, for example, reported that the first commercial was popular with consumers, with 22 percent of people who had seen it several times saying that they liked it "a lot." On May 18, 1999, Lycos reported that revenues for the preceding quarter had been $35.1 million. This was a 132 percent increase over the comparable period from the previous fiscal year and a 15 percent increase over the quarter ending January 31, 1999. FURTHER READING Bray, Hiawatha. "Eyes Are the Prize: For Now a Transformed Lycos Looks to Boost Its Profile Not Profits, As It Seeks to Become a Destination for Net Users." Boston Globe, January 17, 1999, p. H1. "Lycos Network Audience Reach Soars to 44.5%." Business Wire, November 18, 1998. "The Lycos Network Launches First-of-a-Kind Program to Distribute Its Traffic-Building Services." Business Wire, December 13, 1998. Reidy, Chris. "Lycos Unleashes $25 Million Ad Campaign." Boston Globe, November 2, 1998, p. B8. Sparta, Christine. "Lovable Lab Takes Lycos Places." USA Today, May 3, 1999, p. B11.
correct_subsidiary_00108	FactBench	1	44	https://www.warc.com/newsandopinion/news/terra-lycos-to-convert-to-100-paid-business-model/en-gb/8809	en	Terra Lycos to Convert to 100% Paid Business Model	https://www.warc.com/ima…arc-logo-opg.png	https://www.warc.com/ima…arc-logo-opg.png	[ "https://cdn.warc.com/images-site/logos/facebook-col.svg", "https://cdn.warc.com/images-site/logos/twitter-col.svg", "https://cdn.warc.com/images-site/logos/linkedin-col.svg", "https://cdn.warc.com/images-site/actions/email.svg", "https://cdn.warc.com/images-site/logos/facebook.svg", "https://cdn.warc.com/images-site/logos/twitter.svg", "https://cdn.warc.com/images-site/logos/linkedin.svg", "https://cdn.warc.com/images-site/logos/youtube.svg", "https://cdn.warc.com/images-site/logos/instagram-icon.svg", "https://cdn.warc.com/images/WARCSiteContent/Home/WeChat_WARC-QR-code.jpg" ]	[]	[]	[ "" ]	null	[]	null	In yet another indicator that commercial reality is at last seeping into the online sector, internet portal business Terra Lycos plans to adopt an all-paid business model.	en	https://cdn.warc.com/app…e-touch-icon.png		https://www.warc.com/newsandopinion/news/terra-lycos-to-convert-to-100-paid-business-model/en-gb/8809	In yet another indicator that commercial reality is at last seeping into the online sector, internet portal business Terra Lycos plans to adopt an all-paid business model. Aiming to compensate for declining ad revenues, TL, one of the globe’s largest internet businesses, plans a major drive to increase the number of paying subscribers. Its subsidiary Lycos Europe, which is listed on Frankfurt’s Neuer Markt, posted a narrowed loss of over £28 million in the quarter to March 31, compared with £54 million for the same period in 2000. The cash haemorrhage had been stemmed, it said, by cuts in R&D, administration, marketing and advertising – although, unusually, no jobs had been cut; nor are there plans to do so. Lycos Europe intends to introduce charges for some of its currently free services, especially financial products, which are already paid for elsewhere in Europe. Its mobile phone portal will also start to charge for some premium services. News Source: CampaignLive (UK)
correct_subsidiary_00108	FactBench	2	85	https://www.nbcnews.com/id/wbna5025450	en	Google, Microsoft take battle to desktop	https://media-cldnry.s-n…ite-1680x840.png	https://media-cldnry.s-n…ite-1680x840.png	[]	[]	[]	[ "" ]	null	[ "NBC Universal" ]	2004-05-21T01:51:11+00:00	As Google aims for the desktop and Microsoft turns to Web search, industry experts question just how heated their clash will get.	en	https://nodeassets.nbcnews.com/cdnassets/projects/ramen/favicon/nbcnews/all-other-sizes-PNG.ico/favicon.ico	NBC News	https://www.nbcnews.com/id/wbna5025450	Google Inc. and Microsoft Corp. are staking claims on each other's core markets. But even as Google aims for the desktop and Microsoft turns to Web search, industry experts question just how heated the clash between the No. 1 Web search company and the world's largest software maker will get. Google is reportedly working on a downloadable file and text software search tool, code-named Puffin, that will attack a weak spot in Windows -- which runs on more than 90 percent of the world's personal computers -- by making it easier for users to find information stored on their desktops. Microsoft, now building its own search engine to challenge Google's lead, is said to be working on a way to include search technology in Longhorn, the next version of Windows slated for launch in 2006. (MSNBC is a Microsoft - NBC joint venture.) Google, which is preparing for its much-hyped initial public offering, declined to comment on its plans, first reported by the New York Times on Wednesday. Microsoft, sticking to its usual mantra that it has no plans at present to extend search technology to the desktop, also declined comment. Although some reports predict a to-the-death clash reminiscent of the Microsoft-Netscape browser war, analysts and industry players cautioned that it's too soon to tell how a Google and Microsoft confrontation would play out because the companies have different goals and territory to defend. "I don't know how inevitable the collision is," said Idealab Chairman and Chief Executive Bill Gross, founder of X1 Technologies, a Windows search tool, and developer of a predecessor product called Lotus Magellan. Gross underscored that Microsoft makes most of its money from sales of its Windows and Office software products, where Google depended on Web ads for 95 percent of its 2003 revenue. "Microsoft is looking to protect the operating system and their control of the desktop. Everything Google does on the desktop is about protecting their Internet advertising," said David Thede, president of dtSearch Corp., which with Argo Technology powers the free Terra Lycos HotBot Desktop toolbar that allows users to search the Web, e-mail and PC files. "I have yet to see a real clash of interests between Microsoft and Google," Thede said. Microsoft has signaled an aggressive move into Web search, and its MSN Internet division is enjoying the fruits of advertising delivered through Yahoo Inc. unit Overture Services, a Google rival. Microsoft's plan to build search and other Web-based functions into Windows could crimp traffic to Google and hamper its value to advertisers, analysts said. Google since last year has been testing a deskbar that allows Web users to plug search terms into a box in the Windows taskbar, which is often located at the bottom of the screen. The company also sells a machine that helps companies search their own data in corporate networks and Web sites. Further, it is testing a new e-mail product, dubbed Gmail, that offers far more free storage than is currently offered by Yahoo or Microsoft's Hotmail. To effectively challenge Google on the Web search and advertising fronts, Microsoft would have to match Google's massive infrastructure that is widely believed to include more than 100,000 servers -- an investment analysts said it may or may not choose to make. Industry players said a move into desktop search would be an intelligent and natural extension of Google's business, but not without challenges -- chief among them being how to make money from the effort. Most providers of desktop search, including X1 and dtSearch, focus on corporate users who are used to paying around $100 to $300 for software. Scores of other software makers are in the business of providing tools to quickly locate information on PCs, and the landscape is littered with the corpses of companies that have failed. Google users are accustomed to getting free services in exchange for ads. While Web-search advertising has been a home run for Google, its Gmail product that delivers ads based on the content in e-mail has sparked a storm of protests from privacy advocates and may not be as lucrative. Industry observers believe Google will offer a free, ad-supported desktop product, which could spawn a whole new set of privacy issues. "An individual can easily make their own decision about whether they want to give up privacy. In a corporation, an individual can't make that decision with corporate data," Gross said.
correct_subsidiary_00108	FactBench	3	26	https://publishing.insead.edu/case/terra-lycos-profiting-information-products	en	Terra Lycos: Profiting from Information Products	https://publishing.insea…s-2022-small.jpg	https://publishing.insea…s-2022-small.jpg	[ "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/png/icon_cart.png", "https://publishing.insead.edu/themes/custom/case_publishing/logo.svg", "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/png/icon_cart.png", "https://publishing.insead.edu/sites/publishing/files/Theodoros-Evgeniou-13201_52.jpg", "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/free@3x.png", "https://publishing.insead.edu/sites/publishing/files/logo-sorbonne-white_0.png", "https://publishing.insead.edu/sites/publishing/files/wharton-logo.png", "https://publishing.insead.edu/sites/publishing/files/tshinghua-logo.png" ]	[]	[]	[ "Information products", "Information economy", "Versioning", "Customer relationship management", "Portals", "Media", "Dynamic pricing. AR2003", "AR0203", "RD0503" ]	null	[]	null	The case discusses how Terra Lycos is reshaping itself during the economic slowdown by diversifying its revenue stream and attempting to start selling products once offered for free. As a portal, Terra Lycos' products were, by nature, mainly information based. Can Terra Lycos succeed in transforming its products from free to pay? This case can be used for MBA and executive education programmes to discuss key ideas on information economics and strategies for information products. This can be part of a class on managing IT, e-commerce, or strategy in the information economy. The case is also suitable for a session in an economics class on versioning and dynamic pricing, and for classes on media and/or portals.	en	/sites/publishing/files/favicon-16x16_2.png		https://publishing.insead.edu/case/terra-lycos-profiting-information-products	The case discusses how Terra Lycos is reshaping itself during the economic slowdown by diversifying its revenue stream and attempting to start selling products once offered for free. As a portal, Terra Lycos' products were, by nature, mainly information based. Can Terra Lycos succeed in transforming its products from free to pay? This case can be used for MBA and executive education programmes to discuss key ideas on information economics and strategies for information products. This can be part of a class on managing IT, e-commerce, or strategy in the information economy. The case is also suitable for a session in an economics class on versioning and dynamic pricing, and for classes on media and/or portals. This case can be used for MBA and Executive Education programs to discuss key ideas on information economics and strategies for information products. This can be part of a class on managing IT, e-commerce, or strategy in the information economy. The case is also suitable for a session in an economics class on versioning and dynamic pricing, and for classes on media and/or portals.
correct_subsidiary_00108	FactBench	3	4	https://www.iesepublishing.com/terra-lycos-english.html	en	Terra Lycos	https://www.iesepublishi…es/3/favicon.png	https://www.iesepublishi…es/3/favicon.png	[ "https://www.iesepublishing.com/media/logo/default/iese_logo_red.png", "https://www.iesepublishing.com/media/wysiwyg/imgdocente.png", "https://www.iesepublishing.com/media/wysiwyg/imgia.png", "https://www.iesepublishing.com/media/wysiwyg/imgparticular.png" ]	[]	[]	[ "IESE Publishing" ]	null	[]	null	In May 2000, the leading Spanish language portal and Internet Access Provider (IAP), Terra, announced that they were to buy the fourth ranking US portal, Lycos, for $12.5 billion in stock. This merger enabled Terra to expand from Spanish and Portugese spe	en	https://www.iesepublishi…es/3/favicon.png		https://www.iesepublishing.com/terra-lycos-english.html	You will find the material that best suits you to design your courses, in different formats and up to 7 languages, so that it adapts to the teaching methodology of your preference at all times. Preview the full content before purchasing. You will also have free access to the teaching notes. Create whishlists and share them easily with your academic institution and/or colleagues. Take advantage of the discount for registered institutions and save money with a platform that offers the best collections, agile purchase process and personalized customer service. In addition, we have various types of agreements to adapt to the specific needs of each institution. Visit our licenses page and contact us for further information. Have the content you need to stay updated as a manager with the support of one of the most prestigious business schools in the world. We select the online courses and articles so that you can continue to be a better leader who generates a positive impact on your company. We also offer agreements for companies, contact us to know more.
correct_subsidiary_00108	FactBench	1	68	https://www.chiefmarketer.com/spanish-firm-looks-to-acquire-lycos/	en	Spanish Firm Looks to Acquire Lycos	https://www.chiefmarkete…ockup-scaled.jpg	https://www.chiefmarkete…ockup-scaled.jpg	[ "https://www.chiefmarketer.com/wp-content/themes/chem-theme/images/cm-logo.svg", "https://www.chiefmarketer.com/wp-content/uploads/2020/05/tiktok-logo-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/03/shutterstock-2237655785-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/shutterstock-1711777051-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/gogo-squeez-active-lifestyle-image-6-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/shutterstock-2407086455-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/adt-part-2-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/shutterstock-1498653536-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/screen-shot-2024-06-30-at-111925-am-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/screen-shot-2024-06-30-at-102826-am-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-169463984-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-1643552743-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-2043218696-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-2345511891-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/lukehayes-reelscinema19-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2023/10/43320-marketers-on-fire-logo-linear-fire-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-1859445490-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-2003804111-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2020/04/istock-1176044757-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/gameday25-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/pinterest-coachella-2024-attendees-with-palm-trees-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/google-chatgpt-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2020/07/tiktok1-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/liquid-iv-formula-1-miami-grand-prix-8-web-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2020/01/istock-1136415038-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/gameday25-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2020/04/istock-1176044757-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-2345511891-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2023/10/43320-marketers-on-fire-logo-linear-fire-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/screen-shot-2024-06-30-at-102826-am-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-1859445490-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-2003804111-90x70.jpg", "https://chiefmarketer.com/wp-content/uploads/2024/04/cm24-coty-logo-1.png", "https://chiefmarketer.com/wp-content/uploads/2024/04/cm-people-of-the-year-2024-logo-1.png" ]	[]	[]	[ "" ]	null	[ "Chief Marketer Staff", "Karsten Burgstahler", "Georgia Harris", "Monica Bellflower", "Erik Michal", "Kaylee Hultgren", "Boobesh Ramadurai", "Bryan Law", "Scott Sutton", "Kait Shea" ]	0001-11-30T00:00:00+00:00	Spanish Internet firm Terra Networks has raised enough capital to fund an all-share acquisition of U.S.-based Web search engine Lycos, according to Reuters.Terra	en	https://www.chiefmarketer.com/wp-content/themes/chem-theme/favicon.ico	Chief Marketer	https://www.chiefmarketer.com/spanish-firm-looks-to-acquire-lycos/
correct_subsidiary_00108	FactBench	3	67	https://www.sportsbusinessjournal.com/Daily/Issues/2001/03/16/Sponsorships-Advertising-Marketing/Terra-Lycos-Signs-Kournikova-To-Support-%2410M-Ad-Campaign.aspx	en	Terra Lycos Signs Kournikova To Support $10M Ad Campaign	https://www.sportsbusine….com/favicon.png	https://www.sportsbusine….com/favicon.png	[ "https://www.facebook.com/tr?id=624095571716195&ev=PageView&noscript=1", "https://www.sportsbusinessjournal.com/images/logo.svg", "https://www.sportsbusinessjournal.com/images/logo.svg", "https://www.sportsbusinessjournal.com/images/logo.svg", "https://www.sportsbusinessjournal.com/-/media/SBJ-Logo-White.ashx", "https://www.sportsbusinessjournal.com/-/media/SBJ-Logo-White.ashx", "https://www.sportsbusinessjournal.com/img/ccpa-optout-small.png", "https://www.sportsbusinessjournal.com/images/logo.svg ", "https://www.sportsbusinessjournal.com/images/SBJ-get-the-most-from-SBJ.jpg", "https://www.sportsbusinessjournal.com/images/logo.svg ", "https://www.sportsbusinessjournal.com/images/SBJ-get-the-most-from-SBJ.jpg", "https://dc.ads.linkedin.com/collect/?pid=910618&fmt=gif" ]	[ "https://player.simplecast.com/157348eb-4417-4762-921a-0b9bdfce77d8?dark=false" ]	[]	[ "" ]	null	[]	2001-03-16T00:00:00		en	/favicon.png		https://www.sportsbusinessjournal.com/Daily/Issues/2001/03/16/Sponsorships-Advertising-Marketing/Terra-Lycos-Signs-Kournikova-To-Support-$10M-Ad-Campaign.aspx	Anna Kournikova has signed a multi-year endorsement deal with Terra Lycos, according to USA TODAY's Michael McCarthy, who reports that Kournikova will appear in TV, print, outdoor and online ads promoting the search engine and portal. McCarthy reports the deal is for an undisclosed amount of cash, as Kournikova did not take stock options. The first TV spot of a $10M campaign by Hill Holliday, Boston, kicks off a promotion called "Win Anna's stuff." The grand prize is Kournikova's BMW Z3 Roadster, autographed by Anna, who will take the winner for a drive. The spot will "air heavily" on CBS's NCAA men's basketball telecasts. Additional ad buys have been made on ESPN, MTV and VH1. Kournikova has ranked number one on the Lycos Sports 50, the company's survey of the most searched for athletes online. Octagon VP/Athlete Marketing Patrick McGee, Kournikova's agent, said the deal shows his client can "compete with the likes of Britney Spears for endorsement contracts." McGee: "She's a model and an athlete. You can't find that anywhere else in the sports world" (USA TODAY, 3/16).
correct_subsidiary_00108	FactBench	0	65	https://www.ft.com/content/825dc75e-204b-11dd-80b4-000077b07658	en	Lycos Europe searching for US buyer	https://www.ft.com/__origami/service/image/v2/images/raw/ftlogo-v1%3Abrand-ft-logo-square-coloured?source=update-logos&format=svg	https://www.ft.com/__origami/service/image/v2/images/raw/ftlogo-v1%3Abrand-ft-logo-square-coloured?source=update-logos&format=svg	[ "https://www.ft.com/__origami/service/image/v2/images/raw///financial-times-financial-times.cdn.zephr.com/assets/icons/primary_product_icon_standard.svg?source=next-barrier-page&format=svg", "https://www.ft.com/__origami/service/image/v2/images/raw///financial-times-financial-times.cdn.zephr.com/assets/icons/primary_product_icon_premium.svg?source=next-barrier-page&format=svg", "https://www.ft.com/__origami/service/image/v2/images/raw///financial-times-financial-times.cdn.zephr.com/assets/icons/primary_product_icon_bundle.svg?source=next-barrier-page&format=svg", "https://spoor-api.ft.com/px.gif?data=%7B%22category%22%3A%22page%22%2C%22action%22%3A%22view%22%2C%22system%22%3A%7B%22source%22%3A%22non-ctm%22%7D%2C%22context%22%3A%7B%22name%22%3A%22barrier-page%22%2C%22product%22%3A%22next%22%2C%22data%22%3A%7B%22source%22%3A%22%5BSOURCE%5D%22%7D%7D%7D" ]	[]	[]	[ "" ]	null	[]	null			https://www.ft.com/__origami/service/image/v2/images/raw/ftlogo-v1%3Abrand-ft-logo-square-coloured?source=update-logos&format=svg		null	Then 69 € per month. Complete digital access to quality FT journalism on any device. Cancel anytime during your trial. Essential digital access to quality FT journalism on any device. Pay a year upfront and save 20%. Complete digital access to quality FT journalism with expert analysis from industry leaders. Pay a year upfront and save 20%.
correct_subsidiary_00108	FactBench	3	30	https://www.infoworld.com/article/2205621/terra-lycos-sells-lycos-to-daum-for-105-million.html	en	Terra Lycos sells Lycos to Daum for $105 million	https://www.infoworld.co…avicon-32x32.png	https://www.infoworld.co…avicon-32x32.png	[ "https://www.infoworld.com/wp-content/uploads/2024/07/482983-0-51626300-1721336819-paulkrill_crop-100796855-orig.jpg?quality=50&strip=all&w=484", "https://www.infoworld.com/wp-content/uploads/2024/07/serdaryegulalp2_crop-100796854-orig-30.jpg?quality=50&strip=all&w=1024", "https://www.infoworld.com/wp-content/uploads/2024/06/nick_hodges-100924628-orig.jpg?quality=50&strip=all&w=200", "https://www.infoworld.com/wp-content/uploads/2024/07/2518832-0-04431100-1721291439-shutterstock_1025555566-100958437-orig.jpg?quality=50&strip=all&w=375", "https://www.infoworld.com/wp-content/uploads/2024/07/2518973-0-29456600-1721263762-shutterstock_1801533685-100959195-orig.jpg?quality=50&strip=all&w=375", "https://www.infoworld.com/wp-content/uploads/2024/07/2518817-0-81344900-1721243084-person-at-laptop-using-generative-ai-interface-by-amperespy44-via-shutterstock-100945121-orig.jpg?quality=50&strip=all&w=375", "https://www.infoworld.com/wp-content/uploads/2024/07/Youtube-Thumbnails_Template-OLD-1.png?w=444", "https://www.infoworld.com/wp-content/uploads/2024/06/youtube-thumbnails_template-old-100963211-orig.jpg?quality=50&strip=all&w=444", "https://www.infoworld.com/wp-content/uploads/2024/06/youtube-thumbnails_template-old-100963201-orig.jpg?quality=50&strip=all&w=444" ]	[]	[]	[ "" ]	null	[ "Laura Rohde", "Serdar Yegulalp Senior", "Nick Hodges Contributing" ]	2004-08-02T11:03:42-04:00	Sale to South Korean Internet portal company is part of Terra Lycos' plan to refocus its efforts	en	https://www.infoworld.com/wp-content/themes/iw-b2b-child-theme/src/static/img/favicon.ico	InfoWorld	https://www.infoworld.com/article/2205621/terra-lycos-sells-lycos-to-daum-for-105-million.html	Terra Lycos SA has sold its U.S. subsidiary, Lycos Inc., to the South Korean Internet portal company Daum Communications Corp. in a deal valued at $105 million, Terra Lycos announced Monday. The deal, which is subject to regulatory approval in the U.S., will not include Terra Networks USA, or Terra’s stake in Lycos Europe, as those Lycos assets will be transferred to Terra Lycos prior to the completion of the deal, the Barcelona company said. Terra originally purchased Lycos, based in Waltham, Massachusetts, in May 2000 in a stock deal worth $12.5 billion. According to Terra Lycos, the Lycos assets it is selling to Daum Communications represented about 16 percent of its total earnings in 2003. Terra Lycos said the sale is part of its plan to refocus its efforts on geographical areas in which it has significant operations and in the Spanish and Portuguese speaking market. For its part, Daum Communications has been expanding its operations internationally, and last month launched a joint venture in Japan with PoweredCom Inc. REFERENCES: Terra Lycos finds buyer for US unit, Jul. 29, 2004 Terra to Buy Lycos in US$12.5B Stock Deal, May 17, 2000 South Korea’s Daum discussing Lycos aquisition, Jul. 30, 2004
correct_subsidiary_00108	FactBench	3	47	https://www.chiefmarketer.com/spanish-firm-looks-to-acquire-lycos/	en	Spanish Firm Looks to Acquire Lycos	https://www.chiefmarkete…ockup-scaled.jpg	https://www.chiefmarkete…ockup-scaled.jpg	[ "https://www.chiefmarketer.com/wp-content/themes/chem-theme/images/cm-logo.svg", "https://www.chiefmarketer.com/wp-content/uploads/2020/05/tiktok-logo-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/03/shutterstock-2237655785-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/shutterstock-1711777051-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/gogo-squeez-active-lifestyle-image-6-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/shutterstock-2407086455-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/adt-part-2-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/shutterstock-1498653536-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/screen-shot-2024-06-30-at-111925-am-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/screen-shot-2024-06-30-at-102826-am-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-169463984-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-1643552743-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-2043218696-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-2345511891-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/lukehayes-reelscinema19-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2023/10/43320-marketers-on-fire-logo-linear-fire-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-1859445490-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-2003804111-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2020/04/istock-1176044757-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/gameday25-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/pinterest-coachella-2024-attendees-with-palm-trees-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/google-chatgpt-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2020/07/tiktok1-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/liquid-iv-formula-1-miami-grand-prix-8-web-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2020/01/istock-1136415038-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/shutterstock-2407086455-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/07/shutterstock-1498653536-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/screen-shot-2024-06-30-at-111925-am-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/screen-shot-2024-06-30-at-102826-am-90x70.png", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-169463984-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/shutterstock-1643552743-90x70.jpg", "https://www.chiefmarketer.com/wp-content/uploads/2024/06/lukehayes-reelscinema19-90x70.jpg", "https://chiefmarketer.com/wp-content/uploads/2024/04/cm24-coty-logo-1.png", "https://chiefmarketer.com/wp-content/uploads/2024/04/cm-people-of-the-year-2024-logo-1.png" ]	[]	[]	[ "" ]	null	[ "Chief Marketer Staff", "Karsten Burgstahler", "Georgia Harris", "Monica Bellflower", "Erik Michal", "Kaylee Hultgren", "Boobesh Ramadurai", "Bryan Law", "Scott Sutton", "Kait Shea" ]	0001-11-30T00:00:00+00:00	Spanish Internet firm Terra Networks has raised enough capital to fund an all-share acquisition of U.S.-based Web search engine Lycos, according to Reuters.Terra	en	https://www.chiefmarketer.com/wp-content/themes/chem-theme/favicon.ico	Chief Marketer	https://www.chiefmarketer.com/spanish-firm-looks-to-acquire-lycos/	Spanish Internet firm Terra Networks has raised enough capital to fund an all-share acquisition of U.S.-based Web search engine Lycos, according to Reuters. Terra Lycos would be the world’s third-biggest Internet company and number one in terms of geographic spread with a presence in 37 countries, said Juan Villalonga, chairman of both Terra and parent company Telefonica. Company executives have already promised more expansion, possibly to Eastern Europe, the Arab world, China, India and Turkish-speaking markets as future targets.
correct_subsidiary_00108	FactBench	3	10	https://www.cnet.com/tech/services-and-software/terra-lycos-bets-on-portal-power/	en	Terra Lycos bets on portal power	https://www.cnet.com/a/n…s/logos/cnet.png	https://www.cnet.com/a/n…s/logos/cnet.png	[ "https://www.cnet.com/i/ne/pre/Emed/2000/05/0518lycosrefer.gif" ]	[]	[]	[ "" ]	null	[ "Jim Hu" ]	2002-05-03T08:20:03+00:00	Although Web portals are feeling the pinch of a severe advertising downturn, the company is sticking to its story: It offers unique strengths that will carry it through the storm.	en	/apple-touch-icon-v3.png	CNET	https://www.cnet.com/tech/services-and-software/terra-lycos-bets-on-portal-power/	Spanish Internet service provider Terra Networks promised a rare success story when it signed up with Web portal Lycos last fall, but troubles at the combined company show it has yet to distance itself from battered rivals Yahoo and Walt Disney's Go.com. Although Web portals are feeling the pinch of a severe advertising downturn, Terra Lycos is sticking to its story: It offers many unique strengths that will carry it prosperously through the storm. This week, the chairman of Telefonica, which owns a 37 percent stake in the company, told Spanish reporters that Terra Lycos would break even or post positive returns in its operating results for the year. Those are bold words for a company that has faced a rash of executive defections, racked up hundreds of millions of dollars in losses last year, and remains saddled with a business model that many analysts believe may be fatally flawed. "We definitely are negative on them," said Lisa Haas, an equity analyst at Wit SoundView, who has a "sell" rating on Terra Lycos and a price target of $9 a share. "When you see everyone falling off the cliff, I don't see how this company can be immune to that." Terra Lycos' optimism comes as rivals such as Yahoo, Excite@Home, Go.com and General Electric's NBCi are reassessing their immediate prospects in the face of declining ad spending by dot-coms. Just last week, Yahoo dropped a bomb on Wall Street when it revised its earnings for the coming quarter and said Chief Executive Tim Koogle would step aside. Many analysts viewed the announcement from the Internet bellwether as a bad sign for companies dependent on online advertising. "When you see Yahoo show sequential decline in the first quarter...I don't know how (Terra Lycos) is going to get there," Haas said. This climate raises the question of just how different Terra Lycos really is. Like Yahoo and most other Web portals, Terra Lycos relies on advertising for the bulk of its revenue. But the merger has aligned its business model more closely with Net access services such as AOL Time Warner's America Online, Microsoft's MSN and Excite@Home. Stripping away these differences, Terra Lycos is primarily banking on its international presence to give it a competitive edge--something analysts say may be overstated. The company already has a presence in 41 countries, and its relationship with Telefonica is considered key to its international strategy. The telecommunications giant has 60 million phone and 20 million wireless subscribers around the world. Terra Lycos expects to develop ways to serve advertising and market to Telefonica's cell phone customers. But analysts say the jury's still out over how much growth the company can tap overseas, and some expect the advertising slowdown in the United States to affect markets worldwide--possibly limiting Terra Lycos' revenue options. Looking into the numbers Unlike AOL Time Warner, whose AOL subsidiary generates billions in subscription revenue every year and has been pegged as the company's primary growth engine, Terra Lycos cannot rely on its ISP business to buttress itself in times of trouble. The lion's share of its revenue growth relies on advertising. In 2000, the company reported about $398 million in pro forma revenue from advertising on the portal and from its ad-supported free ISP. The company generated an additional $128 million from paid ISP subscriptions. For the fourth quarter, Terra Lycos reported a loss of 17 cents a share on sales of $164 million. Wall Street had expected a loss of 22 cents a share on $151 million in revenue. "To the extent that the ISP itself is EBITDA (earnings before interest, taxation, depreciation and amortization) negative, I don't think it puts it in a better position for 2001," said Jeffrey Fieler, an equity analyst at Bear Stearns. "In the longer term, it is a diversified revenue stream, but it does not carry the same long-term margins that a portal does in an advertising perspective." When the quarterly results were announced, executives were mum about projected earnings for 2001. But Cesar Alierta, the chairman of Telefonica, told a Spanish newspaper this week that Terra Lycos would break even for operating results for the year, according to Reuters. That's in spite of a loss of $348 million EBITDA in 2000. Wit SoundView's Haas expressed a heavy dose of skepticism over the break-even projections. Despite management's guidance, she expects Terra Lycos to report an EBITDA loss of $280 million. Cash in hand Most analysts agree, however, that Lycos is better off as Terra Lycos. Lycos.com ranks in the top five most trafficked sites among U.S. consumers, according to Media Metrix. The company also offers Internet access through Terra Networks, both in an ad-supported format and as paid monthly subscriptions. It has 6.1 million paid and free ISP customers. The biggest plus from the merger was the $2 billion in cash that Telefonica infused into the company in September and the five-year, $1 billion advertising commitment from German media giant Bertelsmann. It's not the access revenue that will keep Terra Lycos standing--it's the cash: $2.4 billion as of Dec. 31, 2000. That will keep the company around for a while and give it the freedom to acquire smaller companies to bolster its online services. "You can hunker down and pull the sheets over your head and hope it goes away," said Stephen Killeen, the recently appointed head of Terra Lycos' U.S. operations. "But the other alternative is to be aggressive and to create new models." Killeen, less than two weeks on the job, said the company has many areas to explore in terms of tapping new revenue and growing its advertising base. Overcoming history Still, combining Internet access with a Web portal has not proved to be a winning strategy. Deals such as the ones between Excite.com and @Home or InfoSpace and Go2Net were inked to create new companies that could tap monthly subscription revenue and advertising revenue. Giving consumers access to the Internet was thought to make them loyal customers who would use the portal as their default start page. And in the same way that AOL has offered Internet access with content on its online service, new tie-ins between access and content could potentially reap the same benefits. The end result has not been pretty. Excite.com was acquired by cable ISP @Home in 1998 for $7.2 billion in overvalued stock. Today, the deal looks like an expensive flop that has resulted in billions in paper losses for the company now that online advertising dollars have begun to slow. Few executives from the original companies remain, and current Chief Executive George Bell plans to leave. The situation was ugly at InfoSpace as well. The company, which develops Internet infrastructure for wireless services and Web sites, said last July that it would acquire Web content network Go2Net. InfoSpace wanted to deliver content and shopping services through Go2Net's sites as a way to grow its own business. Just three months after the deal officially closed, trouble began to brew. CEO Arun Sarin, Chief Financial Officer Rand Rosenberg and Chief Operating Officer Russell Horowitz resigned in January for different reasons. InfoSpace later announced it would retreat from many of the businesses that it acquired from Go2Net and soon afterward laid off 21 percent of its work force. Jumping out of the attic Terra Lycos has also struggled to unite its portal and Net access services. The short history of the company has already been marred by key executive departures and management shake-ups that may have been a major hindrance to jump-starting the company. In February, Terra Lycos CEO Bob Davis resigned from his post. He is believed to have resigned because of differences with Executive Chairman Joachim Agut, and he admitted to reporters that having two top executives did not work. Agut has assumed the role of CEO since Davis' departure. On the same day, Davis' right-hand man, Chief Financial Officer Ted Philip, stepped down from his role to become vice president of strategic planning and mergers and acquisitions. Elias Rodriguez-Vina replaced Philip as CFO. Later that month, Abel Linares, chief executive of Terra Networks, resigned from the company. The head of U.S. operations, Ron Sege, left to become CEO of Ellacoya Networks, a start-up networking company based in Merrimack, N.H. Terra Lycos filled Sege's vacancy with Killeen, the former CEO of financial site Raging Bull. "This raises a lot of question marks for investors to who is going to drive the business," said Bear Stearns' Fieler. South of the border Investors are less likely to question where Terra Lycos will push its services. The Latin American market is especially important given the company's presence and the area's robust growth projections. According to Jupiter Research, the population of Internet users in Latin America will reach 86 million by the end of 2006, from 21 million at the end of 2000. On paper, these projections highlight a healthy, growing market. But even though an area may show promise, companies still face the challenge of making a profit off these consumers. The two don't always come hand in hand--especially when advertising spending is on a decline. "We're talking about an intensely competitive landscape where too many companies are going after an online ad market that's too small," said Lucas Graves, a Jupiter Research analyst. Competition is rife in Latin America. The biggest players, including AOL, Yahoo and MSN, have made significant inroads. Local players with telecommunications partners have been especially successful in individual countries. In the end, it won't be about whether people want to get online; it will be a question of whether companies such as Terra Lycos can make money off of them. Compared with the United States, many countries don't spend as many marketing dollars. Lower purchasing power in developing countries means less money spent to reach consumers--and less room for e-commerce growth.
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"https://erepublic.brightspotcdn.com/dims4/default/177330e/2147483647/strip/true/crop/600x229+0+0/resize/262x100!/quality/90/?url=http%3A%2F%2Ferepublic-brightspot.s3.us-west-2.amazonaws.com%2F07%2F30%2F2985b921450287ff48b4cf5a72dd%2Fem-footer-logo.png 2x,https://erepublic.brightspotcdn.com/dims4/default/d6b387e/2147483647/strip/true/crop/600x229+0+0/resize/393x150!/quality/90/?url=http%3A%2F%2Ferepublic-brightspot.s3.us-west-2.amazonaws.com%2F07%2F30%2F2985b921450287ff48b4cf5a72dd%2Fem-footer-logo.png 3x", "https://px.ads.linkedin.com/collect/?pid=747380&fmt=gif" ]	[]	[]	[ "" ]	null	[ "Justin Pope", "www.govtech.com", "null.html" ]	2010-07-27T00:00:00	The FBI is putting a most-wanted poster on the Lycos network.	en	/apple-touch-icon.png	GovTech	https://www.govtech.com/archive/FBI-Web-Portal-Join-Forces-in.html	BOSTON (AP) -- The FBI is taking its pursuit of fugitive crime boss James "Whitey" Bulger to the Internet with a "virtual wanted poster." In a first-of-its-kind agreement announced Wednesday, Lycos will flash a message about Bulger, including his likeness, in one of several banner ads that appear in rotation on the Web portal's global network. The project hopes to generate tips on Bulger's whereabouts and bringing attention to the FBI's $1 million reward offer. "It might simply be a clerk in a grocery store bagging groceries, goes home that night, gets on the Internet and says, 'You know, I think I saw that person bagging groceries today,'" U.S. Attorney Michael Sullivan said. Bulger, wanted in connection with 21 murders, is listed on the FBI's Ten Most Wanted list. He disappeared in 1995 after an FBI agent told him he was about to be indicted. The former agent was convicted earlier this year of tipping off Bulger and other mobsters about their indictments. The Internet wanted poster will be run as a public service on U.S.-based Terra-Lycos Web properties such as the Lycos network, Wired News and quote.com, as well as on sites run by the company's Miami-based Latin American network. Lycos is the Waltham-based subsidiary of Spanish telecom company Terra-Lycos. The company isn't being paid for the service, said Terra-Lycos spokesman Brian Payea. "We're committed to providing important services to our community and we feel it was a very worthwhile effort," he said. Copyright 2002. Associated Press. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.
correct_subsidiary_00108	FactBench	0	90	http://quotes.sina.com.cn/usstock/hq/officers.php%3Fs%3Dexpcw	en				[ "http://i1.sinaimg.cn/dy/images/header/2009/standardl2nav_sina_new.gif", "http://i1.sinaimg.cn/dy/images/header/2009/standardl2nav_fin_meigu.gif" ]	[]	[]	[ "公司高管", "()公司高管", "()公司高管", "新浪美股" ]	null	[]	null	()股票公司高管,信息或数据由新浪财经美股频道提供				null
correct_subsidiary_00108	FactBench	2	66	https://in.marketscreener.com/insider/JOAQUIM-AGUT-A0EE1S/network/	en	200 OK			[]	[]	[]	[ "" ]	null	[]	null					null
correct_subsidiary_00108	FactBench	0	3	https://www.encyclopedia.com/books/politics-and-business-magazines/terra-lycos-inc	en	Terra Lycos, Inc.			[ "https://www.encyclopedia.com/themes/custom/trustme/images/header-logo.jpg" ]	[]	[]	[ "Terra Lycos", "Inc.\nCalle Nicaragua", "54BarcelonaSpainTelephone: 34-91452-3000Web site:https://www.terralycos.com400-2 Totten Pond RoadWaltham", "Massachusetts 02451U.S.A.Telephone: (781) 370-2700Fax: (781) 370-2600" ]	null	[]	null	Terra Lycos, Inc. Calle Nicaragua, 54BarcelonaSpainTelephone: 34-91452-3000Web site:https://www.terralycos.com400-2 Totten Pond RoadWaltham, Massachusetts 02451U.S.A.Telephone: (781) 370-2700Fax: (781) 370-2600 Source for information on Terra Lycos, Inc.: International Directory of Company Histories dictionary.	en	/sites/default/files/favicon.ico		https://www.encyclopedia.com/books/politics-and-business-magazines/terra-lycos-inc	Calle Nicaragua, 54 Barcelona Spain Telephone: 34-91452-3000 Web site:http://www.terralycos.com 400-2 Totten Pond Road Waltham, Massachusetts 02451 U.S.A. Telephone: (781) 370-2700 Fax: (781) 370-2600 Public Subsidiary of Telefonica, S.A. Incorporated: 1995 as Lycos, Inc. Employees: 3,196 Sales: $40.6 million (1999) Stock Exchanges: New York Mercado Continuo Ticker Symbols: TRLY (ADR); TRR NAIC: 514191 On-Line Information Services Terra Lycos, Inc. was formed in October 2000 by the merger of Spain’s Terra Networks, S.A. and the popular Internet portal and search engine firm Lycos, Inc. Pittsburgh-based Lycos grew from its origin in 1995 as a search engine to become a multi-branded Internet portal operating several different web sites that offered a variety of services. Lycos formed partnerships with numerous content providers for such areas as books, health information, news, and more. After going public in 1996 it acquired a wide range of companies providing content and services. It also expanded internationally by forming joint ventures in Asia, Japan, Latin America, and Europe. The acquisition of Lycos by Terra Networks gave Terra Lycos unprecedented access to more than 50 million telephony and wireless customers throughout the world. A Leading Internet Search Engine: 1995-97 Lycos, Inc. was created in 1995 when CMG@ Ventures, the strategic investment and development arm of CMG Information Services, Inc., purchased the exclusive rights to Lycos Spider Technology from Carnegie Mellon University. Lycos was established as a subsidiary of CMG @Ventures, which later became CMGI Inc., to develop and market the technology. Lycos Spider Technology utilized software “robots” to scan the Internet and abstract the home pages that it found. Michael Mauldin, who led the development of the technology at Carnegie Mellon, became Lycos’s chief scientist. Carnegie Mellon received $500,000 in cash, a 20 percent stake in the company, and royalties. Later, when a patent was awarded for the spidering technology that Lycos used, it was granted to Carnegie Mellon University but was owned by Lycos. The name Lycos was derived from a Latin word for a special kind of spider that leaves its web to hunt. At the time Lycos was established as a separate company, it had built a catalog of more than 3.7 million Internet pages and had nearly 3.5 million hits a week. Lycos planned to offer advertising space on its site, to license key components of its search technology, and to develop products based on its technology. One of the first products under development was called Spider in a Box. Lycos planned to ship this shrink-wrapped version of its web crawler in 1996 for use in corporate intranets and wide-area networks (WANs). In early 1996 Lycos offered a free product called a2z, which categorized Lycos’s database of 19 million URLs by subject. However, a2z was dropped later in the year, but Lycos would continue to try to create a classified directory of web sites. In April 1996 Lycos was one of four search engine companies that had their IPOs that year. Yahoo!, the best-known search engine, InfoSeek, and Excite.com, which was produced by Architext, also went public. Following their successful IPOs, other companies announced plans to go public or provide commercial searching products. Digital Equipment Company (DEC), which developed the AltaVista searching technology, planned to develop products for the corporate intranet market. Lycos launched its licensing program in April 1996 through an agreement with the Scandinavian newspaper the Swedish Post. Lycos was the first Internet search engine to license its search and index technology to smaller sites. In another partnership Lycos and book publisher Simon & Schuster formed the Lycos Press as a three-year co-publishing venture. The first title was to be called Lycos’ 250,000 Best World Wide Web Sites. Throughout 1996 Lycos continued to upgrade its search engine. The first upgrade, called CentiSpeed, performed 4,000 queries per second, four times as many as its nearest competitor. It also supported multiple search crawlers and employed a technology that let the spider continue to search while waiting for a slow site to connect. Through an agreement with InfoSpace Inc., Lycos users could access InfoSpace’s People Directory, which contained more than 100 million U.S. and Canadian business and public telephone numbers, and AccuMail, a large e-mail directory. Later in 1996 Lycos added the capability to search for individual sound, video, and other multimedia files. Lycos claimed that it was the first search engine to enable users to search for individual multimedia files. Lycos also added a city guide that featured 400 cities, and it established a Club Lycos for users that provided them with discounts with merchants such as Southwest Airlines and Avis car rentals. In addition to adding new features and upgrading its search engine in 1996, Lycos redesigned its graphic interface to look like an Internet portal. Lycos’s first international venture was Lycos Europe, which was formed in May 1997 as a joint venture with German media conglomerate Bertelsmann AG. The venture planned to provide native-language Internet navigation centers in 37 European countries. In mid-1997 Lycos announced it would introduce two Intranet search engines that combined Lycos search technology with a publishing engine from Inmagic Inc. The Lycos Intranet Spider, priced at $995, performed basic intranet searches and navigation, while DB/Text Index Spider ($7,500) performed database searches. For its fiscal year ending July 31, Lycos’s revenue jumped from $5.3 million in fiscal 1996 to $22.3 million in 1997. Later in the year Lycos surprised analysts when it reported its first profitable quarter ending October 31, 1997. Analysts noted that Lycos had recently signed a three-year agreement with Barnes & Noble, whereby BarnesandNoble.com became the exclusive bookseller for Lycos. Lycos would receive a percentage of book sales Generaled through its site. Adding Content Providers, Making Acquisitions, Pursuing Multiple Branding Strategy: 1998 In early 1998 Lycos announced it would acquire Tripod Inc., for $58 million in stock. Tripod provided free web pages to about one million users, with news and commentary tailored to young adults. The acquisition was expected to increase traffic to the Lycos site and was part of Lycos’s strategy to build online communities around targeted content. Both Lycos and Tripod were among the top ten most visited sites on the Web, with Lycos recently introducing e-mail and chat capabilities. Throughout 1998 Lycos continued to add content providers to its site. In March, Preview Travel became the exclusive multi-service provider of travel reservations on Lycos’s Travel Web Guide and Travel Network in a deal valued at $4.2 million. CDNow became the exclusive retailer of music-related products on Lycos and Tripod sites, with CDNow paying Lycos $18.5 million over three years to be featured on Lycos’s Shopping Network and Entertainment Web Guides as well as on music-related search results pages, banner ads, and links. Other deals were struck with contact management site PlanetAll and career sites The Monster Board and Online Career Center. Lycos also took a minority interest in its e-mail provider, GlobeComm Inc., for about $4 million. According to one survey, Lycos ranked sixth among popular sites with 15 million unique visitors in March 1998, behind leader Yahoo! with 32 million. Lycos acquired Pittsburgh-based WiseWire, a software firm whose technology Lycos had been licensing since November 1997, for nearly $40 million in stock. WiseWire software was used to create Lycos’s search categories as well as to rate sites by Lycos users. Lycos CEO Bob Davis claimed that Lycos’s categories were “incredibly more expansive” than Yahoo!’s because of the software, and Lycos planned to build a directory of web sites, a project it had started in 1996 with a2z but later abandoned. Ken Lang, who founded WiseWire in 1995 and was a former student of Michael Mauldin at Carnegie Mellon, became Lycos’s chief technology officer. In mid-1998 Lycos entered into a three-year agreement with AT&T Corp. to market each other’s services online, under the banner “Lycos Online Powered by AT&T WorldNet Service.” Lycos users would begin to see promotions for AT&T services, and AT&T would promote the Lycos site and its roster of services. In addition, a co-branded AT&T Communication Center was launched on the Lycos site. In July 1998 Lycos introduced its free SafetyNet service, which filtered out objectionable content from web site searches. The company also became the designated content provider for Juno Web, which had 5.5 million subscribers to its free e-mail service. New content on the Lycos site included the science fiction web comic strip “WhirlGirl.” Lycos took a big step toward becoming the gateway to the Internet with the $133 million stock purchase of Who Where Inc. in August 1998. The acquisition included the popular Who Where Internet white pages; MailCity, a free electronic mail system; and Angelfire, a free web page hosting service. MailCity had 9.3 million registered users, and Angelfire had 1.3 million users. Lycos also acquired GuestWorld, a publishing services site, for $4 million in August. Company Perspectives: Terra Lycos’s mission is to become the world’s leading online destination. Through a unique platform that combines the benefits of the convergence of Internet services and next-generation communication technologies with the broadest, most comprehensive array of popular products and services, Terra Lycos provides users a compelling network of web brands and gives advertisers access to a vast and diverse audience. In its September 1, 1998 review of Lycos, PC Magazine wrote, “If you want to make friends on the Internet, no portal offers you more opportunities than Lycos, from its chat and gaming features to its free Tripod Web-page community.” The review noted that the Lycos community was “a vast and varied body,” but it also complained that the site was difficult to navigate and could frustrate users. It concluded by ranking Lycos behind America Online, Excite, and Yahoo! in terms of ease of use. In September 1998 Lycos became one of four search engines to be listed on Microsoft’s MSN.com web portal. The four search engines—Lycos, AltaVista, Infoseek, and Snap!—together with a new MSN-branded search engine to be launched later in the year, would be rotated as the default search engine on MSN.com. Lycos made another major acquisition in October 1998 when it purchased Wired Digital Inc.’s online products, including the popular HotBot search engine, Wired News and HotWired news sites, and other content sites offering shopping, e-mail, chat, and travel services. Wired Digital was the last remaining piece of Wired Ventures Inc., which debuted Wired magazine in 1993 and sold it to Condé Nast Publications in 1998. Lycos’s acquisitions were part of the company’s new strategy for growth through multiple brands and products. In acquiring a variety of brands and products, Lycos was becoming a “super site” that offered a portfolio of products for a variety of users. As one Lycos spokesperson told the San Jose Mercury News, ‘ ‘We are looking more and more like a traditional media company, having multiple brands across the network.” For fiscal 1998 Lycos reported revenue of $56 million but still posted a loss. In November Lycos introduced its first national TV advertising campaign, which featured a black Labrador named Lycos under the tagline, “Lycos, go get it.” The campaign also included radio spots in 11 major cities and was estimated to cost $25 million. Around this time Lycos added technology from Bidder’s Edge that monitored several online auction sites. Lycos also began running services for other web sites, renaming its Lycos Affiliates Program as Lycos Network Services. Lycos was providing services for more than 80 sites, including The New York Times Company, Salon, and iVillage, and planned to expand its co-branding efforts through syndicated distribution of its e-mail, web site building, and other services. At the end of 1998 it was announced that Lycos and the National Football League would create Superbowl.com, the official web site for Super Bowl XXXIII in 1999. Remaining Independent: 1999 At the beginning of 1999 Lycos was enjoying tremendous growth. According to a Media Metrix report, Lycos attracted 26.3 million visitors monthly and was the fastest-growing web portal. Its audience reach had grown to 46.5 percent of Internet users, only three percentage points behind Yahoo! Inc. In February 1999 Lycos announced it would be the first major portal site to provide a directory of online songs available for downloading through MP3 technology, which coded music into compact files. Through a joint venture with Norway’s Fast Search & Transfer, Lycos’s directory would provide links to more than a half a million songs. Following the announcement, Lycos agreed to work with the Recording Industry Association of America (RIAA) to develop procedures for eliminating sites with pirated recordings from its directory. In early 1999 Lycos was one of the few remaining independent Internet portals. Walt Disney Company owned a significant portion of Infoseek, Netscape was sold to AOL, Snap was 60 percent owned by NBC, and Excite was being absorbed by @Home (At Home Corporation). Compaq Computer planned to spin off AltaVista stock to the public while retaining a majority share. In February 1999 it was announced that cable company USA Networks, which also owned Ticketmaster and Home Shopping Network, would acquire Lycos to create USA/Lycos Interactive Networks Inc. in a deal valued at $22 billion. However, the takeover was opposed by CMGI Inc., Lycos’s largest shareholder with a 22 percent interest in the company. One reason for CMGI’s opposition was that in the two days following the merger announcement, Lycos’s shares lost nearly one-third of their value. Lycos’s fate was in limbo, until the deal was declared officially dead in May 1999. Meanwhile, Lycos’s revenue continued to climb. Under a three-year agreement, WebMD would pay Lycos $52.5 million to be its exclusive health information provider. In April 1999 Lycos launched Lycos Clubs, which included a suite of communication tools that let members create virtual clubhouses around shared interests. While Lycos established some clubs based on the known interests of its users, the company expected more clubs to form organically. According to figures released by Media Metrix Inc., Lycos passed Yahoo! in number of users for the first time. Just under 32 million people, or 51.8 percent of U.S. Internet users, visited Lycos in March 1999, compared to 31.2 million visitors, or 50.8 percent, to Yahoo!. The figure for Lycos included the Tripod and Angelfire web site hosting services, the Who Where Internet directory service, the Wired Digital news service, and the Lycos and HotBot Internet search sites, all of which were run as separate entities under the Lycos Network. Key Dates: 1995: Lycos, Inc. is founded. 1996: Lycos goes public and raises $46 million in its initial public offering (IPO). 1997: Lycos Europe is formed through a joint venture with German media conglomerate Bertelsmann AG. 1998: Spanish telephone company Telefónica creates Telefónica Interactiva, an Internet company. 1999: Telefonica Interactiva goes public and becomes Terra Networks, S.A. 2000: Terra Networks acquires Lycos, Inc. for $12.5 billion; the two companies combine to form Terra Lycos, Inc. In April 1999 Lycos replaced its proprietary directories on Lycos and Hotbot with the Open Directory, a guide to the web that was operated by some 8,000 volunteers. The Open Directory had been acquired by Netscape Communications in December 1998. It became part of Netscape’s Mozilla.org group, and Netscape released the source code for free. Lycos’s attempt to build its own directory using WiseWire technology had not paid off. Also in April the Lycos Radio Network was introduced, making Lycos the first portal to incorporate streaming audio and video. The Lycos Radio player browser interface featured an embedded video playback area, an area for banner ads, and navigational links. In mid-1999 Lycos acquired search engine technology from IntelliSeek, giving it access to more than 7,000 databases from Invisible Web, a previously inaccessible index of information. During the same period Bertelsmann, Lycos’s international joint venture partner, invested $12 million for the expansion of Tripod Europe. Launched in October 1998, Tripod was the fastest growing online community in Europe. In addition, Lycos’s largest shareholder, CMGI Inc., acquired AltaVista from Compaq for $2.3 billion. In July 1999 Lycos integrated auctions into its Lycos and Tripod Networks of web sites. Dubbed auctions.lycos.com and auctions.tripod.com, the two services shared listings and started with 7,000 to 8,000 items for auction. Also in July Lycos formed Lycos Ventures, a $70 million venture capital fund whose partners included Microsoft cofounder Paul Allen. For the fiscal year ending July 31,1999, Lycos reported a net loss of $4.4 million on revenue of $40.6 million. In August Lycos strengthened its position among music-oriented users by acquiring Internet Music Distribution Inc. for about $38 million in stock. Internet Music’s music-playing software, Sonique, allowed users to download music files and play them on their personal computers. Lycos planned to give away Sonique through free downloads, hoping it would boost the popularity of its music-oriented web sites. Later in the year Lycos announced the formation of music.lycos.com, a comprehensive online music destination that offered MP3 search and hosting areas, legal MP3 downloads, 35 radio channels, music news, reviews, chat rooms, message boards, commerce, and an MP3 player download. The site also served independent musicians by offering a hosting service for artists to create their own home page, add songs to the download directory, and provide other information. Continuing its string of acquisitions, Lycos purchased Quote.com Inc. for about $78 million in stock. Quote.comprovided stock quotes and other financial information and had over 600,000 Internet visitors in the most recent month. The company also operated a service that provided real-time stock quotes to the web sites of other financial companies. Lycos planned to build chat rooms, message boards, and other features linked to Quote.com to create a community of users interested in financial information. Lycos expanded internationally in the final four months of calendar 1999. In September Lycos and Singapore Telecom formed a pan-Asian joint venture, Lycos Asia. In December 1999 Lycos Asia launched a site in Singapore and planned to go online in Malaysia and the Philippines. Other plans called for setting up customized versions of Lycos in ten Asian cities. In October 1999 Lycos launched 12 country-specific sites for Latin America and two sites for Spanish speakers in the United States. In November Lycos Japan gained a $32 million investment from Kadokawa Shoten Publishing Co. Ltd., a major Japanese media company, which became one of several joint venture partners there. Lycos also launched a Japanese version of Tripod, its community web site subsidiary. In November 1999 Lycos purchased Gamesville.com, an online game company that had 2.2 million registered users, for $207 million in stock. In preparation for the 1999 holiday shopping season, Lycos announced it would offer a range of new shopping services, including product reviews, comparison shopping, and consumer ratings. The Lycos WebShopper was a new comparison shopping tool, and Lycos added links to epinions.com and other sites that provided consumer and professional product reviews. The company also launched Lycoshop, which featured listings from major retailers as well as the abovementioned services. As a result, Lycos was able to report a 450 percent increase in the number of unique shoppers for the holiday season over the previous year. As of December 1999 Lycos claimed an audience of 29 million users. Merger with Spain’s Terra Networks: 2000 In February 2000 Lycos made investments in two software firms that specialized in building web sites and online communities by taking a minority interest in Trellix Corp. and acquiring Valent Software Corp. for $45 million in stock. Around this time Lycos also formed a joint venture with Bell Canada. In May 2000 news surfaced that Lycos was holding merger talks with Terra Networks, the Internet unit of Spanish telephone company Telefonica, S.A. Unlike the 1999 announcement of USA Networks’ proposed takeover of Lycos, though, this information had the effect of boosting Lycos’s stock by about 12 percent. Before the month was over, it was announced that Lycos would be acquired for $12.5 billion by Terra Networks. Wall Street jitters then sent Lycos’s stock down more than 20 percent. With support from CMGI, the merger closed in October 2000, and Lycos combined with Terra Networks to create Terra Lycos, Inc. Terra Networks was originally established in December 1998 as Telefónica Interactiva by Spain’s largest telephone company, Telefonica, S.A. In April 1999 Telefónica Interactiva acquired a Spanish portal company and an Internet service provider (ISP) to become the top-ranked portal and ISP in Spain. Later in 1999 the company acquired ISPs and Internet portals in Brazil, Central America, Mexico, Argentina, Chile, and Peru. In November 1999 Telefónica Interactiva went public and changed its name to Terra Networks, S.A. Bertelsmann, a longtime partner of Lycos, also participated in the formation of Terra Lycos. Bertelsmann agreed to provide content to Terra Lycos and to purchase $325 million of services from Terra Lycos in the first two years. It also committed to purchase up to $675 million of services in years three through five, with Telefónica committing to purchase any portion of those services not bought by Bertelsmann. Bertelsmann was the third largest media company in the world, with operations in 54 countries. Through its alliances with Bertelsmann and Telefonica, Terra Lycos was in a unique position to benefit from the convergence of media, wireless communications, and interactive content. A joint venture with Telefónica Móviles, S.A., gave Terra Lycos access to 20 million wireless users, for whom Terra Lycos planned to develop unique content and e-commerce products. Terra Lycos also had access to Telefónica’s 35 million telephony subscribers, for whom it planned to offer expanded services. At the end of 2000 Terra Lycos was providing Internet access to more than five million customers worldwide. The company offered both paid and free subscription services and was the leading ISP in Spain, Chile, Peru, and Guatemala. It was also expanding in Asia through Lycos Asia, its joint venture with Singapore Telecom. In September 2000 Lycos Asia received permission from the Chinese government to operate a web portal from Shanghai. Lycos Indonesia was launched in October 2000, and the launch of Lycos Thailand in December 2000 gave Terra Lycos an international presence in 41 countries. Lycos also appeared committed to adding new content and services to its web portal. In July 2000 Lycos acquired Match-maker.com, a Texas-based online dating service, for $44 million. Other new services introduced in selected markets during 2000 included Lycos TV Online and a voice-based information service. The company also continued to strengthen its brand through a $20 million national advertising campaign and high-profile partnerships that included building web sites for the 2000 Olympics in Sydney, Australia. Principal Subsidiaries Lycos Europe; Lycos Asia; Lycos Japan; AnimationExpress .com; Angelfire.com; Gamesville.com; HotBot.com; Match-maker.com; Quote.com; Rumbo.com; Sonique; Tripod.com; Whowhere.com; Wired News. Principal Competitors AOL Time Warner, Inc.; Yahoo! Inc.; At Home Corporation; AltaVista Company; Microsoft Corporation. Further Reading Albright, Mark, “Lycos Shares Soar on News of No Deal with USA Networks,” Knight-Ridder/Tribune Business News, May 12, 1999. Andrews, Whit, “Deal in Limbo, Lycos Plows Ahead,” Internet World, April 26, 1999, p. 1. Cheng, Kipp, “Community Service: Lycos Launches ’sticky’ Clubs,” Brandweek, April 5, 1999, p. 38. ——, “Going Once, Going Twice: Lycos Launches Auctions,” Brand-week, July 12, 1999, p. 32. ——, “Lycos Wins Portal Race to Add Streaming Radio,” Mediaweek, April 26, 1999, p. 43. Creedy, Steve, “Lycos Expands Internet Search Capabilities,” Knight-Ridder/Tribune Business News, September 18, 1996. Deck, Stewart, “Searching for Internet Profits,” Computerworld, June 2, 1997, p. 115. “Filtering Product,” Computerworld, July 6, 1998, p. 37. Fitzpatrick, Eileen, “Web Music Sector Gains Ground: Lycos Targets Artists, Fans,” Billboard, November 20, 1999, p. 1. Ha, K. Oanh, “Internet Search Service Lycos to Acquire California Firm’s Online Products,” Knight-Ridder/Tribune Business News, October 7, 1998. Healey, Jon, “Web Portal Lycos Launches Free 12-Channel TV Online,” Knight-Ridder/Tribune Business News, May 16, 2000. “Holiday Shoppers at LYCOShop up 450%,” Content Factory, January 5, 2000. Holland, Bill, “Lycos Cooperating with RIAA over New MP3 Database,” Billboard, February 13, 1999, p. 111. Homaday, Bill W., “Lycos to Purchase Bedford, Texas-Based Online Matchmaker for $44 Million,” Knight-Ridder/Tribune Business News, July 16, 2000. Howe, Peter J., “Lycos Debuts New Voice-Based Telephone Web-Surfing Network,” Knight-Ridder/Tribune Business News, October 10, 2000. ——, “Shares of Web Portal Lycos, Spanish Phone Firm Fall on Worries About Takeover,” Knight-Ridder/Tribune Business News, May 18, 2000. ——, “Spanish Company to Acquire Web Portal Lycos,” Knight-Ridder/Tribune Business News, May 17, 2000. Janah, Monua, “Lycos Move Raises Questions About Open Standards Among Internet Portals,” Knight-Ridder/Tribune Business News, April 20, 1999. Johnson, Bradley, “Microsoft Inks $60 Mil Deal with Search Engines,” Advertising Age, September 21, 1998, p. 4. Kerstetter, Jim, “Lycos, Verity Expand Searching,” PC Week, June 9, 1997, p. 10. Kinsella, Bridget, and Diane Patrick-Wexler, “S&S Sells Gousha, Acquires Mergent, Co-Ventures with Lycos and China,” Publishers Weekly, April 29, 1996, p. 20. Kirkpatrick, David, “Why Have Investors Ignored Lycos for So Long?,” Fortune, February 1, 1999, p. 150. Kong, Deborah, “Lycos, AltaVista Try to Boost Online Shopping,” Knight-Ridder/Tribune Business News, October 25, 1999. Kovatch, Karen, “Lycos Buys WiseWire Corp. in $39.75 Million Stock Deal,” Pittsburgh Business Times, May 1, 1998, p. 1. ——, “Lycos Patent Could Bring Payoff to Carnegie Mellon,” Pittsburgh Business Times, June 19, 1998, p. 1. Kuchinskas, Susan, “Lycos Comes Knocking, Unveils Syndication Plans,” Brandweek, December 14, 1998, p. 46. Kwon, Regina, “Building the Network to Back Lycos’ Deals,” Internet World, April 20, 1998, p. 28. Leger, Jill, “Lycos,” PC Magazine, September 1, 1998, p. 124. “Lycos, CDNow Form Three-Year Partnership,” Internet World, April 6, 1998, p. 52. “Lycos Chief Discusses Failed USA Networks Deal,” Knight-Ridder/Tribune Business News, May 12, 1999. “Lycos, GeoCities Claim Audience Gains,” Content Factory, January 20, 1999. “Lycos Gets Boost from Bertelsmann,” Content Factory, June 17, 1999. “Lycos Goes Latin,” Content Factory, October 20, 1999. “Lycos Japan Raises $32 Million,” Content Factory, November 8, 1999. “Lycos on Yahoo’s Heels with $78M Buy,” ISP Business News, September 13, 1999. “Lycos, Paul Allen Form Venture Fund,” Content Factory, July 21, 1999. “Lycos Sets Sights Higher,” PC Week, January 11, 1999, p. 32. “Lycos Teams with NFL for Bowl Site,” Content Factory, December 31, 1998. Mac Arthur, Kate, “Lycos Leashes Labrador in New $20 Mil Ad Effort,” Advertising Age, October 9, 2000, p. 8. Machlis, Sharon, “Lycos Buys Tripod to ‘Complete’ Itself,” Computerworld, February 9, 1998, p. 12. Maloney, Janice, “Yahoo! Still Searching for Profits on the Internet,” Fortune, December 9, 1996, p. 174. Nadile, Lisa, “Lycos Leads Search Firms with Value-Added Products,” PC Week, November 13, 1995, p. 83. ——, “Lycos Upgrade Enhances Support for Web Crawlers,” PC Week, May 27, 1996, p. 10. ——, “Search Firms Rev up Offerings for the Web,” PC Week, March 11, 1996, p. 46. Null, Christopher, “Rules to Get Rich By,” PC/Computing, December 1999, p. 78. Poole, Jackie, “Lycos, InMagic Combine Forces to Organize Intranets,” InfoWorld, June 23, 1997, p. 83. “Portal Combat,” Business Week, January 17, 2000, p. 96. “Preview Travel, Lycos Team Up,” Internet World, March 30, 1998, p. 42. Reid, Calvin, “B&N.com, Lycos Ink Book Web Pact,” Publishers Weekly, August 25, 1997, p. 14. Roth, Daniel, “The Revenge of the Search Engine,” Forbes, March 9, 1998, p. 48. Stahl, Stephanie, et al., “The Search Is On,” InformationWeek, May 13, 1996, p. 35. Taylor, Cathy, “Search for Tomorrow: Three Internet Search Engines Are Set to Start Selling Stock,” Mediaweek, April 1, 1996, p. 31. Tedesco, Richard, “Lycos Puts New Spin on ‘Net Biz,” Broadcasting & Cable, July 27, 1998, p. 45. “Tuned into the Web,” Byte, December 1996, p. 40. “The Urge to Merge,” U.S. News & World Report, February 8, 1999, p. 42.
correct_subsidiary_00108	FactBench	3	8	https://www.seacoastonline.com/story/business/2000/05/17/terra-to-buy-web-portal/51310291007/	en	Terra To Buy Web Portal Lycos	https://www.gannett-cdn.…ages/favicon.png	https://www.gannett-cdn.…ages/favicon.png	[]	[]	[]	[ "" ]	null	[ "PETER SVENSSON, Associated Press, Portsmouth Herald" ]	2000-05-17T00:00:00	NEW YORK (AP) — The leading Internet service provider in the Spanish-speaking world is buying Lycos Inc., the first time a major U.S. Web portal has been bought by a foreign company. \n The widely exp…	en	https://www.gannett-cdn.…ages/favicon.png	Portsmouth Herald	https://www.seacoastonline.com/story/business/2000/05/17/terra-to-buy-web-portal/51310291007/	NEW YORK (AP) — The leading Internet service provider in the Spanish-speaking world is buying Lycos Inc., the first time a major U.S. Web portal has been bought by a foreign company. The widely expected acquisition by Terra Networks SA was announced Tuesday. The Spanish company is paying $12.5 billion in stock for its beachhead in the United States, where it likely hopes to attract Hispanic subscribers. The new company, to be called Terra Lycos, ties together Lycos' Internet traffic, Terra's access business and the telecommunications infrastructure of Telefonica SA, Spain's largest phone company and the majority owner of Terra. Telefonica owns wireless networks and broadcast stations in Spain and Latin America . It is also rolling out high-speed Internet access. Content for the network will come both from Lycos, Telefonica's media holdings and from Bertelsmann AG. Terra and Lycos announced Tuesday a five-year deal with the German media giant to gain access to its vast library of books, music, television and film. Bertelsmann will buy $1 billion in advertising and other services from the new company. The Lycos network of Web sites is visited by 33 million people per month, including Internet users in Europe and Asia. Set up in 1998, Terra has 2 million subscribers in Europe and Latin America, but has found it hard to gain entry to the U.S. market, where an estimated 35 million Spanish-speakers generally have higher incomes than their counterparts south of the border. Lycos already operates a Spanish-language U.S. Web portal, as well as country-specific portals for Spain and many Latin American nations. Juan Villalonga, the high-profile chairman of Telefonica and Terra Networks, said the new company's relationships with Bertelsmann and Telefonica would give it ``a first-mover advantage to create the first truly global access platform.'' He said the new company will introduce Web services for mobile phones and Telefonica's high-speed Internet connections. ``We have the ability to not only to offer multiple forms of content, but also multiple forms of connections,'' Robert Davis, chief executive of Lycos, said. Villalonga will be chairman of the new company, which will be based in Spain, while Davis will be chief executive. Shares of Lycos had climbed 18 percent on Tuesday before the announcement, rising $11.31 1/4 to $72.93 3/4 on the Nasdaq Stock Market, where Terra's shares fell 6 percent, or $3.31 1/4 to $53.56 1/4 . Under the merger agreement, Lycos stockholders will get $97.55 worth of Terra stock for each Lycos share, so long as Terra's stock price does not rise or fall more than 20 percent from recent levels. The deal is expected to close in the third quarter. Analyst Lanny Baker at Salomon Smith Barney said the terms sell Lycos investors short, giving them only about 40 percent ownership of the combined company even though 60 percent of the revenues would be generated by the Lycos operations. Although Lycos is a profitable company, Terra Networks lost $63.8 million in the first quarter and does not expect to turn a profit until 2003. Taking another tack, Jupiter Communications analyst Patrick Keane said Lycos investors could smile and ``ride into the sunset,'' noting that the stock market has not been kind to the company. Its shares traded at less than $40 late last month. ``The general perception is that Lycos has been sitting on their hands a bit, while their competitors have been doing deals at a furious pace,'' he said. Keane said other portals have rushed to create ties with Internet service providers and to differentiate themselves. For instance, the Excite portal was bought by cable access provider At Home, and now specializes in content for its high-speed subscribers. ``In the content space, you really need to be tied to a network,'' Keane said. A year ago, Lycos was set to be acquired USA Networks Inc., owner of Ticketmaster and the Home Shopping Network, for about $6 billion. The merger was called off after opposition by Lycos investors.
correct_subsidiary_00108	FactBench	1	72	https://www.computerworld.com/article/1370012/terra-lycos-names-new-president-for-u-s-division.html	en	Terra Lycos names new president for U.S. division	https://www.computerworl…avicon-32x32.png	https://www.computerworl…avicon-32x32.png	[ "https://www.computerworld.com/wp-content/uploads/2024/07/2517633-0-05475300-1721383366-luca-dugaro-51QuDmUuySk-unsplash.jpg?quality=50&strip=all&w=444", "https://www.computerworld.com/wp-content/uploads/2024/07/1634710-0-95105400-1721382428-android-fixes.jpg?quality=50&strip=all&w=444", "https://www.computerworld.com/wp-content/uploads/2024/07/2520673-0-41245600-1721316265-shutterstock_1727337409.jpg?quality=50&strip=all&w=375", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-vision-pro-flop-1.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-tiktok-ban-craig-albert-1.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-abba-music-ai-1.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/2520726-0-72628300-1721326442-CW-thumb-ai-for-everyone-ryan-cox.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-vision-pro-flop.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-spatial-tech-mike-bechtel.jpg?quality=50&strip=all&w=320" ]	[]	[]	[ "" ]	null	[ "Linda Rosencrance" ]	2001-02-27T03:00:00-05:00	Internet portal company Terra Lycos has tapped former Raging Bull CEO Stephen Killeen to lead its U.S. division.	en	https://www.computerworl…e-touch-icon.png	Computerworld	https://www.computerworld.com/article/1370012/terra-lycos-names-new-president-for-u-s-division.html	Internet portal company Terra Lycos Inc. has chosen former Raging Bull president and CEO Stephen J. Killeen to lead its U.S. division in Waltham, Mass. Killeen will report to Terra Lycos President and Executive Chairman Joaquim Agut. Prior to joining the Barcelona, Spain-based company, Killeen was president and director of Marketing Services Group Inc. in New York. “The U.S. market is the largest in the world, and it is a critical focus for our company to continue to grow our presence in the U.S.,” Agut said in a statement. “Stephen’s exceptional leadership qualities and experience running … Internet companies and large organizations made him the perfect choice for this new, pivotal role at Terra Lycos.” Killeen said in a statement that he is “thrilled” to be joining the company. A month ago, Terra Lycos CEO and co-founder Bob Davis resigned over an alleged dispute about his role in the company. Davis was CEO of Waltham, Mass.-based Lycos Inc. before it was acquired by Spanish telecommunications giant Telefonica SA’s Terra Networks subsidiary last year. Terra Networks chief executive Abel Linares and U.S. operations president Ron Sege also resigned. Andover, Mass.-based financial information site Raging Bull was acquired by Terra Lycos last month. According to the statement, Killeen will be responsible for revenue, profit and all “customer experience” at the U.S. business unit. His duties will include managing all of the Web sites in the network, sales, product development and marketing areas. Terra Lycos officials could not be reached for further comment.
correct_subsidiary_00108	FactBench	2	27	https://publishing.insead.edu/case/doubleclick-inc-a-strategic-transformation	en	DoubleClick, Inc: A Strategic Transformation	https://publishing.insea…s-2022-small.jpg	https://publishing.insea…s-2022-small.jpg	[ "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/png/icon_cart.png", "https://publishing.insead.edu/themes/custom/case_publishing/logo.svg", "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/png/icon_cart.png", "https://publishing.insead.edu/sites/publishing/files/Soumitra-Dutta-45_4.jpg", "https://publishing.insead.edu/sites/publishing/files/Theodoros-Evgeniou-13201_52.jpg", "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/award@3x.png", "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/new-icon.png", "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/free@3x.png", "https://publishing.insead.edu/sites/publishing/files/logo-sorbonne-white_0.png", "https://publishing.insead.edu/sites/publishing/files/wharton-logo.png", "https://publishing.insead.edu/sites/publishing/files/tshinghua-logo.png" ]	[]	[]	[ "AR2002", "AR0203", "RD1102", "BUSINESS TRANSFORMATION", "ONLINE ADVERTISING", "INTERNET ADVERTISING", "DOUBLECLICK", "DART", "ONLINE VS TRADITIONAL ADVERTISING", "MEDIA NETWORKS", "NETWORK EFFECTS", "ABACUS", "DATA COOPERATIVES", "CATALOGUE COMPANIES", "PRIVACY POLICIES", "NETWORK DYNAMICS", "UNIQUE TECHNOLOGY", "EMAIL MARKETING", "DATA MANAGEMENT", "ONLINE MARKETING", "KEVIN RYAN", "INFOMEDIARIES", "APPLICATION SERVICE PROVIDERS", "ASP" ]	null	[]	null	DoubleClick was one of the companies present from almost the beginning of the commercial Internet. The growth of this infomediary acts as a primer for understanding the development of online advertising and marketing, while also tracing the companys subsequent move to become a technology provider. This case recounts the companys first breakthrough with its product DART and the DoubleClick Advertising Network, its subsequent delve into ASPs and its acquisition of the offline infomediary, Abacus.	en	/sites/publishing/files/favicon-16x16_2.png		https://publishing.insead.edu/case/doubleclick-inc-a-strategic-transformation	DoubleClick was one of the companies present from almost the beginning of the commercial Internet. The growth of this infomediary acts as a primer for understanding the development of online advertising and marketing, while also tracing the companys subsequent move to become a technology provider. This case recounts the companys first breakthrough with its product DART and the DoubleClick Advertising Network, its subsequent delve into ASPs and its acquisition of the offline infomediary, Abacus. The case seeks to show the strategies DoubleClick has used in its development and growth as an infomediary; why and how DoubleClick shifted from being a pure media player to becoming a technology company; where it should look for new growth opportunities, and finally, it debates the question of whether DoubleClick should aim to become the Bloomberg terminal of online advertising.
correct_subsidiary_00108	FactBench	1	25	https://latinlawyer.com/article/terra-networks-agrees-acquire-lycos-inc-may	en	Terra Networks agrees to acquire Lycos Inc - May	https://latinlawyer.com/…ogos/ll-logo.svg	https://latinlawyer.com/…ogos/ll-logo.svg	[ "https://latinlawyer.com/images/logos/ll-logo.svg", "https://latinlawyer.com/images/logos/ll-logo.svg", "https://latinlawyer.com/images/logos/ll-mobile-logo.svg", "https://latinlawyer.com/images/logos/ll-mobile-logo.svg", "https://latinlawyer.com/images/logos/ll-mobile-logo.png", "https://latinlawyer.com/images/logos/ll-logo.svg" ]	[]	[]	[ "" ]	null	[]	null	One of the world's largest Internet companies will be created by a US$12.5 billion deal that is expected to close during the third quarter of this year, subject to the receipt of domestic and foreign regulatory approval.	en	https://latinlawyer.com/favicons/ll/favicon.ico		https://latinlawyer.com/article/terra-networks-agrees-acquire-lycos-inc-may	One of the world's largest Internet companies will be created by a US$12.5 billion deal that is expected to close during the third quarter of this year, subject to the receipt of domestic and foreign regulatory approval.
correct_subsidiary_00108	FactBench	1	24	https://www.theguardian.com/technology/2000/may/17/efinance.business	en	Terra to snap up $10bn Lycos	https://assets.guim.co.u…allback-logo.png	https://assets.guim.co.u…allback-logo.png	[ "https://sb.scorecardresearch.com/p?c1=2&c2=6035250&cv=2.0&cj=1&cs_ucfr=0&comscorekw=E-commerce%2CBusiness%2CInternet%2CTechnology" ]	[]	[]	[ "" ]	null	[ "David Teather", "www.theguardian.com" ]	2000-05-17T00:00:00	<p>A new powerhouse in the internet market was created last night when Spanish service provider Terra Networks agreed a $10.6bn (£6.5bn) deal to acquire Lycos, the American web company. </p>	en	https://assets.guim.co.u…e-touch-icon.svg	the Guardian	https://www.theguardian.com/technology/2000/may/17/efinance.business	A new powerhouse in the internet market was created last night when Spanish service provider Terra Networks agreed a $10.6bn (£6.5bn) deal to acquire Lycos, the American web company. Terra, which is controlled by Spain's former state telephone company Telefonica, is already the largest internet business in Europe and the deal creates a strong competitor to the headlining US internet firms. Some estimates said the combined group would be one of the four largest internet operations in the world. The deal is the latest in the rapid consolidation of the still fledgling internet industry as businesses seek to establish dominant positions. Terra plans to offer about 1.7 shares for each in Lycos, valuing it at $96.70 a share. Established in 1998, Terra has attracted millions of Spanish and Portuguese-speaking internet users in both Europe and Latin America. Analysts said the deal with Lycos would open doors in the US, which has an estimated 35m Spanish speakers with an average income well above that of their counterparts south of the border. Terra has a market capitalisation of around €19bn. Lycos shares climbed $15 to over $75 in early trade on the New York markets.
correct_subsidiary_00108	FactBench	1	73	https://www.iesepublishing.com/terra-lycos-portuguese-version-brazil-portuguese-brasil.html	en	Terra Lycos (Portuguese Version, Brazil)	https://www.iesepublishi…es/3/favicon.png	https://www.iesepublishi…es/3/favicon.png	[ "https://www.iesepublishing.com/media/logo/default/iese_logo_red.png", "https://www.iesepublishing.com/media/wysiwyg/imgdocente.png", "https://www.iesepublishing.com/media/wysiwyg/imgia.png", "https://www.iesepublishing.com/media/wysiwyg/imgparticular.png" ]	[]	[]	[ "IESE Publishing" ]	null	[]	null	In May 2000, the leading Spanish language portal and Internet Access Provider (IAP), Terra, announced that they were to buy the fourth ranking US portal, Lycos, for $12.5 billion in stock. This merger enabled Terra to expand from Spanish and Portugese spe	en	https://www.iesepublishi…es/3/favicon.png		https://www.iesepublishing.com/terra-lycos-portuguese-version-brazil-portuguese-brasil.html	You will find the material that best suits you to design your courses, in different formats and up to 7 languages, so that it adapts to the teaching methodology of your preference at all times. Preview the full content before purchasing. You will also have free access to the teaching notes. Create whishlists and share them easily with your academic institution and/or colleagues. Take advantage of the discount for registered institutions and save money with a platform that offers the best collections, agile purchase process and personalized customer service. In addition, we have various types of agreements to adapt to the specific needs of each institution. Visit our licenses page and contact us for further information. Have the content you need to stay updated as a manager with the support of one of the most prestigious business schools in the world. We select the online courses and articles so that you can continue to be a better leader who generates a positive impact on your company. We also offer agreements for companies, contact us to know more.
correct_subsidiary_00108	FactBench	3	85	https://www.zdnet.com/home-and-office/networking/terra-no-firmer-after-bertelsmann-decision/	en	Terra no firmer after Bertelsmann decision	https://www.zdnet.com/a/…t=675&width=1200	https://www.zdnet.com/a/…t=675&width=1200	[ "https://www.zdnet.com/a/img/resize/af678848fbc00ebd30217798bcfee9533f2759f5/2014/12/04/ea4dbe91-7b72-11e4-9a74-d4ae52e95e57/zd-defaultauthor-tony-hallett.jpg?auto=webp&fit=crop&frame=1&height=192&width=192" ]	[]	[]	[ "" ]	null	[ "Tony Hallett" ]	2002-07-25T07:15:00+00:00	Just find another billion dollar account. Doh!	en	https://www.zdnet.com/a/…-logo-yellow.png	ZDNET	https://www.zdnet.com/home-and-office/networking/terra-no-firmer-after-bertelsmann-decision/	Just find another billion dollar account. Doh! Terra Lycos' biggest advertising account has dried up, with Bertelsmann back-tracking on a previous five-year commitment to the Spanish ISP. The German media giant two years ago agreed to spend around $1bn over five years with Terra but the price of advertising falling so fast led to a reassessment of the companies' relationship. It is now thought advertising and other services will only be paid for up to October this year. It is unclear whether Spain's Telefonica, Terra's main shareholder, will make up the shortfall, as previously expected. Editorial standards
correct_subsidiary_00108	FactBench	2	30	https://www.datamuse.com/pr/dm-pr1-20000607.html	en	June 7, 2000: Datamuse to provide RhymeZone content to Lycos Zone			[]	[]	[]	[ "" ]	null	[]	null					null	DATAMUSE TO PROVIDE RHYMEZONE CONTENT TO LYCOS ZONE Kids, Parents and Teachers Now Have Access to Fun, Educational Rhyming Dictionary and Thesaurus NEWTON, Mass. - June 7, 2000 - Datamuse, a venture dedicated to the innovative exploration of data, today announced an exclusive licensing agreement with Lycos, Inc., the Internet's leading multi-brand network. Datamuse will provide its RhymeZone content to Lycos Network users within a cobranded site on the Lycos kids channel, LycosZone (http://www.lycoszone.com). The new co-branded site is now available at http://rhyme.lycos.com. RhymeZone functions as a rhyming dictionary, thesaurus, spell checker and word-finding tool. LycosZone users can access RhymeZone to help write poetry, song lyrics, greeting cards, and more; to find relationships between words and phrases; to check the spelling of words; and to help find kid-friendly pictures and other multimedia items related to any concept. Under the terms of the agreement, Datamuse will provide RhymeZone exclusively to Lycos for a two-year period. Current RhymeZone users will benefit from an increased level of reliability and support, while current LycosZone users will benefit from integrated access to a comprehensive tool for improving their creative writing efforts. "RhymeZone is a great way to get the Web's youngest users interested in words while having fun at the same time," said Jane Emerson, director of the kids channel for Lycos. "We strive to add premier quality content like RhymeZone, in Lycos Zone, helping to make it one of the best sites on the Web for kids, parents and teachers." "We aspire to make RhymeZone the premier search engine for words," said Rob Raisch, CEO of Datamuse. "Using a combination of RhymeZone's lookup features, our users can explore the dimensions of sound and meaning that make language so rich and so exciting." RhymeZone has been serving the creative needs of its growing user base since January, 1996, when it was introduced online as "The Semantic Rhyming Dictionary". It was then the first online rhyming dictionary, and today remains one of the most popular and most comprehensive word finding resources for writers of all kinds. About Lycos Founded in 1995, Lycos, Inc. is a leading Web media company and owner of the Lycos Network, one of the most visited hubs on the Internet reaching nearly one out of every two U.S. Web users. The Lycos Network is a unified set of Web sites, attracting a diverse audience by offering a variety of services, including leading Web search and navigation resources; Web community and communications services including free homepage building, free Web-based e-mail, clubs, chat, instant messaging; a personalized My Lycos start page; a comprehensive shopping center featuring more than 2,400 merchants; and an assortment of compelling content such as games, music, news, fun and educational information and activities for kids as well as information about investing, technology, entertainment, sports, small business, travel and more. The Lycos Network is composed of Lycos.com, Tripod, WhoWhere, Angelfire, MailCity, HotBot, HotWired, Wired News, Webmonkey, Suck.com, Sonique, Quote, Gamesville and Lycos Zone. Headquartered near Boston in Waltham, Mass., Lycos, Inc. is a global Internet leader with a major presence throughout the U.S., Europe, Asia and Latin America. On May 16, Lycos, Inc. entered into a definitive agreement with Terra Networks, S.A. (MC: TRR; NASDAQ: TRRA), a global Internet company and the leading provider of Internet access and interactive content and services to the Spanish- and Portuguese-speaking world, under which Terra will acquire Lycos in a stock-for-stock transaction. Upon completion of the transaction, Lycos shareholders will own approximately 37% to 46% of the new company, Terra Lycos. The formation of Terra Lycos is subject to shareholder and regulatory approval. About Datamuse Privately held and based outside of Boston, Massachussets, Datamuse Corporation (http://www.datamuse.com) provides its customers with tools and information resources that enrich, inspire, and entertain, by applying innovative datamining and presentation techniques to large sets of data. ### (C) 2000 Lycos, Inc. - Lycos. is a registered trademark of Carnegie Mellon University. All other product or service marks mentioned herein are those of Lycos or their respective owners. All rights reserved.
