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World News

Large success paves means for automotive entry

Craig Federighi, Apple’s senior vice president of software engineering, speaks about CarPlay on stage during Apple’s Worldwide Developer Conference on June 5, 2017 in San Jose, California.

Josh Edelson | AFP | Getty Images

In the early 2010s, automakers and their suppliers were excited about creating sophisticated auto dashboard apps that went beyond a CD player and tiny LED screen.

Automakers worked with companies like Microsoft to develop maps, music, and road assistance services that are often bundled into one upgrade package. They joined large consortia to create industry standards for connecting smartphones to cars.

Then Apple came in and changed everything.

Apple introduced CarPlay in 2014 to integrate the iPhone and the dashboard of a car. Since then, it has become ubiquitous in new cars.

Over 80% of new cars sold worldwide support CarPlay, Apple said last year. That corresponds to around 600 new models, including cars from Volkswagen, BMW and Chrysler. One of the longest-running holdouts, Toyota began recording CarPlay in 2019.

It’s also a top feature for many drivers and car buyers. 23 percent of new car buyers in the US say they “must have” CarPlay, and 56 percent are interested in having CarPlay when buying a new vehicle, according to a 2017 Strategy Analytics study. When Ford’s highly anticipated electric F-150 hits stores, it will support CarPlay.

Apple has been able to fit in between customers and car companies, making sure the user interface is what every iPhone user wants while on the move. It is an underrated triumph for one of the most successful companies in the world. CarPlay does not directly contribute to Apple’s sales or profits. But it ensures the continued loyalty of iPhone users and gives Apple a path into the auto industry if it wants to expand.

The performance of the smartphone

Control your music easily in CarPlay with iOS 13.

Most cars use an infotainment operating system based on Linux, BlackBerry QNX, or Google’s Android Automotive to run a screen embedded in the car’s dashboard. The infotainment systems often have their own music or map software and automotive companies sell wireless subscriptions and other updated features for them.

CarPlay runs on these infotainment operating systems and allows iPhone owners to access their most important apps while driving in a way that is safer than looking at their phone. Via CarPlay, users can access Apple or Google Maps, play Apple Music or Spotify, or dictate a text message to be sent home. All processing is done on the phone itself.

CarPlay and a competing Android program, Android Auto, are not auto operating systems. It really is phone software, said Mark Fitzgerald, an analyst at Strategy Analytics. Ultimately, it’s like using your car’s display as an external monitor for your phone.

“What’s in your car when you plug it in is essentially a client software client that just renders data from your phone to your infotainment system’s display,” said Fitzgerald.

Many users find this to be all they need.

When users have both CarPlay and an integrated system, they typically use CarPlay. 34% of CarPlay users surveyed by Strategy Analytics in 2018 said they only use CarPlay in the car and 33% said they mainly use CarPlay. Only 4% of the users surveyed state that they use the embedded system in favor of CarPlay.

Apple has also expanded CarPlay over the years to make it more valuable to iPhone owners.

When CarPlay first came out, a cable was required to connect your phone to your car. Apple has been supporting Bluetooth wireless connections since 2015, so users can start CarPlay by simply getting in the car and connecting their phone. While it took a few years for new cars to support this feature, it has now become widespread.

Last summer, Apple and BMW announced that users could use their iPhone to unlock car doors or even start the engine. Apple participates in a standard group to extend the function to other automakers.

Google has similar software called Android Auto that extends its Android operating system into the car’s dashboard. CarPlay and Android Auto are not mutually exclusive – a car that supports one usually supports the other. It’s popular as its Android app was downloaded 100 million times by 2020.

When automakers realized that smartphones’ computing power and software would improve much faster than they could improve their built-in infotainment systems, they tried to adapt them.

The Car Connectivity Consortium, to which most of the top car manufacturers and major suppliers belong, has developed Mirrorlink, an open standard for connecting smartphones to car systems. It was introduced in 2011 but was quickly superseded by Apple and Google.

Samsung, the biggest supporter of the standard and who also owns a major dashboard vendor, stopped supporting Mirrorlink in its phones last year. No other major Android brand supports this yet, and the consortium’s website only lists a few older devices as supported devices.

