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2020年02月27日 14:47:06|来源:国际在线|编辑:服务共享
Amazon is paying close to bn for Twitch, a three-year-old site where tens of millions of regular visitors watch other people play games.亚马逊(Amazon)斥资近10亿美元,收购了一家名为Twitch的网站。Twitch在3年前成立,访问者可以在这个网站上实况观看其他用户玩视频游戏,经常访问的用户达到数千万人。The 0m all-cash deal is Amazon’s biggest acquisition since buying online shoe retailer Zappos for .2bn in 2009.这宗9.7亿美元的交易是亚马逊自2009年以12亿美元收购在线鞋类零售商Zappos之后,规模最大的一次收购。Its bet on the fast-growing niche of live game streaming comes as Amazon is upping its investment in online original content to compete with the likes of Netflix and Hulu.游戏实况直播是一个小众市场,但增长迅速。亚马逊进军这一市场的同时,正打算加大对在线原创视频内容的投资力度,以便和Netflix和Hulu等网站竞争。Jeff Bezos, Amazon’s chief executive, said that Twitch and its 55m users had made broadcasting and watching gameplay into a “global phenomenon” that would help Amazon “build new services for the gaming community”.亚马逊首席执行官杰夫#8226;贝佐斯(Jeff Bezos)表示,Twitch网站及其5500万用户已经把游戏实况转播及观赏变成一种“全球现象”,这种现象将帮助亚马逊“为游戏社区提供新的务”。Google, whose YouTube site is also popular with gamers, was among the other companies circling Twitch but it failed to reach a deal, according to a person familiar with the discussions.根据谈判知情人士的说法,谷歌(Google)原本也在有意收购Twitch网站的公司之列,不过它未能与Twitch达成收购协议。目前,谷歌旗下的YouTube网站也很受游戏者欢迎。In a post to his site, Twitch chief executive Emmett Shear said that Amazon “believe in our community, they share our values and long-term vision” but would not be making radical changes.Twitch首席执行官埃米特#8226;希尔(Emmett Shear)在一份声明中称,亚马逊“信任我们的社区,他们与我们有共同的价值观和长期愿景”,不过亚马逊不会对Twitch做大的改动。“We’re keeping most everything the same: our office, our employees, our brand, and most importantly our independence,” he said, in an attempt to reassure users who might be nervous about the change in control.为安抚那些对控制权的变更感到不安的用户,他表示:“我们差不多一切都和原来一样:办公室、品牌、以及最重要的独立性。”Despite producing and commissioning new online series and allowing authors to self-publish ebooks for its Kindle e-er, the acquisition of a company dedicated to creating online content is something of a departure for Amazon, which is locked in a fight with book publisher Hachette over ebook pricing.亚马逊也自己制作或请人制作新的在线游戏,并允许作者为该公司的Kindle电子阅读器自行出版电子书。不过,收购一家致力于创作在线游戏的公司,还是有点偏离亚马逊的业务轨道。最近,亚马逊与图书出版商阿歇特(Hachette)在电子书定价问题上发生了争执。 /201408/324680

A new vulnerability in the basic software used to secure the web has been discovered by cyber security researchers at Google, who have dubbed the flaw “Poodle”.谷歌(Goole)网络安全研究人员在为互联网加密的基础软件中发现了一个新的漏洞,并将它命名为“Poodle”。Poodle is the latest in a string of flaws being discovered in the architecture of the web. They include Heartbleed, which was also a vulnerability in the way websites form secure connections to send information, and more recently Shellshock, which had existed for over two decades.Poodle是在互联网架构中发现的一系列漏洞中的最新一例。此前发现的漏洞包括“心脏出血”(Heartbleed)漏洞,它也是网站在建立安全链接以便传递信息的过程中出现的漏洞。其他还包括Shellshock漏洞,这个漏洞已存在了逾20年。Cyber criminals could use the hole in SSL version 3.0 to obtain information that is meant to be encrypted in plain text but – so far – there is no evidence it has been used by hackers.这个漏洞存在于SSL 3.0协议中,网络犯罪分子能够利用它明文获取本该加密的信息。不过,到目前为止,尚无据表明曾有黑客利用过这一漏洞。Unlike the Heartbleed bug, which affected two-thirds of the internet when it was first discovered in April – also by someone on Google’s security team – “Poodle” only affects websites using this old version of the software, and others who are communicating with those sites.Poodle漏洞只会影响使用旧版本SSL软件的网站,以及与这些网站有通信往来的站点。这一点与“心脏出血”漏洞不同,在今年4月首次发现时,心脏出血漏洞影响到了互联网上三分之二的网站。It is hard to track exactly how many sites could contain the flaw as SSL 3.0 dates back 15 years. But Cloudflare, a web performance and security company which stands in front of 5 per cent of the web’s traffic, said it could see less than 1 per cent of the sites using this version.由于SSL 3.0协议已有15年历史,目前很难确切跟踪到底有多少网站带有这一漏洞。不过,网络性能和安全公司Cloudflare表示,该公司认为仍在使用这一版本协议的网站不到1%。目前,Cloudflare监测着5%的网络流量。 /201410/336016