correct_subsidiary_00108	FactBench	3	93	https://en.wikipedia.org/wiki/Terra_(company)	en	Terra (company)	https://upload.wikimedia…a_sem-slogan.png	https://upload.wikimedia…a_sem-slogan.png	[ "https://en.wikipedia.org/static/images/icons/wikipedia.png", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-wordmark-en.svg", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-tagline-en.svg", "https://upload.wikimedia.org/wikipedia/commons/thumb/1/1d/Logo-terra_secundaria_ventana-laranja_sem-slogan.png/200px-Logo-terra_secundaria_ventana-laranja_sem-slogan.png", "https://upload.wikimedia.org/wikipedia/en/thumb/4/4a/Commons-logo.svg/12px-Commons-logo.svg.png", "https://upload.wikimedia.org/wikipedia/en/thumb/9/96/Symbol_category_class.svg/16px-Symbol_category_class.svg.png", "https://login.wikimedia.org/wiki/Special:CentralAutoLogin/start?type=1x1", "https://en.wikipedia.org/static/images/footer/wikimedia-button.svg", "https://en.wikipedia.org/static/images/footer/poweredby_mediawiki.svg" ]	[]	[]	[ "" ]	null	[ "Contributors to Wikimedia projects" ]	2004-10-11T16:51:35+00:00		en	/static/apple-touch/wikipedia.png		https://en.wikipedia.org/wiki/Terra_(company)	Not to be confused with Terra (blockchain). Web portal and internet company, subsidiary of Telefônica Brasil Terra was a Spanish Internet multinational company owned by Telefónica. It was headquartered in Spain and had offices in Brazil, Chile, Colombia, Mexico, the United States and Peru. Part of the Telefónica Group (the former Spanish public telephone monopoly), Terra operated as a web portal or Internet access provider in the United States, Spain and 16 Latin American countries. It was founded in 1999 as Terra Networks, S.A., a publicly traded company with Telefónica as its main shareholder. All outstanding shares were purchased by Telefónica in 2017, making Terra a wholly owned subsidiary. History [edit] Terra was founded in 1999 as Terra Networks, S.A. by Juan Villalonga, Telefónica's president between 1996 and 2000, and grew in size through the acquisitions of several local startups in Spain and the main Latin American markets: Olé (Spain), ZAZ (Brazil), Mexico, Gauchonet, Donde (Argentina) and Chevere (Venezuela). Terra has created several digital portals, like Invertia,[2] a successful finance portal, and Educaterra[3] (e-learning). It also has had or has stakes in other Internet ventures: Uno-e[4] (online banking), Rumbo[5] (travel, in partnership with Amadeus), Atrea[6] (real estate, in partnership with Spanish bank BBVA), and more. In November 1999, still during the period known as the "Internet bubble", Terra had a high-profile IPO both in the U.S. and Spain, and its shares skyrocketed.[7] After that, the price fell sharply until it reached 2.75 euros in October 2004.[citation needed] This process sparked a lot of public controversy in Spain, where thousands of small investors acquired shares of Terra during the boom. During 2003 and 2004 Terra expanded aggressively into the paid content business, mainly in Spain, Brazil, and Chile, launching ventures with Disney and Spanish football clubs Real Madrid and FC Barcelona. It also started several entertainment services, including an online multiplayer gaming platform (Terra Games) and a digital music service (Terra Música Premium) similar to Apple Computer's iTunes. Terra and Lycos [edit] In April 2000, Terra acquired Lycos, a U.S. portal, in a stock swap valued at US$12.5 billion.[8] By that time, Lycos was the third most visited portal in the U.S.[citation needed], and had a strong presence in key European and Asian markets. Lycos CEO Bob Davis was moved to the position of CEO of the combined company, from where he stepped down in January 2001, being replaced by then Chairman Joaquim Agut.[9] Part of the deal was also German media giant Bertelsmann, owner of a stake in Lycos Europe. In exchange for keeping the control over Lycos Europe, Bertelsmann agreed to spend US$1 billion worth in advertising at Terra Lycos through a five-year period.[10] That spending was crucial for Terra to survive the times of the Internet crash, when several Latin American-based Internet companies like Quepasa,[11] Starmedia[citation needed] or El Sitio[citation needed] lost cash up to the point of filing for bankruptcy or being taken over by bigger companies. In 2003 Bertelsmann executed an option to get itself out of the agreement, transferring to Terra's parent company Telefónica the obligation to keep the ad spending. Soon after that, Telefónica decided to get more control over Terra and launched an offer for shares of Terra still floating on the stock market. Although it granted Telefónica control over more than 70% of Terra's stock, the move was not successful enough to let Telefónica take Terra out of the public, as was allegedly its objective. In October 2004, following Telefónica's decision to re-focus their businesses, Terra sold Lycos to South Korean Internet portal company Daum Communications for US$105 million. Kim Faura was Terra's last chairman. Joaquim Agut was the previous one, and now he is chairman of Endemol. Telefonica take-over [edit] In February 2005, Telefónica announced its intention of taking full control of Terra by giving Telefónica shares in exchange for Terra's remaining shares in the stock market. After this plan was approved by both Telefónica and Terra shareholders meetings, Terra's shares were finally excluded from the market on July 15, 2005. Terra Networks S.A. was then merged into Telefónica, S.A. and, therefore, disappeared from a legal point of view.[12] A small portion of the former corporate headquarters became "Terra Networks Asociadas, S.L.U." (a new company) and local Terra operations (and assets) were transferred to local fixed-line Telefónica companies. Terra.com [edit] In the early 2000s, Terra was the largest Latin American online media company, ranked as the 31st most popular Internet destination in the world.[citation needed] The website primarily provided entertainment, news and sports to approximately 100 million monthly visitors, Terra was named as one of the most innovative company in the music area by Fast Company in 2011.[13] It has offices in cities such as São Paulo and Porto Alegre, Brazil.[citation needed] References [edit] "Terra shuts down U.S., Spain and Latin America Spanish-language portals". July 4, 2017.
correct_subsidiary_00108	FactBench	0	91	https://t-position.com/en/seo/	en	Search Engine Optimization	https://t-position.com/w…seo-1024x683.jpg	https://t-position.com/w…seo-1024x683.jpg	[ "https://t-position.com/wp-content/uploads/2020/09/LogoDescriptivoHorizontal_Color_AltaRGB-1.png", "https://t-position.com/wp-content/uploads/2020/09/LogoDescriptivoHorizontal_Color_AltaRGB-1.png", "https://t-position.com/wp-content/uploads/2015/04/google-partner.jpg", "https://t-position.com/wp-content/uploads/2015/04/google-partner.jpg", "https://t-position.com/wp-content/uploads/2015/06/seo-posicionamiento-1.jpg", "https://t-position.com/wp-content/uploads/2015/06/seo-posicionamiento-1.jpg", "https://t-position.com/wp-content/uploads/2015/06/seo-posicionamiento-1.jpg", "https://t-position.com/wp-content/uploads/2015/06/seo-posicionamiento-1.jpg", "https://t-position.com/wp-content/uploads/2020/02/posicionamiento-seo-1024x683.jpg", "https://t-position.com/wp-content/uploads/2020/02/posicionamiento-seo-1024x683.jpg", "https://t-position.com/wp-content/uploads/2010/01/manual-seo-top-position.jpg", "https://t-position.com/wp-content/uploads/2010/01/manual-seo-top-position.jpg", "https://t-position.com/wp-content/uploads/2020/02/google-posicionamiento-seo-300x170.png", "https://t-position.com/wp-content/uploads/2020/02/google-posicionamiento-seo-300x170.png", "https://t-position.com/wp-content/uploads/2020/02/historia-posicionamiento-seo-300x188.png", "https://t-position.com/wp-content/uploads/2020/02/historia-posicionamiento-seo-300x188.png", "https://t-position.com/wp-content/uploads/2020/02/influencia-redes-sociales-seo.jpg", "https://t-position.com/wp-content/uploads/2020/02/influencia-redes-sociales-seo.jpg", "https://t-position.com/wp-content/uploads/2020/09/logo-blanco-tp.png", "https://t-position.com/wp-content/uploads/2020/09/logo-blanco-tp.png", "https://t-position.com/wp-content/uploads/2019/08/Localizacion-tp-castellana.jpg", "https://t-position.com/wp-content/uploads/2019/08/Localizacion-tp-castellana.jpg" ]	[]	[]	[ "" ]	null	[]	2020-08-18T12:09:45+00:00	Experts in search engine positioning and SEO positioning in Google. Natural positioning strategies to appear on the first page of Google.	en		Positioning in Google - Search Engines	https://t-position.com/en/seo/	What search engine positioning services do we offer you? The search engine positioning services we offer include: Positioning in national search engines. In other words, improve Google positions for the Spanish market. Positioning in international search engines or international SEO. We work in numerous countries, in English, French or Portuguese. Search engine optimization or local SEO. We are experts in managing local positioning. Search engine optimization or image SEO. Positioning in search engines such as YouTube or video SEO. Search engine optimization or SEO for e-commerce and Amazon. Positioning in news search engines. Search engine optimization or reputational SEO. With the aim of improving the first page of results in Google for a brand or manager. SEO tools We have the best tools on the market, and also an unparalleled own tool, Digital 360. Negative SEO and black SEO We do not practice negative SEO, or black SEO practices – black hat SEO. Over more than a decade we have achieved excellent results and we can prove it to you. History of search engine optimization (SEO), its adaptation to search engines and its algorithmic updates Positioning in search engines, as a professional activity, was born in the 90s, of the back of the first search engines. The English term SEO -search engine optimization- has been used since, at least February 1997, when it was used by John Audette. Back then it was an innovative concept, still very directory-oriented. But before that term was imposed universally, others were used in English, such as: Search engine placement Search engine positioning Search engine ranking Website promotion And of course, Search Engine Marketing or SEM, which is still used today, although in Spain it is normally used as a synonym for search engine advertising. In the USA this use predominates, although in its original definition it includes both advertising and search engine positioning. Initially, since the first search engines ranked pages especially for the relevance of their content in relation to a keyword, search engine positioning focused on its internal dimension – onpage SEO. Practices like the keyword stuffing today prohibited, were very effective practices to achieve results. The first search engines were: 1990: Archie, Archie, short for Archives – English files. It was created by Alan Emtage, Bill Heelan and Peter J. Deutsch in 1990, before the spread of the World Wide Web, while studying at McGill University in Montreal. This first search engine indexed file names, creating an open database that resulted in the search for files that matched the searched word. It continues to have accessible portals in Japan and Poland. 1991: Veronica. In this year, the arrival of the Gopher protocol created by Mark McCahill at the University of Minnesota occurs, which led to the appearance of a new search engine, Veronica, which searches among the files hosted by Gopher. 1992: The world wide web is spread, which we understand today as the network, and allows the first spider or tracking robot –web crawler- in English- to see the light in 1993- which records the entire web then exists processing the different pages Web. The Robot, dubbed the “Global Network Wanderer” – World Wide Web Wanderer – finished his job in 1995. It took him two years to track the entire Network. The index he produced was named Wandex. It was authored by Matthew Gray of MIT, Massachusetts Institute of Technology. 1993: A new search engine, W3Catalog, was born at the University of Geneva. Aliweb, born in November of that same year. JumpStation, created a month later. This search engine already has the basic features of today’s search engines. In fact, despite the fact that, given its limited capacity, JumpStation processed only web page titles and their main titles to build its index; It did this using a robot to capture the information, offered selected results in keywords, and presented those results in lists of web addresses that matched the search word. In other words, Google was already found today. An index began on December 12, 1993. It was housed at the University of Stirling (Scotland, UK). Its author was Jonathon Fletcher. The project failed by dropping the University of Stirling to 1994 fines without having obtained funding even from the same university. By then, the search engine had already indexed more than 270,000 web pages. 1994: Webcrawler, –Network Tracker in English- was born in 1994. With it the first full-text search engine was born, that is, it crawled and indexed all the words on a web page and not just the main ones. The Webcrawler page still exists. It no longer offers the original search engine, but rather a mix of results from today’s major search engines – Google, Yahoo, Bing. Lycos was another search engine born in 1994. The company grew until it was bought by Terra, a Telefónica subsidiary in the midst of the Internet bubble of 2000, for the not inconsiderable amount of 2 billion pesetas or $ 12.5 billion. Four years later, in 2004, it was sold – for a fraction of that amount. Shortly after the appearance of Webcrawer and Lycos, new search engines such as Magullan, Infoseek, Excite, Inktomi, Northern Light, AltaVista and Yahoo proliferated. By then its use was already becoming widespread in the United States. 1998: launched by Microsoft in 1998, using Inktomi as a base. Six years later, Microsoft began the transition to its own search engine, which uses its own robot – msnbot -, re-launched in 2009 under the name of Bing. In parallel with these milestones, the search engine positioning industry developed. In 1997 Danny Sullivan launched Search Engine Watch (SEW), a website dedicated to search engine news and positioning advice. Later, in 2007, he left SEW to found another search engine publication, Search Engine Land. The first search engine conference, Search Engine Strategies (SES), took place in 1999, continuing until its closure in 2016. And in 1998 Google was born. In its beginnings, a research project by Larry Page y Sergio Brin, two PhD students from Universidad de Stanford (EEUU). It occurred to Larry Page to investigate the mathematical characteristics of the world network –www or world-wide web. To do this, he wanted to analyze and understand the structure of the links between the different web pages. His tutor, Ferry Winograd, had encouraged him to choose that topic. Page launched into researching which web pages link to another page, thinking that the number and nature of those links was very valuable information – regarding the linked page. He was thinking about the role of academic dating, of great importance in the university world. That initial project was called “BackRub“. The tracker began browsing the Internet in March 1996. It was based on Page’s own Stanford University page. To crystallize the data the tracker collected about the links to each page, the founders developed the PageRank algorithm. When analyzing the results of BackRub – which consisted of a list of links to a specific page, classified by importance – they thought that a search engine that took these criteria into account would produce better search results than the existing search engines at that time – which only analyzed factors internal to a web page, such as the number of times a keyword was repeated. Thus was created the seed of the new search engine, called Rankdex. The initial search engine used the Stanford website, with the domain google.stanford.edu. They registered the Google domain on September 15, 1997. The firm Google, Inc. was born on September 4, 1998 in a friend’s garage in Menlo Park, California. Andy Bechtolsheim –Andreas von Bechtolsheim-, a German-American entrepreneur who had co-founded the company Sun Microsystems a few years ago, in 1982, provided the initial “seed” of Google capital. His $ 100,000 check, issued in August 1998, would be the best investment of his life. Subsequently, in June 1999, two venture capital firms invested in the company: Sequioa Capital and Kleiner Perkins Caufield & Byers, who made a capital contribution of $ 25 million. At first, the two founders Brin and Page were opposed to placing advertising on their search engine. They would soon radically change their minds. Years later, under pressure from investors to make a profit, Google copied the system invented by Overture – a firm subsequently bought by Yahoo – of contextual advertising, based on the searched keywords, currently in force under the name of Adwords. Yahoo sued them for it and Google had to shell out a considerable amount – albeit undisclosed – of money for Yahoo to drop the court proceedings. The name “Google” is an alteration of the word “googol”, which in English means the number represented by 1 raised to 100. Enid Blyton had already used the word decades ago, in the ninth chapter of his work The Magic Faraway Tree , titled Google Bun. At the end of 1998, Google had already indexed 60 million pages. The company was established in March 1999 in Palo Alto, in the Silicon Valley – Silicon Valley. After moving twice more because of its rapid growth, Google rented offices at its current Mountain View headquarters – 1600 Amphitheater Parkway. They are still there – they bought the building from their landlords in 2006 for $ 319 million. Their offices are called Googleplex – Google Complex. The motto of Google has been from its beginnings “do not be evil” which means “don’t be bad”, as opposed to Microsoft, a giant that had a reputation for being unscrupulous. However, we have already seen that also from its inception the firm began to deviate from faultless conduct in some matters that affected its profitability. Google first went public on August 19, 2004. The transaction was a great success and the nearly twenty million shares were up twenty percent on the same day. The starting price was $ 85 a share. Within hours they were worth more than a hundred dollars. Today they are worth twenty times more. The firm is part of the NASDAQ index of technological securities, and the S&P index, with the symbol for Herzegovina. Google’s success in the search engine market, as we have already indicated, has been spectacular. Its simple interface (which resembles that of Altavista at the beginning), together with the quality of its search results, explain market rates of between 66% to 98% in all countries with western culture. That quality is based on its refined algorithm, which surpasses all others to date. We can talk about that Google at the time launched the second version of the search engines, now imitated by the main competitors of Google. Innovation consists in taking into account external factors, the environment of a web page –especially the number and quality of the links to it- and not only internal factors as others did until then. Today the verb Google is incorporated into English. Since 2006 it has been included in the Oxford English dictionary, the equivalent of the dictionary of the Royal Spanish Academy of Language. The Google brand is worth more than $ 160 billion today, according to Forbes magazine. Google billed more than $ 136 billion in 2018. And it has just over 103,000 employees. That is, each of them invoices more than a million dollars each – exactly 1,320,000 dollars. This places Google among the ten technology companies that generate the most revenue per employee. These incredible figures can only be understood if we analyze another fundamental fact that has not received enough interest from the media, and which explains how Google can bill more than a million dollars per employee and earn more than four times the average of large companies with each of them: Google has many more computers than employees. In other words, it is an automatic process company fundamentally managed by robots – computers duly improved by the company’s engineers. It is curious to note also that Google does not clearly publish the number of computers it owns, but the estimates range between 300,000 and six million. In any case, we are talking about a huge number of computers – robots. They are, to a large extent, the strength of Google, and explain their success. When Google consolidates, it causes a turn in the search engine positioning industry, and the birth of a new activity: the generation of links or linkbuilding in English (link to linkbuilding page). In 2000, Google launched its bar (Google Toolbar) that can be used in the Internet Explorer browser, then predominant. Here professionals could see what the PageRank of each page was. That same year, a group of computer experts in the field meets in a London pub to share information about search engine positioning. Pubcon is born, a conference that continues to live today. In 2003, the changes introduced in the algorithm called Florida penalized the filling of keywords in the text and tags of a web page, complicating the lives of SEOs who must from then on adapt your positioning techniques to avoid these penalties. In 2003, Google bought Blogger.com and launched AdSense, its intermediation platform between advertisers and website owners. Inadvertently, he promoted the creation of numerous poor-quality pages whose sole purpose was to capture revenue-generating traffic using Adsense. That year Google.es was born, for the Spanish market, something also important for the practice of SEO in Spain In 2004, Google and other search engines began tailoring search results to the location of the person you are looking for. Then custom SEO is born. In 2006 Google launched Google Maps. Local SEO is born (link to local SEO page). Also that year Google and other search engines began to process user navigation data to personalize the results. In 2005, Google created nofollow tags to combat spam. SEO professionals begin to use these tags to “sculpt the Pagerank”, a technique called PageRank sculpting. Google then released a series of important updates to its algorithm: Jagger, who began to reduce the amount of link exchanges, and took away the importance and weight of anchor texts, anchor text in English, easily manipulated. Big Daddy (named after Jeff Manson of RealGeeks), helped Google better understand the real value of links between different pages. Google then bought YouTube, which would eventually become the second most used website in the world. The positioning of videos gains importance. Also in 2006, Google launched Google Analytics, Google Webmasters Tools, today called the Google Search Console. In 2007 came universal search, which mixes the results of the first page of Google. They are no longer just web pages, but also include news, videos, images or inserts from Google My Business (GMB), when these elements – which come from different “baskets”, with different algorithms – are sufficiently relevant. This represents a considerable change for positioning in Google, since from then on the possibility of optimizing images, videos, news and Google My Business (GMB) files on the first page opens. Specialized branches of SEO are born: image SEO, video SEO -especially YouTube-, news SEO focused on Google News and Local SEO for GMB files. In 2008, the Vince update gave a boost to big brands, reinforcing the TrustRank element in the algorithm. For its part, Caffeine improved indexing speed – as early as 2010, Google announced that speed was a positioning factor. We know that this positioning factor is increasingly important. In 2009, Microsoft relaunched its search engine under the name Bing and partnered with Yahoo to show it in their searches. Google Zoo: Panda & Penguin The two “animal” updates to the algorithm had a major impact on the positioning industry. In 2011, Google launched Panda, which reinforced the weight of a page’s content quality in the algorithm and weakened poor-quality pages and websites, such as so-called content farms, content farms. It was something that the positioning experts had been generating for years. In 2016, Panda is finally integrated into the algorithm. When the websites were recovering from Panda, Google launched an algorithm to punish over-optimization, with the intention of eliminating spam practices. This is the Penguin. The Penguin punishes link schemes, that is, websites created exclusively to generate optimized links, with hardly any quality content. In 2016, Penguin joined the algorithm. These changes improve the results and diminish the importance of the SEO practice of generating hyperlinks, without real content. But they nevertheless have an unintended side effect. They provoke the birth of negative SEO (link to the optimized page), that is, when Google penalizes toxic links to a web page, it causes the development of a black SEO practice -blackhat SEO- which consists of generating links from the competition to the competition Toxic websites, often from Russia or China that penalize the page that receives them. This reinforces the importance of managing that Google does not take these links into account. In May 2012, Google launched its Knowledge Graph, designed to understand the meaning and intention of searches. In Google’s words: “The Knowledge Graph enables you to search for things, people or places that Google knows about – landmarks, celebrities, cities, sports teams, buildings, geographical features, movies, celestial objects, works of art and more – and instantly get information that’s relevant to your query. This is a critical first step towards building the next generation of search, which taps into the collective intelligence of the web and understands the world a bit more like people do. ” In other words, Google “understands” when a user searches for something specific such as celebrities, events, places, and adapts its results to this intention. In September 2013 Google launched Hummingbird, a new algorithm designed to respond to natural language searches, especially for searches from mobile devices. Social networks In 2010, Google recognized the growing importance of social media, and announced that it takes them into account as ranking “signs” in its results. On February 24, 2011, the update called Panda confirmed that this is the case. Social networks therefore have a double impact on Google’s results, as links and as signs of, among other things, the “freshness” of a page, a characteristic especially relevant for some searches, to which Google includes a component called QDF – “query deserves freshness ”in English, which can be translated in Spanish as“ the search deserves freshness ”. These are searches that are newsworthy or have many changes – a famous person, a sports result, etc. Several rigorous studies such as the Cognitive SEO study or the Searchmetrics report confirm that there is currently a positive correlation between social media presence and Google position. This means, once again, a change in the search engine optimization sector, since SEO experts who want to be successful must take this into account Redirection towards mobiles Since 2005, experts have been wondering when it would be time to recognize the importance of mobiles. It happened in 2015, when searches by mobile device were already more important than from desktop computers in the United States. It was then when Google updated its algorithm to recognize how friendly a website is for mobile phones. In line with this, Google launches Accelerated Mobile Pages (AMP) in 2016. AMPs are designed to speed up the loading of web pages on mobiles. Recently, in 2019, Google announced that the mobile version already has priority over the desktop version. In fact, it officially announces that new pages are automatically indexed with the mobile version, whenever available. It is what Google calls “Mobile First Indexing”, that is, mobile-focused indexing. A major change, to which positioning experts must adapt. Artificial intelligence is coming Gradually, Google has incorporated artificial intelligence into all its products, including the search engine. Since 2015, the so-called Google RankBrain is gaining importance. Mainly to interpret new searches that Google had not processed before. Subsequently, Rankbrain, user experience and browsing factors are incorporated into all searches. It is especially relevant to determine, after a time, how the first positions in the search results are adjusted. In other words, it especially concerns the fight between the first results, something that makes it important, because as we already know, the difference between being in first or fourth position is great. And what does the future of SEO hold for us? Clearly, voice searches, as well as visual searches, are gaining importance. In summary, we have seen how positioning techniques must adapt to changes in search engines. Since it was born as a profession, many doomsayers have predicted the death of SEO. In reality, the algorithms of Google and other search engines have changed less than they want us to believe. Internal and external factors such as links are still very important. Furthermore, the changes have reinforced the importance of good SEO management, and have added complexity and nuances to it. So don’t worry, SEO is not dead, on the contrary it is alive and kicking. But it is necessary that companies choose who they trust, because bad practices are counterproductive.
correct_subsidiary_00108	FactBench	2	67	https://alejandroglezf.medium.com/a-moment-of-silence-for-pobladores-d457ded6de8f	en	A moment of silence for Pobladores	https://miro.medium.com/…jr1YbyOIJY2w.png	https://miro.medium.com/…jr1YbyOIJY2w.png	[ "https://miro.medium.com/v2/resize:fill:64:64/1dmbNkD5D-u45r44go_cf0g.png", "https://miro.medium.com/v2/resize:fill:88:88/1O9KM-ui8QDjEMrZl9paJlA.jpeg", "https://miro.medium.com/v2/resize:fill:144:144/1*O9KM-ui8QDjEMrZl9paJlA.jpeg" ]	[]	[]	[ "" ]	null	[ "Alejandro González", "alejandroglezf.medium.com" ]	2016-08-12T09:26:01.567000+00:00	Probably most people who accidentally fall in here won’t know what ‘Pobladores’ is. The word ‘Poblador’ is Spanish for ‘settler’ or ‘inhabitant’ but it was also an Internet community and a social…	en	https://miro.medium.com/…jr1YbyOIJY2w.png	Medium	https://alejandroglezf.medium.com/a-moment-of-silence-for-pobladores-d457ded6de8f	Probably most people who accidentally fall in here won’t know what ‘Pobladores’ is. The word ‘Poblador’ is Spanish for ‘settler’ or ‘inhabitant’ but it was also an Internet community and a social network at a time these word weren’t as common as they are today. We are talking of the early 2000s. Pobladores was active from around 2000 to 2014. In the latter years it was like a forgotten old man. It was launched by Arrakis, a Spanish ISP later bought by BT and was physically hosted in Seville, southern Spain, where the disappeared Arrakis operated. At some point, they partnered with Lycos (a company also owned by Terra-Telefónica), and the service renamed to Pobladores-Lycos. All these changes and ventures sound a little like dot-com bubble, don’t they? A new generation of young Spaniards like me were starting to use Internet with low connections (and expensive, I must add, thanks to the abuses of the Spanish ISPs). This was the time of long forgotten webspaces like Melodysoft, or the more common PHPBB Forums. It was the time of the amazing Geocities, or other web hosting providers like EresMás, Tripod (also part of Lycos), iEspaña and so forth. Is in this scenario is where I found Pobladores. The way it worked was simple. You created an account. That was you as a ‘poblador’, as a settler. Then, you could create your own Poblado, your own settlement, or join to an existing one. It was like joining a discussion group with web content. The most common criterion for creating a Poblado was the content. As an example, there were a bunch of Poblados about anime, videogames (especially Age of Empires, Counter Strike or Final Fantasy), TV shows, celebrities, etcetera. Actually, this concept is not really original. Geocities had neighborhoods and each user was a ‘homesteader’. Well, coming back to Pobladores, I created two worth-mentioning Poblados, one about the videogame saga Sonic the Hedgehog and the other about a North American-Canadian science fiction show called First Wave. I created the first one around April 2002. Now, both are gone. More about the functioning of the social web service: the Poblado will display the number of ‘pobladores’ or users joined and its average score. Yes! You could vote the social group. This was used as kind of a leaderboard. In fact, it wasn’t rare to find messages asking for a good vote or for joining the Poblado. It was easy to spot, as it is on LinkedIn or Twitter, this kind of behavior, which goes as the following: ‘if you join my Poblado, I’ll join yours’. You were invited every now and then to join Poblados that weren’t related at all to your interests. Everything to scratch a good vote or a user. As a founder, I was requested many times to link somebody else’s Poblado in mine and I would get mine linked if I did so. You could interact with other users through email, forums or chat. According to this old newspaper article, it had 832.000 users in 2002. There were no timelines, no pic sharing, no tagging in content, but there was a lot of interaction. It had its own CMS for creating the web content. Maybe calling it a CMS is a little too much. I don’t intend to compare it with Joomla! or WordPress but it had a system for creating webpages, categorizing them in areas or subareas, uploading content… It was often laggy (I can’t tell if this was because of my poor connection or because of the Pobladores servers) and it was often down. Very often. Actually, after they merged with Lycos, the updated version and the service changed so much that I migrated my web to Geocities. The enriched text editor of the Pobladores web creation tools wasn’t advanced nor comfortable, so you had to rely on raw HTML to create a decent webpage. [A break: can anyone relate to those old <marquee> codes in webpages?]. It helped you create a web since you didn’t have to use FTP, or deal with servers for hosting, but the process wasn’t as easy as it is in a current CMS. Despite that, it wasn’t bad. Actually, sometimes it feels better when technology doesn’t spoon-feed you. Anyway, all Pobladores URLs redirect to Lycos.com and that web only redirects to other unrelated services of the company. It is still possible to navigate through a very incomplete version available at Internet archive services, for example this one, but much of it is lost. I have tried it with my own Poblado and most links and images are broken. I wrote this article for two reasons: First, nostalgia. I was fourteen years old when I first created a Poblado. Now it looks like other age, other kind of Internet, other interests. Second, perspective. Pobladores was never an extended tool —relatively speaking. People didn’t make a living out of it, students didn’t use it as a tool for learning and nobody posted there a pic of the last jump on the beach. But imagine it for a second. Imagine that back then it was very important. Now it’s long gone and forgotten. And this tells me something: we cling to online services and ICT for our everyday activities and get used to them (say, Google, Facebook, for example), but this tools are operated by companies that, like most things, come and go. Hope you enjoyed the reading and thanks to Pobladores!
correct_subsidiary_00108	FactBench	2	88	https://www.technewsworld.com/story/searching-data-browsers-toolbars-and-the-desktop-33786.html	en	Searching Data: Browsers, Toolbars and the Desktop	https://www.technewsworl…omenonline-4.jpg	https://www.technewsworl…omenonline-4.jpg	[ "https://technewsworld.com/wp-content/uploads/sites/3/2021/04/TNW-Logo-580x200-1.png", "https://technewsworld.com/wp-content/uploads/sites/3/2021/04/TNW-Logo-580x200-1.png", "https://technewsworld.com/wp-content/uploads/sites/3/2021/04/TNW-Logo-580x200-1.png", "https://www.technewsworld.com/wp-content/uploads/sites/3/2021/05/womenonline-4.jpg", "https://www.technewsworld.com/wp-content/uploads/sites/3/2024/07/Panasonic-ET-FMP50-Series-Media-Processor-headline-300x156.jpg", "https://www.technewsworld.com/wp-content/uploads/sites/3/2024/07/Acer-Chromebook-Plus-516-GE-300x156.jpg", "https://www.technewsworld.com/wp-content/uploads/sites/3/2022/02/hacker-team-300x156.jpg", 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"https://www.technewsworld.com/wp-content/uploads/sites/4/2023/11/call-center-agent-on-headset.jpg", "https://www.technewsworld.com/wp-content/themes/technewsworld/images/ftr-logo.png" ]	[]	[]	[ "" ]	null	[ "admin-ectnews" ]	2004-05-14T04:00:00+00:00	Searching for data on a PC used to be a series of isolated activities. Users needed one or more computer-based software utilities to hunt through the hard drive for specific files containing keywords. Finding information beyond the hard disk meant logging in to a library or university system and entering archaic Boolean search terms into a distant server's query window. All of that changed as Web sites became more user friendly. Search portals like Yahoo, Google and MSN specialize in providing search engines to find information anywhere on the Web.	en	https://www.technewsworld.com/wp-content/themes/technewsworld/images/tnw_favicon.ico	TechNewsWorld	https://www.technewsworld.com/story/searching-data-browsers-toolbars-and-the-desktop-33786.html	Searching for data on a PC used to be a series of isolated activities. Users needed one or more computer-based software utilities to hunt through the hard drive for specific files containing keywords. Finding information beyond the hard disk meant logging in to a library or university system and entering archaic Boolean search terms into a distant server’s query window. All of that changed as Web sites became more user friendly. Search portals like Yahoo, Google and MSN specialize in providing search engines to find information anywhere on the Web. Meanwhile, PC-based data-tracking software has been moving along the same trajectory toward more sophisticated techniques to catalog data on a computer’s hard drive. Altogether, for the most part, the computerized search process still requires users to manipulate separate computer-based and Web-based applications to find data, depending on whether that data is local or remote. The latest development for search convenience is the browser-based toolbar. The major Web-based search engines have become immensely more convenient with their free toolbar add-on programs that hook into many popular Web browsers. Beyond these toolbars, the recent release by Terra Lycos HotBot of a free desktop toolbar marked the emergence of a new market that Google had been making its way into since the end of last year: desktop search. Now, applications let users integrate traditional desktop search with Web search. These innovative programs make it easy to search the Internet, computer-based e-mail and user documents stored on a hard drive with a single application. A New Type of Turf War A major challenge for search-engine providers is the ability to drive advertising and business gains. Charging users a fee for search services can be risky. Users have to be weaned from existing free services if they are to embrace subscription search tools. “There is little value-added service derived from desktop searching,” Leslie Grandy, vice president of product management for InfoSpace’s Search & Directory division, told TechNewsWorld. “It remains a challenge figuring out how to drive a business model.” InfoSpace Search & Directory, a major player in the rapidly evolving Web Search and Online Directory services market, develops software solutions to make searching faster and easier for consumers, enabling them to locate products and services, businesses, people and information online. The company operates a network of popular destination Web sites that offer Web search and online directory services to users. Convincing computer users to adopt these new, integrated search tools is another challenge search industry providers will face. All-in-one search tools, whether bolted onto browsers or installed by visiting a search portal, won’t drum up hordes of new customers right away. People tend to learn one way to do something and don’t easily change, Grandy noted. “Consumer behavior is a hard thing to change,” Grandy said, “so the race is on to establish the turf.” One way in which companies will attract users to paid-search services, she said, is to drop prices to almost no cost and then add premium services after users are hooked. Microsoft Poised for Turf Takeover Some analysts view the trend toward integrated search tools as a race against obsolescence. Ultimately, integrated searching will become a core function of the operating system. But Grandy said she doesn’t see Microsoft causing a toolbar takeover without a huge fight from companies now converging computer-based searches with Internet-based search services. “At what point is Microsoft going to come in and supersede what third-party applications can do better?” she asked. Longhorn, the development name for Microsoft’s next Windows operating-system upgrade, is expected to be released in 2006. That Windows version is expected to have features that will revolutionize the way users search for and store data. Toolbar Skirmishes Several popular search portals not only are offering toolbar add-ons, but also are enhancing those add-ons with direct links to dictionaries, news sources and other search services. Most of them offer similar features. For instance, the most popular toolbars all add a search bar in a browser just below the URL bar. Most provide pop-up blockers and various features that let users save bookmarks and make calendar entries. Some toolbars offer advanced features if users agree to certain conditions. These include receiving advertising messages, preferential sponsor Web site displays or tracking cookies. Two of the most popular toolbars are free downloads from Google and Yahoo. The free Terra Lycos HotBot browser toolbar released in March put a new spin on searching. It combines keyword searches on the Internet with desktop searches of documents and e-mail. Users can customize settings for desktop and Web search conditions. The HotBot Desktop creates an index to allow users to search local files, Outlook and Outlook Express messages, browser history and RSS subscriptions with a built-in RSS news reader. Plus, there is a pop-up blocker. HotBot searches files associated with Microsoft Office programs, plus PDF and text files. Scoping Out All Data Dr. David Gelernter, chief scientist at Scopeware and a professor at Yale University, was convinced that computer users needed a better way to find and use the information on their computers. That quest led to the development of Scopeware Vision, a desktop search tool. Scopeware Vision uses keyword searches to find information via “streams.” Vision’s innovative interface presents results for any type of file and RSS as a chronological narrative. It presents search results in a series of index cards (file name, summary, date, file type and so forth) in “V”-shaped streams that users can easily navigate and save. It also has a free RSS reader. “It’s not a search engine. Rather, it’s an all-inclusive comprehensive tool,” Gelernter told TechNewsWorld. “The number of documents is getting out of control. We needed a way to view all data in one pool.” The search function channels streams of information into a single topic, and the program can handle unlimited volumes of data. Scopeware Vision does not search the Internet, but it does catalog the content of Web pages stored on a computer. Despite its limitation to searching PC-based data, it outperforms the Lycos HotBot product in several ways. For example, it allows the user to search across RSS feeds by keyword for news and commentary on a particular topic, regardless of what feed it comes from. And it searches for all file types, including .zip files and files on CDs or DVDs.
correct_subsidiary_00108	FactBench	1	49	https://www.cio.com/article/270112/it-organization-cio-steers-terra-lycos-in-new-direction.html	en	CIO Steers Terra Lycos in New Direction	https://www.cio.com/wp-c…on-2023.png?w=32	https://www.cio.com/wp-c…on-2023.png?w=32	[ "https://www.cio.com/wp-content/uploads/2024/07/3477338-0-08560400-1721867328-shutterstock_724340023.jpg?quality=50&strip=all&w=375", "https://www.cio.com/wp-content/uploads/2024/07/3477232-0-58834300-1721849703-shutterstock_offset_2321455729.jpg?quality=50&strip=all&w=438", "https://www.cio.com/wp-content/uploads/2024/07/3477211-0-38495200-1721840972-shutterstock_editorial_1347234716.jpg?quality=50&strip=all&w=444", "https://www.cio.com/wp-content/uploads/2024/07/sinan-thumb-16x9-1-2.jpg?quality=50&strip=all&w=444", "https://www.cio.com/wp-content/uploads/2024/07/Thumb_CIOLL_ME24_Mosa_A.png?w=444", "https://www.cio.com/wp-content/uploads/2024/07/Thumb_CIOLL_ME24_Al_Moawda_RA-1.png?w=444", "https://www.cio.com/wp-content/uploads/2024/07/2519112-0-84025800-1721762131-eion-thumb-16x9-1.jpg?quality=50&strip=all&w=444", "https://www.cio.com/wp-content/uploads/2024/07/2520806-0-98522500-1721757877-DEMO_saasteps.webp?w=444", "https://www.cio.com/wp-content/uploads/2024/07/2520487-0-45106700-1721290364-CIOLL-India-thumb_Irshad-Saifi.jpg?quality=50&strip=all&w=444" ]	[]	[]	[ "" ]	null	[ "Timothy Wright" ]	2003-01-15T07:00:00-08:00	By January 2001, it was crystal clear that my company, Terra Lycos, was in trouble. The online advertising market had ...	en	https://www.cio.com/wp-content/themes/cio-b2b-child-theme/src/static/img/favicon.ico	CIO	https://www.cio.com/article/270112/it-organization-cio-steers-terra-lycos-in-new-direction.html	By January 2001, it was crystal clear that my company, Terra Lycos, was in trouble. The online advertising market had completely dried up, and the big e-commerce deals were nowhere to be seen. It was definitely time to try something new. You know the adage, “There is no such thing as a free lunch.” Well, we were going to have to start getting people to pay for their food. The question was, how? If ever the requirement for a close relationship between the company’s technology and business organization existed, it was now. The future of Terra Lycos was at stake, and we had very little time to come up with some answers. I had seen these types of situations before, and it was easy to see this becoming a political firestorm as accusations flew about who should have seen this coming and who was to blame. We were, as Chairman and CEO Joaquim Agut put it, “going to have to change the wings while the plane is flying.” And the plane itself was huge. Terra Lycos operates more than 300 products in 43 countries and in 19 languages and has more than 110 million monthly unique visitors. We operate some of the most popular websites in the United States and are the largest Internet access provider for Spain and South America. Our product teams are distributed geographically in nine different countries and communicate in multiple languages. Some of our most respected, long-established products like Tripod and Angelfire, which provide personal Web publishing services, or Lycos and Hotbot’s search services, were struggling to survive. Advertising was not carrying the load, and we realized that we would have to start charging for those products. Fortunately, we had already tested a direct-sales formula that users had shown they were prepared to pay for. So we had a formula that could be applied to our flagship products. Changing our business model in midair was going to take clear communication and a lot of trust. Both of those were unknown entities in January 2001. Just three months prior, Lycos had been acquired by Terra Networks S.A. of Spain. Management had spent the eight months leading up to the transaction trying to figure out what the two organizations brought to the table and which was going to be in charge once the deal closed. To further complicate matters, the heads of sales, finance, legal and product management all left within weeks of the merger. Needless to say, the remaining team had its work cut out. The first thing Agut did was set up a strategic management team that spanned the Atlantic. That group, made up of managers from marketing, sales, finance, product management and technology (myself), began meeting face-to-face once a month in different locations around the world, such as Barcelona, Boston, Madrid, Miami, Monterrey (Mexico) and Rio (Brazil). We also met via video conference once a week. The purpose of those meetings was not simply to establish a common set of priorities and debate open issues but to also build relationships and understand the philosophy of the new company. Such partnerships were essential as we moved from a decentralized fiefdom, where each country or region had its own products and technology solutions, to a more cohesive global entity. I expanded that team building effort into my own domain, forming a Tech Council comprising the leaders of the technology teams from around the world. We bring the team together once per quarter, meeting in far off places such as Mexico, Peru, Spain and back here in the United States. And we also meet via phone weekly. Once again, we have seen tangible improvements in coordination and cooperation on projects. It is much easier to pull a project together when you have broken bread with every member of the team, especially when you need to coax that last extra effort to hit a tough deadline. In a small gesture of my own, I started taking Spanish classes. That went a surprisingly long way in generating goodwill?I was making an effort to communicate with my colleagues, and they appreciated the effort. I still am terrible at the language, but that is now a point of great humor and helps ease the tension. I am the first to admit that this has been a long and at times painful road. I was out of the country more in the first six months of 2002 than I was at home, a situation that my wife and 7-year-old son were less than thrilled with. On the professional side of the ledger, arriving at a consensus on how to drive our products toward profitability was not easy. Regional priorities for the businesses were different and in some cases conflicting. The business team in Brazil did not necessarily share the opinion that a pay-for-inclusion search product was more important than their new catalog requirement. Lycos Europe wanted to be the deployment headquarters for Matchmaker, but so did Terra Lycos Brazil. We had to resolve countless such conflicts, too many to list here. Product managers soon learned that they would have to furnish a clear ROI before projects got into engineering. We also had to spend considerable time finalizing some of the new product specs to the point where the “death by a thousand paper cuts” threatened to overwhelm the momentum of the teams. We finally realized that assigning product managers to particular projects regardless of their geographic location was the only way to get those projects off the collective drawing board. That was different from our previous model, which relied on a more decentralized regional process, and it took some getting used to. Then, in the middle of the whole transformation, we had to reduce the workforce by almost 25 percent. In retrospect, that actually focused the teams better, as we were forced to identify only those products that we knew could become best-in-class and cut resources from those that might not. At the time, however, that caused a significant loss of focus, as staff members spent too much time worrying about politics and lobbying for their specific product.
correct_subsidiary_00108	FactBench	0	44	https://www.cbsnews.com/news/virtual-fbi-wanted-poster/	en	Virtual FBI Wanted Poster	https://assets3.cbsnewss…d30cb9c02455b43d	https://assets3.cbsnewss…d30cb9c02455b43d	[]	[]	[]	[ "" ]	null	[]	2002-12-11T15:41:34-05:00	Terra-Lycos Joins Hunt For Fugitive Mob Boss With Banner Ad	en	https://www.cbsnews.com/…d30cb9c02455b43d		https://www.cbsnews.com/news/virtual-fbi-wanted-poster/	Federal authorities are pursuing fugitive crime boss James "Whitey" Bulger in cyber space under a first-of-its kind agreement announced Wednesday between the FBI and Web portal Terra-Lycos. Lycos, the Waltham-based subsidiary of Spanish telecom company Terra-Lycos, will flash a banner ad message about Bulger around its global network in hopes of generating tips on Bulger's whereabouts and bringing attention to the FBI's $1 million reward offer. The "virtual wanted poster" will be run as a public service on U.S.-based Terra-Lycos Web properties such as the Lycos network, Wired News and quote.com, as well as on sites run by the company's Miami-based Latin American network. With a presence in 42 countries and in 19 languages, Terra Lycos is known for the worldwide scope of its Web presence. "It might simply be a clerk in a grocery store bagging groceries, goes home that night, gets on the Internet and says, 'you know, I think I saw that person bagging groceries today,"' U.S. Attorney Michael Sullivan said during a news conference in Boston on Wednesday morning. Terra-Lycos spokesman Brian Payea said the company wasn't being paid for the service. "We're committed to providing important services to our community and we feel it was a very worthwhile effort," he said. Bulger is now wanted in connection with 21 murders. A member of the FBI's Ten Most Wanted List, Bulger disappeared in January 1995 after former FBI Agent John J. Connolly Jr. told him he was about to be indicted. Connolly was convicted earlier this year for tipping off Bulger and other mobsters about their indictments. FBI spokeswoman Gail Marcinkiewicz said the FBI continues to chase down Bulger leads and fingerprints suspects "weekly," including one last week in Singapore, but nothing has panned out.
correct_subsidiary_00108	FactBench	3	11	https://www.cio.com/article/270112/it-organization-cio-steers-terra-lycos-in-new-direction.html	en	CIO Steers Terra Lycos in New Direction	https://www.cio.com/wp-c…on-2023.png?w=32	https://www.cio.com/wp-c…on-2023.png?w=32	[ "https://www.cio.com/wp-content/uploads/2024/07/3475889-0-38998400-1721658636-shutterstock_2136788461.jpg?quality=50&strip=all&w=444", "https://www.cio.com/wp-content/uploads/2024/07/3475888-0-28379400-1721657824-Getty-1075599574-copy-1.jpeg?quality=50&strip=all&w=375", "https://www.cio.com/wp-content/uploads/2024/07/2520897-0-60486900-1721653382-iStock-653836738.jpg?quality=50&strip=all&w=374", "https://www.cio.com/wp-content/uploads/2024/07/sinan-thumb-16x9-1-2.jpg?quality=50&strip=all&w=444", "https://www.cio.com/wp-content/uploads/2024/07/Thumb_CIOLL_ME24_Mosa_A.png?w=444", "https://www.cio.com/wp-content/uploads/2024/07/Thumb_CIOLL_ME24_Al_Moawda_RA-1.png?w=444", "https://www.cio.com/wp-content/uploads/2024/07/2520487-0-45106700-1721290364-CIOLL-India-thumb_Irshad-Saifi.jpg?quality=50&strip=all&w=444", "https://www.cio.com/wp-content/uploads/2024/07/sinan-thumb-16x9-1-3.jpg?quality=50&strip=all&w=444", "https://www.cio.com/wp-content/uploads/2024/07/Thumb_CIOLL_ME24_Al_Moawda_RA-2.png?w=444" ]	[]	[]	[ "" ]	null	[ "Timothy Wright" ]	2003-01-15T07:00:00-08:00	By January 2001, it was crystal clear that my company, Terra Lycos, was in trouble. The online advertising market had ...	en	https://www.cio.com/wp-content/themes/cio-b2b-child-theme/src/static/img/favicon.ico	CIO	https://www.cio.com/article/270112/it-organization-cio-steers-terra-lycos-in-new-direction.html	By January 2001, it was crystal clear that my company, Terra Lycos, was in trouble. The online advertising market had completely dried up, and the big e-commerce deals were nowhere to be seen. It was definitely time to try something new. You know the adage, “There is no such thing as a free lunch.” Well, we were going to have to start getting people to pay for their food. The question was, how? If ever the requirement for a close relationship between the company’s technology and business organization existed, it was now. The future of Terra Lycos was at stake, and we had very little time to come up with some answers. I had seen these types of situations before, and it was easy to see this becoming a political firestorm as accusations flew about who should have seen this coming and who was to blame. We were, as Chairman and CEO Joaquim Agut put it, “going to have to change the wings while the plane is flying.” And the plane itself was huge. Terra Lycos operates more than 300 products in 43 countries and in 19 languages and has more than 110 million monthly unique visitors. We operate some of the most popular websites in the United States and are the largest Internet access provider for Spain and South America. Our product teams are distributed geographically in nine different countries and communicate in multiple languages. Some of our most respected, long-established products like Tripod and Angelfire, which provide personal Web publishing services, or Lycos and Hotbot’s search services, were struggling to survive. Advertising was not carrying the load, and we realized that we would have to start charging for those products. Fortunately, we had already tested a direct-sales formula that users had shown they were prepared to pay for. So we had a formula that could be applied to our flagship products. Changing our business model in midair was going to take clear communication and a lot of trust. Both of those were unknown entities in January 2001. Just three months prior, Lycos had been acquired by Terra Networks S.A. of Spain. Management had spent the eight months leading up to the transaction trying to figure out what the two organizations brought to the table and which was going to be in charge once the deal closed. To further complicate matters, the heads of sales, finance, legal and product management all left within weeks of the merger. Needless to say, the remaining team had its work cut out. The first thing Agut did was set up a strategic management team that spanned the Atlantic. That group, made up of managers from marketing, sales, finance, product management and technology (myself), began meeting face-to-face once a month in different locations around the world, such as Barcelona, Boston, Madrid, Miami, Monterrey (Mexico) and Rio (Brazil). We also met via video conference once a week. The purpose of those meetings was not simply to establish a common set of priorities and debate open issues but to also build relationships and understand the philosophy of the new company. Such partnerships were essential as we moved from a decentralized fiefdom, where each country or region had its own products and technology solutions, to a more cohesive global entity. I expanded that team building effort into my own domain, forming a Tech Council comprising the leaders of the technology teams from around the world. We bring the team together once per quarter, meeting in far off places such as Mexico, Peru, Spain and back here in the United States. And we also meet via phone weekly. Once again, we have seen tangible improvements in coordination and cooperation on projects. It is much easier to pull a project together when you have broken bread with every member of the team, especially when you need to coax that last extra effort to hit a tough deadline. In a small gesture of my own, I started taking Spanish classes. That went a surprisingly long way in generating goodwill?I was making an effort to communicate with my colleagues, and they appreciated the effort. I still am terrible at the language, but that is now a point of great humor and helps ease the tension. I am the first to admit that this has been a long and at times painful road. I was out of the country more in the first six months of 2002 than I was at home, a situation that my wife and 7-year-old son were less than thrilled with. On the professional side of the ledger, arriving at a consensus on how to drive our products toward profitability was not easy. Regional priorities for the businesses were different and in some cases conflicting. The business team in Brazil did not necessarily share the opinion that a pay-for-inclusion search product was more important than their new catalog requirement. Lycos Europe wanted to be the deployment headquarters for Matchmaker, but so did Terra Lycos Brazil. We had to resolve countless such conflicts, too many to list here. Product managers soon learned that they would have to furnish a clear ROI before projects got into engineering. We also had to spend considerable time finalizing some of the new product specs to the point where the “death by a thousand paper cuts” threatened to overwhelm the momentum of the teams. We finally realized that assigning product managers to particular projects regardless of their geographic location was the only way to get those projects off the collective drawing board. That was different from our previous model, which relied on a more decentralized regional process, and it took some getting used to. Then, in the middle of the whole transformation, we had to reduce the workforce by almost 25 percent. In retrospect, that actually focused the teams better, as we were forced to identify only those products that we knew could become best-in-class and cut resources from those that might not. At the time, however, that caused a significant loss of focus, as staff members spent too much time worrying about politics and lobbying for their specific product.
correct_subsidiary_00108	FactBench	3	31	https://www.verizon.com/about/news/press-releases/terra-lycos-selects-verizons-superpagescom-en-espaol-yellow-pages-provider-terracom	en	Terra Lycos Selects Verizon's SuperPages.com en Español as Yellow Pages Provider for Terra.com	https://www.verizon.com/…logo-640x400.jpg	https://www.verizon.com/…logo-640x400.jpg	[ "https://ad.doubleclick.net/ddm/activity/src=685973;type=publi0;cat=publi003;dc_lat=;dc_rdid=;tag_for_child_directed_treatment=;tfua=;npa=;ord=1;num=1", "https://www.facebook.com/tr?id=373315030862245&ev=PageView&noscript=1", "https://www.facebook.com/tr?id=1790873657645967&ev=PageView&noscript=1", "https://px.ads.linkedin.com/collect/?pid=1418292&fmt=gif", "https://www.verizon.com/about/sites/default/files/vz-nocommit-badge.png" ]	[]	[]	[ "" ]	null	[]	2002-10-31T00:00:00-05:00	DALLAS - Terra.com, the U.S. Hispanic portal of the Terra Lycos global network, is providing its users with comprehensive yellow pages services from S	en	https://www.verizon.com/about/sites/default/files/favicon.ico		https://www.verizon.com/about/news/press-releases/terra-lycos-selects-verizons-superpagescom-en-espaol-yellow-pages-provider-terracom	DALLAS - Terra.com, the U.S. Hispanic portal of the Terra Lycos global network, is providing its users with comprehensive yellow pages services from SuperPages.com en Español ( www.superpages.com/espanol). Created by Verizon Information Services, the world's leading directory publisher, SuperPages.com en Español is the only national, Spanish-language yellow pages and online directory for Hispanic American Internet users. "By teaming with Terra.com, we provide directory services to a growing segment of Internet users in the language they prefer," said Patrick Marshall, group vice president - marketing for Verizon Information Services. "In addition to benefiting consumers, our alliance with Terra.com broadens the value for our advertisers targeting the Hispanic market." From the Terra.com homepage, users can execute yellow pages (Paginas Amarillas) searches for businesses and resources. In addition, Terra.com users in the U.S can access SuperPages.com en Español's many other features, including PeoplePages (Páginas de Personas) to search for people and SuperTopics (SuperSecciones) for Hispanic-relevant content and links to merchants providing related goods and services. "We continually strive to bring our users the best and latest Internet resources they need," said Manuel Bellod, CEO, Terra.com. "We are confident that our users will be pleased with the invaluable yellow pages content they can now access from SuperPages.com en Español." Verizon launched SuperPages.com en Español in fall 2001 and produces the largest number of Hispanic directories in the U.S. Nearly 50 bilingual directories in California, New Jersey, New York, Massachusetts and Texas are scheduled to be in circulation by the end of 2002. Terra Lycos Terra Lycos is a global Internet group with a presence in 43 countries in 20 languages, reaching 115 million unique users per month around the world. The group, which is the result of Terra Networks S.A.'s acquisition of Lycos, Inc. in October 2000, operates some of the most popular Web sites in the United States, Canada, Europe, Asia and Latin America, and is the largest access provider in Spain and Latin America. The Terra Lycos network of sites includes Terra in 17 countries, Lycos in 26 countries, Angelfire.com, Atrea.com, Azeler.es, Bumeran.com, Direcciona.es, Educaterra.com, Emplaza.com, Gamesville.com, HotBot.com, Ifigenia.com, Invertia.com, Lycos Zone, Maptel.com, Matchmaker.com, Quote.com, RagingBull.com, Rumbo.com, Tripod.com, Uno-e.com and Wired News (Wired.com), and others. With headquarters in Barcelona and operating centers in Madrid, Boston and elsewhere, Terra Lycos is traded on the Madrid stock exchange (TRR) and the NASDAQ electronic market (TRLY). For more information, please visit our corporate Web site at http://www.terralycos.com. (c)2002 Lycos, Inc. Lycos(r) is a registered trademark of Carnegie Mellon University. All other product or service marks mentioned herein are those of Terra Networks, S.A., Lycos, Inc. or their respective owners. All rights reserved. Verizon Information Services and SuperPages.com Verizon Information Services is the world's leading print and online directory publisher, a content provider for communications products and services, and the largest publisher of Hispanic directories in the U.S. With operations in 14 countries and annual revenues of more than $4.3 billion, Verizon Information Services publishes more than 1,200 U.S. Verizon SuperPages directories and nearly 400 international directories with a total circulation of approximately 150 million copies worldwide. Based in the Dallas area, Verizon Information Services produces and markets SuperPages.com, the Internet's #1 online directory and shopping resource. SuperPages.com receives as many as 14 million visits and 9 million unique visitors a month and powers directory services on MSN, InfoSpace, AltaVista, Excite, Lycos, Univision, Ask Jeeves, HotBot, BigFoot, Tripod and Angelfire as well as more than 2,500 affiliate Web sites. The company supports computer literacy with philanthropic programs and through the Enlighten Me and Internet Learning Tutor sites on SuperPages.com. Enlighten Me is a fun site where children and their caregivers go to read, learn and explore. The Internet Learning Tutor is specifically designed for adults who are just learning their way around the Internet. Verizon Information Services is a unit of Verizon Communications Inc. (NYSE:VZ), one of the world's leading providers of communications services. Through its signature Verizon Reads program and the Verizon Literacy Network, Verizon is leading the fight to increase U.S. literacy levels by creating community and corporate awareness, raising funds, encouraging collaboration among literacy providers and engaging employees in supporting literacy programs. #### Related Documents:
correct_subsidiary_00108	FactBench	3	89	https://www.forbes.com/sites/danschawbel/2012/08/23/bob-daviss-advice-to-young-entrepreneurs/	en	Bob Davis's Advice to Young Entrepreneurs	https://imageio.forbes.c…=1600&fit=bounds	https://imageio.forbes.c…=1600&fit=bounds	[ "https://blogs-images.forbes.com/danschawbel/files/2017/12/Dan-Schawbel_avatar_1512422077-400x400.jpg" ]	[]	[]	[ "Entrepreneurs", "Financing", "Management", "Players", "Bob Davis", "Carnegie Mellon University", "Dan Schawbel", "Lycos", "NameMedia", "OpenSky", "ValueClick", "Venture capital", "Vista Equity Partners" ]	null	[ "Dan Schawbel" ]	2012-08-23T00:00:00	Bob Davis Bob Davis is the Founder and former CEO of Lycos, Inc. In October 2000, he served as the CEO of Terra Lycos (TRLY) with the $5.5 billion acquisition of Lycos by Terra Networks of Spain. Bob is renowned for turning Lycos into the fastest IPO in Nasdaq history after [...]	en	https://i.forbesimg.com/48X48-F.png	Forbes	https://www.forbes.com/sites/danschawbel/2012/08/23/bob-daviss-advice-to-young-entrepreneurs/	Bob Davis is the Founder and former CEO of Lycos, Inc. In October 2000, he served as the CEO of Terra Lycos (TRLY) with the $5.5 billion acquisition of Lycos by Terra Networks of Spain. Bob is renowned for turning Lycos into the fastest IPO in Nasdaq history after a mere nine months from inception to offering. Bob has served on the boards of several public and private sector companies including John Hancock (JHFS), Ticketmaster (TCMS), Terra Lycos (TRLY), Lycos (LCOS) and Lycos Europe (LCY). He has advised former President Clinton on matters relating to internet commerce and regulation and has addressed Congress, The United Nations, The National Press Corps and the U.S. Council of Foreign Relations. He is currently a General Partner at Highland Capital Partners focusing primarily on digital media and the internet.You can follow him on Twitter at @BobDavisHCP. In this interview, Bob talks about how he came up with the idea for Lycos, how he decides which companies to invest in, where he gets his ideas from, how you can become a VC and his best advice to young entrepreneurs. How did you come up with the idea for Lycos and what were the challenges of turning the idea into a business? Lycos was my encounter with the old adage that says "luck is where preparation meets opportunity". The technology was invented at Carnegie Mellon University and was licensed by friends in venture capital. I was approached to start the company as its first employee and CEO. My job was to develop a business around some exciting technology in an industry - the Internet - that few had known much about. The early days of the company were full of challenges as there was little precedent to follow for building an online media destination and fewer still on how to generate revenue. We needed to hire a team, all of whom joined us from traditional companies such as NBC, AT&T, Disney, Valvoline and others, that shared a vision for pioneering a market that didn't exist. We then had the dual effort of building two types of customers, the first being end users of Lycos and the second being paid advertisers, all while competitors tried hard to beat our every move. What is most important to you when you decide which companies to invest in? What's least important? The most important criteria for me in making an investment decision is people. It's the strength of the team behind the idea. I learned long ago that a great team can turn a marginal idea into a home run as they pivot and adjust to market challenges and opportunities and then build huge companies of lasting distinction. Steve Jobs' tenure at Apple might be the best example of that ever as a brilliant leader adapted to countless scenarios and re-invented market after market. So when a powerful visionary with the ability to execute walks in my door I want to back him all day long. I almost don't care what his or her idea is as I know they will figure that out over time. Surprisingly, the area I care least about when first meeting an entrepreneur is the detail behind the product offering. There will be a time for that but in our early discussions I want to understand the leader and his or her vision. Where do you get your ideas from and how do you decide which ones to put your energy into? The ideas we get for investments as venture capitalists come from two primary sources. The first is from the entrepreneurs that identify pain points or opportunities in the market. It's these folks that see something and say I can change the world. The second source is from good old fashioned research. We work hard at becoming subject matter experts. We dig into the sub sectors of industries and try to understand what makes them tick. We work hard to understand all of the competitors in a market, the trends going forward and the slivers of light that will allow a young company to exploit the weakness of titans. How does someone become a venture capitalist? What are the qualifications? There is no formal training program to become a VC. In fact, the backgrounds of those in the business are remarkably diverse. Some have been entrepreneurs, like myself, who have built businesses of their own and experienced the trials and tribulations of starting a company. Others have been classically trained at the best business schools in the country and have developed the skills to succeed through apprenticeships in venture firms. Yet others have strong technical backgrounds across any number of industries. Some are doctors and some are journalists that have taken new career paths. A common thread, however, seems to be a passion for building something and enough curiosity to believe what isn't still might be. What three pieces of advice would you give to a young aspiring entrepreneur right now? The advice I would offer to an inspiring entrepreneur today would be: 1) Dare to dream - believe in your vision, don't listen to the naysayers and build something where there was nothing; 2) Do your work - once inspired do your research, be sure you understand the market and the competitors, be sure you understand the capital costs to succeed and be sure you have the team necessary to prevail; 3) If you let up, you lose - the life of an entrepreneur is not for the faint of heart and your perseverance will be tested again and again. The work is long and hard and the sacrifices are significant. In fact, the life of an entrepreneur is one of setbacks, challenges and failures. It's a life of missed anniversaries and birthdays, it's a life of falling down and picking yourself back up but ultimately, for those that have the vision, the hard work and a little bit of luck, it's the ultimate high of looking at a successful company and saying "I built that".
correct_subsidiary_00108	FactBench	0	33	https://sites.google.com/site/webresearchforparalegals/search-sites/lycos	en	Web Research Techniques and Tools for Legal Professionals	https://ssl.gstatic.com/atari/images/public/favicon.ico	https://ssl.gstatic.com/atari/images/public/favicon.ico	[]	[]	[]	[ "" ]	null	[]	null	Lycos http://www.lycos.com	en	https://ssl.gstatic.com/atari/images/public/favicon.ico		https://sites.google.com/site/webresearchforparalegals/search-sites/lycos	Lycos, Inc., is aweb search engine andweb portal established in 1994, spun out ofCarnegie Mellon University. Lycos also encompasses a network of email, webhosting, social networking, and entertainment websites. The company is based inWaltham, Massachusetts and currently a subsidiary ofKakao. The word "Lycos" is short for "Lycosidae", which isLatin for "wolf spider".[5] Lycos is auniversity spin-off that began as a research project byMichael Loren Mauldin ofCarnegie Mellon University's mainPittsburgh campus in May 1994. Lycos Inc. was formed with approximately US$2 million inventure capital funding fromCMGI.Bob Davis became the CEO and first employee of the new company in 1995, and concentrated on building the company into an advertising-supportedweb portal. Lycos enjoyed several years of growth during the 1990s and became the most visited online destination in the world in 1999, with a global presence in more than 40 countries.[6][7] In April 1996, the company completed the fastestinitial public offering from inception to offering inNASDAQ (LCOS) history, ending its first day with a market value of $300 million. It also became the first search engine to go public, before its big rivalsYahoo! andExcite.[8] In 1997, it became one of the first profitableInternet businesses in the world. In 1998, Lycos acquiredTripod.com for $58 million in an attempt to "break into the portal market".[9] Lycos started offeringe-mail services in October 1997.[10] Lycos Europe was a joint venture between Lycos and theBertelsmann transnational media corporation, but it has always been a distinct corporate entity. Although Lycos Europe remains the largest of Lycos's overseas ventures, several other Lycos subsidiaries also entered into joint venture agreements including Lycos Canada, Lycos Korea and Lycos Asia.[11] Lycos was one of the most popular websites on the internet, ranking 8th in 1997, and peaking at 4th in both 1999 and 2001.[12] Near the peak of thedot-com bubble on May 16, 2000, Lycos announced its intent to be acquired byTerra Networks, the Internet arm of the Spanish telecommunications giantTelefónica, for $12.5 billion.[13] The acquisition price represented a return of nearly 3,000 times the company's initial venture capital investment and about 20 times its initial public offering valuation.[14] The transaction closed in October 2000 and the merged company was renamed Terra Lycos, although the Lycos brand continued to be used in the United States. Overseas, the company continued to be known as Terra Networks. Set back by the dot-com bubble burst, in late-2001, Lycos abandoned its own search crawler and started usingFAST.[14] In August 2004, Terra announced that it was selling Lycos toSeoul,South Korea-based Daum Communications Corporation, nowKakao, for $95.4 million in cash, less than 2% of Terra's initial multibillion-dollar investment.[14] In October 2004, the transaction closed and the company name was changed back to Lycos.[14] The remaining Terra half was reacquired by Telefónica. Under new ownership, Lycos began to refocus its strategy. The company moved away from being a search-centric portal and toward a community destination for broadband entertainment content.[14] With a new management team in place, Lycos also began divesting properties that were not core to its new strategy. In July 2006,Wired News, which had been part of Lycos since the purchase of Wired Digital in 1998, was sold[14] toCondé Nast Publications and re-merged withWired Magazine. The Lycos Finance division, best known forQuote.com andRagingBull.com, was sold[14] to FT Interactive Data Corporation in February 2006, while its online dating site,Matchmaker.com, was sold[14] to Date.com. In 2006, Lycos regained ownership of the Lycos trademark from Carnegie Mellon University, allowing the company to rename to Lycos, Inc.[14] During 2006, Lycos introduced several media services, including Lycos Phone which combined video chat, real-time video on demand, and an MP3 player.[15] In November 2006, Lycos began to roll out applications centered on social media, including its video application, Lycos Cinema, that featured simultaneous watch and chat functionality.[16] In February 2007, Lycos MIX was launched, allowing users to pull video clips fromYouTube,Google Video,Yahoo! Video andMySpace Video. Lycos MIX also allowed users to create playlists where other users could add video comments and chat in real-time.[17] As part of a corporate restructuring to focus on mobile, social networks andlocation-based services, Daum sold Lycos for $36 million in August 2010 toYbrant Digital, an Internet marketing company based inHyderabad, India.[18][19][20] Ybrant Digital paid $20 million at signing and there has been a legal dispute over magnitude of the second installment between Ybrant and Daum. In 2018, a New York court ruled in favor of Daum and appointed Daum (by then merged withKakao) as receiver of Ybrant's 56% ownership interest in Lycos.[21] In May 2012, Lycos announced the appointment of former employee Rob Balazy as CEO of Media division of Lycos.[22] In September 2014, Ed Noel was appointed in place of Rob and manages the operations under the title of General Manager of Lycos Media.[23] In June 2015, Lycos announced a pair of wearable devices, called Band and Ring.[24] Lycos Network sites Angelfire, a Lycos property providing free web hosting, blogging and web publishing tools Gamesville, Lycos's massive multi-player gaming site Tripod.com, a Lycos property providing free web hosting, blogging and web publishing tools WhoWhere.com, a people search engine InsiderInfo Weather Zombie, a Lycos property providing weather forecasts, with a zombie theme, viaAccuWeather. Lycos-branded sites Lycos Domains, Internetdomain name purchasing Lycos Mail, an e-mail provider formerly known as Mailcity.com. (As of 15 May 2018 providing only paid services.[25]) Lycos Chat, a photo chatting community. Lycos Weather Lycos Yellow Pages Former Lycos sites GetRelevant.com, a Lycos online advertising site Hotbot, a search engine Quote.com andRagingBull.com, finance sites Matchmaker.com, a dating site Webmonkey, web-building help and tutorials Wired.com, the online arm of Wired magazine Lycos Radio, allowed users to create and host their own free Internet radio shows ^"Daum Kakao names K Cube Ventures' Ji Hoon Rim as CEO". e27.co. August 10, 2015. ^ Pahwa, Nikhil (August 16, 2010)."Lycos Sold To India's Ybrant Digital For $36 Million". MediaNama. India. Retrieved August 17, 2010. ^"Ybrant Must Give Up Lycos Shares In $37M Award". law360.com. May 9, 2018. ^"Lycos.com Site Info".Alexa Internet. Retrieved 2019-04-06. ^ Sherman, Chris (2003-10-08)."What's In A (Search Engine's) Name?". Search Engine Watch. Archived fromthe original on 2015-01-03. Retrieved 2019-02-13. ^ Scott, Virginia A. (2008).Google. Greenwood Publishing Group. ^ Worlock, David (August 20, 2010)."Paradigm Lost". Retrieved April 14, 2013. ^"Lycos IPO bodes well for Net stock". CNET. Retrieved 2019-01-28. ^ Price, Christopher (December 15, 1998). "Gateway to the future: Christopher Price gives the lowdown on the sites which offer not only a way into the worldwide web but so much more".Financial Times. p. 16. ^ Pelline, Jeff."Yahoo buys Four11 for free email". CNET. Retrieved 2019-01-28. ^"Lycos Asia seeks speed and performance".ZDNet. January 17, 2001. ^"Infographic: Top 20 Most Popular Websites (1996-2013)". TechCo. 2014-12-26. Retrieved 2019-02-03. ^ Kleinbard, David (May 16, 2000)."Lycos in $12.5B deal".CNN. ^abcdefghi"Short History of Early Search Engines – The History of SEO". www.thehistoryofseo.com. Retrieved 2019-01-28. ^"Lycos, Jajah Launch Internet Phone Call Services Today".Associated Press.Los Angeles Times. March 27, 2006. ^ BYLUND, ANDERS (November 13, 2006)."Lycos Cinema ties chat to movies; content library, technical details disappoint".Ars Technica. ^ Lowensohn, Josh (February 8, 2007)."Lycos Mix fails to stir".CNET. ^"Ybrant Digital Buys Lycos for $36 Million". BusinessWire. Comtex News Network, Inc. August 16, 2010. Retrieved August 16, 2010. ^"Ybrant Digital Buys Lycos for $36 Million" (Press release).Business Wire. August 16, 2010. ^ Reisinger, Don (August 16, 2010)."Lycos is alive, acquired for $36 million".CNET. ^"Daum Global Holdings Corp. v. Ybrant Digital Limited et al". pacermonitor.com. May 8, 2018. ^ Reidy, Chris (May 7, 2012)."Rob Balazy appointed CEO of Lycos".The Boston Globe. ^"Ed Noel to head Lycos Media Division". businesswireindia.com. Retrieved 2017-10-11. ^ Kastrenakes, Jacob (2015-06-04)."The web portal Lycos is releasing a smart band and smart ring". The Verge. Retrieved 2019-01-28. ^Lycos "End of free service FAQ" (dated 09 April 2018). Accessed 2018-04-12.
correct_subsidiary_00108	FactBench	3	5	https://www.encyclopedia.com/economics/encyclopedias-almanacs-transcripts-and-maps/terra-lycos-inc	en	Terra Lycos, Inc			[ "https://www.encyclopedia.com/themes/custom/trustme/images/header-logo.jpg" ]	[]	[]	[ "TERRA LYCOS", "INC.\nTerra Lycos", "Inc. was formed in October 2000 by the merger of Spain's Terra Networks", "S.A. and the popular Internet portal and search engine", "Lycos", "Inc." ]	null	[]	null	TERRA LYCOS, INC. Terra Lycos, Inc. was formed in October 2000 by the merger of Spain's Terra Networks, S.A. and the popular Internet portal and search engine, Lycos, Inc. Source for information on Terra Lycos, Inc: Gale Encyclopedia of E-Commerce dictionary.	en	/sites/default/files/favicon.ico		https://www.encyclopedia.com/economics/encyclopedias-almanacs-transcripts-and-maps/terra-lycos-inc	Terra Lycos, Inc. was formed in October 2000 by the merger of Spain's Terra Networks, S.A. and the popular Internet portal and search engine, Lycos, Inc. Pittsburgh-based Lycos originated as an Internet search engine in 1995. Through partnerships and acquisitions it became an Internet portal operating several Web sites under different brands, from dating service Matchmaker to financial chat service Quote.com. Lycos expanded internationally by forming joint ventures in Asia, Japan, Latin America, and Europe. Following the acquisition of Lycos by Terra Networks, Terra Lycos had 98 million registered users in 41 countries in mid-2001, making it the third most popular online network in the world. A LEADING INTERNET SEARCH ENGINE, 1995-1997 Lycos, Inc. was created in 1995 by CMG@ Ventures, which purchased the exclusive rights to Lycos Spider Technology from Carnegie Mellon University. Lycos was established as a subsidiary of CMG@Ventures, which later became CMGI Inc., to develop and market the technology. Lycos Spider Technology utilized software robots to scan the Internet and abstract the home pages that it found. Lycos built a catalog of more than 3.7 million Internet pages and had nearly 3.5 million hits a week. The name Lycos was derived from a Latin word for a special kind of spider that leaves its web to hunt. Lycos went public in April 1996 and raised $40 million. It was one of four search engine companies that had their IPOs that year. Yahoo!, the best-known search engine, InfoSeek, and Excite.com also went public. Following their successful IPOs, other companies announced plans to go public or provide commercial searching products. Throughout 1996 Lycos continued to upgrade its search engine by increasing its speed and making it possible to search for telephone numbers and e-mail addresses as well as individual sound, video, and other multimedia files. Lycos also added a city guide that featured 400 cities, and it established a Club Lycos for users that provided them with discounts with merchants. In addition Lycos redesigned its graphic interface to look like an Internet portal. Lycos Europe was formed in May 1997 as a joint venture with German media conglomerate Bertels-mann AG. Later, when Lycos was acquired by Terra Networks in 2000, Bertelsmann pledged $1 billion to advertise and purchase services on Lycos. In the United States, Lycos signed a three-year agreement with Barnes & Noble that made BarnesandNoble.com the exclusive bookseller for Lycos. For fiscal 1997 ending July 31, Lycos had revenue of $22.3 million, up from $5.3 million in fiscal 1996. PURSUED PORTAL STRATEGY, 1998-2000 In 1998 Lycos introduced e-mail and chat capabilities. It added content to its portal-like site through partnerships and acquisitions. It acquired Tripod Inc. for $58 million as part of its strategy to increase traffic and build online communities around targeted content. Tripod provided free Web pages to about one million users, with news and commentary tailored to young adults. Both Lycos and Tripod were among the top 10 most-visited sites on the Web. Following the acquisition, Lycos and Tripod would continue to operate under their own names as part of Lycos's multi-branding strategy. Other content partnerships were formed with Preview Travel, which became the exclusive multi-service provider of travel reservations on Lycos's Travel Web Guide and Travel Network, and CDNow, which became the exclusive retailer of music-related products on Lycos and Tripod sites. CDNow paid Lycos $18.5 million over three years to be featured on Lycos's Shopping Network and Entertainment Web Guides as well as on music-related search results pages, banner ads, and links. Other deals were struck with contact management site PlanetAll and career sites The Monster Board and Online Career Center. During 1998 Lycos introduced its free SafetyNet service, which filtered out objectionable content from Web site searches. Lycos also became the designated content provider for Juno Web, which had 5.5 million subscribers to its free e-mail service. Lycos's $133 million stock purchase of WhoWhere Inc. was a major step in its portal strategy. The acquisition included the popular WhoWhere Internet white pages; MailCity, a free electronic mail system; and Angelfire, a free Web page hosting service. MailCity had 9.3 million registered users, and Angelfire had 1.3 million users. Lycos made another major acquisition in October 1998 when it purchased Wired Digital Inc.'s online products, which included the popular HotBot search engine, Wired News and HotWired news sites, and other content sites offering shopping, e-mail, chat, and travel services. Wired Digital was the last remaining piece of Wired Ventures Inc., which launched Wired magazine in 1993 and subsequently sold it to Conde Nast Publications in 1998. Lycos's acquisitions of different brands and products were designed to make it a "super site" that offered a portfolio of products for a variety of users. Lycos was also developing a community of users by offering features such as chat and gaming. For fiscal 1998 ending July 31 Lycos reported revenue of $56 million but still posted a loss. ENJOYED GROWTH AS AN INDEPENDENT PORTAL, 1999 At the beginning of 1999 Lycos was enjoying tremendous growth. Its audience reach had grown to 46.5 percent, only three percentage points behind Yahoo!. According to a Media Metrix report, Lycos attracted 26.3 million visitors monthly and was the fastest-growing Web portal. The company had recently launched its first national TV advertising campaign, which also included radio spots in 11 major cities and was estimated to cost $25 million. Lycos and the National Football League announced Lycos would create Superbowl.com, the official Web site for Super Bowl XXXIII, in 1999. In early 1999 Lycos was one of the few remaining independent Internet portals. Walt Disney Co. owned a significant portion of Infoseek; Netscape was sold to AOL; Snap was 60 percent owned by NBC; and Excite was being absorbed by @Home. In early 1999 USA Networks, which also owned Ticketmaster and Home Shopping Network, and Lycos were negotiating a deal valued at $22 billion to merge and create USA/Lycos Interactive Networks Inc. However, CMGI Inc., Lycos's largest shareholder with a 22 percent interest in the company, opposed the combination. By May 1999 the deal was declared officially dead. Meanwhile, Lycos's revenue continued to climb. According to figures released by Media Metrix Inc., Lycos surpassed Yahoo! for the first time in March 1999, when nearly 32 million people, or 51.8 percent of U.S. Internet users, visited Lycos, compared to 31.2 million visitors, or 50.8 percent, to Yahoo!. Lycos's visitors included those at the Tripod and Angelfire Web site hosting services, the WhoWhere Internet directory service, the Wired Digital news service, and the Lycos and HotBot Internet search sites, all of which were run as separate entities under the Lycos Network. To further develop its community of users, Lycos launched Lycos Clubs, which enabled members to create virtual clubhouses around shared interests. Other initiatives in 1999 included the Open Directory, a guide to the Web that was operated by some 8,000 volunteers. Lycos Radio Network was introduced in April 1999, making Lycos the first portal to incorporate streaming audio and video. Bertelsmann, Lycos's international joint venture partner, invested $12 million for the expansion of Tripod Europe, which was the fastest growing online community in Europe. Meanwhile, Lycos's largest shareholder CMGI Inc. acquired AltaVista from Compaq Computer Corp. for $2.3 billion. For its fiscal year ending July 31, 1999, Lycos reported a net loss of $4.4 million on revenue of $40.6 million. Later in 1999 Lycos established music.lycos.com, a comprehensive online music destination that offered MP3 search and hosting areas, legal MP3 downloads, 35 radio channels, music news, reviews, chat rooms, message boards, commerce, and an MP3 player download. The company acquired Internet Music Distribution Inc. for about $38 million in stock. Internet Music's music-playing software, Sonique, allowed users to download music files and play them on their personal computers. To bolster its financial services and create a community of users interested in financial information, Lycos purchased Quote.com Inc. for about $78 million in stock. Quote.com provided stock quotes and other financial information. Lycos also expanded its gaming content with the purchase of Gamesville.com, which had 2.2 million registered users, for $207 million in stock. Lycos expanded internationally in the final months of 1999. It formed a pan-Asian joint venture, Lycos Asia, with Singapore Telecom. Lycos Asia launched a site in Singapore and planned to go online in Malaysia and the Philippines. Other plans called for setting up customized versions of Lycos in 10 Asian cities. Lycos launched 12 country-specific sites in Latin America as well as two sites for Spanish speakers in the United States. The firm also launched a Japanese version of Tripod. For the 1999 holiday shopping season, Lycos introduced the Lycos WebShopper, a new comparison-shopping tool, and added links to epinions.com and other sites that provided consumer and professional product reviews. Lycoshop, which featured listings from major retailers and comparative shopping services, was also launched. As a result, Lycos reported a 450 percent increase in the number of unique shoppers for the holiday season over the previous year. As of December 1999 Lycos claimed an audience of 29 million users. TERRA LYCOS CREATED BY MERGER WITH SPAIN'S TERRA NETWORKS, 2000-2001 In May 2000 it was announced that Lycos would be acquired for $12.5 billion by Terra Networks. Wall Street jitters sent Lycos's stock down more than 20 percent. With support from CMGI, Lycos combined with Terra Networks to create Terra Lycos, Inc. in October 2000. Estimates of the merger value ranged between $5.3 and $6.5 billion. Terra Networks had been established in December 1998 as Telefonica Interactiva by Spain's largest telephone company, Telefonica, S.A. Through acquisitions Telefonica Interactiva quickly became the topranked portal and Internet service provider (ISP) in Spain. Later in 1999 the company acquired ISPs and Internet portals in Brazil, Central America, Mexico, Argentina, Chile, and Peru. In November 1999 Telefonica Interactiva went public and changed its name to Terra Networks, S.A. Bertelsmann also participated in the formation of Terra Lycos. The German media giant agreed to provide content to Terra Lycos and to purchase $1 billion worth of services and advertising over a five-year period. With operations in 54 countries, Bertelsmann was the third-largest media company in the world. At the end of 2000 Terra Lycos was providing Internet access to more than 5 million customers worldwide. The company was the leading ISP in Spain, Chile, Peru, and Guatemala, offering both paid and free subscription services. Lycos Asia received permission from the Chinese government to operate a Web portal from Shanghai. Lycos Indonesia was launched in October 2000, and the launch of Lycos Thailand in December 2000 gave Terra Lycos an international presence in 41 countries. Terra Lycos acquired portals in France and Sweden and in 2001 launched Terra Caribe in the Dominican Republic, its 42nd country, and a portal in Russia. Terra Lycos continued to add new content and services to its Web portal through acquisitions and partnerships. It acquired Matchmaker.com, a Texas-based online dating service, for $44 million. The company continued to strengthen its brand through a $20 million national advertising campaign and high-profile partnerships that included building Web sites for the 2000 Olympics in Sydney, Australia. In 2001 it acquired financial Web site Raging Bull from Alta-Vista. Although Terra Lycos continued to make acquisitions in 2001 that were funded in part by a multi-billion dollar rights offering, the company was forced to make some cutbacks as the economy slowed. Jobs were cut and revenue estimates were lowered. The company discontinued free Internet service in Brazil and planned to reduce its overall workforce by 15 percent. After first quarter revenues were lower than expected, Terra Lycos projected that it would return to a positive EBITDA (earnings before interest, taxes, depreciation, and amortization) in 2002. The company's stated goal was to become the first or second leading Internet destination in each of the countries in which it operated. FURTHER READING: Andrews, Whit. "In Every Way, Lycos/USA Is a Big Deal." Internet World, February 15, 1999. ——. "Portal Companies at a Crossroads." Internet World, June 14, 1999. Charski, Mindy. "Opening a Worldwide Portal." Inter@ctive Week, May 22, 2000. Davis, Robert J. Speed Is Life: The CEO of Lycos Reveals His Secrets to Surviving and Thriving on Internet Time. New York: Doubleday, 2001. "Ex-Lycos Chief Executive Tells All in Book." Knight-Ridder/Tribune Business News, May 21, 2001. Gibney, Frank, Jr. "Ahem, Bob Davis Was Right." Time, May 28, 2001. "The Internet—Portal Plays." The Economist (US), May 20, 2000. "Lycos." Washington Business Journal, October 13, 2000. Roth, Daniel. "The Revenge of the Search Engines." Forbes, March 9, 1998. Taylor, Cathy. "Search for Tomorrow: Three Internet Search Engines Are Set to Start Selling Stock." Mediaweek, April 1, 1996. "Terra Calypso." Communications International, May 2001. "Terra Lycos Hits Terra Firma." Communications Today, May 14, 2001. "Terra Lycos: Mano a Mano with Yahoo?" Business Week, January 8, 2001.
correct_subsidiary_00108	FactBench	3	70	https://www.campaignlive.co.uk/article/catch-up-spanish-group-buys-lycos/135267	en	Catch-up - Spanish group buys Lycos.	https://www.campaignlive…avicon-32x32.png	https://www.campaignlive…avicon-32x32.png	[ "https://static.campaignlive.co.uk/img/logoSmallUK.gif", "https://static.campaignlive.co.uk/img/buttons/menu.png", "https://static.campaignlive.co.uk/img/logoSmallUK.gif", "https://api.hbpl.co.uk/Article/ViewCount/135267", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/173/cached.offlinehbpl.hbpl.co.uk/news/OMC/Screenshot2024-07-17at17.38.53.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/173/cached.offlinehbpl.hbpl.co.uk/news/OMC/Screenshot2024-07-17at17.38.53.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/173/cached.offlinehbpl.hbpl.co.uk/news/OMC/Screenshot2024-07-17at17.38.53.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/173/cached.offlinehbpl.hbpl.co.uk/news/OMC/footlockerherp.jpg", "https://www.campaignlive.co.uk/_hbi_ui/basesitenet/img/responsive/logoHaymarket.svg", "https://www.campaignlive.co.uk/_hbi_ui/basesitenet/img/responsive/ipso.svg" ]	[]	[]	[ "" ]	null	[]	null	Lycos, the fourth largest portal in the US, was purchased for $12.5 billion by Spanish internet group Terra Networks, Europe’s second-largest internet company. The new company, Terra Lycos, will operate in 37 countries and boats 60 million customers worldwide. Juan Villalonga, Terra’s president, has been appointed executive president of Terra Lycos, while Bob Davis, president of Lycos, has been named his executive advisor.	en	/apple-touch-icon.png		https://www.campaignlive.co.uk/article/catch-up-spanish-group-buys-lycos/135267?utm_source=website&utm_medium=social	Lycos, the fourth largest portal in the US, was purchased for $12.5 billion by Spanish internet group Terra Networks, Europe’s second-largest internet company. The new company, Terra Lycos, will operate in 37 countries and boats 60 million customers worldwide. Juan Villalonga, Terra’s president, has been appointed executive president of Terra Lycos, while Bob Davis, president of Lycos, has been named his executive advisor.