A big leap to self-driving cars

The new dashboard mode in CarPlay.

Mack Hogan | CNBC

Apple’s success with CarPlay explains the auto industry’s interest in rumors that Apple is planning to build its own car. If Apple has had so much success in adopting the dashboard, the company may be able to turn that into a competitive vehicle.

According to media reports, Apple has been researching at least the software for a self-driving electric vehicle since 2014. Earlier this year, Hyundai said in an official statement that there were talks with Apple about making its car before it went back, most likely due to Apple’s strict confidentiality requirements. Hyundai finally said it was no longer in talks with Apple.

Automotive executives showed outward confidence but respected the challenge an automotive Apple could pose. The CEO of Volkswagen said he was “not afraid” of Apple’s entry into the market. The BMW CEO said he “sleeps peacefully at night” in response to questions about Apple’s plans. Toyota’s CEO warned that making a smartphone is much different than making a car.

Apple’s final plans remain unclear. According to a Reuters report, Apple could still choose to sell software and hardware – an autonomous driving system – to automakers rather than designing its own vehicle.

However, if Apple were to enter the auto world, it would require a fundamentally different strategy than CarPlay.

CarPlay is mainly about making the iPhone more desirable. It also offers other benefits to Apple, such as: B. Increase the value of Apple Music subscriptions. Users want to play music in their car but need an easy way to control it while driving. In a March release, Citi analyst Jim Suva estimated that CarPlay could increase Apple’s annual service revenue by $ 2 billion.

But CarPlay itself is not a money maker. Right now, CarPlay is free in most new vehicles, from base models to luxury SUVs. BMW used to charge users a monthly fee to access CarPlay, but it was discontinued in 2019 after customers complained.

Apple says automakers don’t charge any fees for using the software. It’s not a licensing deal. (If it did, Apple could pool it at $ 750 per unit and sell 9 million units by 2025, which Suva estimates will generate $ 6.5 billion in revenue.)

Apple could get a foothold in the car to support more of its ambitions. It already uses its App Store sales platform to encourage software developers to optimize their apps for the car, in categories such as finding a car charger, ordering groceries, or finding a parking space. These features would be a key part of an Apple in-car experience. Apple also collects data necessary to run CarPlay, and even if that data is anonymized to ensure user privacy, Apple provides a lot of raw data on what people are doing in their cars.

However, CarPlay has not been able to power a self-driving car, which requires various chips and special hardware that are qualified for use in the car.

If Apple were to sell software to self-driving automakers, it would take a different form from CarPlay. Google’s automotive industry fragmentation is a good example: it is building Android Automotive as its car operating system, Android Auto as its CarPlay competitor, and funding the development of Waymo, a self-driving tech company and auto service that is now a sister company within Alphabet.

However, CarPlay’s success could lead to strong demand for an Apple Car – or at least ensure that consumers don’t dismiss the idea as crazy.

Apple usually presents updates to its CarPlay software at the annual WWDC developer conference, which begins on June 7th this year.

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Health

Why Apple and Google’s Virus Alert Apps Had Restricted Success

Sarah Cavey, a Denver real estate agent, was delighted last fall when Colorado rolled out an app to warn people of potential coronavirus exposures.

Based on software from Apple and Google, the government smartphone app uses Bluetooth signals to recognize users who are in close contact. If a user later tests positive, that person can anonymously notify other app users that the person may have crossed over with on restaurants, trains, or elsewhere.

Ms. Cavey immediately downloaded the app. After testing positive for the virus in February, she couldn’t get the special verification code she needed from the state to warn others, she said, even after calling the Colorado Health Department three times.

“You promote this app to make people feel comfortable,” said Ms. Cavey, adding that she has since deleted the CO Exposure Notifications app in frustration. “But it doesn’t really matter.”

The Colorado Health Department said they have improved their process and are now automatically issuing verification codes to anyone in the state who test positive.

When Apple and Google announced last year that they were working together to create a smartphone-based system to contain the virus, their collaboration seemed like a game changer. Human contact tracers have struggled to keep up with the rise in virus levels, and the trillion-dollar competing companies, whose systems power 99 percent of the world’s smartphones, had the potential to quickly and automatically alert far more people.