Imagine it#39;s 1999. Scratch that, it#39;s 2006.想象现在是1999年。不对,想象它是2006年。The computer in your office is made by ... well, it doesn#39;t matter who it#39;s made by. Unless you are in a creative profession, that computer is run on Microsoft Windows. And the phone in your pocket is made by Nokia (NOK), or -- if you#39;re feeling stylish -- Motorola. Apple (AAPL) made your mp3 player (yeah, back when we still called them mp3 players), and Samsung made your display screen, or your TV screen, or both.你办公室里电脑的牌子是……好吧,牌子并不重要。除非你从事的是创造性职业,否则你的电脑上运行的肯定是微软(Microsoft)的Windows操作系统。而你口袋里的手机是诺基亚(Nokia)的,或者如果你赶时髦的话,就是托罗拉(Motorola)的。你的mp3播放器是苹果(Apple)造的(是的,在那个时候我们还称呼它们为mp3播放器),而显示器或(和)电视机屏幕,则是三星(Samsung)造的。Just close your eyes and go back to that crazy 2006 mindset (here#39;s a link to help, if you need it). Apple was killing it on iPods and iTunes, not in its original mission of personal computers. Google (GOOG) was just a search engine, a filthy rich search engine. Nokia still ruled mobile phones, although Motorola#39;s Razr owned popular culture. And Microsoft (MSFT)? It was still Microsoft, the grating white noise of personal computing that Bill Gates designed the company to be.闭上眼睛,回到那个疯狂的2006年的状态(如果需要帮助回忆,请点击这里)。这一年,苹果大获成功,创造奇迹的是iPods和iTunes,而不是个人电脑这个最初的使命。谷歌(Google)还只是一个搜索引擎,一个超级有钱的搜索引擎。虽然托罗拉的Razr手机代表了流行文化,但诺基亚仍统治着手机领域。而微软?它还是那个微软,那个正如比尔#8226;盖茨构想的,在个人电脑上发出刺耳白躁声的公司。In the seven years since, so much has changed, which in the tech world isn#39;t notable. What#39;s strange is how it changed. Apple#39;s mp3 player mutated into a mobile phone that changed everything. And it mutated again into the iPad, changing the personal computer. Yet somehow Samsung sold more smartphones using an operating system powered by, of all companies, Google.此后七年来,许多事发生了变化,不过这在科技界算不上大不了的事。让人觉得奇怪的是,这些变化是怎样发生的。苹果的mp3播放器发生突变,一下成了手机,改变了一切;进而它又突变成为iPad,颠覆了个人电脑。而三星的智能手机却莫名其妙地卖得更好了,使用的还是谷歌的操作系统。And Motorola? Its mobile-device business was bought by Google. And Nokia? Its core devices business has been bought by Microsoft. The software companies began to eat the hardware companies because they needed to act like Apple, which married software to hardware ... oh, three decades ago. And search ate Motorola smartphones. And Windows consumed Nokia smartphones. And Samsung, the maker of those excellent TV screens in 2006, sat there sticking its tongue out at everyone else.至于托罗拉?它的移动设备业务已经被谷歌收购了。而诺基亚?微软买下了它的核心设备业务。软件公司开始吞并硬件公司,因为它们要表现得跟苹果一样,成为软硬件结合的公司……哦,不过苹果在三十年前就这么做了。因此,搜索公司收购了托罗拉的智能手机,Windows收购了诺基亚的智能手机。至于三星,这家在2006年就以生产优质屏幕而大获成功的生产商,坐在那向所有其他公司吐舌头。And no one -- no great master of the chess board that is the technology landscape -- saw this coming. Maybe one part of it, yes, but not all of it. Because if you live in the past or the present, none of it could possibly make sense. This is all about a bunch of wild guesses about the future.不过,没有人——科技格局棋盘上没有哪位大师——预见到了这样的局面。也许有人看到了其中的一部分,但都不是全貌。因为如果你只是活在过去或现在,这样的发展对你而言都说不通。这都只是一些关于未来的胡乱猜想。So what are we to make of Microsoft and Nokia? In the past day or so, there has been so much to say. Opinions on the deal run the gamut from approval to scoffing to the purely perplexed. (Mostly scoffing, however.) But how are we really to know? The evolution of the mobile web has surprised longtime web observers the same way the desktop web surprised everyone involved with the tech industry that preceded it. Only, in some ways, the mobile web has offered even more surprises.那么,我们要怎么理解微软和诺基亚呢?过去的一天里,到处都在讨论他们。对于这项交易的观点,从赞成、嘲笑到纯粹摸不着头脑,层出不穷。(不过大多数持嘲笑态度。)但是我们真的懂多少呢?正如桌面网站当年出乎所有顶尖技术产业内人士的意料一样,移动互联网的演进也令长期研究网络的人士感到吃惊。