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]	null	[ "The Economist" ]	2000-05-18T00:00:00	News Summaries	en	/favicon.ico	The Economist	https://www.economist.com/news-summaries/2000/05/18/business-this-week	May 18th 2000\| Terra nova Terra Networks, the Internet firm that is 70%-owned by Telefonica, Spain's former telecoms monopoly, agreed to buy Lycos, America's fourth-largest Internet portal, for $12.5 billion. The Internet's leading Spanish-language firm will acquire English content, which it hopes will enable it to make inroads into the world's biggest markets and improve its ability to exploit fast-growing Latin American markets. Shares in both Terra and Lycos fell sharply, as markets fretted about the deal. This article appeared in the News Summaries section of the print edition under the headline “Business this week” From the May 20th 2000 edition Discover stories from this section and more in the list of contents Explore the edition
correct_subsidiary_00108	FactBench	2	84	https://evertiq.com/news/6691	en	Arrow appoints new Senior Vice President			[ "https://evertiq.com/images/3part/apple-store_button.svg", "https://evertiq.com/images/3part/google-play_button.png" ]	[]	[]	[ "" ]	null	[]	null	Arrow Electronics, Inc. today announced the appointment of John P. McMahon as senior vice president, Corporate Human Resources, effective March 12.	en	/favicon.png		https://evertiq.com/news/6691	Arrow Electronics, Inc. today announced the appointment of John P. McMahon as senior vice president, Corporate Human Resources, effective March 12. McMahon will have responsibility for Arrow's global human resources function, including compensation, benefits, talent management, professional development and human resources policy for the company's nearly 12,000 employees worldwide. He will be a member of the company's Executive Committee, and report to William E. Mitchell, Arrow chairman, president and chief executive officer. "We are delighted to welcome such a seasoned professional to Arrow. With 25 years of experience in human resources, John will be instrumental in formulating and implementing effective human resources policies and programs in support of our employees and businesses worldwide," said Mitchell. "John will create a framework that supports Arrow's short- and long-term growth and business strategy, which includes driving shared leadership to the next level of success." Prior to joining Arrow, McMahon served as senior vice president and chief human resource officer at UMass Memorial Health Care System, the largest health care system in Central and Western Massachusetts. He held the position of senior vice president, Global Human Resources, at Fisher Scientific, a division of Thermo Fisher Scientific that provides laboratory equipment, chemicals, supplies and services, and at Terra Lycos, S.A., a provider of telecommunications and Internet services worldwide. Earlier in his career, McMahon held leadership roles in human resources at companies that included ITT Corporation, a world leader in engineering and manufacturing, and Raytheon Corporation, an industry leader in defense and aerospace systems. McMahon holds a Master of Science degree in human resource management from Upsala College and a Bachelor of Science degree from Mercy College.
correct_subsidiary_00108	FactBench	1	45	https://www.wired.com/2004/08/south-korean-company-buys-lycos/	en	South Korean Company Buys Lycos	https://media.wired.com/photos/669a5840ea323ec07ffe3042/1:1/w_350%2Ch_350%2Cc_limit/undefined		[ "https://www.wired.com/verso/static/wired/assets/logo-header.svg", "https://media.wired.com/photos/669a5840ea323ec07ffe3042/1:1/w_350%2Ch_350%2Cc_limit/undefined", "https://media.wired.com/photos/669acb7748630ecbaf12ecf7/1:1/w_350%2Ch_350%2Cc_limit/undefined", "https://media.wired.com/photos/668d8cb66e7a6e1090cf3509/1:1/w_350%2Ch_350%2Cc_limit/undefined", "https://media.wired.com/photos/667dee9088f067584404bab0/1:1/w_350%2Ch_350%2Cc_limit/undefined", "https://media.wired.com/photos/6685223c8e9bb2a4a7415385/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/66958889b908de73c50ff0ff/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/6691ca66f61e4d03017ff308/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/669182a92827c100f534e5f3/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/66984bf6ff3e60a7d8e06457/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/667af00f03d9027e263f4e95/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/667cad304bc3712ac851c117/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://media.wired.com/photos/667c790e9adfc54147683f93/16:9/w_800%2Ch_450%2Cc_limit/undefined", "https://www.wired.com/verso/static/wired/assets/logo-reverse.svg" ]	[]	[]	[ "" ]	null	[ "WIRED Staff", "Lily Hay Newman", "Lauren Smiley", "Matt Kamen", "Morgan Meaker", "Annie Gilbertson", "Caroline Haskins", "Amanda Hoover", "Steven Levy", "Paresh Dave" ]	2004-08-02T09:15:00-04:00	Daum Communications, a South Korean website firm, acquires Wired News' parent company Lycos from Spain's Terra. The sales price is less than 1 percent of what Terra paid for Lycos in 2000.	en	https://www.wired.com/verso/static/wired/assets/favicon.ico	WIRED	https://www.wired.com/2004/08/south-korean-company-buys-lycos/	South Korea's top website operator, Daum Communications, is to buy the U.S. portal business of Spain's Terra for $95 million, less than 1 percent of the $12.5 billion Terra paid near the height of the Internet boom. In a move that emphasizes the growing global ambitions of South Korean technology companies, Daum said on Monday it will pay 111.2 billion won for 100 percent of Lycos, which Terra bought in an all-stock deal in May 2000. (Wired News is owned by Lycos.) Daum shares fell 5.6 percent to 31,100 won, underperforming a slight fall in the wider market, amid doubts over synergy prospects from the Lycos buy and increasing pessimism about the Internet sector's earnings outlook. Terra said it would keep Lycos' European portal business and its Spanish-language portal in the United States, Terra Networks USA. These assets, which Terra valued at $435 million, tally with its parent company Telefonica's strategy of focusing on the Spanish- and Portuguese-speaking world, abandoning more ambitious expansion plans it launched during the telecom boom. Terra, meanwhile, said the price for the Lycos deal was $105 million, including $10 million in guarantees for real estate leased for Lycos' U.S. operations. Loss-making Terra, 72 percent controlled by Telefonica, said it should book a pre-tax capital gain from the sale of around 20 million euros. While the sale will lower Terra's 2004 revenues, the company said it would not derail its target of turning an EBITDA profit this year. Terra posted a first-half core profit of 2.4 million euros. Terra's volatile shares had slipped 1.7 percent to 2.98 euros at 10:28 a.m. GMT, but analysts said the price of the long-expected deal was within the $95 million to $115 million price range set by Terra in late July. "Obviously, the value of Lycos is nothing like it was in the days of the Internet boom, but the sale price is within the range that Telefonica set," said Glen Chapman, analyst with Ibersecurities brokerage in Madrid. Lycos remains a force on the Internet with Tripod, which allows people to build their own Web pages, and the Wired News site. Daum, the fifth-biggest stock on the junior Kosdaq exchange, said it would finance the deal with 70 billion won of its cash reserves and a bond issue. The Korean firm derives half its revenues from advertising fees, a quarter from online shopping and the rest from video games, lottery, Web-based education, job hunting and other services. South Korea has more broadband connections per head than any other country. "The buyout will provide a springboard for our company to venture into the U.S. Internet market and become a global player," the company said in a statement. Analysts were less effusive. "The buyout price looks reasonable for now, but whether Daum will benefit from the buyout depends on whether synergies could be found," said S.T. Hwang, analyst at Hyundai Securities. "Daum appears to be trying to enhance its brand and long-term profitability by the acquisition." About 70 percent of South Korea's 48 million people have access to the Internet, with about 11.8 million having high-speed connections, giving the country the highest broadband penetration in the world. Lycos is ranked seventh in the United States in terms of site visits and has about 170,000 paid users, according to data provided by Daum. Lycos was put up for sale in April at an asking price of $170 million with investment bank Lehman Brothers acting as advisers. The Korean firm has a joint venture with a Japanese company that is due to launch Web services in September.
correct_subsidiary_00108	FactBench	1	12	https://www.forbes.com/2000/05/22/dvorak_0522.html	en				[]	[]	[]	[ "" ]	null	[]	2000-05-22T00:00:00		en			null
correct_subsidiary_00108	FactBench	3	32	https://www.managementtoday.co.uk/portal-pie-terra-lycos-profiting-information-products/article/547917	en	Terra Lycos: Profiting from Information Products	https://www.managementto…avicon-32x32.png	https://www.managementto…avicon-32x32.png	[ "https://api.hbpl.co.uk/Article/ViewCount/547917", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTLeadershipLessonsPodcastEp51.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTResandData____.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTResandDatabank.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTResandDataCEOTurnover.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTResandDataCEOhomeinvestment.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/35WU35.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/MTChrisMellish.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/King'sSpeech.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTLeadershipLessonsNewsDebriefartwork50.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMandA.jpg", "https://www.managementtoday.co.uk/_hbi_ui/basesitenet/img/responsive/logoHaymarket.svg", "https://www.managementtoday.co.uk/_hbi_ui/basesitenet/img/responsive/ipso.svg" ]	[]	[]	[ "" ]	null	[ "Theodoros Evgeniou" ]	2003-05-01T00:00:00+00:00		en	/apple-touch-icon.png		https://www.managementtoday.co.uk/portal-pie-terra-lycos-profiting-information-products/article/547917	The economics of the new economy are not exactly evident. Internet portals like Yahoo! and AOL, for example, had to invent whole new business models, finding revenue streams among the variety of free services they provide. In essence this has been the Holy Grail for portals: how to get people to pay for services that others are giving away and how to capitalize on the huge number of eyeballs streaming through ones portal. In this Case Study, Theodoros Evgeniou, Assistant Professor of Information Systems, looks at Terra Lycos, considered by some to be a second-tier Internet portal, as it tries to compete with the big three AOL-Time Warner, Microsoft/MSN, and Yahoo! by finding new revenue streams. Terra Lycos was born in October 2000 out of a merger between Terra Networks, a subsidiary of Spanish telecommunications giant Telefónica and US-based Lycos, an Internet portal and service provider. The merger also included a strong role for German media giant Bertelsmann, which agreed to a five-year US$1 billion deal to buy advertising and services from Terra Lycos and offered Terra Lycos exclusive access to its content. The deal was positively viewed as it combined Terras strength in Latin American markets, the deep pockets of Telefónica, and access to one of the worlds largest wireless networks, with Lycos brand name, online properties, strong US presence and positive bottom line. One shareholder wrote: It makes it a real equal of the Yahoo!s of the world and a great near-equal to AOL. Yet despite a spectacular year in 2000, Terra Lycos was hit hard by the Internet downturn and by 2001 was offering a negative shareholder return of minus 87%. Given that its revenue mix was heavily dependent on advertising (75%) Terra Lycos would need to find new revenue streams. Getting users to pay for content seemed a likely start. But very few sites in 2001, other than pornography sites, were actually charging for content. AOL had borrowed the subscription concept from cable companies that succeeded in getting people to pay because their programming was considered premium. Yahoo! followed suit, introducing more paid services, and Terra Lycos was looking to do the same. To build up its content, Terra Lycos began buying stakes in or launching new companies in areas where it did not already have expertise. It invested in travel sites, acquiring a 55% stake in the US booking site OneTravel.com and entered a 50-50 joint venture with the Latin America travel site Rumbo. The company also moved into B2B car sales and B2E (business-to-employee) e-business centers offering administrative functions to small and medium-sized companies. In addition, Terra had acquired two financial sites Raging Bull and Quote.com when it merged with Lycos, boosting content in an area (personal finance) where user-generated income was high. In the process of acquiring and diversifying its content to attractive more paying customers, Terra Lycos ran across some stumbling blocks: switching acquired companies over to the same platforms and software; resolving branding issues; getting new employees from different countries to embrace a single company culture; and trying to create a coherent range of services. The issues revolving around brand identity got even fuzzier when the company expanded into non-Internet-related sites, such as television programming and print publications. With a new CEO pushing cost-cutting and revenue diversification, Terra Lycos was moving toward the cant miss goal of positive EBIDTA in 2002. Yet given its strong cash position and advantageous geographic positioning, Terra Lycos still trailed the big three in market reach, brand recognition and profits. At this stage in the game, what should Terra Lycos do next? INSEAD 2003
correct_subsidiary_00108	FactBench	0	88	https://encyclopedia.pub/entry/31800	en	Dot-Com Bubble	https://encyclopedia.pub…/header_logo.png	https://encyclopedia.pub…/header_logo.png	[ "https://encyclopedia.pub/build/images/header_logo.png", "https://encyclopedia.pub/build/images/logo.png", "https://encyclopedia.pub/build/images/point-3.png", "https://encyclopedia.pub/media/common/202210/mceclip0-635f8f387ddcd.png", "https://encyclopedia.pub/media/banner/202407/3-6684f707c7802.png", "https://encyclopedia.pub/media/banner/202407/6-6684f73caafa6.png", "https://encyclopedia.pub/media/banner/202407/7-6684f783f1faa.png", "https://encyclopedia.pub/media/banner/202312/blob-656ebf694cc49.", "https://encyclopedia.pub/build/images/feedback_success.png" ]	[]	[]	[ "" ]	null	[]	2022-10-28T11:25:54+02:00	Encyclopedia is a user-generated content hub aiming to provide a comprehensive record for scientific developments. All content free to post, read, share and reuse.	en	/favicon.ico		https://encyclopedia.pub/entry/31800	1. Prelude to the Bubble In 1993, the release of the Mosaic web browser made access to the World Wide Web easier.[1] Internet usage increased as a result of the reduction of the "digital divide" and advances in connectivity, uses of the Internet, and computer education. Between 1990 and 1997, the percentage of households in the United States owning computers increased from 15% to 35% as computer ownership progressed from a luxury to a necessity.[2] This marked the shift to the Information Age, an economy based on information technology, and many new companies were founded. At the same time, relatively lower interest rates increased the availability of capital compared to the 1970s and 1980s, where bouts of extreme inflation led to historically high interest rates to contain/reduce high inflation.[3] The Taxpayer Relief Act of 1997, which lowered the top marginal capital gains tax in the United States, also made people more willing to make more speculative investments.[4] Alan Greenspan, the former Chair of the Federal Reserve, allegedly fueled investments in the stock market by putting a positive spin on stock valuations.[5] The Telecommunications Act of 1996 was expected to result in many new technologies, and people wanted to profit from them.[6] 2. The Bubble As a result of these factors, many investors were eager to invest, at any valuation, in any dot-com company, especially if it had one of the Internet-related prefixes or a ".com" suffix in its name.[7] Venture capital was easy to raise. Investment banks, which profited significantly from initial public offerings (IPO), fueled speculation and encouraged investment in technology.[8] A combination of rapidly increasing stock prices in the quaternary sector of the economy and confidence that the companies would turn future profits created an environment in which many investors were willing to overlook traditional metrics, such as the price–earnings ratio, and base confidence on technological advancements, leading to a stock market bubble.[5] Between 1995 and 2000, the Nasdaq Composite stock market index rose 400%.[7] It reached a price–earnings ratio of 200, dwarfing the peak price–earnings ratio of 80 for the Japanese Nikkei 225 during the Japanese asset price bubble of 1991.[5] In 1999, shares of Qualcomm rose in value by 2,619%, 12 other large-cap stocks each rose over 1,000% value, and 7 additional large-cap stocks each rose over 900% in value. Even though the Nasdaq Composite rose 85.6% and the S&P 500 Index rose 19.5% in 1999, more stocks fell in value than rose in value as investors sold stocks in slower growing companies to invest in Internet stocks.[9] An unprecedented amount of personal investing occurred during the boom and stories of people quitting their jobs to engage in full-time day trading were common.[10] The news media took advantage of the public's desire to invest in the stock market; an article in The Wall Street Journal suggested that investors "re-think" the "quaint idea" of profits, and CNBC reported on the stock market with the same level of suspense as many networks provided to the broadcasting of sports events.[5][11] At the height of the boom, it was possible for a promising dot-com company to become a public company via an IPO and raise a substantial amount of money even if it had never made a profit—or, in some cases, realized any material revenue. People who received employee stock options became instant paper millionaires when their companies executed IPOs; however, most employees were barred from selling shares immediately due to lock-up periods.[8] The most successful entrepreneurs, such as Mark Cuban, sold their shares or entered into hedges to protect their gains. 2.1. Spending Tendencies of Dot-Com Companies Most dot-com companies incurred net operating losses as they spent heavily on advertising and promotions to harness network effects to build market share or mind share as fast as possible, using the mottos "get big fast" and "get large or get lost". These companies offered their services or products for free or at a discount with the expectation that they could build enough brand awareness to charge profitable rates for their services in the future.[12][13][14] In January 2000, there were 16 dot-com commercials during Super Bowl XXXIV, each costing $2 million for a 30-second spot. The "growth over profits" mentality and the aura of "new economy" invincibility led some companies to engage in lavish spending on elaborate business facilities and luxury vacations for employees. Upon the launch of a new product or website, a company would organize an expensive event called a dot com party.[15][16] 2.2. Bubble in Telecom Telecommunications equipment providers, convinced that the future economy would require ubiquitous broadband access, went deeply into debt to improve their networks with high-speed equipment and fiber optic cables. In many areas, such as the Dulles Technology Corridor in Virginia, governments funded technology infrastructure and created favorable business and tax law to encourage companies to expand.[17] In Europe, mobile phone companies overspent on 3G licences, which led them deep into debt. The investments in infrastructure were far out of proportion to cash flow. These were major factors that led to the telecoms crash.[6] 3. Bursting of the Bubble Around the turn of the millennium, spending on technology was volatile as companies prepared for the Year 2000 problem, which, when the clocks changed to the year 2000, actually had minimal impact. On January 10, 2000, America Online, led by Steve Case and Ted Leonsis, announced a merger with Time Warner, led by Gerald M. Levin. The merger was the largest to date and was questioned by many analysts.[18] In February 2000, with the Year 2000 problem no longer a worry, Alan Greenspan announced plans to aggressively raise interest rates, which led to significant stock market volatility as analysts disagreed as to whether or not technology companies would be affected by higher borrowing costs. On March 10, 2000, the NASDAQ Composite stock market index peaked at 5,048.62.[19] On March 13, 2000, news that Japan had once again entered a recession triggered a global sell off that disproportionately affected technology stocks.[20] On March 15, 2000, Yahoo! and eBay ended merger talks and the Nasdaq fell 2.6% but the S&P 500 Index rose 2.4% as investors shifted from strong performing technology stocks to poor performing established stocks.[21] On March 20, 2000, Barron's featured a cover article titled "Burning Up; Warning: Internet companies are running out of cash -- fast", which predicted the imminent bankruptcy of many internet companies.[22] This led many people to rethink their investments. That same day, Microstrategy announced a revenue restatement due to aggressive accounting practices. Its stock price, which had risen from $7 per share to as high as $333 per share in a year, fell $140 per share, or 62%, in a day.[23] The next day, the Federal Reserve raised interest rates, leading to an inverted yield curve, although stocks rallied temporarily.[24] On April 3, 2000, judge Thomas Penfield Jackson issued his conclusions of law in the case of United States v. Microsoft Corp. (2001) and ruled that Microsoft was guilty of monopolization and tying in violation of the Sherman Antitrust Act. This led to a one-day 15% decline in the value of shares in Microsoft and a 350-point, or 8%, drop in the value of the Nasdaq. Many people saw the legal actions as bad for technology in general.[25] That same day, Bloomberg published a widely read article that stated: "It's time, at last, to pay attention to the numbers".[26] On Friday, April 14, 2000, the Nasdaq Composite index fell 9%, ending a week in which it fell 25%. Investors were forced to sell stocks ahead of Tax Day, the due date to pay taxes on gains realized in the previous year.[27] By June 2000, dot-com companies were forced to rethink their advertising campaigns.[28] On November 9, 2000, Pets.com, a much-hyped company that had backing from Amazon.com, went out of business only nine months after completing its IPO.[29][30] By that time, most internet stocks had declined in value by 75% from their highs, wiping out $1.755 trillion in value.[31] In January 2001, just three dot-com companies bought advertising spots during Super Bowl XXXV: E-Trade, Monster.com, and Yahoo! HotJobs.[32] The September 11 attacks accelerated the stock-market drop later that year.[33] Investor confidence was further eroded by several accounting scandals and the resulting bankruptcies, including the Enron scandal in October 2001, the Worldcom scandal in June 2002,[34] and the Adelphia Communications Corporation scandal in July 2002. By the end of the stock market downturn of 2002, stocks had lost $5 trillion in market capitalization since the peak.[35] At its trough on October 9, 2002, the NASDAQ-100 had dropped to 1,114, down 78% from its peak.[36][37] 4. Aftermath After venture capital was no longer available, the operational mentality of executives and investors completely changed. A dot-com company's lifespan was measured by its burn rate, the rate at which it spent its existing capital. Many dot-com companies ran out of capital and went through liquidation. Supporting industries, such as advertising and shipping, scaled back their operations as demand for services fell. However, many companies were able to endure the crash; 48% of dot-com companies survived through 2004, albeit at lower valuations.[13] Several companies and their executives were accused or convicted of fraud for misusing shareholders' money, and the U.S. Securities and Exchange Commission levied large fines against investment firms including Citigroup and Merrill Lynch for misleading investors. After suffering losses, retail investors transitioned their investment portfolios to more cautious positions.[38] 4.1. Job Market and Office Equipment Glut Layoffs of programmers resulted in a general glut in the job market. University enrollment for computer-related degrees dropped noticeably.[39][40] Anecdotes of unemployed programmers going back to school to become accountants or lawyers were common. Failed startups liquidated all of their computer equipment and office equipment such as Herman Miller Aeron chairs.[41] 4.2. Legacy As growth in the information technology sector stabilized, companies consolidated, some, such as Amazon.com, eBay, and Google gained market share and came to dominate their respective fields. The information technology industry came to more closely resemble other sectors of the economy, albeit with still a faster growth rate and higher valuations than other sectors. There are now many information technology companies ranked at the top of the Fortune 500 . In a 2015 book, venture capitalist Fred Wilson, who funded dot-com companies and lost 90% of his net worth when the bubble burst, said about the dot-com bubble: "A friend of mine has a great line. He says 'Nothing important has ever been built without irrational exuberance'. Meaning that you need some of this mania to cause investors to open up their pocketbooks and finance the building of the railroads or the automobile or aerospace industry or whatever. And in this case, much of the capital invested was lost, but also much of it was invested in a very high throughput backbone for the Internet, and lots of software that works, and databases and server structure. All that stuff has allowed what we have today, which has changed all our lives... that's what all this speculative mania built".[42] 5. Notable Companies
correct_subsidiary_00108	FactBench	3	65	https://www.wipo.int/amc/en/domains/decisions/html/2001/d2001-0828.html	en	WIPO Domain Name Decision: D2001			[ "https://www.wipo.int/export/sites/www/amc/en/images/wipologo.gif" ]	[]	[]	[ "edocs.dnddocs", "dnddocs", "D2001-0828", "Domain Name Decisions", "Resoluciones relativas a los nombres de dominio", "D�cisions rendues sur des litiges relatifs � des noms de domaine" ]	null	[ "Mediation Center" ]	2001-08-23T00:00:00					null	WIPO Arbitration and Mediation Center ADMINISTRATIVE PANEL DECISION Lycos Asia Ltd v. Buy This Name Case No. D2001-0828 1. The Parties The Complainant in this proceeding is Lycos Asia Ltd, a Singapore company with its principal place of business at 10 Eunos Road 8, #12-05 Singapore Post Centre, Singapore. The Respondent in this proceeding is a party known as "Buy This Name" located at 19, Bondarenko Square, Obninsk, Kaluga, Russia. 2. The Domain Name and Registrar This dispute concerns the domain name <lycosbox.com> ("the Domain Name"). The registrar with which the domain name is registered is: BulkRegister.com, Inc., Baltimore, United States of America. The Domain Name was registered on May 10, 2001. 3. Procedural History A complaint pursuant to the Uniform Domain Name Dispute Resolution Policy ("the Policy") and the Rules for Uniform Domain Name Dispute Resolution Policy ("the Rules") both of which are implemented by ICANN on October 24, 1999, was received by the Center in hardcopy on June 25, 2001. A Complaint Deficiency Notification was sent to the Complainant on July 4, 2001, requesting the complaint in electronic format. The complaint was received in electronic format on July 7, 2001, and payment in the required amount to the Center has been made by the Complainant. On June 28, 2001, a request for registrar verification was sent to the Registrar requesting confirmation that it had received a copy of the complaint from the Complainant, that the Domain Name was currently registered with it and that the Policy was in effect, and requesting full details of the holder of the Domain Name and advice as to the current status of the Domain Name. On July 10, 2001, the administrative proceeding began. No response was received from the Respondent. On July 26, 2001, the Notification of Complaint was returned from the Respondent's address. On, August 7, 2001, notification of appointment of an administrative Panel and projected decision date ("the appointment notification") was sent to the Complainant and the Respondent. In accordance with the Complainant�s request, the appointment notification informed the parties that the administrative Panel would comprise of one Panelist, Clive Elliott, and advised that the decision should be forwarded to WIPO by August 21, 2001. On August 17, 2001, a decision was rendered to the Center. 4. Factual Background The Complainant states that it is a leading Internet portal and website and services provider that is part of the Terra Lycos network of Internet portals and websites. Terra Lycos is a new global Internet network operating in 40 countries in 19 languages, reaching 91 million unique monthly visitors worldwide. Created by the combination of Terra Networks, S.A., and Lycos, Inc., in October 2000, TerraLycos is said to be one of the most popular Internet networks in North America, Europe and Asia, and is the number three Internet access provider in the world. The Complainant asserts it has the exclusive, perpetual and worldwide right to use the LYCOS trademark by virtue of its license agreement with the trademark owner, Carnegie Mellon University. Lycos, Inc. subsequently granted the right to use the LYCOS trademark in the Asia-Pacific region (including Singapore, Hong Kong, the People�s Republic of China, Taiwan, Malaysia, India, Thailand, the Philippines, Brunei, Indonesia, Vietnam, Laos, Myanmar and Cambodia) to the Complainant pursuant to the terms of a license agreement between the Lycos, Inc. and Lycos Asia Pte Ltd (i.e., the Complainant�s predecessor). Lycos, Inc. also granted to the Complainant the right to register and use the LYCOS trademark in domain names in the above territory pursuant to the terms of this license agreement. 5. Parties� Contentions A. Complainant The Complainant states that it registered and used the Domain Name on or around April 3, 2000, for the purpose of providing free e-mail services and other services and information. It is asserted that through this registration and use of the Domain Name in connection with providing free e-mail services and other services, the Complainant has acquired additional common law rights in the trademark and domain name <lycosbox.com>. When the Complainant attempted to renew its registration in May 2001, it discovered that it could not re-register the domain name <lycosbox.com> due to the Respondent�s registration of this domain name. The Respondent failed to reply to the Complainant�s correspondence of May 18, 2001, whereby the Complainant demanded that the Respondent cease and desist from any further use of the Domain Name or the "LYCOS" trademark. A true and correct copy of the Complainant�s cease and desist letter to the Respondent is on the record. The Complainant submits that in its failure to reply to such correspondence, the Respondent has failed to provide any evidence of its right or legitimate interest in respect of the "LYCOS" mark or the Domain Name. The Complainant points out that the Respondent has taken advantage of the Complainant�s failure to renew a domain name that incorporates a famous mark (i.e., LYCOS) that must have been known by the Respondent to be associated with the Complainant, its related companies and its and their products and services (i.e., Internet e-mail services). Furthermore, it is noted that the Respondent has no connection with Complainant�s enterprise. The Complainant claims the Respondent has put in place a mechanism whereby any person who attempts to access the Complainant�s website and services through the Domain Name is automatically linked to a pornographic website, "www.pornolio.com". The Respondent�s pornographic website features a series of hyperlinks to third party websites that feature additional pornographic content, which indicates that the Respondent receives a royalty or other fee for the Internet traffic that it drives to such third parties�sites and/or for persons who register as members of such sites by virtue of having accessed such sites through the Respondent�s website. Additionally, the homepage of Respondent�s pornographic website are said to feature advertisements for third party websites, with such advertising revenues being increased by the virtue of more persons accessing the Respondent�s pornographic website. Finally, it is stated that the Respondent�s redirection of Internet traffic to other websites through the use of the Domain Name is not a bona fide offering of services. Therefore, the Respondent has used the Domain Name to attract Internet users to the Respondent�s website for its commercial gain by creating a likelihood of confusion with the Complainant�s mark as to the source, sponsorship, affiliation, or endorsement of the Respondent�s pornographic website. The Complainant says that it has received numerous complaints from persons who had previously accessed and used the Complainant�s website through the Domain Name and who have inadvertently accessed the Respondent�s pornographic website. Examples of these complaints have been provided. The Complainant alleges the Respondent has also failed to provide his or her true name as the registrant of the Domain Name. Additionally, the Respondent appears to have used a false name (i.e., the famous author Charles Bukowski, who died in 1994) as the administrative contact for the domain name registration. B. Respondent No response was received from the Respondent. 6. Discussion and Findings Paragraph 4(a) of the Policy requires that the Complainant must prove each of the following: - The Domain Name is identical or confusingly similar to a trademark or service mark in which the Complainant has rights; and - The Respondent has no right or legitimate interest in respect of the Domain Name; and - The Domain Name has been registered and is being used in bad faith. Paragraph 4(b) of the Policy sets out four illustrative circumstances that, if proved, constitute evidence of bad faith as required by paragraph 4(a)(iii) referred to above. Paragraph 4(c) of the Policy sets out three illustrative circumstances that, if proved, constitute evidence of a right or legitimate interest as described in paragraph 4(a)(ii) referred to above. Domain Name Identical or Confusingly Similar It is clear from the evidence, and not disputed by the Respondent, that "LYCOS" is well recognized and famous in relation to Internet services in many countries of the world. It is also asserted and not disputed that "LYCOS" is a brand of very significant value. The "LYCOS" trademark is widely registered. The Complainant uses "LYCOS" with a range of other distinctive or descriptive terms to identify various aspects of its business. Likewise the evidence is that the Domain Name has been used by the Complainant in trade and separate common law rights subsist in the said domain name. The Domain Name is a combination of the trademark "LYCOS" and the term "box". The Domain Name is confusingly similar to the trademark" LYCOS". No Right or Legitimate Interest Given the huge use and exposure of the "LYCOS" trademark and in the absence of any explanation from the Respondent as to why it might have a right or legitimate interest in using the word "LYCOS" or "lycosbox", it is difficult to imagine how the Respondent might have a right or legitimate interest to use "LYCOS" as part of its domain name, leave alone as the first and dominant part. The panel is unaware of any particular meaning attributable to the word other than as a description of the Complainant or those associated with it. The Complainant makes out its case on this ground. Domain Name Registered and Being Used in Bad Faith It appears that there has been no bona fide use of the Domain Name by the Respondent. The only use made appears to be to direct users to commercial porn sites and links. The use of an identical or very similar trademark to direct users to websites in this way amounts to a prima facie case of improper motive/bad faith. Unsurprisingly, such use is not asserted to be in good faith and it hardly could be. Further, the Panel finds that the person who registered the Domain Name is not the Registrant whose name appears as such, and that the deception undertaken warrants a finding of egregious bad faith on the part of the party that registered the Domain Name and/or the Respondent. Whether or not the Respondent is simply a front, it seems that the true identity of the party that actually holds or controls the domain name remains uncertain. Nevertheless, the Domain Name appears too have been registered by deception and is being used as an instrument of deception and bad faith. Given the absence of any explanation and the prima facie case that the Complainant has put forward, it is found that the Domain Name was registered and is being used in bad faith. Accordingly, the Complainant makes out its case on all three grounds. 7. Decision The Domain Name should be transferred to the Complainant. Clive L. Elliott Sole Panelist Dated: August 17, 2001
correct_subsidiary_00108	FactBench	0	26	https://www.zdnet.com/article/web-portal-for-sale-slightly-used/	en	Web portal for sale, slightly used	https://www.zdnet.com/a/…t=675&width=1200	https://www.zdnet.com/a/…t=675&width=1200	[ "https://www.zdnet.com/a/img/resize/5eff43175d332df456cd17b11ca7b75fbf95e545/2014/12/04/556f791f-7b69-11e4-9a74-d4ae52e95e57/zd-defaultauthor-jim-hu.jpg?auto=webp&fit=crop&frame=1&height=192&width=192", "https://www.zdnet.com/a/hub/i/2015/06/11/84db0885-0ff5-11e5-9a74-d4ae52e95e57/highimpact.gif" ]	[]	[]	[ "" ]	null	[ "Jim Hu" ]	2004-04-27T21:15:00+00:00	Terra Lycos hires Lehman Brothers and touts booming search market in a bid to sell its flagging U.S. division.	en	https://www.zdnet.com/a/…-logo-yellow.png	ZDNET	https://www.zdnet.com/article/web-portal-for-sale-slightly-used/	Spanish Internet company Terra Lycos has retained investment bank Lehman Brothers to explore a possible sale of its U.S. Internet business, including its flagship Lycos.com Web site, according to a document obtained by CNET News.com. News.context What's new: Terra Lycos has retained investment bank Lehman Brothers to sell Lycos.com in hopes of focusing on its Spanish-language businesses. Bottom line: The sale would unwind the $12.5 billion merger of Terra Networks and Lycos, struck during the height of the dot-com boom. More stories on Terra Lycos A sale of the unit, which is based in Waltham, Mass., would unwind the $12.5 billion merger of Lycos and Terra Networks, struck in 2000 at the height of the dot-com bubble. Now, with a resurgence of online advertising spending, Terra is seeking a buyer for the Lycos division as it focuses on its Spanish- and Portuguese-language businesses, according to the document, prepared by Lehman Brothers and circulated to prospective buyers over the past several weeks. "An acquisition of Lycos, one of the last available premier Internet search and content properties, represents an outstanding and unique value creation opportunity at a time when advertising budgets are increasing, paid online content is gaining broader acceptance and public markets are favorably rewarding consolidation in the rapidly growing search market," the document reads. Terra Lycos is hoping to sell Lycos for cash or liquid shares. Although no purchase price was listed, one source familiar with the deal said Terra Lycos is looking to sell Lycos for $200 million, based on $98 million in pro-forma revenue that the site generated in 2003. A Terra Lycos representative declined to comment. A spokeswoman for Lehman Brothers did not immediately return calls seeking comment. On the rebound The effort to sell Lycos offers the latest evidence of the reviving fortunes of Internet companies, thanks to improved financial earnings and growing confidence in online advertising. Hype for the sector is set to soar this week, when Web search engine giant Google is expected to announce plans for an initial public offering, an event that could inspire a new round of dot-com deal-making. Few expect a return to the heady days of the late 1990s, when Internet companies with no profits were sold for stock worth billions of dollars on paper. But excitement is building once again for Internet companies--particularly those with an angle on Web search. The success of the paid-search business has sent the stocks of Internet search companies surging. Yahoo has led the way in deal-making to date, acquiring companies in the United States and abroad with stock and cash from a $2.79 billion war chest. In the past year, Yahoo has acquired paid-search company Overture Services for about $1.6 billion, French comparison shopping site Kelkoo for $579 million in cash and Chinese search company 3721 Network Software for $120 million. The success of the paid-search business has sent the stocks of Internet search companies surging, including those of little-known players such as Mamma.com, whose shares jumped from about $2 in early March to more than $10. The company is backed by dot-com bubble investor extraordinaire Mark Cuban, who sold his Broadcast.com start-up to Yahoo in 1999 for stock worth more than $5 billion, and cashed out near the top. War stories The portal wars that marked the mid-1990s ended with Yahoo, America Online and Microsoft's MSN as the victors. Second-tier portals, such as Lycos, have remained popular according to online measurement firms, but their audiences are a fraction of the leaders'. Walt Disney shut down Infoseek after spending billions of dollars trying to build out its own Go.com Web portal. Excite.com, which was acquired by cable Internet service provider @Home for $6.7 billion in over-valued stock in 1999, was sold in 2001 in bankruptcy court for $10 million to online sweepstakes site iWon and Web directory InfoSpace. Ask Jeeves in March said it is buying Interactive Search Holdings, owner of several destination sites including iWon, Excite and My Way, for about $343 million in cash and stock. Terra Lycos is exploring a sale of its U.S. division following several rounds of layoffs and a recently announced restructuring that aims to refocus the company on search and its subscription businesses. According to the Lehman Bros. document, Lycos currently has about 170,000 paying subscribers for products including its Matchmaker online dating service. Lycos lost $24 million in 2003, but broke even in the fourth quarter of that year, according to the Lehman document. The company expects to make a profit in 2004. In February, Lycos laid off 20 percent of its U.S. staff and announced it would focus its business on the social-networking trend established by Friendster and Google's Orkut.com. A year prior to that, Lycos had laid off 147 employees, 22 percent of the company, to refocus the company on a "global," rather than regional, scale. The company also said it would boost its collection of vertical sites. Much of the trouble began in the fall of 2002 when German media giant Bertelsmann said it would renegotiate $675 million remaining from a $1 billion deal to buy in advertising as part of the Terra-Lycos merger. The renegotiation eventually lead to the departure of former U.S. head Stephen Killeen. A baby boom? Things are beginning to look up for Web businesses, however, thanks to renewed confidence in online advertising, bolstered by Web search. Lycos uses Google to post commercial links throughout its Web search results and gets a cut of revenue every time one of its users clicks on the link, something the Lehman Bros. bankers are counting on to lure in potential buyers. Google and Yahoo subsidiary Overture have helped contribute significant amounts of cash to companies that use their search links. AOL, for instance, received $200 million in 2003 from revenue generated through its Google relationship, up from $35 million in 2002. Lycos may also have some other assets that would interest potential buyers, such as its collection of various Web sites for certain categories. The company operates businesses such as Matchmaker.com for online personals, Quote.com for finance, Angelfire and Tripod for Web publishing, and Wired News. These businesses could be attractive for some potential suitors. "Is it worth buying a second-tier portal? To the right buyer it may make a lot of sense," said Charlene Li, an analyst at Forrester Research. "You can make a good living (even) if you're not the top player."
correct_subsidiary_00108	FactBench	3	24	https://www.infoworld.com/article/2205325/terra-lycos-finds-buyer-for-u-s-unit.html	en	Terra Lycos finds buyer for U.S. unit	https://www.infoworld.co…avicon-32x32.png	https://www.infoworld.co…avicon-32x32.png	[ "https://www.infoworld.com/wp-content/uploads/2024/07/2520817-0-84992100-1721687889-shutterstock_339205646-100946977-orig.jpg?quality=50&strip=all&w=375", "https://www.infoworld.com/wp-content/uploads/2024/07/2520803-0-15318900-1721342270-shutterstock_1451794184-100952664-orig.jpg?quality=50&strip=all&w=375", "https://www.infoworld.com/wp-content/uploads/2024/07/2520525-0-00017900-1721298859-shutterstock_2041424264.jpg?quality=50&strip=all&w=375", "https://www.infoworld.com/wp-content/uploads/2024/07/Youtube-Thumbnails_Template-OLD-1.png?w=444", "https://www.infoworld.com/wp-content/uploads/2024/06/youtube-thumbnails_template-old-100963211-orig.jpg?quality=50&strip=all&w=444", "https://www.infoworld.com/wp-content/uploads/2024/06/youtube-thumbnails_template-old-100963201-orig.jpg?quality=50&strip=all&w=444" ]	[]	[]	[ "" ]	null	[ "Juan Carlos Perez" ]	2004-07-28T15:52:07-04:00	Company could sell for $95-$115 million, far short of the $12.5 billion Terra paid for Lycos in May 2000	en	https://www.infoworld.com/wp-content/themes/iw-b2b-child-theme/src/static/img/favicon.ico	InfoWorld	https://www.infoworld.com/article/2205325/terra-lycos-finds-buyer-for-u-s-unit.html	Terra Lycos has chosen a potential buyer for its U.S. Lycos subsidiary, the Barcelona provider of Internet access, services and content disclosed Wednesday in a filing with Spain’s Comisión Nacional del Mercado de Valores, the agency in charge of supervising the country’s stock markets and related activities. The sale price will be in the range of $95 million to $115 million, the filing states. This is a far cry from the $12.5 billion Terra paid for the Waltham, Massachusetts-based Lycos in the heady days of the Internet frenzy in May 2000. Terra Lycos, with its largest base of operations in Madrid, will disclose the potential buyer’s name when the two parties reach a definitive agreement, according to Wednesday’s filing. Prior to the sale, some Lycos Inc. assets will be transferred over to Terra Lycos, including Lycos Inc.’s stakes in the Terra Networks USA and Lycos Europe units. Terra Networks USA’s most visible activity is the operation of the Terra.com portal for U.S. Hispanics, a Terra Lycos spokeswoman said. Meanwhile, Lycos Europe operates a network of European Web sites in various languages and provides a variety of Internet services and content, according to information found on its Web site (www.lycos-europe.com).
correct_subsidiary_00108	FactBench	1	46	https://www.zdnet.com/home-and-office/networking/bob-davis-steps-down-as-terra-lycos-ceo/	en	Bob Davis steps down as Terra Lycos CEO	https://www.zdnet.com/a/…t=675&width=1200	https://www.zdnet.com/a/…t=675&width=1200	[ "https://www.zdnet.com/a/img/resize/5eff43175d332df456cd17b11ca7b75fbf95e545/2014/12/04/556f791f-7b69-11e4-9a74-d4ae52e95e57/zd-defaultauthor-jim-hu.jpg?auto=webp&fit=crop&frame=1&height=192&width=192" ]	[]	[]	[ "" ]	null	[ "Jim Hu" ]	2001-02-01T00:00:00+00:00	The CEO leaves after what appeared to be a power struggle. He leaves as as the newly-merged Terra Lycos is taking heat from investors.	en	https://www.zdnet.com/a/…-logo-yellow.png	ZDNET	https://www.zdnet.com/home-and-office/networking/bob-davis-steps-down-as-terra-lycos-ceo/	Terra Lycos confirmed Thursday that Chief Executive Bob Davis is stepping down amid a top-level management shake-up. . The company, which topped estimates for the fourth quarter, said it was comfortable with first-quarter targets but was mum on the outlook for fiscal 2001. Investors have become increasingly skittish about Terra Lycos as several competitors are warning of rough times ahead. In many ways, the management shake-up couldn't have come at a worse time. Terra Lycos, formed from the merger of Spain-based Terra Networks and U.S. portal Lycos (lcos), is only 3 months old and faces a tough market environment. The company reported a fourth-quarter loss of 17 cents a share on sales of $164 million. Earnings tracking company First Call said analysts had projected a loss of 22 cents a share on sales of $151 million. Executives said the company was comfortable consensus estimates for the first quarter. According to First Call, the company is expected to lose 14 cents a share on sales of $177 million. However, Terra Lycos executives said they couldn't predict 2001 results because of "softness in the market." In the shake-up, Davis will step down as CEO to become a nonexecutive chairman at the company. He also will become a partner at venture capital firm Highland Capital Partners. Chairman Joaquim Agut will take the reins at Terra Lycos. Chief Financial Officer Ted Philip will become vice president of strategic planning and mergers and acquisitions. Elias Rodriguez-Vina will replace Philip as CFO. On a conference call with analysts, Davis said reports of a rift between him and Agut were overblown but noted that having two chiefs doesn't work well in practice. "This is a day that holds a lot of mixed emotions for me," said Davis, who reiterated that he will still be involved in strategic planning. Davis' tenure was marked by his signature scrappiness that turned an obscure Web search engine developed at Carnegie Mellon University into a new media company. As the first employee at Lycos, Davis also shepherded the company through times of turmoil, from an embarrassing failed merger with USA Networks and the collapse of the Web stock bubble. Rise of Lycos The rise of Lycos was largely marked by Davis' growth-at-all-costs attitude that kept the company afloat despite difficulties in competing in the Web portal sector. Much of the company growth was fueled by acquiring smaller Web companies such as Wired Digital, Quote.com, Sonique, Gamesville and this week's purchase of Raging Bull. But over the past couple of years, leaders such as Yahoo, America Online and the Microsoft Network have become bigger and have increased their leads. The stragglers either have thrown in the towel or have turned their attention from competing with the top players. Just this week, Walt Disney said it would shutter its Go.com Web portal and lay off 400 employees. Just when it seemed Lycos would also fall into the turmoil that struck second-tier portals, Davis sold the company to Internet service provider Terra, a subsidiary of Spanish telecommunications giant Telefonica. Given Terra's dominance in the developing Latin American region, the acquisition was viewed as a possible answer to AOL's megamerger with Time Warner. German media giant Bertelsmann pledged to buy nearly $1 billion in advertising on Terra Lycos and supply the company with its content. But a rift soon developed among top executives. When Terra and Lycos merged, former Telefonica Chairman Juan Villalonga forged a power-sharing pact with Davis. However, Villalonga was ousted in a boardroom coup shortly thereafter, and Davis reportedly had differences with Agut, the man Telefonica appointed chairman of Terra. Davis' tenure at Terra Lycos has had its pluses. In October, he sold more than 3.45 million shares in a transaction valued around $72 million at the time, according to regulatory filings. In November, Philip cashed in shares in a transaction valued at $6.5 million. Lot of raw material As for the future of Terra Lycos, Agut has a lot of raw material to work with. Terra Lycos has $2.4 billion in cash, a strong partnership with Bertelsmann and a seemingly prime position as a global Internet player. Page views rose 227 percent from the previous year to 350 million average daily page views in December. Subscribers increased 336 percent from the previous year to 6.1 million in December. In addition, Terra Lycos' joint venture with Telefonica Moviles, Terra Mobile, has more than 3 million registered customers. But there were a few problems in the quarter. Of Terra Lycos revenue, $121 million derived from the company's media business. That figure was below Goldman Sachs projections of $127 million. Internet access revenue was $42 million, a bit higher than projections. Philip said Terra Lycos was not emphasizing free access and moving customers to the subscription model. For the year, Lycos reported a loss of $348 million, or 67 cents a share, excluding charges on sales of $398 million. Agut's biggest job will be selling the company's new management team to Wall Street. Analysts questioned who would be watching Terra Lycos' portal operations since the company's top executives will be in Madrid. The company said it will be reorganizing its portal operations. Agut said the fourth-quarter and first-quarter results will speak for themselves. "Our strong financial performance this quarter lends credibility to this merger," he said. "The most important thing is that everyone will be accountable for every single thing. "This machine will be working in a perfect way." Terra Lycos confirmed Thursday that Chief Executive Bob Davis is stepping down amid a top-level management shake-up. . The company, which topped estimates for the fourth quarter, said it was comfortable with first-quarter targets but was mum on the outlook for fiscal 2001. Investors have become increasingly skittish about Terra Lycos as several competitors are warning of rough times ahead. In many ways, the management shake-up couldn't have come at a worse time. Terra Lycos, formed from the merger of Spain-based Terra Networks and U.S. portal Lycos (lcos), is only 3 months old and faces a tough market environment. The company reported a fourth-quarter loss of 17 cents a share on sales of $164 million. Earnings tracking company First Call said analysts had projected a loss of 22 cents a share on sales of $151 million. Executives said the company was comfortable consensus estimates for the first quarter. According to First Call, the company is expected to lose 14 cents a share on sales of $177 million. However, Terra Lycos executives said they couldn't predict 2001 results because of "softness in the market." In the shake-up, Davis will step down as CEO to become a nonexecutive chairman at the company. He also will become a partner at venture capital firm Highland Capital Partners. Chairman Joaquim Agut will take the reins at Terra Lycos. Chief Financial Officer Ted Philip will become vice president of strategic planning and mergers and acquisitions. Elias Rodriguez-Vina will replace Philip as CFO. On a conference call with analysts, Davis said reports of a rift between him and Agut were overblown but noted that having two chiefs doesn't work well in practice. "This is a day that holds a lot of mixed emotions for me," said Davis, who reiterated that he will still be involved in strategic planning. Davis' tenure was marked by his signature scrappiness that turned an obscure Web search engine developed at Carnegie Mellon University into a new media company. As the first employee at Lycos, Davis also shepherded the company through times of turmoil, from an embarrassing failed merger with USA Networks and the collapse of the Web stock bubble. Rise of Lycos The rise of Lycos was largely marked by Davis' growth-at-all-costs attitude that kept the company afloat despite difficulties in competing in the Web portal sector. Much of the company growth was fueled by acquiring smaller Web companies such as Wired Digital, Quote.com, Sonique, Gamesville and this week's purchase of Raging Bull. But over the past couple of years, leaders such as Yahoo, America Online and the Microsoft Network have become bigger and have increased their leads. The stragglers either have thrown in the towel or have turned their attention from competing with the top players. Just this week, Walt Disney said it would shutter its Go.com Web portal and lay off 400 employees. Just when it seemed Lycos would also fall into the turmoil that struck second-tier portals, Davis sold the company to Internet service provider Terra, a subsidiary of Spanish telecommunications giant Telefonica. Given Terra's dominance in the developing Latin American region, the acquisition was viewed as a possible answer to AOL's megamerger with Time Warner. German media giant Bertelsmann pledged to buy nearly $1 billion in advertising on Terra Lycos and supply the company with its content. But a rift soon developed among top executives. When Terra and Lycos merged, former Telefonica Chairman Juan Villalonga forged a power-sharing pact with Davis. However, Villalonga was ousted in a boardroom coup shortly thereafter, and Davis reportedly had differences with Agut, the man Telefonica appointed chairman of Terra. Davis' tenure at Terra Lycos has had its pluses. In October, he sold more than 3.45 million shares in a transaction valued around $72 million at the time, according to regulatory filings. In November, Philip cashed in shares in a transaction valued at $6.5 million. Lot of raw material As for the future of Terra Lycos, Agut has a lot of raw material to work with. Terra Lycos has $2.4 billion in cash, a strong partnership with Bertelsmann and a seemingly prime position as a global Internet player. Page views rose 227 percent from the previous year to 350 million average daily page views in December. Subscribers increased 336 percent from the previous year to 6.1 million in December. In addition, Terra Lycos' joint venture with Telefonica Moviles, Terra Mobile, has more than 3 million registered customers. But there were a few problems in the quarter. Of Terra Lycos revenue, $121 million derived from the company's media business. That figure was below Goldman Sachs projections of $127 million. Internet access revenue was $42 million, a bit higher than projections. Philip said Terra Lycos was not emphasizing free access and moving customers to the subscription model. For the year, Lycos reported a loss of $348 million, or 67 cents a share, excluding charges on sales of $398 million. Agut's biggest job will be selling the company's new management team to Wall Street. Analysts questioned who would be watching Terra Lycos' portal operations since the company's top executives will be in Madrid. The company said it will be reorganizing its portal operations. Agut said the fourth-quarter and first-quarter results will speak for themselves. "Our strong financial performance this quarter lends credibility to this merger," he said. "The most important thing is that everyone will be accountable for every single thing. "This machine will be working in a perfect way."
correct_subsidiary_00108	FactBench	2	13	https://avc.com/2016/05/flashback-the-lycos-nyc-office-in-1995/	en	Flashback: The Lycos NYC Office in 1995	https://avc.com/content/…vc-eye-32x32.jpg	https://avc.com/content/…vc-eye-32x32.jpg	[ "https://avc.com/content/themes/storyware/assets/svg/logo.svg", "https://avc.com/content/themes/storyware/assets/img/fred-avatar.png" ]	[]	[]	[ "" ]	null	[ "Fred Wilson" ]	2016-05-24T10:30:57+00:00	I was taking the subway uptown yesterday afternoon and as I stepped out of the train I thought I saw the word Lycos on the advertisement on the station wall. Upon closer observation, it was not an advertisement for Lycos, but by then I was already thinking about my visit to the Lycos NYC office […]	en	https://avc.com/content/…vc-eye-32x32.jpg	AVC	https://avc.com/2016/05/flashback-the-lycos-nyc-office-in-1995/	I was taking the subway uptown yesterday afternoon and as I stepped out of the train I thought I saw the word Lycos on the advertisement on the station wall. Upon closer observation, it was not an advertisement for Lycos, but by then I was already thinking about my visit to the Lycos NYC office in 1995 when I first met Jerry Colonna. It was in the building that sits on the north end of Union Square in a dumpy office with the name Point Communications on the door. Point was a web directory (ie at Yahoo competitor) that Lycos had bought in 1995. Jerry told me that Point was driving a lot of the traffic on the Lycos network and I asked him where they hosted it. He pointed to a closet with a PC sitting on the floor with the back opened and a bunch of wires sticking out. “It runs on that thing”, he said. I thought to myself that one of the top trafficked websites on the entire Internet was running in a closet. That was a different time. Lycos was a web search engine created at Carnegie Mellon that was turned into a business by the Internet holding company CMGI in 1994/1995. Jerry was working for CMGI at the time I met him and CMGI was quickly assembling a portfolio of Internet assets around the Lycos brand to rival Yahoo. CMGI took Lycos public in 1996 and, according to Wikipedia, in 1999 Lycos was the most visited Internet destination. But easy come, easy go and Lycos was sold to Terra Networks in May 2000, the first in a series of sales to international owners that led to slow and steady decline of the brand. But back in 1995, Lycos was in the thick of it. It was the east coast rival to Yahoo, which was the leading Internet brand. If you were selling your website (that’s what you did back then), you shopped it to Yahoo and Lycos. And Jerry was right in the middle of all of that. I was thinking of leaving and starting a VC firm to invest exclusively in Internet businesses (ie websites). At that first meeting, I thought Jerry would be a great partner to do that with. And, after a series of meetings, that’s exactly what we did. But that’s another story, longer, and even more interesting. We’ve come a long way in 20 years. Google eclipsed all of these “web 1.0” properties as search became the dominant way users accessed the web. Facebook showed that the web was going to be a social experience a few years later. And Apple showed that it was going to be a mobile thing a few years after that. And everything has moved off servers in closets to the cloud. Things look a lot differently now. But it helps to go back and think about how it was back then. It gives some perspective.
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https://assets.telefonica100.com/cdn-cgi/image/width=375,format=auto//images/SIMFT-IMAGENES/DragDrop/Gdrive/AC_ABC_DIGITALIZACION/AC/AC-17533.gif 3840w" ]	[]	[]	[ "" ]	null	[]	null	In 1999, Telefónica revolutionised communication with ADSL, launched the first smart phone and changed its logo.	en	/favicon-100-dark.ico	Telefónica Centenary	https://www.telefonica100.com/en/year/1999	01 ADSL is a huge opportunity for Telefónica. This technology, developed by Bellcore Laboratories for the Baby Bell companies in the United States (the seven telephone operators into which AT&T had split), allowed the copper pair to be used for both voice and high-speed, stand-alone data transmission. It made it possible to compete with cable operators on broadband from day one without having to install a new cable to the customer, which would have required a multi-million dollar investment. Telefónica thus takes the decision to abandon the deployment of coaxial cable and launch ADSL in all our operations, both in Spain and Latin America. In Spain, after meeting all regulatory requirements, Telefónica launches its ADSL in October 1999 with various options ranging from a basic ADSL with download and upload speeds of 256kbps/128 kbps to a premium ADSL with 2 Mbps/300 kbps. This makes us the first operator to launch it in Europe. In addition, we had to have a wholesale offer (which was called GigaADSL) ready so that all our competitors could indirectly access their installed ADSL at regulated prices. ADSL continued to evolve, with ADSL2+ becoming very popular in 2005 with speeds of up to 20 Mb, until the arrival of another even more powerful technology in Spain, fibre to the home (FTTH). With speeds of 50 Mbps in early trials, commercialisation began years later in 2008. 02 In 1999, the Domo telephone arrived in homes. A functional, decorative, simple to use, elegant object that breathed modernity and would replace the previous model, the Forma. The emblematic designer Alberto Corazón was the creator of this model. Its name, and the back of the new device, was inspired by an authentic Roman domus. In 1999, as the 20th century drew to a close, the Dome introduced innovative services that turned the telephone into a small communication centre that received and broadcast messages, memorised numbers, enabled three-way conversations, automatically called emergency services, etc. Meanwhile, on the streets, blackberrys proliferated. This year, they also introduced for the first time a service that made a big difference: sending and receiving e-mail. 03 In 1999 Telefónica decides to bring together all the activity of portals with diverse content and Internet access (Teleline) in a new subsidiary, Terra Networks. And taking advantage of the high market value of Internet projects, it was floated on the Spanish and US stock exchanges on 17 November 1999 with a first session revaluation of 213%, which continued to increase in the following months, making it the tenth Spanish company in terms of market capitalisation. This enormous value enabled it to take the leap and buy Lycos, the third most visited portal in the US, in April 2000. U.S.A. It reached its highest stock market valuation in February 2000 and from then on the dotcom bubble burst all over the world. By the end of this year, Internet companies had lost more than 75% of their value. This episode, which caused major bankruptcies worldwide, is a case worth analysing, and one that provided important lessons for the subsequent growth of Internet businesses. That same year, 35% of the capital of TPI (Telefónica Publicidad e Información, the group's subsidiary that brings together directories and business contact services) was floated on the stock exchange, exceeding the most optimistic expectations. On its first day of trading, the Yellow Pages company's shares rose 29%.
correct_subsidiary_00108	FactBench	1	4	https://www.encyclopedia.com/economics/encyclopedias-almanacs-transcripts-and-maps/terra-lycos-inc	en	Terra Lycos, Inc			[ "https://www.encyclopedia.com/themes/custom/trustme/images/header-logo.jpg" ]	[]	[]	[ "TERRA LYCOS", "INC.\nTerra Lycos", "Inc. was formed in October 2000 by the merger of Spain's Terra Networks", "S.A. and the popular Internet portal and search engine", "Lycos", "Inc." ]	null	[]	null	TERRA LYCOS, INC. Terra Lycos, Inc. was formed in October 2000 by the merger of Spain's Terra Networks, S.A. and the popular Internet portal and search engine, Lycos, Inc. Source for information on Terra Lycos, Inc: Gale Encyclopedia of E-Commerce dictionary.	en	/sites/default/files/favicon.ico		https://www.encyclopedia.com/economics/encyclopedias-almanacs-transcripts-and-maps/terra-lycos-inc	Terra Lycos, Inc. was formed in October 2000 by the merger of Spain's Terra Networks, S.A. and the popular Internet portal and search engine, Lycos, Inc. Pittsburgh-based Lycos originated as an Internet search engine in 1995. Through partnerships and acquisitions it became an Internet portal operating several Web sites under different brands, from dating service Matchmaker to financial chat service Quote.com. Lycos expanded internationally by forming joint ventures in Asia, Japan, Latin America, and Europe. Following the acquisition of Lycos by Terra Networks, Terra Lycos had 98 million registered users in 41 countries in mid-2001, making it the third most popular online network in the world. A LEADING INTERNET SEARCH ENGINE, 1995-1997 Lycos, Inc. was created in 1995 by CMG@ Ventures, which purchased the exclusive rights to Lycos Spider Technology from Carnegie Mellon University. Lycos was established as a subsidiary of CMG@Ventures, which later became CMGI Inc., to develop and market the technology. Lycos Spider Technology utilized software robots to scan the Internet and abstract the home pages that it found. Lycos built a catalog of more than 3.7 million Internet pages and had nearly 3.5 million hits a week. The name Lycos was derived from a Latin word for a special kind of spider that leaves its web to hunt. Lycos went public in April 1996 and raised $40 million. It was one of four search engine companies that had their IPOs that year. Yahoo!, the best-known search engine, InfoSeek, and Excite.com also went public. Following their successful IPOs, other companies announced plans to go public or provide commercial searching products. Throughout 1996 Lycos continued to upgrade its search engine by increasing its speed and making it possible to search for telephone numbers and e-mail addresses as well as individual sound, video, and other multimedia files. Lycos also added a city guide that featured 400 cities, and it established a Club Lycos for users that provided them with discounts with merchants. In addition Lycos redesigned its graphic interface to look like an Internet portal. Lycos Europe was formed in May 1997 as a joint venture with German media conglomerate Bertels-mann AG. Later, when Lycos was acquired by Terra Networks in 2000, Bertelsmann pledged $1 billion to advertise and purchase services on Lycos. In the United States, Lycos signed a three-year agreement with Barnes & Noble that made BarnesandNoble.com the exclusive bookseller for Lycos. For fiscal 1997 ending July 31, Lycos had revenue of $22.3 million, up from $5.3 million in fiscal 1996. PURSUED PORTAL STRATEGY, 1998-2000 In 1998 Lycos introduced e-mail and chat capabilities. It added content to its portal-like site through partnerships and acquisitions. It acquired Tripod Inc. for $58 million as part of its strategy to increase traffic and build online communities around targeted content. Tripod provided free Web pages to about one million users, with news and commentary tailored to young adults. Both Lycos and Tripod were among the top 10 most-visited sites on the Web. Following the acquisition, Lycos and Tripod would continue to operate under their own names as part of Lycos's multi-branding strategy. Other content partnerships were formed with Preview Travel, which became the exclusive multi-service provider of travel reservations on Lycos's Travel Web Guide and Travel Network, and CDNow, which became the exclusive retailer of music-related products on Lycos and Tripod sites. CDNow paid Lycos $18.5 million over three years to be featured on Lycos's Shopping Network and Entertainment Web Guides as well as on music-related search results pages, banner ads, and links. Other deals were struck with contact management site PlanetAll and career sites The Monster Board and Online Career Center. During 1998 Lycos introduced its free SafetyNet service, which filtered out objectionable content from Web site searches. Lycos also became the designated content provider for Juno Web, which had 5.5 million subscribers to its free e-mail service. Lycos's $133 million stock purchase of WhoWhere Inc. was a major step in its portal strategy. The acquisition included the popular WhoWhere Internet white pages; MailCity, a free electronic mail system; and Angelfire, a free Web page hosting service. MailCity had 9.3 million registered users, and Angelfire had 1.3 million users. Lycos made another major acquisition in October 1998 when it purchased Wired Digital Inc.'s online products, which included the popular HotBot search engine, Wired News and HotWired news sites, and other content sites offering shopping, e-mail, chat, and travel services. Wired Digital was the last remaining piece of Wired Ventures Inc., which launched Wired magazine in 1993 and subsequently sold it to Conde Nast Publications in 1998. Lycos's acquisitions of different brands and products were designed to make it a "super site" that offered a portfolio of products for a variety of users. Lycos was also developing a community of users by offering features such as chat and gaming. For fiscal 1998 ending July 31 Lycos reported revenue of $56 million but still posted a loss. ENJOYED GROWTH AS AN INDEPENDENT PORTAL, 1999 At the beginning of 1999 Lycos was enjoying tremendous growth. Its audience reach had grown to 46.5 percent, only three percentage points behind Yahoo!. According to a Media Metrix report, Lycos attracted 26.3 million visitors monthly and was the fastest-growing Web portal. The company had recently launched its first national TV advertising campaign, which also included radio spots in 11 major cities and was estimated to cost $25 million. Lycos and the National Football League announced Lycos would create Superbowl.com, the official Web site for Super Bowl XXXIII, in 1999. In early 1999 Lycos was one of the few remaining independent Internet portals. Walt Disney Co. owned a significant portion of Infoseek; Netscape was sold to AOL; Snap was 60 percent owned by NBC; and Excite was being absorbed by @Home. In early 1999 USA Networks, which also owned Ticketmaster and Home Shopping Network, and Lycos were negotiating a deal valued at $22 billion to merge and create USA/Lycos Interactive Networks Inc. However, CMGI Inc., Lycos's largest shareholder with a 22 percent interest in the company, opposed the combination. By May 1999 the deal was declared officially dead. Meanwhile, Lycos's revenue continued to climb. According to figures released by Media Metrix Inc., Lycos surpassed Yahoo! for the first time in March 1999, when nearly 32 million people, or 51.8 percent of U.S. Internet users, visited Lycos, compared to 31.2 million visitors, or 50.8 percent, to Yahoo!. Lycos's visitors included those at the Tripod and Angelfire Web site hosting services, the WhoWhere Internet directory service, the Wired Digital news service, and the Lycos and HotBot Internet search sites, all of which were run as separate entities under the Lycos Network. To further develop its community of users, Lycos launched Lycos Clubs, which enabled members to create virtual clubhouses around shared interests. Other initiatives in 1999 included the Open Directory, a guide to the Web that was operated by some 8,000 volunteers. Lycos Radio Network was introduced in April 1999, making Lycos the first portal to incorporate streaming audio and video. Bertelsmann, Lycos's international joint venture partner, invested $12 million for the expansion of Tripod Europe, which was the fastest growing online community in Europe. Meanwhile, Lycos's largest shareholder CMGI Inc. acquired AltaVista from Compaq Computer Corp. for $2.3 billion. For its fiscal year ending July 31, 1999, Lycos reported a net loss of $4.4 million on revenue of $40.6 million. Later in 1999 Lycos established music.lycos.com, a comprehensive online music destination that offered MP3 search and hosting areas, legal MP3 downloads, 35 radio channels, music news, reviews, chat rooms, message boards, commerce, and an MP3 player download. The company acquired Internet Music Distribution Inc. for about $38 million in stock. Internet Music's music-playing software, Sonique, allowed users to download music files and play them on their personal computers. To bolster its financial services and create a community of users interested in financial information, Lycos purchased Quote.com Inc. for about $78 million in stock. Quote.com provided stock quotes and other financial information. Lycos also expanded its gaming content with the purchase of Gamesville.com, which had 2.2 million registered users, for $207 million in stock. Lycos expanded internationally in the final months of 1999. It formed a pan-Asian joint venture, Lycos Asia, with Singapore Telecom. Lycos Asia launched a site in Singapore and planned to go online in Malaysia and the Philippines. Other plans called for setting up customized versions of Lycos in 10 Asian cities. Lycos launched 12 country-specific sites in Latin America as well as two sites for Spanish speakers in the United States. The firm also launched a Japanese version of Tripod. For the 1999 holiday shopping season, Lycos introduced the Lycos WebShopper, a new comparison-shopping tool, and added links to epinions.com and other sites that provided consumer and professional product reviews. Lycoshop, which featured listings from major retailers and comparative shopping services, was also launched. As a result, Lycos reported a 450 percent increase in the number of unique shoppers for the holiday season over the previous year. As of December 1999 Lycos claimed an audience of 29 million users. TERRA LYCOS CREATED BY MERGER WITH SPAIN'S TERRA NETWORKS, 2000-2001 In May 2000 it was announced that Lycos would be acquired for $12.5 billion by Terra Networks. Wall Street jitters sent Lycos's stock down more than 20 percent. With support from CMGI, Lycos combined with Terra Networks to create Terra Lycos, Inc. in October 2000. Estimates of the merger value ranged between $5.3 and $6.5 billion. Terra Networks had been established in December 1998 as Telefonica Interactiva by Spain's largest telephone company, Telefonica, S.A. Through acquisitions Telefonica Interactiva quickly became the topranked portal and Internet service provider (ISP) in Spain. Later in 1999 the company acquired ISPs and Internet portals in Brazil, Central America, Mexico, Argentina, Chile, and Peru. In November 1999 Telefonica Interactiva went public and changed its name to Terra Networks, S.A. Bertelsmann also participated in the formation of Terra Lycos. The German media giant agreed to provide content to Terra Lycos and to purchase $1 billion worth of services and advertising over a five-year period. With operations in 54 countries, Bertelsmann was the third-largest media company in the world. At the end of 2000 Terra Lycos was providing Internet access to more than 5 million customers worldwide. The company was the leading ISP in Spain, Chile, Peru, and Guatemala, offering both paid and free subscription services. Lycos Asia received permission from the Chinese government to operate a Web portal from Shanghai. Lycos Indonesia was launched in October 2000, and the launch of Lycos Thailand in December 2000 gave Terra Lycos an international presence in 41 countries. Terra Lycos acquired portals in France and Sweden and in 2001 launched Terra Caribe in the Dominican Republic, its 42nd country, and a portal in Russia. Terra Lycos continued to add new content and services to its Web portal through acquisitions and partnerships. It acquired Matchmaker.com, a Texas-based online dating service, for $44 million. The company continued to strengthen its brand through a $20 million national advertising campaign and high-profile partnerships that included building Web sites for the 2000 Olympics in Sydney, Australia. In 2001 it acquired financial Web site Raging Bull from Alta-Vista. Although Terra Lycos continued to make acquisitions in 2001 that were funded in part by a multi-billion dollar rights offering, the company was forced to make some cutbacks as the economy slowed. Jobs were cut and revenue estimates were lowered. The company discontinued free Internet service in Brazil and planned to reduce its overall workforce by 15 percent. After first quarter revenues were lower than expected, Terra Lycos projected that it would return to a positive EBITDA (earnings before interest, taxes, depreciation, and amortization) in 2002. The company's stated goal was to become the first or second leading Internet destination in each of the countries in which it operated. FURTHER READING: Andrews, Whit. "In Every Way, Lycos/USA Is a Big Deal." Internet World, February 15, 1999. ——. "Portal Companies at a Crossroads." Internet World, June 14, 1999. Charski, Mindy. "Opening a Worldwide Portal." Inter@ctive Week, May 22, 2000. Davis, Robert J. Speed Is Life: The CEO of Lycos Reveals His Secrets to Surviving and Thriving on Internet Time. New York: Doubleday, 2001. "Ex-Lycos Chief Executive Tells All in Book." Knight-Ridder/Tribune Business News, May 21, 2001. Gibney, Frank, Jr. "Ahem, Bob Davis Was Right." Time, May 28, 2001. "The Internet—Portal Plays." The Economist (US), May 20, 2000. "Lycos." Washington Business Journal, October 13, 2000. Roth, Daniel. "The Revenge of the Search Engines." Forbes, March 9, 1998. Taylor, Cathy. "Search for Tomorrow: Three Internet Search Engines Are Set to Start Selling Stock." Mediaweek, April 1, 1996. "Terra Calypso." Communications International, May 2001. "Terra Lycos Hits Terra Firma." Communications Today, May 14, 2001. "Terra Lycos: Mano a Mano with Yahoo?" Business Week, January 8, 2001.
correct_subsidiary_00108	FactBench	1	50	https://www.managementtoday.co.uk/portal-pie-terra-lycos-profiting-information-products/article/547917	en	Terra Lycos: Profiting from Information Products	https://www.managementto…avicon-32x32.png	https://www.managementto…avicon-32x32.png	[ "https://api.hbpl.co.uk/Article/ViewCount/547917", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/King'sSpeech.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTLeadershipLessonsNewsDebriefartwork50.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMandA.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/openvsclosedAI.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/populism.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/Investment.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTResandDataHybridWorking.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/35wu35.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/KeirStarmercabinetmeeting.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/AIleaders.png", "https://www.managementtoday.co.uk/_hbi_ui/basesitenet/img/responsive/logoHaymarket.svg", "https://www.managementtoday.co.uk/_hbi_ui/basesitenet/img/responsive/ipso.svg" ]	[]	[]	[ "" ]	null	[ "Theodoros Evgeniou" ]	2003-05-01T00:00:00+00:00		en	/apple-touch-icon.png		https://www.managementtoday.co.uk/portal-pie-terra-lycos-profiting-information-products/article/547917	The economics of the new economy are not exactly evident. Internet portals like Yahoo! and AOL, for example, had to invent whole new business models, finding revenue streams among the variety of free services they provide. In essence this has been the Holy Grail for portals: how to get people to pay for services that others are giving away and how to capitalize on the huge number of eyeballs streaming through ones portal. In this Case Study, Theodoros Evgeniou, Assistant Professor of Information Systems, looks at Terra Lycos, considered by some to be a second-tier Internet portal, as it tries to compete with the big three AOL-Time Warner, Microsoft/MSN, and Yahoo! by finding new revenue streams. Terra Lycos was born in October 2000 out of a merger between Terra Networks, a subsidiary of Spanish telecommunications giant Telefónica and US-based Lycos, an Internet portal and service provider. The merger also included a strong role for German media giant Bertelsmann, which agreed to a five-year US$1 billion deal to buy advertising and services from Terra Lycos and offered Terra Lycos exclusive access to its content. The deal was positively viewed as it combined Terras strength in Latin American markets, the deep pockets of Telefónica, and access to one of the worlds largest wireless networks, with Lycos brand name, online properties, strong US presence and positive bottom line. One shareholder wrote: It makes it a real equal of the Yahoo!s of the world and a great near-equal to AOL. Yet despite a spectacular year in 2000, Terra Lycos was hit hard by the Internet downturn and by 2001 was offering a negative shareholder return of minus 87%. Given that its revenue mix was heavily dependent on advertising (75%) Terra Lycos would need to find new revenue streams. Getting users to pay for content seemed a likely start. But very few sites in 2001, other than pornography sites, were actually charging for content. AOL had borrowed the subscription concept from cable companies that succeeded in getting people to pay because their programming was considered premium. Yahoo! followed suit, introducing more paid services, and Terra Lycos was looking to do the same. To build up its content, Terra Lycos began buying stakes in or launching new companies in areas where it did not already have expertise. It invested in travel sites, acquiring a 55% stake in the US booking site OneTravel.com and entered a 50-50 joint venture with the Latin America travel site Rumbo. The company also moved into B2B car sales and B2E (business-to-employee) e-business centers offering administrative functions to small and medium-sized companies. In addition, Terra had acquired two financial sites Raging Bull and Quote.com when it merged with Lycos, boosting content in an area (personal finance) where user-generated income was high. In the process of acquiring and diversifying its content to attractive more paying customers, Terra Lycos ran across some stumbling blocks: switching acquired companies over to the same platforms and software; resolving branding issues; getting new employees from different countries to embrace a single company culture; and trying to create a coherent range of services. The issues revolving around brand identity got even fuzzier when the company expanded into non-Internet-related sites, such as television programming and print publications. With a new CEO pushing cost-cutting and revenue diversification, Terra Lycos was moving toward the cant miss goal of positive EBIDTA in 2002. Yet given its strong cash position and advantageous geographic positioning, Terra Lycos still trailed the big three in market reach, brand recognition and profits. At this stage in the game, what should Terra Lycos do next? INSEAD 2003
correct_subsidiary_00108	FactBench	2	72	https://blog.stevieawards.com/new-product-awards/author/michael-gallagher	en	New Product Awards	https://blog.stevieaward…hoice_Logo_C.jpg		[ "https://blog.stevieawards.com/hs-fs/hub/35655/file-2191495309-jpg/imgae_webplant/StevieAwardsBlog_Banner21.jpg", "https://blog.stevieawards.com/hs-fs/hub/35655/file-2667599790-jpg/Classroom-Technology.jpg", "https://no-cache.hubspot.com/cta/default/35655/626fcec6-70fc-4966-a1cb-f19c475e209c.png", "https://blog.stevieawards.com/hs-fs/hub/35655/file-1344592482-jpg/New_Product.jpg?width=206&name=New_Product.jpg", "https://no-cache.hubspot.com/cta/default/35655/fd06196d-74cd-4540-9a6d-bc7cf2f272f9.png", "https://blog.stevieawards.com/hs-fs/hub/35655/file-2490113507-jpg/GSBStevies1012-1.jpg?width=201&name=GSBStevies1012-1.jpg", "https://no-cache.hubspot.com/cta/default/35655/6ddd4a16-5b3d-43ea-8674-0d3d400b6ac5.png", "https://blog.stevieawards.com/hs-fs/hub/35655/file-2490298755-jpg/PeoplesChoice_Logo_C.jpg?width=194&name=PeoplesChoice_Logo_C.jpg", "https://no-cache.hubspot.com/cta/default/35655/626fcec6-70fc-4966-a1cb-f19c475e209c.png", "https://blog.stevieawards.com/hs-fs/hub/35655/file-273129656-jpg/images/karlweiss.jpg", "https://blog.stevieawards.com/hs-fs/hub/35655/file-13813286-jpg/images/peopleschoicestevieawardima.jpg", "https://blog.stevieawards.com/hs-fs/hub/35655/file-248822891-jpg/images/edwardsvideo.jpg", "https://blog.stevieawards.com/hs-fs/hub/35655/file-13812836-jpg/images/5171223979_17851e559a_m.jpg", "https://blog.stevieawards.com/hs-fs/hub/35655/file-13812739-jpg/images/1211litle.jpg", "https://blog.stevieawards.com/hs-fs/hub/35655/file-13812733-jpg/images/1211aglove.jpg?width=252&height=167&name=1211aglove.jpg", "https://blog.stevieawards.com/hs-fs/hub/35655/file-13813286-jpg/images/peopleschoicestevieawardima.jpg", "http://thestevies.com/images/Update/PeoplesChoice4C.jpg", "https://blog.stevieawards.com/hs-fs/hubfs/NPA_Alerts_125x125.jpg?width=125&name=NPA_Alerts_125x125.jpg" ]	[]	[]	[ "" ]	null	[ "The Stevie Awards" ]	null	The new product awards blog of the Stevie Awards, the world's premier business awards.	en	//cdn2.hubspot.net/hub/35655/favicon.ico		null	The focus of this category spotlight is on the many opportunities that developers and marketers of new products and services have to pursue recognition for their work in this year's Stevie Awards programs, in The American Business Awards, The International Business Awards, and the Asia-Pacific Stevie Awards in particular. Every one of the Stevie Awards competitions has some number of categories to recognize new products and services. Each year the Stevie Awards receive thousands of new product nominations. As in all categories in Stevie Awards competitions, winners are determined by several hundred professionals around the world, acting as judges. (For a description of the judging and awards process, read this article.) Let's begin here with the Asia-Pacific Stevie Awards, which are in their second year. These awards are open to all organizations operating in the 22 nations of the Asia-Pacific region. The final entry deadline for this competition this year is March 11. Gold, Silver and Bronze Stevie winners will be announced on April 1, and the winners celebrated during a gala event in Shanghai, China on May 15. Nominated products and services in the Asia-Pacific awards may be completely new or new versions of pre-existing offerings. The 2015 awards will recognize new products, or new versions of products, issued since July 1 2013, the beginning of the eligibility period. This year's competition features 51 new product awards categories, alphabetically from Business-to-Business Products to Transportation products and services. Thirty of those 51 categories are for software products of various types. What do you need to prepare to enter the new product categories in the Asia-Pacific Stevie Awards? Just an essay of up to 625 words, describing the nominated product or service, including its features, functions, benefits, and market performance to date. The essay may be in any of seven languages, including Chinese, English, Indonesian, Japanese, Korean, Malay and Thai. You can complement the essay with up to five (5) links to online news stories, reviews, or other web-based files, and you may upload up to five (5) files to our server for the judges, which may include product manuals, photographs, videos, and the like. The International Business Awards have grown to be recognized as the world's top honors for achievement in the workplace. All organizations worldwide may participate, and last year's IBAs attracted more than 3,300 from organizations in over 50 nations. Hundreds of those nominations were of new products and services. The 2015 competition has three entry deadlines. Winners will be announced in August, and the winners celebrated during an event in Toronto, Canada in October. See the full IBA calendar here. Nominated products and services in the IBAs may be completely new or new versions of pre-existing offerings. The 2015 awards will recognize new or new-version products issued since January 1, 2014. Like the Asia-Pacific Stevie Awards, the IBAs also feature 51 new product awards categories. However, the IBAs also offer the opportunity seek recognition for your entire product development team, in a category called Product Development/Management Department or Team of the Year, as well as for your team's fearless leader, in a category named Product Development/Management Executive of the Year. Entries to these IBA categories require the submission of an essay of up to 650 words, describing the nominated product or service, including its features, functions, benefits, and market performance to date. Beginning this year, all entries to the IBAs must be submitted in English. With the essay you have the option to upload to our server any number of supporting materials that will help to tell your story to the judges. These might include product reviews, customer testimonials, product demonstration videos and photos, and work samples, for example. The American Business Awards are recognized as the top business awards program in the U.S.A. All organizations operating in the U.S.A. may submit entries. Two early-bird entry deadlines for the 2015 ABAs have come and gone, and two deadlines remain: March 25, and a late deadline of April 22. Finalists will be announced May 6, and the awards presented during two ceremonies: June 22 in Chicago, and September 11 in San Francisco. The new product awards will be presented at the September 11 event. Nominated products and services in the ABAs may be completely new or new versions of pre-existing offerings. The 2015 awards will recognize new or new-version products issued since January 1, 2014. The ABAs have more new product and service categories than any other Stevie Awards competition, and the menu has grown even more diverse in 2015. See the full list of ABA new product categories. There are 28 categories for software products of various types, 20 categories for a variety of other product types, and two completely new category groups: 24 categories for Content-related products and services, such as Content Marketing Solutions, Mobile Publishing Technology, and Service Using Aggregated Content; and 26 categories for Education-related offerings, including Classroom Management Solution, K-12 Enterprise Solution, and Solution for Special Needs Students, among others. Entries to these ABA categories require the submission of an essay of up to 650 words, describing the nominated product or service, including its features, functions, benefits, and market performance to date. Entries must be submitted in English. With the essay you have the option to upload to our server any number of supporting materials that will help to tell your story to the judges. These might include product reviews, customer testimonials, product demonstration videos and photos, and work samples, for example. Nominating your product or service in The American Business Awards, if you're eligible to do that, has an important added benefit: Every new product or service nominated in the ABAs will automatically be included in voting for the People's Choice Stevie Awards for Favorite New Products. Voting will be conducted by the general public in July-August, and the winners will be honored at the ABA's new product & tech awards ceremony in San Francisco in September. So nominees in these categories have the opportunity to win two Stevie Awards: one as adjudged by your peers, and the other as voted by your customers, employees, fans and followers.
correct_subsidiary_00108	FactBench	3	86	https://www.academia.edu/113779476/Internet_Valuations_The_Case_of_Terra_Lycos	en	Internet Valuations: The Case of Terra-Lycos	http://a.academia-assets.com/images/open-graph-icons/fb-paper.gif	http://a.academia-assets.com/images/open-graph-icons/fb-paper.gif	[ "https://a.academia-assets.com/images/academia-logo-redesign-2015-A.svg", "https://a.academia-assets.com/images/academia-logo-redesign-2015.svg", "https://a.academia-assets.com/images/single_work_splash/adobe.icon.svg", "https://0.academia-photos.com/attachment_thumbnails/110654231/mini_magick20240120-1-fx3u4m.png?1705765300", "https://0.academia-photos.com/283658953/131506877/120922629/s65_pablo.fernandez.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loaders/paper-load.gif", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png", "https://a.academia-assets.com/images/loswp/related-pdf-icon.png" ]	[]	[]	[ "" ]	null	[ "pablo fernandez", "independent.academia.edu" ]	2024-01-20T00:00:00	Internet Valuations: The Case of Terra-Lycos				https://www.academia.edu/113779476/Internet_Valuations_The_Case_of_Terra_Lycos	This article proposes a quantitative and empirical methodology for calculating the present and future value of Web sites, specifically of a hypothetical company called abc.com. As more and more Internet properties are "on-sold" from one owner to another, it becomes important to be able to affix a monetary value to them. This new methodology has been tried out successfully on three sites as diverse as Internet gambling, a cuisine site, and an Internet portal. It falls squarely under a new category of methodology called Web site valuation. What my article aims to do is to establish the future value of Web sites. This involves making assumptions on much of the above, plus the added complication of affixing future growth multiples on various variables based upon assumptions of a predicted growth. Discounted cash flow (DCF) is the most accepted approach for company valuation. However, the DCF approach presents a number of serious weaknesses within the internet companies' context. One of these weaknesses is tackling the uncertainty that characterise future cash flows of these companies. This paper looks at the way in which uncertainty can be incorporated into the DCF approach so that the latter, which is otherwise conceptually sound, becomes relevant. Academics and practitioners are in relative agreement on what drives a company’s fundamental value, primarily it’s current assets and future cash flows. The practice of paying a premium may thus be due to the non-tangible factors associated with perceived value that currently are not incorporated into the assets of the company and the expected growth of the cash flows. This paper looks at the most common theoretical models used in the calculation of the value of a firm. It then explains how human factors can cause divergence in the original price set. Empirical evidence proves that the price paid for a company can easily reach 40-50 per cent above this calculation of the current value. Until valuation models can account for the factors that drive premium pricing, it is necessary to recognize that intangible and, in some cases, emotional aspects will have a great influence on the final price. We suggest a methodology for valuing corporate securities that allows the straightforward derivation of closed form solutions for complex scenarios. The tractability of the framework stems from its modularity-we provide a number of intuitive building blocks that are sufficient for valuation in typical situations. A further advantage of our approach is that it makes economic interpretation far easier than what is typically possible with other approaches, such as solving systems of partial differential equations.