Soon after, Austria, Switzerland, and other nations introduced virus apps based on Apple’s Google software, as did around two dozen American states, including Alabama and Virginia. According to an analysis by Sensor Tower, an app research company, the apps have been downloaded more than 90 million times to date.

However, some researchers say that companies’ product and policy decisions limited the usefulness of the system, raising questions about big tech’s ability to set global standards for public health tools.

Computer scientists have reported accuracy issues with Bluetooth technology, which is used to detect proximity between smartphones. Some users have complained about failed notifications. So far, there has hardly been any rigorous research into whether the apps’ potential to precisely alert people to virus loads outweighs potential disadvantages – for example, incorrectly warning not exposed people, over-testing or not recognizing users who are exposed to the virus.

“It’s still an open question whether these apps help, or just distract, or even cause problems with real-world contact tracing,” Stephen Farrell and Doug Leith, computer science researchers at Trinity College Dublin, wrote an April report on Ireland’s virus alert- App.

In the United States, some public health officials and researchers said the apps had shown modest but important benefits. In Colorado, more than 28,000 people have used the technology to inform contacts of potential virus exposures. In California, where a virus tracking app called CA Notify was launched in December, around 65,000 people have used the system to alert other app users.

“Exposure notification technology has shown success,” said Dr. Christopher Longhurst, UC San Diego Health’s chief information officer, who manages the California app. “Whether it’s hundreds of lives saved or dozens or a handful, when we save lives it’s a big deal.”

In a joint statement, Apple and Google said, “We are proud to work with health officials to provide a resource that has enabled millions of people around the world and that has helped protect public health.”

Let us help you protect your digital life

The Apple and Google system, based in part on ideas developed by the Singapore government and scientists, includes privacy measures that provide health officials with an alternative to more invasive apps. Unlike virus tracking apps, which continuously track users’ whereabouts, Apple and Google software use Bluetooth signals that can estimate the distance between smartphones without knowing where users are. It also uses rotating ID codes – not real names – to log app users who have been in close contact for 15 minutes or more.

Some health officials predicted last year that the technology could inform users of virus exposure faster than human contact tracers. Others hoped the apps could warn commuters sitting next to an infected stranger on a bus, train, or plane – people at risk who contact tracers typically cannot identify themselves.

“Everyone who uses the app helps to keep the virus under control,” said Chancellor Angela Merkel in a video to advertise the country’s warning system called Corona-Warn-App last year.

However, the apps never received the extensive efficacy tests that were normally done before governments introduced public health interventions such as vaccines. And the software’s privacy features, which prevent government agencies from identifying app users, have made it difficult for researchers to determine if the notifications were hindering the transmission of viruses, said Michael T. Osterholm, director of the Center for Infectious Disease Research and Policy at the University of Minnesota.

“The apps played virtually no role in investigating any outbreaks that occurred here,” said Dr. Osterholm.

Some restrictions already occurred before the apps were released. For one, some researchers find that exposure notification software inherently excludes certain vulnerable populations, e.g. B. older people who cannot afford smartphones. Second, the apps could trigger false positives as the system is not set up to take damage control factors into account, e.g. B. whether users are vaccinated, wearing masks or sitting outside.

Proximity detection in virus alert apps can also be inconsistent. Last year, a study of Google’s system for Android phones carried out on a Dublin tram reported that the metal walls, floors and ceilings distorted Bluetooth signal strength enough that the likelihood of accurate proximity detection would be “similar” Trigger notifications by randomly selecting passengers.

Such glitches angered early adopters like Kimbley Craig, the Mayor of Salinas, California. Last December, when virus rates rose there, she downloaded the state exposure notification app on her Android phone and tested positive for Covid-19 shortly afterwards. After she entered the verification code, the system was unable to send a notification to her partner, with whom she lived and who had also downloaded the app.

“Unless it takes one person in the same household, I don’t know what to tell you,” said Mayor Craig.