只不过移动网络在一些方面带来的惊讶甚至更多。People who in 2006 couldn#39;t predict what 2013 would bring to tech giants like Microsoft, Google, Apple, Samsung, Nokia, and Motorola are now confidently tweeting the future of Microsoft and Nokia. People who could make no good sense of Google-Motorola two years ago (I#39;d wager Larry Page was among them) have a sure view of where Microsoft-Nokia will go. And good for them.那些在2006年无法预见2013年会给像微软、谷歌、苹果、三星、诺基亚和托罗拉这些科技巨头带来什么的人,正在有十足把握地用Twitter着微软和诺基亚的未来。两年前无法理解谷歌和托罗拉的人们(我打赌当时的拉里#8226;佩奇也是其中一位),现在对微软和诺基亚将怎样发展已经有了确定的观点。这对他们来说是好事。Yes, this deal may very well amount to tying two sinking bricks together, etc. And both Microsoft and Nokia face uphill battles. But at the same time, in the early days of September 2013, the only honest analysis you can give is that a mobile web everyone saw coming yielded a competitive landscape few expected. And if we can#39;t foresee which company will be on top in another several years, the best we can do is look at similar deals that have happened in recent years.是的,这项交易很可能被当成是把两个下沉的砖块绑在一起,或者类似的说法。而且,微软和诺基亚都面临着艰苦的战斗。但同时,在2013年9月初,你能给出的唯一诚实的分析是,一个每个人都看到即将到来的移动网络,引出了一个很少有人预见到的竞争格局。而且,如果我们无法预见在未来几年里哪家公司将领先,我们能做的最多是参考近年来发生的类似交易。Which brings us to Google#39;s purchase of Motorola, announced a little more than two years ago. At the time, people struggled to understand the sense of it. People speculated, as they do with Microsoft#39;s Nokia investment, it had to do with patents. That Google would simply spin offMotorola#39;s manufacturing operations. At the time, it seemed like the most likely explanation.这就使我们去看两年多前宣布的,谷歌对托罗拉的收购。当时,人们难以理解这么做的原因。人们推测这可能与专利有关,微软对诺基亚的投资可能也是如此。人们认为谷歌可能会简单地对托罗拉的制造业务进行分拆。当时,这看上去像是最有可能的理由。But Larry Page, Google#39;s new CEO, took a different direction. He held onto the Motorola devices that had been outmoded by Apple#39;s iPhone. Although Motorola has been a drag on Google#39;s earnings since then, the move seems prescient now. Software hasn#39;t just supplanted hardware in the past decade. It needs hardware as an ancillary business. Microsoft#39;s unexpected introduction of the Surface underscored that idea. And now its Nokia deal makes it seem that much more inevitable.但谷歌的新CEO拉里#8226;佩奇选择了不一样的方向。他保留了托罗拉被苹果的iPhone赶超的产品。虽然托罗拉一直在拖累谷歌的收益,但现在来看他的这一招似乎有先见之明。过去的10年里,软件还未能完全取代硬件,它仍需要硬件作为一项辅助业务。微软出人意料地推出Surface平板电脑正彰显了这一概念。而如今,它与诺基亚的交易使这一概念显得更加确定。In other words, many companies can produce software on their own, but once you get big enough, you need hardware in the mix to stay on top of the game. The old cliché that the line between hardware and software was blurring has become an industry maxim. Software giants are doubling as hardware companies -- Google 2010 (Motorola), Microsoft 2012 (Surface) and 2013 (Nokia). Others going it alone -- like Amazon (AMZN) and Samsung -- will have to adapt. Still others, like Apple (early 1980s), took this route years ago.换言之,许多公司都能够自己生产软件。不过,一旦你的公司规模足够大,你就需要引入硬件,以保持在行业里的顶尖地位。硬件与软件之间的界线越来越模糊,这一陈词滥调已经成为了一条行业准则。软件巨头正在兼饰硬件公司的角色:谷歌在2010年收购托罗拉,微软在2012年推出Surface平板电脑、在2013年收购诺基亚。其他单打独斗的公司,如亚马逊(Amazon)和三星,它们不得不适应这一趋势。还有另一些公司,如20世纪80年代初期的苹果,多年前就走上了这条路。The mobile revolution at the center of technology innovation today may be protean and hard to predict, but one thing is certain: The old lines -- like what is a PC and what is a portable device, or what is a software company and what is a hardware maker -- are dissolving. Yes, Microsoft and Nokia may be several years late to this game, but at least they#39;re there.正处在如今技术创新中心的移动革命可能是千变万化、难以预测。但有一件事是肯定的:以前的界线——如电脑和便携设备之间的界线,或是软件公司和硬件厂商的界线——正在消溶。是的,在这场游戏中,微软和诺基亚可能已经晚了几年,但至少它们现在加入了游戏。And this mobile game isn#39;t finished offering up its surprises.而这场移动游戏带来的惊喜还远未结束。 /201310/260531

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