correct_subsidiary_00108	FactBench	3	69	https://www.markercontent.com/articles/business/a-visit-with-adam-soroca-a-representative-from-terra-lycos-234138	en	Marker Content	https://www.markerconten…content-logo.jpg	https://www.markerconten…content-logo.jpg	[ "https://www.facebook.com/tr?id=1901881106672108&ev=PageView&noscript=1" ]	[]	[]	[ "" ]	null	[]	null		en	https://www.markerconten…icon-310x310.png		https://www.markercontent.com/articles/business/a-visit-with-adam-soroca-a-representative-from-terra-lycos-234138
correct_subsidiary_00108	FactBench	2	33	https://www.encyclopedia.com/books/politics-and-business-magazines/inktomi-corporation	en	Inktomi Corporation			[ "https://www.encyclopedia.com/themes/custom/trustme/images/header-logo.jpg" ]	[]	[]	[ "Inktomi Corporation\n4100 East 3rd AvenueFoster City", "California 94404U.S.A.Telephone: (650) 653-2800Fax: (650) 653-2801Web site: https://www.inktomi.com\nPublic CompanyIncorporated: 1996Employees: 869Sales: $191.5 million (2001)Stock Exchanges: NASDAQTicker Symbol: INKTNAIC: 511210 Software Publishers" ]	null	[]	null	Inktomi Corporation 4100 East 3rd AvenueFoster City, California 94404U.S.A.Telephone: (650) 653-2800Fax: (650) 653-2801Web site: https://www.inktomi.com Public CompanyIncorporated: 1996Employees: 869Sales: $191.5 million (2001)Stock Exchanges: NASDAQTicker Symbol: INKTNAIC: 511210 Software Publishers Source for information on Inktomi Corporation: International Directory of Company Histories dictionary.	en	/sites/default/files/favicon.ico		https://www.encyclopedia.com/books/politics-and-business-magazines/inktomi-corporation	4100 East 3rd Avenue Foster City, California 94404 U.S.A. Telephone: (650) 653-2800 Fax: (650) 653-2801 Web site: http://www.inktomi.com Public Company Incorporated: 1996 Employees: 869 Sales: $191.5 million (2001) Stock Exchanges: NASDAQ Ticker Symbol: INKT NAIC: 511210 Software Publishers Inktomi Corporation may not be known to as many Internet users as the popular search engine portals Yahoo! or Google, but its search engine technology powers the search functions at more than 50 widely used Internet portals. From its founding in 1996, the company adopted a strategy of focusing on technology and becoming a leading supplier of Internet infrastructure technology. Company Origins Inktomi was founded in February 1996 in Berkeley, California, by Eric Brewer, a professor at the University of California at Berkeley, and Paul Gauthier, one of his graduate students. The two were involved in a government-funded research project involving parallel computing, which joined PCs and workstations together to make them function like a supercomputer. Dave Peterschmidt, a former senior executive at Sybase, Inc., was hired as CEO to run the new company, which was named for a mythical Plains Indian spider known for cunning rather than brute force. Brewer remained Inktomi’s chief scientist, and Gauthier was its chief technology officer. In 1997 the company moved to San Mateo, and then later established its corporate headquarters in Foster City. When Inktomi and HotWired introduced HotBot in 1996, a new search engine for the World Wide Web, it was the only search engine that could search all 50 million pages on the Web. Hotbot was the first application that used Inktomi’s Audience 1 software, which could customize web pages and advertisements according to the searcher’s type of browser. Hotbot ran on Sun Microsystems’ SPARC workstations and was a joint venture of HotWired, a subsidiary of Wired Magazine publisher Wired Ventures, and Inktomi, which developed the search technology at the University of California at Berkeley. In 1997 Inktomi began beta testing its traffic servers, which intelligently managed network data flow and aimed to eliminate bottlenecks and redundant traffic on the Internet and corporate intranets. The traffic servers were based on network caching technology that created a local repository of requested information by moving it closer to the user and allowing multiple users to access data more quickly than by utilizing the Internet’s national backbone. The traffic servers also reduced the amount of traffic over the Internet or corporate intranets, thus freeing up bandwidth. The traffic servers included network caching software that was developed at the University of California at Berkeley and ran on Sun Microsystems workstations, which could scale up to accommodate traffic growth. Key markets for the traffic servers, which were released later in 1997, included Internet service providers (ISPs), network backbone providers, and business enterprises. Inktomi’s traffic servers were introduced at a time when the amount of overall redundant traffic over the Internet was estimated at 40 to 80 percent. Other companies introducing network caching products in 1997 in competition with Inktomi included Novell and Cisco Systems. Toward the end of 1997 Microsoft entered into an agreement with Inktomi to use Inktomi’s traffic server and search engine technology in the Microsoft Network (MSN) in 1998. Inktomi’s Traffic Server would provide MSN users with access to some 75 million Internet sites. The Traffic Server also would reduce traffic congestion on MSN through extensive caching. Enhanced Traffic Server and IPO: 1998 By 1998 Inktomi was beginning to diversify its customer base, and the company made plans to go public. For fiscal 1997 ending September 30, Inktomi reported a loss of $8.7 million on revenue of $5.8 million. Wired Digital accounted for approximately 79 percent of Inktomi’s total revenue in 1997, with NTT accounting for another 13 percent. During the first six months of fiscal 1998, Inktomi gained more customers: Wired Digital now accounted for 59 percent of the company’s revenue, NTT accounted for 6 percent, and Microsoft accounted for 20 percent. The company gained $14 million in private financing through equity investments from Intel and venture capital firm Oak Investment Partners. In addition, America Online and Digex Inc. became licensees of Inktomi’s Traffic Server caching software and would begin using it in their networks in the second half of 1998. The company also entered into technology partnerships with Digital Equipment Corporation (DEC) to port its Traffic Server to DEC’s Unix and with Intel to port the software to Windows NT. Initially, Inktomi Traffic Server only ran on the Sun Solaris operating system. By the end of 1998 Inktomi was the leading caching provider with a one-third market share, according to the Internet Research Group. In May 1998 Inktomi’s search engine technology became the preferred search engine at Yahoo!. Inktomi’s search engine was able to index 110 million web pages, about half of the web’s estimated total. The index was being updated at the rate of about ten million pages per day. By running on Sun Microsystems workstations, Inktomi could scale up its search engine service simply by adding more workstations. Inktomi’s June 1998 initial public offering turned out to be the hottest IPO of the year. The company raised an estimated $36 million on the sale of two million shares. Although the initial offering price was $18, shares opened on the NASDAQ at $30 and closed the day at $36. By July Inktomi’s stock was trading at around $90 a share, and it rose to $130 a share in November 1998. HotBot version 5.0, released in mid-1998, marked a shift from Unix to Windows NT. The new version, which featured a new interface as well as a change in server infrastructure, was designed to increase usability and offer new features. The shift from Unix to Windows gave more control of the interface to the HotBot staff and made HotBot more compatible with Inktomi’s next generation of search engine technology. Around this time Inktomi gained @Home Network, a cable modem service provider, as a customer for its search and cache technology. The company also released Traffic Server 2.0 later in the year; among the new features were a streaming media cache, substantial performance improvements, and support for web hosting and a wider range of protocols. Development of a Shopping Search Engine: 1999 Inktomi began its move into e-commerce software solutions with the acquisition of C2B Technologies in September 1998 for about $90 million in stock. The acquisition would help Inktomi develop shopping search capabilities for customers such as Yahoo!. Rather than developing its own shopping search technology, Inktomi acquired the search technology already developed by C2B Technologies. C2B’s shopping agent included a basic product locator that covered 170 merchants in 12 categories, or 460,000 products in all. Merchants covered by the shopping agent included online retailers as well as auction sites, online classified ads, and local merchants. Another part of the C2B engine included product descriptions and ratings from third-party content providers such as Consumer’s Digest.The third part of the shopping engine was a shopping assistant, which asked lifestyle questions and helped customers identify their needs. Internet portals such as Snap, the Go Network, and Time Inc. New Media signed up to use the Inktomi shopping engine before it debuted in the spring of 1999, when it had grown to cover 350 merchants. Inktomi expanded its e-commerce capabilities with the acquisition of ImpulseBuy.Net for $110 million in stock in April 1999. ImpulseBuy provided a database and other tools for merchants to enter their data, additional features that Inktomi could offer to merchants it wanted to sign up to participate in its shopping engine. At the end of 1999 Inktomi announced that its shopping engine would be made available to European Internet portals. In addition to developing its shopping engine service in 1999, Inktomi upgraded its traffic server and released version 3.0 in mid-1999. The new version added support for two operating systems, Windows NT and Free BSD, in addition to Sun Solaris, Digital Unix, and SGI Irix. Perhaps the most important aspect of Traffic Server 3.0 was a new set of application programming interfaces (APIs) that allowed third-party providers to add value-added services, such as content filtering and automatic reformatting for cell phones and TV set-top boxes. These new APIs were designed to allow the addition of a range of network services and keep up with new developments in network caching technology. With the release of Traffic Server 3.0, Inktomi announced six new Traffic Server partners that would offer a range of new services. Company Perspectives: Based in Foster City, California, Inktomi develops and markets network infrastructure software essential for global enterprises and service providers. Inktomi’s business is divided into Network Products, comprised of industry leading solutions for network caching, content distribution, media broadcasting, and wireless technologies; and Search Solutions, which include general Web search and related services, and enterprise search. Inktomi’s customer and strategic partner base includes companies such as America Online, AT&T, Compaq, Dell, Hewlett-Packard Company, Intel, Merrill Lynch, Microsoft, Nokia, Sun Microsystems and Yahoo! In August 1999 Inktomi raised $300 million through a secondary stock offering. In the next month Inktomi acquired WebSpective Software for $106 million. WebSpective produced content-replication and distribution software, which made it easier to offload and back up data from a web server. It gave enterprise customers more ways to ensure that their sites were available and performing well. WebSpective’s technology also helped web-hosting providers and Internet service providers (ISPs) deliver more reliable services. Later in the year Inktomi released two caching software products for corporate IT managers, Traffic Server E5000 for headquarters and Traffic Server E200 for branch offices. These traffic servers enabled IT managers to put content on the edge of their corporate networks, so users could go directly to the data source without taxing the entire network and server infrastructure. The new content-delivery products marked a move into the enterprise market for Inktomi. Toward the end of 1999 America Online announced that it would drop Excite and replace it with Inktomi’s database for its search engine. The company also regained Microsoft as a client for its search engine service; Microsoft had announced earlier in the year that it would switch to Alta Vista to power its MSN search engines, but during the year Alta Vista changed its strategic focus, causing Microsoft to return to Inktomi’s technology. Growth and First Profitable Quarter in 2000 Inktomi reported its first profitable quarter in April 2000 for the quarter ending March 31, 2000. It posted a profit of $1 million on revenue of $47.3 million, compared with revenue of $15.2 million and a loss of $7.4 million for the same quarter in 1999. The company’s quarterly profit was equal to about one cent per share. In the first half of the year Inktomi forged several alliances to signal its entrance into the wireless Internet infrastructure provider market, including deals with AirFlash, Cap Gemini, Portal Software, Hewlett-Packard, Sun Microsystems, Spyglass, and GWcom. Through these alliances Inktomi was able to offer wireless operators a complete platform solution. The company subsequently signed a deal with wireless handset manufacturer Nokia Networks to deliver infrastructure software to wireless network operators. Later in the year Inktomi signed partnership agreements that would make its content caching and search technology available through a variety of other technology providers. Through an agreement with advertising network DoubleClick, Inktomi was able to offer its portal customers a search service targeting banner ads based on keyword searches. An agreement with Genuity Inc., an Internet infrastructure services company, called for Genuity to develop a content distribution network using Inktomi’s traffic server and content delivery suite. In June 2000 Inktomi boosted its search capabilities with the $344.7 million acquisition of Ultraseek, a subsidiary of Go.com. Ultraseek offered a scalable and customizable search solution for corporate Internet and intranet sites. The acquisition provided Inktomi with an established customer base in the enterprise market as well as additional product and service offerings. Around this time Inktomi was replaced by Google as the search engine powering the Yahoo! Internet portal. In other search engine developments, Inktomi announced that it had created a 500-million-record database called GEN3, which would be made available to its portal customers. Inktomi’s participation in content delivery took another step forward in August 2000 with the formation of Content Bridge, an alliance that initially included Inktomi, America Online, and Adero. Content Bridge was formed as a content distribution network, where producers and hosters of information and e-commerce functions would pay to have their content pushed to the caching servers of large Internet hosting, content delivery, and access providers. Inktomi would supply core network infrastructure technology; Adero would provide operational services, including centralized billing and settlement services; and America Online would deploy Content Bridge technology in its network. Among the first to join the network were Digital Island (content provider), Exodus Communications (hosting services), Genuity (hosting services), Mirror Image Internet (content provider), Madge.web (hosting services), and NetRail (access provider). Following a period of beta testing, the Content Bridge alliance began limited operations in January 2001. Operating partner Adero Inc. backed out at the last minute and sold its interest in the alliance to Inktomi for $23.5 million. In September 2000 Inktomi announced its largest acquisition to date when it acquired FastForward Networks, a San Francisco-based software developer for Internet broadcasts, for $1.3 billion in stock. FastForward’s software platform could support millions of viewers and thousands of simultaneous Internet broadcasts. Its software also could profile online audiences for broadcasters. Following the acquisition, FastForward dropped its name and became Inktomi’s media division, with FastForward’s cofounder, President, and CEO Abhay Parekh as its head. In 2001 Inktomi’s media division offered the Media Distribution Network, a product suite that handled the distribution of streaming media around a network. It complemented Inktomi’s Content Delivery Suite, which managed the distribution of static content. Key Dates: 1996: Inktomi and HotWired introduce Hotbot, a new search engine for the World Wide Web. 1997: Inktomi launches traffic servers to address Internet congestion. 1998: Inktomi goes public. 1999: Inktomi enters e-commerce market with a shopping search engine. 2000: Inktomi acquires FastForward Networks for $1.3 billion in stock. 2001: Content Bridge alliance, spearheaded by Inktomi, begins limited operations. Economic Slowdown Affecting Expansion, Capitalization in 2001 At the beginning of 2001 Inktomi announced its Inktomi Search Everywhere solution, which facilitated searches across previously isolated intranet, extranet, web site, and web search applications. The new search outsourcing solution integrated Inktomi’s web, custom, site, and enterprise search products. Later in the year Inktomi announced that it would overhaul its search engine software using enterprise-level XML (Extensible Markup Language). The company also enhanced its web search service to provide more comprehensive search results, including relevance, classification, and ranking capabilities. It added distributed crawling architecture that scanned the Web more frequently, and offered content blending, which combined query results from separate databases. In other search engine developments Inktomi introduced a pay-for-placement program in May 2001 called Index Connect. Under the program, participants could submit meta information about multimedia and other files, which would enable previously unavailable material such as video clips, audio files, and PDF documents to appear in search results. Inktomi introduced Traffic Server 4.0 in February 2001. The new version extended the Traffic Server Platform to the Linux operating system for the first time. The new version also featured extra processing power and significantly faster performance. After draining the company’s resources for two years, Inktomi sold its e-commerce division to e-centives, an online direct marketing firm based in Bethesda, Maryland. The division included Inktomi’s shopping search engine technology and its customer base. Inktomi expanded its content distribution services with the acquisition of streaming-media vendor eScene Networks in July 2001. Inktomi’s first product from the acquisition was called Inktomi Media Publisher, which allowed businesses to catalog, index, and publish corporate multimedia content. Like other companies facing a challenging business environment in 2001, Inktomi cut back its workforce and saw its stock plunge to new lows during the year. For fiscal 2001 ending September 30, Inktomi reported a net loss of $296.5 million on revenue of $198.6 million. Much of the firm’s net loss was due to one-time charges and amortization. By comparison, the company’s pro forma loss for the year was $191.5 million, which excluded results of operations from Inktomi’s divested e-commerce division, noncash employee stock compensation, amortization of goodwill and certain one-time charges, the write-down of certain investments, and restructuring costs. The company ended the year with $213.5 million in cash and short-term investments. For the future, CEO David Peterschmidt expected the company to return to profitability in 2002. Principal Competitors Akamai Technologies Inc.; Alta Vista Company; CacheFlow Inc.; Cisco Systems, Inc.; Google Inc.; Novell Inc. Further Reading Andrews, Whit, “Inktomi Makes $110M Acquisition to Bolster Commerce Services,” Internet World, April 26, 1999, p. 7. “AOL, Digex to Use Inktomi’s Server,” Internet World, April 20, 1998, p. 33. April, Carolyn A., “Acquisition: Inktomi to Buy Net Broadcasting Company FastForward,” InfoWorld, September 18, 2000, p. 18. Balderston, Jim, “Inktomi Revs Up Hotbot Web Search Engine,” InfoWorld, May 20, 1996, p. 8. Boyd, Jade, “Content Alliance Launches,” InternetWeek, January 15, 2001, p. 13. “Cache-Maker Inktomi Plans Public Offering,” Internet World, April 20, 1998, p. 6. Carroll, Kelly, “Download: Wireless Internet’s Mystique,” Telephony, March 20, 2000. Caulfield, Brian, “Inktomi’s Cache Opens to Services,” Internet World, May 24, 1999, p. 26. Cope, James, “Web Content Delivery Competition Increases,” Computerworld, September 4, 2000, p. 91. Espe, Erik, “Gunning for Web Dominance, Inktomi Blazes into New Territory,” Business Journal, April 16, 1999, p. 3. Ferguson, Renee Boucher, and Grant Du Bois, “Tuning Up a Search Engine,” eWeek, March 26, 2001, p. 38. Feuerstein, Adam, “Inktomi, Microsoft Get Back Together,” San Francisco Business Times, December 17, 1999, p. 13. _____, “In the Money: Inktomi Executives Profit from Year’s Hottest IPO,” San Francisco Business Times, November 13, 1998, p. 1. Follett, Jennifer Hagendorf, “Inktomi, Adero, AOL Sign Content Delivery Pact,” TechWeb, August 24, 2000. Fox, Justin, “It’s the Technology, Stupid,” Fortune, September 6, 1999, p. 42. Gardner, Elizabeth, “Inktomi Raises $36 Million in Strong IPO,” Internet Week, June 15, 1998, p. 5. Ginsberg, Steve, “Sybase Castaway Plans Inktomi IPO,” San Francisco Business Times, May 1, 1998, p. 1. Golobin, Kelly, “Layoffs and Warnings Sweep E-Commerce Software Sector,” Computer Reseller News, April 9, 2001, p. 12. “Google Supplants Inktomi,” San Francisco Business Times, June 30, 2000, p. 10. Hesseldahl, Arik, “A Search Engine Retools for Speed and Dexterity,” Internet World, June 29, 1998, p. 30. “A Hidden Goldmine Called Inktomi,” Business Week, September 27, 1999, p. EB72. “Index Connect,” Online, May 2001, p. 14. “Inktomi and MediaDNA Partnership Enhances Search Everywhere,” Intelligent Enterprise, January 1, 2001, p. 76. “Inktomi Boosts Search Capabilities,” InfoWorld, June 12, 2000, p. 16. “Inktomi Buys into E-Commerce,” Telephony, September 21, 1998. “Inktomi Buys Online Broadcast Firm,” San Francisco Business Times, September 15, 2000, p. 10. “Inktomi Launches Online Shopping Service for European Internet Portals,” Internet Business News, December 21, 1999. “Inktomi’s Cuts,” Interactive Week, October 8, 2001, p. 48. “Inktomi Shares Up on Profit News,” Business Journal, April 21, 2000, p. 30. “Inktomi Signs Portals for Shopping Engine,” Internet World, April 12, 1999, p. 17. “Inktomi’s Traffic Server 4.0 Ready to Ship,” EContent, February 2001, p. 13. “Inktomi to Web: Got Cache?,” Telephony, October 12, 1998. Karve, Anita, “Caching the Internet,” Network Magazine, December 1997, p. 22. Lange, Larry, “Inktomi Attacks Net Bottlenecks,” Electronic Engineering Times, April 28, 1997, p. 24. LaPolla, Stephanie, “Inktomi Traffic Servers Ease Web Jams,” PC Week, April 28, 1997, p. 40. Lohr, Greg A., “E-Centives,” Washington Business Journal, January 26, 2001, p. 20. Long, Timothy, “No 23: The Miner,” Computer Reseller News, November 15, 1999, p. 173. “Microsoft, Inktomi Team Up on Web Engine,” PC Week, October 27, 1997, p. 32. Morris, John, “Refine Your Search,” PC Magazine, October 22, 1996, p. 48. “Newsfront: Fast Facts,” Interactive Week, May 8, 2000, p. 10. Notess, Greg R., “Inktomi,” Online, July 2000, p. 13. _____, “Inktomi Makes Sense of Complex Content,” EContent, June 2001, p. 60. _____, “Joining the In-Crowd,” EContent, May 2001, p. 60. Rendleman, John, “Inktomi Makes the ESscene,” InformationWeek, July 23, 2001, p. 16. Sanborn, Stephanie, and Terho Uimonen, “Content Platform Touted,” InfoWorld, August 28, 2000, p. 10. Spangler, Todd, “Inktomi Licenses Search and Cache Technology to @Home,” Internet World, July 27, 1998, p. 10. Stone, Brad, “Driving the Web Engines,” Newsweek, May 25, 1998, p. 82. Tedesco, Richard, “Microsoft’s Latest Move: Mega-Server,” Broadcasting & Cable, November 3, 1997, p. 61. Tillett, L. Scott, “Inktomi Expands Footprint,” InternetWeek, May 15, 2000, p. 29. Warner, Melanie, “The Young and the Loaded,” Fortune, September 27, 1999, p. 78. Wilson, Lizette, “Inktomi Accelerates,” San Francisco Business Times, May 25, 2001, p. 49. _____, “With Move into Streaming, Inktomi Searching for Bright Future,” San Francisco Business Times, October 26, 2001, p. 3. Wilson, Tim, “Mergers Promise IT Deeper Site Analysis,” InternetWeek, September 27, 1999, p. 1. Zimmerman, Christine, “Multimedia Burden Eased,” InternetWeek, November 1, 1999, p. 25.
correct_subsidiary_00108	FactBench	1	66	https://www.miamitodaynews.com/news/010308/story7.shtml	en	Terra Lycos Dotcom To Keep Miami Hq After Recent Merger	https://www.miamitodayne…ing_D300x250.jpg		[ "https://www.miamitodaynews.com/wp-content/uploads/2023/02/Xinsurance.png", "https://www.miamitodaynews.com/wp-content/themes/advanced-newspaper/images/social/facebook.png", "https://www.miamitodaynews.com/wp-content/themes/advanced-newspaper/images/social/twitter.png", "https://www.miamitodaynews.com/wp-content/themes/advanced-newspaper/images/social/instagram.png", "https://www.miamitodaynews.com/wp-content/themes/advanced-newspaper/images/social/linkedin.png", "https://www.miamitodaynews.com/wp-content/uploads/2024/05/MT_41years.jpg", "https://www.miamitodaynews.com/wp-content/uploads/2024/05/time-to-connect_a_skyscrapper-1.jpg", "https://www.miamitodaynews.com/wp-content/uploads/2024/04/Legal-Advertising_D300x250.jpg", "https://www.miamitodaynews.com/wp-content/uploads/2024/07/GIF_Financial.gif", "https://www.miamitodaynews.com/wp-content/uploads/2023/11/BOL_Prom_23.jpg", "https://www.miamitodaynews.com/wp-content/uploads/2024/05/time-to-connect_b_banner.jpg" ]	[]	[]	[ "" ]	null	[ "Miami Today" ]	2001-03-08T01:01:01+00:00	Terra Lycos Dotcom To Keep Miami Hq After Recent Merger by at MiamiTodayNews.com.	en	https://www.miamitodaynews.com/wp-content/uploads/2013/07/favicon.ico	Miami Today	https://www.miamitodaynews.com/news/010308/story7.shtml	By Sherri C. Ranta Terra Lycos, a global Internet network claiming a large share of the US Hispanic market, is keeping its Latin American headquarters and base for US operations in Miami, company officials say. Speculation that operations could shift northward after a merger last October was common. But Terra.com US General Manager Manuel Bellod said while some positions may shift, the company is committed to staying in Miami. While promoting the launch of three new services at the dot-com, Mr. Bellod said his company is a global Internet giant operating in 41 counties and 19 languages at 122 brand-name sites with about 94 million "unique visits" each month. The softening of the US economy will not dramatically affect Terra Lycos, Mr. Bellod said, because the company has a diverse portfolio of products and revenue streams. He said Terra Lycos is one of the globe’s most capitalized Internet companies, with $2.4 billion in cash reserves. About 38% of Terra.com stock, he said, is owned by Telefonica, the largest telecommunications firm in Spain. "Because of our strength," he said, "we can really absorb the ups and downs of the market, whether it’s the US economic slowdown, stock price volatility or a slowdown in ad revenues. "We plan to consolidate our position for leadership. We’ll do that no matter what." Mr. Bellod said the company is moving forward with plans to increase its reach in each market where Terra Lycos operates. Expansion will be accomplished by acquiring other firms, he said, or from the growth of present structures. A large number of new hires is not expected in Miami this year, he said. Company statistics show Terra Lycos holding leading positions in four of eight primary markets: Canada, Korea, Latin America and US Hispanics. The company generates revenue through advertising, e-commerce and Internet service-provider fees, Mr. Bellod said. Fourth Quarter 2000 results, he said, showed Terry Lycos with $164 million in revenue, about 74% from advertising and content and 26% from paying subscribers. "Advertisers can sign one contract with us and be in 41 different markets," he said. Terra Lycos will continue to develop and offer its customers new services, Mr. Bellod said. As part of its growing US Spanish-language offerings, he said, the company recently launched three new services on Terra.com Tripod, a home-page building site; Instanterra, an instant messenger service, and Disco Virtual, a file storage service. "The US Spanish-language market is and will continue to be an important market for Terra Lycos, as Hispanic consumers represent a huge, relatively untapped market," he said. "Our users tell us that Spanish-language content is important to them. We are committed to continuing to deliver the best product available to meet the market’s demand." Mr. Bellod said Tripod, at america.tripod.com., is meant to build brand loyalty among Spanish-language users who traditionally have been very family oriented. He said users can build a family home page using pictures, pages, sound and video files. Instanterra, meanwhile, is a Spanish-language messaging service for users in different countries to communicate in real time. Mr. Bellod said the product is crucial in the US market, where most Spanish speakers have friends and relatives in Latin America. "We launched it two weeks ago. The response is enormous," he said. Disco Virtual at discovirtual.terra.com, Mr. Bellod said, allows users to store up to 25 megabytes of data or music files free. The idea, he said, is to use the space to store software or other information on Terra Lycos servers rather than overload the consumers’ personal computers. In addition to the new sites, the Terra Lycos network of dot-coms includes Lycos, Terra, Angelfire, ATuHora, Gamesville, HotBot, Invertia, RagingBull, Quote and Wired. The company’s headquarters is in Barcelona. Major offices are in Boston, Madrid, Sao Paolo and Monterrey.
correct_subsidiary_00108	FactBench	0	1	https://en.wikipedia.org/wiki/Lycos	en	Wikipedia	https://upload.wikimedia…s_screenshot.png	https://upload.wikimedia…s_screenshot.png	[ "https://en.wikipedia.org/static/images/icons/wikipedia.png", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-wordmark-en.svg", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-tagline-en.svg", "https://upload.wikimedia.org/wikipedia/commons/thumb/b/bb/Lycos_logo.png/220px-Lycos_logo.png", "https://upload.wikimedia.org/wikipedia/en/thumb/d/d3/Lycos_screenshot.png/250px-Lycos_screenshot.png", "https://upload.wikimedia.org/wikipedia/en/thumb/9/99/Question_book-new.svg/50px-Question_book-new.svg.png", "https://upload.wikimedia.org/wikipedia/commons/thumb/b/bd/Ambox_current_red_Asia_Australia.svg/42px-Ambox_current_red_Asia_Australia.svg.png", "https://upload.wikimedia.org/wikipedia/commons/thumb/f/f9/Crystal_Clear_app_linneighborhood.svg/28px-Crystal_Clear_app_linneighborhood.svg.png", "https://upload.wikimedia.org/wikipedia/en/thumb/8/8a/OOjs_UI_icon_edit-ltr-progressive.svg/10px-OOjs_UI_icon_edit-ltr-progressive.svg.png", "https://upload.wikimedia.org/wikipedia/commons/thumb/3/31/Kakao_CI_black.png/100px-Kakao_CI_black.png", "https://upload.wikimedia.org/wikipedia/en/thumb/9/96/Symbol_category_class.svg/16px-Symbol_category_class.svg.png", "https://upload.wikimedia.org/wikipedia/en/thumb/8/8a/OOjs_UI_icon_edit-ltr-progressive.svg/10px-OOjs_UI_icon_edit-ltr-progressive.svg.png", "https://login.wikimedia.org/wiki/Special:CentralAutoLogin/start?type=1x1", "https://en.wikipedia.org/static/images/footer/wikimedia-button.svg", "https://en.wikipedia.org/static/images/footer/poweredby_mediawiki.svg" ]	[]	[]	[ "" ]	null	[ "Contributors to Wikimedia projects" ]	2001-10-30T12:33:46+00:00		en	/static/apple-touch/wikipedia.png		https://en.wikipedia.org/wiki/Lycos	Search engine and web portal This article is about the search engine. For the former corporation Terra Lycos, see Terra Networks. For the defunct European venture, see Lycos Europe. Lycos, Inc. (stylized as LYCOS), is a web search engine and web portal established in 1994, spun out of Carnegie Mellon University. Lycos also encompasses a network of email, web hosting, social networking, and entertainment websites. The company is based in Waltham, Massachusetts, and is a subsidiary of Ybrant Digital. Etymology[edit] The word "Lycos" is short for "Lycosidae", which is Latin for "wolf spider".[4] History[edit] Lycos is a university spin-off that began in May 1994 as a research project by Michael Loren Mauldin of Carnegie Mellon University in Pittsburgh. Lycos Inc. was formed with approximately US$2 million in venture capital funding from CMGI. Bob Davis became the CEO and first employee of the new company in 1995, and concentrated on building the company into an advertising-supported web portal, led by Bill Townsend, who served as Vice President, Advertising. Lycos enjoyed several years of growth during the 1990s and became the most visited online destination in the world in 1999, with a global presence in more than 40 countries.[5][6] In April 1996, the company completed the fastest initial public offering from inception to offering in NASDAQ (LCOS) history, ending its first day with a market value of $300 million. It also became the first search engine to go public, before its big rivals Yahoo! and Excite.[7] Lycos started offering e-mail services in October 1997,[8] the same year it became one of the first profitable Internet businesses in the world. In 1998, Lycos acquired Tripod.com for $58 million in an attempt to "break into the portal market".[9] Lycos Europe was a joint venture between Lycos and the Bertelsmann transnational media corporation, but it has always been a distinct corporate entity. Although Lycos Europe remains the largest of Lycos's overseas ventures, several other Lycos subsidiaries also entered into joint venture agreements including Lycos Canada, Lycos Korea and Lycos Asia.[10] Lycos was one of the most popular websites on the internet, ranking 8th in 1997, and peaking at 4th in both 1999 and 2001.[11] On May 16, 2000, near the peak of the dot-com bubble, Lycos announced its intent to be acquired by Terra Networks, the Internet arm of the Spanish telecommunications giant Telefónica, for $12.5 billion.[12] The acquisition price represented a return of nearly 3,000 times the company's initial venture capital investment and about 20 times its initial public offering valuation.[13] The transaction closed in October 2000 and the merged company was renamed Terra Lycos, although the Lycos brand continued to be used in the United States. Overseas, the company continued to be known as Terra Networks. Having been set back by the dot-com bubble burst, Lycos abandoned its own search crawler in late 2001, and started using FAST.[13] In August 2004, Terra announced that it was selling Lycos to Seoul, South Korea–based Daum Communications Corporation, now Kakao, for $95.4 million in cash, less than 2% of Terra's initial multibillion-dollar investment.[13] In October 2004, the transaction closed and the company name was changed back to Lycos.[13] Under new ownership, Lycos began to refocus its strategy. The company moved away from being a search-centric portal and toward a community destination for broadband entertainment content.[13] With a new management team in place, Lycos also began divesting properties that were not core to its new strategy. In July 2006, Wired News, which had been part of Lycos since the purchase of Wired Digital in 1998, was sold[13] to Condé Nast Publications and re-merged with Wired Magazine. The Lycos Finance division, best known for Quote.com and RagingBull.com, was sold[13] to FT Interactive Data Corporation in February 2006, while its online dating site, Matchmaker.com, was sold[13] to Date.com. In 2006, Lycos regained ownership of the Lycos trademark from Carnegie Mellon University, allowing the company to rename to Lycos, Inc.[13] During 2006, Lycos introduced several media services, including Lycos Phone which combined video chat, real-time video on demand, and an MP3 player.[14] In November 2006, Lycos began to roll out applications centered on social media, including its video application, Lycos Cinema, that featured simultaneous watch and chat functionality.[15] In February 2007, Lycos MIX was launched, allowing users to pull video clips from YouTube, Google Video, Yahoo! Video and MySpace Video. Lycos MIX also allowed users to create playlists where other users could add video comments and chat in real-time.[16] As part of a corporate restructuring to focus on mobile, social networks and location-based services, Daum sold Lycos for $36 million in August 2010 to Ybrant Digital, an Internet marketing company based in Hyderabad, India.[17][18][19] Ybrant Digital paid $20 million at signing and there has been a legal dispute over magnitude of the second installment between Ybrant and Daum. In 2018, a New York court ruled in favor of Daum and appointed Daum (by then merged with Kakao) as receiver of Ybrant's 56% ownership interest in Lycos.[20] In May 2012, Lycos announced the appointment of former employee Rob Balazy as CEO of Media division of Lycos.[21] In September 2014, Ed Noel was appointed in place of Rob and manages the operations under the title of General Manager of Lycos Media.[22] In June 2015, Lycos announced a pair of wearable devices, called Band and Ring.[23] Lycos Internet was renamed Brightcom Group in May 2018.[24] Lycos Network sites[edit] Angelfire, a Lycos property which provides paid web hosting, blogging and web publishing tools Tripod, a Lycos property providing paid web hosting, blogging and web publishing tools Lycos-branded sites[edit] Lycos Chat, a photo chatting community. Lycos Domains, Internet domain name purchasing Lycos Mail, an e-mail provider formerly known as Mailcity.com. (As of 15 May 2018 providing only paid services.[25]) Lycos Weather Lycos Yellow Pages Former Lycos sites[edit] Chickmail, a free e-mail service sponsored by ChickClick Chickpages, a free web hosting service sponsored by ChickClick[26] Estromail, a free e-mail service sponsored by Estronet Estropages, a free web hosting service sponsored by Estronet Gamesville, Lycos multi-player gaming site GetRelevant.com, a Lycos online advertising site Gurlmail, a free e-mail service sponsored by Delia's for Gurl.com Gurlpages, a free web hosting service sponsored by Delia's for Gurl.com[26] Hotbot, a search engine InsiderInfo Lycos Radio, allowed users to create and host their own free Internet radio shows Matchmaker.com, a dating site Quote.com and RagingBull.com, finance sites Weather Zombie, a Lycos property which provided weather forecasts, with a zombie theme, via AccuWeather Webmonkey, web-building help and tutorials WhoWhere.com, a people search engine Wired.com, the online arm of Wired magazine See also[edit] Internet portal List of search engines Search engine Comparison of search engines References[edit] [edit]
correct_subsidiary_00108	FactBench	0	51	https://www.ftc.gov/news-events/events/2000/12/mobile-wireless-web-data-services-beyond-emerging-technologies-consumer-issues	en	The Mobile Wireless Web, Data Services and Beyond: Emerging Technologies and Consumer Issues	https://www.ftc.gov/site…e_default_en.jpg	https://www.ftc.gov/site…e_default_en.jpg	[ "https://www.ftc.gov/themes/custom/ftc_uswds/uswds/dist/img/us_flag_small.png", "https://www.ftc.gov/themes/custom/ftc_uswds/uswds/dist/img/icon-dot-gov.svg", "https://www.ftc.gov/themes/custom/ftc_uswds/uswds/dist/img/icon-https.svg", "https://www.ftc.gov/themes/custom/ftc_uswds/uswds/dist/img/close.svg", "https://www.ftc.gov/sites/default/files/styles/crop_thumbnail/public/images/images/nov-18-2013-924am/ftc_hq6_400x350.jpg?itok=sO6cBfTu", "https://www.ftc.gov/sites/default/files/styles/crop_thumbnail/public/ftc_gov/images/gaming-controller-hero.jpg?itok=9PjrGCSl", "https://www.ftc.gov/system/files/styles/crop_thumbnail/private/ftc_gov/images/refunds-tableau.jpg?itok=uqgwQ2yN", "https://www.ftc.gov/sites/default/files/styles/crop_thumbnail/public/ftc_gov/images/khan-220.png?itok=BvIjcyJT" ]	[]	[]	[ "" ]	null	[]	2013-07-24T13:36:04-04:00	The FTC hosted a public workshop to examine emerging wireless Internet and data technologies and the privacy, security, and consumer protection issues they raise.	en	/themes/custom/ftc_uswds/favicon.ico	Federal Trade Commission	https://www.ftc.gov/news-events/events/2000/12/mobile-wireless-web-data-services-beyond-emerging-technologies-consumer-issues	WIRELESS WEB WORKSHOP DECEMBER 11, 2000 Opening Remarks Chairman Pitofsky Panel Number 1 The Wireless World - Where are we today? Where are we going? Panel Number 2 The International Experience: Wireless in Europe Panel Number 3 Business Models, Consumer Relationships and M-Commerce Panel Number 4 Opportunities and Challenges: Industry and Consumer Perspectives FEDERAL TRADE COMMISSION THE MOBILE WIRELESS WEB, DATA SERVICES & BEYOND: Emerging Technologies & Consumer Issues Monday, December 11, 2000 Federal Trade Commission 600 & Pennsylvania Ave., NW Room 432 Washington, D.C. 20580 CONFERENCE PROCEEDINGS VOLUME 1 PROCEEDINGS - - - - - MR. WINSTON: Well, Good afternoon, everyone, and welcome to the FTC's wireless workshop. I'm glad to see so many people here who have survived walking across Pennsylvania Avenue, which is a challenge in and of itself. I'm Joel Winston, I'm the Acting Associate Director for Financial Practices at the FTC, and I'm looking forward to a good day and a half on wireless technology. As we enter the wireless age, I think this workshop is a very timely and important one. It's an opportunity for all of us to learn more about this exciting new technology and about the consumer issues it raises. It follows in the footsteps of a number of other recent FTC workshops we have had on technology and consumer issues, including the issue of online privacy. We're very fortunate today and tomorrow to have an exemplary group of speakers and panelists who will share their knowledge and insight with you over the next day and a half. First I would like to introduce Robert Pitofsky, who has served as the Chairman of the Federal Trade Commission for the last five years. This is Chairman Pitofsky's third stint at the FTC, having previously served as a Commissioner and Bureau Director of the Bureau of Consumer Protection. I'm sure you know that Chairman Pitofsky has had a very distinguished career in antitrust and trade regulation and is widely recognized as one of the nation's foremost scholars in this field. I could stand here for a long time and extol Chairman Pitofsky's virtues, but let me just say one thing that comes from a profile in today's New York Times of Chairman Pitofsky, a very good profile, and I think there's one sentence in here that really sums it up. The Times says that, "Mr. Pitofsky has been a central player i the transformation of the agency from what was known as the little old lady of Pennsylvania Avenue to a formidable institution that is the leading regulatory body of Internet and consumer issues, as well as one of Washington's two antitrust enforcers." I think that's a pretty good summary. Chairman Pitofsky? (Applause.) CHAIRMAN PITOFSKY: Thank you very much, Joel, and welcome to all of you, I add my welcome to this mobile wireless web workshop, the latest in a series of workshops that the FTC has been holding in recent years. In 1995, we held an extensive set of hearings on globalization and the impact of technological innovation on competition and on consumers, and since then we've held workshops on online privacy, advertising disclosures and new media, online dispute resolution, global electronic commerce, business-to-business electronic marketplaces and so forth, and I'm especially pleased about that. It is in the tradition of what this place really was designed to be, not just a law enforcement agency but an agency that met with business leaders, consumers, academics, and other government agencies and tried to anticipate important economic trends, and I think that's certainly what we're trying to do. This time we explore the wireless data services sector of the economy, a new technology that has been heralded as allowing people to communicate and gain access to information when they want, where they want and how they want. I understand that some industry analysts predict that over the next five years, mobile commerce and wireless data services, including Internet services, access to wireless devices, will grow at an even more rapid pace than electronic commerce and the Internet did over the last five years, which itself is amazing. A few examples of what this wireless technology could be about. It's the eve of the holiday and you decide to do some last-minute shopping. As you walk into a mall, your all-in-one cell phone, pager and digital assistant rings with a message. Your phone talks to you and says, "Doing some last-minute shopping? Stop by the gift shop next to the food court and give the cashier this number and you'll receive 25 percent off your next purchase." You find a parking space on the street outside your favorite store, and then you realize that you don't have the right change. Not a problem, you take out your cell phone, dial a number, point it at the meter and enter the amount and the time that you want to keep this space, and the cost is automatically deducted from some account you have elsewhere. After a full day of shopping, you decide to grab a cup of coffee. With a buddy list on your smart phone, friends and family within a five-block radius can be alerted to your location in case they want to stop by and chat. I'm not so sure about that one. I mean, it's not an unmitigated virtue, all this technology, I mean, whatever happened to a quiet cup of coffee? But all these examples make clear the benefits of mobile commerce for business and for consumers. They are potentially enormous but like other high-tech developments, they can be good and bad. They can be profoundly pro-consumer, but there are risks involved. If people can be located any time they use wireless technology, is that a good thing? Well, in some respects it is, but I'm reminded of Professor Larry Tribe's comment somewhere, I think it's in his treatise, that part of human dignity is the ability to hide. We also want to educate ourselves and other interested parties about these emerging technologies and the implications for consumers. Toward that end, we have, as has become our tradition recently, brought together industry representatives, privacy advocates, consumer advocates, government officials and researchers to explore three fundamental questions. First, where is wireless Internet and data technology today, and where is it going? What types of relationships will consumers have with this new equipment and with various providers of wireless and data services? Critically, will consumers' wireless data services be supported by advertising, as many Internet sites are, or will consumers pay separately for these services? Second, what privacy and security issues do wireless devices raise? For example, how will location information be used? Is transmission of personal information secure in this wireless media? As wireless devices converge so that cell phones, personal digital assistants, electronic wallets become a single device, what are the risks of identity theft -- are they increased and what security measures are possible? Third, what forms will wireless advertising take? How can companies make effective advertising and privacy disclosures on small screens? How do traditional concepts like clear and conspicuous and equal prominence apply with respect to this new medium? Obviously there's a great deal to cover over the next several days and a lot for us to learn and I hope to learn from each other. In providing a forum for discussion of the privacy, security and consumer protection issues raised by these new technologies, we hope the FTC can facilitate the dialogue among the various interested constituencies. In the best traditions of this agency, we look forward to exploring these complex and fascinating issues with all of you. Thank you. (Applause.) MR. WINSTON: Why don't we have the first set of panelists come up to the table. Before we begin, one request, which may seem a little ironic, but if you could turn off your wireless devices so we don't have all this beeping going on, thank you. Our first series of presentations concerns wireless technology. First we will have Walt Mossberg of The Wall Street Journal to tell us where technology is today. Next, Bill Bodin of IBM's Pervasive Computing Lab will show us where wireless technology may be heading in the not-too-distant future. Then last, we'll have Danny Weitzner of the World Wide Web Consortium explain some of the mechanics of the wireless web, to give some of us without a technical background some context and some vocabulary on the discussion that will follow the next day and a half. Now, some ground rules. After the three presentations are completed, we should have at least 15 minutes or so for questions from the audience. Those who are in the overflow rooms, hopefully you can hear me, who would like to ask a question should come downstairs to this room, 432, where we will have some microphones set up in the hallway and you can ask questions, in the doorway there. You might want to come down around 2:15 or so. Now, as many of you probably know, Walt Mossberg is the author and creator of the weekly Personal Technology column in The Wall Street Journal and is a contributing editor to the Journal's monthly magazine, Smart Money. Walt is the source that consumers and industry insiders go to for the straight scoop on technology. Walt? (Applause.) MR. MOSSBERG: Well, thanks, Joel. I'm sorry to start off by disappointing people, and picking up on the Chairman's speech, I'm not an industry official, not a privacy advocate, not a government official, I'm just a newspaper reporter, and you are just going to have to settle for that in the next 20 minutes or so, but I can assure you of a few things. One, wireless communications, wireless data communications, are going to be incredibly important. Two, they will be incredibly important at a much later date than most of the people speaking to you at this conference and, indeed, on Wall Street and in the press say they will. Everything about it, every single thing about it, is being grossly over-hyped, just as was true of the Internet, is still true of the Internet, and even of the PC itself. Three, they will not work nearly as well as their manufacturers and service providers say they will. They will be a source of considerable frustration. They are today, and they will continue to be over at least the next four or five years. If you don't believe me, I would point out that even the older technology of wired and portable computing with no effort to do wireless Internet is still so inconvenient, so clumsy and so difficult that very few people in this room are taking notes on any electronic device. Danny, who's I'm sure a brilliant fellow and works in the heart of the world wide web and has a laptop is -- thank you, Danny, you knew just what I was going to say -- using a fountain pen, and when I attend the computer and Internet industry's most sacred inner circle, high-tech conferences, attended by people like Bill Gates and Steve Case and all these people and you give a talk like this and you look out over the room, 80 to 90 percent of the people are using pen and paper to take their notes, and that's -- these are just important cautions I want to leave with you. I would also say, picking up on the Chairman's point, there are many more qualified and in-depth privacy experts in the audience and certainly a lot more people from the industry. Based on the experience of the Internet, I will absolutely guarantee that the wireless Internet will be saturated with the worst sort of marketing pitches, worst both in terms of how annoying they are, how ineffective they are for the shareholders of the companies trying to market things, and how much they will clog the bandwidth, which, as you know, is very limited for the things you really want. This is true in every pixel of your computer today, and it will be true in the far more limited number of pixels on the screen of a wireless device. Well, what I am going to do in a very short time here is to try to talk about where we are and give you some context for thinking about this, and for those of you who read my column, and even those who don't, let me just explain that what I do is try to look at the state of what we have in technology, services, technologies and devices, for consumers and small businesses today and also out into the near future. I think it is folly, although I'm sure some will attempt it, to predict what will happen even as far out as five years, but I can certainly talk about the next year, year and a half. As a result, I get to see -- and have seen, in fact, as I stand here -- lots of the things that will not come on the market until the next six months or nine months or a year. They are brought to my office, I look at them, I try them out and so forth, and some of them I write about and some of them I like and some of them I hate. Everything I do is from the perspective of normal, nontechnical, mainstream consumers. So, from that perspective, where do we stand now on wireless? Well, let me start by giving you a way to think about the Internet that I think is a little different. The Internet is not an activity you perform on a box called a PC. In fact, we are just closing out the first year of the post-PC era. What do I mean by that? What I mean by that is we are just closing out the first year in which we see the introduction of a proliferation of devices that can do digital things, all of which have been performed only on this thing called the PC. We are going to see a massive diffusion of digital tasks, including Internet tasks, both in wired devices and in wireless devices. The best way I think to think about the Internet is to compare it to the electrical grid. In this room, God knows when this room was built, but in this room there are electrical outlets, I think, and there are electrical outlets in every room you will be in today, and I think we are gradually evolving into a situation where there will be sort of plugs into the Internet everywhere you go. Some of them will be physical, like ethernet jacks or telephone lines, and some of them will be virtual, think of it as a wireless plug into the Internet grid. Now, the electrical grid provides a certain kind of power to an innumerable array of devices. Some of them make toast; some of them wash dishes; some of them play music; some of them are PCs. I think that that's what the Internet is going to become and is rapidly in the process of becoming. There will be an innumerable array of devices that will take some portion, not everything, but some portion of the services and the information and the entertainment and the commerce opportunities that are afforded by the Internet and present them to you in a form that is convenient for where you are and what you are doing at that moment. You will still have something like a PC that will give you a more full-form experience at the cost of crashing every two or three hours. You will also have something like a phone with a small screen that will give you a very tiny amount of information that's appropriate and formatted for that screen, and you'll have lots of things in between. But when you go and plug an electrical device in today and you use it, when you made toast this morning, when you made coffee, when you used your hair dryer, you did not turn to whoever was with you and say, "Hey, I'm on the electrical grid." And this phrase we have now, "I'm on the Internet," will look as ridiculous and archaic as that in the next five years, I think, because everything you do with a powered device that has any kind of user interface, a screen or an audio interface, anything, will be informed by some extent by some sort of content or service provided over what we now call the Internet. So, when you turn on the television, a television program will have information and richness behind it that comes from the Internet, and you're not going to say, "I'm on the Internet." You're just going to think I'm watching television. And I'm not talking about the early WebTV idea of looking at sort of the web pages on the screen. I'm talking about television shows being enhanced. When you're on the phone, when you're doing many things, the Internet will be behind it. Part of this new spectrum of digital devices and services will be wireless, which is what we're here to talk about. Now, where we are today on wireless is that it is essentially in the United States an extremely bad, extremely limited service on extremely inappropriate and bad devices that cost a lot of money but is accompanied by, as I said a few minutes ago, unrelenting and unrealistic and ridiculous hype that is propagated by people who hope to make a lot of money by convincing you to buy the stuff. That is where we are today. Only a true techie geek or somebody who has invested in this is ever going to try to read an e-mail on this screen, and yet you can pick up any newspaper and any magazine and read articles that make it sound like this is not only cool, not only useful, but ubiquitous. It's not. There are millions, tens of millions probably phones in this country that are so-called web-enabled, but there are only thousands of people that use it. This is a web-enabled phone. Most of you probably have a web-enabled phone. I took a look at it once or twice, because it's my job. They pay me to do it. There's no way in the world I would scroll through these ridiculous menus to try to look up some piece of information which would then require me to constantly scroll to get the next bit of data at the hopelessly slow speeds we have in this country. So, I think today what we need is two or three important things. We need new devices. This is never talked about. Everybody talks about the networks and the services and the spectrum and the fees. We need new devices. This will not happen until we have new devices. This is a great voice device; in fact, this was a fairly advanced voice device. It's a very bad data device. And if I need to know what movie is playing somewhere, if I need to know what a stock is trading at, how low the Internet stocks have gone today -- and I have to assure you that one of the bad things a few years ago and one of the great things today is under the ethics policies of The Wall Street Journal, I have no shares of any technology company -- but if I want to know, the best thing for me to do is to hit the speed dial button on this phone which calls a service called Tell Me, which is free, which is a voice recognition and audio service that takes all this material from the Internet, and guess what, transfers it into what this device was made for, which is voice. On this particular device, that's the best way to get Internet information. Now, we have this. This is a Blackberry, the new Blackberry with the bigger screen, and this if I turned it on would be collecting my e-mail. It would be a little rude since I'd attempt to look at it here. It also can get the web. You can actually read a reasonable amount of an e-mail message on the thing. It's still slow, but at least the device is better. But I have got to carry both of these devices. This also has a calendar and appointment book, not as good as a Palm, much clumsier. What I really want is a Palm, about this size, that I can make phone calls on and can get this data. And there's a race on right now, there's a huge race on between the guys that make phones and the guys that make PDAs to try to create sort of hybrid devices. I'm covering this race. If you read my column, I review these things as they come out. There are a few of them that have come out. I have not seen one that's really great yet. I'm not personally convinced that we're going to have everybody carrying just one device, because people will have preferences. Some people -- I mean, you are not going to have a device this small that's a great data device, because the screen can't be very big on a device this small, but if you're primarily a phone call person, you may want to carry this. If you're primarily a data person, you may want to carry something like this with some phone capability that you occasionally use. The Handspring Visor is a device that is essentially a clone of the Palm, made by the people who developed the Palm, but it has an expansion slot in the back, and one of the things you can pop into that slot is a phone. It's just a small little phone. [Holding up Blackberry device.] When it pops in, this thing becomes a phone, and, of course, because it has an antenna, you can also get wireless data. So, now you have a device with the wonderful Palm interface that synchronizes well with your computer, get your calendar, get your appointments, you can make phone calls on it. You can also get the web and e-mail on it and so forth, and that will be an -- that's probably the best early effort to combine everything in a PDA format. The phone attachment I think will be out probably right toward the end of this year. I used it for a few weeks and wrote a fairly favorable review. The phone guys are fighting back with somewhat bigger phones that when you open the lid, you see sort of a regular phone window, but then you can do this and get a Palm-type screen, which can get all your web data. Kyocera, which has taken over the phone franchise from QualComm, will have a phone like that out in a few weeks. Sprint brought one out a few weeks ago that actually isn't very good, but they're working on it. So, there's a race, and there's going to be more of these devices coming. But even if we get the perfect device, we have the network problem, and the network problem, again, is the source of great hype. It's not going to be fixed nearly as fast as people hope, and here is the source of the greatest embarrassment technologically for the United States of America in the 23 years since the personal computer came out and maybe for long before that. We are now in a situation where we are behind Europe and behind Japan in a key consumer mainstream technology for the first time really I mean in my lifetime, and I'm 53. It's because of a failure, a massive blunder, there is no other word for it, committed by our government and by our industry 20 or 30 years ago, I don't know the details, when it was decided not to set a technical standard for wireless phones in this country. In Europe, they picked a technology and they went forward, and you know what? We did it for television, we do it for all kinds of other basic technologies. The idea in this country is competition. It's what this building is about and certainly The Wall Street Journal is about, and I'm all for capitalist competition, but there is a role for standard-setting bodies and for government bodies in saying, Okay, here's the basic technological choice, now you boys go off -- or girls -- go off and compete and make money and make this better. We didn't do that. We decided to have an unending competition on the very basic technical choice, unlike Europe, and what's the result? The result is that today we have less digital voice coverage, even poorer digital voice coverage, much more expensive phones, much more power vested in the most backward part of the industry, which is the carriers, and much less technologically advanced phones. This is the only area of digital technology in the history of recent digital technology where the coolest things now come out first in Europe and Japan and arrive here maybe a year, year and a half later. This is the opposite of what drove our economy in the PC era, when people in Europe and Japan were dying to see the new computer or the new software or the new web service, and all of it came out here first. If you don't think that this has phenomenal international economic and even national security implications, I would suggest you're wrong, and I speak with some slight qualifications as the former international economics lead correspondent for the Journal and as the former national security correspondent. This is important, and we've blown it.We have flatly blown it. There are lots of other consequences. Every time somebody wants to extend wireless voice or data services to a part of the United States where it doesn't exist or to improve it, you have to build a tower. The same in Europe, the same in Japan. At least in Europe and here, you have a big environmental fight, and I'm not disparaging the people who don't want towers, I'm just making a point, you get an environmental fight. Here you have to have it three times, because you have three ridiculous incompatible standards. You have CDMA, TDMA and GSM. If you want to introduce -- if you're Nokia or Ericsson or even Motorola, which is an American company, and you want to introduce a very nice, interesting handset with new data capabilities, you've got to wait on, beg, plead with and court these phone carriers, because they control it all here. In Europe, it's all one standard.What works with one carrier works with another carrier. So, we made a big blunder, and you all know and you'll hear about later that there's a thing called 3G, and that's going to unify the world and we're all going to move toward it, but I'll tell you two things about that. One is that Europe will get there faster by over a year, and the other is it will disappoint you.Everything I know about it off the record tells me that there's an excellent chance it will be nowhere near as fast and as high bandwidth as it's supposed to be. So, we're faced with, no matter what great devices come out, for a while with a slow, weak, wireless bandwidth proposition that will be worse in the United States than anywhere else. Now, we have a silver lining, and I'm going to go out on a limb here and say this, and that is American innovation and American high-tech. We've been somewhat behind not only in the actual roll-out of good wireless devices and a wireless infrastructure here, I think we've been behind on mind share. I think our best technical minds have been very slow in getting to this, and what has happened is they've been just locked into the PC, while the rest of the world was moving forward into wireless, and so we haven't really paid much attention to it. But now people are beginning to work on some very interesting things, and I would caution you when you think about this, when you read about it, when you listen to the other speakers here, that this progression from GSM to 3G and all this stuff that's approved by the ITU and all of that may not be the whole story. There are at least two technologies I know of in the United States that are unofficial, not approved by the European international bodies that I think could break us out of the box. One is Ricochet. It's by a company called Metricom, and it's here right now. It's unlicensed spectrum, and it operates at 128 kbps, which is stunning. It's so much faster than any wireless technology anywhere in the world that it's breathtaking. It's almost broadband, and it's wireless, and it is here now, and it's rolling out slowly and without the benefit of sanctions from any government body because it's unlicensed spectrum, in six or eight cities, and they have plans to be in something like 70 cities in the United States. A slower version of it three years ago was rolled out in three cities, including D.C., and three years ago its slower version was still faster than the fastest wireless technology we think of today. That's one. There's another one called I-Burst that I heard about just recently which promises a megabit. So, I just want to leave you with -- I know that some of what I said was discouraging or gloomy, but I do think the same kind of American ingenuity that has given us a lot of benefits in the PC and the Internet space in a fixed wire is finally being applied to wireless, and there may be a ray of hope. I look forward to listening to everybody else, and thank you very much for your time. (Applause.) MR. WINSTON: Thank you, Walt, for a very interesting presentation, although I wish you had been a little bit more up front about how you really feel about these things. Our next speaker is Bill Bodin. The range of wireless devices and services available today is impressive enough, but much more is on the way as we will hear from our next speaker, Bill Bodin. Bill leads the advanced technology and prototyping efforts for IBM's Pervasive Computing Division. As you'll hear from Bill's presentation, this lab is where the future of technology is actually taking place today. Bill? (Applause.) MR. BODIN: I just have a little bit of reconfiguration here to do. There's a couple of different -- well, I am totally depressed. You mean it's not going to be as easy as they say it's going to be? I don't think it ever is. As I was introduced, I'm an STSM, senior technical staff member, with IBM and charged with the mission of making all these advanced technologies actually real and incorporating them into a lot of the mainstream product ideas that IBM has. What pervasive computing is, just to kind of define it, is basically delivering any data over any network to any device, and as Walter said, it's not going to be an easy proposition, and there are a lot of things that make it tough. In other words, on the any device side here, we have a heterogenous mix of clients, right? Things like screen phones, things like PDAs, wireless PDAs, transiently connected PDAs, PDAs with color VGA screens, PDAs with monochromatic screens that are 160 by 160 pixels like Palm devices. Walter, I was taking notes on my Palm, by the way -- MR. MOSSBERG: You were the one. MR. BODIN: -- I was cheating on you over there. I was writing down all these new ideas. And devices like Internet access devices in light of wireline devices or wireless devices, in-vehicle information systems that will help us navigate in vehicle scenarios, those kinds of scenarios go on and on, but basically they'll be shored up by technologies like speech recognition, technologies like the ability to replicate e-mail, calendaring data, location-based services directly in the car and communicate with location-based services wherever you are, all the way to set-top boxes and things we call gateways, either residential gateways or enterprise gateways, with these gateways bringing the broadband experience into the home, right, and also providing network address translation, IP filtering, VPN functionalities, virtual private networking functionalities, inside the home or the enterprise seamlessly to these devices, and as you can see here, attributes of the network here are availability, security, and scalability. One thing I did want to mention is that IBM has recently, as recently as last week, appointed a CPO position. Now, CPO is chief privacy officer, and8 that's Harriet Pearson for the IBM Company. So, you might want to make note of that. Any data, data in this case in terms of these broad scenarios are news, weather, sports, banking, travel, stocks and things like that, all sorts of things all the way to the enterprise side of it, which has us tied into the ERP processes, the CRM, customer relationship management processes, all the way to the back end. So, as you can see, the fabric here is really taking this any data paradigm, moving it through networks and delivering it to any device very seamlessly. Now, the challenge is how do we make that seamless and how do we make that a great proposition for the consumer? One thing that we're working on is standardizing a toolset for all of these particular client devices, client devices as varied as Internet appliances, wired, wireless Internet appliances, web pads, automotive, set-top boxes and service gateways. Now, the last thing that we will be working on is interfaces that transcend operating system infrastructure into the mobile phone arena. Just a little bit of infrastructure speak here before we get into the nature of pervasive computing and the scenarios of pervasive computing. The device9 architecture that we're working with puts a very strong emphasis on the ability to run cross-platform program logic on devices, and what we have here is a JVM, something called a Java virtual machine that actually abstracts the application logic from the hardware beneath it so that we can take an investment that we make in one particular application that might run on a cell phone and move it over to a PDA environment or move it over to a set-top box environment and even an in-vehicle information system and maintain the investment, preserve the investment that we make in that particular device. Now, you might also notice that to the left-hand portion of this, I have things that are relative to things called GUIs, graphical user interfaces, or speech recognition, text to speech. A lot of those particular features are what we call native features, features that run languages that are compiled with particular devices and particular CPUs in mind. In our lab, and a few people in the audience have actually been to our lab in Austin, this is basically the schematic for the lab. The lab really uses service gateway technology, the same technology that I talked about just a while ago, to bring a broadband experience into the home, whether it's a cable modem scenario or a DSL scenario, even dial-up for that matter, but brings that capability in and shares Internet connectivity with a host of devices. Now, you'll notice that the host of devices can range anywhere from WAP-related phones or Internet appliances and conventional home PCs, all the way to wireless web pads, and I do have an example -- I do have an example here of an appliance that has a bit more acceptable user interface for actually giving you a broadband experience. Now, this is a wireless web pad. This wireless web pad is -- it's an 802.11 client, which means that it's running a fairly rich bandwidth in terms of its ability to take information from a gateway and actually populate this device. It's running at 11 megabits. If I wake it up into its awake state, we'll see that we have a web page here, and this web page obviously could be any web page. This particular appliance is basically a research grade appliance, but it gives you an idea of where technology is actually going in a very robust, handheld kind of way. That's one device. You'll notice that there are a lot of other devices on here, devices that we deal with every day, things like microwave ovens or refrigerators or washing machines. In our lab, we experiment with all of this infrastructure and all of these devices, and, in fact, all of these devices are actually network-enabled. So, we have rapid-cook technology that actually cooks -- it cooks ten times faster than regular oven cooking technology, but it's aided by the web, because we can actually get recipes, and these aren't recipes that allow us to bring food to the cooking stage, but they are recipes that are device-specific, and they are recipes that we can actually download dynamically simply by clicking on a URL either on the device or on the wireless web pad and delivering them straight away to the device itself. So, that device can then use that granular recipe data to ideally cook the food. So, it's not necessarily implementing Internet-enablement or Internet connectivity for connectivity's sake, but it's actually using it for something beneficial. You will notice that many of these devices here, the microwaves and dishwashers and things like that are all connected simply by the power line. We are using a combination of technologies there. We're researching CeBus technology, researching Ethicon technology, but we're moving bits over the power line using this service gateway, simply by plugging this service gateway in, which has a modem inside, not a modem that really modulates things over telephone wires but a modem that actually modulates data right over the power lines so our networked appliances can actually communicate. Just a few words on standards, actually more than a few words on standards. OSGI, HAVI, WAP, XML, SyncXML, all important standards to us. OSGI, meaning open services gateway initiative, is an approach that we're actually implementing in our stack of software that we offer for pervasive computing that enables us to keep the platform open, to keep it very minimalistic but then to increase the opportunity that many, many more businesses can actually populate a device with that kind of an approach. HAVI, you know, I guess not too many of us thought too many years back that our home audio/video receiver or our VCR or our DVD player would actually be network-enabled, but the time is now coming with the HAVI architecture to actually implement network connectivity in those kinds of devices, as well. Once those devices are actually communicating back and forth, it becomes easier for us to actually deal with any one of those devices or actually take data from those devices and deliver it to things like WAP phones, for instance. Imagine, you know, making a trip to Blockbuster because you think you might need to rent a movie that night but actually being able to communicate back and forth with your 300-disk DVD carousel. You'll be able to take that data, have it transcoded uniquely for that device and delivered to that device. In fact, one of the things I'd like to do as part of the very last part of this presentation is to bring an online tour of this lab up and running here and actually communicate to that lab with a WAP device. More on HAVI, you will notice that HAVI is an architecture, and, you know, even things like havlets, let's say, many of you in this room may have heard of servelets. Servelets are technology that are server side that enable servers to interact with, you know, things like search engines and do all sorts of logic. Now we even have havlets, which will be living in our home theater stack. A few words on cellular protocols. I think Walter was right on the money here. He talked about the disappointing data rates that we get in the U.S. here. In fact, CDPD, which purports to be 19-2 in terms of its data rate is, you know, more like 4800 when you really get down to it. So, it's 4800, maybe 9600 tops, and that's what we have had to put up with for quite some time. A couple things on the forefront. GSM in two different flavors, one at 43.2 kilobaud and another at 120 k-baud, the 120 k variety coming in early 2001 and the lower bandwidth -- maybe, okay -- may be coming currently. RF technology, RF technologies like 802.11, like the one that I just had here, the wireless web pad, they run at about 11 megabits tops. They're currently available from a number of vendors, IBM, Cisco, Nokia. Bluetooth is something that's coming more or less on the horizon. Bluetooth is going -- the promise of Bluetooth I'll talk about in a minute, but basically it's close-range device interaction that forms things called personal area networks or PICO nets, and then Home RF, which is more of a consumer-grade variety of wireless. In terms of wireline, Home PNA. Home PNA is a home networking and phone line alliance which basically enables us to communicate via phone lines. That's actually how I have a large majority of the PCs in my house wired up, and my kids now enjoy a music collection -- I'll not tell you where I got that music collection, of course -- but, you know, they have an old Pentium I, 133, upstairs, and, you know, it was either buy them a stereo or just buy a network card.So, the network card prevailed, and they had a phone jack there, so now they have 10 megabits that they can communicate downstairs to the monster PC in the kitchen, all right, and they have all their Britney Spears and all their NSync and all the tunes that make them happy upstairs now, and they share that, you know, in realtime. There is no local copy of it, and like I said, 10 megabits. What was that? Do I have a question already? Just a few other technologies, POTS, conventional dial-up, DSL, many flavors, cable satellite. Bluetooth's vision actually is to create ad hoc personal area networks wherever you are and however you need to collaborate. In other words, if you're in a business scenario and you have a number of individuals that want to collaborate online, right, but they don't have the necessary network connectivity to the firewall there, they might use Bluetooth in a way that they form this ad hoc personal area network and actually collaborate between themselves, either pass notes during a presentation and make that presentation stronger or do something of value.6 Ease of connectivity is one of the benefits of Bluetooth, yet to be realized, but something that needs quite a bit of work. Freedom to work anywhere, high interoperability and a lot of new applications. Lots of industry adopters worldwide. One thing, like I said, this really brings up the point of personal area networks, and you see here what is called a scatternet. This scatternet is basically an overlapping of networks. In other words, there are two nodes to the right there that are communicating with another node in the middle that is communicating with a further node as a gateway to other devices. Now, these can be any kinds of devices in the future. They might be PDAs, might be cell phones, or some other ubiquitous device that emerges, might be laptops, you know, full-feature devices that have broadband capability within airports, with technologies like Walter mentioned like Ricochet, but there are many other trials going on with technologies other than Ricochet, like 802.11, in various airports at high speed, 11 megabits. But some of the scenarios here are, you know, either mobile PCs communicating with -- you know, communicating with phones that are nearby, hopefully your phone; the phone on your hip, the phone in your pocket; digital cameras that use Bluetooth to communicate to Bluetooth-enabled cell phones so that you can actually share that digital photo experience with anybody that you want in realtime. In other words, you're standing on a mountaintop taking a picture of the family. Well, there is no reason that that picture can't instantaneously be a part of your family's web page, be delivered to that web page and be administered to that web page seamlessly. Even digital ink, there are companies that are coming up with technologies that have pens that are Bluetooth-enabled, pens that since they are in the proximity of a more beefier CPU can actually decode what you're writing down, store that, transfer the pen contents to the robust device and store that as documentation. So, just a background on Bluetooth, basically 2.4 gigahertz variety communication, either 10-meter or 100-meter optional, eight devices per PICO net, ten PICO nets, and you can see there are a couple different bandwidths, either 400K or 700K depending on the implementation. Now, just to revisit this pervasive computing residential topology here, one thing you'll notice that I didn't necessarily make evident here is that the car -- and we have a car in our lab. That car is considered to be docked, all right? You don't just park your car in the garage anymore; you dock your car, okay? Exactly. This car, since it's in the proximity of a service gateway and the service gateway is actually capable of delivering wireless content from a broadband Internet connection, can do things like replicate e-mail and calendaring to the car and things like that. In fact, the in-vehicle information system topology looks a bit like this, where we either have satellite-to-ground stations or we have all sorts of connectivities that enable us to do things with either wireless modems or Bluetooth capabilities, interact with PDAs, interact with cell phones in a hands-free way and take advantage of delivering data right when we need it, either for -- either for doing things like navigating around town or navigating through your e-mail. Fairly extensive web infrastructures are going to be critical for this, and one thing I want to get to here is not just the service side of the structure that makes it all possible but something called transcoding actually, and if I refer back to the notes that I took on my PDA here, I heard a term called -- I guess it was pixilation clogging, right, so we have clogged pixels on devices that are very, very small. We have small -- small bits of -- small user interfaces here, which it's very critical to populate them ideally for the -- for a good user experience to actually come about. We call that at IBM, we call that transcoding, and what that does is take data of one particular style and brings about a change in that data, a fundamental change in how that data is actually constructed and how that's going to be rendered on a particular device, matching, like I say here, the form factor to the capabilities of the client devices, personalizing the data for environmental requirements. One environmental requirement might be if you're driving, right, and your car knows you're driving because it's making progress and either inertial guidance or GPS navigation is telling it that it's being driven, you may not be able to actually read your e-mail on this in-vehicle information system, but you might be able to hear it. So, environmental factors come into play. Enhanced B-to-B communications, this is supporting a wide range of devices and systems. One just pictorial example of what transcoding looks like or content adaptation is here in this particular web page where we have Yahoo's weather forecast, right? We have a very rich set of graphics that went along with that weather forecast, but it is possible to deliver content fairly seamlessly to a WAP-enabled phone, and as you can see here, that the actual rendering on the WAP-enabled phone tells you the essence of it. It doesn't necessarily deliver the ad banners or all the eye candy that you might be accustomed to on conventional web pages, but it does get down to the nuts and bolts of it. So, things like converting images from one type to another type, things like reducing the size or the bravacity (phonetic) of text and converting languages from one type to another type is what transcoding is all about. And really, what it does for customers, for users, for actual companies that deliver data is make it a little bit more palatable to deliver that to a wide variety of devices, because they actually render content one way, but it's transcoded dynamically for a number of different devices depending on those devices' characteristics. One thing we've done fairly successfully with Safeway in the UK is actually bring the experience of shopping to a fairly small PDA. This is a Palm PDA, actually Palm PDA made by -- rebranded by symbol, made to our specs that has an on-board scanner right inside, okay? So, you can go into your pantry, you can shop in your pantry, you can have all those items actually accumulated to this device and then actually hot-sync this device to have your groceries delivered. It can be used anytime. It can be used while you're at the doctor's office, waiting in line anywhere, and it's actually boosted sales by about 10 percent. You'd think that people would be more judicious on what they bought when they had something like this to organize their thoughts, but the thought is that they're actually spending less time at the convenience stores and more time at the Safeway store. All of our technology's based on open architectures, just another note on that, and I'll be ready to go into this demonstration on the lab in just a minute, but I thought I would give you a little idea of how the thing is laid out, how the floor plan actually is. We have a family room, a kitchen, garage, all with network connectivity. It's really a living lab where developers work every day. The server farm is located right there in the lab with video conferencing facilities. And just to give you a look at what it looks like, large-screen televisions rendering web pages, but web pages that are being delivered dynamically from things like the service gateway here and web pages that actually allow you to interact with other appliances within the home, things like e-fridges, and I think I probably have a close-up on this. You know, everybody has to have one of these. If you have an advanced technology lab and you don't have an e-fridge, then you're nowhere in this business. And we have to go out on a limb actually. We do a lot of things that we think are very, very leading edge. Some things will get adopted; some things will not. We even have antenna arrays in the fridge that actually detect the RF tags that are affixed to food items, okay, so you can actually tell dynamically what you have in your fridge at any one given time, and since you can tell, right, since your fridge knows that, there's no reason your WAP phone doesn't know that, as well. So, we transcode that to WAP phones and things like that. Rapid code technology with wireless web pads, this is an older version wireless web pad, the one I had up here is a little bit newer version, but with the same CPU cloning and the same wireless infrastructure. Internet access devices, in-vehicle information systems, all with voice capability. So, what I'll do now is -- hopefully I'll wake this PC up and start really quick a browser session, and I will also disconnect this and connect it to the video here, and hopefully we see something, right? Okay, so, we have a browser session started here, I'll maximize that, look for my bookmark that I left earlier -- pays to get here early -- and we'll just bring up the lab here. Since I'm bringing up a new -- now, hopefully this will work, Walter, or else you can claim to be right on every point here. MR. WEITZNER: I think he will claim that anyway. MR. BODIN: Fair enough, though. MR. MOSSBERG: Just to clarify one thing, though, while you're doing this, Bill, I want to make sure people understand that a lot of what you described had to do with wireless networks like 802.11 and Bluetooth inside a building, but the actual Internet is being received to your house or to this lab over a wireline network. MR. BODIN: Correct. MR. MOSSBERG: You are distributing wirelessly inside the building, but it is not as if the broadband Internet connection is coming wirelessly to the building. MR. BODIN: That's correct, absolutely correct. MR. MOSSBERG: That's an important distinction. MR. BODIN: Absolutely. If you notice here, I actually have some presets that I can actually go and visit here.Hopefully everything, like I said, all of the network is working correctly here, but we have a little bit -- it looks like we have the Fox News channel on, and if I -- well, who is that? MR. MOSSBERG: So, you are going all the way to Boston and back to show what's happening two blocks from here? MR. BODIN: That's right, that's right. Hey, you know, I use this elsewhere, you know? I'm going to take my WAP phone, and I think that we have a connection here, so it looks reasonable. Now, I have family and -- oh, I have to use the mike? Okay, so, I have a user interface here that actually is the user interface being used from the service gateway. In other words, I have -- number one corresponds to lights on, number two, lights off, mundane things but things that actually enable us to prove some concepts here, and what I just did was I just -- to hit number two, which is lights off, and if we're still receiving data here, and we should be, we should notice a change in the device itself, in the lights itself -- let's refresh that real quick, and I did get an indication that it did actually happen over my -- over my phone. Number three would be, in fact, blinds up. Now, these just -- what these do for us is actually give us a way to pioneer how we can actually get back into the lab. I mean, the lab is behind a firewall. We are going over public Internet services to actually make, in effect, changes on devices like this but then tunnel back into the service gateway so that we can actually effect the change on the device itself. I think I'm all set. What I'm going to do is I'll click over to just a couple of different rooms here, and as you can see here, our network connection is still continuing to be up and running, albeit a little bit slow right now. You notice I just zoomed in on the ceiling fan. If I turn fan on, what that really does is it's going through the service gateway, right, from here, via tha public Internet, but it's also effecting a change in the thermostat. It's actually changing the set point of the thermostat to a temperature below the current temperature, and it seems like we have a very, very slow connection here, but if I -- hey, there you go -- there you go. So, we're getting a few frames, and that might be because I'm set up at a bit of a high frame right now, I'm just blowing the buffer on the navigator here, but as you can see, a lot of the interaction with devices is actually possible. Whether or not all of it will happen or not, I'm sure that they will not, but we go out on a limb. We study some of the more advanced, evolving technology, and hopefully we win on a few and a lot of business partnerships are the result. That's all I have. Thanks a lot. (Applause.) MR. WINSTON: Thank you, Bill. For those of us who are trained in law rather than technology, I can't tell you how impressive that was. I'm just hoping we're not going to be quizzed on this later, because I'm not sure I'm ready. In our last technology presentation, we have Danny Weitzner. Danny's the director of the World Wide Web Consortium's technology and society activities. In this role, he's responsible for the development of technology standards that enable the web to address social, legal and public policy concerns, including privacy. Some of you may recognize Danny from his presentations at previous FTC workshops. Danny? One reminder before Danny begins, we're going to be having questions starting in about 15 minutes, so for those of you in the overflow rooms who want to ask a question, you might want to come down in a few minutes. Again, we'll have microphones in the doorway. MR. WEITZNER: Thank you, Joel, very much. To prove what Walt Mossberg writes, something about Bill's presentation crashed my laptop, so bear with me while this restarts. MR. MOSSBERG: And it will scan your hard disk and punish you. MR. WEITZNER: That's right, that's right. MR. MOSSBERG: If only someone in Washington would do something about Microsoft, that's... MR. WEITZNER: I don't think I have a snappy comment on that last one. First of all, let me -- while we're getting started up here, let me thank the Commission for holding this workshop. Indeed, I was -- had the privilege to be at the first workshop that the FTC held in 1996 on privacy and the web, which certainly for me was an important opportunity to start to get a handle on some of these issues, and I think that this workshop is actually in many ways analogous. Someone who I won't mention was saying, boy, we're really so far behind on all these issues, and I think that's the way a lot of us probably on just about all sides of the table here felt back in 1996. Whether we feel that we've caught up any further on these issues and the web space, I guess I have a glass half full view and think that we have made some real progress, in some part thanks to the FTC, since 1996, but there is clearly quite a bit to do. And my laptop is still churning a little bit. Just by way of introduction, let me say that -- I hope you can see this. Good, okay. My name is Danny Weitzner, and I'm with the World Wide Web Consortium. For those of you who don't know the W3C, we're the organization that sets the technical standards for the web. So, we're best known for our work in areas like HTML, the basic language that just about all web pages are written in, we're known more on the hype side for a lot of our work on XML, the next generation markup language that is somewhere in Walt Mossberg's time scale of a couple of years from now going to make I think a very substantial impact on the way we all experience the wireless and the wireline web, the web we know today, and we also have the responsibility, I suppose, of trying to keep track of where a lot of these technologies are going. So, one of the implications of that has been that we've spent a lot of time over the last year or two in very close consultations with standards bodies that are oriented specifically towards the wireless world, such as the WAP Forum, to try to