In a statement, Steph Hannon, Google’s senior director of product management for exposure notifications, said there are “known challenges in using Bluetooth technology to approximate the exact distance between devices” and that the company is continually working to improve accuracy.

Company policies have also influenced usage trends. For example, in certain US states, iPhone users can turn on exposure notifications with one click by simply enabling a feature in their settings. However, Android users need to download a separate app. As a result, by May 10, about 9.6 million iPhone users in California had the notifications turned on, far exceeding the 900,000 app downloads on Android phones.

Google has set up its system in such a way that states work on a wide variety of devices and can be made available as quickly as possible.

Some public health experts admitted that the exposure warning system was an experiment where they and the tech giants learned and built improvements over time.

One problem they discovered early on: To prevent false positives, states review positive test results before a person can send exposure notifications. However, it can sometimes take days for local laboratories to send test results to health officials, limiting the ability of app users to quickly notify others.

In Alabama, for example, the government’s GuideSafe virus alert app has been downloaded around 250,000 times, according to Sensor Tower. However, state health authorities said they could confirm the positive test results from only 1,300 app users. That’s a much lower number than health officials expected, as more than 10 percent of Alabamians tested positive for the coronavirus.

“The app would be much more efficient if these processes were less manual and automated,” said Dr. Scott Harris, who oversees the Alabama Department of Health.

Colorado, which automatically issues verification codes to people who test positive, has reported higher usage rates. In California, UC San Diego Health has set up a dedicated hotline that app users can call if they haven’t received their verification codes.

Dr. Longhurst, the medical center’s chief information officer, said the California app proved useful as part of a larger statewide public health push that included wearing masks and virus testing.

“It’s not a panacea,” he said. But “it can be an effective part of a pandemic response.”

Categories
Business

NBA play-in video games are successful — here is why the league ought to maintain the format

LeBron James #23 of the Los Angeles Lakers drives to the basket against the Golden State Warriors during the 2021 NBA Play-In Tournament on May 19, 2021 at STAPLES Center in Los Angeles, California.

Adam Pantozzi | National Basketball Association | Getty Images

LeBron James made his feelings known. National Basketball Association team owner Mark Cuban did, too. Some like it, and others don’t.

But the NBA play-in games went from pandemic necessity to possible permanent feature.

The play-in games pair seeds 7-to-10 in each conference, with winners securing the final four playoff spots. The NBA installed the games last summer because the season was interrupted due to Covid-19.

“It added some excitement for our TV partners and for our fans to watch games that are important and meaningful,” Phoenix Suns owner Robert Sarver told CNBC when asked about the games. “And from an additional entertainment aspect, it’s an additional asset for our media partners.”

The latest on the viewership front is the NBA reached over 5 million viewers for the premium play-in: James’ Los Angeles Lakers against the Steph Curry-led Golden State Warriors. It’s not pro football viewership stats, but nothing in U.S. sports will ever match the NFL. And few media pundits will frown at 5 million viewers on a Wednesday night.

Now NBA commissioner Adam Silver will now navigate the politics of continuing playoff play-in games. He’ll have to deal with the basketball traditionalists, the egos in the ownership group and the players who will make their feedback known. But Silver’s job to convince his NBA constituencies shouldn’t be difficult, and here’s why.

Viewership is strong, and that’s what matters

Last year, only one play-in game occurred – the Memphis Grizzlies against the Portland Trail Blazers – as disparity guidelines were in place. The Blazers-Grizzlies averaged over 1 million viewers and peaked at 2.6 million on a Saturday afternoon in August. For two small-market teams, that’s a success for ESPN.

Turner Sports said the seventh-seed Boston Celtics win over the Washington Wizards averaged 2.5 million viewers. And the lower-seeded contest (Charlotte Hornets and Indiana Pacers) averaged 1.4 million viewers.

And James helped ESPN average 5.6 million viewers with his appearance. The Los Angeles Lakers beat the Golden State Warriors 103-100 thanks to James’ game-winning shot. ESPN also averaged 2.2 million viewers for the first contest featuring Memphis Grizzlies rising star Ja Morant.