make sure that as we develop many of the new technologies that Bill pointed to and that Walt maligned, that they at least all work together to one degree or another, and I'm going to talk a little bit about what that means. What I'm going to do today in the time we have left is engage in what I think is going to be an exercise in dramatic oversimplification. I was asked to talk about a lot of the underlying technologies in the wireless space. Number one, I'm probably not the right person to do that, and number two, it's pretty impossible to do that at this point in time and come out with any kind of meaningful understanding of what we ought to expect relative to the public policy space. So, what I'm going to try to do is to talk a little bit about how many of the new technologies that we've heard about are going to change the experience that people have -- both of their traditional voice wireless telephone experience around the world and how those same technologies are going to change the experience that people have of the web today. I think that for many of us those are hopefully kind of solid starting points, and what I hope to do is to point out some of the changes that are going to be underway and the ways that I think we'll need to respond as a public policy community. I am lucky enough to have just returned from a joint workshop that W3C held with the WAP Forum last week in Munich specifically on mobile web privacy issues, trying to understand some of the privacy requirements that many of the new wireless access technologies bring to core web infrastructure, and we had a very fruitful two-day set of initial discussions and I think all came away feeling that there's a huge amount of work to do in this area, both in terms of clarifying the basic public policy requirements and understanding how to help the technology in both of these industries evolve to better address the privacy issues. I know that's going to come up later today and tomorrow, so I won't dwell on that. Oh, and I think I brought up the wrong presentation. MR. MOSSBERG: The analog, Danny. MR. WEITZNER: Well, I did all this work on these slides, so, you know -- there we go, okay. So, this is the web today in, as I promised, diagramatically oversimplified form. There's a client on the website, that's us when we sit down at a web browser, one of these machines with Internet Explorer or Netscape Navigator or Opera or any of a number of web browsers, in effect, there are a bunch of them out there, and we interact with a web service, whether it's the FTC website where we find the agenda for today's meeting or CNN to find out what in the world is happening with the election saga at this moment. This is a pretty straightforward set of interactions here I think we all understand and that I would dare say even the public policy communities around the world are beginning to get their hands around the kind of relationship here. The world changed, the public policy world, particularly with respect to privacy issues changed somewhat significantly when we added another element to this relationship, and that's what I would generically call third-party embedded content. Specific examples of that include ads, banner ads served by the various networks and serving organizations and streaming media, in fact, so all of a sudden what was really a two-way relationship, a simple two-way relationship between me, the user, and a content provider out there has three components, and I think any of you who have paid even the slightest bid of attention to some of the questions that have come up in the online advertising debate understand that the addition of this extra architectural element, this extra piece of the network into the relationships that we have raise all kinds of questions, including some of the questions that the Chairman alluded to. How does notice work? Who do you go to complain to if you have a problem? Is it the web service or is it that third-party content provider? The mobile web world, what I think is actually sort of appropriately identified by Bill as pervasive computing environments, introduces I think a dramatic extra degree of complexity in the kinds of relationships that we're going to participate in as users that content providers are going to interact with and perhaps particularly a dramatic expansion in the relationships that the public policy community is going to have to look at and understand and respond to in one way or another. So, again, this is a simplification of a lot of the very complex set of technologies that Bill talked about and that I'm sure that we'll hear about during the day, but in what is really I'll just say my own kind of personal reflection on what's different about this new environment from the web environment today, what I think has to be striking to all of us is that all of a sudden, there are a whole new set of intermediaries between us as users on the left side and the traditional web service up there on the top right side. So, what are some of those intermediaries or what in many contexts are identified as gateways, what do some of those do? Well, you heard about some of them from Bill. For example, when I'm accessing some kind of service here on Bill's little Thinkpad -- little Palm Pilot here or whatever IBM calls it -- here, I'll give it back to you -- when I'm accessing -- oh, and there's another one here, they're everywhere -- what I'm accessing -- no, let me keep this -- when I'm accessing a service -- accessing a traditional web-based service on a little screen like this, as Bill pointed out, the service, in order to deliver meaningful content to me, has got to, number one, assume that I don't -- that I can't see color, that all I'm going to see is black and white. Number two, it's going to assume that I don't have anything that looks like a mouse. So, any of those web pages that allow you to move a mouse pointer over certain parts of the screen and have other stuff pop up, that may not work here. Number three, the data path, the bandwidth available between this device -- this device -- well, I don't know about this device, because it looks like it's been modified all kinds of ways, but between a typical device like this and a typical web page is dramatically smaller than the bandwidth available between an average PC that runs a web browser and a website. So, the expectation is either that people are going to sit around for hours and hours while home pages download onto these little devices or those home pages, that content that's over there on the right side are going to have to be, in IBM's words, transcoded. They are going to have to be changed so that people can -- so that people's little devices like this will remain useful. Now, how is that going to happen? The way that the technology seems to be evolving is that the devices that we carry around will be identified to these gateways. The gateway will know I'm using this particular kind of, in fact, customized Palm Pilot, and when it receives a request, it may do one of two things. It may then tell the web service that I'm trying to access, Danny's got this funny device and it's got this ID number, make sure you send content that that device can understand, or instead, it may do something different, and it may do -- it may actually engage itself in this kind of transcoding that Bill was mentioning, so that the -- that full, feature-rich, content-rich, color-rich, mixed-media web page that we're used to seeing when we look at the CNN.com site is going to be shrunk down in all kinds of ways dramatically by this intermediate device. Another function of the gateways is going to be that, for example, if I'm trying to order the proverbial airline ticket over this cell phone because I'm stuck in O'Hare because it's snowing, how am I going to do this with these little four lines of display, and more importantly, with these nine buttons where I have to press them multiple times just to get a single letter? Well, probably what I'm going to want to do is I'm going to want this gateway, this entity that sits in between me and the content provider, in between me and in my case probably United Airlines, I'm going to want United Airlines to know that I'm Danny Weitzner, that I'm at this address, that I use this credit card number, that I use this frequent flyer number, that I like window seats, et cetera, et cetera, et cetera. Who is going to store that information about me? Who am I going to trust to store that? Am I going to enter it all in, and I'm going to say window -- no, I'm not going to do that, because I'll miss the last plane possible. What instead I'm going to do is I'm going to rely on these -- on the user profiles that are stored by someone in between me and United Airlines to send that information, to send them my credit card number, to send them other preferences that I may have. Finally, lots of services that I may be interested in, some of the services that the Chairman, in fact, mentioned, the buddy service, the "I'm downtown and I want to have a beer with someone" service, rely on knowing a fair amount about the location of me, assuming that I'm connected to the particular wireless device I'm using, and they rely on some ability to provide that location information hopefully to the people I want to see it only, to services out there. And again, this is not going to be a situation where I'm going to see on this little device that maybe is enabled with a direction-finding service, like GPS, that's going to tell me I'm at 49 degrees, 22 minutes, et cetera, et cetera, and I'm not going to type in all these things, I promise you, into these phones. Even the geekiest of people are not going to want to do that. Instead, we are going to end up in many cases relying on gateway services provided somewhere inside the network to relay that information to the people who we want to have it. Now, finally, the question about how the third-party content, such as ads or streaming media, gets between the services and the users in this network I think is substantially an open question, but no doubt there will be a lot of interest in doing that. What I would also point out here is that my expectation is that when I'm using this kind of network, I'm going to -- I'm going to have access to in some sense what are technically really two different kinds of services. I expect that I'm going to have access through the traditional web services we understand that can be accessed -- where the same service can be accessed either through one of these mobile devices that goes to this relatively complex network architecture, or through a PC web browser, and also a web service that I access in this very simple way. I don't think that just because we add all this complexity we're going to lose what we now understand to be the traditional and perhaps somewhat quaint kind of web interactions that we have today, and I would suggest to you that it's very important for all of our thinking going forward that the user here, the client on the left side, in many cases isn't going to know what kind of service he or she is accessing. Maybe it's a traditional website. Maybe it's a service provided uniquely by that user's network provider, their cellular network provider. The user's not going to know, and in many cases the user's not going to care. So, I want to try to address very quickly how you do all this, how do you make that very complex world possible. As I said, I think that whereas the web in 1996 was in a state of significant development, if not confusion, it has now more or less settled down, and the way that we from a technology standpoint interact with web services is relatively clear and stable. All of us essentially use the basic Internet protocols to access websites, TCP/IP and HTTP. Those are the -- TCP/IP is the basic network service that moves information around, whether it's for the web or e-mail or for anything else. For the web we use a protocol called HTTP, which is specially designed to give people access to web pages and to create links among web pages. We access a pretty uniform kind of content.People who want to make content available on the web today know that they have to do it with a particular language called HTML. That will change probably over time. And increasingly even on today's web, the way that people's public policy-oriented services, such as information about privacy policies, information about the signatures or the authentication of documents, are managed according to a developing set of technical standards. On the wireless web today, I think what we see is a pretty substantial diversity. I don't know that I'm quite as pessimistic as Walt about the kind of Tower of Babel problem, but it's pretty clear that at all of these levels, there's quite a lot of diversity. There is not a single standard for the underlying network transport; there's not a single standard for the protocol that moves information around in these networks. Content has not settled down into a single standard, and certainly for security and privacy and other kinds of policy issues, there's not a single standard that everyone can rely on. Let me -- since we're coming close to the end of time for this panel, I want to try to conclude very quickly. These are some issues that I think we have to keep in mind as we explore this public policy space, and they're my effort really to point out what I think are some of the critical differences between policy frameworks and ways of thinking that we've evolved for the web and the ones that are going to be appropriate for this environment. First of all, as I talked about, there are going to be a variety of gateways, a variety of intermediaries that stand in between the user and the service at the other end of the network. In many cases, those gateways are for purely technical purposes. In some cases, those gateways will exist to manage or in some cases alter the business relationship or other kinds of relationships that the user has with the service provider on the other end. What I would suggest -- and finally -- and those gateways are important both from the user perspective and also from the content provider perspective. I think it's sort of axiomatic on the web today that when I put up a website, I don't have to negotiate with anyone to make sure that that content is available to every single user on the web who wants to see it. Whether that's the same in this environment I think is an open question. I think that what I would suggest, though, is that for all of the importance of these gateway relationships, the boundaries between interactions that go through these gateways and those that don't, interactions that are secured perhaps by some intermediary, interactions where perhaps some intermediary is watching out for my privacy rights, interactions where perhaps an intermediary is monitoring the intellectual property rights of a content provider, that from the user perspective, those interactions will blur together with the interactions that we have today with a typical website. I think that from my perspective, what is most important as we go forward is to build on the common shared information space that we have with the Internet and the web today. This is not to say that every single device has to be able to access every single kind of content. As I think was eloquently pointed out, I may not want to watch a full motion video on this little device, and we shouldn't require that that is the case, but I do think we have to pay very careful attention to making sure that the evolving protocols ensure the possibility of consistent access and make sure that we don't create Balkanization between different islands of content spread around. Finally, I would say -- and this was really the subject of the workshop that we had with the WAP Forum last week, so it's very much a work in progress, because of the fact that users will be navigating across different environments between the traditional web world and the new kinds of services that will be possible through the wireless world, I think there was a fair amount of consensus just in the discussion that we had that users do expect a common experience. They expect that if they have a privacy relationship with a website in the traditional web world, that that relationship will be carried over when they access that same service in the wireless world. I think that they expect that if they have digitally signed a document with a web service, maybe it was a check that they sent, maybe it was securing access to a credit card statement or something like that, that they will have that same kind of security in the wireless world. So, we have to be very careful I think to create a consistent set of expectations, and certainly work to build technology and policy approaches that alert users when they're crossing boundaries and when the expectations are changing. So, since I see several people encouraging me to conclude, I will do that, and thank you very much, and I look forward to questions. (Applause.) MR. WINSTON: Thank you, Danny. I think we have a few minutes for questions. We're going to do this the old-fashioned way. If you have a question, raise your hand, and I will call on you. Wait for the microphone to come from someone, there's a microphone right there, and if you could just identify yourself and your organization when you ask the question. MR. DANIELS: Sure, Seth Daniels. I think everyone did a very good job, and I want to thank you, but one thing that really came across to me is that there are really different technologies that we're talking about. We're talking about cell phone technology, and then we're talking about a new technology that wasn't really clearly defined, that being wireless IP. I think we identified that Ricochet and a couple other providers are talking about wireless IP, and if you're talking about wireless IP, WAP does not necessarily apply, because WAP is more device-dependent with the issues involved with the cell phone technology. So, what's kind of interesting is even in this room of people that should be in the know, there's still a lot of confusion or not -- maybe I shouldn't say confusion, but there's not a clear message being sent, and to the consumers, it's even more obscured. The other part or maybe more of a question is what are the regulatory requirements for the wireless IP providers that are not making calls but seem to be somewhat outside of the scope of some of the guidelines as I have read them relative to location reporting? MR. MOSSBERG: Can I just say, I can't -- I don't know anything about regulatory requirements, maybe others do, but I think you're right, that just observing the three of us so far, and the conference has hardly started, this word "wireless," this term "wireless" is way too broad, and it means many things to many people. Bill showed you what I thought was a very interesting demonstration of a whole kind of wireless that I didn't even mention, which is essentially wireless inside buildings. 802.11, which incidentally has been renamed just to confuse you further Wi-Fi, Bluetooth, which has produced more press releases than actual devices, and Home RF and some other things, all of those things are designed to allow devices that are properly equipped to talk to each other over relatively short distances, and one of the things that they can do in talking to each other is to pass along an Internet connection and, of course, hopefully a broadband one, but that Internet connection today is primarily coming across the same wired system, not wireless, but wired that we all know about. So, in other words, I wrote about -- for those of you who read my column, a couple weeks ago I reported on what it was like to set up an 802.11 high-speed wireless network inside my house to distribute a wired DSL line coming into my house, and I hope you're following me. I don't have wireless Internet in my house just because I have a wireless network that operates within the walls of the house. I have a wired Internet connection that's distributed wirelessly. The experience is wonderful, incidentally, in terms of being able to carry laptops and eventually things like this around in rooms, and I actually have one or two of these in my house that I'm testing, but it's not the same as being out on the street or in this building or in a cab and trying to get this thing to give me a broadband wireless connection. So, we have to be very careful in the terminology that we use. I'm sorry, I don't know about the regulation part. Did you guys -- okay. MR. WINSTON: Yes, over here. If you could introduce yourself again. MR. LEMAITRE: Mark LeMaitre, I work for Nextel Communications. This is going to be difficult. I'm not going to talk about technology, but it's quite obvious that amongst the speakers today so far there's been both a desire and a concern about extending the wireline existing Internet experience out to the wireless device. I think it's both desirable in some circumstances and very difficult practically to achieve, but I was interested to -- and I was at the workshop that Danny was at last week. One of the things that we found was that -- or discussed was that in order to make the experience a lot more compelling in a wireless environment, certainly with the PDA, the notion of where I am and what I'm doing becomes extremely important, and so whilst I agree that protocols that we have got on the -- being developed on the Internet today for privacy satisfy the notion that I'm in front of a big screen surfing content, when I get into a wireless environment, the stakes go up in that I've now got information about my personal location, my personal --you know, my state, what am I doing. What am I doing and where am I doing it are very difficult things for people to give away easily, and I'm wondering if you can just touch, Danny, on the notion that as the stakes go up, so do the controls, and the levers that we have to put back in the consumers' hands have to get better. MR. WEITZNER: I think that there is no question that they do. There is -- and one of the points that I found particularly striking about the workshop, and I don't want to give anything more than my personal impressions of it, because we're still working on developing a kind of a common statement coming out of it, but my personal impression was that there is a shared sense across the web industry and the wireless industry, however you define those boundaries, and everyone in between that putting users in control of their personal information, particularly, as you pointed out, when it comes to very sensitive information such as the location of your device or whether you consider yourselves at work or on -- or having fun at any given moment, whether you're receiving calls or not receiving calls, et cetera, whether you're in a restaurant or in a bar or whatever else you're doing, that indeed I think we need much finer-grained user control mechanisms for the wireless world than we currently have for the web world. In the web world we've taken one step in developing a privacy-oriented standard, P3P, which I won't rattle on about, but I think that the wireless world introduces a whole set of requirements on top of that. I think we need the consistency of a common platform like P3P, and this is true really for essentially any protocol we're talking about, I would suggest, that the user is aware of, whether it's security or privacy or any number of other things, but we clearly need more features available, and most importantly, I think we need a higher degree of control so that users are comfortable operating in an environment where they are, in fact, disclosing and relying on the disclosure of quite a bit of personal information. One of the points that I would just bring out quickly from the workshop that, Mark, you had a lot to do with raising was really the question of who is the user going to trust in these sorts of situations? The wireless carrier is the source maybe of that location or maybe it's some other entity in the network that knows your location. Who is the user going to rely on to mediate in some sense the disclosure of that information to make sure that as it's used in various other parts of the network, it's used consistent with the desire of the user, and how are we going to work that, and what kinds of interoperability protocols do we need across all the services that are going to participate both on the web and on the wireless side?How are we going to get that all to work together? I think it's a very substantial challenge that the wireless world has brought here and one that I think we've got a lot to do to figure out. MR. MOSSBERG: Can I interject a note of deep skepticism for a moment, as I have been trying to do all morning? I don't even for a nanosecond doubt your sincerity, Danny, or those of the people of this workshop, although I would point out that WAP is a 100 percent utter failure as of the moment on cell phones, but to tell you about the privacy thing, I just would like to note that we have had four or five years now of experience with consumers using the wired web on very powerful devices which could afford you a tremendous amount of privacy protection, and we have done very, very badly. There is no privacy and a very bad level of security for people using the web on computers in a wired way today, and I personally now -- speaking as a journalist who is paid to offer opinions, that's what being a columnist means, I would tell you that I believe you won't hear this from many other people who write in The Wall Street Journal -- I believe we need a federal law that is very tough and very powerful on privacy that would cover wired and wireless, and in the absence of a federal law enforceable by jail terms -- I'm very serious about this -- none of -- as I said, I attribute complete integrity and honorable intentions to you guys, but none of that will matter, because to the extent the wireless web and location-based services and user profiling become economically important and marketable, you will have the same kind of irresistible pressure from people ranging from the worst sort of hucksters to the most honest businesses to try to sell you things based on that. There has to be some basic legal -- I'm not talking about micromanaging every transaction, but a law that would set out at least some general guidelines on who -- saying that the consumer should be in control. In other words, little things like opt-out versus opt-in, and I know there are privacy people here who know much more about it. Sorry, I just needed to try to inject reality, that's all. MR. WEITZNER: Could I just respond very quickly? All I can do is to say that I think that what we have to do is take a global perspective on this and recognize that any of these infrastructures that we're talking about exist in a context that I think will always be marked by a real diversity and a real divergence in real standards. Already Europe has I think the kind of environment you might want to have, without getting into it too far, and what we see is the need for services to be able to exist in a variety of legal environments -- MR. MOSSBERG: Well, ultimately you need a treaty -- ultimately, I'm sorry, there is a role for governments, and you need a treaty ultimately. MR. WEITZNER: And I'm not disagreeing with that in any way. I think there is absolutely a role for governments. I think the question on the table is whether it is more than is currently happening, and I think there are serious arguments on both sides of that. MR. MOSSBERG: Nothing is currently happening. MR. WEITZNER: Let me just say real quickly, you say you're not trying to micromanage. I am actually talking about trying to micromanage, because I think whether you're working in an environment where there's a real comprehensive privacy framework such as the European Union or whether you're working here where I think everyone would agree there's a much lower profile legal environment, without making judgments about it, that from the user standpoint clearly what users want is the ability to make very fine-grained choices -- MR. MOSSBERG: I'm sorry, I meant the government should not be micromanaging, but the user needs to be in control. They need to be able to say no, you can't -- you know, I want you to know my location because I want to know what's playing at the nearest movie theater, but that goes no farther, and by the way, I don't want you to serve up an ad based on my location or I do want you to serve up an ad. MR. WEITZNER: That's right, and I was just riffing off of your micromanagement to say that the need for micromanagement is there. I tend to agree with you that it's not at the level of regulation. MR. WINSTON: We are going to be spending a lot of time on this topic over the next day and a half, and it's obviously one people have a lot of opinions about, so why don't we hold off for now. We do need to move on to our next speakers, so I want to thank our panelists. We have enjoyed your presentations. (Applause.) MR. WINSTON: If you could all wait around, we have one more speaker before the break. We are now going to turn from the discussion on technology to look at the international experience in the wireless area. As we've heard, both Europe and Japan are ahead of the U.S. in terms of deployment of wireless services to consumers, and so we may be able to learn some lessons from the international experience that will help us. Our next speaker is Jason Pavona, who is the director of wireless strategy and personalization for Terra Lycos. He's been instrumental in building the infrastructure necessary to take the Lycos network into the next generation of content, including Lycos' extension into wireless, and he's going to be speaking about the development of the wireless space abroad and offer an assessment of how that may translate to the U.S. Again, hopefully we will have time for a few questions afterwards, but we'll see how it goes. Jason? (Applause.) MR. PAVONA: All right, so, I am going to start off with just a couple remarks and then really kind of delve into what's reality now in Europe and finish a little bit on Asia. I, unlike some of the other panelists, do not share the skepticism that's really out there in the market. I think that as you'll see moving forward that as the Internet grew, it was about applications and services, and wireless is much the same way. You know, we have kind of three mantras that we move to in this space that make it pretty appropriate. The first one is the right device for the right person. I think one of the most interesting things that I saw was not the presentation that Walter gave but the fact that he spent the entire time actually using his Blackberry checking e-mail. So, obviously he found a very interesting way to use wireless, and I think that that's really what this is all about. It's finding the right device and the right application that drives adoption and drives usage across the board. Obviously there are technology needs that need to be addressed, there are regulatory needs that need to be addressed, but at the end of the day, this is an industry and this is a mechanism for delivering data and information that is incredibly important and going to happen. We just need to make sure that we're addressing it. So, let me kind of walk through how Europe is different. First, GSM technology standard, one standard across the board makes it very easy for operators and content providers to work together to deliver up content and services and to roam across different countries. Next, lack of a traditional land line infrastructure, why is this important? Basically in the U.S. we are very lucky to have the ability to get almost universal access to the Internet, while in Europe, for example, in Italy, it can take up to six months to get a telephone line into your house. Obviously this means that mobile access is something that people are incredibly willing and have the need to get as soon as possible. So, what you'll see is that while in the United States the GPL land line structure is important, it will leverage wireless, where it's opposite in Europe, where the traditional wireless user will leverage land line as it continues to grow out if it grows out. Negotiation, metropolitan environment, moving towards oligopoly. Obviously most of the countries in Europe had a state-owned telephone agency. That has obviously opened up over the last decade in terms of competition, but it is still very much pervasive where the traditional carrier still holds a majority of the penetration of wireless users. Next, operators building portals. They're very much moving towards an AOL versus EarthLink and Terra Lycos model. So, AOL provides access and they also provide content in a walled garden type environment. Now, this is obviously changing across the board wherepeople want open environments to get information, but it's important to realize that in some ways, especially in Europe and Asia, carriers want to control what information people are seeing. Next, pay-by-the-drink culture. In Europe, it's very different, where people actually do not pay for every call. If you receive a call, you do not pay for that call. So, it obviously drives adoption upwards. Next, limited flat rate pricing. The culture in the U.S. is all about what am I going to pay? I want to know what's the most I can pay, and if there's a maximum, that's important to me. So, that's very different than where everything is pay by the drink. Prepaid and low credit card use, which means that people understand what the billing is or they have already set up a calling plan that's important to them. And caller pays, obviously driving usage, as we talked about before. So, I did not put up this slide to make everyone have a problem reading it or test your eyesight, but it really goes to showing kind of where online penetration and mobile penetration are important. So, as you can see, mobile penetration in most European countries is extremely high. This is not true in the United States; however, the lines are completely different that PC at home or actually access to land line infrastructure is hugely -- has a huge penetration versus the wireless penetration, and this goes back to the point where in the U.S. we are very much considered centric on the home and the PC and how that's very different than wireless and that's why most people have had a bad experience. Now, take it to a different level. What happens if the only way I can access e-mail is on a WAP phone or on a device that has a limited ability to view that information? I will tend to use that advice, I will just use it in a very different way, and that's what we're talking about here. So, how to view the European market, really three ways that we really look at it, Internet focused, Internet aware and mobile focused. Internet focused is much like the U.S. where PC and Internet access is pervasive and the relationships with portals and other content providers are already there. Next, Internet aware, where, you know, there's medium PC penetration, Internet access rates are lower, there's really not a distinct relationship on the Internet side for particular access. And then finally mobile focused, where there's a very low Internet penetration but high mobile penetration, and what you'll see is these cultures taking on devices and services very differently than they would in the U.S. or around the globe. So, what have we kind of learned across Europe and Asia with our joint ventures, and what mobile applications do people really prefer to see? Number one by far, and I think that this -- this line should be across the top, e-mail access. It's really about communicating with one another. Instant messaging, it's about being able to access people on the go wherever they are and be able to get important messages to them. Obviously there is -- there is an incredible need for that not only in the U.S. but around the world, and it's incredibly important that we have the ability to do that, whether it's on a small device, whether it's on a traditional PC, whether it's a voice application, it doesn't matter, it's about communicating with individuals across the board. As you move down into some of the other content areas that we've worked with, driving directions is incredibly -- has been an incredibly sticky product that people want to use, traffic and driving updates obviously, weather information, finance and stock information. So, obviously things that are near and dear to people's hearts, sports, for example, and betting. Where the laws are somewhat different around the world, betting is an incredibly popular application on these devices. And then entertainment. So, as we'll see moving forward, one of the key facets of mobile devices will be entertainment. This is incredibly important if you look at some of the demographics of cell phone use around the world, and it's a very high penetration of teens and people within their -- in their low twenties. Why is this important? Because those people are on the device for two reasons. One, to talk with their friends, and two, to entertain themselves, and that is something that will not only drive the penetration of wireless here, when gaming and chat and all those other things that you think of on your PC move to your device, whether it's, you know, a Palm device, whether it's a phone or whatever, but it will just be in a very different way. So, mobile applications road map, where are we and where are we going? The number one product and service for most mobile carriers in Europe in terms of data is SMS. There's about a billion SMS messages sent in Europe every day. So, most people in the U.S. have never received an SMS message, they don't know what an SMS message is, they don't care; however, if any of you have been in a train in Europe or seen teenagers or school kids in a classroom, the number one thing that they're doing is they're sitting on a phone and typing in messages to their friends or they're receiving messages about updates. Now, this may seem insane to a lot of you, and it seems insane to me a lot of times, but really what it's about is communicating, and what we tend to do is find the easiest way to communicate with people, and whether that's an SMS message, whether that's voice, as we've kind of talked about here, it's finding the right application, it's finding the right device and it's finding the right means to get that information to them. How does this kind of change, though, as technology changes? We talked a little bit about next-generation networks. What does that mean? At the end of the day, it means how much faster can I get data to the user? So, whether that's -- you know, obviously a roll-out that is, you know, in the future or today, in Europe right now we're looking at roll-outs in several countries of what's called GPRS, and that's basically a data network on top of GSM, their current standard. Is the bandwidth that that's providing, an incredibly huge jump, does it make it compelling to play peer-to-peer video games or download the video of the Supreme Court hearing? No; however, what it does do is provide a mechanism for us to allow users to have different experiences, and that's what it's all about. As you'll see, you know, some of the things that will continue to come, you know, device location, something that I'm sure will be a heated battle not only today but for years to come in terms of privacy and getting that information to you. Gaming, as we talked about. Video, but not video in terms of, you know, 15-minute clips of ABC News, but more importantly, small clips of information. For example, you know, I'm driving to Logan Airport. For those of you that live in Boston, that could be a 15-minute trip or that could be a three-hour trip. So, I'd like to see, you know, what -- one of the -- you know, what 93 looks like at the current time. So, I want to get a snapshot of that. Now, is that a -- you know, is that a 15-minute process? No, it's probably a three-minute, two-minute, one-minute application that says, show me the best route to Logan Airport and show me what the traffic looks like. So, that's what we're talking about, designing applications to use the best technology. Obviously local advertising, emergency services, things that you've seen already come out, like OnStar. So, there are a bunch of applications that continue to come out and be driven by new technology and consumer needs. So, mobile revenue streams and why is this important? Because in order to understand what people are doing, you need to understand in some ways what people are willing to pay for. Information services, this is really about connecting people with information that they may want. It will be a tiered system. There will be services that are free, there will be services that are premium, just like there are today. Mobile advertising, the same thing, a tiered system. Peoplewill either pay for services or they won't. They will be able to opt out of those services if we, you know, create the correct mechanism to allow them to do that in a compelling way. Mobile services that connect you to e-mail and PIM and unified messaging and mobile commerce, so the question is how broad is mobile commerce? It's the same way when you take an example of calling a call center. You know, when I am -- instead of calling Tiffany's or going to a Tiffany's store for -- for a, you know, a diamond earring for my girlfriend for Christmas, is that Internet commerce? Is that, you know, brick and mortar commerce? I don't know, but the question is, you know, how do I get -- how do I make it as easy as possible for people to buy in the way that they prefer to buy? And whether it's defined as mobile commerce, whether it's defined as e-commerce or whether it's traditional, you know, brick and mortar commerce, it doesn't really matter, and it's about providing them with the best service. Mobile distribution, providing mobile ISPs, whether it's through products like Ricochet, whether it's through products like a traditional carrier would provide, it's getting them the type of ISP they need. And then mobile enablement, really allowing people to move across different areas of the world and have the same access, and that's going to be an incredibly important piece. One of the relationship pieces that we talked about earlier that started off to be a heated battle was location and billing. So, one of the keys that will drive this, and I'll talk a little bit about this when I talk about DoCoMo in Japan, is the location of the user, obviously that can drive an easy product or it can be a nightmare for privacy, and then finally the billing relationship, how easy is it for me to pay for something, which is an incredibly important piece of mobile commerce and mobile moving forward. So, North American mobile consumers are different. I think that this is a statement that I often hear within the industry, and I don't always buy it, because at the end of the day, cultures are always different, and the applications that are within those cultures rea
correct_subsidiary_00108	FactBench	1	8	https://www.theglobeandmail.com/report-on-business/bce-unit-buys-out-lycoss-stake-in-joint-internet-venture/article25305239/	en	BCE unit buys out Lycos's stake in joint Internet venture	https://www.theglobeandm…00x630.png?d=593	https://www.theglobeandm…00x630.png?d=593	[ "https://sb.scorecardresearch.com/p?c1=2&c2=16433046&cv=3.9.1&cj=1", "https://www.theglobeandmail.com/resizer/v2/https%3A%2F%2Fs3.amazonaws.com%2Farc-authors%2Ftgam%2Fe1e31a9d-ff20-4511-8edc-86dc7960261a.png?auth=45c56a76de8f0d4afe371dd02d3dcf5ab72b0eb2d183bbbb3494217fd5fe5637&width=300&quality=80" ]	[]	[]	[ "" ]	null	[ "Bertrand Marotte" ]	2002-09-14T04:00:00+00:00	BCE Inc.subsidiary Bell Globemedia said yesterday that it has bought outTerra Lycos'sminority position in the Sympatico-Lycos Inc. joint Internet venture.	en	https://www.theglobeandm…h-icon.png?d=593	The Globe and Mail	https://www.theglobeandmail.com/report-on-business/bce-unit-buys-out-lycoss-stake-in-joint-internet-venture/article25305239/	BCE Inc. subsidiary Bell Globemedia said yesterday that it has bought out Terra Lycos's minority position in the Sympatico-Lycos Inc. joint Internet venture. The transaction ends a partnership to which BCE and Bell Globemedia felt Terra Lycos contributed little, according to a source close to the situation. The allegation was strongly disputed by Terra Lycos. BGM and Terra Lycos announced in a joint news release that BGM will buy out the 29-per-cent minority interest in Sympatico-Lycos indirectly held by Terra Lycos subsidiary Lycos Inc. Terms of the transaction announced yesterday were not disclosed. The two companies said they will continue to provide one another with "certain commercial services," but on a non-exclusive basis. "BGM has been unhappy with Lycos as a partner for a while," one source said. "The value of the business has all come from BGM's side. There was nothing coming the other way. "There was the expectation they would deliver international advertising sales to Sympatico-Lycos. [Those sales]haven't materialized." But a spokeswoman for Terra Lycos took strong exception to the comments. "We felt that we overdelivered to the relationship and delivered really high-quality products to consumers in the Canadian market," said Michele Perry, vice-president of communications for the company, based in Waltham, Mass., outside Boston. She said it was Lycos that brought European media giant Bertelsmann AG as an advertiser to Sympatico-Lycos. The source said BCE and BGM were involved in "lengthy" negotiations aimed at reaching an amicable split. Lib Gibson, president and chief executive officer of Bell Globemedia Interactive, said: "The big driver was we wanted to have 100 per cent of the company. We have decided to buy them out." BCE also owns domestic telephone company Bell Canada. BGM's other assets include the CTV television network and The Globe and Mail newspaper. Terra Lycos's parent is Terra Networks SA of Spain. The deal ends a disappointing chapter in BCE's media convergence strategy, which has been less than stellar, said Eamon Hoey, senior partner at Toronto-based Hoey Associates Telecommunications Consulting Services Inc. "Lycos brought nothing to the party that [BCE's]Sympatico couldn't develop itself," he said. Linking with Lycos was a mistake from the get-go because it was just too small a fish to contribute much of any value, he said. As it turns out, it's not necessary to negotiate exclusive agreements with just one portal or content provider, as Montreal-based BCE did with Terra Lycos and continues to do through majority ownership of CTV and The Globe, Mr. Hoey said. Stephen Killeen, president of Terra Lycos U.S., said Lycos.com has four million Canadian users and the new structure will allow it to continue serving them. Lycos Inc., which struck the joint-venture deal with BCE in February, 2000, was subsequently acquired in October, 2000, by Terra Networks. Under the terms of the joint venture, BCE was to contribute $125-million over three years. Lycos contributed no cash but made all of its on-line brands and tools available to Sympatico-Lycos. Those brands included Wired.com, an on-line news service, and Tripod, a personalized Web-site builder.
correct_subsidiary_00108	FactBench	0	10	https://www.managementtoday.co.uk/portal-pie-terra-lycos-profiting-information-products/article/547917	en	Terra Lycos: Profiting from Information Products	https://www.managementto…avicon-32x32.png	https://www.managementto…avicon-32x32.png	[ "https://api.hbpl.co.uk/Article/ViewCount/547917", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/King'sSpeech.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTLeadershipLessonsNewsDebriefartwork50.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMandA.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/openvsclosedAI.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/populism.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/Investment.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTResandDataHybridWorking.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/35wu35.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/KeirStarmercabinetmeeting.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/AIleaders.png", "https://www.managementtoday.co.uk/_hbi_ui/basesitenet/img/responsive/logoHaymarket.svg", "https://www.managementtoday.co.uk/_hbi_ui/basesitenet/img/responsive/ipso.svg" ]	[]	[]	[ "" ]	null	[ "Theodoros Evgeniou" ]	2003-05-01T00:00:00+00:00		en	/apple-touch-icon.png		https://www.managementtoday.co.uk/portal-pie-terra-lycos-profiting-information-products/article/547917	The economics of the new economy are not exactly evident. Internet portals like Yahoo! and AOL, for example, had to invent whole new business models, finding revenue streams among the variety of free services they provide. In essence this has been the Holy Grail for portals: how to get people to pay for services that others are giving away and how to capitalize on the huge number of eyeballs streaming through ones portal. In this Case Study, Theodoros Evgeniou, Assistant Professor of Information Systems, looks at Terra Lycos, considered by some to be a second-tier Internet portal, as it tries to compete with the big three AOL-Time Warner, Microsoft/MSN, and Yahoo! by finding new revenue streams. Terra Lycos was born in October 2000 out of a merger between Terra Networks, a subsidiary of Spanish telecommunications giant Telefónica and US-based Lycos, an Internet portal and service provider. The merger also included a strong role for German media giant Bertelsmann, which agreed to a five-year US$1 billion deal to buy advertising and services from Terra Lycos and offered Terra Lycos exclusive access to its content. The deal was positively viewed as it combined Terras strength in Latin American markets, the deep pockets of Telefónica, and access to one of the worlds largest wireless networks, with Lycos brand name, online properties, strong US presence and positive bottom line. One shareholder wrote: It makes it a real equal of the Yahoo!s of the world and a great near-equal to AOL. Yet despite a spectacular year in 2000, Terra Lycos was hit hard by the Internet downturn and by 2001 was offering a negative shareholder return of minus 87%. Given that its revenue mix was heavily dependent on advertising (75%) Terra Lycos would need to find new revenue streams. Getting users to pay for content seemed a likely start. But very few sites in 2001, other than pornography sites, were actually charging for content. AOL had borrowed the subscription concept from cable companies that succeeded in getting people to pay because their programming was considered premium. Yahoo! followed suit, introducing more paid services, and Terra Lycos was looking to do the same. To build up its content, Terra Lycos began buying stakes in or launching new companies in areas where it did not already have expertise. It invested in travel sites, acquiring a 55% stake in the US booking site OneTravel.com and entered a 50-50 joint venture with the Latin America travel site Rumbo. The company also moved into B2B car sales and B2E (business-to-employee) e-business centers offering administrative functions to small and medium-sized companies. In addition, Terra had acquired two financial sites Raging Bull and Quote.com when it merged with Lycos, boosting content in an area (personal finance) where user-generated income was high. In the process of acquiring and diversifying its content to attractive more paying customers, Terra Lycos ran across some stumbling blocks: switching acquired companies over to the same platforms and software; resolving branding issues; getting new employees from different countries to embrace a single company culture; and trying to create a coherent range of services. The issues revolving around brand identity got even fuzzier when the company expanded into non-Internet-related sites, such as television programming and print publications. With a new CEO pushing cost-cutting and revenue diversification, Terra Lycos was moving toward the cant miss goal of positive EBIDTA in 2002. Yet given its strong cash position and advantageous geographic positioning, Terra Lycos still trailed the big three in market reach, brand recognition and profits. At this stage in the game, what should Terra Lycos do next? INSEAD 2003
correct_subsidiary_00108	FactBench	3	45	https://www.iesepublishing.com/terra-lycos-portuguese-version-brazil-portuguese-brasil.html	en	Terra Lycos (Portuguese Version, Brazil)	https://www.iesepublishi…es/3/favicon.png	https://www.iesepublishi…es/3/favicon.png	[ "https://www.iesepublishing.com/media/logo/default/iese_logo_red.png", "https://www.iesepublishing.com/media/wysiwyg/imgdocente.png", "https://www.iesepublishing.com/media/wysiwyg/imgia.png", "https://www.iesepublishing.com/media/wysiwyg/imgparticular.png" ]	[]	[]	[ "IESE Publishing" ]	null	[]	null	In May 2000, the leading Spanish language portal and Internet Access Provider (IAP), Terra, announced that they were to buy the fourth ranking US portal, Lycos, for $12.5 billion in stock. This merger enabled Terra to expand from Spanish and Portugese spe	en	https://www.iesepublishi…es/3/favicon.png		https://www.iesepublishing.com/terra-lycos-portuguese-version-brazil-portuguese-brasil.html	You will find the material that best suits you to design your courses, in different formats and up to 7 languages, so that it adapts to the teaching methodology of your preference at all times. Preview the full content before purchasing. You will also have free access to the teaching notes. Create whishlists and share them easily with your academic institution and/or colleagues. Take advantage of the discount for registered institutions and save money with a platform that offers the best collections, agile purchase process and personalized customer service. In addition, we have various types of agreements to adapt to the specific needs of each institution. Visit our licenses page and contact us for further information. Have the content you need to stay updated as a manager with the support of one of the most prestigious business schools in the world. We select the online courses and articles so that you can continue to be a better leader who generates a positive impact on your company. We also offer agreements for companies, contact us to know more.
correct_subsidiary_00108	FactBench	2	3	https://publishing.insead.edu/case/terra-lycos-profiting-information-products	en	Terra Lycos: Profiting from Information Products	https://publishing.insea…s-2022-small.jpg	https://publishing.insea…s-2022-small.jpg	[ "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/png/icon_cart.png", "https://publishing.insead.edu/themes/custom/case_publishing/logo.svg", "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/png/icon_cart.png", "https://publishing.insead.edu/sites/publishing/files/Theodoros-Evgeniou-13201_52.jpg", "https://publishing.insead.edu/themes/custom/case_publishing/dist/images/free@3x.png", "https://publishing.insead.edu/sites/publishing/files/logo-sorbonne-white_0.png", "https://publishing.insead.edu/sites/publishing/files/wharton-logo.png", "https://publishing.insead.edu/sites/publishing/files/tshinghua-logo.png" ]	[]	[]	[ "Information products", "Information economy", "Versioning", "Customer relationship management", "Portals", "Media", "Dynamic pricing. AR2003", "AR0203", "RD0503" ]	null	[]	null	The case discusses how Terra Lycos is reshaping itself during the economic slowdown by diversifying its revenue stream and attempting to start selling products once offered for free. As a portal, Terra Lycos' products were, by nature, mainly information based. Can Terra Lycos succeed in transforming its products from free to pay? This case can be used for MBA and executive education programmes to discuss key ideas on information economics and strategies for information products. This can be part of a class on managing IT, e-commerce, or strategy in the information economy. The case is also suitable for a session in an economics class on versioning and dynamic pricing, and for classes on media and/or portals.	en	/sites/publishing/files/favicon-16x16_2.png		https://publishing.insead.edu/case/terra-lycos-profiting-information-products	The case discusses how Terra Lycos is reshaping itself during the economic slowdown by diversifying its revenue stream and attempting to start selling products once offered for free. As a portal, Terra Lycos' products were, by nature, mainly information based. Can Terra Lycos succeed in transforming its products from free to pay? This case can be used for MBA and executive education programmes to discuss key ideas on information economics and strategies for information products. This can be part of a class on managing IT, e-commerce, or strategy in the information economy. The case is also suitable for a session in an economics class on versioning and dynamic pricing, and for classes on media and/or portals. This case can be used for MBA and Executive Education programs to discuss key ideas on information economics and strategies for information products. This can be part of a class on managing IT, e-commerce, or strategy in the information economy. The case is also suitable for a session in an economics class on versioning and dynamic pricing, and for classes on media and/or portals.
correct_subsidiary_00108	FactBench	2	2	https://www.managementtoday.co.uk/portal-pie-terra-lycos-profiting-information-products/article/547917	en	Terra Lycos: Profiting from Information Products	https://www.managementto…avicon-32x32.png	https://www.managementto…avicon-32x32.png	[ "https://api.hbpl.co.uk/Article/ViewCount/547917", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/King'sSpeech.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTLeadershipLessonsNewsDebriefartwork50.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMandA.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/openvsclosedAI.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/populism.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/Investment.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/1280x854pxMTResandDataHybridWorking.jpg", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/35wu35.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/KeirStarmercabinetmeeting.png", "https://cached.imagescaler.hbpl.co.uk/resize/scaleWidth/300/cached.offlinehbpl.hbpl.co.uk/news/OTM/AIleaders.png", "https://www.managementtoday.co.uk/_hbi_ui/basesitenet/img/responsive/logoHaymarket.svg", "https://www.managementtoday.co.uk/_hbi_ui/basesitenet/img/responsive/ipso.svg" ]	[]	[]	[ "" ]	null	[ "Theodoros Evgeniou" ]	2003-05-01T00:00:00+00:00		en	/apple-touch-icon.png		https://www.managementtoday.co.uk/portal-pie-terra-lycos-profiting-information-products/article/547917	The economics of the new economy are not exactly evident. Internet portals like Yahoo! and AOL, for example, had to invent whole new business models, finding revenue streams among the variety of free services they provide. In essence this has been the Holy Grail for portals: how to get people to pay for services that others are giving away and how to capitalize on the huge number of eyeballs streaming through ones portal. In this Case Study, Theodoros Evgeniou, Assistant Professor of Information Systems, looks at Terra Lycos, considered by some to be a second-tier Internet portal, as it tries to compete with the big three AOL-Time Warner, Microsoft/MSN, and Yahoo! by finding new revenue streams. Terra Lycos was born in October 2000 out of a merger between Terra Networks, a subsidiary of Spanish telecommunications giant Telefónica and US-based Lycos, an Internet portal and service provider. The merger also included a strong role for German media giant Bertelsmann, which agreed to a five-year US$1 billion deal to buy advertising and services from Terra Lycos and offered Terra Lycos exclusive access to its content. The deal was positively viewed as it combined Terras strength in Latin American markets, the deep pockets of Telefónica, and access to one of the worlds largest wireless networks, with Lycos brand name, online properties, strong US presence and positive bottom line. One shareholder wrote: It makes it a real equal of the Yahoo!s of the world and a great near-equal to AOL. Yet despite a spectacular year in 2000, Terra Lycos was hit hard by the Internet downturn and by 2001 was offering a negative shareholder return of minus 87%. Given that its revenue mix was heavily dependent on advertising (75%) Terra Lycos would need to find new revenue streams. Getting users to pay for content seemed a likely start. But very few sites in 2001, other than pornography sites, were actually charging for content. AOL had borrowed the subscription concept from cable companies that succeeded in getting people to pay because their programming was considered premium. Yahoo! followed suit, introducing more paid services, and Terra Lycos was looking to do the same. To build up its content, Terra Lycos began buying stakes in or launching new companies in areas where it did not already have expertise. It invested in travel sites, acquiring a 55% stake in the US booking site OneTravel.com and entered a 50-50 joint venture with the Latin America travel site Rumbo. The company also moved into B2B car sales and B2E (business-to-employee) e-business centers offering administrative functions to small and medium-sized companies. In addition, Terra had acquired two financial sites Raging Bull and Quote.com when it merged with Lycos, boosting content in an area (personal finance) where user-generated income was high. In the process of acquiring and diversifying its content to attractive more paying customers, Terra Lycos ran across some stumbling blocks: switching acquired companies over to the same platforms and software; resolving branding issues; getting new employees from different countries to embrace a single company culture; and trying to create a coherent range of services. The issues revolving around brand identity got even fuzzier when the company expanded into non-Internet-related sites, such as television programming and print publications. With a new CEO pushing cost-cutting and revenue diversification, Terra Lycos was moving toward the cant miss goal of positive EBIDTA in 2002. Yet given its strong cash position and advantageous geographic positioning, Terra Lycos still trailed the big three in market reach, brand recognition and profits. At this stage in the game, what should Terra Lycos do next? INSEAD 2003
correct_subsidiary_00108	FactBench	3	13	https://www.writerswrite.com/terra-networks-to-acquire-lycos-5172000688	en	Terra Networks to Acquire Lycos	https://cdn.writerswrite…rite_200x200.jpg	https://cdn.writerswrite…rite_200x200.jpg	[ "https://cdn.writerswrite.com/writerswrite-red-logo.jpg" ]	[]	[]	[ "" ]	null	[]	null		en	https://cdn.writerswrite…e-touch-icon.png	Writers Write	https://www.writerswrite.com/terra-networks-to-acquire-lycos-5172000688	Terra Networks, S.A., a leading provider of Internet content and services to the Spanish- and Portuguese-speaking world, and Lycos, Inc., an Internet portal, have announced a definitive merger agreement under which Terra will acquire Lycos. The transaction will create a global Internet company, to be called Terra Lycos, Inc. The company will be built on a platform that capitalizes on the convergence of Internet services, new media, branded content, ecommerce, and communication technologies. As part of the agreement, Terra Lycos has entered into a broad strategic relationship with Bertelsmann, a large media company in the world with operations in 54 countries. This alliance builds on the existing Lycos-Bertelsmann joint venture in Europe, Lycos Europe, of which Bertelsmann will remain a significant shareholder. Under the expanded relationship between Bertelsmann and Terra Lycos, Bertelsmann has entered into a $1 billion, five-year commerce agreement for the purchase of advertising, placement and integration services from Terra Lycos worldwide. Additionally, Terra Lycos will also gain access to Bertelsmann's catalogue of books, music, television, film and other media content, on preferred terms. Bertelsmann and Terra Lycos will also be working cooperatively to develop platforms for digital delivery of both music and books. Terra Lycos will also own 49% of a new wireless joint venture being established in partnership with Telefonica. In addition to Bertelsmann's content, Terra Lycos will also have access to all of Telefonica's media content. Telefonica is the largest broadcaster and the second largest pay television operator in Spain and Argentina, where it also owns leading radio stations. Telefonica recently announced the acquisition of Endemol Entertainment, a leading European media company. Upon completion of the merger, Juan Villalonga, chairman and chief executive officer of Telefonica and chairman of Terra, will serve as chairman of Terra Lycos, and Bob Davis, president and chief executive officer of Lycos, will be chief executive officer. Abel Linares, chief executive officer of Terra, will be chief operating officer, and Ted Philip, chief financial officer of Lycos, will be chief financial officer. The Terra Lycos Board of Directors will have 14 members, including Mr. Villalonga and 10 other Terra designees and Mr. Davis, Mr. Philip and one other Lycos designee. Upon closing of the transaction, Mr. Davis will also join the Board of Telefonica Media, the company's media subsidiary. Mr. Villalonga said, ``The combination of Terra and Lycos, supported by strategic relationships with Telefonica and Bertelsmann, creates a global Internet and new media powerhouse with a scale and global footprint unmatched by any other Internet or media company in the world. Our combination brings together many complementary strengths that we believe will enable Terra Lycos to generate consistently higher growth in revenues, cash flow and users than either company could expect to achieve independently. The result will be a company uniquely positioned to provide compelling content and functionality for its users, targeted access to large and attractive demographics for its advertisers, attractive opportunities for its employees, and strong growth for its shareholders.'' More from Writers Write
correct_subsidiary_00108	FactBench	2	49	https://www.sutisoft.com/hr-software/technology-industry.html	en	Technology Industry			[ "https://www.sutisoft.com/hr-software/images/SutiHR-logo.svg", "https://www.sutisoft.com/hr-software/images/menu-talent.svg", "https://www.sutisoft.com/hr-software/images/menu-time.svg", "https://www.sutisoft.com/hr-software/images/menu-hr.svg", "https://www.sutisoft.com/hr-software/images/industries/technology-industry.svg", "https://www.sutisoft.com/hr-software/images/brand-1.png", "https://www.sutisoft.com/hr-software/images/brand-2.png", "https://www.sutisoft.com/hr-software/images/brand-3.png", "https://www.sutisoft.com/hr-software/images/brand-4.png", "https://www.sutisoft.com/hr-software/images/brand-5.png", "https://www.sutisoft.com/hr-software/images/brand-6.png", "https://www.sutisoft.com/hr-software/images/test-clients/Paul Wood.jpg", "https://www.sutisoft.com/hr-software/images/test2.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/Amy Wilkinson.jpg", "https://www.sutisoft.com/hr-software/images/test2.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/Sharon Games.jpg", "https://www.sutisoft.com/hr-software/images/test1.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/test-pix.jpg", "https://www.sutisoft.com/hr-software/images/test1.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/Lorena Ruano.jpg", "https://www.sutisoft.com/hr-software/images/test3.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/Christian Gemignani.jpg", "https://www.sutisoft.com/hr-software/images/test3.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/test-pix.jpg", "https://www.sutisoft.com/hr-software/images/test1.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/Joshua Farmer.jpg", "https://www.sutisoft.com/hr-software/images/test1.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/Laura Jones.jpg", "https://www.sutisoft.com/hr-software/images/test1.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/test-pix.jpg", "https://www.sutisoft.com/hr-software/images/test1.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/Joseph Liguori.jpg", "https://www.sutisoft.com/hr-software/images/test1.jpg", "https://www.sutisoft.com/hr-software/images/test-clients/test-pix.jpg", "https://www.sutisoft.com/hr-software/images/test1.jpg", "https://www.sutisoft.com/hr-software/images/hme-form-img.svg", "https://www.sutisoft.com/hr-software/images/poweredby.svg", "https://www.sutisoft.com/hr-software/images/facebook.svg", "https://www.sutisoft.com/hr-software/images/twitter.svg", "https://www.sutisoft.com/hr-software/images/linkedin.svg", "https://www.sutisoft.com/hr-software/images/youtube.svg", "https://www.sutisoft.com/hr-software/images/aicpa.png", "https://www.sutisoft.com/hr-software/chatbot-files/images/asksuti.png", "https://www.sutisoft.com/hr-software/chatbot-files/images/chatbot.png", "https://www.sutisoft.com/hr-software/chatbot-files/images/icon3.svg", "https://www.sutisoft.com/hr-software/chatbot-files/images/icon2.svg", "https://www.sutisoft.com/hr-software/chatbot-files/images/text-entering-comment-loader.svg", "https://www.sutisoft.com/hr-software/chatbot-files/images/right-arrow.svg", "https://www.sutisoft.com/hr-software/chatbot-files/images/un-mute.svg", "https://www.sutisoft.com/hr-software/chatbot-files/images/mute.svg" ]	[]	[]	[ "" ]	null	[]	null			images/favicon.ico		https://www.sutisoft.com/hr-software/technology-industry.html	IT industry has transformed a lot in the last couple of decades, rising as the most sought after industries to work. However, unpredictable market conditions have forced tech leaders to embrace new technologies to stay ahead of the competition. SutiHR, a cloud-based HR software solution for technology industry helps manage talent acquisition, time and attendance, performance, payroll, and other critical HR management functions. Fully scalable and customizable, SutiHR has been designed keeping in mind the volatile HRM needs of the IT industry.
correct_subsidiary_00108	FactBench	3	52	https://www.fitchratings.com/research/corporate-finance/fitch-says-terra-lycos-bid-will-not-affect-telefonica-ratings-30-05-2003	en		https://www.fitchratings…f36bdbb9f4d8a203	https://www.fitchratings…f36bdbb9f4d8a203	[]	[]	[]	[ "" ]	null	[]	null			/favicon-32x32.png?v=b699907ea1d10d61f36bdbb9f4d8a203		null
correct_subsidiary_00108	FactBench	1	30	https://www.bizjournals.com/boston/stories/2002/06/24/daily58.html	en				[]	[]	[]	[ "" ]	null	[]	2002-06-24T00:00:00					null
correct_subsidiary_00108	FactBench	3	29	https://sherpablog.marketingsherpa.com/marketing/blog-29403/	en	Terra Lycos Network is abusing permission	https://sherpablog.marke…pa-stackedv2.png	https://sherpablog.marke…pa-stackedv2.png	[ "https://sherpablog.marketingsherpa.com/wp-content/uploads/2016/09/btn-close.png", "https://content.marketingsherpa.com/data/public/images/homepage/btn-close.png", "https://sherpablog.marketingsherpa.com/wp-content/uploads/2024/02/SherpaBlog-MECLABS-AI.jpg 508w, https://sherpablog.marketingsherpa.com/wp-content/uploads/2024/02/SherpaBlog-MECLABS-AI-300x66.jpg 300w", "https://sherpablog.marketingsherpa.com/wp-content/uploads/userphoto/aholland.jpg", "https://sherpablog.marketingsherpa.com/wp-content/uploads/2019/08/21-design-elements-275x200-Sherpablog-sidebar-2.png", "https://sherpablog.marketingsherpa.com/wp-content/uploads/2019/08/21-design-elements-275x200-Sherpablog-sidebar-1-1.png", "https://sherpablog.marketingsherpa.com/wp-content/uploads/2019/07/7-steps-VP-Sherpa-Blog-sidebar-275-x-160-px.png", "https://sherpablog.marketingsherpa.com/wp-content/uploads/2024/02/SherpaBlog-sidecol-MECLABS-AI.jpg", "https://sherpablog.marketingsherpa.com/wp-content/uploads/2022/09/SherpaBlog-sidecol-Marketer-Vs-Machine.png", "https://sherpablog.marketingsherpa.com/wp-content/uploads/2022/02/Become-a-Marketer-Philosopher-Create-and-Optimize-High-Converting-Webpages-SherpaBlog.png" ]	[]	[]	[ "" ]	null	[ "Anne Holland" ]	2002-04-19T00:00:00+00:00	I just got a piece of advertising email that I thought might be spam because I'd never heard of the sender, let alone signed up to get messages from them, so I		https://sherpablog.marke…ign-22-32x32.png	MarketingSherpa Blog	https://sherpablog.marketingsherpa.com/marketing/blog-29403/	I just got a piece of advertising email that I thought might be spam because I’d never heard of the sender, let alone signed up to get messages from them, so I scrolled to the bottom of the message to see where they got my name. It said: “Please do not reply to this email. You opted to receive Lycos Special Offers when you registered on a Terra Lycos Network website. You can change your registration and email subscription information at: http://ldbauth.lycos.com/cgi-bin/mayaRegister?m_PR=3&m_RC=3 “on a Terra Lycos Network website” huh. Which one??? I don’t remember everywhere I’ve registered over the years and anyway my relationship was with that particular site – not its parent company (which I might not have even known was its parent company – do you know all the sites Terra Lycos owns off the top of your head?) It gets worse. So I clicked on the link to see which site, and guess what? It doesn’t tell you. In fact you can’t change your settings or unsubscribe until you give them your password. I’m supposed to remember a password for a site, when I don’t even know which site it is? Lesson — don’t rent lists from Terra Lycos because they are abusing permission and make unsubscribing unusually difficult. Categories: Uncategorized
correct_subsidiary_00108	FactBench	0	0	https://www.encyclopedia.com/economics/encyclopedias-almanacs-transcripts-and-maps/terra-lycos-inc	en	Terra Lycos, Inc			[ "https://www.encyclopedia.com/themes/custom/trustme/images/header-logo.jpg" ]	[]	[]	[ "TERRA LYCOS", "INC.\nTerra Lycos", "Inc. was formed in October 2000 by the merger of Spain's Terra Networks", "S.A. and the popular Internet portal and search engine", "Lycos", "Inc." ]	null	[]	null	TERRA LYCOS, INC. Terra Lycos, Inc. was formed in October 2000 by the merger of Spain's Terra Networks, S.A. and the popular Internet portal and search engine, Lycos, Inc. Source for information on Terra Lycos, Inc: Gale Encyclopedia of E-Commerce dictionary.	en	/sites/default/files/favicon.ico		https://www.encyclopedia.com/economics/encyclopedias-almanacs-transcripts-and-maps/terra-lycos-inc	Terra Lycos, Inc. was formed in October 2000 by the merger of Spain's Terra Networks, S.A. and the popular Internet portal and search engine, Lycos, Inc. Pittsburgh-based Lycos originated as an Internet search engine in 1995. Through partnerships and acquisitions it became an Internet portal operating several Web sites under different brands, from dating service Matchmaker to financial chat service Quote.com. Lycos expanded internationally by forming joint ventures in Asia, Japan, Latin America, and Europe. Following the acquisition of Lycos by Terra Networks, Terra Lycos had 98 million registered users in 41 countries in mid-2001, making it the third most popular online network in the world. A LEADING INTERNET SEARCH ENGINE, 1995-1997 Lycos, Inc. was created in 1995 by CMG@ Ventures, which purchased the exclusive rights to Lycos Spider Technology from Carnegie Mellon University. Lycos was established as a subsidiary of CMG@Ventures, which later became CMGI Inc., to develop and market the technology. Lycos Spider Technology utilized software robots to scan the Internet and abstract the home pages that it found. Lycos built a catalog of more than 3.7 million Internet pages and had nearly 3.5 million hits a week. The name Lycos was derived from a Latin word for a special kind of spider that leaves its web to hunt. Lycos went public in April 1996 and raised $40 million. It was one of four search engine companies that had their IPOs that year. Yahoo!, the best-known search engine, InfoSeek, and Excite.com also went public. Following their successful IPOs, other companies announced plans to go public or provide commercial searching products. Throughout 1996 Lycos continued to upgrade its search engine by increasing its speed and making it possible to search for telephone numbers and e-mail addresses as well as individual sound, video, and other multimedia files. Lycos also added a city guide that featured 400 cities, and it established a Club Lycos for users that provided them with discounts with merchants. In addition Lycos redesigned its graphic interface to look like an Internet portal. Lycos Europe was formed in May 1997 as a joint venture with German media conglomerate Bertels-mann AG. Later, when Lycos was acquired by Terra Networks in 2000, Bertelsmann pledged $1 billion to advertise and purchase services on Lycos. In the United States, Lycos signed a three-year agreement with Barnes & Noble that made BarnesandNoble.com the exclusive bookseller for Lycos. For fiscal 1997 ending July 31, Lycos had revenue of $22.3 million, up from $5.3 million in fiscal 1996. PURSUED PORTAL STRATEGY, 1998-2000 In 1998 Lycos introduced e-mail and chat capabilities. It added content to its portal-like site through partnerships and acquisitions. It acquired Tripod Inc. for $58 million as part of its strategy to increase traffic and build online communities around targeted content. Tripod provided free Web pages to about one million users, with news and commentary tailored to young adults. Both Lycos and Tripod were among the top 10 most-visited sites on the Web. Following the acquisition, Lycos and Tripod would continue to operate under their own names as part of Lycos's multi-branding strategy. Other content partnerships were formed with Preview Travel, which became the exclusive multi-service provider of travel reservations on Lycos's Travel Web Guide and Travel Network, and CDNow, which became the exclusive retailer of music-related products on Lycos and Tripod sites. CDNow paid Lycos $18.5 million over three years to be featured on Lycos's Shopping Network and Entertainment Web Guides as well as on music-related search results pages, banner ads, and links. Other deals were struck with contact management site PlanetAll and career sites The Monster Board and Online Career Center. During 1998 Lycos introduced its free SafetyNet service, which filtered out objectionable content from Web site searches. Lycos also became the designated content provider for Juno Web, which had 5.5 million subscribers to its free e-mail service. Lycos's $133 million stock purchase of WhoWhere Inc. was a major step in its portal strategy. The acquisition included the popular WhoWhere Internet white pages; MailCity, a free electronic mail system; and Angelfire, a free Web page hosting service. MailCity had 9.3 million registered users, and Angelfire had 1.3 million users. Lycos made another major acquisition in October 1998 when it purchased Wired Digital Inc.'s online products, which included the popular HotBot search engine, Wired News and HotWired news sites, and other content sites offering shopping, e-mail, chat, and travel services. Wired Digital was the last remaining piece of Wired Ventures Inc., which launched Wired magazine in 1993 and subsequently sold it to Conde Nast Publications in 1998. Lycos's acquisitions of different brands and products were designed to make it a "super site" that offered a portfolio of products for a variety of users. Lycos was also developing a community of users by offering features such as chat and gaming. For fiscal 1998 ending July 31 Lycos reported revenue of $56 million but still posted a loss. ENJOYED GROWTH AS AN INDEPENDENT PORTAL, 1999 At the beginning of 1999 Lycos was enjoying tremendous growth. Its audience reach had grown to 46.5 percent, only three percentage points behind Yahoo!. According to a Media Metrix report, Lycos attracted 26.3 million visitors monthly and was the fastest-growing Web portal. The company had recently launched its first national TV advertising campaign, which also included radio spots in 11 major cities and was estimated to cost $25 million. Lycos and the National Football League announced Lycos would create Superbowl.com, the official Web site for Super Bowl XXXIII, in 1999. In early 1999 Lycos was one of the few remaining independent Internet portals. Walt Disney Co. owned a significant portion of Infoseek; Netscape was sold to AOL; Snap was 60 percent owned by NBC; and Excite was being absorbed by @Home. In early 1999 USA Networks, which also owned Ticketmaster and Home Shopping Network, and Lycos were negotiating a deal valued at $22 billion to merge and create USA/Lycos Interactive Networks Inc. However, CMGI Inc., Lycos's largest shareholder with a 22 percent interest in the company, opposed the combination. By May 1999 the deal was declared officially dead. Meanwhile, Lycos's revenue continued to climb. According to figures released by Media Metrix Inc., Lycos surpassed Yahoo! for the first time in March 1999, when nearly 32 million people, or 51.8 percent of U.S. Internet users, visited Lycos, compared to 31.2 million visitors, or 50.8 percent, to Yahoo!. Lycos's visitors included those at the Tripod and Angelfire Web site hosting services, the WhoWhere Internet directory service, the Wired Digital news service, and the Lycos and HotBot Internet search sites, all of which were run as separate entities under the Lycos Network. To further develop its community of users, Lycos launched Lycos Clubs, which enabled members to create virtual clubhouses around shared interests. Other initiatives in 1999 included the Open Directory, a guide to the Web that was operated by some 8,000 volunteers. Lycos Radio Network was introduced in April 1999, making Lycos the first portal to incorporate streaming audio and video. Bertelsmann, Lycos's international joint venture partner, invested $12 million for the expansion of Tripod Europe, which was the fastest growing online community in Europe. Meanwhile, Lycos's largest shareholder CMGI Inc. acquired AltaVista from Compaq Computer Corp. for $2.3 billion. For its fiscal year ending July 31, 1999, Lycos reported a net loss of $4.4 million on revenue of $40.6 million. Later in 1999 Lycos established music.lycos.com, a comprehensive online music destination that offered MP3 search and hosting areas, legal MP3 downloads, 35 radio channels, music news, reviews, chat rooms, message boards, commerce, and an MP3 player download. The company acquired Internet Music Distribution Inc. for about $38 million in stock. Internet Music's music-playing software, Sonique, allowed users to download music files and play them on their personal computers. To bolster its financial services and create a community of users interested in financial information, Lycos purchased Quote.com Inc. for about $78 million in stock. Quote.com provided stock quotes and other financial information. Lycos also expanded its gaming content with the purchase of Gamesville.com, which had 2.2 million registered users, for $207 million in stock. Lycos expanded internationally in the final months of 1999. It formed a pan-Asian joint venture, Lycos Asia, with Singapore Telecom. Lycos Asia launched a site in Singapore and planned to go online in Malaysia and the Philippines. Other plans called for setting up customized versions of Lycos in 10 Asian cities. Lycos launched 12 country-specific sites in Latin America as well as two sites for Spanish speakers in the United States. The firm also launched a Japanese version of Tripod. For the 1999 holiday shopping season, Lycos introduced the Lycos WebShopper, a new comparison-shopping tool, and added links to epinions.com and other sites that provided consumer and professional product reviews. Lycoshop, which featured listings from major retailers and comparative shopping services, was also launched. As a result, Lycos reported a 450 percent increase in the number of unique shoppers for the holiday season over the previous year. As of December 1999 Lycos claimed an audience of 29 million users. TERRA LYCOS CREATED BY MERGER WITH SPAIN'S TERRA NETWORKS, 2000-2001 In May 2000 it was announced that Lycos would be acquired for $12.5 billion by Terra Networks. Wall Street jitters sent Lycos's stock down more than 20 percent. With support from CMGI, Lycos combined with Terra Networks to create Terra Lycos, Inc. in October 2000. Estimates of the merger value ranged between $5.3 and $6.5 billion. Terra Networks had been established in December 1998 as Telefonica Interactiva by Spain's largest telephone company, Telefonica, S.A. Through acquisitions Telefonica Interactiva quickly became the topranked portal and Internet service provider (ISP) in Spain. Later in 1999 the company acquired ISPs and Internet portals in Brazil, Central America, Mexico, Argentina, Chile, and Peru. In November 1999 Telefonica Interactiva went public and changed its name to Terra Networks, S.A. Bertelsmann also participated in the formation of Terra Lycos. The German media giant agreed to provide content to Terra Lycos and to purchase $1 billion worth of services and advertising over a five-year period. With operations in 54 countries, Bertelsmann was the third-largest media company in the world. At the end of 2000 Terra Lycos was providing Internet access to more than 5 million customers worldwide. The company was the leading ISP in Spain, Chile, Peru, and Guatemala, offering both paid and free subscription services. Lycos Asia received permission from the Chinese government to operate a Web portal from Shanghai. Lycos Indonesia was launched in October 2000, and the launch of Lycos Thailand in December 2000 gave Terra Lycos an international presence in 41 countries. Terra Lycos acquired portals in France and Sweden and in 2001 launched Terra Caribe in the Dominican Republic, its 42nd country, and a portal in Russia. Terra Lycos continued to add new content and services to its Web portal through acquisitions and partnerships. It acquired Matchmaker.com, a Texas-based online dating service, for $44 million. The company continued to strengthen its brand through a $20 million national advertising campaign and high-profile partnerships that included building Web sites for the 2000 Olympics in Sydney, Australia. In 2001 it acquired financial Web site Raging Bull from Alta-Vista. Although Terra Lycos continued to make acquisitions in 2001 that were funded in part by a multi-billion dollar rights offering, the company was forced to make some cutbacks as the economy slowed. Jobs were cut and revenue estimates were lowered. The company discontinued free Internet service in Brazil and planned to reduce its overall workforce by 15 percent. After first quarter revenues were lower than expected, Terra Lycos projected that it would return to a positive EBITDA (earnings before interest, taxes, depreciation, and amortization) in 2002. The company's stated goal was to become the first or second leading Internet destination in each of the countries in which it operated. FURTHER READING: Andrews, Whit. "In Every Way, Lycos/USA Is a Big Deal." Internet World, February 15, 1999. ——. "Portal Companies at a Crossroads." Internet World, June 14, 1999. Charski, Mindy. "Opening a Worldwide Portal." Inter@ctive Week, May 22, 2000. Davis, Robert J. Speed Is Life: The CEO of Lycos Reveals His Secrets to Surviving and Thriving on Internet Time. New York: Doubleday, 2001. "Ex-Lycos Chief Executive Tells All in Book." Knight-Ridder/Tribune Business News, May 21, 2001. Gibney, Frank, Jr. "Ahem, Bob Davis Was Right." Time, May 28, 2001. "The Internet—Portal Plays." The Economist (US), May 20, 2000. "Lycos." Washington Business Journal, October 13, 2000. Roth, Daniel. "The Revenge of the Search Engines." Forbes, March 9, 1998. Taylor, Cathy. "Search for Tomorrow: Three Internet Search Engines Are Set to Start Selling Stock." Mediaweek, April 1, 1996. "Terra Calypso." Communications International, May 2001. "Terra Lycos Hits Terra Firma." Communications Today, May 14, 2001. "Terra Lycos: Mano a Mano with Yahoo?" Business Week, January 8, 2001.
correct_subsidiary_00108	FactBench	1	67	https://www.bloomberg.com/news/articles/2001-02-01/goldman-shaves-revenue-estimates-for-terra-lycos	en	Are you a robot?			[]	[]	[]	[ "" ]	null	[]	2001-02-01T00:00:00		en			null	Why did this happen? Please make sure your browser supports JavaScript and cookies and that you are not blocking them from loading. For more information you can review our Terms of Service and Cookie Policy. Need Help? For inquiries related to this message please contact our support team and provide the reference ID below. Block reference ID:
correct_subsidiary_00108	FactBench	3	68	https://www.healthcareitnews.com/news/new-lycos-healthology-launch-focus-disease-management	en	New Lycos, Healthology launch to focus on disease management	https://www.healthcareit…logo-700x357.jpg	https://www.healthcareit…logo-700x357.jpg	[ "https://www.healthcareitnews.com/sites/all/themes/hitn_theme/logo.png", "https://www.healthcareitnews.com/sites/hitn/files/styles/230x130/public/072224%20Telemed%20AdventHealth%20MRI%201200.jpg?itok=7cCEY9Di", "https://www.healthcareitnews.com/sites/hitn/files/styles/230x130/public/GettyImages-73329482_0_0.jpeg?itok=C87eLPM3", "https://www.healthcareitnews.com/sites/hitn/files/styles/230x130/public/Ultrasound-HITN.jpg?itok=gpqLAetQ", "https://www.healthcareitnews.com/sites/hitn/files/styles/712_400/public/GettyImages-73329482_0_0.jpeg?itok=LiX5IpF8", "https://www.healthcareitnews.com/sites/hitn/files/styles/video_thumbnail_292x165/public/StephanieAllassoniere1200.jpg?itok=c88pHMj-", "https://www.healthcareitnews.com/sites/hitn/files/field_sponsor_label/HeuronSponsorLogo.jpg", "https://www.healthcareitnews.com/sites/hitn/files/styles/video_thumbnail_292x165/public/MyungJinShin1200.jpg?itok=rZGsdS_c", "https://www.healthcareitnews.com/sites/hitn/files/styles/video_thumbnail_292x165/public/RachaelCharbonneau1200.jpg?itok=kkaeZ6b9", "https://www.healthcareitnews.com/sites/hitn/files/styles/video_thumbnail_292x165/public/LyleMcMillin1200.jpg?itok=kRomb3oN", "https://www.healthcareitnews.com/sites/hitn/files/styles/256x145/public/BSOD-IT.jpg?itok=aDNWSBPk", "https://www.healthcareitnews.com/sites/hitn/files/styles/256x145/public/Joy%20Liu%20at%20Plenful_Pharmacist%20using%20tablet%20to%20take%20inventory%20Photo%20by%20Lyndon%20Stratford_iStock_Getty%20Images%20Plus.jpg?itok=PqMvq1wu", "https://www.healthcareitnews.com/sites/hitn/files/styles/256x145/public/071824%20AI%20Forum%20Sunil%20Dadlani%201200.jpg?itok=3hB84MUS", "https://www.healthcareitnews.com/sites/hitn/files/styles/256x145/public/web_16x9_lg-GettyImages-633709811_3_0_cropped.jpg?itok=Ntxb9dBW", "https://www.healthcareitnews.com/sites/hitn/files/styles/256x145/public/OronAfekAshokChenuru1200.jpg?itok=T-L8RWEL", "https://www.healthcareitnews.com/sites/hitn/files/styles/256x145/public/JoeOBrien1200.jpg?itok=Xg60C-CZ", "https://www.healthcareitnews.com/sites/hitn/files/styles/256x145/public/clinical-command-center.download_0_0.jpg?itok=74Nfs-bE", "https://www.healthcareitnews.com/sites/hitn/files/styles/256x145/public/Interoperability_1_0_0.jpg?itok=kvXhgxjs", "https://www.healthcareitnews.com/sites/all/themes/hitn_theme/logo.png", "https://www.healthcareitnews.com/sites/hitn/files/icon_calendar_0.png", "https://www.healthcareitnews.com/sites/hitn/files/icon_calendar_0_0_0.png", "https://www.healthcareitnews.com/sites/hitn/files/logo.png", "https://www.healthcareitnews.com/sites/hitn/files/styles/thumbnail/public/1_4_0.png?itok=9sNley94", "https://www.healthcareitnews.com/sites/hitn/files/styles/thumbnail/public/2_3_0.png?itok=YZJzm7yz", "https://www.healthcareitnews.com/sites/hitn/files/styles/thumbnail/public/3_2_0.png?itok=ud8xPwxk", "https://www.healthcareitnews.com/sites/hitn/files/styles/thumbnail/public/4_2_0.png?itok=WxoY2VL4", "https://www.healthcareitnews.com/sites/hitn/files/styles/348x196/public/GettyImages-73329482_0_0.jpeg?itok=FkIcuRAL", "https://www.healthcareitnews.com/sites/hitn/files/styles/348x196/public/072224%20Telemed%20AdventHealth%20MRI%201200.jpg?itok=uxzSIxiS", "https://www.healthcareitnews.com/sites/hitn/files/styles/348x196/public/RachaelCharbonneau1200.jpg?itok=OMh2aKum" ]	[]	[]	[ "" ]	null	[]	2007-04-19T00:00:00-04:00	WALTHAM, Mass - Internet group Terra Lycos has entered the consumer health channel market with launch of Lycos Health (http://health.lycos.com) on Oct. 30.Created with Healthology Inc.,...	en	https://www.healthcareit…news_favicon.png	Healthcare IT News	https://www.healthcareitnews.com/news/new-lycos-healthology-launch-focus-disease-management	WALTHAM, Mass – Internet group Terra Lycos has entered the consumer health channel market with launch of Lycos Health (http://health.lycos.com) on Oct. 30. Created with Healthology Inc., a privately held New York-based online health media company, Lycos Health already includes thousands of physician-authored articles, video Webcasts featuring leading medical authorities, customized newsletters, health polls and quizzes. Lycos Health provides information organized by therapeutic category to help users more efficiently find information about specific diseases and conditions. Healthology spokesman Rafael Cosentino said that the new site is centered less around late-breaking news on health topics and more on disease management. “All the articles are designed to help people understand and manage their conditions and diseases,” he said. “We’ve talked about adding tracking applications at some point in the future, but right now, 100 percent of the content is created by doctors and we’re concerned that (automated applications) … could take away from physician-based credibility.” Lycos officials are confident of the site’s immediate utility. “Health represents an area that is one of the highest priorities in our users’ lives, and health related terms are among the most searched items for the tens of millions who come to Lycos every month,” said Steve Gross, Vice President of Marketing for Lycos. “The new Lycos Health built with Healthology, Inc., is another way for Lycos to aid our users in connecting with the most important issues and people in their lives.” Healthology distributes its original content through relationships with consumer distribution partners via co-branding, re-branding, and licensing arrangements.
correct_subsidiary_00108	FactBench	2	24	https://www.theglobeandmail.com/report-on-business/geac-hires-terra-lycos-executive/article25684722/	en	Geac hires Terra Lycos executive	https://www.theglobeandm…00x630.png?d=592	https://www.theglobeandm…00x630.png?d=592	[ "https://sb.scorecardresearch.com/p?c1=2&c2=16433046&cv=3.9.1&cj=1" ]	[]	[]	[ "" ]	null	[ "Unknown" ]	2003-01-06T18:39:56+00:00	Geac Computer Corp. , one of Canada's biggest software companies, announced Monday it has hired a former executive of Terra Lycos to be its chief technology officer and chief information officer.	en	https://www.theglobeandm…h-icon.png?d=592	The Globe and Mail	https://www.theglobeandmail.com/report-on-business/geac-hires-terra-lycos-executive/article25684722/	Geac Computer Corp., one of Canada's biggest software companies, announced Monday it has hired a former executive of Terra Lycos to be its chief technology officer and chief information officer. Timothy J. Wright previously held those same positions at Terra Lycos, a global Internet content provider headquartered in Barcelona with operating centres in Madrid and Boston. Mr. Wright will work with Markham, Ont.-based Geac's senior management team to orchestrate product development, strategic partnerships and acquisitions, Geac said in a release Monday. At Terra Lycos, Mr. Wright was responsible for managing a technology organization of over 700 developers across all its international business lines. He also recently served as an adviser to the White House's Office of Homeland Security and was a member of the U.S. Secret Service Task Force on Electronic Crimes. "Tim's technology leadership experience, coupled with an extensive knowledge of enterprise-level engineering and operations, make him an outstanding executive to lead and further focus Geac's product development efforts," said Paul Birch, Geac's president and chief executive officer. Geac supplies software which is used by corporations for core administrative functions such as accounting and human resources. The Toronto-area company, which markets its products around the world, also develops more specialized software for several industries including systems for real estate, construction and libraries.
correct_subsidiary_00108	FactBench	1	26	https://www.iveypublishing.ca/s/product/terra-lycos-creating-a-global-and-profitable-integrated-media-company/01t5c00000CwaJc	en	Ivey Business School			[ "https://px.ads.linkedin.com/collect/?pid=4636108&fmt=gif" ]	[]	[]	[ "" ]	null	[]	null		en	https://www.iveypublishing.ca/favicon.ico?v=2"		null
correct_subsidiary_00108	FactBench	2	73	https://contracts.onecle.com/terra-lycos/idt.svc-isp.1999.10.05.shtml	en	Internet Service Provisioning and Marketing Agreement			[]	[]	[]	[ "competitive intelligence", "business contract", "business forms", "SEC filings", "SEC EDGAR", "material contracts" ]	null	[]	1999-10-05T00:00:00	Internet Service Provisioning and Marketing Agreement - Terra Networks Access Services USA LLC and IDT Corp. and Other Business Contracts, Forms and Agreeements. Competitive Intelligence for Investors.	en			null	printer-friendly Sample Business Contracts Internet Service Provisioning and Marketing Agreement - Terra Networks Access Services USA LLC and IDT Corp. INTERNET SERVICE PROVISIONING AND MARKETING AGREEMENT This INTERNET SERVICE PROVISIONING AND MARKETING AGREEMENT (the "Agreement") is made and entered into as of the 5th day of October, 1999 (the "Effective Date"), by and between Terra Networks Access Services USA, LLC, a Delaware limited liability company with its principal place of business at 1221 Brickell Avenue, Miami, Florida 33131 ("TI USA ISP"), and IDT Corporation, a Delaware corporation with its principal place of business at 190 Main Street, Hackensack, NJ 07601 ("IDT") (each a "Party" and together the "Parties"). WHEREAS, TI USA ISP was formed as a joint venture between Telefonica Interactiva, S.A., a Spanish corporation with principal offices at Via de las dos Castillas, 33 -- 28224 Pozuelo de Alarcon (Madrid, Spain) ("TI"), and IDT, pursuant to a joint venture agreement dated October 5, 1999 (the "Joint Venture Agreement"), and TI USA ISP is in the business of provisioning Internet services to End Users, primarily within the Hispanic market of the United States; WHEREAS, IDT is in the business of providing certain Internet services, including Internet access, transport, technical and customer support, back office and other information technology resources and services in connection therewith ("IDT Internet Provisioning Services"); and WHEREAS, TI USA ISP desires that IDT serve as the exclusive provider (for the Term) of certain Internet services for purposes of offering and re-provisioning the same to End Users in the Target Market (as those terms are defined hereunder), for which TI USA ISP shall be identified and branded as the Internet Service Provider ("ISP"), all subject to and in accordance with the terms and conditions of this Agreement; NOW THEREFORE, in consideration of the mutual promises and covenants set forth in this Agreement, TI USA ISP and IDT hereby agree as follows: 1. Definitions. 1.1 "End User" means any individual, corporation or legal entity who registers with and subscribes to TI USA ISP to receive the Services. 1.2 "End User Information" means any demographic or personal identifying information, data or records relating to End Users and IDT Customers, their subscriptions to and use of the Services, including, without limitation, their respective names, email addresses, telephone numbers, account information, usage statistics, communications exchanged and/or transactions conducted via the Services. 1.3 "IDT Customers" collectively means all of IDT's dial-up customers (which as of the Effective Date, represent at least a client base of 45,782 paying and 11,439 bundled IDT dial-up customers) to be transferred to TI USA ISP as <PAGE> 2 described herein and that possess active accounts or are registered customers with IDT or which are otherwise entitled to receive one or more of the IDT Internet Provisioning Services provided by IDT, but that are not customers acquired through IDT's reseller channels. 1.4 "IDT Information Technology Resources" means all information processing, telecommunications, narrowband and broadband technology, backbone capacity, networking infrastructure, software, systems, hardware, equipment, devices, peripherals, operating environments and any other information technology resources and facilities required and used by IDT to provide and support the Services as more specifically described in Exhibit A attached hereto. 1.5 "Services" means the IDT Internet Provisioning Services provided by IDT to and or on behalf of End Users using the IDT Information Technology Resources subject to and in accordance with mutually agreed upon service level criteria as set forth in Exhibit B attached hereto. 1.6 "Target Market" means the Hispanic residential population and Hispanic SOHO ("Small Office-Home Office") professionals in the United States. 2. IDT Services and Obligations. 2.1 IDT Internet Provisioning Services. IDT will provide to End Users under the TSI USA ISP Brand (as defined in Section 8 below), narrowband and broadband access to the publicly available network of computer networks commonly referred to as the "Internet" together with technical support, and other IDT Internet Provisioning Services related thereto as described in Exhibit B, subject to and in accordance with the service level criteria specified therein, and such other services and service level criteria as may be agreed upon by the Parties during the Term of this Agreement. 2.2 Operations, Maintenance and Administrative Support. IDT shall provide, on behalf of TSI USA ISP, certain operations, maintenance and administrative services in connection with the provision of IDT Internet Provisioning Services to End Users, as described in Exhibit C ("Operations, Maintenance and Administrative Services") 2.3 Customer Support. IDT shall provide, on behalf of TI USA ISP and for the benefit of its End Users, the customer technical support and call center services as set forth on Exhibit D ("Customer Support Services"), and any other customer support services mutually agreed upon by the Parties in writing during the Term of this Agreement. 2.4 Back Office Services. IDT shall provide, on behalf of TI USA ISP the billing, collection and fulfillment services as set forth on Exhibit E hereto (the -2- <PAGE> 3 "Back Office Services") and other such similar services mutually agreed upon by the Parties in writing during the Term of this Agreement. 2.5 IDT Information Technology Resources. IDT shall be responsible for providing, configuring, installing, operating and maintaining the IDT Information Technology Resources (as required hereunder) at its sole cost and expense according to the quality standards set forth in this Agreement and its exhibits. 2.6 Internet Access Products. IDT shall provide TI USA ISP with pre-paid Internet access products and distribute such products in accordance with the terms of Exhibit F hereto. 2.7 Domain Name. TI USA ISP shall procure, in its own name, a new domain name (the "Domain Name") for purposes of IDT providing the Services under this Agreement. TI USA ISP agrees to pay any registration and maintenance fees applicable to such registration of the Domain Name, and all right, title and interest in and to the Domain Name shall be owned by TI USA ISP. 2.8 IDT Customers. IDT shall assign, transfer and convey to TI USA ISP the IDT Customer accounts, registrations, agreements, lists and other information and the right to service such IDT Customers, in accordance with the terms and conditions set forth in Section 7 hereto. 2.9 Marketing Support. IDT shall provide marketing support to TI USA ISP in accordance with the terms and conditions set forth in Section 8 hereto. 2.10 Activity Reports. IDT shall provide monthly account activity reports, at a minimum equivalent to comparable reports it has or will continue to generate for its own accounts, to TI USA ISP in a form to be agreed upon in writing by the Parties. 2.11 Additional Services. In addition to the Services specified hereunder, IDT will make available to TI USA ISP any other services which IDT provides or otherwise makes available to any of its other customers, for an additional charge, which may be requested by TI USA ISP from time to time during the Term ("Additional Services"). IDT agrees it will not, directly or indirectly, provide or itself offer or make available any such Additional Services to any of IDT's other customers at rates, charges, terms, discounts and/or prices (taking into account volumes and types of services) more favorable than those offered to TI USA ISP. In the event IDT does grant more favorable rates, charges, terms, discounts and/or prices to any of its other customers, TI USA ISP shall have the right to notify IDT that this Agreement shall be amended to provide for any or all such more favorable terms and, in the case of rates, charges and/or prices, to reflect a reduction in the pricing to TI USA ISP which is equivalent to the lesser of (a) the lowest market price for such services (based on the then-prevailing rates of reputable and financially sound, similarly situated ISPs for such services); or (b) the lowest pricing granted by IDT to its comparable customers. TI USA ISP will be entitled to confirm this pricing through, among other things, its audit rights -3- <PAGE> 4 under Section 10 below. Any such Additional Services shall be performed at service levels acceptable to TI USA ISP, and in any event, comparable in quality to the service levels offered by similarly situated ISPs for such services. 2.12 Software License. IDT grants to TI USA ISP for the Term of this Agreement the non-exclusive right to use any software used by IDT in connection with the IDT Internet Provisioning Services, for the purposes of TI USA ISP's provision of Internet Services to End Users. Such license shall be continued after the term of the Agreement, if this Agreement is terminated by TI USA ISP for a material breach by IDT, but only so long as is reasonably necessary to continue to provide Service to customers of TI USA ISP until a suitable replacement can be obtained. 2.13 Location of Services. The Services shall be performed by IDT from Hackensack, New Jersey. IDT will, prior to the date on which TI USA ISP has more than 350,000 End Users, transfer its infrastructure from the Hackensack Network Operating Center to an alternative location satisfactory to TI USA ISP either in Piscataway or Newark, New Jersey. Any additional infrastructure required by IDT to provide the Services after the Effective Date will be placed by IDT at the Piscataway Network Operating Center under technological and infrastructure standards acceptable to TI USA ISP unless reasonably required to continue operations in Hackensack at existing End User levels. 2.14 Sub-contractors. IDT may sub-contract the performance of any non-material portion of the Services to a sub-contractor, subject to TI USA ISP's prior written consent (which will not be unreasonably withheld). The appointment of subcontractors will not relieve IDT from any of its liabilities or obligations arising under this Agreement. 2.15 Transfer of Access Fees. During the Term, TI USA ISP hereby appoints IDT as its agent for billing and collection of all monies owed by and collected from End Users with respect to the Services provided to End Users hereunder ("Access Fees"). IDT acknowledges and agrees that all Access Fees shall be for the sole benefit of and retained exclusively by TI USA ISP and IDT shall remit such Access Fees to TI USA ISP together with supporting documentation and monthly account activity reports which substantiate each End Users' respective charges as soon as the same are collected. TI USA ISP shall be responsible for establishing and communicating to IDT a pricing structure for Access Fees provided to End Users hereunder. 3. TI USA ISP Obligations. 3.1 General Obligations. TI USA ISP hereby agrees to: (i) comply with the terms and conditions set forth in this Agreement; and (ii) comply fully with all applicable federal, state, and local laws, regulations, and ordinances relating to the Service to be provided and the performance of its obligations hereunder. -4- <PAGE> 5 3.2 Grant of License to Domain Name. In consideration of the services to be provided by IDT to TI USA ISP hereunder, TI USA ISP hereby grants to IDT a non-exclusive, royalty-free, worldwide, license for the Term to use the Domain Name exclusively to provide Services to End Users under this Agreement, and for related marketing purposes; provided, however, that any initial use by IDT of the Domain Name shall be subject to the prior written approval of TI USA ISP. 3.3 End User Terms and Conditions. TI USA ISP agrees that it will require each End User to whom TI USA ISP resells the Service to agree in writing or a legally acceptable equivalent, to acknowledge and comply with the terms and conditions as set forth in section 10 herein and in Exhibit G attached hereto ("End User Agreement"). 3.4 TI USA ISP agrees to furnish to IDT all such information in connection with the business and operations of TI USA ISP as may be necessary and reasonably requested by IDT for the purpose of enabling IDT to perform its obligations under this Agreement and which IDT agrees to keep confidential and treat as 'Proprietary Information' as that term is used in this Agreement. 4. Exclusivity. TI USA ISP appoints IDT as its exclusive third-party Internet Service provider ("ISP") for a period of eighteen (18) months (the "Exclusivity Period") commencing on the Effective Date provided that IDT is in compliance (prior to the end of any cure period set forth hereunder) with all of its material obligations hereunder, including, without limitation, IDT's obligation to comply with the service level criteria set forth in Exhibit B, the conditions set forth in section 2.13 and IDT's pricing obligations hereunder. TI USA ISP agrees that during the Exclusivity Period, TI USA ISP will not engage any third party to provide Internet access services to the Target Market. The Exclusivity Period herein may be extended by agreement of the Parties upon any extension of the term of this Agreement. 5. Non-competition. 5.1 IDT agrees on behalf of itself, its parent company, subsidiaries and affiliates (collectively the IDT Entities) that during the term of this Agreement, the IDT Entities shall not, directly or indirectly, perform, market or otherwise provide or enter into an agreement to provide the IDT Internet Provisioning Services, in whole or in part, for or on behalf of any TI USA ISP Competitor, nor shall the IDT Entities perform or agree to perform any services or provide any materials or information, directly or indirectly, nor assign or utilize any individual assigned to perform services for or on behalf of TI USA ISP hereunder, to perform services for or in support of any TI USA ISP Competitor or any task or work effort whose intent or result is or will be substantially similar to the Services provided hereunder. The foregoing restrictions do not apply to IDT's current Net2Phone products or the provision of IDT Internet Provisioning Services to non-Hispanic or corporate End Users. -5- <PAGE> 6 5.1.1. For purposes of this Agreement, the term "Competitor" shall mean any other firm, person or enterprise conducting a business or providing or supporting a product or service substantially similar to TI USA ISP in and to the Target Market or any task or work effort whose intent or result is or will be substantially similar to the Services provided hereunder in and to the Target Market (including, without limitation, any parent, subsidiary, joint venture, partnership, operating, franchise and affiliated companies and any merged or successor companies of these). If there is any doubt whether a person, firm or enterprise is a "Competitor" for purposes hereunder, IDT shall request TI USA ISP's advance written approval (not to be unreasonably withheld), and TI USA ISP's response to such request shall be deemed final and controlling for all purposes hereunder. 5.1.2. Nothing contained in this Agreement shall be deemed or construed to prohibit, and TI USA ISP hereby consents to, cross-selling by IDT of any of IDT's products and services not covered by this Agreement to TI USA ISP's customers in exchange for commissions to be paid by IDT to TI USA ISP's at rates to be agreed upon by the Parties. 5.2. IDT and the IDT Entities acknowledge and agree that in the event of a breach or threatened breach of any of the provisions of this Section 5, TI USA ISP will have no adequate remedy in damages and, accordingly, shall be entitled to seek injunctive relief; provided, however, no specification of a particular legal or equitable remedy shall be construed as a waiver, prohibition or limitation of any legal or equitable remedies in the event of a breach hereof. 6. Service Levels. 6.1. Service Levels. IDT shall provide the Services in accordance with the service level criteria set forth on Exhibit B hereto (the "Service Levels"). 6.2. Adjustment of Service Levels. Two months after the Effective Date, and every six months thereafter, during the Term, the Parties shall review the Service Levels for the preceding 6 months (for the preceding two (2) months for the first revision after the Effective Date) and may mutually agree in writing to adjust such Service Levels for the subsequent six month period to reflect increases, decreases or changes to the Services. In addition, either Party may, at any time upon notice to the other Party, initiate negotiations to review and, adjust any Service Level which such Party in good faith believes is inappropriate at the time; provided, however, that in the event that the Parties fail to mutually agree upon any such adjustment(s) to the Service Levels, the original Service Levels as agreed to by the Parties as of the Effective Date shall control. 6.3. Reports. IDT shall provide daily, weekly and monthly system performance reports to TI USA ISP in such forms and at such times as are agreed upon -6- <PAGE> 7 by TI USA ISP and IDT as necessary, but at a minimum providing comparable information as that contained in IDT's own similar system performance reports and which are reasonably consistent with any industry standards for such reports. 6.4. Root Cause Analysis. Within one day of receipt of a notice from TI USA ISP with respect to (i) IDT's material failure to provide any of the Services in accordance with the Service Levels or (2) IDT's repeated failure to provide any of the Services in accordance with the Service Levels, IDT shall (a) perform a root-cause analysis to identify the cause of such failure, (b) correct such failure, (c) provide TI USA ISP with a report detailing the cause of, and procedure for correcting, such failure, and (d) take all reasonable steps to prevent recurrence of such failure. 7. Assignment of IDT Customers. 7.1 In consideration of the benefits derived by IDT from the Joint Venture Agreement, the performance by TI USA ISP of its obligations hereunder and other good and valuable consideration, and subject to the provisions of the second sentence of Section 7.2 below, IDT hereby irrevocably assigns, transfers and conveys to TI USA ISP all right, title and interest in and to the accounts, agreements, registration and other information, lists and all customer data of the IDT Customers and the right to service such IDT Customers so that TI USA ISP shall have exclusive, unlimited ownership rights therein including, without limitation, all End User Information relating thereto. As part of the Services, IDT shall, at its sole cost and expense, arrange for the delivery, transfer and integration of such IDT Customer accounts and all related End User Information into a segregated customer database together with the other End User Information maintained by IDT on behalf of TI USA ISP. The Parties will agree on joint promotions to cross-sell IDT products and Services to TI's customers for a commission to be agreed upon by the Parties. 7.2 TI USA ISP grants to IDT a limited, non-exclusive, non-transferable license to use and access such necessary account information of IDT Customers, any End User account with TI USA ISP and any End User Information relating thereto, for the sole purpose of providing the Services to End Users as specifically permitted hereunder and solely during the Term of this Agreement. Except for purposes of cross selling activities permitted by Section 5.1.2 and Section 7.1. IDT may not otherwise use, copy, reproduce, transmit, disclose or exploit the End User Information or any component thereof for any reason, nor sublicense, distribute, group, compile, aggregate or transfer the End User Information for its own benefit or for the benefit of any third party, without the prior written consent of TI USA ISP. IDT agrees to comply with all legal and regulatory requirements in connection with the storage and use of the End User Information and to comply with such other legal and regulatory requirements of which it is notified in writing by TI USA ISP from time to time. -7- <PAGE> 8 8. Marketing Obligations. 8.1 The Parties agree that the Services provided by IDT hereunder shall be identified, marketed and promoted using TI USA ISP's Marks (as defined below) under a brand name or identification designated by TI USA ISP in its sole discretion ("TI USA ISP Brand"). IDT shall fully cooperate with TI USA ISP in connection with any advertising, marketing and promotion that TI USA ISP desires to undertake related to the promotion and marketing of the Services. 8.2 During the term of this Agreement, TI USA ISP hereby grants to IDT a nonexclusive, nontransferable, non-sublicensable license to use its name; all service marks, trademarks and logos owned by it, as indicated in writing by TI USA ISP to IDT from time to time; and any other marks designated by TI USA ISP to IDT in writing during the Term (TI USA ISP's name and such marks and logos being referred to herein as the "Marks"), solely in connection with the provision of Services by IDT to prospective and existing End Users in the Target Market as described herein. Use of the Marks shall be subject to any reasonable general usage guidelines and notice requirements provided by TI USA ISP from time to time, including, without limitation, TI USA ISP's right, in its sole discretion, to change the appearance and/or style of its Marks or add or remove any Mark from the scope of the license granted hereunder. All use of the Marks by IDT as permitted hereunder together with any goodwill resulting from such use shall inure to the benefit of TI USA ISP and except for the limited right and license granted above, IDT shall not have or obtain any right, title or interest in or to the Marks. IDT agrees not to adopt, use or apply for registration of the Marks (or any mark confusingly similar thereto) anywhere in the world, nor shall IDT engage, participate or otherwise become involved in any activity or course of action that diminishes and/or tarnishes the image and/or reputation of the Marks. Each initial use of the Marks by IDT shall at all times be subject to the review and prior written approval of TI USA ISP which will, so long as each such use is consistent with this Agreement, not be unreasonably withheld, but which is revocable at any time upon written notice to IDT. IDT will cooperate with TI USA ISP and execute any documents (e.g., registered user agreements filed with governmental agencies) which may be required or desirable in any jurisdiction to protect TI USA ISP's rights in the Marks. 9. Pricing and Payment. 9.1 In consideration of the services to be provided by IDT hereunder, TI USA ISP shall pay to IDT a services fee ("Services Fee") in accordance with the conditions specified in Exhibit H. In all events, the Services Fee shall be the lesser of (A) the lowest available market price for comparable services provided by reputable and financially sound Internet access providers and (B) the lowest price offered by IDT to any party for comparable services. IDT will invoice TI USA ISP on a monthly basis for the Services Fees. TI USA ISP will pay the Services Fees within 45 days of the date of the invoice for the Services Fees. -8- <PAGE> 9 9.2 Except as specifically set forth in this Agreement, each Party remains responsible for establishing its own prices and charges to End Users, customers, subscribers or otherwise in connection with its own offerings, products and/or services available in the commercial marketplace. Furthermore, except as otherwise provided herein or subsequently mutually agreed upon in writing, each Party bears its own expenses and costs associated with performing its obligations under this Agreement. 10. Right to Audit. 10.1 During the Term and for a period of 180 days thereafter, upon at least five (5) business days notice to IDT, IDT shall provide TI USA ISP or its external auditors with access to IDT's facilities during normal business hours for the purpose of conducting an audit of IDT's operations as it deems necessary to insure that (i) IDT has established reasonable and adequate procedures for providing the Services, (ii) the accuracy of pricing under Section 9.2 above, and (iii) protection of any TSI USA ISP Proprietary Information obtained as a result of this Agreement, including, without limitation, End User Information. IDT shall provide TI USA ISP with all reasonable assistance as is necessary for the conduct of such audit by TI USA ISP. In the event that TI USA ISP determines that IDT has not established reasonable and adequate procedures for compliance with IDT's obligations hereunder, IDT agrees to take such appropriate corrective action as the Parties may mutually agree. IDT agrees, upon the request of TI USA ISP, to allow representatives of TI USA ISP to meet with IDT's management in order to discuss IDT's general procedures in providing the Services and protecting the security of TI USA ISP Proprietary Information resident on IDT's systems or in the possession of IDT. No such meetings, recommendations or other cooperation between the Parties regarding security and confidentiality shall be construed or deemed to relieve IDT of its obligations hereunder. 10.2 During the Term and for a period of eighteen (18) months thereafter, upon at least five (5) business days notice to IDT, IDT shall provide TI USA ISP or its external auditors with access to IDT's books and financial records and any other supporting documentation relating to the Access Fees due to TI USA ISP hereunder. Any such audit will be conducted during IDT's normal business hours and at the IDT location where the relevant records are kept in the normal course of business and shall be conducted to minimize any disruption to IDT's business activities. In the event that any such audit reveals that IDT has underpaid any amounts due to TI USA ISP under this Agreement by more than five percent (5%) IDT will immediately pay the difference (required payment minus actual payment) and interest thereon at LIBOR + 2% from the date due until the date paid to TI USA ISP together with the reasonable costs of such audit. If the audit reveals that IDT has overpaid any amounts due to TI USA ISP under this Agreement by more than five percent (5%), then TI USA ISP shall reimburse IDT the difference between the amount due and the amount paid. 10.3 During the Term and for a period of at least three (3) years thereafter, IDT shall retain complete and accurate books, records and supporting -9- <PAGE> 10 documentation sufficient to document the Services provided to and Access Fees paid by End Users and to satisfy its obligations under Sections 10.1 and 10.2 above. 11. Term and Termination. 11.1 This Agreement shall commence as of the Effective Date and shall continue in full force and effect for an initial term of eighteen (18) months ("Term") unless terminated earlier in accordance with the termination provisions hereunder. Upon at least thirty (30) days' notice prior to the expiration of the Term TI USA ISP may elect to renew this Agreement for an additional one (1) year term on the same terms and conditions, subject to making mutually agreed upon adjustments to pricing and other terms necessary to reflect changes in market conditions. Thereafter, TI USA ISP may elect to renew this Agreement on terms to be mutually agreed upon by the Parties. Termination of this Agreement at any time shall not affect any rights, obligations or interests arising prior to the effective date of termination and which, to give effect to their meaning, must continue in accordance with their terms. 11.2 If there is any material breach of this Agreement by one Party, the other Party may (reserving cumulatively all other remedies and rights under this Agreement and in law and in equity) terminate this Agreement, in whole or in part, by giving thirty (30) days' written notice; provided, however, that such termination shall not be effective if the breach has been cured prior to the expiration of said thirty (30) days. 11.2.1 Notwithstanding the foregoing, IDT's material or repeated failure to comply with the Service Levels set forth in this Agreement in the manner described in Section 6.4 shall constitute a material breach of this Agreement whereupon TI USA ISP may (reserving cumulatively all other remedies and rights under this Agreement and in law and in equity) terminate this Agreement, in whole or in part, by giving IDT three (3) business days' written notice; provided, however, that such termination shall not be effective if the breach has been cured prior to the expiration of said three (3) business days; provided, further, however, that the failure to comply with a particular Service Level in three (3) consecutive months or in five (5) months in any twelve (12) month period shall entitle TI USA ISP to terminate this Agreement notwithstanding any subsequent cure of such failure to comply. 11.3. TI USA ISP may terminate the Services provided under Sections 2.2, 2.3, 2.4 and 2.6 at any time without cause, in whole or in part, by giving written notice to IDT prior to such termination as specified in the next sentence of this Section 11.3. TI USA ISP may terminate the Services provided under (i) Section 2.2 upon 30 days' written notice, (ii) Sections 2.3 or 2.4 upon 90 days' written notice and (iii) Section 2.6 upon 120 days' written notice. 11.4. Either Party may immediately terminate this Agreement in the event the other Party becomes bankrupt or insolvent, within the meaning of the United -10- <PAGE> 11 States Bankruptcy Code or any substantial and relevant portion of its assets are included in any arrangement with its creditors, an order to windup or submission to control by a receiver, assignee or trustee for the purpose of preserving the assets, whether by the voluntary act of the affected party or otherwise. 11.5. TI USA ISP shall have the right upon termination of the Exclusivity Period and/or termination or expiration of this Agreement, to transfer the performance of Internet services to another ISP. IDT shall provide reasonable assistance with any such migration or transfer on a time and materials basis, at a rate not greater than the rate then offered to the IDT's most favored customers, in order to ensure uninterrupted provision of Internet services to the End Users. In the event that termination is due to a material breach by IDT of any of its obligations under this Agreement, then such migration shall be performed by the IDT at no additional cost to TI USA ISP. 12. Proprietary Information. 12.1. During the Term of this Agreement and for a period of two (2) years thereafter, each of the Parties shall hold in confidence, and shall use only for the purposes of this Agreement, any and all Proprietary Information of one party which is disclosed, made available or otherwise obtained by the other. Each Party agrees to hold such Proprietary Information in confidence for the other and shall not, except in furtherance of the purposes of this Agreement, use (directly or indirectly) any such Proprietary Information for its own benefit or the benefit of any other party, nor disclose such Proprietarv Information to any person, firm or enterprise, unless authorized by the other Party in writing, and even then, to limit access to and disclosure of such Proprietary Information to its employees, auditors, regulators, attorneys and financial advisors on a "need to know" basis only. The term "Proprietary Information" shall mean all information which one Party, directly or indirectly, obtains from the other Party as a result of this Agreement, excluding information falling into any of the following categories: (a) Information that already is in the public domain through no wrongful act of the other party; (b) Information that, after disclosure hereunder, enters the public domain other than by breach of this Agreement; (c) Information that, prior to disclosure, hereunder, was already in the recipient's possession, either without limitation on disclosure to others or subsequently becoming free of such limitation; (d) Information obtained by the recipient from a third party having an independent right to disclose this information; and -11- <PAGE> 12 (e) Information that is available through discovery by independent research without use of or access to the Proprietary Information acquired from the other party. Each Party's obligation to maintain Proprietary Information in confidence shall be deemed performed if such Party observes, with respect thereto, the same safeguards and precautions which such Party observes with respect to its own confidential, sensitive and proprietary information. It shall not be deemed to be a breach of the obligation to maintain Proprietary Information in confidence if Proprietary Information is disclosed upon the order of a court or other governmental entity provided, however, that the Party served with such order shall notify the other Party so as to enable such other Party to apply to a court of law for a protective order. 12.2. Each Party shall, in advance, by agreement, instruction or otherwise, ensure that each of their respective employees, auditors, regulators, attorneys or financial advisors who may be bound by the non-competition and confidentiality provisions herein, understands and agrees to comply with the terms and conditions of this Agreement. Each Party further agrees to take any other reasonable and adequate steps, by agreement, instruction or otherwise, to ensure compliance with the obligations set forth herein. 12.3. Each Party acknowledges and agrees that in the event of a breach or threatened breach of any of the confidentiality provisions of this Agreement, the non-breaching Party will have no adequate remedy in damages and, accordingly, shall be entitled to seek injunctive relief; provided, however, no specification of a particular legal or equitable remedy shall be construed as a waiver, prohibition or limitation of any legal or equitable remedies in the event of a breach hereof. 13. Warranties. 13.1. Each Party represents and warrants to the other that: (i) it has the right to enter into this Agreement and perform the required services hereunder and its obligations are not in conflict with any other of its obligations; and (ii) the materials, information and services, including, without limitation, the Services, furnished and/or the use of same as permitted under this Agreement, do not violate or infringe the rights of any other Party or contravene the laws or regulations of any governmental, regulatory, or judicial authority. 13.2. IDT further represents and warrants to TI USA ISP that: (i) it is the owner of or otherwise has the right to provide and/or use the IDT Information Technology Resources in connection with fulfilling its obligations hereunder; (ii) the IDT Information Technology Resources and Services will conform to the applicable technical specifications, service level criteria and/or other descriptions and specifications provided hereunder; (iii) IDT shall correct and repair, at no cost to TI USA ISP, any defect, malfunction or non-conformity that prevents the IDT Information Technology Resources and Services or any component thereof from conforming and performing as warranted -12- <PAGE> 13 hereunder; (iv) the IDT Information Technology Resources will be reasonably free in accordance with industry standards of any malicious or unauthorized programming code, including, without limitation, any "virus", "worm", "self destruction", "disabling", "lock out" or "metering" device, as such terms are understood in the computer industry, which could impair TI USA ISP's and/or End Users' use of the same; (v) that the occurrence in or use of dates before, on or after January 1, 2000 (a) will not adversely affect the performance, operation or use of the IDT Information Technology Resources or Services, (b) will not abnormally end or provide invalid or incorrect results as a result of date-dependent data, and (c) the IDT Information Technology Resources can accurately recognize, manage, accommodate, and manipulate date-dependent data, including, without limitation, single and multi-century formulas and leap years; (vi) it has and will maintain in full force and effect, proper licensing, permits, certifications, and authority required to operate and maintain the IDT Information Technology Resources and provide, market and promote the Services to End Users as specifically provided hereunder: (vii) that all Services will be performed in a competent and professional manner by qualified and duly licensed and authorized personnel; and (viii) that IDT is highly skilled and experienced in performing Internet Provisioning Services, and that it possesses the expertise needed to perform the Services hereunder; IDT expressly acknowledges that TI USA ISP is relying upon the skill and expertise of IDT for the performance of the Services under this Agreement. 13.3. EXCEPT AS SPECIFICALLY SET FORTH ABOVE, NEITHER PARTY MAKES ANY OTHER OR DIFFERENT REPRESENTATIONS OR WARRANTIES TO THE OTHER OR TO ANY THIRD PARTY, WHETHER EXPRESS OR IMPLIED, INCLUDING, WITHOUT LIMITATION, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. 13.4. Limitation of Liability. IN NO EVENT WILL EITHER PARTY BE LIABLE, TO THE OTHER OR TO ANY THIRD PARTY, FOR ANY SPECIAL, INDIRECT, INCIDENTAL, EXEMPLARY, PUNITIVE OR CONSEQUENTIAL DAMAGES IN ANY MANNER IN CONNECTION WITH OR ARISING OUT OF THIS AGREEMENT, REGARDLESS OF THE FORM OF ACTION OR THE BASIS OF THE CLAIM OR WHETHER OR NOT THE PARTY HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. 14. Indemnification. 14.1. Each Party agrees to defend and/or handle at its own cost and expense any claim or action against the other for actual or alleged infringement of any intellectual or industrial property right, including, without limitation, trademarks, service marks, patents, copyrights or the misappropriation of trade secrets or other proprietary rights, based upon any materials or services as furnished by such party for the possession and/or use thereof by the other party and/or the End Users as permitted by this Agreement. The party responsible for defense of any such claim or action further agrees -13- <PAGE> 14 to indemnify and hold the other party harmless from and against any and all liabilities, losses, damages, costs and expenses (including reasonable attorneys' fees) associated with any such claim or action and shall have the sole right to conduct the defense of any such claim or action and all negotiations for its settlement or compromise, provided, however, that the indemnified party may, at its own expense, fully participate with the indemnifying party's full cooperation in such defense to protect its own interests, if the indemnified party determines that such participation is necessary. The indemnified party agrees to cooperate with the indemnifying party, at the indemnifying party's sole cost and expense, and provide copies of any documents or materials reasonably requested by the indemnifying party in support of its defense of indemnified party hereunder, unless otherwise mutually agreed upon in writing. 14.2. Without limiting Section 14.1 above, IDT agrees to defend and/or handle at its own cost and expense any claim or action against TI USA ISP based upon or in connection with (i) the Services provided by IDT hereunder or the use thereof by TI USA ISP and/or the End Users as permitted by this Agreement; and (ii) a violation of and/or non-compliance with any applicable law or regulation governing the performance of any obligation hereunder which such violation or non-compliance resulted from any acts, errors or omissions of IDT. IDT further agrees to indemnify and hold TI USA ISP harmless from and against any and all liabilities, losses, damages, costs and expenses (including reasonable attorneys' fees) associated with any such claim or action and shall have the sole right to conduct the defense of any such claim or action and all negotiations for its settlement or compromise, provided, however, that TI USA ISP may, at its own expense, fully participate with the IDT's full cooperation in such defense to protect its own interests, if TI USA ISP determines that such participation is necessary. TI USA ISP agrees to cooperate with IDT, at IDT's sole cost and expense, and provide copies of any documents or materials reasonably requested by the IDT in support of its defense of TI USA ISP hereunder, unless otherwise mutually agreed upon in writing. 15. General. 15.1. Entire Agreement. This Agreement, together with the Exhibits and other documents and/or attachments specifically referred to herein, constitutes the entire agreement between the Parties and supersedes any prior or inconsistent agreements, negotiations, representations and promises, written or oral, regarding the subject matter hereunder. 15.2. Force Majeure. Neither Party will be liable to the other for any loss, injury, delay, damage or other casualty suffered or incurred by such other Party due to strikes, riots, earthquake, storms, fires, acts of God, war or governmental act (a "Force Majeure Event"). In the event of a Force Majeure Event, the affected Party will take all necessary actions to restore Services to prior Service Levels as soon as possible, including the temporary hiring of a third party service provider if necessary. -14- <PAGE> 15 15.3. Assignment. Except in connection with a merger, sale, transfer, conveyance, acquisition or other corporate reorganization or change in control or ownership relating to all or substantially all of its stock, assets, operations or business, neither Party may assign, transfer or subcontract this Agreement and/or any rights and/or obligations hereunder, without the written consent of the other and any attempt to do so shall be void. Notwithstanding the foregoing, each party shall have the right to assign its rights and/or obligations under this Agreement to an Affiliate provided that such Affiliate remains an Affiliate. Each Party shall remain fully liable hereunder to the extent any permitted subcontractor fails or negligently performs any services contemplated hereunder and for any acts or omissions of any subcontractor and its personnel. 15.4. Notices, All notices shall be in writing and either personally delivered or sent proper postage prepaid by certified or registered mail or overnight express service, with return receipt requested or by confirmed electronic means with acknowledgment of receipt by the other Party to the Parties as follow's: If to TI USA ISP: Terra Networks Access If to IDT: IDT CORPORATION Services USA, LLC l22lBrickell Avenue 190 Main Street Miami, Florida 33131 Hackensack, N.J. 07601 Attn: Attn: Hal Brecher Fax: Fax: (201) 928-2885 With a copy to: Greenberg Traurig, P.A. With a copy to: Morrison & Foerster LLP 1221 Brickell Avenue 1290 Avenue of the Americas Miami, Florida 33131 New York, New York Attn: Patricia Menendez Attn: Raphael Grunfeld Cambo Fax: (203)579-0717 Fax: (212)468-7900 Notices sent shall be deemed received when personally delivered or when the return receipt is signed or when acknowledgment of receipt is transmitted. Either Party may change the above address and/or addressees at any time upon notice to the other. 15.5 Advertising. Except as specifically set forth in this Agreement, neither Party shall use the name, service or Marks, or refer to the other, its products and/or services in any advertising, publicity releases or marketing communication, without prior written approval of such other party. At all times during the term of this Agreement (including all extensions and renewals hereof), the Parties shall maintain a positive public image and use their best efforts to avoid negative publicity. Should either Party's public image become negative, as determined by the other Party, notice shall be given and the Parties shall endeavor to cooperate to remedy any such public image problems. 15.6 Insurance. IDT, at its sole cost and expense, shall procure and maintain a policy insuring itself against liability for errors and omissions insurance in the -15- <PAGE> 16 amount of at least $5,000,000 per year, subject to an annual deductible of no more than $50,000, which shall remain in effect during the term of this Agreement. Promptly following the execution of this Agreement, IDT shall furnish to TI USA ISP a certificate of insurance and any other relevant documentation as evidence of said insurance policy. TI USA ISP shall be named as an "additional insured" under such policy. 15.7 Independent Contractors. Each Party is acting as an independent contractor. Each Party's personnel are not employees or agents of the other Party's for federal, state or other taxes or any other purposes whatsoever, and are not entitled to compensation, employee benefits or other incidents of employment from the other Party. Each Party assumes sole and full responsibility for the acts and omissions of its own employees, representatives and agents. Personnel of one Party have no authority to make commitments or enter into contracts on behalf of, bind or otherwise obligate any other party in any manner whatsoever. Except for the specific obligations set forth in this Agreement, nothing hereunder shall be deemed to constitute, create, give effect to or otherwise recognize a joint venture, partnership or business entity of any kind, nor shall anything in this Agreement be deemed to constitute either Party the agent or authorized representative of the other. Except for payments mutually agreed upon and specifically described herein or otherwise mutually agreed upon in writing, nothing shall be construed as providing for the sharing of profits or losses arising out of the efforts of either or both of the Parties. 15.8 Governing Law. This Agreement shall be governed by, construed under, and enforced in accordance with, the laws of the State of New York, exclusive of its conflict of laws rules. Any legal action of whatever nature by or against the Parties arising out of or related in any respect to the Agreement shall be brought solely in such jurisdiction. 15.9 Arbitration. All claims, disputes and other matters in question arising out of, or relating to, this Agreement shall be submitted to arbitration in accordance with the Rules of the American Arbitration Association then pertaining, unless the parties mutually agree otherwise, and pursuant to the following procedures: a. Notice of the demand for arbitration shall be filed in writing with the other Party to this Agreement and with the American Arbitration Association. Three arbitrators shall be chosen. Each Party shall select one arbitrator, and the American Arbitration Association shall select the third arbitrator. A determination by a majority of the panel shall be binding on the Parties. b. Reasonable discovery, as determined by the sole discretion of the arbitrators, shall be allowed. c. All arbitration proceedings shall be held in Miami, Florida. d. The Parties agree that the issues being resolved hereunder shall be determined by arbitration pursuant to the provisions set forth herein and pursuant to the -16- <PAGE> 17 <PAGE> 18 to the applicable rules of the American Arbitration Association then in effect insofar as such rules are not inconsistent with the provisions set forth herein. e. The costs and fees of the arbitration shall be allocated by the arbitrators. The party or parties prevailing in the arbitration will be entitled, in addition to such other relief as may be granted, to reasonable attorney's fees, if any, as shall be awarded by the arbitrators. f. The award rendered by the arbitrators shall be final and in writing, and judgment may be entered in accordance with applicable law and in any court having jurisdiction, thereof. 15.10 Waiver. No term or provision of this Agreement shall be deemed waived and no breach excused unless such waiver or consent is in writing and signed by the party claimed to have waived or consented. 15.11 Amendments. No amendment, change, waiver, or discharge hereof shall be valid unless in writing and signed by both Parties. 15.12 Severability. Should any provision of this Agreement be held to be void, invalid or inoperative, the remaining provisions of this Agreement shall not be affected and shall continue in effect and the invalid provision shall be deemed modified to the lease degree necessary to remedy such invalidity. 15.13 Counterparts. This Agreement may be executed in several counterparts, all of which taken together shall constitute the entire agreement between the Parties hereto. 15.14 Survival. Any term which must survive, in order to give effect to its meaning, shall survive termination of this Agreement. IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executed as of the day and year first above written. Terra Networks Access Services USA, LLC IDT Corporation By: /s/ Juan Perea By: /s/ Howard James -------------------------------- ------------------------------------- Name: Juan Perea Name: Howard James ------------------------------ ----------------------------------- [Type or Print] [Type or Print] Title: CEO Title: CEO ----------------------------- ---------------------------------- Date: 6 October 1999 Date: 10/5/99 ------------------------------ ----------------------------------- -17- <PAGE> 19 EXHIBIT A IDT INFORMATION TECHNOLOGY RESOURCES Backbone: DS3 running ATM. IDT shall provide a DS3 Internet port connection providing Internet connectivity from TI USA ISP's switch to IDT's collocated Internet equipment and facilities. The DS3 Internet port connection shall be capable initially to provide a connection bandwidth equal to twenty-eight (28) T-1s (approximately 45 Mbps), expandable to full DS3 connection bandwidth commensurate with increased traffic demand. POPs: 8 Super POPs located in Houston, Los Angeles, San Jose, Chicago, New York, Hackensack, Washington D.C., and Boston. 26 Satellite POPs with T1 connectivity. Redundancy through Ring Topology in order to prevent loss of connectivity. POPs include IDT and alliance POPs. The quantity of points of access is approximately 750. Switches: Nortel Passports. Routers: Cisco 7500 series with 7200-2500 routers attached. Peering: In order to maintain utilization under 60%, by routing traffic more efficiently. Servers: Sun/Solaris, Compaq/Win NT, deploying multiple software packages (containing alarm systems) monitoring the network (bandwidth, peering, connectivity, etc.). Network monitoring shall be 24/7 utilizing SNMP Polling and Cabletron Spectrum for routers and circuits. Service Contracts: Equipment Service contracts with Cisco, Nortel Networks, ADC Kentrox, Netopia, Sun, Cabletron, 3Com, Compaq, Network Appliance and others. POP Capacity: Bay Networks and modem racks for optimal expansion. Migration from smaller POPs to Super POPs in progress. Mail and News Servers: Proprietary mail and news servers with redundancy and load balancing for optimal performance. Peering Links: Private peering links with major national backbone providers, including GTE, UUNET and others. Data Back-up Services: IDT will provide TI USA ISP with data backup services, operational on the Effective Date, to backup End User Information and other information related to TI USA ISP's operations or necessary to provide the Services. <PAGE> 20 Additional Services: IDT will also provide all other hardware, software, telecommunication services and equipment necessary to implement the Services to be provided by it under the Agreement with the components of IDT's current network. Any additional Services to be provided by IDT to TI USA ISP that require new components to IDT's network will be provided by IDT on the terms and conditions to be agreed upon by the parties in good faith. <PAGE> 21 EXHIBIT B SERVICES AND SERVICE LEVELS IDT will provide Services (as defined in the body of the Agreement) to TI USA ISP in accordance with the following Service Level parameters: 1. Availability. IDT will use all reasonable commercial efforts to provide 100% service availability, but, shall not be considered in material breach of the Agreement unless IDT fails to provide 99.6% overall service availability determined on an annual basis. 1.1 Reliability. Services will meet industry standard Mean-Time-Between-Failure (MTBF) reliability requirements for voice grade circuits and data services, as applicable. 1.2 Mean-Time-To-Repair (MTTR). Mean-time-to-repair IDT equipment in the event of a Services outage will be no more than 4 hours for repair/replacement of electronics after IDT's arrival at the failure site. 1.3 Migration. IDT will restore any failure within IDT's operational control in the ISP within two (2) hours. IDT will use commercially reasonable efforts to ensure that the Services are never interrupted. If a failure of the ISP continues for more than two (2) hours, IDT will, within an additional four (4) hour period, arrange for a third party to provide the Services until the failure is corrected, including, if necessary, arranging for the migration of the End Users to another ISP until the failure is corrected. TI USA ISP will not be required to pay any Services Fees with respect to time periods in which the ISP has been out of service for more than four (4) hours. 1.4 Monitoring. IDT will provide a system for monitoring and alarming on a 24 hours-a-day/seven days-a-week basis. This system will monitor and alarm POP entrances into Piscataway, as well as all points of failure, including routers, switches and all bandwidth services. IDT shall, to the extent of available communication methods, notify a representative of TI USA ISP previously identified in writing to IDT of any system failure within fifteen (15) minutes in a manner to be agreed upon by the Parties, provided such TI USA ISP representative is, at the time of such system failure, at the address and/or telephone number previously provided to IDT. 2. Error Rate. 2.1 Errored Seconds. The Services will be 99.99% free of errored seconds per monthly period, determined over an annual basis, other than for planned service outages (e.g., scheduled maintenance) or as otherwise provided herein. <PAGE> 22 2.2 Background Bit Error Rate (BBER). Services will provide a background bit error rate (i.e., transmission medium channel errors) of no greater than: a. DS-3: <10(-10) for Fiber Span, <l0(-9) for Radio Hop b. DS-l: <10(-6) 3. Network Technical Standards. In addition to the foregoing, all IDT circuits used to provide Services will comply with the following technical requirements: a. Bellcore FR-NWT-000440 -- Transmission Facilities Interfaces (DS-1 and DS-3) b. Bellcore FR-NWT-000064 -- LATA Switching c. Bellcore FR-NWT-000439 -- Generic Operational Requirements 4. Clocking. The Services will provide Stratum 2 level clocking, traceable to a Stratum 1 level source, derived from TI source. 5. Packet Delivery. The Services will be delivered by IDT within IDT's network with no greater than 1% packet loss determined every 15 minutes. 6. Traffic Handling. IDT will provide Internet transport of IP packets, including store and forward, routing, and recovery, to TI USA ISP and its End Users utilizing the same care and handling and otherwise in the same manner as IDT handles IDT's own Internet traffic, except as otherwise provided herein. 7. TI USA ISP End Information Transmission. IDT will provide transmission of User IP-based Internet traffic using IDT network facilities, including hardware and software and IDT network resources, for TCP/IP packet store and forward, routing, and recovery, supporting industry-standard Internet communications protocols (i.e., "Transit"). 8. Proxy Authentication. IDT will be responsible for all Proxy Authentication for TI USA ISP End Users. 9. CDR Transmission. IDT will provide call record data to TI USA ISP at least once a month or as otherwise mutually agreed upon by the Parties. 10. Network Integrity. IDT will use its best efforts to ensure that the IDT network will at all times be free from use or other interference by any unauthorized third party. 11. Private Peering Links. IDT will ensure that, only when the private networks are not working under failure or backup modes, End Users in locations with an IDT POP <PAGE> 23 traverse the internet via private peering links with multiple national internet backbone providers, avoiding the necessity of connecting to the internet through public NAP/MAE, unless the service provided to End Users would have better performance through public networks. 12. Bandwidth. IDT will ensure that with respect to the network elements associated with providing broadband service hereunder, the capacity utilization shall not on average exceed sixty percent (60%) of the capacity of the computing and communication resources related to provision of the broadband service. Under Peak Conditions, the capacity utilization shall not exceed seventy-five percent (75%) of the computing and communication resources related to provision of the broadband service, Broadband service, including TI capacity. As used herein, the term "Peak Conditions" shall mean the three (3) consecutive hours of the day during which the largest number of End Users are being provided with Services by IDT. 13. Rate Limiting. End Users will not be subject to rate limiting. IDT will hire, on a full time basis, an NT and Unix systems engineer to monitor the Services and the systems used to provide them. This engineer, with the assistance of the IDT Piscataway NOC, will monitor the Services and related systems on a 24 hours-a day/7 days-a-week basis. This monitoring will include, without limitation, monitoring the following: (i) disk space; (ii) network optimization; (iii) network utilization; (iv) CPV storage; (v) OS stability; and (vi) Patch updates. Each additional Service required by TI USA ISP will be provided by IDT in accordance with these service levels, to the extent applicable. Additional service levels, as well as other service levels that apply to new products, will be agreed upon by TI USA ISP and IDT in good faith. TI USA ISP and IDT will review the Services provided by IDT on a semi-annual basis to determine whether additional resources should be made available to provide these Services. The parties will agree in advance as to the costs of providing these additional resources. <PAGE> 24 EXHIBIT C OPERATIONS, MAINTENANCE AND ADMINISTRATIVE SERVICES IDT will provide all administrative support needed to properly provide the Services, and as reasonably requested by TI USA ISP from time to time. This support will consist of, among other things, appropriate secretarial support, system maintenance support and data entry support. IDT will also provide appropriate workspace for all persons engaged by it to provide this support. Notwithstanding the foregoing, TI USA ISP will use its reasonable commercial efforts to provide the administrative support needed by TI USA ISP to provide for itself the Services as promptly as reasonably possible following the Effective Date. TI USA ISP and IDT will cooperate and together coordinate the transition of the provision of the administrative support from IDT to TI USA ISP. <PAGE> 25 EXHIBIT D CUSTOMER SUPPORT SERVICES 1. GENERALLY. IDT will handle all customer support activities, including the provision of customer service support, sales support and technical support. All customer support services will be provided via telephone, e-mail, and through any other means agreed upon by the parties. All customer support activities will bear a TI USA ISP brand. 2. CALL TRACKING REPORTS. IDT will provide on a daily, weekly and monthly basis to TI USA ISP reports tracking customer usage, areas of support requested by customers and service performance reports in such forms and at such times as agreed upon by TI USA ISP and IDT as necessary. IDT may provide whenever possible such reports as requested from time to time by TI USA ISP. 3. QUALITY ASSURANCE PROGRAM. IDT will implement a Quality Assurance Program, which will incorporate and/or ensure the following: a. Call Duration. Average minutes per telephone call for all inbound calls handled by Customer Service Representatives ("CSRs") will not exceed three (3) minutes per call. IDT and TI USA ISP may agree to vary this average by call type, and such average will be reviewed every six (6) months. b. CSR Operating Efficiency. CSR operating efficiency will be greater than 60%. As a result, sixty percent (60%) of the CSRs' time will be recorded as handling inbound or outbound End User calls. c. System Availability: - IDT's telephone system will be available for use to provide customer service ninety-nine percent (99.5%) of the time on a yearly basis. The downtime does not consider failures caused by factors out of IDT's operational control. - IDT's computer system will be available for use to provide customer service ninety-nine percent (99.5%) of the time on a yearly basis. The downtime does not consider failures caused by factors out of IDT's operational control. d. Call Answering Times. CSRs will answer all End User calls coming into dedicated toll-free telephone numbers (as described below) as follows: - automatic data capture answer in one (1) ring 100% of the time (ARU/VRU) - after passing through ARU, hold in queue: <PAGE> 26 - 80% of calls to be answered by a CSR within 20 seconds; - 99% of calls to be answered by a CSR within 120 seconds. e. Data Input Ouality Assurance. The accuracy of any data input by CSRs should exceed 98%. This data may include, without limitation, customer names and addresses and other End User Information. f. Third Party Assurances. TI USA ISP will be entitled to engage a third party call handling quality assurance service to monitor the calls being handled by the CSRs as well as the quality assurance program implemented by IDT. g. Complaint and Correspondence Service Standards: All correspondence and/or complaints will be acknowledged or answered by IDT within three (3) business days of receipt of the correspondence and/or complaints. In the event that IDT identifies an End User inquiry, request or complaint (whether made in writing or by telephone) or answers any End User correspondence regarding services being provided that requires TI USA ISP's intervention because IDT cannot resolve the situation, then IDT shall inform the person designated by TI USA ISP from time to time as a customer service contact of the situation, no later than two (2) business days following receipt of the End User's inquiry, request, complaint or correspondence. h. CSR Performance Characteristics and Skills: The following characteristics and skills will be evaluated by IDT in respect of each CSR: i. CSR Voice Qualities - Clarity - pronounces words clearly - volume of voice not too loud or too soft - rate of speech not too fast or too slow - speech is understandable over the phone - Tone - sounds friendly and polite - voice conveys enthusiasm and energy - Inflection - conversational speech pattern - Pitch - voice is smooth - voice is even ii. CSR Oral Communications Skills - "Active" listening skills - listens more than talks - asks good questions <PAGE> 27 - hears not just words but the ideas behind them - good attention skills - provides feedback to End User - separates fact from opinion - Clear and concise verbal presentation - good grammar - demonstrates sensitivity to End User's concerns - uses pauses to strengthen statement impact - speaks coherently and intelligently iii. End User Interaction - Immediate positive impression - uses the End User's name often - Persuasiveness - believes in what he/she is saying to the End User - voice is confident - has positive attitude - persistent but not overly aggressive - Handles rejection professionally - realizes that the End User's rejection is not their rejection - can bounce back quickly - does not take rejection out on the next caller - voice stays calm, not angry or frustrated Meets challenges head-on - can recover from a challenge - employs good common sense to solve problems - doesn't make promises that cannot be met by the program - can deal with pressure 4. GENERAL CUSTOMER SERVICE SUPPORT. a. IDT will provide general customer service support to IT USA ISP and End Users in Spanish and English, through a dedicated toll-free telephone number. This toll-free telephone number will be available for calls between 9:00 a.m. and 5:00 p.m., Monday through Friday. These hours will be extended up to 24 hours-a-day/7 days-a-week on an agreed upon schedule, if requested by TI USA ISP or as needed. CSRs will be available on the toll-free telephone number to answer general customer service questions, including billing and account inquiries. b. IDT will manage the toll-free number general customer service support system, and will provide a customized script to TI USA ISP prior to the commencement of the provision of customer support services. c. IDT will provide the customer support services in accordance with the parameters set forth in section 3 above and the following parameters: <PAGE> 28 - ABANDONMENT RATE ("AR") Definition: The percentage of phone calls abandoned before being handled by a CSR. Performance Standard: Maximum AR of 3% - If a call return is required, the call return should be made within two (2) hours for billing inquiries; and 4 hours for account maintenance inquiries. - Customer Complaints: The number of written or telephone service complaints handled by IDT related to calls handled by the CSRs should be less than 1% of total calls handled. 5. TECHNICAL SUPPORT a. IDT will provide technical support assistance to TI USA ISP and End Users in Spanish and English, through a dedicated toll-free telephone number available for calls 24 hours-a-day/7 days-a-week. Technical Service Representatives (TSRs) will be available on the dedicated toll-free number to answer questions and provide support assistance concerning such matters as: - Browser usage; - cc: Mail; - PPP usage; - Modem configuration; - Software installation; - Compatibility issues involving operating systems and applications; - Network performance on outages; and - Account password maintenance. b. IDT will manage the toll-free number technical support service and will provide a customized script to TI USA ISP prior to the commencement of the provision of technical support services. c. IDT will provide the customer support services in accordance with the parameters set forth in section 3 above and the following parameters: - ABANDONMENT RATE ("AR") Performance Standard: Maximum AR of 5% - If a call return is required, the call return should be made within 4 hours for technical inquiries, or as mutually agreed upon with the End User. - Customer Complaints: The number of written or telephone service complaints handled by IDT related to calls handled by the TSRs should be <PAGE> 29 less than 1% of total calls handled. 6. SALES SUPPORT. a. IDT will provide sales assistance to potential TI USA ISP end users through dedicated toll-free telephone numbers available 24 hours-a-day, seven days-a-week. Sales Support Representatives (SSRs) will be available on these toll-free numbers to answer questions and provide sales assistance relating to the terms and conditions of the internet service. b. IDT will manage the toll-free number sales service, and will provide a customized script to TI USA ISP prior to the commencement of the provision of these services. c. IDT will provide the sales support services in accordance with the parameters set forth in Section 3 above and the following parameters: - ABANDONMENT RATE ("AR") Performance Standard: Maximum AR of 3% - If a call return is required, the call return should be made within 4 hours, or as mutually agreed upon with the End User. - Customer Complaints: The number of written or telephone service complaints handled by IDT related to calls handled by the SSRs should be less than 1% of total calls handled. 7. E-MAIL SUPPORT. IDT will provide to all End Users the ability to forward an e-mail inquiry to customer service, and to promptly receive a response to such inquiry. CSRs will respond to e-mail inquiries within twenty-four (24) hours. In addition, IDT will provide to all End Users the ability to perform self-care functions without having to contact customer service. Upon request by TI USA ISP, these on-line self-care functions will be available for changing personal and billing information, such as home and business address, credit card information and e-mail address. <PAGE> 30 EXHIBIT E BACK OFFICE SERVICES IDT shall provide the following services on behalf of TI USA ISP: 1. Order Fulfillment. 1.1 Fulfillment Packages. IDT will provide fulfillment packages consisting of registration software on CD, packaging and a welcome letter that will be distributed to End Users that do not already have Internet access. 1.2 Fulfillment Software. Fulfillment software will be housed and shipped by a vendor chosen by IDT. This software will contain non-branding and may be customized to include TI USA ISP Branding. The Fulfillment Packaging will consist of a standard sleeve that is used to hold the CD during mailing. A customized sticker developed by TI USA ISP and IDT will be placed on the outer package that identifies TI USA ISP's offer. 2. Browser: The browser included with the fulfillment packages will be the latest version of Microsoft Internet ExplorerTM (5.0), Netscape Navigator, or another browser which is acceptable to TI USA ISP. The following elements will be customized during registration: - Default start page - Favorites - Browser title bar - Browser search icon 3. Web site: If TI USA ISP does not choose to provide its own default start or homepage, TI USA ISP will have the right to elect one of the following options: 3.1 Custom Developed Homepage -- IDT can create a customized/TI USA ISP branded web page for TI USA ISP using available dynamic homepage capabilities. Standard features included in the homepage are: customizable acquisition page, news, full Internet search capabilities and links to additional features such as chat, discussion groups, personal web pages, web based e-mail and instant messenger. 3.2 Generic Homepage - IDT can provide a generic homepage that could also be utilized for TI USA ISP. This homepage contains generic information for TI USA ISP service, content links, features and news. If TI USA ISP elects to provide its own homepage, TI USA ISP will need to add links to IDT's customer service page. <PAGE> 31 4. Registration: End Users may register for the service either online or by utilizing the CD contained in the fulfillment package. Registration is a standard process and cannot be changed, however some customizations are available. TI USA ISP's registration screens will be driven by access code, whether manually entered from their welcome letter by the user performing CD registration or automatically passed from an online banner. 4.1 Required User Information - End users must provide billing information, select an E-mail alias, choose their local access number and complete the configuration of their browser. 4.2 Customizable Registration Items - the registration items that are readily available for customization include: - Pricing information on the registration screens - E-mail alias negotiated by TI USA ISP - Welcome E-mail received by End User upon registration - Registration acquisition page information if registering from an online sales channel 5. Billing: IDT will directly bill all End Users on behalf of TI USA ISP. 5.1 Methods of Payment. The methods of payment permitted shall be as follows: - Credit Cards and Debit Cards - through Paymentech (Visa, MasterCard, AMEX, Discover) as well as through Visa and MasterCard ATM debit cards. - Electronic Check Processing - through Paymentech - the customer's checking account is debited on a regular basis as if it were a debit card. - LEC billing - the customer's account is billed through its telephone bill. - APS - a one time check transfer - the minimum amount accepted is quarterly payment; the customer is then invoiced for future payment. The Parties may from time to time agree on other methods of payment. 5.2 Accounts Receivable and Collections -- The End User will pay IDT directly for all services, and IDT will maintain all accounts receivable and perform all collections functions. 6. E-mail: IDT will establish TI USA ISP's required domain name within the E-mail servers, registration platform, and TI USA ISP care systems. This will allow for End User registration of E-mail boxes and aliases, as well as End Users having the ability to send and receive E-mail to the designated address. <PAGE> 32 7. Welcome e-mail and welcome letter: A welcome e-mail and welcome letter will be tailored for TI USA ISP (in Spanish and in English). The welcome letter is placed inside the fulfillment package and will provide information specific to TI USA ISP's offer. IDT will also customize one of its standard welcome letters for TI USA ISP at no additional cost. <PAGE> 33 EXHIBIT F DISTRIBUTION OF INTERNET ACCESS PRODUCTS IDT's Obligations. a. TI USA ISP hereby appoints IDT as a primary distributor of its "Internet Access Products", which means the packages, disks, cards and other media through which IDT provides Internet access to End Users, as of the Effective Date in the United States (the "Territory") during the term of this Agreement. TI USA ISP shall manufacture or cause the Internet Access Products and any packaging and point-of-sale materials to be manufactured, at TI USA ISP's cost, including the use of any TI USA ISP Brand or any Marks specified by TI USA ISP. IDT shall distribute the Internet Access Products as more fully specified herein to the Target Market. b. IDT will devote its reasonable best efforts to promote and maximize the sales of the Internet Access Products in the Territory, and to otherwise promote and advance the business of TI USA ISP. The sale of Internet Access Products shall generate not less than the following revenues for the following periods: (i) for the period from the date of the execution of this Agreement through the 15th month from the date hereof, the revenues shall be not less than $15 million, provided that it is expected that no revenues will be generated in the first 3 months from the date hereof, and (ii) for the period commencing the 16th month following the date of the execution of this Agreement through the 27th month of the date hereof, the revenues shall be not less than $25 million. c. IDT will comply with all laws, rules and regulations applicable to it and to its sale of the Internet Access Products. d. IDT will ensure that the manner in which it sells the Internet Access Products is consistent with TI USA ISP's policies and procedures. e. TI USA ISP will decide on the discount off the retail price at which the Internet Access Products will be sold to IDT in light of market conditions and other relevant factors. f. IDT will cause its affiliated companies to sell the Internet Access Products to its subdistributors at a markup of no more than two (2%) per cent above the cost charged by TI USA ISP for such Internet Access Products. g. TI USA ISP shall have the right to approve, in advance, all subdistributors that IDT or its affiliated companies provide Internet Access Products to, as well as all geographical areas in which IDT, directly or through its affiliates and subdistributors, proposes to sell the Internet Access Products. <PAGE> 34 h. IDT agrees to distribute the Internet Access Products through its existing distribution systems, including through point-of-sale promotions and otherwise, although TI USA ISP will have the right to approve any subdistributors of the Internet Access Products. IDT also agrees to create and implement marketing and promotion campaigns to sell the Internet Access Products to the Target Market. All costs associated with such marketing, promotion and distribution shall be borne by TI USA ISP, unless any affiliate of IDT or any other party bears any of these costs when providing similar services to IDT (in which case, IDT will bear such costs to the same extent as borne by such affiliate or party). TI USA ISP must approve all promotional or marketing campaigns in advance. i. In all events, the distribution services and other services provided by IDT to TI USA ISP hereunder shall be provided on terms and conditions (including price and service levels) that are (i) no less favorable than those made available by IDT to any other party, including any of its affiliates; and (ii) no less favorable than those made available to IDT by any other party, including any of its affiliates. 16. Characteristics of the Internet Access Products. Each Internet Access Product will have a batch number, serial number or other means of identification and inventory control. Additionally, each Internet Access Product will have a pin number that must be entered before the Internet Access Product can be used to gain Internet access. 17. Once-In-Use Billing. IDT shall be responsible for tracking use of the Internet Access Products and for all accounting matters relating to use of the Internet Access Products once the Internet Access Products have been sold to End Users and activated. 18. Payment and Accounting By the tenth (10th) day of each month, IDT shall pay TI USA ISP the wholesale price (as agreed upon in advance by the Parties) of all Internet Access Products collected during the previous month. IDT shall include with all such payments a detailed statement showing the number of Internet Access Products sold during the preceding month and the calculation of all amounts due to TI USA ISP hereunder. IDT agrees to keep accurate books of account and records of all gross sales of the Internet Access Products hereunder and shall permit TI USA ISP and/or its agents, either themselves or through a firm of certified public accountants, upon reasonable written notice, to examine, and to make copies of, such books of account and records during normal business hours at IDT's usual place of business. TI USA ISP shall bear the cost of such examination and copying, unless such examination reveals an error of five (5%) percent or more on any amounts paid to TI USA ISP, in which case IDT shall pay the cost of such examination. If such examination reveals that additional payments are due to TI USA ISP, such payments shall be made within fourteen (14) days after IDT <PAGE> 35 is informed of such deficiency. If such payment is not received within said period, TI USA ISP shall have the right to immediately terminate this Agreement. <PAGE> 36 EXHIBIT G END USER AGREEMENT IDT INTERNET ACCEPTABLE USAGE POLICY I. General Overview It is IDT Corporation's ("IDT") policy to offer unlimited, uncensored access to the Internet. This agreement defines the terms and conditions of Internet service for all types of accounts and services, both personal and business, that are offered by IDT ("Agreement"). IDT has specific guidelines and regulations that must be enforced for the benefit of both IDT Accountholders as well as all other users worldwide. Hence, IDT Corp. requires all Accountholders to adhere to the guidelines set forth herein. II. Accountholder Consent To Guidelines Please read the following terms and conditions carefully before opening or continuing an account with IDT. These guidelines, terms and conditions represent the complete agreement and understanding between IDT and you (the "Accountholder"), the IDT Dial-Up Accountholder. These terms and conditions also supersede any other written or oral agreement pertaining to your IDT account, with the exception of applicable software license agreements. By using IDT services or IDT software, you agree to comply with these acceptable Usage Guidelines just as if you had signed it. Moreover, you agree that IDT may terminate your account with or without notice if you fail to comply with the following guidelines, terms and conditions. IF YOU DO NOT AGREE TO BE BOUND BY THESE GUIDELINES, TERMS AND CONDITIONS, YOU SHOULD IMMEDIATELY END YOUR USE OF IDT SERVICES AND IDT CORP. SOFTWARE AND NOTIFY THE IDT CUSTOMER SERVICES DEPARTMENT SO THAT IDT CORP. MAY INITIATE A CLOSURE OF YOUR ACCOUNT. Upon notices published on-line via IDT services, IDT may modify the Acceptable Usage Policy as well as change or discontinue the services offered. Your continued use of IDT services following such changes will be deemed acceptance of the modification. A. USE OF SERVICES 1. The Accountholder agrees to use IDT services for lawful purposes, in compliance with all applicable laws. IDT services are defined as the use of computing, telecommunications, software and information services provided by IDT. These services also include the means of access to computing, telecommunications, software and information services provided via the global Internet. The types of accounts available through IDT include but may not be limited to SLIP/PPP accounts, UNIX Shell accounts and ISDN Connection accounts. <PAGE> 37 2. IDT dial-up accounts are provided for use in conformance with these Guidelines, Terms and Conditions. IDT reserves the right to investigate suspected violations of the Guidelines. When IDT becomes aware of possible violations, IDT may initiate investigations that may include gathering information from the Accountholder or Accountholders involved and the complaining party, if any, and examination of material on IDT's servers. 3. During an investigation, IDT may suspend the account or accounts involved and/or remove the material involved from its servers. If IDT believes a violation of these Guidelines has occurred, it may take responsive action at its sole discretion. Such action may include, but is not limited to, temporary or permanent removal of material from DT's servers, the cancellation of news group posts, warnings to the Accountholder or Accountholders responsible, and the suspension or termination of the account or accounts responsible. IDT reserves the right to terminate an Accountholder's account with or without notice. IDT, at its sole discretion, will determine what action will be taken in response to a violation on a case-by-case basis. Violations of these Guidelines could also subject the Accountholder to criminal or civil liability. 4. To comply with applicable statutes and lawful government requests, IDT reserves the right to access and disclose any information. This may include disclosing the usernames of accountholders and other pertinent information. IDT will fully cooperate with law enforcement authorities in investigating suspected lawbreakers and reserves the right to report to law enforcement any suspected illegal activity that it becomes aware of. B. USE OF MATERIALS 1. Materials in the public domain (e.g. images, text and programs) may be downloaded or uploaded using IDT services, Accountholders may also re-distribute materials in the public domain. The Accountholder assumes all risks regarding the determination of whether material is in the public domain. 2. The Accountholder is prohibited from storing, distributing or transmitting any unlawful material through IDT services. Examples of unlawful material include but are not limited to direct threats of physical harm, child pornography, and copyrighted, trademarked and other proprietary material used without proper authorization. The Accountholder is also prohibited from storing, distributing or transmitting any information that may be determined to be of a harassing nature. Further, the Accountholder may not post, upload or otherwise distribute copyrighted material on IDT's servers without the consent of the copy right holder. The storage, distribution, or transmission of unlawful materials could subject the Accountholder to criminal as well as civil liability, in addition to the actions outlined in Section I.IA. above. 3. The Accountholder may not store or distribute certain other types of material on IDT's servers. Examples of prohibited material include, but are not limited to, programs containing viruses or Trojans and tools to compromise the security of other sites. <PAGE> 38 C. PASSWORDS 1. IDT Corp. personal dial-up accounts are for individual use only. Accountholders may not share passwords or accounts with other individuals. Accountholders are also responsible for maintaining the security of their accounts and passwords. 2. IDT shall provide passwords to Accountholders. In the event that the security of an Accountholder is compromised, IDT shall provide the Accountholder with a new password. 3. IDT staff may monitor the security of Accountholders' passwords at any time. An Accountholder with an insecure password may be directed to change the password to one which complies with the above rules. Accountholders who repeatedly choose insecure passwords may be assigned a password by IDT; continued failure to maintain password security shall be immediate grounds for account termination D. System Security 1. The Accountholder is prohibited from utilizing IDT services to compromise the security or tamper with IDT's system of resources or accounts on any of IDT's computers, routers, terminal servers, modems, or any other equipment at IDT or at any other site. Use or distribution of tools designed for compromising security is prohibited. Examples of the tools include but are not limited to password guessing programs, cracking tools or network probing tools. Any attempt to access any of IDT's corporate assets is strictly prohibited. 2. IDT reserves the right to release the user names of Accountholders involved in violation of system security to system administrators at other sites, in order to assist them in resolving security incidents. E. System Resources 1. IDT will allocate system resources to provide all Accountholders with the best service possible. As part of resource allocation, IDT may limit, restrict or prioritize access to system resources, including CPU time, memory, disk space, session length, and the number of sessions. 2. Additionally, IDT may institute services and fees for Accountholders who are interested in accessing system resources above and beyond acceptable usage. 3. IDT may log instances of abuse of system resources, including but not limited to those outlined below, and take action as outlined in Section II.A. above. 4. System abuse is defined as any use of IDT resources which disrupts the normal use <PAGE> 39 of system or Internet services for others. Examples of system abuse include, but are not limited to attempting to disrupt the sessions of other Internet users, consuming excessive amounts of time, memory or disk space bandwidth or otherwise affecting the performance of IDT servers or networks. 5. Accountholders may not run programs which provide network services from their accounts. Example of prohibited programs include, but are not limited to, Mail, HTTP, IRC servers and multi-user interactive forums. 6. Accountholders may only make use of IDT system resources while logged in. Further, Accountholders are not permitted the use of software of any device that would allow the account to stay logged on while the Accountholder is not actively using the system or the account. The sole exception to this policy are e-mail filters that process and sort mail as it arrives. III. ACCEPTABLE USAGE Acceptable usage is hereby defined as the normal activities associated with the usage of the Internet, including but not limited to usage of IDT's systems and network facilities for accessing the WWW, IRC, Usenet News, E-Mail, and other Internet features. Depending on the account type, this may include a moderate amount of file storage on IDT's servers for Accountholders' own personal web page, file access area (FTP), and possibly Unix utilities used in a shell account. Shell users may be permitted to use their own software, subject to IDT's discretion, provided such software does not use excessive system resources or in any way compromise system integrity and does not fall under any of the prohibited activities listed within this document. This policy is subject to any and all laws and regulations set forth by the Federal, State or any other governmental authority. IV. PROHIBITED ACTIVITIES Activities specifically prohibited by IDT administration include but are not limited to the following: 1. Background and/or server-type applications including but limited to IRC Bots, HTTP Servers, and any other process that is initiated by the user that upon execution continues the user's account even after log-out. 2. Long-term storage of data. Long-term storage of data is referred to as the storage of files which are not used regularly in an account for an extended period of time. This specifically includes but is not limited to programs such as shareware programs which the user may download to their account for purposes of transferring to their home computer. Such programs should be removed at such time as they are successfully transferred to the user's personal system. <PAGE> 40 3. Flooding or abuse of other users. Flooding is a fairly common occurrence on the Internet, and one that is strictly prohibited by IDT. Flooding takes place in numerous ways, including but not limited to ICMP flooding, mail bombing (sending large amounts of e-mail repeatedly to a person for purposes of harassment), mass mailings to multiple addressees, msg/CTCP flooding on IRC, as well as other, less common methods. a. 'Mail-bombing' constitutes sending more than ten (10) similar messages to the same e-mail address and 'news-bombing' is defined as sending more than 10MB of data to one particular newsgroup. 4. Attempts to compromise system and/or network security Programs such as 'packet sniffers', password crack programs and similar utilities found to be running from a user s account are prohibited. This forbidden activity also includes any attempts to penetrate either the IDT system or the accounts of others, regardless of whether or not the intrusion results in corruption or loss of data. 5. Sharing of accounts Sharing of a user's account with another party for purposes of avoiding payment for a second account is strictly prohibited. 6. Attempts to bypass resource usage limitations. In order to provide fair service to all IDT users, IDT has implemented certain resource limitations, the two most common being disk quotas on the servers and idle time-outs on dial-ups. Attempts to bypass disk usage quotas by any means may result in immediate loss of system privileges. Attempts to bypass the idle time-outs are also prohibited. The current idle time-out limit is twenty minutes. 7. PPP/SLIP Emulation Software. Since PPP/SLIP is a product offered by IDT, users desiring such access are required to sign up for that service, rather than attempting to emulate it by software. Any such software will be removed from the user's account by IDT immediately when found. All software provided by IDT to Accountholders are copyrighted by IDT and may not be tampered with, decompiled or reverse engineered. 8. Conducting business through a personal account The regular dial-up accounts (Basic and Premium) provided by IDT are designed for the home/casual user and not to provide the level of service required for conducting business. Therefore, conducting business with an individual account is prohibited. If a business account is desired, please contact the IDT Dedicated Sales Department 9. Excessive use of system resources. IDT account descriptions specify limits on bandwidth and disk space utilization. Any use in excess of those stated limits is not permitted, unless IDT has made special arrangements with the user. This segment can be broken down into two parts - system and dial-up. a. System Limits - This can be defined as the continued use of Programs or commands that take a large amount of system resources, be that processor time, network, <PAGE> 41 bandwidth, and/or drive space on the host system. b. Dial-Up - This prohibition focuses on the continued use of a dial-up port to simulate a dedicated connection for the user's home system. Dial-up accounts are designed solely to provide on-demand access for Accountholders, not dedicated connections. If a dedicated connection is desired, the Accountholder needs to speak with IDT's Dedicated Sales Department (800)225-5438 Ext. 4. 10. E-Mail abuse. E-mail abuse is typically manifest in three forms: a. The sending of a message to unsolicited individuals or individuals who have expressed a desire not to receive like messages; b. The sending of harassing and/or threatening messages to other users; c. The forging of e-mail addresses ('spoofing') in which the user manipulates the email address so that the message appears as though it came from another user. Any attempts to forge the headers will result in account termination. Further, this prohibition extends to sending unsolicited mailings from another service, which in any way implicates the use of IDT's service, IDT's equipment or any of IDT's e-mail addresses. 11. Usenet order news abuse. Similar to e-mail abuse, includes forging of addresses, harassment/threats, the posing of the same message to multiple news groups ('spamming'), as well as the posting of information in groups where it is not relevant and unwanted. 12. Pyramid/money-making schemes. Such activities as the transfer of information or solicitation of persons via the Internet in an attempt to extort money or other valuables or the use of pyramid/chain letters, are all prohibited. 13. Pirated software. Pirated software is defined as the illegal exchange of software via the Internet for purposes of avoiding the purchase of said software by the individuals involved. This includes most commercial applications such as Adobe Photoshop, Illustrator, etc. Such activities are prohibited by federal law and are thus not allowed in any form on IDT. Such prohibition also includes the unauthorized copying of copyrighted material including, but not limited to, digitization and distribution of photographs from magazines, books, or other copyrighted sources and copyrighted software. The exportation of software or technical information in violation of U.S. Export control laws is strictly prohibited. 14. High-Traffic web sites. Individual accounts on IDT machines are intended to provide access to individuals only. As most individual pages are fairly low-traffic for the most part, the performance for everybody on the systems is optimal. However, some individuals occasionally choose to put content on their pages which draws a large number of hits to their pages and thus degrade performance for other users' page. Due to this, <PAGE> 42 IDT has had to implement certain limitations on the amount of traffic an individual user's home page can receive. Typically a page can safely receive around 4-5,000 hits per day and/or transfer under 20-25 megs per day without causing excessive load on the host system. Sites generating more than this must be moved over to Web Services where they are better able to deal with the extra traffic. 15. In an effort to control multiple logins and offer all of our customers an equal chance to get on-line, users are permitted only one active session running at a given time. If users require multiple sessions simultaneously, IDT requires that the user obtain additional accounts. Violators are subject to immediate termination without warning, as IDT sees fit. 16. If IDT discovers an objectionable 'spam' making reference to either an IDT hosted web site or e-mail address, regardless of where the spain originated from, IDT reserves the right to remove the e-mail address, web site or objectionable material from its servers. V. PENALTIES FOR ABUSE A. All prohibited activities are subject to immediate termination of a user's account and any and all criminal and civil penalties available under the law. The penalties imposed on a user for abuse will vary based on the level of the offense. Typically the user will receive a warning on the first offense. However, if the offense is severe enough, IDT reserves the right to disable the account immediately. Accounts that have been disabled by administration for abuse will not be re-opened for a user. It is vital for IDT to provide a quality service for all users, and IDT will not tolerate users who through their actions hinder us in that endeavor. It is also important for IDT to have a non-intrusive presence to the rest of the net, and thus prohibited activities that adversely affect users on the other service providers and their associated networks. To this end, IDT reserves the right to modify and/or disable user's service at any such time abuse occurs. B. IDT will not reimburse users whose service was suspended or disabled due to any of the reasons listed above. C. All IDT Internet users agree to indemnify, waive and hold IDT, its officers, directors, shareholders, employees, agents, subsidiaries and affiliates harmless from any and all claims and expenses related to the user's violation of this agreement, including any abusive or unlawful behavior on the part of the user or anyone using the user's account, or the infringement of any intellectual property or privacy rights of any person or entity. This means that you cannot sue or recover damages whatsoever from IDT as a result of IDT's decision to remove material from its servers, warn you, suspend or terminate your account or take any other action during the investigation of a suspected violation or as a result of IDT's conclusion that a violation has occurred. D. You agree to defend, indemnify and hold IDT harmless form any claims, losses <PAGE> 43 and damages, including attorney's fees, resulting form your violation of any provisions of this agreement, with or without your knowledge or consent. IN NO EVENT SHALL IDT BE LIABLE FOR ANY DIRECT, INDIRECT, INCIDENTAL, PUNITIVE OR OTHER CONSEQUENTIAL DAMAGES (INCLUDING, BUT NOT LIMITED TO LOST PROFITS) ARISING OUT OF VIOLATIONS OF THIS AGREMEENT OR THE ACCOUNTHOLDER'S USE OF OR INABILITY TO USE IDT'S SERVICES. IDT'S ENTIRE LIABILITY AND YOUR EXCLUSIVE REMEDY SHALL BE AT IDT'SELECTION, EITHER RETURN OF SERVICE FEES PAID OR REPLACEMENT OF CONNECTION SERVICE OR PRODUCTS. VI. ADDITIONAL POLICIES A. Due to the explosive growth of the Internet and the constant addition of new services and thus the new possibilities of abuse, IDT reserves the right to add and enforce new policies. B. While IDT strives to provide local access to our Accountholders, IDT cannot guarantee such service. It is the user's responsibility to verify with the telephone carrier whether the calls made via the Accountholder's modem to access the Internet are local or not. IDT makes no warranties as to whether IDT can provide users with local Internet access numbers. Users are responsible for paying their own dial-up telephone charges for accessing the Internet, as well as for contacting IDT's Accountholder and/or Technical Support lines. IDT WILL NOT REIMBURSE USERS FOR ANY LONG DISTANCE CHARGES. VII. LIMITATION OF LIABILITY THE IDT INTERNET SERVICE IS PROVIDED ON AN AS IS, AS AVAILABLE BASIS. NO WXRRANTIES, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO THOSE OF MERCHANTIBILITY OR FITNESS FOR A PARTICULAR PURPOSE, ARE MADE WITH RESPECT TO IDT INTERNET OR ANY INFORMATION OR SOFTWARE THEREIN. UNDER NO CIRCUMSTANCES, INCLUDING NEGLIGENCE, SHALL IDT INTERNET SERVICE BE LIABLE FOR ANY INCIDENTAL, SPECIAL, OR CONSE
correct_subsidiary_00108	FactBench	3	48	https://www.alta.org/news-and-publications/news/20020409-This-Date-In-History	en	This Date In History	https://www.alta.org/ima…are-1200x628.png	https://www.alta.org/ima…are-1200x628.png	[ "https://www.facebook.com/tr?id=190723278257726&ev=PageView&noscript=1", "https://www.alta.org/images/ALTA-Logo.svg", "https://www.alta.org/images/nav/nav-image-news-publications.jpg", "https://www.alta.org/images/nav/nav-image-advocacy.jpg", "https://www.alta.org/images/nav/nav-image-events.jpg", "https://www.alta.org/images/nav/nav-image-career-learning.jpg", "https://www.alta.org/images/nav/nav-image-membership.jpg", "https://www.alta.org/images/nav/nav-image-business-operations.jpg", "https://www.alta.org/images/nav/nav-image-policy-standards.jpg", "https://www.alta.org/images/ALTA-Logo-Inverse.svg", "https://px.ads.linkedin.com/collect/?pid=2334249&fmt=gif" ]	[]	[]	[ "American Land Title Association", "ALTA", "title insurance", "title company", "title agent", "settlement services", "property rights", "real estate" ]	null	[ "ALTA.org" ]	null	The American Land Title Association, founded in 1907, is the national trade association and voice of the abstract and title insurance industry. ALTA® members search, review and insure land titles to protect home buyers and mortgage lenders who invest in real estate. ALTA® is headquartered in Washington, DC.	en	https://www.alta.org/ima…e-touch-icon.png	ALTA.org	https://www.alta.org/news-and-publications/news/20020409-This-Date-In-History	April 9, 2002 April 8, 1998: E-Loan Announced Alliance With Lycos Inman News Features Four years ago today, Lycos formally announced an online relationship with E-Loan. The deal called for E-Loan to become Lycos' loan merchant within Lycos? real estate Web guide and be accessible through a loans link on Lycos' main Web page. E-Loan at the time said it would supply Lycos instant access to loan information, interest rates, mortgage comparisons and other information about applying for a first or second mortgage. Lycos had recently announced e-commerce, advertising and sponsorship agreements totaling more than $30 million in fees with E-Loan and several other companies. Lycos in October 2000 combined with Terra Networks, a provider of Internet access and interactive content and services to Spanish- and Portuguese-speakers, to form Terra Lycos. Copyright: Inman News Service