“The early returns are good,” said NBA executive Evan Wasch, one of the people James suggested should be fired for his part installing the play-in. Wasch is the executive vice president of basketball strategy and analytics. Part of his job is to help format the games, which were on the NBA’s radar before he arrived at the league.

With the potential of six new games added, that should only help the NBA when it comes back to the negotiating table with its national media partners. Early speculation is the NBA would seek just around $70 billion for new rights. The current agreement runs through 2024.

But if fans are watching, which so far they are, things could get interesting for Disney and the new Discovery-WarnerMedia.

Dallas Mavericks owner Mark Cuban shakes hands with Luka Doncic (77) after the 117-110 win over the San Antonio Spurs in an NBA basketball game Monday, Nov. 18, 2019, in Dallas.

Richard W. Rodriguez | AP

Team business will benefit

Like James, Cuban was adamant about his dislike for the games. The thing is, he commented when his Dallas Mavericks were on the verge of competing in the play-in. The Mavs escaped, though, and Cuban went back to discussing NFTs. But even he can’t deny the play-in games are suitable for his pocketbook.

The play-in games are basically playoff contests. For the seventh seed, it provides at least two elimination games at home. So, for instance, if the Mavs had finished seventh, they’d play the exact amount of guaranteed games at American Airlines Center as they would in a traditional playoff format. And if they win the play-in and advance far in the playoffs, that’s more gameday revenue, and that jersey patch increases in value, too. The play-in stats don’t count, but the money coming in does.

“The seventh seed sort of ends up in a net positive place from a team business perspective,” Wasch said. “That seed is getting an incremental benefit from being in this play-in by virtual of having more [playoff] home games.”

How can Cuban argue against that? Asked if his stance has changed, in an email, Cuban stayed quiet. But when asked his perspective, Sarver said, “I would have no problem supporting it.”

Ja Morant #12 of the Memphis Grizzlies rebounds the ball against the San Antonio Spurs during the 2021 NBA Play-In Tournament on May 19, 2021 at FedExForum in Memphis, Tennessee.

Joe Murphy | National Basketball Association | Getty Images

The competition will be good

Take away the dull games featuring the Pacers and Wizards and the play-in games were fun to watch. But it’s the competition before the games that elevated the NBA’s fan engagement.

Over the final two weeks of the regular season, the play-in races were one of the most discussed topics in sports. Would the Lakers fall? Could Curry get in? Plus there was James’ dislike of the format.

“It certainly has not hurt the level of interest around the play-in to have some of our prominent players and owners speaking up about it, whether positive or negative,” Wasch said.

He added the race for the sixth-seed was intensified, as teams wanted to avoid the play-in. It’s here the NBA has created a race in the middle of the standings. When discussing the topic with CNBC, a prominent Western Conference team executive noted 24 teams were competing for positioning over the last few weeks of the season. Asked if he would support it permanently, the executive said yes. And Sarver noted it discourages teams from tanking to position for draft picks.

“What we learned is that our teams and players are responsive to the competitive dynamics that are presented in front of them,” Wasch said. “When you give teams the opportunity to earn greater rewards for finishing higher in the standings, and those rewards are outsized relative to what they’ve been traditionally, then you see a response.

“We saw it in the bubble last year with the teams in the Western Conference fighting to get into the play-in,” Wasch added. “And we’re seeing it fourfold this year because it’s just not eight and nine [seeds]. … If that were to continue, then this format is a success. So far, all the learnings have been positive.”

Now what happens?

The viewership for the Lakers-Warriors contest was solid, but that number could be tough to capture again. It did feature two of the top athletes in the world (Curry and James). The chances those two meet in that position again are slim.

Still, after Silver gets team owners in line, convincing the National Basketball Players Association is next. At that point, the NBA will reveal how much these play-in games mean to the league.

“I think they are going to have the play-in again,” said former NBPA executive Charles Grantham. “The thing is: what is it going to cost for them to get the players to agree? It’s no question that it will be a subject to negotiation for the next agreement.”

Now the director of the sports management program at Seton Hall, Grantham said he expects the NBPA to request that the play-in games’ revenue gets added to the NBA’s gross revenue, which they split with the players in the form of basketball-related income, according to their existing agreement.