correct_subsidiary_00108	FactBench	2	45	https://datatracker.ietf.org/doc/rfc2150/	en	Humanities and Arts: Sharing Center Stage on the Internet	https://static.ietf.org/…tf-logo-card.png	https://static.ietf.org/…tf-logo-card.png	[ "https://static.ietf.org/dt/12.19.0/ietf/images/ietf-logo-nor-white.svg", "https://static.ietf.org/dt/12.19.0/ietf/images/ietf-logo-nor.svg", "https://analytics.ietf.org/piwik.php?idsite=7" ]	[]	[]	[ "" ]	null	[ "Walter Stickle", "Janet L. Max" ]	null	Humanities and Arts: Sharing Center Stage on the Internet (RFC 2150, October 1997)	en	https://static.ietf.org/…logo-nor-180.png	IETF Datatracker	https://datatracker.ietf.org/doc/rfc2150/	Network Working Group J. Max Request for Comments: 2150 W. Stickle FYI: 31 Rainfarm Category: Informational October 1997 Humanities and Arts: Sharing Center Stage on the Internet Status of this Memo This memo provides information for the Internet community. It does not specify an Internet standard of any kind. Distribution of this memo is unlimited. Abstract This document is designed primarily for individuals who have limited knowledge of, or experience with, the Internet. The purpose of this document is to provide members of the Arts and Humanities communities with an introduction to the Internet as a valuable tool, resource, and medium for the creation, presentation, and preservation of Arts and Humanities-based content. The intended audience is practicing artists, scholars, related professionals, and others whose knowledge, expertise and support is important to ensuring that the Arts and Humanities are well-placed in the global information infrastructure. Table of Contents 1. Introduction............................................... 3 1.1 Definition of Arts and Humanities......................... 3 2. What does the Internet mean to the "Artist?"............... 4 2.1 Access to the Global Community............................ 5 2.2 Sharing Your Work and Collaborating with Others........... 6 2.3 Freely Available Software, and Other Information.......... 8 3. What is the Internet?...................................... 8 3.1 What is the World Wide Web?............................... 9 4. How does the Internet Work?................................ 10 4.1 Internet Addresses........................................ 11 4.1.1 Computer Addresses and Hostnames......................... 12 4.1.2 Addresses of People on the Internet...................... 12 4.1.3 Information Addresses, Locators, URLs.................... 13 4.2 How Does the World Wide Web Work?......................... 14 Max & Stickle Informational [Page 1] RFC 2150 Humanities and Arts on the Internet October 1997 4.3 Other, Higher Level Protocols on the Internet............. 15 5. Forums..................................................... 16 5.1 Message Based Communications.............................. 16 5.1.1 Electronic Mail - email.................................. 17 5.1.2 Newsgroups............................................... 17 5.1.3 Electronic Bulletin Board System - BBS .................. 18 5.2 Real-Time Communications.................................. 19 5.2.1 Chat - IRC............................................... 19 5.2.2 Multicasting............................................. 20 5.2.3 MUD - Multi-User Dungeon................................. 20 5.2.4 Audio/Video Conferencing................................. 21 5.3 Archives.................................................. 22 5.3.1 Searching................................................ 22 6. Accessing the Internet..................................... 25 6.1 Internet Service Providers................................ 26 6.2 Computer Hardware and Software Tools...................... 26 6.3 Multimedia................................................ 31 7. Creating Content........................................... 32 7.1 Getting Help.............................................. 33 7.2 About File Formats........................................ 34 7.3 Creating Text and Hypertext Documents..................... 35 7.4 Creating Graphic and Moving Images........................ 35 7.4.1 Bitmap Image Formats..................................... 36 7.4.2 Vector Image Formats..................................... 37 7.4.3 Video Formats............................................ 37 7.5 Creating Music and Sound Files............................ 38 7.6 Content Design Issues..................................... 40 7.7 Publicizing Your Work..................................... 41 8. Issues and Challenges...................................... 42 8.1 Security Issues........................................... 43 8.2 Viruses................................................... 44 8.3 The Standard Disclaimer................................... 44 8.4 Copyrights and Intellectual Property Issues............... 45 8.4.1 Copyright................................................ 45 8.4.2 Trademark................................................ 46 8.4.3 Privacy.................................................. 47 8.4.4 Seek Professional Advice................................. 47 8.5 Conducting Business over the Internet..................... 47 8.6 Netiquette................................................ 48 9. Glossary................................................... 49 10. Resources, References, etc................................. 51 10.1 RFCs and Internet-Drafts.................................. 51 Max & Stickle Informational [Page 2] RFC 2150 Humanities and Arts on the Internet October 1997 10.2 Internet Documents........................................ 52 10.3 Other Sources............................................. 53 10.4 Freely Available Web Browser Software..................... 54 10.5 The Internet Assigned Numbers Authority................... 54 11. Security Considerations.................................... 55 11.1 Formulate a security policy............................... 55 11.1.1 Talk to your Internet Service Provider................... 56 11.1.2 Make sure your systems are up to date.................... 56 11.1.3 Use the tools available.................................. 56 12. Acknowledgments............................................ 57 13. Authors' Addresses......................................... 57 Appendix A. Internet Projects of Interest to the Arts and Humanities Communities..................... 58 Appendix B. Starting Points; A brief list of related sites...... 60 Appendix C. Examples for using the RFC server RFC-INFO@ISI.EDU.. 62 1. Introduction This document has been structured to provide information about, and examples of, the wide range of functions and capabilities available on the Internet today. It is intended to illustrate the potential of current networking technologies for personal and cultural growth. Some basic functions of the Internet are described, along with their applications and forums for building online communities of interest, such as the World Wide Web, Email, and Network News. This is followed by discussion and examples of hardware and software being used to support the creation and presentation of artistic and literary works, along with examples of how Arts and Humanities content is being represented, stored, and retrieved on the Internet. In addition to illustrating the great potential of the Internet, this document provides a brief introduction to the issues and challenges that affect the development and presentation of Arts and Humanities content online, such as privacy and property rights. Included is a brief Glossary, and a number of Appedices which provide pointers to other sources of information about the Internet. 1.1 Definitions of Arts and Humanities For purposes of this document the term "Arts" includes, but is not limited to, dance, design arts, folk arts, literary arts, media and film arts, music, theater, and visual arts. Max & Stickle Informational [Page 3] RFC 2150 Humanities and Arts on the Internet October 1997 The term "Humanities" includes, but is not limited to, the study of the following: language, both modern and classical; linguistics; literature; history; jurisprudence philosophy; archaeology; comparative religion; ethics; the history, criticism and theory of the arts; those aspects of social sciences which have humanistic content and employ humanistic methods; and the study and application of the humanities to the human environment. For purposes of simplicity this document will use the word "Artist" to mean both Artist and Humanist: "all practitioners who work in the fields of the visual, performance, and literary arts, as well as museum curators, librarians, and others who are involved in the research, restoration, and presentation of that which comprises our cultural heritage." 2. What does the Internet mean to the Artist? The Internet is exerting a profound influence on our society. Even now in its infancy, the effects of the Internet can be easily seen in popular media as well as in the way we do business. But the most dramatic influences are in the children who are now growing up with the net. Many parents are aware of the influence television has over their children. With the advent of WEB-TV, the Internet has begun to assimilate Television, transforming it into something more powerful. This coming integration of information, communication and entertainment will play a major role in teaching and shaping the minds of those who live and grow up with it. Because of this power, it is critical that the best parts of human culture are represented on the Internet. If we raise the Internet right, it will return the favor by nurturing a generation that may well grow up wiser than ourselves. This is where artists are needed. Because the net is primarily built and run by Scientists and Engineers who are creatures of mind, it is the heart and soul of the Internet that is weak. Artists are the heart and soul of human culture, and must bring the fruits of their efforts to the net to give the net culture, and future generations their essence of humanity. If that does not convince you, we will also introduce you to some of the many tools artists may use to exploit the net for their own personal gain. As the online culture becomes a more balanced representation of humanity, the net will become an essential tool for collaboration, communication, and distribution of art and humanities content. The day is coming where those who are not on the net will be greatly handicapped in the expression and distribution of their works. Max & Stickle Informational [Page 4] RFC 2150 Humanities and Arts on the Internet October 1997 The net is the new frontier for the growth of humanity. Can you afford not to be involved? 2.1 Access to the Global Community In the past, artist's audiences and collaborators were limited to the people around them. Improvements in transportation and communication have allowed these associations to expand, but even today few members of the artistic community have gone global. The Internet changes all this by allowing anyone access to a global community. A great many arts institutions and organizations have now established sites on the World Wide Web and a significant number of online discussion groups focus on the arts and humanities. Consortiums of museums and libraries are now using networking technologies to support research and projects involving more effective ways to collect, store, and disseminate objects of antiquity and other non- textual primary sources, as well as textual sources. Sites are also created by individuals and for institutions, organizations, and businesses for reasons ranging from commerce to simple self-expression. The Internet connects hundreds of countries, thousands of cities, and countless groups and individuals around the globe. On the Internet today you can find information on topics ranging from art and music to guns and ammunition; among which are astronomy, news, astrology, agriculture, acupuncture, botany, biology, zoology, food, psychology, medicine, space exploration, genetics, media, chemistry, microbreweries, aeronautics, scuba diving, meteorology, neurology, artificial intelligence, mathematics, literature, wine tasting, law, painting, photography, dance, history, social sciences, politics, crafts, clothing, economics, genealogy, pets, sports, languages, dictionaries, encyclopedias, technical manuals, schools, shops, entertainment, furniture, flowers, software, hardware, computers and the Internet, just to name a few. Whatever your work requires, whatever your whim desires, you can find it on the net. People all around the world will be looking for what they want on the net, and if you have what they want, then through the magic of the Internet, you are their next door neighbor. With access to the Internet, the world is at your fingertips. Bring your questions on health, the environment, government, and religion, and look though volumes of documentation on your concerns, or discuss your questions with others electronically. Once you get used to it, you will even be downloading more information and tools to assist you further. Max & Stickle Informational [Page 5] RFC 2150 Humanities and Arts on the Internet October 1997 The Internet provides a forum in which diverse cultures can merge, and allows people to visit faraway places from the privacy and safety of their own computer. The Internet explorer will also find that many sites are multilingual. Once you have the basic tools for using the Internet you will begin to understand how easy, helpful, informative, and exciting it can be. With a few quick strokes you have accessed a great library, museum, or gallery, toured a faraway city, or looked up an old friend. You might find an out of print book you have always wanted, then either read it on your computer screen, or print it out on your printer. If you do not have a printer, simply save it to your floppy disk and bring that to a printshop or friend with a printer. It really is that easy. You could spend the afternoon at the Smithsonian, or the Louvre without ever leaving your chair. For a more athletic adventure, you could put your computer in front of your treadmill, and jog through the online Olympics site. When you are ready, you can explore deeper. Follow other links to smaller sites, lesser known writers, artists, poets, and thinkers, and discover the emerging world they are creating. With the proper tools you can even view moving pictures, and listen to music and other audio. Perhaps you would like to locate a rare album, or debate one musicians merit over anothers. Perhaps you prefer to discuss and compare the works of others with producers, collectors, gallery owners or other professionals in your field, or related fields. You might want to find out who's hot and why. You could also find out where, and when shows, showings, benefits, conferences, releases, signings, and performances are taking place, or announce your own. They say that for every artist, there is a critic, and you could meet one, or be one, on the Internet. 2.2 Sharing Your Work and Collaborating with Others Artists often want to share their work with other artists so that they can get peer comments and recognition. The Internet is a great place to explore new ideas with other artists as well. Perhaps you are a painter who has developed a method for keeping acrylics moist during long sessions, or a photographer who has discovered a new lighting technique. You could make the information available over the Internet to enlighten others, or to get their feedback. Max & Stickle Informational [Page 6] RFC 2150 Humanities and Arts on the Internet October 1997 Perhaps you've had difficulty in some aspect of your work, and you'd like to talk to others who have had similar experiences to find out how they solved them. There are many types of content that artists can share. Including: - text: stories, poetry, historic accounts, transcripts, etc. - images of their visual work: paintings, photographs, sculpture, etc. - images of themselves: photographs, self-portraits, etc. - sound files of their audio works or voice presentations of their works: books on tape, speeches, tutorials, music, etc. - moving pictures: video arts, performance arts, etc. - a description of their art process and works of art - resumes and biographical data - contact information in the form of electronic mail address, postal mail address, phone, etc. Electronic mail is most popular because it allows people to respond spontaneously. After you've met some of the global critics, and compared your work with others, you may feel so bold as to share your work with others. Perhaps emailing a manuscript to a publisher, or putting up scans of your art will entice a buyer. Perhaps it will entice a critic to say wonderful things about your work. Perhaps putting your work on the Internet will bring fortune and fame, or perhaps it will encourage others to put their work up. Increasing the cultural content of the Internet will have profound results in all areas of the Arts. There are many ways of collaborating over the Internet. As mentioned in previous sections it is easy to see how to communicate and exchange work with other artists from anywhere in the world. In addition, there are art and literature projects which explore the Internet by asking people to submit their feelings, thoughts, and ideas through the Internet. Some of these projects will allow interested people to come to them, others may be distributed in various ways to actively seek out people interested in participation. There are also games which are played over the Internet, by players all over the planet. These types of games, which are described in greater detail in Section 5, can be both entertaining and educational. Some games offer players the opportunity to alter the environment, so that ideas and information contained in the game evolve over time into a jointly constructed experience. Max & Stickle Informational [Page 7] RFC 2150 Humanities and Arts on the Internet October 1997 2.3 Freely Available Software, and Other Information There is a world of useful software available to you via the Internet. Known as Shareware, Public Domain, or Freely Copyable, you can find many software programs you may download and use on your own machine, often completely free, occasionally for a small and/or optional fee which helps the author to afford to create more software for general use. There are also libraries, stores, and news groups you can peruse in search of just the tool or information you want. As you explore the Internet, you will begin to find information that is beyond your reach without the right tools for viewing, listening, etc. For example, someone may have put up a sound file using a format which cannot be recognized by the software you have installed. In these cases, that person will often have included a pointer to the exact tool necessary to recognize their format, or convert the format, and you can download, install, and use this tool right away. More information on file formats is provided throughout the document. Using the basic tools acquired to access the Internet, you can begin to add to your collection software tools, both for accessing the information already on the Internet, and for creating your own content. After reading this document you will have the tools necessary to find and use this information. Appendix B provides a list of Internet sites, where communication about the arts, and freely copyable software tools and art, among other things, can be found. There are many people both like, and unlike, yourself with whom you can meet, communicate, and share ideas. Some like to just talk, you can listen if you like. Others like to just listen, so you and others can talk. There are also many forms that communication can take, from private electronic mail, to group video conferencing, to moderated newsgroups, to public bulletin boards. See Section 5 for additional information on Electronic Forums. 3. What is the Internet? As new users, the first question that probably comes to mind is: "What is the Internet?" A good answer is: "People, computers and information electronically linked around the world by a common protocol for communicating with each other." Max & Stickle Informational [Page 8] RFC 2150 Humanities and Arts on the Internet October 1997 The Advanced Research Projects Agency (ARPA) was founded in the late 1960s. Among its many projects, ARPA created a network of computers called the ARPANET. As other networks were created, most were connected to the ARPANET, and the resulting network that interconnected many networks was named, "The Internet". At last count, this "Information Superhighway" connects several million computers and over 40 million users from all over the world. The Internet should not be confused with America OnLine (AOL), CompuServe, Prodigy, and other type service providers, which may use their own, often proprietary protocols and are sites unto themselves but may also have connections to the Internet. The Internet should also not be confused with the World Wide Web which is the topic of the next section. 3.1 What is the World Wide Web? The World Wide Web, generally referred to as simply, The Web, is comprised of a subset of the computers on the Internet. You can visualize the World Wide Web as a giant magazine stand with a vast web of strings connecting various words pictures and ideas. Like a magazine rack, you may quickly select a chosen magazine, or you may browse, following the strings from magazine to magazine. More formally, the Web is vast multimedia "document" distributed among a large number of the computers on the Internet. There is no central hierarchy that organizes the Web. Instead, the information is distributed among many "Web Sites" created and used by the many people on the Internet. Each Web Site is much like a magazine in that it has a Cover Page, called the Home Page, and other pages of related information that can be connected in whatever way the author wishes. This "document" is in a format called "hypertext" which allows information in the web to be linked by words or pictures viewed on the computer. The Web is broken up into a large set of pages, called "Web Pages", of information connected by hypertext "links" which let you click on a highlighted word or picture to call up a page of related information. This is what differentiates hyper-text from "normal" text. In "normal" text, each idea, sentence or paragraph is connected in a sequence or "train of thought", from beginning to end. In hypertext however, tracks of ideas branch out through "Links", so that each idea may be connected to many different "trains of thought". This ability to follow an idea to many different destinations allows you to read hypertext documents in a way more naturally resembling human thought. Max & Stickle Informational [Page 9] RFC 2150 Humanities and Arts on the Internet October 1997 For example, you might create a "Cool Music" Web Page and place it on a "Web Server", which is any computer somewhere on the Internet running the software needed to provide access to the resident Web Pages. Anyone on the Internet could then use a piece of software called a "Web Browser" to ask the Web Server to view your Home Page. This Home Page could be a striking artwork featuring a list of your favorite albums and a few labeled buttons. While your music plays from their speakers they might choose to click on any album that catches their eye, or go to lists of information sorted by Artist, Label, or Genre. Once they get to the page for a particular album, they might see the artwork, a song list, and other links to follow. Clicking on a song might pull up the song lyrics, or perhaps even download the song. Or they could follow a link you provided from your page to the HomePage of the artists record company, or to a magazine interview of the band. If the information is out there, your page could link to it. At last check there were hundreds of thousands of web sites, home pages, and hosts on the Web. The contents of those sites are almost as varied. Some pages are personal pages containing photos of family members, lists of hobbies, or the sharing of collections such as song lyrics. Some pages are strictly business, selling everything from abalone to zymoscopes. Still other pages provide services such as information searches, and weather reports. Human culture is based on communication, and the widespread availability of information and the thought-like constructions of hypertext are the most powerful new ideas in communication since the invention of writing. A glance back at history will easily show how written language has shaped our societies. These results are only a foreshadowing of the things to come. 4. How Does the Internet Work? While it is not necessary to understand how the Internet works in order to use it, a brief technical overview will introduce you to some concepts and terms that will be used in the sections ahead. As we go into more detail here, we are assuming that you, the reader, have at least a passing familiarity with computers. Section 6.2 provides more information on computer hardware and software. On one level, networks are built out of wires, phone lines, and other pieces of hardware, and the Internet is indeed built of all these things. The essence of the Internet however is built out of an idea called the Internet Protocol. Max & Stickle Informational [Page 10] RFC 2150 Humanities and Arts on the Internet October 1997 There are many different kinds of computers. Most of them work by encoding information into ones and zeroes, which they can manipulate at incredible speeds. Unfortunately, there are many different ways of encoding information. Computers that use different methods can be said to speak different languages. In order for computers to talk to each other there must be a thing called a "Communication Protocol" that provides a set of procedures for talking and a common language to use. The Internet Protocol, or IP, is the Communication Protocol that all computers on the Internet must use and understand. It allows computers to find each other, and to send packages, or "packets", of information back and forth. Much like the Postal service reads your country code, city code, etc., but not the contents of your letter, the Internet Protocol does not care what is inside most of these packets of information. This is a great thing because it means that other, higher level protocols may transmit any possible kind of information simply by stuffing it into a packet and handing it off to the software responsible for speaking IP. Another important protocol upon which the Internet is built is the Transmission Control Protocol, or TCP. IP by itself provides a way of sending a message to another computer, but no guarantee that it will get through. Since reliable communication is a necessity, the TCP protocol was invented which uses IP to send packets and guarantees their delivery by requiring the receiver to acknowledge the information received. TCP and IP form the heart of a group of protocols aptly named the TCP/IP protocol suite. This suite of protocols provides most of the functionality of the Internet. We will be mentioning these protocols throughout the rest of the document. Information on IP and other Internet Protocols can be obtained through the resources referenced in Section 10. 4.1 Internet Addresses There are many things we would like to be able to find on the net, including people, information, and the computers themselves. An important part of IP and other protocols is the way they label things so that the computers can find and identify them. The U.S. Post Office finds people by their Postal Address, which is just a label containing information about who you are, and where you live. Likewise, the various protocols of the Internet have given computers, people, and information, addresses which can be used to find them. The following sections will describe several different kinds of addresses. Max & Stickle Informational [Page 11] RFC 2150 Humanities and Arts on the Internet October 1997 4.1.1 Computer Addresses and Hostnames When speaking IP, computers locate each other using a thing called their IP Address. Each computer on the Internet must have a unique IP Address. Some programs allow or require you to use the IP Address directly, if so, it will appear as four groups of numbers separated by dots. (i.e., 123.123.123.123) Most of the time though, you will not need to worry about the actual IP Address number, because all computers have a "Host Name" to which the number is mapped. A computers hostname also comes in parts, separated by dots. The first part is the name of the machine, and the second part is the name of the "domain" in which that computer is registered. For example, if I had a machine named "foo" registered in the commercial domain known as "com", my machine's hostname would be "foo.com". When speaking out loud, this machine's address would be spoken as "foo dot com". A domain is just an abstract category to which machines and networks may be registered into in order to organize them. Domains are organized in a hierarchy of top level domains and their subdomains. Top Level Domains include, .edu for educational institutions .gov for government sites .com for commercial companies .org for other organizations .net for network infrastructure sites .us for sites in the United States .ca for sites in Canada .nl for sites in the Netherlands .jp for sites in Japan to name a few. Domain names may be further subdivided by inserting one or more subdomain names before the top level domain, still separating everything with dots. For example, "law.harvard.edu", for the Law School at Harvard University, and "la.ca.us" for computers in Los Angeles, California in the United States. More information about the Domain Naming System can be found in the documents referenced in Section 10. 4.1.2 Addresses of People on the Internet Every human being has a given name, or full name with which we address them. When you begin to use a computer, you will be introduced to your "username". Your username, sometimes called your Max & Stickle Informational [Page 12] RFC 2150 Humanities and Arts on the Internet October 1997 user i.d., may be your initials, your last name and first initial, your nickname, a number, or anything else that is just normal letter or number characters. (Your username usually cannot contain "special" characters such as "&", or "%".) Sometimes you get to choose your own username, and sometimes your service provider or system administrator will choose one for you. Your username is used when you connect to other computers, and to identify you in electronic mail. Your electronic mail, or Email Address, will consist of your username followed by the symbol "@", followed by your computers hostname. So, for Joe Cool, who has the username "jcool", and gets his Internet service from Dirigible Online, his email address might be "jcool@dirigible.com". When spoken out loud, the "@" symbol is pronounced simply "at" so this would typically be spoken as "jcool at dirigible dot com". Email is moved around on the Internet using the Simple Mail Transfer Protocol, SMTP, over IP. Information on SMTP can be found in the documents listed in Section 10. 4.1.3 Information Addresses, Uniform Resource Locators, or URLs. In order to retrieve information from the Internet, you need to be able to find it and know how to ask for it. This is the job of the Uniform Resource Locator, or URL which functions as an address for information. Every file or document intended to be accessible through the Internet has a URL. URLs (or simplified versions of them) are now appearing frequently in TV, billboard, and magazine advertising as a company's Internet Address; basically the hostname of their web site. In previous sections we've identified IP Addresses, hostnames and email addresses; a URL contains more information. Not only does it tell you what the information is, and where to find it, it also tells you precisely which protocol you need to use to retrieve it. A URL is a machine readable, and hence somewhat cryptic, text string, in a form such as "http://www.something.com/location/filename.ext". This string can be broken down into the following pieces. http is the name of the communications protocol which can be used to access the information. In this case, it identifies the HyperText Transfer Protocol, which is used in the World Wide Web, and will be described later. Other protocols are described in Section 4.3. Max & Stickle Informational [Page 13] RFC 2150 Humanities and Arts on the Internet October 1997 : separates the protocol from the hostname // indicates that what is to follow is the hostname www.something.com is the hostname of the computer on which the document resides. In this case, the "www" indicates that it is a machine named for the fact that it is running a World Wide Web server. "something.com" is the domain in which that server is registered. Typically the "something" part is the name of the organization running the server. / separates the hostname from directory on the machine in which the information resides. location is the location of the information on the machine something.com. filename is the first part of the file name of the information you are retrieving. . a dot separates the filename from its extension ext the extension, or file "type" actually says a great deal about the file, how to handle it, and how to present it. The URLs you see will usually be simpler than this. The people at something.com assume you are going to use a modern web browser to access the information, so they may leave off the protocol information, "http://", because this is probably your web browsers default protocol. Also, if they configure their server to have a default homepage to display, they can leave off everything after the hostname part of the URL. This puts it into the form that is most commonly seen, www.something.com. URLs can specify any file and most protocols. In this example, the URL is using the protocol for moving HyperText, the HyperText Transfer Protocol, HTTP, over IP. More information on HyperText and HTTP can be found in the next section, and in the Resources section. 4.2 How Does the World Wide Web Work? Web pages are computer files written in a format called HTML, the HyperText Markup Language. HTML is the protocol for putting specific strings of letters and symbols (such as parentheses) into an ordinary Max & Stickle Informational [Page 14] RFC 2150 Humanities and Arts on the Internet October 1997 text document which can specify that words link to other pages, or be viewed in a particular type font, or display images, or many other things when viewed with the appropriate software. The appropriate software would generally be a web browser. More information about software tools is provided in Section 6.2. HTML is simple enough that most people can learn to use it, but rich enough in possibility that there will always be a thriving community of people making web pages for others. Links within a hypertext documented are implemented using references to the URL of the information to be linked to. In order to download information from distant places in the web, your computer will typically be using a protocol called HTTP, the HyperText Transfer Protocol. HTTP was designed to allow web browser software to connect to web server software on other machines and request the transmission of a web page in the form of an HTML document and any associated images, audio, video, etc. The latest version of the HTTP can actually tell what type of browser is connecting and the server is now able to better customize its default homepage to its audience. More information on HTML, HTTP, and hypertext can be found in Section 7.3, and through the references listed in the Resources section. 4.3 Other Higher Level Protocols on the Internet. There are many other higher level protocols built on top of IP. We've provide examples throughout the document, but we'll mention a few here to make you more familiar with them. telnet: a protocol for providing remote terminal service. Telnet software allows you to log in to remote computers across the net by giving you a virtual terminal on that computer. ftp: the File Transfer Protocol. FTP allows diverse machines to send simple files back and forth. FTP is usually used by archive sites to allow multiple users to download files simultaneously. smtp: the Simple Mail Transfer Protocol. The SMTP specification allows electronic mail to be sent, stored, and forwarded, around the Internet. SMTP does not specify how a mail "reader" operates, just the transmission of email. Max & Stickle Informational [Page 15] RFC 2150 Humanities and Arts on the Internet October 1997 nntp: the Network News Transfer Protocol. NNTP specifies how Internet News is passed, stored and forwarded around the Internet. gopher: the Gopher protocol creates linkages, much like the web, which is called, "gopherspace". The specification allows a gopher server to serve files in a text rather than graphic format. Many other protocols function on the Internet, and are specified in technical documents, such as are referenced in the Resources section. 5. Forums Websters defines a forum as "A public meeting place for open discussion." In the world that could be a park or an auditorium. In the Internet, a forum will be electronic, but it may still feel like a roomful of people. Many forums exist on the Internet. There are interactive forums where you can share information in real-time and carry on discussions with others. There are message-based forums where you send or receive a message and others involved in that forum can respond later, and there are archived forums where information is stored, and may be retrieved by anyone but modified only by its owner. While we have attempted to list and describe a few of the more popular forums, we have not created an exhaustive, complete, or up- to-the-minute list here. You can find information on forums, lists and sites in many magazines and books today. 5.1 Message-based Communications In Message-based communication, a message is sent by one user, and can be received by one or many. For example, you might send a dinner invitation to an individual, a couple, or a group. In the same way, you send electronic messages to individuals or groups. Just like a postal service for physical mail, there are electronic mail servers for electronic mail. Just like you have a physical address to which your physical mail is sent, there is an electronic mail address to which your electronic mail is sent. Message-based Communications includes electronic mail, newsgroups, and bulletin boards. Max & Stickle Informational [Page 16] RFC 2150 Humanities and Arts on the Internet October 1997 5.1.1 Email Electronic mail, called EMAIL, is a system whereby a computer user can exchange messages with other computer users, or groups of users via a communications network. This can be the Internet, or a smaller internal office network. Typical use of email consists of downloading messages as received from a mailbox or mail server, then reading and replying to them solely electronically using a mail program which behaves much like a word processor for the most part. The user can send mail to, or receive mail from, any other user with Internet access. Electronic mail is much like paper mail, in that it is sent, delivered, and contains information. That information is usually textual, but new innovations allow for graphics, and even sound to sent in email. Email is superior to paper mail in that it can arrive at its destination within minutes of being sent, and it can be replied to, appended to, forwarded, formatted, saved, or deleted just as quickly. Some sites on the Internet run a type of file server which can respond with a file automatically, for those who have email but not web or ftp access. An email address consists of a username, and the address of the machine to which the mail should be delivered for that user. Reviewing Section 4.1.2, email addresses take the form "username"@"site"."domain" For example, if your name is Joe Cool and you get your Internet service from Dirigible Online, where you login as "jcool", your email address might be "jcool@dirigible.com". You will usually get your Email address from your System Administrator, in a work or school environment, or from your Internet Service Provider. Section 6 provides more information on Internet Service Providers. 5.1.2 Newsgroups Someday everyone will be able to get their news electronically, saving paper, money, time, and the environment. A Newsgroup is an electronic bulletin board system created originally by the Unix community and which is accessible via the Internet. Usenet News forms a discussion forum accessible by millions of users in almost every country in the world. Usenet News consists of thousands of topics arranged in a hierarchical form. Major topics include "comp" for computer topics, "rec" for recreational topics, Max & Stickle Informational [Page 17] RFC 2150 Humanities and Arts on the Internet October 1997 "soc" for social topics, "sci" for science topics, and there are many others we will not list here. Within the major topics are subtopics, such as "rec.music" for general music content, and "rec.music.classical" for classical music, or "sci.med.physics" for discussions relating to the physics of medical science. If you have access to newsgroups, it would be wise to read any postings on the newsgroup "news.announce.newusers" first. This newsgroup provides detailed information on newsgroups, such as finding the right place to post, and information on newsgroup writing style. Local newsgroups are those that are accessible through your organization or company which contain news that is relevant only to your organization. For example, NASA's Goddard Space Flight Center, GSFC, has many internal newsgroups that are of interest only to GSFC employees and none of the other NASA centers. Therefore, newsgroups have been formed to provide internal information to NASA GSFC employees only and no one else. Some examples are: gsfc.carpool, gsfc.dialup or gsfc.220.civil.servants. Another example of a local newsgroup is news that is posted regarding your community or the vicinity in which you live. For example, if you lived in the Washington D.C. area some of the local newsgroups might be: dc.biking, dc.jobs or dc.smithsonian. Many newsreaders are available, and many web browsers now also support news. The URL to use for a newsgroup will have the protocol news: followed by the group name, as in news:dc.smithsonian. A domain address is not necessary, as the browser would be configured to know which host you will get news from. 5.1.3 Electronic Bulletin Board System - BBS An Electronic Bulletin Board System, or BBS, consists of a computer, and associated software, typically providing electronic messaging services, archives of files, and any other services or activities of interest to the bulletin board systems' operator. Typically a BBS user must dial into the BBS via their modem and telephone line, and select from a hierarchy of lists, files, subdirectories, or other data maintained by the operator. Once connected, the user can often send messages to other BBS users within the system. Max & Stickle Informational [Page 18] RFC 2150 Humanities and Arts on the Internet October 1997 Although BBSs have traditionally been the domain of hobbyists, an increasing number of BBSs are connected directly to the Internet, and many BBSs are currently operated by government, educational, research, and commercial institutions. BBSs usually advertise their services in the backs of magazines and newspapers and by word of mouth. Many companies now offer a BBS via which their customers can retrieve their latest technical support documents and product literature. 5.2 Real-Time Communications The communications methods described in Section 5.1 involve delays between when you send a message and when you receive a response, with the result that both parties are not involved simultaneously. The net can also be used to communicate in "Real-Time" by making the sure the delays are short enough that both parties can be involved simultaneously in a "conversation". Typically this is done in a text based format where each user has two special regions on their screen: One that they type in, and another that the other users type is displayed in. The delay between when one user types and the other sees it on their screen is called "net- lag" and usually ranges from "too short to be aware of" to about 30 seconds. Lag can occur due to network congestion or a variety of bottlenecks including link speed, processor speed, and typing speed. Although it is still rather expensive, it is also possible to use both audio and video in "Real-Time". However the reasons for it's expense are temporary, and you should expect to see more and more of this in the future. Forums which communicate in real-time are the Internet Relay Chat (IRC), the Multi-User Dungeon (MUD), Audio-Video Conferencing (AVC), and WhiteBoard Systems (WBS). 5.2.1 IRC - Internet Relay Chat, WebChat Internet Relay Chat, or IRC, provides a text-based mechanism for communication with multiple participants. IRC is an interactive forum set up in virtual rooms that you can move between, and where others can virtually "hang out". Chat rooms can be used to discuss common ideas or topics, or as part of a collaborative process. The connection method used will be specific to each IRC site. IRC sites can be found using search tools, as outlined in Section 5.3.1. Max & Stickle Informational [Page 19] RFC 2150 Humanities and Arts on the Internet October 1997 Web chat is like IRC but it is done via a web browser, and it is not a text only forum. Section 6.2 provides more information on web browser software. Many webchat sites require the user to register before being able to participate in the activity. If any additional software is needed based on your particular software and PC configuration the site will point you in the right direction so you can download the necessary software. Some sites will provide you with chat etiquette guidelines. Please be sure to read the directions before you participate in the chat session. Once you begin to chat you may find that there are some abbreviations used with which you are not familiar. These abbreviations are for various actions or phrases. Some very common ones are: by the way (btw), in my humble/honest opinion (imho), and ta ta for now (ttfn). Appendix B provides a few Chat sites to start you off. 5.2.2 Multicasting Multicasting is a technical term that means that you can send pieces of data, called "packets", to multiple sites simultaneously. How big a packet is depends on the protocols involved and it may range from a few bytes to a few thousand. The usual way of moving information around the Internet is by using unicast protocols, which send packets to one site at a time. You can think of multicasting as the Internet's version of broadcasting. A site that multicasts information is similar in many ways to a television station that broadcasts its signal. The signal originates from one source, but it can reach everyone in the station's signal area. The signal takes up some of the finite available bandwidth, and anyone who has the right equipment can tune it in. The information passes on by those who don't want to catch the signal or don't have the right equipment. 5.2.3 MUD - Multi-User Dungeon A MUD is an interactive game environment where both real other players and virtual other players exist and with whom you can communicate to share ideas or solve puzzles, etc. The word "Dungeon" refers to the setting of many of the original games of this sort, in which you, our hero, must escape from a dungeon-like environment where evil goblins, demons, and other "bad- Max & Stickle Informational [Page 20] RFC 2150 Humanities and Arts on the Internet October 1997 guys" are wandering around ready to kill you. Generally the goal, in order to win the game, is to find and retrieve some treasure, or reach some hidden place, and find the way out. MUDs have applications in education, as for problem solving and leadership skills, as well as in building teamwork to share ideas and to enhance creativity. Having a virtual world in which people from diverse backgrounds and cultures can come, again and again, to work on a common project, allows ideas to accrue and cultures to grow over time. For more information on MUDs, and other collaborative environments, explore the references in the appendices. 5.2.4 Audio Video Conferencing Audio Video Conferencing has many applications in the arts as well as in business. Using the Internet, teachers can reach students who cannot get to their schools, doctors can give medical consultations from around the world, and artists can perform in front an audience they would never have otherwise. CU-SeeMe is a freeware desktop videoconferencing software tool. CU- SeeMe allows Macintosh and Windows users with an Internet connection and a desktop camera (some go for as little as $100) to see, hear and speak with other CU-SeeMe users across the world. This program was developed at Cornell University in Ithaca, New York, USA and is freely available. CU-SeeMe allows the user to have a one-to-one communication. It is also possible to have a one-to-many or many-to-many communication by installing a reflector on another machine running the appropriate software. The reflector software must be installed on a Unix machine. The software can be obtained from Cornell University's CU- SeeMe page listed in Appendix B. Whiteboard systems also enhance audio visual conferencing. A Whiteboard, which is analogous to a chalkboard, is physically quite similar. Using a write-on wipe-off style of whiteboard, which has been electronically enhanced, allows people on the Internet to share text, drawings, and other graphic information which is being written in real-time. Software exists which allows connections between two sites, or hundreds, over the Internet, the Web, or your telephone. Max & Stickle Informational [Page 21] RFC 2150 Humanities and Arts on the Internet October 1997 5.3 Archives Archive is defined in Webster's New World Dictionary as: n. 1 a) a place where public records, documents, etc. are kept b) a place where material having documentary interest, as private papers, institutional records, memorabilia, or photographs, is kept. Archives on the Internet are pretty much the exact same thing. The motivation and much of the content is the same, but the media changes (from paper files, to electronic files), and as such allows for a much greater diversity of content. Archives on the Internet also allow many people access to their files simultaneously, and from all over the world. Many archives on the Internet still reside on Anonymous FTP Servers, which allow users to log in without a user i.d. or password. When connecting to these servers the protocol used is "ftp" the File Transfer Protocol, as mentioned previously in Section 4.3. Any and all information that people want to make available on the Internet can be. This means there is a truly vast amount of information out there, with more being added every day. In fact there is so much information that it is sometimes difficult and confusing to find the information you want. This is the topic of our next section. Some anonymous ftp sites are provided in Appendix B. 5.3.1 Searching One of the great challenges facing the Internet is how to organize the vast amounts of information in ways that allow most people to find what they want. In theory, there may be a "perfect" organization, but in practice, we will never achieve it. This means that finding the information you want on the net may require some skill on your part. Fortunately there are many tools and strategies that may be helpful. One of the all time great ideas for finding the information you want is a thing called a search engine. A search engine is a computer program usually living on a remote computer that spends its time downloading information from other computers and building an index of what lives where. This behavior has given them the nickname of Web Crawlers. What this means to you, is that you can call up the Search Max & Stickle Informational [Page 22] RFC 2150 Humanities and Arts on the Internet October 1997 Engine's home page, and enter in a subject, name, title, or random string pattern, which is then used to search the engines index for stuff out on the net that seems related. This can lead to both a large volume of information, and some rather startling discoveries of information from unsuspected sources. Some of the available Searchers and Indices on the Internet include: Yahoo - Index of WWW sites, with search capabilities http://www.yahoo.com/ DejaNews - USENET (news groups) search engine http://www.dejanews.com/ WebCrawler - http://query.webcrawler.com/ Lycos - http://www.lycos.com/ AltaVista - WWW and USENET search engine http://www.altavista.digital.com/ Magellan - Index of reviewed and rated Internet sites, with search capabilities http://www.mckinley.com/ Yahoo, for example, has a high-level category called "Arts", which has a multitude of subcategories below it, most of which have further subdivision, each of which can contain lists of lists. For example, to find information on Modern Dance, from a starting point of http://www.yahoo.com/, you can follow the links to http://www.yahoo.com/Recreation/Dance/Modern/Groups or simply type "Modern Dance" into the search field and choose from a list of selections returned. On a typical attempt on March 25, 1997, Yahoo returned 4 major categories of Modern Dance, and offered 82 other links to related pages around the web. Statistics, however, can be changing by the moment. There are many other Searchers and Indices on the Internet, and a good way to find them, is to do a search for them in one of the services above, or others you encounter in your travels. The resources in Appendix B may also be helpful. After experimenting with the available search engines, it quickly becomes clear that searching on a broad category can result in too much information. For example, a recent search at AltaVista for the subject "Rembrandt" matched over 8500 individual items, including information on the famous artist (Rembrandt von Rijn (1606-1669)), His Self-Portrait, a hotel in Thailand (Rembrandt Hotel and Plaza, Bangkok), and a pizza restaurant in California. (The URLs for these sites are listed under Rembrandt in Appendix B.) Max & Stickle Informational [Page 23] RFC 2150 Humanities and Arts on the Internet October 1997 To be more particular in what you find, all of the available search engines allow you to do compound searches, in which multiple keywords are used, possibly in combination with Boolean logic operators such as AND, OR, and NOT. For example, to focus in on Rembrandt the artist, at the exclusion of pizza cafes, try the following advanced search in Magellan: Rembrandt AND artist AND portrait NOT pizza Note that the method of entering search items differs slightly from service to service. When trying a new service, check the available help topic before searching. And as with any new skill, practice, practice, practice! Test of search scope: Lycos: rembrandt. 1837 relevant documents Lycos: rembrandt and artist and portrait 6 relevant documents Yahoo: rembrandt 2 Category and 39 site matches Yahoo: rembrandt and artist 2 Category and 11 site matches AltaVista: rembrandt about "10000" documents AltaVista: rembrandt +artist +museum about "100" documents WebCrawler: rembrandt. 347 matching "rembrandt" WebCrawler: rembrandt and artist and portrait 21 matching documents Magellan: rembrandt 666 results Magellan: rembrandt and artist and portrait 39379 results You will notice, in the above statistics, that the numbers for Magellan are quite different from the others. This is because different search engines may function differently. When you do a this+that search on Magellan, it looks for all instances of This AND all instances of That rather than the standard response of Only documents which contain both This AND That. On almost all the sites I have explored, there is an explanation of how the search process works on that site. You should read that explanation if you are having trouble or need further information. You will also begin to see patterns in the way people name, or file, their information, which will help you find more information. Some may list their links to ART, while others list their links to PAINTINGS. Also many people put links to related pages in their pages, so one page you find that does not have what you are looking for, may have a pointer to another page that does have what you are looking for. Searching is an iterative process, keep going from one search key to another, and continue down multiple levels to see what is out there. Its known as Exploring, or Surfing the Net, and it is a major part of the joy of the Internet. Max & Stickle Informational [Page 24] RFC 2150 Humanities and Arts on the Internet October 1997 6. Accessing the Internet Having decided to explore the Internet, you will need some tools and information to get you started. Accessing the Internet in terms of simply receiving, downloading, and viewing files, uses most of the same tools (software and hardware) needed to create files and make them available on the Internet. Sections 6 and 7 overlap a great deal in the areas of basic hardware and software. The Internet can be accessed in many comfortable ways: at school, at home, at work, and even at trendy CyberCoffeeHouses. Accessing the Internet is not synonymous with publishing and displaying on the Internet, however. You may need different equipment for creating content, then you need for retrieving content. Section 6 focuses on the specific needs of those who wish to create content and publish on the Internet. If you live near a major metropolitan area you may have already begun to see advertising for Internet access from your local telephone company, or cable TV provider. Contact them to get information on equipment needed, services provided, access restrictions and costs involved. Local libraries and schools may now offer both Internet Access, and instruction on Internet related subjects, including getting connected. Check the Internet sections of your bookstore and magazine stands. Do not be dissuaded if you find limited access. The Internet will soon be everywhere, but if you do not want to wait, then you might consider taking matters into your own hands as these enterprising youths did... When several students from large universities returned home to Taos, NM, a few summers ago, they left behind their Internet connections. Missing their connectivity, they approached the owner of a local bakery and suggested he start an Internet room where he could charge people by the hour to use the Internet. The entrepreneurial baker applied for a government grant and received a few computers with high speed modems. You may be able to find a place like this, often called a CyberCafe, rather than having to create one. Try your local magazine stand for the latest periodicals, or your public library or bookstore for pointers to other people who will know more. Max & Stickle Informational [Page 25] RFC 2150 Humanities and Arts on the Internet October 1997 Once you have some Internet access, you can find out more about Cybercafes, InternetCafes, and other physical Internet access points, by searching as described in Section 5.3.1. and in the newsgroup alt.cybercafes. 6.1 Internet Service Providers Being an Internet Service Provider (ISP) these days is pretty easy and can be financially worthwhile, so there are alot of them, and they are starting and failing every day. In addition to the information and pointers you will find in this document, many organizations exist to help you locate, and choose a service provider. As with any service, be sure to get references, and get their features and terms in writing. Some ISPs provide access only to their site, others may provide email only, or provide access to the web but charge by the minute for access. Have some idea of what you want to do and what the vendor provides before making any deals. Many Internet Service Providers offer free instruction to get you started in accessing the Internet as well as creating content. With the competition of Internet providers, you should be able to find one or two that offer the instruction you need. Some organizations exist solely to recommend those who pay them. Most Internet related magazines these days will contain extensive advertising by ISPs in your area. As discussed in Section 4.1, every machine on the Internet needs an address by which it is accessed. Even machines which are only browsing need an address to which the browsed information is returned. This is actually called your IP address. The address is the number with which your hostname is associated. Usually you will get your IP address from your work, school, or ISP when you get your configuration information for your Internet connection. If you were trying to get an IP Address on your own, you would go to the Internet Assigned Numbers Authority (IANA). More information about IANA, IP addresses, and domain names can be found in the information referenced in the Resources section. 6.2 Computer Hardware and Software Tools A basic computer system consists of a box containing a Central Processor Unit (CPU), main controller (motherboard), and Floppy Max & Stickle Informational [Page 26] RFC 2150 Humanities and Arts on the Internet October 1997 Drive. It will also come with a keyboard, and you will need a Hard Drive, Memory, and a Video Monitor. How much memory, how large a hard drive, and how fabulous a monitor, will vary with your needs and experience. To connect to an ISP you will usually also need a modem. This is simply an overview to familiarize you with some basic terms. There are many current magazines devoted to computer and Internet related subjects now available in most bookstores and magazine stands which provide much better and more timely information on computers, operating systems, software, and peripherals. There are many types of computers available including Personal Computers (PCs), Apple Macintosh Computers (Macs), and various Unix based Workstations. The most affordable systems are generally PCs and Macs. You may also need to choose an Operating System (OS) for the machine you choose. PCs can run a version of "DOS", anything from Microsoft (Windows, NT, Windows95, etc.), or a version of Unix (BSDI, FreeBSD, Linux, etc.) Macs can run the common Mac Windows, or Apples version of Unix. Workstations generally run a Unix derived OS, but there are also quite a few machines available which run their own proprietary OS. Each type of system has its features, functions, and drawbacks, as well as its proponents and opponents. Each system has different costs associated with it. You will need to understand much of this before you are ready to buy your first computer. Much of the free software available on the Internet, for example, was written for the Unix operating system because that has been the main OS of the Internet for many years. That, of course, doesn't mean there isn't alot of free software available for other OSs, Windows software, for example, is becoming quite popular. The system of choice for most musicians is the Mac because of the variety and quality of the music software available for them. Windows users will need a pc to run their software. Now, actually, there are many operating systems available for personal computers. Common operating systems come in two basic types; single tasking and multi-tasking. This is a reference to how many different things or "tasks" the computer "seems" to be doing at once. The earliest computers were single tasking. They did only one thing at a time, and could be used by only one person at a time. DOS is a modern example of a single tasking operating system. Since people rarely do more than a few things every second, this often left the computer simply waiting around for the next keystroke. Max & Stickle Informational [Page 27] RFC 2150 Humanities and Arts on the Internet October 1997 Even back then, computers could do all the work needed to listen to a human in a few milliseconds every second, so time-slicing was invented to get more use out of computers. A time-slicing operating system is said to be Multi-tasking. It executes programs in little slices of time, typically shorter than 25 milliseconds (or 1/40 of a second) and switches to another task for each new slice. If you remember that most video runs at 25 or 30 discrete frames per second, and yet humans perceive it as continuous, you can see how time-slicing can provide a convincing illusion of doing many things at the same time. Multi-tasking operating systems have the option of being set up as single-user or Multi-user machines Windows 95 and the MacOS are modern examples of multi-tasking operating systems that were designed to be used by a single user most of the time. Other operating systems, such as UNIX, VMS, NT, and others are more prepared to be set up as multiuser machines. Multiuser machines are typically connected to a network, or a network of terminals, so that more than one person can use the processor and other peripherals at the same time. Some operating systems can also take advantage of Parallel Processing hardware that actually does more than one thing at a time. However as of this writing, this hardware is somewhat rare and expensive, so we won't go into the details here. Different OSs also have different File Systems. The File System is the way in which your programs and other computer files are stored and displayed. Different Operating Systems also have different "User Interface"s. The User Interface is the way in which you interact with the computers OS. Some use "Text" interfaces, which require the user to type all commands using a keyboard. Others use a "Graphical" user interface, which provides graphical images of buttons and icons which the user "clicks" on to start programs and perform save and delete functions among other things. In order for the software to run on the computer, the software must be written specifically for the operating system. Just like Internet traffic must use the Internet Protocol, software must speak the OS language of the computer on which it wants to run. Translation programs exist, but there are still problems. One of the problems is with file"names". The DOS Operating System, for example, supports names that consist of an 8-character filename, and a 3-character "extension", separated by a ".". For example "foo.txt", and "myprog.exe" are valid DOS filenames, but sadly, "foo.html" is not. This means that HTML files on a dos system must Max & Stickle Informational [Page 28] RFC 2150 Humanities and Arts on the Internet October 1997 use the extension ".htm" rather than the ".html" extension used on many other systems. This problem also affects many other common extensions such as ".jpeg", ".mpeg" and others. A filename's extension is very important in that it tells not only you, but your software, the kind of file it is, and what it needs in order to be understood. For example, when your web browser encounters a file with a .html or .htm extension, it will assume it is hypertext, and will know how to display it and follow its links. When it gets a .txt file, it knows to display it, and that it will have no links. Your browser can also be configured to understand other file formats which can be made to be displayed with the browser, or another program, or saved to disk, etc. For example, you might configure your browser to start up Word when it encounters a .doc file. File extensions indicate file format. Just as there are different file extensions for different text file formats, there are different extensions for different graphic file formats. That goes for sound file formats, video file formats, data base files, and others. Different software understands different file formats and will create and display only those formats it understands. For this reason, software which translates a file from one format to another is often necessary. For example, if you create a file with Microsoft Word you will usually save it in Word's native format as a ".doc" file. You can also choose the "save as" option to save it as plain text in the .txt file format. Although some format information will be lost in the translation, words and numbers should remain unchanged. If you wanted to give others access to the file, and you couldn't assume that they all have Word, you would want to present it in .txt format. Note that a .txt file is also easily formatted into .html. File formats and extensions are discussed throughout the following sections. After you've resolved to some extent, what it is you want to do, and what hardware and OS you'll need, there are a great deal of software packages available to help you with all sorts of things on the computer. Software designed to make your life easier by using your computer, include dictionaries and other reference materials, accounting, bookkeeping desktop publishing and other business needs software, as Max & Stickle Informational [Page 29] RFC 2150 Humanities and Arts on the Internet October 1997 well as landscape and architectural planning software, health and nutrition software, educational and entertainment software, and much, much more. Your computer need not only be your link to the world, but also a major organizational tool in your life. For accessing the Internet, you'll need communication software. There are a few different pieces to this part of the puzzle. There is the software which communicates between the operating system and the modem or network card, there's the software which speaks IP and allows communication over the Internet, and there's the software which you use which is called the "user interface", or application program. For accessing the web, your application will be a "web browser". Web browsers are available in stores that sell software packages, and are also available free on the Internet. Since you would not be able to reference the online material without a browser, and since most available periodicals will be likely to focus on commercial browsers, the Resources section provides a pointer to a free browser available by mail for the cost of postage, or over the Internet using the File Transfer Protocol, FTP. Ftp software is available both free and commercially. Other Internet communication software, referenced throughout this document, are email, news, gopher, and telnet among others. With any system, you should ensure that it contains the software and hardware necessary to maintain both itself and your data. While computer data is not particularly fragile, it is still sometimes lost due to hardware or software problems or simple human error. For this reason it is considered important to "back up" your system by making extra copies of important data. While simply copying data onto floppy disks could work, the small storage size of the disks makes it both time consuming and prone to human error. Many large capacity disk and tape drives are available with special software specifically for doing backups. It is highly recommended that you purchase a backup solution along with your computer. It is also important to protect your data from being damaged by computer viruses. When you connect to the net and move data back and forth, it is possible that there can be a small piece of software called a "virus" that could hide in some of the data and infect your system, possibly then using your system to infect other machines that you connect to. These viruses are often created by misguided people as a sort of computer prank, and can accidentally or maliciously Max & Stickle Informational [Page 30] RFC 2150 Humanities and Arts on the Internet October 1997 damage your data. Fortunately it is possible to obtain virus checking software that can regularly scan your system to see if it has been infected. This software is important whether you are downloading information from the net, or using other peoples floppy disks. See Section 8.2 for more information on viruses. Determining your ideal hardware and software configuration will take some time and patience. You need an understanding of what you want to do, and how, and whether you wish to simply view, or create. You'll also want to know the limitations and expandability potential of the system, so you can determine if it will have a useful lifespan. If the machine cannot grow for the foreseeable few years, it will become obsolete before its given you its fullest value. 6.3 Multimedia When one media is not enough. Depending upon your needs, you may require special hardware installed in the machine, or attached externally by cables. These additional pieces of hardware are known as peripherals. The peripherals needed for accessing information on the Internet might include the following: - a sound card and speakers to hear sounds, music, speech, etc. - a CD-ROM player to read commercially available computer CDs - midi equipment for audio artists - video equipment - a printer to make hardcopy of files, or images - Other equipment for creating content See Section 7. Most of these peripherals will also require specialized software. If you plan to purchase all the hardware and software at once, find a vendor who will connect and test all the hardware, software, and peripherals for you. Due to the complexity of these systems, they can be difficult to configure for the inexperienced user. Also, verify that the vendor will stand behind their equipment, and this configuration in the event that it doesn't work the way you want it to. Hook the system up, and test it extensively right away, so as to determine any problems before your warrantee period expires. Many of the Internet related periodicals available run articles on choosing a computer, as well as the latest software and hardware news and reviews. Max & Stickle Informational [Page 31] RFC 2150 Humanities and Arts on the Internet October 1997 You can also explore the pointers in Appendix B for the information you need. 7. Creating Content As the hardware and software of the net becomes cheaper and better understood, the technology itself will become less important than the content which lives on the net. Many of the rewards of the Internet will go to the people who create such content. There are different ways to add content to the Internet. One may start with pre-existing content, such as paintings or stories, and find a place for it, or one may create content specifically for the computer such as web pages, graphics, video and audio files, etc. Let us for the moment assume that you have already created something which you would like to make available on the net. There are many ways in which you could do this. You could deal with agencies who provide this service professionally, find friends or others willing to do it for free or barter, or get yourself on the net in some fashion, learn, and create a place for it yourself. If you chose to do it yourself, you will need your own computer and some form of Internet access from an Internet Service Provider (ISP) or Web Space Provider (WSP). Once you have a place to put your content, you will need to understand a little more about file formats. Images may have to be digitized, audio may have to be recorded into computer files, etc. While hardware, such as image scanners, are readily available, there are also many other options available. For example, most print, or copy shops today can do high quality image scans and some photolabs now provide photos-on-disk as one of their services. If you are placing your content on the Web, a web page must be created for it in the form of an HTML document. While this is easy enough to do yourself, many WSPs also offer this service, and there are also independent web page designers who may be able to do a better job. Creating online content involves moving your art into an electronic form and then perhaps, re-formatting it for the Internet. For some art forms, the initial electronic step is fairly painless: typing a short story, poem, novel, or other text into HTML is fairly Max & Stickle Informational [Page 32] RFC 2150 Humanities and Arts on the Internet October 1997 straight forward. Moving a computer graphic to the Internet may require a conversion program to make it useful to others. Performing arts, sculpture, and other pieces may be more difficult to capture on a computer disk, and may require more work and creative thinking. Much of the information needed to help you think creatively about publicizing your work online is available in classes, books, local Internet cafes, and on the Internet itself. Many Internet magazines are available for subscriptions or individual issues can help get you started. Most new bookstores and, to some extent, used bookstores provide numerous volumes of Internet information. However, even the most recently published books may contain outdated information. The latest 'standards' can be obtained directly from the Internet Engineering Task Force, or IETF, at http://www.ietf.org/. The document you are reading now is a product of that organization. The documents of the IETF are collected and maintained on anonymous ftp sites, as well as in the web. These sites are referenced in the Resources section, and Appendix B. A really good way to learn how to write html documents is to look at the source code of html files already available. Just use your browser to look for pages you like, and then use your browsers "view source" feature to see how it was done. If however, you learn better by having someone teach you, you may be interested in taking a HTML or Internet Introduction course at a local college. Most larger metropolitan area schools provide classes for the basics, which can also expose you to other artists. Make sure you read the course description; some courses may only cover accessing the Internet while you may want to actually be creating documents. If no colleges in your area offer classes, contact the computer science department or the continuing education office and suggest a topic. If the school can obtain enough support, they may offer a class the following semester. Artists in smaller communities may need to rely more heavily upon online sources of information. Appendix B provides some useful sites to get you started. 7.1 Getting Help Once you are connected to the Internet, there are many more ways of getting help with it. Try the forums, listed in Section 5, such as Newsgroups, Bulletin Boards, and Chat rooms. If you have checked the local netiquette guidelines, and behave accordingly, the Internet community will usually be very helpful toward new arrivals. Max & Stickle Informational [Page 33] RFC 2150 Humanities and Arts on the Internet October 1997 When looking for good consultants and web page designers, start with the sites you like, and find out who did their pages. Discuss your needs with other artists, or check the phone book, library, books, magazines and other periodicals for artist collectives and groups who may be available to assist you. Look for groups whose cause is artistically motivated, rather than trusting people who are paid to point you at a particular consultant or assistant. Know what you want. If it takes you a while to figure out what you want, take that time. This should not be something you are rushed into. The Internet is not going to go away. Whatever you decide to do, do not be afraid to ask for references. A good provider of services will always be happy to provide you with a list of happy customers. 7.2 About File Formats As described in Section 6.2, there are many file formats available on the Internet. You'll need to understand a bit more about the formats you'll want to present, in order to create them for others to see. Some formats are called Public Domain, and are freely copyable, and the software tools used to create this content is available for you and others to download off the net. Other formats are called "proprietary", and are only readable and creatable using software that must be purchased from the vendor who created it, or their authorized reseller. Some formats, and their associated formatting tools, come along with other software packages. For example, Microsoft Windows comes with a Sound Recorder, which makes and plays back .wav files. Apple also offers Quicktime free for their OS, as well as Windows and others, which also records and plays back .wav files. So many Internet explorers already have access to tools which will allow them to hear your .wav file, if you were so inclined. They may not, however, have a player for a proprietary format for which they would need special software. When creating content for the Internet, its important to consider the format most likely to be understood by your target audience. More information on file formats can be found at: http://www.matisse.net/files/formats.html and http://rodent.lib.rochester.edu/multimed/contents.htm Some artists are actually using html as an artform in itself and are helping to push the boundaries of this exciting new medium. The current HTML specification can be found in the RFCs referenced in the Resources section. Max & Stickle Informational [Page 34] RFC 2150 Humanities and Arts on the Internet October 1997 7.3 Creating Text and Hypertext Documents Text files are stored on a computer by encoding the text in ASCII, "American Standard Code for Information Interchange", which substitutes a distinct number for each character of text, and stores the result in a file. Text files are often given the file extension ".txt". Text files can be created in many ways. The two most common types of programs used are called "text editors" and "word processors". Actually both types of programs are similar. They both allow you to move around within the document, and add, delete, and otherwise modify text, as well as create and save text files. Word processors differ from text editors in that they usually also have a great deal of options for formatting and printing text, and may support alternative file formats, such as ".doc" which inserts many formatting commands that are understood by printers, but not always by browsers. Since HTML formatting is simply ASCII text with special formatting commands, you may use either text editors or word processors to create a ".html" file. Alternatively, there are many Web authoring tools that will allow you to use a graphical interface to specify how you want your page to look, and will automatically generate the HTML formatting commands and output an ".html" file directly. Text editors, Word Processors, and other document creation tools are available both freely and commercially for all operating systems. Look to currently available computer related books and periodicals to provide sources of information about text editors, word processors, and document and web page authoring tools. HTML is a technical specification of the Internet Engineering Task Force, and the most current documents can be found on the IETF site(s) listed in the Resources Section. 7.4 Creating Graphic and Moving Images Whether you want to put your existing images on the Internet, or create new images using electronic creation tools, there are a few basic pieces of information which will be useful. The following two sub-sections provide an overview of image formats, and creation tools. Max & Stickle Informational [Page 35] RFC 2150 Humanities and Arts on the Internet October 1997 7.4.1 Bitmap Image Formats Pictures may be stored on computers in many different ways. One of the most common, is a simple bitmap consisting of a list of pixel colors, and header information describing how to map this list of pixels back into the image. Bitmap formats are .bmp in windows, and Bitmap images may be created by scanning in existing images, or by creating images directly on the computer, using programs such as Adobe Photoshop, Corel Photo Paint, Windows Paintbrush, and many others available both freely and commercially. A scanner works very much like a copy machine, or fax machine, in that it "scans" your artwork or text and "encodes" it into a machine readable format of numbers and formulas. A scanner is a hardware tool, and usually comes with at least some of the software you need to use it. Generally it will connect to your computer and you will either place your work on it, or run the scanner slowly over your work, depending on the type of scanner you select. Scanners are only available commercially, and come in a variety of sizes and styles with a variety of features and prices. As with all computer tools, understanding what you want to accomplish will help you decide what you need to purchase. Since it can take a lot of data to encode an image, there are many different kinds of file formats that contain compressed versions of the file data. These formats vary greatly in how they compress the data. Two of the most popular compressed image formats on the net are .gif and .jpg. GIF, short for Graphic Image Format, compresses an image by reducing the number of colors in the palette the image is reconstructed from, allowing them to shrink down the size of the color specification for each pixel. Even if you only save a few bits per pixel, there are typically enough pixels that the savings are significant. Under extreme amounts of compression, images start to look like childrens coloring books, but it is possible to get great looking images with moderate amounts. GIF files typically use the extension ".gif". The JPEG format uses complex mathematics to approximate the whole image. Under extreme amounts of compression, images start to look like bizarre cubist interpretations of the original image, but because everything about the image is compressed, it is still possible to get dramatic reductions in file size while retaining acceptable image quality. JPEG files typically use the extensions ".jpeg" or ".jpg" Max & Stickle Informational [Page 36] RFC 2150 Humanities and Arts on the Internet October 1997 Both of these formats are what is known as "lossy" compression because they actually lose information from the original image, thus degrading (hopefully by a negligible amount) the image quality. There are also "lossless" compression schemes that offer smaller reductions in file size, but allow perfect reconstruction of the image. 7.4.2 Vector Image Formats Another way images may be stored is in "vector" format. This format is useful because of one of the techniques for creating images on a computer. There are programs that allow you to create images by creating shapes like circles and polygons, and specifying colors for them. If the entire image is constructed this way, it is possible to encode the list of information describing each polygon using only a fraction of the information it would take to describe each pixel. Vector images also have the wonderful quality that they may be scaled without loss of image quality. For example, if you were to enlarge a bitmap image of a circle large enough to see individual pixels, you will find that pixels are actually square dots, and if enlarged enough, the circle will have very jagged edges. However if you enlarge a vector image of a circle, it remains perfect down to the limit of resolution of the screen or printer, because it is stored as the mathematical representation of a circle which is independent of scale. For this reason, much commercial art and layout is often done in vector formats. Vector formats may be created using many commercially available software packages, and many freely copyable conversion tools are also available. 7.4.3 Video Formats Images received by the retina of the eye persist for a short period of time, and then fade. A sequence of images or "frames", with small changes, sufficiently close together, will give the illusion of a moving picture. How much of the picture changes between one image and the next affects how smoothly or jerkily the movement will appear. Frame rates of 10 per second and above are enough to give a reasonably realistic rendition of natural scenes. In fact, the way that motion is perceived by the human brain means that less detail is required in fast moving segments of a picture. Max & Stickle Informational [Page 37] RFC 2150 Humanities and Arts on the Internet October 1997 Video on your television, or Video Cassette Recorder (VCR), is formatted quite differently from video formatted for viewing, storage, and transmission over the Internet. Disk space and bandwidth being constantly at a premium, methods of compressing video data have been developed to shrink the size these video files might otherwise be. Just as described in Section 7.4.1. regarding compression of static images, there are different compression utilities and formats for video images. There are many video compression formats, and we have provided information on two here. MPEG (pronounced M-peg), stands for Moving Picture Experts Group. The mpeg format creates files with a .mpg or .mpeg extension. Mpeg players are freely available on the Internet. Mpeg files can be created using a number of commercially available products. More information on mpeg can be found by following the links available in Appendix B under Video Resources. Quicktime was created by Apple, and is currently available for both Macintosh and Windows systems. Quicktime files have a .wav extension and can be played with many freely available viewers. Quicktime creation and viewing tools can be found via the links in Appendix B. There are other video formats being created all the time. 7.5 Music and Sound The World Wide Web supports audio data as well as visual data. The most obvious way to send audio across the net would be to use digital audio like that used for the Compact Disc or "CD". However, CD format digital audio requires 44,100 16 bit words per second for a mono signal, and twice that for a stereo signal. While there are many places where one can find digital audio in Windows ".wav", or the Macintosh ".au" format, these files typically take a very long time to download even a few seconds of audio. The size of these formats makes them too inefficient for widespread use on the net today. It is however possible to do "useful" audio over the net. The emerging "de facto" standard seems to be _RealAudio_, based on the freely distributable server/player application, _RealAudio_ version 2.0, developed by the Seattle based company Progressive Networks. First released in 1995, RealAudio allows useable digital audio in realtime over a 28.8 kB line, and has already been put into service on the home pages of most major record companies as well as in many niche applications. In addition, RealAudio provides a "Voice mode" optimized for understandable speech transmission over a 14.4kB line. Max & Stickle Informational [Page 38] RFC 2150 Humanities and Arts on the Internet October 1997 Unfortunately the quality of _RealAudio_ leaves much to be desired. In particular, the sample rate in Music Mode is only 8Khz (as compared to CD quality 44.1 Khz), meaning that all high frequencies above 4khz are simply missing. The resulting audio is still pleasing to listen to, but sounds very dull and dark. More information about RealAudio can be found at www.RealAudio.com. Clearly Digital Audio is the way of the future, but until more bandwidth is available to the average person, it may not be the way of the present. Fortunately, at least in the area of music, there is an interesting alternative. MIDI (the Musical Instrument Digital Interface), as developed for electronic musical instruments (keyboards, samplers, drum machines, etc.) works well for certain kinds of music over the net. It involves sending no sound sources at all, just the description of the music -- kind of like the score, without the instruments. If the receiver has the right instruments on their computer (such as the sounds defined in the General Midi soundset found on many soundcards), they can play back the musical score. The big disadvantage to using MIDI is that other than the limited selection of sounds in the General Midi set, it is extremely difficult to make sure the music sounds more than approximately like the original. And there is no way to handle non-MIDI instruments such as guitar or voice, so it is useless to hear the new song by your favorite rock and roll band. The big advantage to MIDI is how fast it works over slow net connections. For example, five minutes of music, fits in a mere 30k file, and usually will not take more than a few seconds even on the slowest of dialup connections! This makes it ideal for applications such as networked games, or music to go along with a web page. There are many ways of embedding MIDI files into HTML documents, for Internet distribution. Anyone who wants to add MIDI to a page can choose to use existing public access MIDI file banks, of which there are many, or to produce new MIDI themselves. Crescendo is one package available for embedding MIDI files in HTML http://www.liveupdate.com Crescendo works for both Macintosh and Windows. Helpful Links: Publicly Available Audio and Music Applications http://reality.sgi.com/employees/cook/audio.apps/public.html Max & Stickle Informational [Page 39] RFC 2150 Humanities and Arts on the Internet October 1997 Music of J.S. Bach for keyboard ftp://ftp.cs.ruu.nl/pub/MIDI/SONGS/CLASSICAL/BACH/HARPSICHORD/ RISM (repertoire of manuscript sources), plus other access to online scholarly music resources. http://rism.harvard.edu/RISM/ Crescendo is used in the web pages at http://mcentury.citi.doc.ca along with a growing number of others. One very interesting use of Crescendo occurs on the Music Theory Online publication, a serious scholarly site for publishing and debating musicology and music theory. Articles there now routinely include short musical examples, a great sign of the future of scholarly publishing in the age of dynamic, interactive content. http://boethius.music.ucsb.edu/mto/issues/mto.96.2.4/ Formerly, debate on musical form and structure occurred in the pages of journals, referring usually to music examples in terms of its visual notation. This notation requires a certain degree of training to decode, effectively restricting the potential readership to those with this professional training. With sound examples embedded directly in the text, at least the aural effect of the music comes across, even to those unable to read the notation accurately. This shift is appropriate to the newer trends in music scholarship, which talk about music in terms of its social and cultural context, instead of only in formal terms. 7.6 Content Design Issues Know your intended audience. If you want more people to see your work, you'll need to make it more accessible. Many sites are very careful about what content they will allow access to. If you want all audiences to be able to view your work, make sure you are careful about your content and language. Another content design issue is tool friendliness. Some machines have limitations which will not allow them to see or hear what you'd like them to. For example, older or less expensive models of monitors may have monochrome, or one-color displays, or display only 16 colors, or 256 colors. If you create and view images which look fabulous with a 64,000 color display, you may want to test them using a 16 color display to see what the effect is. Sometimes you can modify your image slightly to get a wider audience while only having a minor impact on the effect. Max & Stickle Informational [Page 40] RFC 2150 Humanities and Arts on the Internet October 1997 The following sites give you pointers on what to consider when designing a web page that is content- rich: - Sun's Guide to Web Style - http://www.sun.com/styleguide/ - Yale C/AIM Web Style Guide - http://info.med.yale.edu/caim/manual/ - Web Development - http://www.december.com/web/develop.html - A Guide to Creating a Successful Web Site = http://www.hooked.net/~larrylin/web.htm - Bandwidth Conservation Society - http://www.infohiway.com/faster/ This is resource for web developers with an interest in optimizing performance. See Section 8 for other issues and challenges relating to content. Artists should post how they want their art treated on the web, and how it may be used and post their copyright notice there. For example, some artists allow their work to be used freely as long as it is not used for financial gain, and request that people contact them for permission if they wish to use their works for a commercial purpose. Artists need to be aware that when people view their works from the web, their art is downloaded to the viewers computer as that is how browsers work. 7.7 Publicizing your work The fastest way to publicize your work on the Internet, is to have the most popular sites link to your pages. There are many sites on the net, such as the search sites mentioned earlier, that are interested in listing a pointer to your site for their own purposes. It is also helpful to have other artists link to your site and it is great to have other art sites link to you as well. "Art on the Net", Art.net, offers free linking to artist sites and provides this as a service to the artist community on the Internet. There are also other art related sites which do this. It can also be helpful to put your URL on your business card. The Internet's origins in the Research and Education communities played an important role in the foundation and formation of Internet culture. This culture defined rules for network etiquette (netiquette), and communication based on the Internet's being relatively off-limits to commercial enterprise. Max & Stickle Informational [Page 41] RFC 2150 Humanities and Arts on the Internet October 1997 Certain styles of marketing and advertising will therefore not be effective on the Internet, and mass mailings or inappropriate postings to newsgroups, will most likely do more harm to your enterprise than good. If you intend to do marketing on the Internet, please read the Netiquette Guidelines document RFC 1855 listed in the Resources section. 8. Issues and Challenges The Internet has many issues and challenges, among which are security, privacy, property rights, copyrights and freedom of speech. Security issues involve both the security of your data, as well as your image. Viruses can be transmitted easily over the net, and precautions should always be taken. If you choose to keep your own information available on the net it can be the subject of vandalism and theft. You may also find yourself being persecuted for the information you provide as more and more people join the Internet community and feel the need to impose their morality upon it. This is no different from any society. We must draw our own lines, and our own conclusions. This section is terribly brief, and entirely summary in nature, and is in no way intended to be comprehensive. It is intended to warn you and advise you. If you have real concerns about your property rights, copyrights, and/or personal rights, please do your own research. Internet laws are in such a state of flux that they are changing as I write this, and they will be changing as you read it. At last check, however, freedom of speech was prevailing in the United States, and so far the government has not upheld any laws prohibiting the exhibition of anything on the Internet. Support your local constitutional rights. Max & Stickle Informational [Page 42] RFC 2150 Humanities and Arts on the Internet October 1997 8.1 Security Issues There are three major security areas of which the Internet user should be aware; Security of content, Site security, and Security of ownership. Security of Content, ensures that that which you put on the Internet is not altered, or vandalized. Some Web Servers are inadequatel
correct_subsidiary_00108	FactBench	3	25	https://www.theglobeandmail.com/technology/terra-lycos-battles-for-its-life/article1174901/	en	Terra Lycos battles for its life	https://www.theglobeandm…00x630.png?d=594	https://www.theglobeandm…00x630.png?d=594	[ "https://sb.scorecardresearch.com/p?c1=2&c2=16433046&cv=3.9.1&cj=1" ]	[]	[]	[ "" ]	null	[ "Unknown" ]	2002-07-29T14:26:42+00:00	The Globe and Mail offers the most authoritative news in Canada, featuring national and international news	en	https://www.theglobeandm…h-icon.png?d=594	The Globe and Mail	https://www.theglobeandmail.com/technology/terra-lycos-battles-for-its-life/article1174901/	U.S.-Spanish Internet media company Terra Lycos faces an uphill struggle to turn the company around, a campaign it may be forced to undertake without help from its biggest ally, Bertelsmann. The loss-making company, 37 per cent-owned by Spanish telecoms group Telefonica, has been hit by a brutal on-line advertising slump, while its broadband business is in the doldrums. To make matters worse, it is likely to lose all or part of a $675-million (U.S.) advertising contract with Bertelsmann. The German media giant accounts for 40 per cent of Terra's advertising revenue, the legacy of a $1-billion ad pact struck between the two companies at the height of the dot-com boom in May, 2000. The deal stipulates that Bertelsmann pay up to $675-million over a three-year period beginning in October. In other words, Bertelsmann could pay one dollar or the whole tranche. Analysts say that unless Terra is able to jumpstart its moribund access business, any loss of Bertelsmann's advertising business could force management to consider selling off properties. "If they lose Bertelsmann it could be the end for Lycos," one Internet analyst speculated. On Wednesday, Terra Lycos reported second-quarter revenues of $162.2-million, which is 5 per cent below the analysts' consensus forecast. In April, Bertelsmann said it would like to renegotiate the deal, seeking to pay an amount that more reflects today's depressed on-line advertising prices. A Bertelsmann spokesman said on Thursday that no decision has been reached on the contract. Stephen Killeen, Terra Lycos's U.S. head, told Reuters on Wednesday, "there hasn't been any material change in the relationship." Telefonica is contractually obliged to stump up the difference should Bertelsmann pull out, but analysts are growing exceedingly pessimistic that the indebted telecoms firm will honor the deal. As part of a turn-around plan, Terra has begun charging consumers for such features as extra e-mail storage and music downloads. Analysts though are not convinced it will improve revenues, which have remained static for the past five quarters.
correct_subsidiary_00108	FactBench	0	27	https://en.wikipedia.org/wiki/RagingBull.com	en	RagingBull.com	https://en.wikipedia.org/static/favicon/wikipedia.ico	https://en.wikipedia.org/static/favicon/wikipedia.ico	[ "https://en.wikipedia.org/static/images/icons/wikipedia.png", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-wordmark-en.svg", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-tagline-en.svg", "https://upload.wikimedia.org/wikipedia/en/thumb/0/04/RagingBull.com_%28logo%29.jpg/220px-RagingBull.com_%28logo%29.jpg", "https://login.wikimedia.org/wiki/Special:CentralAutoLogin/start?type=1x1", "https://en.wikipedia.org/static/images/footer/wikimedia-button.svg", "https://en.wikipedia.org/static/images/footer/poweredby_mediawiki.svg" ]	[]	[]	[ "" ]	null	[ "Contributors to Wikimedia projects" ]	2010-06-03T18:31:29+00:00		en	/static/apple-touch/wikipedia.png		https://en.wikipedia.org/wiki/RagingBull.com	RagingBull.com is a website focused on financial literacy and day trading. RagingBull.com was founded in August 1997 by Bill Martin with college partners[1] Rusty Szurek[2] and Greg Wright, who were 19 years old at the time. It was begun in a basement with an initial investment of $30,000 from savings and credit card loans.[3] By mid-1998, the website had 8,000 registered users.[4] David Wetherell, CEO of CMGI, discovered the website while on vacation.[3] In October 1998, CMGI invested $2 million in Raging Bull for a 40% stake.[5] At that time, the co-founders were each 21 years old.[4] In February 2000, AltaVista, which was majority owned by CMGI, acquired the website in a stock transaction. At that time, Raging Bull had 425,000 registered members, 12 million daily page views, and message boards where users posted 35,000 messages per day.[6][1] In January 2001, Terra acquired the website.[7][8][9] In February 2006, Terra's Lycos division sold Quote.com and RagingBull.com to Interactive Data Corporation for $30 million.[10] RagingBull was integrated into eSignal.[11] In June 2017, Chuck Jaffe was named chief editor of the website.[12] After a short, 6-month "experiment" with Jaffe as editor, the site changed direction and Jaffe was released from his position as Chief Editor of RagingBull.com.[13] In December 2020, the Federal Trade Commission said the company operators have defrauded consumers out of more than $137 million over the past three years. FTC attorneys are seeking federal court orders freezing company assets, halting the alleged fraud scheme and awarding relief to consumers, including refunds and restitution.[14]
correct_subsidiary_00108	FactBench	3	72	https://www.economist.com/news-summaries/2000/05/18/business-this-week	en	Business this week	https://www.economist.co…llback-image.png	https://www.economist.co…llback-image.png	[ "https://www.economist.com/cdn-cgi/image/width=16,quality=80,format=auto/sites/default/files/20000520issuecov.jpg 16w, https://www.economist.com/cdn-cgi/image/width=32,quality=80,format=auto/sites/default/files/20000520issuecov.jpg 32w, https://www.economist.com/cdn-cgi/image/width=48,quality=80,format=auto/sites/default/files/20000520issuecov.jpg 48w, https://www.economist.com/cdn-cgi/image/width=64,quality=80,format=auto/sites/default/files/20000520issuecov.jpg 64w, https://www.economist.com/cdn-cgi/image/width=96,quality=80,format=auto/sites/default/files/20000520issuecov.jpg 96w, https://www.economist.com/cdn-cgi/image/width=128,quality=80,format=auto/sites/default/files/20000520issuecov.jpg 128w, 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]	null	[ "The Economist" ]	2000-05-18T00:00:00	News Summaries	en	/favicon.ico	The Economist	https://www.economist.com/news-summaries/2000/05/18/business-this-week	May 18th 2000\| Terra nova This article appeared in the News Summaries section of the print edition under the headline “Business this week” From the May 20th 2000 edition Discover stories from this section and more in the list of contents Explore the edition
correct_subsidiary_00108	FactBench	3	7	https://www.verizon.com/about/news/press-releases/verizon-information-services-announces-longterm-agreement-renewal-terra-lycos	en	Verizon Information Services Announces Long-Term Agreement Renewal with Terra Lycos	https://www.verizon.com/…logo-640x400.jpg	https://www.verizon.com/…logo-640x400.jpg	[ "https://ad.doubleclick.net/ddm/activity/src=685973;type=publi0;cat=publi003;dc_lat=;dc_rdid=;tag_for_child_directed_treatment=;tfua=;npa=;ord=1;num=1", "https://www.facebook.com/tr?id=373315030862245&ev=PageView&noscript=1", "https://www.facebook.com/tr?id=1790873657645967&ev=PageView&noscript=1", "https://px.ads.linkedin.com/collect/?pid=1418292&fmt=gif", "https://www.verizon.com/about/sites/default/files/vz-nocommit-badge.png" ]	[]	[]	[ "" ]	null	[]	2002-02-07T00:00:00-05:00	DALLAS - Verizon Information Services, the world's leading directory publisher and creator of SuperPages.com, today announced a renewed agreement with	en	https://www.verizon.com/about/sites/default/files/favicon.ico		https://www.verizon.com/about/news/press-releases/verizon-information-services-announces-longterm-agreement-renewal-terra-lycos	DALLAS - Verizon Information Services, the world's leading directory publisher and creator of SuperPages.com, today announced a renewed agreement with Terra Lycos, the world's largest global Internet network, to continue as the exclusive provider of yellow pages services for Terra Lycos's English language U.S. properties. With more than 109 million unique monthly visitors to the Terra Lycos Network of Web sites, the renewed agreement continues to provide SuperPages.com advertisers tremendous exposure. "Our relationship with Terra Lycos over the past five years has been a big win for consumers, Verizon SuperPages.com advertisers and Lycos," says Patrick Marshall, group vice president - marketing for Verizon Information Services. "The renewal agreement underscores the strength of our agreement in an industry now saturated by deals that are 'here today, gone tomorrow.'" SuperPages.com provides Terra Lycos's vast audience with access to the richest, local yellow pages information available, and enables SuperPages.com advertisers to reach more online users. "By increasing our usage and reach, we grow the potential value of our directory services for SuperPages.com advertisers," Marshall adds. "Terra Lycos strives to bring our users the most comprehensive local information available, and our renewed relationship with Verizon enables us to deliver on this commitment," said Rich Gotham, vice president of sales for Terra Lycos U.S. "We are extremely pleased to continue our alliance with Verizon. It's an agreement that continues to generate healthy revenue for all parties." In 2001, SuperPages.com experienced a unique audience growth of 127 percent. SuperPages.com now provides yellow pages services to five of the top 20 Internet sites, as ranked by Nielsen NetRatings in November 2001. Terra Lycos Terra Lycos is a global Internet network operating in 43 countries in 20 languages, reaching 109 million unique monthly visitors worldwide. Created by the combination of Terra Networks, S.A. and Lycos, Inc., in October 2000, Terra Lycos is one of the most popular Internet networks in the U.S., Canada, Europe, Asia and Latin America, and is the largest Internet access provider in Spain and Latin America. The Terra Lycos network of sites includes Lycos.com, Terra.com, Angelfire.com, ATuHora.com, Gamesville.com, HotBot.com, Invertia.com, Lycos Zone, Matchmaker.com, Quote.com, Rumbo.com, Sonique, Tripod.com, RagingBull.com and Wired News (Wired.com). The company's headquarters are in Barcelona and it has major offices in Boston, Buenos Aires, Madrid, Miami, Monterrey and Sao Paulo among others. It is listed on the Madrid stock exchange (TRR) and on the Nasdaq electronic market (TRLY). For more information, please visit our corporate Web site at http://www.terralycos.com. Verizon Information Services and SuperPages.com Verizon Information Services is the world's leading print and online directory publisher and a content provider for communications products and services. Verizon operates in 16 countries and has annual revenues of more than $4.3 billion. The company publishes nearly 1,200 U.S. Verizon SuperPages directories and 400 international directories with a total circulation of approximately 150 million copies worldwide. Verizon Information Services also produces and markets SuperPages.com, the Internet's #1 online directory and shopping resource. SuperPages.com receives as many as 12 million visits and 9 million unique visitors a month. SuperPages.com also powers directory services on MSN, InfoSpace, AltaVista, Excite, Lycos, Ask Jeeves, HotBot, BigFoot, Tripod and Angelfire. Based in the Dallas area, Verizon Information Services is a unit of Verizon Communications Inc. (NYSE:VZ), one of the world's leading providers of communications services. For more information on Verizon Information Services, visit Verizon.SuperPages.com. ####
correct_subsidiary_00108	FactBench	0	66	https://theorg.com/org/digital-foundry/org-chart/michelle-nicosia-stauffer	en	Michelle Nicosia Stauffer - Consultant at Digital Foundry	https://theorg.com/api/og/position?name=Michelle+Nicosia+Stauffer&image=https%3A%2F%2Fcdn.theorg.com%2F1dfb4aca-f5d2-4b2e-b001-f8d493f6a90d_thumb.jpg&position=Consultant&company=Digital+Foundry&logo=https%3A%2F%2Fcdn.theorg.com%2Fe2bd4e36-dd52-4fe3-979c-3d4b7020b1a9_thumb.jpg&description=Michelle+Nicosia+Stauffer+has+worked+as+a+Consultant+at+Digital+Foundry%2C+Inc.+since+January+2003.	https://theorg.com/api/og/position?name=Michelle+Nicosia+Stauffer&image=https%3A%2F%2Fcdn.theorg.com%2F1dfb4aca-f5d2-4b2e-b001-f8d493f6a90d_thumb.jpg&position=Consultant&company=Digital+Foundry&logo=https%3A%2F%2Fcdn.theorg.com%2Fe2bd4e36-dd52-4fe3-979c-3d4b7020b1a9_thumb.jpg&description=Michelle+Nicosia+Stauffer+has+worked+as+a+Consultant+at+Digital+Foundry%2C+Inc.+since+January+2003.	[ "https://cdn.theorg.com/e2bd4e36-dd52-4fe3-979c-3d4b7020b1a9_thumb.jpg", "https://theorg.com/_next/image?url=%2F_next%2Fstatic%2Fmedia%2Fbanner_whitecta.19bc64c3.png&w=384&q=100 1x, /_next/image?url=%2F_next%2Fstatic%2Fmedia%2Fbanner_whitecta.19bc64c3.png&w=640&q=100 2x" ]	[]	[]	[ "" ]	null	[]	null	Michelle Nicosia Stauffer has worked as a Consultant at Digital Foundry, Inc. since January 2003.	en	/_next/static/media/apple-touch-icon.64259cfd.png	THE ORG	https://theorg.com/org/digital-foundry/org-chart/michelle-nicosia-stauffer	Michelle Nicosia Stauffer has worked as a Consultant at Digital Foundry, Inc. since January 2003. Prior to that, they were a Product Manager at Terra Lycos Inc. from an unknown start date until 2003. Before joining Terra Lycos Inc., Michelle worked as a Product Manager at Quote.com (acquired by Lycos) from an unknown start date until 2002. Michelle Nicosia Stauffer attended Syracuse University from 1988 to 1992, where they obtained a Bachelor of Arts degree in International Relations from the Maxwell School of Citizenship.
correct_subsidiary_00108	FactBench	0	82	https://www.thesocialinfluencer.com/home/2018/8/4/social-influencer-series-entrepreneur-accelerator-connector-jeff-bennett	en	Jeff Bennett, Entrepreneur - Accelerator - Connector — The Social Influencer Series	http://static1.squarespace.com/static/58b99d5b725e2580fa6966e1/58b9a13cd482e94fc2e99c85/5b65e3c11ae6cf3410f536af/1547989356653/Jeff+Bennett+.jpg?format=1500w	http://static1.squarespace.com/static/58b99d5b725e2580fa6966e1/58b9a13cd482e94fc2e99c85/5b65e3c11ae6cf3410f536af/1547989356653/Jeff+Bennett+.jpg?format=1500w	[ "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1488646842096-BC1JQOU1XCN45UQHXDEC/image-asset.jpeg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1533404175487-LV4BWBLZVWDGL3H3ATTQ/Jeff+Bennett+.jpg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1533404214482-2DMGOGZ35A1WI5YCE3JO/amazon-echo-setup.jpg", "https://images.squarespace-cdn.com/content/v2/namespaces/memberAccountAvatars/libraries/58b99d5a2994ca03c2f16891/34399d1b7c8f41caa6a1035352083246/34399d1b7c8f41caa6a1035352083246.jpeg?format=300w", "https://images.squarespace-cdn.com/content/v2/namespaces/memberAccountAvatars/libraries/58b99d5a2994ca03c2f16891/34399d1b7c8f41caa6a1035352083246/34399d1b7c8f41caa6a1035352083246.jpeg?format=300w", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1683632801437-RBWEHLZWN6OE7ONO7TKA/Shawn+Green+.jpeg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1488630125583-H9YOJY38B17RNM71GSDG/IMG_3028.JPG", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1488630125583-H9YOJY38B17RNM71GSDG/IMG_3028.JPG", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1524310727607-XJRXH4BEGY7TMZSZ7ZY7/fullsizeoutput_16eb.jpeg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1524310727607-XJRXH4BEGY7TMZSZ7ZY7/fullsizeoutput_16eb.jpeg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1517958248925-7A11G88UBN6I9QI47D2L/LQkye7AbQCKNNqgoYvvlFw.jpg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1517958248925-7A11G88UBN6I9QI47D2L/LQkye7AbQCKNNqgoYvvlFw.jpg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1517958223618-C271S6PCPRQ9OU77T3N8/LQqzuxNmTtitVtYmXzv%2B4Q.jpg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1517958223618-C271S6PCPRQ9OU77T3N8/LQqzuxNmTtitVtYmXzv%2B4Q.jpg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1536619267964-KC52JF3TY9K3AOSF1YJF/IMG_8594.JPG", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1536619267964-KC52JF3TY9K3AOSF1YJF/IMG_8594.JPG", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1536619223986-AYW0C7G5JS47ZHEMH4TD/IMG_6747.JPG", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1536619223986-AYW0C7G5JS47ZHEMH4TD/IMG_6747.JPG", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1534429646926-JED90USTFWYCDPUGLGJG/TomErskineOneDoorWeb2017.jpg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1532955485151-HSKZXMNPIUBV1OWXFNB2/DK+18hm+%281%29.jpg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1491844165227-XPXWMN926T94QFK1X4CW/3d301c2.jpg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1534429646926-JED90USTFWYCDPUGLGJG/TomErskineOneDoorWeb2017.jpg", "https://images.squarespace-cdn.com/content/v1/58b99d5b725e2580fa6966e1/1508407340586-G8GXJNDNFUF9IWKLS6S2/Paul+Part+Two+.jpg" ]	[]	[]	[ "" ]	null	[ "Mark Keaney" ]	2018-08-04T00:00:00	Early on in my start-up adventures, I met Jeff Bennett . He was an advisor to a very smart company that I was working at. He had the connections; the know-how; and the creative vision to help any tech start-up find its path. I left that project, but stayed connected to Jeff as part of my expanding	en	https://assets.squarespace.com/universal/default-favicon.ico	The Social Influencer Series \| Sports, Tech & Social	https://www.thesocialinfluencer.com/home/2018/8/4/social-influencer-series-entrepreneur-accelerator-connector-jeff-bennett	Early on in my start-up adventures, I met Jeff Bennett. He was an advisor to a very smart company that I was working at. He had the connections; the know-how; and the creative vision to help any tech start-up find its path. I left that project, but stayed connected to Jeff as part of my expanding network and a really important part of the Boston Tech community. Jeff started his career selling for Wang. Remember Wang? Wang Laboratories was one of the original tech companies that fueled the "Massachusetts Miracle" - a period of economic growth unlike any the region had seen. His ability to engage in strategic deals early in his career propelled him into business and corporate development roles at Lycos and Terra. These high-growth experiences provided an invaluable platform that would be the launchpad for Jeff as a serial entrepreneur, founding companies like NameMedia and Digital Properties. In addition, Jeff is a true connector and accelerator - sharing his knowledge base and extensive experience by advising a long list of entrepreneurs and members of the tech community. I caught up with Jeff recently and here is a snapshot of what he had to say: Your team at Digital Properties are "builders, developers, entrepreneurs and visionaries in the digital real estate market." Let's talk about that conceptually. What an exciting way to look at the digital age. Where did this vision come from? I have believed for a long time that Internet domains and sites are digital real estate. Much like we develop real estate in the physical world, we can develop Internet domains into Web and Mobile sites that can serve very large audiences. The more descriptive a domain, the easier it is to turn it into a brand. I first started thinking about this as we rapidly grew the Lycos Network, which included dozens of web sites like Gamesville.com, Quote.com, MatchMaker.com and more. These were descriptive domains that became branded digital properties. I evolved this vision as the genesis of the NameMedia business, where we acquired over 1 million domains. At NameMedia we bought, sold and developed digital real estate into valuable websites and brands. A few years back I co-founded Digital Properties, which in itself is a very "descriptive name". Digital Properties resembles NameMedia, but we are not building a domain marketplace, rather focusing only on the development of our domains into branded digital media properties. Today, we have digital properties that serve the SMB, Education, Finance and Home vertical markets. We are growing the audience for these properties and monetizing through a number of partners. Our goal is to continue to grow these existing properties and build more properties to serve these vertical markets and more. In addition to the work we are doing at Digital Properties - over the years, I have become a “go-to matchmaker” of sorts for many start ups and established companies who have had the goal of finding the right domain. The notion that all domains are taken is just not true. You just have to work with someone who can help a company navigate and get the right domain for the business brand. What are you working on right now that has you charged up? There is a notion that the big digital companies Google, Facebook and Amazon are monopolies and there is no more room in the digital media industry. These companies are certainly powerful, but this does not mean that there is no room to build and innovate. Look at Boston companies like TripAdvisor, CarGurus and Wayfair who have found ways to build multibillion companies in this market. I see lots of continued growth in the longer tail of the internet as well. Successful collaboration with the big digital companies and innovative platforms and content can add lots of value to audiences. With a growing audience there are numerous ways to drive revenue. We have been able to get our business off the dime without the need to raise millions and millions thanks to collaborating with Amazon for hosting. There are so many opportunities for building profitable digital businesses in this period of time. That is really what gets me charged up. You have been so involved in the Boston Tech Startup community. Who are the rising stars to watch? I think we are so fortunate in Boston. The colleges have provided such an intellectually rich environment that has driven so much innovation and start up activity. We are seeing many entrepreneurs coming from successful Boston tech ventures and founding new businesses right here. Business-to-consumer companies (B2C) tend get all of the press, but in Boston we have many outstanding companies that serve the important Business-to-Business (B2B) sector. Three B2B companies that I really love in Boston right now are: 1. AdDaptive Intelligence that boot strapped their venture to now very strong revenue and profit growth. AdDaptive serves the rapidly expanding Account Based Marketing sector. Cofounders are Alumni of NameMedia. 2. Lola, who I think is going to revolutionize B2B travel now they have pivoted the business to this focus. Alumni of Boston based Kayak and Hubspot. 3. Business.com is the B2B focused unit of Purch. It was brilliant to buy this domain and now move to integrate all of their B2B platforms under this brand. Alumni of BuyerZone and CNET. These are three great examples of local entrepreneurs who have come out of other successful Boston ventures and are building next generation companies right here. From a go-to-market marketing perspective, what are the top trends in digital marketing to watch in 2018? The Search engines did a great job to capture information that was digitized. The emerging AI platforms are starting to measure up to their promise integrating all forms of information, both structure and unstructured, and making this information available. Mobile phones have really integrated what were so many independent forms of personal automation (phone, contacts, messaging, gps, content and more). What is really exciting is a whole new generation of technologies that are smart voice apps... that will allow us to capture voice, integrate voice into the massive information sets we now have access to and also use voice commands for search and access. Amazon Echo is a pretty cool device and the more you integrate it to daily functions the more productive it is. In my view this is just touching the tip of the promise for this type of technology.