And eliminating preseason games could be an option, too, as players could have questions about wear and tear on their bodies. But these days, teams have rest strategies so the obstacles shouldn’t prevent an agreement.

There’s still things to figure out, fairness being one of them, but the NBA found its new asset. The play-in games are fun and prove they work.

“If we found that fans felt it devalued the regular season, that would be something take a look at to see if we can squeak it in any way to adjust to that,” Wasch said. “But I’m optimistic we’ll find that it was actually a welcomed addition.”

Categories
Business

What Snoop Dogg’s Success Says Concerning the E book Business

When fears for their industry turned to a baffled optimism last year, publishers began rethinking almost everything they had once taken for granted, from nurturing new literary talent to the way they market books and to sell. Live literary events like signatures and author appearances have been replaced with Zoom, as with so many things. BookExpo, the largest gathering of publishing professionals in the United States, which usually took place in May and attracted thousands of booksellers, publishers, editors, agents, authors and librarians to the Javits Center in New York, has been canceled. The convention center is now used as a mass vaccination center.

“One of the most important things that will change is the reassessment of everything we do and how we do it,” said Don Weisberg, Macmillan’s general manager.

The loss of live authoring events has all but wiped out a significant source of income for bookstores. Virtual events can attract a larger and more geographically diverse crowd and are cheaper for publishers, but online audiences often do not buy the book from the store where it is hosted.

Gayle Shanks, co-owner of Changing Hands in Phoenix and Tempe, Arizona, said the store only sold half a dozen books at virtual book events. At a really good virtual event, they could sell 150 copies – but the same author could personally sell 1,000. Some publishers have started paying their businesses to host virtual events, usually between $ 200 and $ 500, which is roughly what they would make if they sold 20 to 50 books, she said.

Like the big retailers, independent bookstores were flooded with online orders, a welcome spike in business when their doors closed, but one they were poorly set up to manage – some stores were dropping maybe a dozen orders a day last spring to hundreds over. For many of them, online sales growth was still insufficient.

Categories
Business

“Working Backwards” and the Secrets and techniques of Amazon’s Success

Separating myth from reality in evaluating Amazon’s methods has taken on a new urgency both inside and outside the company as the future is viewed without Mr Bezos at the helm. He announced this month that he would step down as managing director this summer. So it’s time two former Amazon executives, Colin Bryar and Bill Carr, promised to pull back the curtain on their new book, Working Backwards: Insights, Stories, and Secrets of Inside Amazon.

The authors say they interviewed “many Amazonians past and present” and, based on the glowing blurb, at least had the tacit approval of current management. The fact that “working backwards” is much closer to an authorized company profile than a tell-all does not necessarily affect its interest. Mr. Bryar and Mr. Carr each played an important role in the company during critical phases: One as Chief of Staff for Mr. Bezos when the Kindle and Amazon Web Services were put into operation, and the other started and ran Prime Video. Their portrait of Amazon’s culture and processes is fascinating and insightful, if not always in the way they intend.

First, the authors want to show the operating philosophies that are responsible for the monumental achievements of Amazon. Rather than offering a boring catalog of the company’s 14 governance principles and three implementation mechanisms, Mr. Bryar and Mr. Carr provide concrete and accessible examples of how these are put into practice across a range of roles, from attitudes and communication to organization and product Design. Mr Bezos was clearly not joking when he said in his first letter to shareholders that Amazon employees are not free to choose whether to work “long, hard or smart”. (It must be all three.)

“Working backwards” conveys the company’s exhaustive focus on customer satisfaction. However, many of the individual business practices described are not fundamentally original. Although they have often acquired catchy Amazon-specific labels, many are just variations of well-known Six Sigma processes and management theories or practices developed by other companies such as Toyota or Microsoft. For example, as the authors put it:

When Amazon teams encounter a surprise or confusing problem with data, they are adamant until they discover the root cause. Perhaps the most widespread technology at Amazon is the COE process (Correction of Errors Process), which is based on the “Five Whys” method developed by Toyota and used by many companies around the world. When you see an anomaly ask why it happened and repeat it with a different “why?” until you get to the underlying factor that was the real culprit.

There is nothing wrong with adapting a portfolio of existing best practices, adding a few of your own, and then stepping on the gas. However, the authors repeatedly claim that these practices, both individually and collectively, provide “a tremendous competitive advantage”. Your competitors cannot simply copy the definition of a competitive advantage. If, as the authors claim, Amazon’s secret sauce is just a collection of “teachable business practices,” then they cannot represent a competitive advantage.

Categories
Business

The 2020 field workplace was dominated by previous motion pictures, early blockbuster success

Will Smith and Martin Lawrence star in “Bad Boys For Life”.

Sony

The studio with the highest box office in 2020 delayed most of its film until 2021.

After combing Comscore’s data, Sony became the top earner in a year marked by a global pandemic. The studio accounted for 22.2% of the domestic film market and had ticket sales of nearly $ 500 million.

“If you need a symbol of how unusual 2020 was at the box office, look no further than the fact that Sony’s ‘Bad Boys For Life,’ a mid-January release, would be high on the box office list.” all year, “said Paul Dergarabedian, senior media analyst at Comscore.

The film grossed $ 206.3 million, a far cry from the $ 858.3 million in revenue generated by the top-grossing Avengers: Endgame in 2019.

Sony’s market share was boosted by ticket sales of “Jumanji: The Next Level” and “Little Women,” both released in 2019. The sequel to “Jumanji” was the fourth highest grossing film of the year, while “Little Women” was the eighth.

If you just look at the box office, where the pandemic had to close cinemas by the end of the year, Sony only raised around $ 29 million after March 20.

“The 2020 box office year had a split personality,” said Dergarabedian. “It had a strong market before the pandemic, but its development was badly affected when the theaters shut down in mid-March. It then struggled through the spring, summer and fall with a severely limited number of open theaters and a notable shortage of new films.”

The global coronavirus pandemic has paralyzed the domestic box office, forcing studios to postpone blockbusters and place other major feature films on premium video-on-demand or branded streaming services.

Studios that were able to release films before the pandemic closed theaters in March stuck to box office earnings and remained the top earners of the year, according to Comscore. These studios’ grossing results were also boosted by films released in 2019 but continued to be in theaters in early 2020.

In fact, the lion’s share of $ 2.2 billion in the 2020 box office was generated in the first three months of the year. From January 1 to March 19, the US and Canadian box offices achieved ticket sales of $ 1.8 billion, according to Comscore data. The remaining $ 400 million was raised between April and December.

“The pandemic has fundamentally changed the fate of studios and their films, which were either cut midstream in March or postponed for 2021,” Dergarabedian said. “This unforeseen and unfortunate turn of events has made the promising and possibly record-breaking year at the Multiplex one of the toughest for the company.”

Just a second

Universal was the second highest recording studio in 2020 and achieved a market share of 21.9%. The box office difference between Sony and Universal was only $ 5.8 million.

Universal delayed most of its films until late 2020 or early 2021. However, when the theaters reopened and it became clear that audiences weren’t returning en masse, the studio changed its strategy.

Contracts were signed with several major theater chains in the US and Canada that would enable him to shorten the time his films take to theaters. This allowed the studio to put its films on premium video-on-demand earlier or on its streaming service Peacock, and monetize its film among consumers who were unwilling to leave their homes.

Most of the box office portion of the Comcast-owned studio came from the war drama “1917”, which was released in late 2019. The film received the Oscar for Best Picture in February 2020, which enticed moviegoers to watch it in droves. The film raised $ 158 million in 2020, making it the studio’s highest grossing film and the second highest grossing domestic box office film for the year.

Universal had two major releases prior to the theater closing: “Dolittle” at $ 78 million and “The Invisible Man” at $ 70 million.

A handful of films also hit theaters during the pandemic, including “Trolls World Tour”, “Freaky” and “The Croods: A New Age”. Together, these films made just under $ 50 million.