correct_subsidiary_00108	FactBench	2	74	https://w2.eff.org/IP/Video/MPAA_DVD_cases/20010126_ny_journpub_amicus.html	en	Journalists' & Publishers' Amici Brief in NY MPAA DeCSS Case (Jan. 26, 2001)			[]	[]	[]	[ "" ]	null	[]	null					null	Journalists' & Publishers' Amici Brief in "MPAA v. 2600" Case Brief of Amici Curiae in Support of Appellants and Reversal of the Judgment Below; Universal v. Reimerdes (Jan. 26, 2001) CORPORATE DISCLOSURE STATEMENT Pursuant to Federal Rule of Appellate Procedure 26.1, amici curiae make the following disclosure: Wired News is a subsidiary of Terra/Lycos [Nasdaq: TRLY]. The Pew Center on the States is a grant organization funded by The Pew Charitable Trusts and administered by the University of Richmond. No publicly held company owns 10% or more of any equity or stock interest in The Pew Center on the States. Online News Association and Student Press Law Center are 501(c)(3) nonprofit organizations, and Newspaper Association of America is a 501(c)(6) nonprofit organization, each with no parent corporations or stockholders. Reporters Committee for Freedom of the Press is an unincorporated association with no parent corporations or stockholders. College of Communications, California State University, Fullerton, and the Silha Center for the Study of Media Ethics and Law, based at the School of Journalism and Mass Communication at the University of Minnesota, are academic institutions at public universities. TABLE OF CONTENTS INTERESTS OF THE AMICI CURIAE 1 ARGUMENT 5 I. ONLINE JOURNALISM IS AN IMPORTANT PART OF THE AMERICAN PRESS, AND LINKING IS AN IMPORTANT COMPONENT OF ONLINE JOURNALISM 5 A. The World Wide Web Has Become a Core News Medium 5 B. Linking, One of the Defining Characteristics of the Web, Is a Defining Characteristics of On-line Journalism 7 C. Restrictions on Linking Hinger the Basic Functioning of the Web 10 II. THE DISTRICT COURT'S TEST FOR LINKING LIABILITY VIOLATES THE FIRST AMENDMENT PROTECTIONS OF FREEDOM OF THE PRESS 11 A. The Unqualified Free Press Protections Applied to the Print Medium Should be Applied to On-line Journalism 11 B. The District Court's Linking Liability Test Will Chill Significantly More Speech Than the Defamation Standard 13 C. The District Court Interprets the DMCA to Authorize a Prior Restraint Against Publication of DeCSS by all Subsequent Publishers 21 III. ANY TEST FOR LINKING LIABILITY MUST BE BASED ON ACTIVE PARTICIPATION IN A TRAFFICKING ENTERPRISE 25 CONCLUSION 26 TABLE OF AUTHORITIES Cases ACLU v. Reno, 929 F.Supp. 824, 837 (E.D. Pa. 1996) 7 Alberti v. Cruise, 383 F.2d 268, 272 (4th Cir. 1967) 17 Bartnicki v. Vopper, 200 F.3d 109 (3d Cir. 1999) 24,25 Boehner v. McDermott, 191 F.3d 463 (D.C. Cir. 1999) 24 CBS, Inc. v. Davis, 510 U.S. 1315, 1318 (1994) 22 CBS v. Democratic National Committee, 412 U.S. 94, 120-21 (1973) 22 Century Communications Corp. v. FCC, 835 F.2d 292, 295 (D.C. Cir. 1987) 25 Celle v. Filipino Reporter Enterprises, 209 F.3d 163, 179 (2d Cir. 2000) 19 Community for Creative Non-Violence v. Pierce, 814 F.2d 663, 672 (D.C. Cir. 1987) 17 DeFilippo v. National Broadcasting Co., 446 A.2d 1036 (R.I. 1982) 13 Edwards v. National Audubon Society, 556 F.2d 113, 122 (2d Cir. 1977) 15,19-20 The Florida Star v. B.J.F., 491 U.S. 524, 539-40 (1989) 19,24 Herceg v. Hustler Magazine, Inc., 814 F.2d 1017 (5th Cir. 1987) 12 Hustler Magazine v. Falwell, 485 U.S. 46, 52 (1988) 15 IDK v. County of Clark, 836 F.2d 1185, 1194 (9th Cir. 1988) 25 Kramer v. Thompson, 947 F.2d 666, 671-680 (3rd Cir. 1990) 16-17 Landmark Communications v. Virginia, 435 U.S. 829, 843-44 (1978) 18,23-24 Levin v. McPhee, 119 F.3d 189, 195 (2d Cir. 1997) 18 Miami Herald Publishing Co. v. Tornillo, 418 U.S. 241, 258 (1974) 22 Near v. Minnesota, 283 U.S. 697, 718-19 (1931) 16 Nebraska Press Ass'n v. Stuart, 427 U.S. 539, 559 (1976) 22 New York Times v. Sullivan, 376 U.S. 254, 270 (1964) 11,14,15,22 New York Times v. United States, 403 U.S. 713 (1971) 9,18,22,24 Northwestern Pac. Railroad Co. v. Lumber & Sawmill Workers' Union, 31 Cal.2d 441, 448 (1948) 17 Oklahoma Publishing Co. v. District Court, 430 U.S. 308, 310-11 (1977) 24 Olivia N. v. NBC, Inc., 126 Cal. App.3d 488 (1981) 13 Organization for a Better Austin v. Keefe, 402 U.S. 415, 419 (1971) 22 Peavy v. WFAA-TV, 221 F.3d 158 (5th Cir. 2000) 24 Pennekamp v. Florida, 328 U.S. 331, 335 (1946) 18 Religious Technology Center v. Lerma, 908 F.Supp. 1353 (E.D.Va. 1995) 24 Reno v. ACLU, 521 U.S. 844, 870 (1997) 1,11 Regan v. Time, Inc., 468 U.S. 641, 648-49 (1984) 21,22 St. Amant v. Thompson, 390 U.S. 727, 732 (1968) 14-15 Smith v. Daily Mail Publishing Co., 443 U.S. 97, 98 (1979) 24 Turner Broadcasting System v. FCC, 512 U.S. 622, 664 (1994) 18 United States v. O'Brien, 391 U.S. 367, 376-77 (1968) 25 Universal City Studios v. Reimerdes, 111 F. Supp.2d 294, 340 (S.D.N.Y. 2000) 13-14, 16 Whitney v. California, 274 U.S. 357, 378-79 (1927) 18 Wood v. Georgia, 370 U.S. 375, 384-88 (1962) 18 Statutes 17 U.S.C. 1201 (b)(1) 23 Other Authorities Survey of 3291 Web users by the Graphic, Visualization, Usability Center at Georgia Tech University, October 1998 <http://www.gvu.gatech.edu/user_surveys> 6 Annotation Injunction as a Remedy Against Defamation of Person, 47 ALR2d 715, 726-27 (1956) 17 David Novack, "From Novelty to Mainstream," Editor & Publisher, Feb. 1, 1999, p. 36, citing the Pew survey of 3,184 adults 6,7 <http://www.mediainfo.com> (accessed Dec. 4, 2000) 6 Mark Sableman, "Link Law: The Emerging Law of Internet Hyperlinks," 4 Comm. L. & Pol'y 557, 560 (1999), quoting Tim Berners-Lee, "Realizing The Full Potential of the Web" <http://www.w3.org/1998/02/Potential.html> 10-11 Society of Professional Journalists' Code of Ethics, available at <http://www.spj.org/ethics/code.htm> 9,20 INTERESTS OF THE AMICI CURIAE The amici curiae are journalism membership and trade associations, online publications, and academic institutions which are concerned that the District Court's opinion, should it be affirmed, will significantly chill freedom of the online press by stifling one of its important features, linking. Amici curiae believe that if online journalism is to thrive, courts must allow it the unqualified First Amendment protection afforded its print counterparts, a result already mandated by the Supreme Court.(1) The District Court's subjective test to determine "linking liability," which departs from previously unquestioned freedom of the press principles, is a dangerous precedent; it allows Congress to authorize prior restraints on whole classes of information published on the World Wide Web, the publication of which is constitutionally protected in all other media. The amici curiae represent the broad range of journalistic interests and are eminently qualified to speak to the Court on these issues: The Online News Association is an association composed largely of professional online journalists. Though not yet two years old, the Association has more than 450 professional members, that is, members whose principal livelihood involves gathering or producing news for online presentation. The membership includes news writers, producers, designers, editors, photographers and others who produce news for the Internet or other digital delivery systems. By permitting liability to be predicated on the establishment of hypertext links, the decision of the District Court threatens to chill the constitutionally protected speech of online journalists by exposing them to legal risks not borne by other journalists, solely on the basis of the medium in which they practice their craft. The Reporters Committee for Freedom of the Press is a voluntary, unincorporated association of reporters and editors that works to defend the First Amendment rights and freedom of information interests of the news media. The Reporters Committee has provided representation, guidance and research in First Amendment and Freedom of Information Act litigation since 1970. The Newspaper Association of America (NAA) is a nonprofit organization representing the interests of more than 2,000 newspapers in the United States and Canada. Most NAA members are daily newspapers, accounting for 87% of the U.S. daily newspaper circulation. Over 1,400 member newspapers publish on the Internet through the World Wide Web. One of the NAA's missions is to advance newspapers' interests in First Amendment matters, including the right to publish free from prior restraints. The Student Press Law Center is a national, non-profit, non-partisan organization established in 1974 to perform legal research and provide information and advocacy for the purpose of promoting and preserving the rights of student journalists. The Center provides legal help and information to more than 2,000 student journalists and journalism educators each year. As the only national organization in the country devoted exclusively to defending the legal rights of the student press, the Student Press Law Center has collected information on student press cases nationwide and has produced a number of publications on student press law, including its book, Law of the Student Press, and its thrice-yearly magazine, the SPLC Report. Wired News is a daily technology news site published at www.wired.com. Wired News was founded in 1996. The Pew Center on the States is a research initiative founded in order to assist journalists, policy makers and concerned citizens to become better informed about innovations in public policy at the state level. Its principal activity is the publication of news about public policy on its website, Stateline.org, a free daily service that follows the development of major issues as they appear on the public agenda in the states. Stateline.org contains original reporting on critical issues by a Washington, DC-based reporting staff and links to daily newspaper reports from the 50 state capitals. The Silha Center for the Study of Media Ethics and Law was established in 1984 within the School of Journalism and Mass Communication at the University of Minnesota. The Center's efforts focus on the examination of the legal rights and ethical responsibilities of the mass media in a democratic society. The Center is particularly concerned about the development of legal principles that will apply to the new media, and the impact such principles will have on the First Amendment rights of all journalists. The College of Communications, California State University, Fullerton, established in 1989, is committed to advancing a democratic society by preparing students to understand the history and interpretation of the First Amendment. The College is especially interested in the development of legal principles emanating from the First Amendment as they apply to the new media and the effect that such principles have on the rights of media practitioners. Amici curiae are keenly aware that this case presents the issue of linking liability for the first time and that this holding may be the model for how future courts consider freedom of the online press hereafter. The importance of this case to amici curiae and the entire online journalism community cannot be overstated. Amici curiae urge that this court honor the Supreme Court's endorsement of the World Wide Web as a "dynamic, multifaceted, category of communication"(2) and exercise extreme caution so that the still-evolving field of online journalism is not substantially hindered at this critical stage in its development.(3) ARGUMENT I. ONLINE JOURNALISM IS AN IMPORTANT PART OF THE AMERICAN PRESS, AND LINKING IS AN IMPORTANT COMPONENT OF ONLINE JOURNALISM A. The World Wide Web Has Become a Core News Medium The World Wide Web has revolutionized journalism. Not since the emergence of television a half-century ago has a technological innovation so dramatically enhanced the ability of journalists to disseminate information to the public. The Web provides an extraordinary 24-hour framework for the distribution of news: text can be fused with sound, pictures and video; supplemental sources of information can be instantly cross-referenced; readers can participate through polls and discussion groups. The Web liberates journalists from the space and time barriers that confine the traditional print and broadcast media. It is no surprise then that the Web is the most rapidly growing medium for the delivery of news. Results from one of the largest regular surveys of Web users show that 55 percent of all users access news websites at least once a day.(4) A 1999 study by the Pew Research Center for the People and the Press found that 41 percent of U.S. adults were online news consumers, nearly double the percentage from two years earlier.(5) And the number of news websites continues to grow. Editor & Publisher's comprehensive Media Info Web page, which tracks all news organizations with a Web presence, shows there are now 8,844 news websites in the United States alone.(6) Online journalism, although once considered a peripheral component of traditional news media, is now part of the news media mainstream. It is an independently viable industry, with its own trade associations, unions, style guidelines and industry awards. Online journalists have established their credibility within their profession and with the public as well. In the Pew study cited above, 49 percent of Web users said online news was more accurate than news from traditional news sources, and a similar survey by Jupiter Communications found that more than 80 percent of Web users trust online news as much as traditional news sources.(7) Yet, the potential of online journalism is still largely untapped. As the Internet continues to grow, as bandwidth expands, as computer and modem processing speeds increase, and as more creative uses are made of the Web's capabilities, the Web will continue to evolve as an important channel through which the public gets its news. B. Linking, One of the Defining Characteristics of the Web, Is a Defining Characteristic of Online Journalism Hyperlinks are the engine of the Web, allowing rapid connections to be made between people and information. Without hyperlinks, the Web's extraordinary ability to facilitate the rapid, global dissemination of information would be severely impaired. Hyperlinks are the threads that tie together disconnected bits of information on the Web, permitting Web publishers to take advantage of all available knowledge when crafting messages. As the District Court noted in ACLU v. Reno, 929 F.Supp. 824, 837 (E.D. Pa. 1996), aff'd, 521 U.S. 844 (1997), "The power of the Web stems from the ability of a link to point to any document regardless of its status or physical location." Hyperlinks enhance online news reporting. The rapid access to layers of supplementary information allows journalists to add depth and context to their stories, making them more meaningful and useful to readers. Links allow the journalist to direct readers to the journalist's primary source material, lending credibility to the report and empowering the reader to investigate independently. Instead of merely summarizing the results of a complex scientific study, reporters often include a link to the research report or journal, allowing readers to make their own assessments and to scrutinize the reporter's account. Links can take readers to research archives, past articles, government records, audio and video clips of newsworthy events, discussion groups, and more. Many of these sources are stored on servers in other states or countries or are not prominently featured on the Web and would be difficult to find without hyperlinks. Online journalists use links like these routinely. When Judge Starr issued his report on allegations against President Clinton, and when the Florida Supreme Court issued its recent election rulings, online accounts were accompanied by links to the actual documents. And if the Web had been available in 1971, journalists for the Washington Post and New York Times may have linked to the Pentagon Papers in addition to publishing their own interpretations of those controversial documents. See New York Times v. United States, 403 U.S. 713 (1971). Links enable the online journalist to fully include each of the elements of reporting -- strong storytelling devices, presentation of a variety of viewpoints, and attribution of primary and secondary sources -- in a story. According to the Society of Professional Journalists, one of the ultimate goals of journalism is to provide readers with comprehensive accounts of the news, and one of the journalist's ethical mandates, in order to "Seek Truth and Report It," is to identify sources and provide the public with as much source information as possible.(8) Links are critical features in each of the three major models for online journalism. News websites that are associated with major print and broadcast news organizations, such as CNN.com, USAToday.com and ABCNews.com, publish original articles alongside some that may have appeared in their other-media counterparts. These sites supplement each type of article with hyperlinks to related content on the Web and with content that would not fit in their associated print or broadcast versions. In contrast, sites such as Salon.com, CNet.com and TheStreet.com, produce their own content exclusively for the Web. These sites also make extensive use of hyperlinks to augment their stories and to connect readers with other Web content. Sites in a third category, "meta" or "portal" sites, rely almost entirely on hyperlinks: these sites contain menus of hyperlinks, organized by topic, which readers can select. Many portal sites also use search engines or robots to create continuously updated pages of links that are customized to the interests of individual visitors or subscribers. C. Restrictions on Linking Hinder the Basic Functioning of the Web Forcing journalists to withhold information that they believe is important for readers not only contradicts long-standing journalistic and First Amendment principles, as explained below, it also undermines the Web's essential purpose. The Web was designed to work as a completely open system, empowering all people to access all posted information. Journalists can help advance that objective by investigating information on the Web and providing readers with useful links. As the Web's principal architect has said: The Web was designed to be a universal space of information, so when you make a bookmark or a hypertext link, you should be able to make that link to absolutely any piece of information that can be accessed using networks. The universality is essential to the Web: it loses its power if there are certain types of things to which you can't link.(9) II. THE DISTRICT COURT'S TEST FOR LINKING LIABILITY VIOLATES THE FIRST AMENDMENT PROTECTIONS OF FREEDOM OF THE PRESS A. The Unqualified Free Press Protections Applied to the Print Medium Should be Applied to Online Journalism Publishers on the World Wide Web, under the District Court's ruling, are subject to injunctions and liability that are unthinkable in other media. The District Court's conclusion stands in stark contrast to the U.S. Supreme Court's commands that debate on public issues be "uninhibited, robust and wide-open," New York Times v. Sullivan, 376 U.S. 254, 270 (1964), and that publication on the World Wide Web is due unqualified First Amendment protection, Reno v. ACLU, 521 U.S. 844, 870 (1997). As different as the Web may be from other journalistic media, its essential purpose is the same: to inform the broadest audience possible as fully as possible. This common and fundamental purpose is what underlies the press's hallowed constitutional status. The right to publish necessarily encompasses the right to publish a link. But the District Court, giving talismanic effect to the phrase "functionality," subjects Web publications to restrictions not permitted in the print media. Yet, the only "function" with which the District Court takes issue is the more rapid provision of additional information. The expression by the publisher -- publishing the address of a website -- is identical in each case, although the reader may use the furnished information in slightly different ways. Instead of typing a Web address identified in a print article into a browser or using a search engine to find referenced material, the reader can click on the link. The "function" that the District Court found justified a new constitutional rule is no different from the pre-Web practice of identifying reference material that a reader could then retrieve from a library. Web journalism should not lose a degree of constitutional protection because it works so efficiently.(10) B. The District Court's Linking Liability Test Will Chill Significantly More Speech Than the Defamation Standard The District Court's creation of a special constitutional test whereby an online publisher may be subject to suit under a federal statute merely because it has included a link in an article will have a serious chilling effect on journalistic practice. A journalist may sooner omit links, even those for which liability would be unlikely to attach, than subject herself to a trial regarding what she did or did not know or intend. The court's framework thus rewards timidity. It ensures that a great deal of important, newsworthy information will not reach the public. The District Court acknowledged that the chilling effect engendered by its "rule permitting liability for or injunctions against Internet hyperlinks is a genuine concern." Universal City Studios v. Reimerdes, 111 F. Supp.2d 294, 340 (S.D.N.Y. 2000). But the court believed that it had set out a standard that was "highly analogous" to the test for defamation, a standard that "gives the press great comfort in publishing all sorts of material that would have been actionable at common law." Id. at 341. The District Court held that an online publisher could be enjoined or held liable if it were proven that "those responsible for the link (a) know at the relevant time that the offending material is on the linked-to site, (b) know that it is circumvention technology that may not lawfully be offered, and (c) create or maintain the link for the purpose of disseminating the technology." Id. The journalists represented by amici curiae do not find "great comfort" in the District Court's subjective test. The District Court's analogy is inapt; the test for linking liability will flatly prohibit the publication of information that is permitted in other media. The test will chill significantly more speech than the defamation standard announced by the Supreme Court in New York Times v. Sullivan, 376 U.S. 254 (1964), and subsequent cases. Despite the District Court's efforts, its test for linking liability and the constitutional tests for defamation differ in several significant ways. Most basically, the New York Times test, requiring a clear and convincing showing of actual malice, allows for defamation actions in only the most exceptional cases. The test is set up so as to err decidedly on the side of allowing undesirable publication, rather than risk infringing unnecessarily on the freedom of the press: Neither lies nor false communications serve the ends of the First Amendment, and no one suggests their desirability or further proliferation. But to insure the ascertainment and publication of the truth about public affairs, it is essential that the First Amendment protect some erroneous publications as well as true ones. St. Amant v. Thompson, 390 U.S. 727, 732 (1968). The significant barrier to liability set out in the defamation standard is consistent with the fundamental principle of the First Amendment that in order to place as few limits on publication as possible, our democracy must tolerate some abuses of a free press. Thus even a strong potential for speech to be used for illegal purposes does not justify a blanket restriction. As this Court has said, "it is unfortunate that the exercise of liberties so precious as freedom of speech and of the press may sometimes do harm that the state is powerless to recompense: but this is the price that must be paid for the blessings of a democratic way of life." Edwards v. National Audubon Society, 556 F.2d 113, 122 (2d Cir. 1977).(11) The District Court takes the opposite position; it admits that its standard will encompass fair uses as well as infringing ones within its prohibition.(12) Instead of requiring culpability akin to "actual malice," the court's test is met by the simple intent to disseminate certain information. Thus even the publication of circumvention technology in the context of an educational story pertaining solely to non-infringing uses is prohibited in order to guard against the possibility that an infringing use of that information may occur. As a result, banned from publication are links to a website containing DeCSS in a report on permissible efforts to reverse engineer CSS, or in a report on the way a film professor compiles film clips for exhibition in class, or in a report on the District Court's decision. Banned are links that inform the reader exactly what DeCSS is, even if the reader is advised not to "use" DeCSS. Moreover, unlike the defamation standard in which relief is confined to damages, the District Court's test authorizes injunctions, that is, a judicial order barring publication, as well as liability. See Near v. Minnesota, 283 U.S. 697, 718-19 (1931) (stating that the defamed "find their remedies . . . in actions" for damages, "not in proceedings to restrain . . . publication"); Kramer v. Thompson, 947 F.2d 666, 671-680 (3rd Cir. 1990) (reviewing the rule against injunctions and characterizing exceptions to it as merely a "trickle"); Community for Creative Non-Violence v. Pierce, 814 F.2d 663, 672 (D.C. Cir. 1987) (stating the settled rule that "equity does not enjoin a libel or slander and that the only remedy for defamation is an action for damages"); Alberti v. Cruise, 383 F.2d 268, 272 (4th Cir. 1967). The rule against injunctions has varied historical origins. But perhaps the most important reason for its continued vitality is the concern that prohibiting publication is plainly censorship. See Northwestern Pac. Railroad Co. v. Lumber & Sawmill Workers' Union, 31 Cal.2d 441, 448 (1948) (holding that equity "will not restrain the commission of a libel or slander, for that is prior censorship--a basic evil denounced by the Constitution[] of the United States . . . in protecting freedom of speech and press"); see generally Annotation, Injunction as a Remedy Against Defamation of Person, 47 ALR2d 715, 726-27 (1956) ("The most formidable obstacle to the grant of injunctive relief against personal defamation in this country has been the feeling of the courts that to allow such relief would infringe the constitutionally guaranteed freedoms of speech and of the press by setting up what would be, at least potentially, a system of judicial censorship."). This principle is not unique to defamation jurisprudence. "Both the history and language of the First Amendment support the view that the press must be left free to publish news, whatever the source, without censorship, injunctions, or prior restraints." New York Times v. United States, 403 U.S. 713, 717 (1971) (Black, J. concurring). Further absent in the District Court's formulation is any analogue to the requirement that the publication be defamatory, that is, actually harmful to the subject's reputation, not merely untrue. See Levin v. McPhee, 119 F.3d 189, 195 (2d Cir. 1997); cf. Wood v. Georgia, 370 U.S. 375, 384-88 (1962) (explaining that one who makes false statements damaging to the reputation of a judge may be held in contempt of court only upon a showing of a clear and present danger of obstruction of justice).(13) This requirement is consistent with the broader rule that restrictions on First Amendment rights are not tolerated unless "the recited harms are real, not merely conjectural, and that the regulation will in fact alleviate these harms in a direct and material way." Turner Broadcasting System v. FCC, 512 U.S. 622, 664 (1994). The District Court's standard, in contrast, allows one to halt publication without any showing that the link was used improperly by any reader or caused anybody any harm at all. Although a per se standard of liability does exist for defamation actions, in which the false statements are inherently damaging, a per se standard must not be applied where, as here, publication supports "remarkably varied" legal and non-damaging uses. See The Florida Star v. B.J.F., 491 U.S. 524, 539-40 (1989) (rejecting an ordinance in which "liability follows automatically from publication"); see also Celle v. Filipino Reporter Enterprises, 209 F.3d 163, 179 (2d Cir. 2000) (noting the "fuzziness"of the defamation per se rule). Within the defamation analogy, publication by hyperlinking more closely resembles the practice of accurately reporting that allegedly false and defamatory statements were made by a reliable person. By hyperlinking, a publication is merely referring its reader to a reliable source of information about a newsworthy event or issue without espousing or concurring with the linked-to site's purposes. In the defamation context, this Court, recognizing that "the First Amendment protects accurate and disinterested reporting of [newsworthy] charges," has applied a "neutral reportage privilege." Edwards, 556 F.2d at 120. Under the neutral reportage privilege, the press may report neutrally on the fact that asserted defamatory statements were made. The rule is derived from the very basic concept that the press must be free to report on newsworthy controversies. "The public interest in being fully informed about controversies that often rage around sensitive issues demands that the press be afforded the freedom to report such charges without assuming responsibility for them." Id. Indeed, linking comes with even fewer risks than neutral reportage and is thus worthy of even greater constitutional protection. The online journalist is at least one step removed; she does not "republish" the allegedly harmful statement but merely indicates to the reader where it may be found. On a practical level, the District Court's standard adds a significant burden to present day news reporting practice as dictated by journalistic ethics. Sound journalistic practice mandates that journalists seek to report the truth fully and fairly. See supra Society of Professional Journalists Code of Ethics. The defamation test requires nothing more. Merely having adhered to this standard is usually adequate to defend oneself against a charge of defamation; a journalist may refer to notes of interviews and investigations, research materials, and other documentary evidence to mount a defense. However, a journalist who includes links in a story may have to retain an extensive record of the content of all linked-to sites at the time the link was created solely for the purpose of defending herself in an action based on linking liability. In addition, the examination into the publisher's intent in providing the link, required in the third part of the District Court's test, presents risks not present when the issue is merely the reporter's knowledge. Indeed, the core purpose of journalism is to disseminate information; one could scarcely imagine a situation in which the third prong of the District Court's test offered a legitimate journalist any safe haven. The District Court's test opens up to examination the subjective intent of numerous individuals responsible for including a link in a story.(14) These unparalleled burdens, and the threat of having to testify about every single link included in an article will result in a grave chilling effect on linking. C. The District Court Interprets the DMCA to Authorize a Prior Restraint Against Publication of DeCSS by all Subsequent Publishers The result of the District Court's ruling is that any court is now empowered to issue an order barring any publisher from purposefully publishing a link to a site that contains DeCSS. This result is not only an unprecedented intrusion on the well-established First Amendment right to editorial freedom,(15) it is a classic prior restraint.(16) No matter what the situation or the news story, linking to a site containing DeCSS subjects the publisher to liability unless the link was accidental. The only defenses available are the ignorance that DeCSS is on the linked-to site, the ignorance that DeCSS is unlawful circumvention technology, and the lack of intent to maintain the link as a source of the DeCSS information. It is not a defense that the article was, despite the fact that it also contained DeCSS, an important source of information. It is not a defense that DeCSS is uniquely illustrative of a newsworthy issue. It is not a defense that no copyright holder would likely be imminently harmed by the publication of the link, or that an adequate post-publication remedy is available. The fact that DeCSS is deemed contraband by the Digital Millennium Copyright Act does not change the constitutional calculation. Indeed, the DMCA itself forbids the use of the Act to grant a prior restraint. 17 U.S.C. 1201(b)(1). The prior restraint so authorized is one that could not issue in the print medium; it is hard to imagine that a newspaper could be restrained from directing its readers to the web address of a site that contains DeCSS, or for that matter, the title and edition of a magazine in which DeCSS was published, or the address to which to send orders for the T-shirt that has DeCSS printed on it, or the name of an encryption expert who may have a copy. The Supreme Court has long protected the First Amendment right of the press to publish not only mere "links" to confidential information, but the information itself. See Landmark Communications v. Virginia, 435 U.S. 829, 840 (1978) (rejecting argument that First Amendment protection does not extend to "the publication of information 'which by Constitutional mandate is to be confidential'"). See, e.g., The Florida Star v. B.J.F., 491 U.S. 524, 526 (1989) (identity of rape victim); Smith v. Daily Mail Publishing Co., 443 U.S. 97, 98 (1979) (identity of juvenile offender). The press's rights are not necessarily diminished because the information was initially obtained improperly by someone else. See New York Times v. United States, 403 U.S. 713, 714, 740 (1971) (White, J. concurring) (holding that the New York Times could publish the confidential Pentagon Papers, even though the reporter obtained them without authorization and possibly as a result of criminal conduct).(17) Even if one were to accept the assertion that the harm caused by the disclosure of DeCSS is not capable of being completely undone by post-publication relief, an injunction against publication is still not justified. See Oklahoma Publishing Co. v. District Court, 430 U.S. 308, 310-11 (1977) (refusing to enjoin the publication of photographs and the name of an 11 year old who had appeared at a detention hearing, even though a state statute authorized such an order). III. ANY TEST FOR LINKING LIABILITY MUST BE BASED ON ACTIVE PARTICIPATION IN A TRAFFICKING ENTERPRISE The tension in the District Court's opinion, evident by the court's authorization of prior restraints despite the DMCA's express prohibition on them, is a result of the District Court's wrongly perceiving the publication of a link to another website, without anything more, to be "offering to the public, providing, or otherwise trafficking." The First Amendment requires that "trafficking" be more than merely directing a reader to another source of information.(18) Although a hyperlink may be evidence of actionable conduct, it cannot be the basis for liability in and of itself. Courts should not formulate new constitutional tests specific to a medium unless such tests are absolutely necessary. In this case, existing First Amendment tests for vicarious liability adequately address Congress's concern in adopting the DMCA. For this reason, amici curiae endorse the hyperlinking liability analysis put forth by amici curiae American Civil Liberties Union et al. CONCLUSION For the foregoing reasons, amici curiae believe the judgment below should be reversed. Respectfully submitted, _______________________ Date: January 25, 2001 David Greene (Cal. Bar. No. 160107) First Amendment Project 1736 Franklin Street, 9th Floor Oakland, CA 94612 Telephone: 510-208-7744 Fax: 510-208-4562 Jane E. Kirtley (NY Bar No. 1716588) Erik F. Ugland (Minn. Bar No. 0261300) Silha Center for the Study of Media Ethics and Law School of Journalism and Mass Communication University of Minnesota 111 Murphy Hall 206 Church Street SE Minneapolis, MN 55455-0418 Telephone: 612-625-9038 Fax: 612-626-8012 Milton Thurm (NY Bar No. MT4581) Thurm & Heller, LLP 261 Madison Avenue New York, NY 10016 Telephone: 212-682-7000 Fax: 212-682-7401 ATTORNEYS FOR AMICI CURIAE Notes 1. Reno v. American Civil Liberties Union, 521 U.S. 844, 870 (1997) 2. Id. 3. All parties have consented to the filing of this brief and their letters of consent have been filed with the court. 4. Survey of 3291 Web users by the Graphic, Visualization, Usability Center at Georgia Tech University, October 1998 (www.gvu.gatech.edu/user_surveys). 5. David Novack, "From Novelty to Mainstream," Editor & Publisher, Feb. 1, 1999, p. 36, citing the Pew survey of 3,184 adults. 6. www.mediainfo.com (accessed Dec. 4, 2000). Of all the links, 3139 were to newspaper Websites, 2602 to magazines, 1928 to radio, 1003 to television, and 172 to syndicates. 7. Novack, supra, n. 5. 8. See Society of Professional Journalists' Code of Ethics, available at www.spj.org/ethics/code.htm. The mandate persists even, at times, when that information is legally confidential or was obtained by others through improper means. See infra note 17 and accompanying text. 9. Mark Sableman, "Link Law: The Emerging Law of Internet Hyperlinks," 4 Comm. L. & Pol'y 557, 560 (1999), quoting Tim Berners-Lee, "Realizing The Full Potential of the Web" <www.w3.org/1998/02/Potential.html.> 10. Indeed, were this brief submitted online, the judges of this Court could click on the links found in footnotes 4, 6, 8 or 9 and be quickly taken to those websites. Yet the "function" of the online version of the brief is no different than this paper one that requires that the web addresses be typed into a computer instead. To the extent "functionality" refers to the hyperlink instructing the reader how to accomplish a task, there are common analogues in other news media. Newspapers commonly print intentionally instructive materials, such as gardening tips, that could be used for improper purposes, such as growing marijuana. And television news broadcasts details of how robberies are committed even though an aspiring thief may learn essential information from the report. Several courts have refused to attach liability in such situations. See, e.g., Herceg v. Hustler Magazine, Inc., 814 F.2d 1017 (5th Cir. 1987), cert. denied, 485 U.S. 959 (1988) (reversing jury's award of damages in wrongful death action against a magazine publisher following adolescent's death allegedly caused by article describing practice of autoerotic asphyxia); DeFilippo v. National Broadcasting Co., 446 A.2d 1036 (R.I. 1982) (dismissing wrongful death action by deceased minor's parents against NBC after their son hanged himself while imitating a stunt observed on the Johnny Carson Show); Olivia N. v. NBC, Inc., 126 Cal. App.3d 488 (1981), cert. denied, 458 U.S. 1108 (1982) (finding that a victim sexually abused by teenagers imitating a similar incident depicted in television drama had no valid cause of action against television network ). 11. "As [James] Madison said, 'Some degree of abuse is inseparable from the proper use of everything; and in no instance is this more true than in that of the press.'" New York Times v. Sullivan, 376 U.S. 254, 271 (1964) (quoting 4 Elliots's Debates on the Federal Constitution 571 (1876)). See also Hustler Magazine v. Falwell, 485 U.S. 46, 52 (1988) ("But even though falsehoods have little value in and of themselves, they are nevertheless inevitable in free debate."). 12. The District Court identified, under its interpretation of the Digital Millennium Copyright Act, "a notable potential impact on uses that copy portions of a DVD movie" and characterized the interests of those affected as "remarkably varied." Reimerdes, 111 F. Supp.2d at 338. 13. The presumption of irreparable harm that in other contexts accompanies a legislative authorization of an injunction is not available when First Amendment rights are at issue. Pennekamp v. Florida, 328 U.S. 331, 335 (1946); Whitney v. California, 274 U.S. 357, 378-79 (1927) (Brandeis, J., concurring). Were it otherwise, the scope of freedom of speech and of press would be subject to legislative definition and the function of the First Amendment as a check of legislative power would be nullified. Landmark Communications v. Virginia, 435 U.S. 829, 843-44 (1978). 14. The Supreme Court has cautioned against applying intent based standards when First Amendment right are at stake. See Regan v. Time, Inc., 468 U.S. 641, 648-49 (1984) (striking down a test that hinged legality on the publisher's purpose in including an illustration). 15. See Miami Herald Publishing Co. v. Tornillo, 418 U.S. 241, 258 (1974); CBS v. Democratic National Committee, 412 U.S. 94, 120-21 (1973); see also Regan v. Time, Inc., 468 U.S. 641, 678 (1984) ("the Government simply has no business second-guessing editorial judgments as to the communicative value of illustrations"). 16. An order that prevents one from exercising his or her free speech rights, rather than addressing the harm caused by an utterance after the fact, is a "prior restraint." Prior restraints strike at the very heart of the First Amendment: In determining the extent of the [First Amendment's] constitutional protection, it has generally, if not universally, been considered that the chief purpose of the guaranty is to prevent previous restraints on publication. Near v. Minnesota 283 U.S. 697, 713 (1930). See Nebraska Press Ass'n v. Stuart, 427 U.S. 539, 559 (1976) ("[P]rior restraints upon speech and publication are the most serious and least tolerable infringement on First Amendment rights."); New York Times v. United States, 403 U.S. 713, 726-27, 730 (1969) (stating that prior restraints are permissible only "at time of war" (Brennan, J. concurring), or when a "direct, immediate and irreparable damage to our nation or its people" is certain to result) (Stewart J. concurring)). Prior restraints bear "a heavy presumption against its constitutional validity." Organization for a Better Austin v. Keefe, 402 U.S. 415, 419 (1971). As discussed above, the First Amendment dictates that the proper relief is not an injunction against publication, but an action for post-publication liability. "Subsequent civil or criminal proceedings, rather than prior restraints, ordinarily are the appropriate sanction for . . . misdeeds in the First Amendment context." CBS, Inc. v. Davis, 510 U.S. 1315, 1318 (1994). See also Nebraska Press Association, 427 U.S. at 558 (explaining the preference for post-publication sanctions rather than prior restraints). 17. See also Religious Technology Center v. Lerma, 908 F.Supp. 1353 (E.D.Va. 1995), in which the court made clear that a reporter could not be liable for publishing excerpts of newsworthy documents, even where those documents were protected by copyright; Bartnicki v. Vopper, 200 F.3d 109 (3d Cir. 1999), cert. granted, 120 S.Ct. 2716 (2000), in which the Third Circuit held that a radio broadcaster could not be punished under state and federal wiretap statutes for broadcasting an illegally intercepted phone conversation, because the broadcaster did not participate in its interception. But see Boehner v. McDermott, 191 F.3d 463 (D.C. Cir. 1999); Peavy v. WFAA-TV, 221 F.3d 158 (5th Cir. 2000) (holding the law could be constitutionally applied in other, limited situations).
correct_subsidiary_00108	FactBench	2	23	https://www.bostonglobe.com/business/2012/04/07/lycos-founder-seeks-new-breed-web-pioneers/0ZnsxuYeMv9wmHOL7KRdpJ/story.html	en	Lycos founder seeks new breed of Web pioneers	https://bostonglobe-prod…3OO5GONGB6EQ.jpg	https://bostonglobe-prod…3OO5GONGB6EQ.jpg	[ "https://www.facebook.com/ tr?id=884869448226452&ev=PageView&noscript=1", "https://sb.scorecardresearch.com/p?c1=2&c2=6035042&cv=2.0&cj=1", "https://www.bostonglobe.com/pf/resources/images/bg-logo--bug-medium.svg?d=485", "https://www.bostonglobe.com/pf/resources/images/bg-logo--full.svg?d=485", "https://www.bostonglobe.com/pf/resources/images/bg-logo--bug-theme-dark.svg?d=485", "https://www.bostonglobe.com/pf/resources/images/bg-logo--full-theme-dark.svg?d=485", "https://www.queryly.com/images/globe_searchicon.svg", "https://bostonglobe-prod.cdn.arcpublishing.com/resizer/SQSsvqVgAUqBUBfyQO0zZOFmzUQ=/960x0/arc-anglerfish-arc2-prod-bostonglobe.s3.amazonaws.com/public/HI2SB4EBCYI6DD3OO5GONGB6EQ.jpg" ]	[]	[]	[ "lycos", "google", "yahoo!", "highland capital partners", "carnegie mellon", "hot seat", "ON THE HOT SEAT" ]	null	[ "Michael B. Farrell" ]	2012-04-07T00:00:00	Before there were Google and Bing, Internet pioneer Bob Davis founded the search engine company Lycos Inc., which became the way millions of people first encountered the World Wide Web. Davis, who grew up in Dorchester, spoke recently with Globe reporter Michael B. Farrell about the rise and fall of Lycos as well as moving from entrepreneur to venture capitalist at Highland Capital Partners in Cambridge and helping Massachusetts grow the next generation of Internet companies	en	/pf/resources/images/favicon.png?v=bostonGlobe&d=485	BostonGlobe.com	https://www.bostonglobe.com/business/2012/04/07/lycos-founder-seeks-new-breed-web-pioneers/0ZnsxuYeMv9wmHOL7KRdpJ/story.html	The initial concept called searching the Web was developed by a brilliant scientist at Carnegie Mellon University in Pittsburgh. But he wanted no part of being in a business. A friend of mine, venture capitalist Dan Nova, found him and was wrestling with whether or not he wanted to buy this technology. I said I’d run it. I had the perfect Internet company: no revenue, no customers, no earnings. What happened? Why didn’t Lycos become Google? We sold Lycos around the peak of the [dot-com] bubble. In 2000, we were approached by the [Spanish telecommunications firm] Telefonica, and they wanted to buy the company. We sold it for $5.4 billion. If you had it to do over again, would you have sold it? I don’t know. The company certainly lost a lot of focus after it was sold. I would love to have seen the legacy of Lycos still stand tall. But ultimately our job was to create shareholder value. And we created a ton of shareholder value. What has been Lycos’s influence in the world of Internet search? What Google built its platform on is something called PageRank, which is a concept that Lycos pioneered. Even more than that, we developed a portal for the Web. The Internet, without search, is a useless card catalog and library. So, did you take a long holiday after you sold it? No, I didn’t take any holiday. After I sold it, I stayed the CEO of what became Terra Lycos. I did that for about five months and realized I didn’t enjoy it. When I decided to leave, that afternoon I was on a flight to my first day of work at Highland. Why did you join a venture capital firm instead of starting a new business? It’s fun participating in the building of other [companies]. We find great entrepreneurs and great people to build stuff, and then we stand back and say, “Wow, what a great job.’’ VCs like to talk about successes, but tell me about an investment that didn’t work out so well. The first investment I made at Highland. It was a software company, and we ended up selling it to a company in Europe. We lost a little bit of money. I was coming out of Lycos, but jumped into a category that I didn’t know. So when it faced challenges, I found that I wasn’t able to help. What about a success? Quattro Wireless. When we kicked off Quattro about five years ago, the idea to see websites on a mobile phone was a new concept. Quattro came along and offered a way to take all of what companies do on the Web and make that a good experience on a phone, and at the same time showing advertisers how to monetize that. We ended up selling that to Apple Inc. for what was reported to be $275 million. Is Massachusetts still losing technology talent to Silicon Valley? The ultimate incubator that we have are universities, but we still see far too many people moving West when they graduate. There’s an ecosystem that Silicon Valley has built that doesn’t exist here. Other than EMC, we don’t have a large, multinational technology company in Massachusetts. We have been a fertile area to grow companies for West Coast companies to acquire, but we haven’t been able to develop the companies willing to stay. Why did Highland move from Lexington to Cambridge? We moved here for one reason: You want to fish where the fish are, and the entrepreneurs are in Boston and Cambridge.
correct_subsidiary_00108	FactBench	3	80	https://www.computerworld.com/article/1370012/terra-lycos-names-new-president-for-u-s-division.html	en	Terra Lycos names new president for U.S. division	https://www.computerworl…avicon-32x32.png	https://www.computerworl…avicon-32x32.png	[ "https://www.computerworld.com/wp-content/uploads/2024/07/2517633-0-05475300-1721383366-luca-dugaro-51QuDmUuySk-unsplash.jpg?quality=50&strip=all&w=444", "https://www.computerworld.com/wp-content/uploads/2024/07/1634710-0-95105400-1721382428-android-fixes.jpg?quality=50&strip=all&w=444", "https://www.computerworld.com/wp-content/uploads/2024/07/2520673-0-41245600-1721316265-shutterstock_1727337409.jpg?quality=50&strip=all&w=375", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-vision-pro-flop-1.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-tiktok-ban-craig-albert-1.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-abba-music-ai-1.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/2520726-0-72628300-1721326442-CW-thumb-ai-for-everyone-ryan-cox.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-vision-pro-flop.jpg?quality=50&strip=all&w=320", "https://www.computerworld.com/wp-content/uploads/2024/07/cw-thumb-spatial-tech-mike-bechtel.jpg?quality=50&strip=all&w=320" ]	[]	[]	[ "" ]	null	[ "Linda Rosencrance" ]	2001-02-27T03:00:00-05:00	Internet portal company Terra Lycos has tapped former Raging Bull CEO Stephen Killeen to lead its U.S. division.	en	https://www.computerworl…e-touch-icon.png	Computerworld	https://www.computerworld.com/article/1370012/terra-lycos-names-new-president-for-u-s-division.html	Internet portal company Terra Lycos Inc. has chosen former Raging Bull president and CEO Stephen J. Killeen to lead its U.S. division in Waltham, Mass. Killeen will report to Terra Lycos President and Executive Chairman Joaquim Agut. Prior to joining the Barcelona, Spain-based company, Killeen was president and director of Marketing Services Group Inc. in New York. “The U.S. market is the largest in the world, and it is a critical focus for our company to continue to grow our presence in the U.S.,” Agut said in a statement. “Stephen’s exceptional leadership qualities and experience running … Internet companies and large organizations made him the perfect choice for this new, pivotal role at Terra Lycos.” Killeen said in a statement that he is “thrilled” to be joining the company. A month ago, Terra Lycos CEO and co-founder Bob Davis resigned over an alleged dispute about his role in the company. Davis was CEO of Waltham, Mass.-based Lycos Inc. before it was acquired by Spanish telecommunications giant Telefonica SA’s Terra Networks subsidiary last year. Terra Networks chief executive Abel Linares and U.S. operations president Ron Sege also resigned. Andover, Mass.-based financial information site Raging Bull was acquired by Terra Lycos last month. According to the statement, Killeen will be responsible for revenue, profit and all “customer experience” at the U.S. business unit. His duties will include managing all of the Web sites in the network, sales, product development and marketing areas. Terra Lycos officials could not be reached for further comment.
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"https://www.cfo.com/static/img/menu_icons/search.svg?320116291121", "https://www.cfo.com/static/img/menu_icons/chevron_down.svg?102717100918" ]	[]	[]	[ "" ]	null	[ "George Donnelly" ]	2000-09-01T00:00:00	CFO.com provides essential analysis and expert advice for Chief Financial Officers to tackle organizational challenges, manage major risks, drive organizational value, and maximize their personal career potential.	en	/favicon.ico?v=2	CFO	https://www.cfo.com/news/terra-firma/684255/	Next month, shareholders of Lycos Inc. will decide if they want to join forces with the leading Spanish Internet service provider, Terra Networks SA. Terra who, you ask? Terra is the offspring of Telefonica SA, Spain’s privatized phone utility, and its stock was trading around $150 last winter. U.S.-based Internet portals such as Lycos are increasingly looking abroad for growth, and here a Spanish player with an expanding presence in Latin America came to Lycos with a hefty offer. Now Lycos management, for the second time in two years, is enticing shareholders with a fascinating, but risky, deal. And if shareholders say no, it will send Lycos back to the drawing board to keep pace with its Internet peers. It’s been difficult for Lycos to keep up with the likes of America Online and Yahoo. It consistently ranks fourth in total U.S. Web traffic (after AOL, Microsoft’s sites, and Yahoo). All the same, its announcement in May that it would be acquired by Terra Networks came out of left field. The offer–$97.55 worth of Terra’s shares, based on its stock price at the time of $56–was a lush premium for Lycos, which was trading at about $60 at the time. For Terra, the deal represented the crowning achievement of an aggressive worldwide expansion program that included acquisitions in Mexico, Brazil, and Chile. For Lycos, whose merger with USA Networks fizzled amidst shareholder skepticism, the new deal was heralded as a bold move onto the international stage. “Overnight, in one fell swoop, this company has jumped from strong Internet competitor to a global powerhouse,” claimed Lycos CEO Bob Davis at the time of the deal. But the deal only served to confuse many investors. It was the world’s first international portal acquisition, and the acquirer was a relative unknown. In addition, Terra’s stock has slumped more than 20 points since the announcement, and analysts caution that the deal is not a certainty, especially if that trend continues. Ted Philip, Lycos’s chief operating officer and CFO insists, of course, that he “sees nothing that keeps this deal from closing.” Still, the investor reaction underscores risks associated with cross- border deals when a foreign acquirer is using an inflated stock price to make an acquisition. “It’s risky to the Lycos management from the standpoint that they’re putting all their cards on the table and assuming this deal will go through, when the reality is that if Terra’s price gets too weak, there won’t be a real takeover premium for shareholders,” notes Frederick Moran, head of Internet research at Jefferies & Co., in New York. As European Internet shares falter like their U.S. counterparts, shareholders may have to choose between the longer-term strategic sense of the deal and the desire for a significant premium. Visionary, or Deal-hungry? In part because of the risk, Terra has been a generous suitor. As part of the deal, parent Telefonica agreed to underwrite a $2 billion rights offering for the new company, to be called Terra Lycos. And anticipating potential deflation in Terra shares, the deal included a collar that guaranteed the deal price as long as Terra’s stock stayed within a 20 percent range for a 10-day period before the close of the merger, which is expected to be in October. If the price falls below the collar, Lycos holders would receive a maximum of 2.15 Terra shares per share; if the stock soars, Lycos shareholders would receive no less than 1.43 Terra shares. But Lycos shares have not spiked to meet the premium as Terra’s stock has fallen below the collar. In addition, in July Telefonica and Terra chairman Juan Villalonga was forced to resign, following allegations that he engaged in insider trading. For Lycos, there is the additional overhang from its previous failure. In February 1999, Lycos agreed to merge with assets of CEO Barry Diller’s USA Networks in a $6 billion deal that would have created a multimedia entity with a strong cash flow and after-depreciation profits. But the Internet world, more interested in stock valuation than cash flow, didn’t know what to make of an Internet media hybrid, and shareholders rejected the deal. What’s different this time, of course, is the new religion in Internet circles about profitable business models that has emerged post- AOLTime Warner. Lycos is financially strong for an Internet company. It has a positive cash flow of more than $50 million from operations for the first three quarters of its fiscal year, which ended July 31. For its third quarter, it reported revenues of $78.6 million, a 120 percent year-over-year increase and a 15 percent increase from its previous quarter. Lycos also delivered earnings per share of $1.05, although that reflects a one-time gain of $270 million from the initial public offering of Lycos Europe, of which it owns 43.8 percent. In addition, Lycos has already recognized that international growth is where the action is for portals. Yahoo derived 15 percent of its revenue from foreign operations in its last quarter. Lycos, which has established beachheads outside Europe, including in Asia and Canada, has expanded internationally through joint ventures, says Philip, which means its foreign revenue amounts cannot be claimed. Still, the question must be asked: Is Lycos trying to shape a multilingual global media concern, or is it simply deal hungry, afraid that it’s being left in the dust by the likes of AOL and Yahoo? “This is not a merger out of necessity,” insists Philip. “It is a merger out of opportunity.” Yet, while Lycos’s success is a result of aggressive deal- making–it rapidly expanded through a series of well-timed acquisitions of such properties as Tripod, a personal Web page builder, and Hotbot, a Web search site–it has never been able to catch up with Yahoo. In fact, the gap, in terms of U.S. audience, is growing. In June, Yahoo had 48 million unique visitors to its Web sites, compared with 31 million for Lycos’s properties. Lycos has been growing, but maybe not fast enough. “In the media world, in the Internet media particularly, the world is becoming a very small place,” says Lucas Graves, a senior analyst at Jupiter Communications Inc., in New York, who covers Latin American new media. “There is growing pressure for offline and online properties to unite, and for these unified media businesses to play on a global stage.” Although there aren’t compelling synergies between Lycos and Terra, says Graves, Lycos may fit into parent Telefonica’s larger ambitions to expand its telecommunications and media empire. “There are still missing pieces of the puzzle, but with further acquisitions, they’ll grow into this global telecommunications/Internet/media company,” says Graves. “But they’re growing into a second- tier global media company. They’re still not in the same ballpark as AOL or Yahoo.” The Right Partner One understands the compulsion to grow by merging, but the question remains whether Lycos picked an appropriate partner. Terra’s income statement looks like many of the high-flying U.S. Internet companies of a year ago: rapid growth coupled with high customer acquisition costs and large losses. Terra’s losses– 165.9 million euros–amounted to almost twice its revenues for the first six months of 2000. However, its subscriber base, following rapid acquisitions in Latin America, doubled during the first half of the year, to 2.66 million customers. The losses, in part, reflect the considerable costs of entering six new countries this year. “Investors understand that in developing markets, you need to have those losses to get market share,” says Philip. Although it is far from certain, most observers are betting the deal will go through. The rights offering, to be guaranteed by Telefonica, will give the new company “a big cash pile of $3.2 billion,” which would place Terra Lycos 23rd in the Fortune 500 in terms of cash strength, says Morten Andersen, a London- based Internet analyst for Deutsche Bank. The deal also “leaves Terra Lycos with presence in more countries [37] than anyone else,” Andersen says. He gives the deal an 80 percent to 90 percent chance of going through. The risk? “Terra’s stock price completely collapses. If shareholders don’t vote it through, it would have to be from concern over the value of the Latin American business,” says Andersen. Should the worst happen, it would be another dramatic swing and miss for Lycos. Philip rejects the possibility of not connecting this time. “This is about two complementary companies with very little overlap that cover every area of the world,” he says. And shareholders support it, he adds. But in the Internet world, as Philip learned last year, support can erode quickly.
correct_subsidiary_00108	FactBench	2	19	https://www.livemint.com/Companies/FDv7h75dUzSQiyqQp7G3rN/Lycos-founder-Mauldin-returns-to-company-after-17-years.html	en	Lycos founder Mauldin returns to company after 17 years	https://images.livemint.…414@LiveMint.jpg	https://images.livemint.…414@LiveMint.jpg	[ "https://sb.scorecardresearch.com/p?c1=2&c2=6035286&cv=3.6.0&cj=1", "https://www.livemint.com/lm-img/img/static/search.png", "https://www.livemint.com/lm-img/img/static/ico-e-paper-web.png", "https://images.livemint.com/rf/Image-621x414/LiveMint/Period1/2015/08/25/Photos/maul-kG9--621x414@LiveMint.jpg", "https://www.livemint.com/lm-img/img/static/value-up.png", "https://www.livemint.com/lm-img/images/wishfin/new_check_cibil.gif" ]	[]	[]	[ "" ]	null	[ "Yogendra Kalavalapalli" ]	null	Michael Mauldin will join the firm, which is now run by a Hyderabad-based promoter, as an independent director	en	https://www.livemint.com…ons/mintfavi.svg	mint	https://www.livemint.com/Companies/FDv7h75dUzSQiyqQp7G3rN/Lycos-founder-Mauldin-returns-to-company-after-17-years.html	Michael Mauldin, founder and inventor of the 1990s Internet search engine Lycos, is returning to the company after a gap of 17 years at a time the company is reinventing itself in the wearable tech space. Mauldin will join Lycos Internet Ltd, which is now run by a Hyderabad-based promoter and is listed on the Indian stock exchanges, as an independent director. His appointment is effective 24 August, the company said. Mauldin quit Lycos in 1998. He co-founded artificial intelligence firm Conversive Inc. with digital entertainment expert Peter Plantec in 1998 and was on its board till 2013 for a little while after it was bought by Avaya Inc. in 2012. “Twenty years ago, Lycos changed the way the world accessed online information, and I hope to help Lycos change the world again as we tame the wilderness of wearable technology and the Internet of Things,” Mauldin said in a statement. Mauldin’s return also coincides with Lycos’ efforts to find buyers or licensees for its clutch of 22 patents, spanning search engine optimization, online advertising and online multi-player gaming. The company has mandated Propeller(y), a Washington DC-based intellectual property consulting firm, to find buyers or partners who will license its patents. “We are delighted to welcome the creator of Lycos on to the company board,” Suresh Reddy, chairman and chief executive officer of Lycos, said in a statement. “This appointment brings solid value to the company in terms of broad basing the board composition. More importantly, this provides us access to Michael’s experience and deep insights in the technology domain.” Lycos was one of the first online search engines before it lost the race to Google Inc. and Yahoo Inc. The website still functions under its new owner. Mauldin was working as a research scientist on the Infomedia digital library project at Carnegie Mellon University when he invented the Lycos search engine in the early days of the Internet. Lycos went public in 1996 and grew through acquisitions, taking over top Internet properties such as Wired News (the antecedent of today’s Wired news magazine), LycoShop (online marketplace), WhoWhere (yellow pages and people search engine), Quote.com (financial services) and Gamesville (online gaming). It was the fourth biggest online network in the US in March 2000 with 33 million visitors when it was acquired by Terra Networks SA for $12.5 billion in one of the biggest Internet transactions at the time. Four years later, however, Terra Networks sold Lycos for a mere $95 million to South Korea’s Daum Communications Corp., which in turn sold it to Hyderabad-based digital marketing firm Ybrant Digital Ltd in 2010 for $36 million. Ybrant has since renamed itself Lycos Internet Ltd to position itself as an international player. Mauldin’s LinkedIn profile says he is now “severely retired” and that he has no specializations to speak of. Although he and his wife are “world travellers”, they mostly stay at their ranch in Austin, Texas, to take care of baby animals. For seven years till April 2013, he built combat robots in the 120- and 220-pound weight classes at annual robot contest RoboGames.
correct_subsidiary_00108	FactBench	3	55	https://www.internationaltaxreview.com/article/2a69xz3uupd7mrdrbh62p/telefonica-chooses-davis-polk	en	Telefónica chooses Davis Polk			[ "https://assets.euromoneydigital.com/dims4/default/92c0ca4/2147483647/strip/true/crop/2257x1395+0+0/resize/65x40!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2Ffa%2F38%2F242c2cea4233b4c0b1fffc80e42a%2Fitr-logo.png", "https://assets.euromoneydigital.com/dims4/default/9ca4577/2147483647/strip/true/crop/2000x1126+0+87/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2F44%2Fd1%2F658db74c427ca011790bb450bec2%2Fpwc-tax.jpg", "https://assets.euromoneydigital.com/dims4/default/1b7473c/2147483647/strip/true/crop/2000x1126+0+103/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2Ff0%2Fbe%2F216fa4d74c34a0f18f723cb81496%2Fpillar-one-amount-a-oecd.jpg", "https://assets.euromoneydigital.com/dims4/default/c610e7f/2147483647/strip/true/crop/918x517+86+0/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2F13%2F0a%2F97cc738f4717a6a1f6c0aaa14e2f%2Fitr-emea-tax-awards-2024-4c-4x.png", "https://assets.euromoneydigital.com/dims4/default/3de5a3e/2147483647/strip/true/crop/918x517+155+0/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2Ff1%2Ffa%2F4dc31a6c41f3a877a99d2ae35fd7%2Fitr-asia-pacific-tax-awards-2024-4c-4x.png", "https://assets.euromoneydigital.com/dims4/default/84555d9/2147483647/strip/true/crop/840x473+0+43/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2F4f%2F88%2Ff6908850441bbbc488401e9f97fc%2Fluxembourg.jpg", "https://assets.euromoneydigital.com/dims4/default/e48acfe/2147483647/strip/true/crop/630x355+0+15/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2Fae%2F1b%2Fe6c7efbfb1311441a2f86079532f%2Fey-kate-barton-meta.jpg", "https://assets.euromoneydigital.com/dims4/default/5bc1f92/2147483647/strip/true/crop/630x355+0+108/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2Fbf%2Ff1%2F0fe12c266744caae6a0cefd7f293%2Fhmrc.jpg", "https://assets.euromoneydigital.com/dims4/default/00729fe/2147483647/strip/true/crop/840x473+0+44/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2Fd7%2F6c%2F5004825941abb33b85862dced9a5%2Fpwc.jfif", "https://assets.euromoneydigital.com/dims4/default/0b26b68/2147483647/strip/true/crop/5993x3375+7+0/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2F57%2Fde%2Fcc4783684e579a792398f2735791%2Fadobestock-210978794.jpeg", "https://assets.euromoneydigital.com/dims4/default/c91cbd0/2147483647/strip/true/crop/3553x2001+0+0/resize/293x165!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2F0f%2Fe0%2F3f79f0664de4aace5a70577a6962%2Ftalent-tracker-itr-image-article.png", "https://assets.euromoneydigital.com/dims4/default/b40d998/2147483647/strip/true/crop/900x309+0+0/resize/146x50!/quality/90/?url=http%3A%2F%2Feuromoney-brightspot.s3.amazonaws.com%2F98%2Fdf%2F7bf897fa41e7b4468e6bd6b63ec4%2Fitr-logo-white-footer.png" ]	[]	[]	[ "" ]	null	[]	2000-06-30T00:00:00	Davis Polk & Wardwell is acting as M&A and SEC counsel to Telefónica and Terra Networks, a Madrid-based internet service provider, in connection with Terra Networks' acquisition of Lycos, the Massachusetts-based internet portal. Telefónica holds a majority interest in Terra Networks. The all-stock transaction is valued at $12.5 billion. Under the terms of the agreement, Lycos stockholders will receive $97.55 worth of Terra stock for each Lycos share, so long as Terra's stock price does not rise or fall more than 20% from recent levels. Partner Mario Verdolini of Davis Polk's New York office is providing tax advice, and partner Patrick Bradford of the New York office is advising on antitrust issues.	en		ITR	https://www.internationaltaxreview.com/article/2a69xz3uupd7mrdrbh62p/telefonica-chooses-davis-polk	As a premium subscriber, you can gift this article for free You have reached the limit for gifting for this month There was an error processing the request. Please try again later.
correct_subsidiary_00108	FactBench	0	57	https://www.publicist.co/operator/Aki	en	Operator by Publicist	https://www.publicist.co…4c17fc187652.png	https://www.publicist.co…4c17fc187652.png	[ "https://www.publicist.co/operator/assets/operator-dark-5532ca8810065bd98b9755e5594b4c971944bcb5ab282cf4945378f2e759a19d.svg", "https://www.publicist.co/operator/rails/active_storage/representations/redirect/eyJfcmFpbHMiOnsibWVzc2FnZSI6IkJBaHBBZ01DIiwiZXhwIjpudWxsLCJwdXIiOiJibG9iX2lkIn19--7abcf96623d5d293d1e983c70413c9052a775b70/eyJfcmFpbHMiOnsibWVzc2FnZSI6IkJBaDdCem9MWm05eWJXRjBTU0lJYW5CbkJqb0dSVlE2RTNKbGMybDZaVjkwYjE5bWFXeHNXd2RwQWxnQ2FRSllBZz09IiwiZXhwIjpudWxsLCJwdXIiOiJ2YXJpYXRpb24ifX0=--4dff3914180042da4ff46ff0ca75a21cc4a183e9/aki-hashmi.jpg", "https://www.publicist.co/operator/assets/avatar-underlay-b7dbb58804a751f2a0308cbfcdae3b051da755d86368562f2ac67677144fe5a0.svg" ]	[]	[]	[ "" ]	null	[]	null	Aki Hashmi, CEO at SkinSAFE on Operator by Publicist. Operator is the premium destination for expert advice.	en	https://www.publicist.co…e-touch-icon.png		https://www.publicist.co/operator/Aki	Operator was created to support individuals who are looking for advice, support or inspiration from Experts. Operators share guidance but they do not produce any tangible deliverables. While brands can hire talent from Publicist platform for strategic support, The Publicist marketplace is geared towards brands who are looking to hire talent to execute on specific projects or deliverables. The Publicist marketplace and Operator offerings are complementary. With Operator, individuals and brands will gain valuable insights and get specific guidance on anything from how to scale a business, to what it is like to run a marketing and communications team and so much more. Once they’ve received advice, they can go to the Publicist marketplace and search for talent to execute on new initiatives.
correct_subsidiary_00108	FactBench	0	41	https://www.zdnet.com/home-and-office/networking/bob-davis-steps-down-as-terra-lycos-ceo/	en	Bob Davis steps down as Terra Lycos CEO	https://www.zdnet.com/a/…t=675&width=1200	https://www.zdnet.com/a/…t=675&width=1200	[ "https://www.zdnet.com/a/img/resize/5eff43175d332df456cd17b11ca7b75fbf95e545/2014/12/04/556f791f-7b69-11e4-9a74-d4ae52e95e57/zd-defaultauthor-jim-hu.jpg?auto=webp&fit=crop&frame=1&height=192&width=192" ]	[]	[]	[ "" ]	null	[ "Jim Hu" ]	2001-02-01T00:00:00+00:00	The CEO leaves after what appeared to be a power struggle. He leaves as as the newly-merged Terra Lycos is taking heat from investors.	en	https://www.zdnet.com/a/…-logo-yellow.png	ZDNET	https://www.zdnet.com/home-and-office/networking/bob-davis-steps-down-as-terra-lycos-ceo/	Terra Lycos confirmed Thursday that Chief Executive Bob Davis is stepping down amid a top-level management shake-up. . The company, which topped estimates for the fourth quarter, said it was comfortable with first-quarter targets but was mum on the outlook for fiscal 2001. Investors have become increasingly skittish about Terra Lycos as several competitors are warning of rough times ahead. In many ways, the management shake-up couldn't have come at a worse time. Terra Lycos, formed from the merger of Spain-based Terra Networks and U.S. portal Lycos (lcos), is only 3 months old and faces a tough market environment. The company reported a fourth-quarter loss of 17 cents a share on sales of $164 million. Earnings tracking company First Call said analysts had projected a loss of 22 cents a share on sales of $151 million. Executives said the company was comfortable consensus estimates for the first quarter. According to First Call, the company is expected to lose 14 cents a share on sales of $177 million. However, Terra Lycos executives said they couldn't predict 2001 results because of "softness in the market." In the shake-up, Davis will step down as CEO to become a nonexecutive chairman at the company. He also will become a partner at venture capital firm Highland Capital Partners. Chairman Joaquim Agut will take the reins at Terra Lycos. Chief Financial Officer Ted Philip will become vice president of strategic planning and mergers and acquisitions. Elias Rodriguez-Vina will replace Philip as CFO. On a conference call with analysts, Davis said reports of a rift between him and Agut were overblown but noted that having two chiefs doesn't work well in practice. "This is a day that holds a lot of mixed emotions for me," said Davis, who reiterated that he will still be involved in strategic planning. Davis' tenure was marked by his signature scrappiness that turned an obscure Web search engine developed at Carnegie Mellon University into a new media company. As the first employee at Lycos, Davis also shepherded the company through times of turmoil, from an embarrassing failed merger with USA Networks and the collapse of the Web stock bubble. Rise of Lycos The rise of Lycos was largely marked by Davis' growth-at-all-costs attitude that kept the company afloat despite difficulties in competing in the Web portal sector. Much of the company growth was fueled by acquiring smaller Web companies such as Wired Digital, Quote.com, Sonique, Gamesville and this week's purchase of Raging Bull. But over the past couple of years, leaders such as Yahoo, America Online and the Microsoft Network have become bigger and have increased their leads. The stragglers either have thrown in the towel or have turned their attention from competing with the top players. Just this week, Walt Disney said it would shutter its Go.com Web portal and lay off 400 employees. Just when it seemed Lycos would also fall into the turmoil that struck second-tier portals, Davis sold the company to Internet service provider Terra, a subsidiary of Spanish telecommunications giant Telefonica. Given Terra's dominance in the developing Latin American region, the acquisition was viewed as a possible answer to AOL's megamerger with Time Warner. German media giant Bertelsmann pledged to buy nearly $1 billion in advertising on Terra Lycos and supply the company with its content. But a rift soon developed among top executives. When Terra and Lycos merged, former Telefonica Chairman Juan Villalonga forged a power-sharing pact with Davis. However, Villalonga was ousted in a boardroom coup shortly thereafter, and Davis reportedly had differences with Agut, the man Telefonica appointed chairman of Terra. Davis' tenure at Terra Lycos has had its pluses. In October, he sold more than 3.45 million shares in a transaction valued around $72 million at the time, according to regulatory filings. In November, Philip cashed in shares in a transaction valued at $6.5 million. Lot of raw material As for the future of Terra Lycos, Agut has a lot of raw material to work with. Terra Lycos has $2.4 billion in cash, a strong partnership with Bertelsmann and a seemingly prime position as a global Internet player. Page views rose 227 percent from the previous year to 350 million average daily page views in December. Subscribers increased 336 percent from the previous year to 6.1 million in December. In addition, Terra Lycos' joint venture with Telefonica Moviles, Terra Mobile, has more than 3 million registered customers. But there were a few problems in the quarter. Of Terra Lycos revenue, $121 million derived from the company's media business. That figure was below Goldman Sachs projections of $127 million. Internet access revenue was $42 million, a bit higher than projections. Philip said Terra Lycos was not emphasizing free access and moving customers to the subscription model. For the year, Lycos reported a loss of $348 million, or 67 cents a share, excluding charges on sales of $398 million. Agut's biggest job will be selling the company's new management team to Wall Street. Analysts questioned who would be watching Terra Lycos' portal operations since the company's top executives will be in Madrid. The company said it will be reorganizing its portal operations. Agut said the fourth-quarter and first-quarter results will speak for themselves. "Our strong financial performance this quarter lends credibility to this merger," he said. "The most important thing is that everyone will be accountable for every single thing. "This machine will be working in a perfect way." Terra Lycos confirmed Thursday that Chief Executive Bob Davis is stepping down amid a top-level management shake-up. . The company, which topped estimates for the fourth quarter, said it was comfortable with first-quarter targets but was mum on the outlook for fiscal 2001. Investors have become increasingly skittish about Terra Lycos as several competitors are warning of rough times ahead. In many ways, the management shake-up couldn't have come at a worse time. Terra Lycos, formed from the merger of Spain-based Terra Networks and U.S. portal Lycos (lcos), is only 3 months old and faces a tough market environment. The company reported a fourth-quarter loss of 17 cents a share on sales of $164 million. Earnings tracking company First Call said analysts had projected a loss of 22 cents a share on sales of $151 million. Executives said the company was comfortable consensus estimates for the first quarter. According to First Call, the company is expected to lose 14 cents a share on sales of $177 million. However, Terra Lycos executives said they couldn't predict 2001 results because of "softness in the market." In the shake-up, Davis will step down as CEO to become a nonexecutive chairman at the company. He also will become a partner at venture capital firm Highland Capital Partners. Chairman Joaquim Agut will take the reins at Terra Lycos. Chief Financial Officer Ted Philip will become vice president of strategic planning and mergers and acquisitions. Elias Rodriguez-Vina will replace Philip as CFO. On a conference call with analysts, Davis said reports of a rift between him and Agut were overblown but noted that having two chiefs doesn't work well in practice. "This is a day that holds a lot of mixed emotions for me," said Davis, who reiterated that he will still be involved in strategic planning. Davis' tenure was marked by his signature scrappiness that turned an obscure Web search engine developed at Carnegie Mellon University into a new media company. As the first employee at Lycos, Davis also shepherded the company through times of turmoil, from an embarrassing failed merger with USA Networks and the collapse of the Web stock bubble. Rise of Lycos The rise of Lycos was largely marked by Davis' growth-at-all-costs attitude that kept the company afloat despite difficulties in competing in the Web portal sector. Much of the company growth was fueled by acquiring smaller Web companies such as Wired Digital, Quote.com, Sonique, Gamesville and this week's purchase of Raging Bull. But over the past couple of years, leaders such as Yahoo, America Online and the Microsoft Network have become bigger and have increased their leads. The stragglers either have thrown in the towel or have turned their attention from competing with the top players. Just this week, Walt Disney said it would shutter its Go.com Web portal and lay off 400 employees. Just when it seemed Lycos would also fall into the turmoil that struck second-tier portals, Davis sold the company to Internet service provider Terra, a subsidiary of Spanish telecommunications giant Telefonica. Given Terra's dominance in the developing Latin American region, the acquisition was viewed as a possible answer to AOL's megamerger with Time Warner. German media giant Bertelsmann pledged to buy nearly $1 billion in advertising on Terra Lycos and supply the company with its content. But a rift soon developed among top executives. When Terra and Lycos merged, former Telefonica Chairman Juan Villalonga forged a power-sharing pact with Davis. However, Villalonga was ousted in a boardroom coup shortly thereafter, and Davis reportedly had differences with Agut, the man Telefonica appointed chairman of Terra. Davis' tenure at Terra Lycos has had its pluses. In October, he sold more than 3.45 million shares in a transaction valued around $72 million at the time, according to regulatory filings. In November, Philip cashed in shares in a transaction valued at $6.5 million. Lot of raw material As for the future of Terra Lycos, Agut has a lot of raw material to work with. Terra Lycos has $2.4 billion in cash, a strong partnership with Bertelsmann and a seemingly prime position as a global Internet player. Page views rose 227 percent from the previous year to 350 million average daily page views in December. Subscribers increased 336 percent from the previous year to 6.1 million in December. In addition, Terra Lycos' joint venture with Telefonica Moviles, Terra Mobile, has more than 3 million registered customers. But there were a few problems in the quarter. Of Terra Lycos revenue, $121 million derived from the company's media business. That figure was below Goldman Sachs projections of $127 million. Internet access revenue was $42 million, a bit higher than projections. Philip said Terra Lycos was not emphasizing free access and moving customers to the subscription model. For the year, Lycos reported a loss of $348 million, or 67 cents a share, excluding charges on sales of $398 million. Agut's biggest job will be selling the company's new management team to Wall Street. Analysts questioned who would be watching Terra Lycos' portal operations since the company's top executives will be in Madrid. The company said it will be reorganizing its portal operations. Agut said the fourth-quarter and first-quarter results will speak for themselves. "Our strong financial performance this quarter lends credibility to this merger," he said. "The most important thing is that everyone will be accountable for every single thing. "This machine will be working in a perfect way."
correct_subsidiary_00108	FactBench	2	5	https://www.eyetracking.com/terra-lycos-boosts-impact-of-online-advertising-with-launch-of-new-media-focused-network-architecture/	en	Terra Lycos Boosts Impact of Online Advertising With Launch of New Media-Focused Network Architecture	https://www.eyetracking.…pressrelease.jpg	https://www.eyetracking.…pressrelease.jpg	[ "https://www.eyetracking.com/wp-content/uploads/2020/04/main-logo.png", "https://www.eyetracking.com/wp-content/uploads/2020/05/pilotreadyfinalimg.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/09/PilotReady-WM-Icn@3x.svg", "https://www.eyetracking.com/wp-content/uploads/2020/05/surgeonreadyfinal.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/09/SurgeonReady-WM-Icn@3x.svg", "https://www.eyetracking.com/wp-content/uploads/2020/05/systemreadyheaderfinal.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/09/SystemReady-WM-Icn@3x.svg", "https://www.eyetracking.com/wp-content/uploads/2020/07/driver-carousel.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/09/DriverReady-WM-Icn@3x.svg", "https://www.eyetracking.com/wp-content/uploads/2020/04/software-small.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/04/facekit-icon-final2.svg", "https://www.eyetracking.com/wp-content/uploads/2020/04/scene-camera-icon-final.svg", "https://www.eyetracking.com/wp-content/uploads/2020/04/multidisplay-icon-final.svg", "https://www.eyetracking.com/wp-content/uploads/2020/04/cognitive-icon-final.svg", "https://www.eyetracking.com/wp-content/uploads/2020/04/fx3-nav-1.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/04/vr-nav-1.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/04/glasses-nav-1.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/04/what-is-eye-tracking.svg", "https://www.eyetracking.com/wp-content/uploads/2020/04/publications.svg", "https://www.eyetracking.com/wp-content/uploads/2020/04/blog.svg", "https://www.eyetracking.com/wp-content/uploads/2020/04/cognitive-workload-nav.svg", "https://www.eyetracking.com/wp-content/uploads/2020/04/use-cases-nav.svg", "https://www.eyetracking.com/wp-content/uploads/2019/12/hamburger-menu.svg", "https://www.eyetracking.com/wp-content/uploads/2018/10/pressrelease.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/03/driving-safety-eyetracking-768x512.jpg", "https://www.eyetracking.com/wp-content/uploads/2012/10/eye-tracking-golden-gaze-768x512.jpg", "https://www.eyetracking.com/wp-content/uploads/2020/03/statistics-sample-size-eyetracking-768x512.jpg", "https://www.eyetracking.com/wp-content/uploads/2019/12/eyetracking_logo_coloured.png", "https://www.eyetracking.com/wp-content/uploads/2019/12/eyetracking_logo_coloured.png", "https://www.eyetracking.com/wp-content/uploads/2020/03/cognitive-workload-module.jpg", "https://www.eyetracking.com/wp-content/uploads/2019/12/eyetracking_logo_coloured.png" ]	[]	[]	[ "" ]	null	[ "EyeTracking" ]	2001-11-05T00:00:00+00:00	WALTHAM, Mass. – November 5, 2001 – – Terra Lycos (NASDAQ: TRLY and Madrid Exchange: TRR), the largest global Internet network, today announced the launch of its new media-driven network architecture that delivers advertisers a highly targeted emotionally connected audience through visually enriched page design and standardized navigation. New life stages pages designed to function as […]	en	https://www.eyetracking.…kinglogoicon.png	EyeTracking	https://www.eyetracking.com/terra-lycos-boosts-impact-of-online-advertising-with-launch-of-new-media-focused-network-architecture/	WALTHAM, Mass. – November 5, 2001 – – Terra Lycos (NASDAQ: TRLY and Madrid Exchange: TRR), the largest global Internet network, today announced the launch of its new media-driven network architecture that delivers advertisers a highly targeted emotionally connected audience through visually enriched page design and standardized navigation. New life stages pages designed to function as magnets for key audience groups have been launched. New large, time-based interruptive ad products across the network and scrolling personalized ad feeds on My Lycos give advertisers an impactful opportunity to reach their target audiences. Search results on Lycos.com have been simplified as part of the new architecture, and now return the freshest results on the Web by updating the catalog more often than competitors. “To provide outstanding value to both users and advertisers, Terra Lycos conducted extensive user testing and then created an entirely new advertising platform that delivers dramatically improved ad performance,” said Stephen Killeen, president of Terra Lycos U.S. “As we strengthen the emotional bond with our customers through rich content presentation and aggregation, we can then offer our advertisers the opportunity to contextually target key demographic groups in ways that benefit both advertisers and users.” The new network architecture takes advantage of a flexible publishing structure and shares many design elements and navigational features with Terra’s site architecture, leveraging the combined strengths of Terra and Lycos following the combination of the two companies. The resources of the combined Terra and Lycos Networks have enabled the company to create this new model rapidly, and to realize the economies of scale of a truly global Internet company to build a product once, and deploy it many times around the world. Life Stages Sites Merchandise Traffic and Content Terra Lycos has introduced new traffic-merchandising tools for advertisers with the launch of a new Angelfire, Family Zone and Lycos Holidays sites, the first three in a larger series of new destinations. The sites aggregate content for teens, family and holiday planners at http://www.angelfire.com, http://familyzone.lycos.com, and http://holidays.lycos.com. The new sites let advertisers target highly desirable life stages groups by putting their messages in front of users who are drawn to the “magazine cover” formats that aggregate the hottest news, tips and other content drawn from sites across the Terra Lycos Network, as well as content partners from around the globe, including the 160 Terra Lycos sites. Users will enjoy a new media experience across the network with image-packed pages and striking graphics creating a common visual language among the diverse sites while maintaining their individual identities. The new publishing system is anchored with uniform navigational tools on the left side and across the top of the page. The universal navigation system fosters familiarity and comfort in users’ online experiences, and should result in more frequent and longer visits to the network. Rapid movement from Matchmaker.com or Lycos Entertainment to Lycos.com for search or Wired News is intuitive using the new tools, and is designed to build user affinity for the network sites and increase duration of visits. Studies Indicate Ad Awareness Soars Extensive user behavior testing of the effects of ad positioning led Terra Lycos to adopt a flexible publishing system that empowers advertisers to create rich ads in a variety of sizes and formats. The new page designs efficiently accept virtually all IAB ad sizes as well as all interactive/rich media vehicles. The new design also reduces ad clutter — limiting the number of ads per page to increase the prominence of the remaining ads. Sophisticated user eyetracking studies have demonstrated that the optimized placement of ads improves awareness and message retention. “Terra Lycos partners with our advertisers to create an uncluttered environment where innovative ad products are encouraged and deliver better performance,” said Rich Gotham, vice president of sales for Terra Lycos U.S. “The new network architecture and the creation of our new life stages sites provide advertisers with a medium for contextually relevant placement of ads, where they behave as a natural extension of the site content delivering the right ad to the right audience at the right time.” Optimizing page layout has dramatically elevated the performance of the conventional banner to the point where it performs on par with a skyscraper ad as evidenced by sophisticated eye-tracking studies conducted for Terra Lycos by Eyetracking, Inc. In their new location, below the top navigational bar, banners realize a 200% increase in the percentage of users who view the ad when compared to previous locations at the top of the page, as is the norm for competitive sites. Specific ad performance improvements include: Three times as many users view a banner in its new position below the top navigational bar, providing advertisers with a greater audience. Users spend seven times longer viewing banners, which are now located below the top navigational bar in the new design, providing advertisers with more exposure to the larger audience. Internet messaging units, the large mid-page 300×250 ads, now easily inserted into Network pages, command the highest visibility and user attention span of the most popular standard ad sizes. Scrolling ads at the bottom of the screen will now be delivered to the highly loyal users of the personalized My Lycos site. My Lycos users will see alternating targeted ad messages and personalized up-to-the-minute news driven by the user’s programmed preferences. About Terra Lycos Terra Lycos is a global Internet network operating in 43 countries in 20 languages, reaching 103 million unique monthly visitors worldwide. Created by the combination of Terra Networks, S.A. and Lycos, Inc., in October 2000, Terra Lycos is one of the most popular Internet networks in the U.S., Canada, Europe, Asia and Latin America, and is the largest Internet access provider in Spain and Latin America. The Terra Lycos network of sites includes Lycos.com, Terra.com, Angelfire.com, ATuHora.com, Gamesville.com, HotBot.com, Invertia.com, Lycos Zone, Matchmaker.com, Quote.com, Rumbo.com, Sonique, Tripod.com, RagingBull.com and Wired News (Wired.com). The company’s headquarters are in Barcelona and it has major offices in Boston, Buenos Aires, Madrid, Miami, Monterrey and Sao Paulo among others. It is listed on the Madrid stock exchange (TRR) and on the Nasdaq electronic market (TRLY). For more information, please visit our corporate Web site at http://www.terralycos.com. Contacts Christian Harpe Weber Shandwick 202.445.8135 charper@webershandwick.com
correct_subsidiary_00108	FactBench	0	61	https://askwonder.com/research/please-provide-company-overview-telefonica-www-telefonica-com-es-including-6keivpsok	en	Please provide a company overview of Telefonica (www.telefonica.com/es), including the company’s values, purpose, mission and overall strategy.	https://askwonder.com/as…es/logo.blue.png	https://askwonder.com/as…es/logo.blue.png	[]	[]	[]	[ "" ]	null	[]	null	Hello! Thanks for your question about the values, purpose, mission, and overall strategy of Telefonica. The short version is that Telefonica is a...	en	/assets/images/favicon.ico	Wonder	https://askwonder.com/research/please-provide-company-overview-telefonica-www-telefonica-com-es-including-6keivpsok
correct_subsidiary_00108	FactBench	3	0	https://money.cnn.com/2000/05/16/europe/terra/	en	Lycos in $12.5B deal			[ "https://i.cdn.turner.com/money/images/dot.gif", "https://money.cnn.com/images/logo/cnnmoney_logo.gif", "https://i.cdn.turner.com/money/images/newhome/advertisement_120.gif", "https://i.cdn.turner.com/money/images/corner.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://money.cnn.com/2000/05/16/europe/terra/internet_deals.01.jpg", "https://i.cdn.turner.com/money/images/dot.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://money.cnn.com/images/camera.gif", "https://money.cnn.com/2000/05/16/europe/terra/telefonica.jpg", "https://money.cnn.com/2000/05/16/europe/terra/lycos2.jpg", "https://money.cnn.com/images/bug.gif", "https://i.cdn.turner.com/money/images/dot.gif", "https://money.cnn.com/images/advertisement.120.gif", "https://i.cdn.turner.com/money/.element/cnnm-3.0/img/logo/cnnmoney_blue.svg", "https://pixel.quantserve.com/pixel/p-D1yc5zQgjmqr5.gif", "https://i.cdn.turner.com/money/.element/cnnm-3.0/img/logo/cnnmoney_blue.svg", "https://pixel.quantserve.com/pixel/p-D1yc5zQgjmqr5.gif", "https://money.cnn.com/cookie.crumb" ]	[]	[]	[ "" ]	null	[]	2000-05-16T00:00:00	Spanish Internet service provider Terra Networks SA agreed to pay about $12.5 billion in stock for the U.S. Web portal Lycos Inc., giving Terra a valuable source of online content and ending more than a year of acquisition discussions surrounding Lycos.�				null	NEW YORK (CNNfn) - Spanish Internet service provider Terra Networks SA agreed to pay about $12.5 billion in stock for the U.S. Web portal Lycos Inc., giving Terra a valuable source of online content and ending more than a year of acquisition discussions surrounding Lycos.� Terra Networks is a fast-growing but money-losing Internet access provider that is majority-owned by Telefonica SA, the parent company of the largest telecommunications group in Spain and Latin America. Terra said Tuesday that it will acquire Lycos in a stock transaction valued at $97.55 per Lycos share, about 34 percent above Tuesday's closing price and 80 percent above last Friday's closing price for Lycos (LCOS: Research, Estimates). News reports of the likely deal had circulated since last Friday, when Terra confirmed that the two sides were in talks about a possible alliance. The transaction comes almost exactly one year after Barry Diller's USA Networks Inc. abandoned a bid for Lycos. The Web portal's shareholders, most notably the Internet venture company CMGI Inc. (CMGI: Research, Estimates), objected to the proposed transaction with USA Networks because they felt it assigned too low a value to Lycos compared with the premiums that had been paid for other Web properties. This time around, analysts said that Lycos brings much more to the table than Terra (TRRA: Research, Estimates), and that the $12.5 billion price tag Terra is offering is one of the only compelling reasons for Lycos to agree to the transaction. "It's a good move for Terra because it gives them the number four Web player in the U.S. and a top-10 player in some of the major European markets," said Michael Wallace, an analyst at UBS Warburg. "From the Lycos perspective, it helps them in Spain and Latin America and that's about it."� Waltham, Mass.-based Lycos already has a significant presence in Europe through a joint venture with Bertelsmann, the third-largest media company in the world. Last March, Lycos completed an initial public offering of its European joint venture, raising $649 million. Terra and Lycos said they expect to report combined revenue of $500 million this year and currently have an estimated 50 million unique users and 175 million page views per day. The combined company, to be called Terra Lycos, will have operations in 37 countries in North America, Latin America, Asia, and Europe. Downside risk of the transaction Because Terra is purchasing Lycos for stock, rather than cash, Lycos shareholders are exposed to the risk that Terra's stock will decline before the transaction is completed. The way the transaction is structured, Lycos shareholders will receive a maximum of 2.15 Terra shares, which means the amount they will receive will be less than $97.55 if Terra stock drops below $45.37 per share. That risk is not entirely theoretical - Terra's stock has plunged to 53-9/16 from 135 last February.� In after-hours trading Tuesday, Lycos stock rose 2-1/8 to 74-3/4, well below the price Terra is offering, suggesting investors are skeptical about the final dollar value of the deal. "I think people are trying to work their way through the deal, and there probably are some questions about the value of Terra's stock as currency," said Paul Noglows, an analyst at Chase H&Q. Nevertheless, analysts said that Terra was offering a good price for Lycos. "I think it's a fair price, when you consider that Lycos' all-time high was 93-5/8 and that there are Internet stocks trading 50 percent-to-90 percent below their all-time highs," Noglows said. "It's also more than double the price that was contemplated last year during the USA Networks transaction." The CMGI reaction The boards of Terra and Lycos have unanimously approved the transaction, as has the board of Telefonica SA, which owns about 67 percent of Terra's stock. Terra said that it expects to close the transaction in the third quarter of this year, following votes by both companies' shareholders. CMGI declined to comment about the transaction to CNNfn television. However, Bob Davis, president and CEO of Lycos, said on CNNfn's Moneyline that he had spoken about the deal with CMGI Chief Executive David Wetherell. "David was very enthusiastic about the transaction," Davis said. As part of the agreement, Terra Lycos entered into an agreement with Bertelsmann, under which Bertelsmann will purchase $1 billion of advertising and placement on Terra Lycos over a five-year period. In addition, the combined company will gain access to Bertelsmann's catalog of books, movies, music, and other media content on preferred terms. "The combination of Terra and Lycos, supported by the strategic relationships with Telefonica and Bertelsmann, creates a global Internet and new media powerhouse with a scale and global footprint unmatched by any other media company in the world," said Juan Villalonga, chairman and CEO of Telefonica and chairman of Terra.� When the merger is completed, Villalonga will serve as chairman of Terra Lycos. Lycos' Davis will be the CEO of the combined company. Abel Linares, Terra's CEO, will be chief operating officer. $2 billion stock offering As part of the transaction, Terra will sell $2 billion of new stock to its existing shareholders at today's Madrid closing price of $56.13 per Terra share. After this stock sale, the combined company will have about $3.5 billion in cash, Terra said.�� The terms of the transaction call for Lycos shareholders to receive $97.55 worth of Terra ordinary shares, or their equivalent in Terra's American depository receipts (ADRs). However, Lycos shareholders will not receive less than 1.433 or more than 2.15 Terra shares. When the transaction is completed, Terra shareholders will own between 54 percent and 63 percent of the combined company, depending on the final share exchange ratio. While Terra has a larger market capitalization than Lycos, Lycos has much greater revenue and is profitable, while analysts had expected Terra to lose about $200 million on revenue of $150 million this year. Terra's main revenue source, Internet access fees, is being threatened by the spread of free Internet access in parts of Europe and Latin America. "Based on our strategic plan and the experience of other Internet portal companies and Internet service providers, we expect that our expenses will continue to exceed our revenues for at least the next three years," Terra said in a filing made at the Securities and Exchange Commission late last year. "After that, depending upon competitive conditions and the dynamics of the industry, we may continue to pursue a strategy that emphasizes strength of market share and market presence at the expense of profitability." Lycos, by contrast, reported a profit of $3 million, or 3 cents per share, on revenue of $68.6 million in the quarter ended January 31, 2000. Securities analysts expect the company's revenue to total more than $260 million this fiscal year, which ends in July, with net income rising to an estimated $15 million.

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