The studio also benefited from the new releases of “Jaws” and “Jurassic Park,” which increased the company’s total sales by approximately $ 10 million. These films, which originally debuted in 1975 and 1993, were among the top 20 highest-grossing films to hit theaters between late March and December 2020.

The bronze medal

In 2019 the Walt Disney Company released seven films that exceeded $ 1 billion worldwide and accounted for nearly 40% of the domestic box office market share. Between the distribution of Disney films and 20th Century Fox’s newly acquired real estate, which was the largest part of a studio, the company had made more than $ 4 billion in ticket sales.

Just a year later, Disney’s stake shrank to 20% and rose from top cashier to third best after just $ 442 million.

Disney had a jam-packed series of films for 2020. Between the Disney production studios and the newly acquired Fox studio, the company should release around two dozen films. However, the pandemic caused the company to make new plans.

For the most part, Disney pushed out its 2020 titles, including two major Marvel films, “Jungle Cruise” directed by Emily Blunt and Dwayne Johnson, and an adaptation of Stephen Sondheim’s “West Side Story”.

While the majority of Disney’s films were released by 2021, the company offered its live-action version of “Mulan” for $ 30 on its streaming service Disney + in September and posted its Oscar contender, the Pixar film “Soul”, on the platform for free.

While Comscore is separating Disney and 20th Century as two different distributors, CNBC has decided to combine their ticket sales as both are owned by Disney. Together they have the third largest market share or around 20%.

According to data from Comscore, Disney, as a single distributor, had ticket sales of $ 255 million last year compared to the 20th century grossing $ 187 million. If these numbers had not been combined, Disney would have the fourth largest market share and the 20th century the fifth.

Warner Bros., which sold $ 258 million in ticket sales last year, would have finished third. Warner Bros. combines Disney and the 20th century and is now fourth.

Rey and Kylo Ren compete against each other in Star Wars: The Rise of Skywalker.

Disney

Disney’s top-grossing film of 2020 was Star Wars: The Rise of Skywalker, which was released in late December 2019. The film, valued at $ 128 million in 2020, was the fifth highest grossing film at the domestic box office.

As with Sony, the majority of Disney’s total box office came from films released earlier this year or holdovers from 2019. “Onward,” “Call of the Wild,” “Frozen 2” and “Spies in Disguise “Everyone contributed to this transport in the first few months of 2020.

“The New Mutants” was Disney’s top-grossing theatrical release during the pandemic. The film had sales of approximately $ 32 million.

Disney also had a number of newly released films that added to its record, including “Hocus Pocus”, “Star Wars”, “The Nightmare Before Christmas” and “Black Panther”. Those titles accounted for nearly $ 30 million from Disney’s Transport.

Disclosure: Comcast is the parent company of NBCUniversal and CNBC.

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World News

After Fast Vaccine Success, Israel Faces New Virus Woes

JERUSALEM – Just last week, Israel was seen as a model coronavirus country, well ahead of the rest of the world in vaccinating its citizens.

But the virus had other ideas.

This week, Israel faces a tightened lockdown as infections surge to more than 8,000 new cases a day. Officials fear that the more transmissible variant of the virus, first identified in the UK, is spreading rapidly and Israel’s vaccine supplies are running low.

The prospect that Israel would have the virus under control by spring, which was once promising, now seems uncertain. Health officials say the vaccine campaign can’t compete with rising infection rates, at least in the short term.

And the Palestinian Authority, which operates its own health system in the occupied West Bank, has asked Israel for vaccines, which has sparked a debate about Israel’s responsibility to the Palestinians at a time when Israel’s vaccine supplies are dwindling.

“We are at the height of a global pandemic that is spreading at record speed with the UK mutation,” Prime Minister Benjamin Netanyahu said in a video statement late Tuesday, explaining the government’s decision to impose a full national lockdown that will Closing most schools and schools will all non-essential jobs for at least two weeks.

“With every hour that we delay, the virus is spreading faster and it will cost a very high price,” he added.

The lock decision was made after Prof. Eran Segal of the Weizmann Science Institute in Rehovot, Israel, presented the government with the dire prognosis that without such measures, Israel’s infection rate could rise to 46,000 new cases per day by February, an astonishing number Country with about 9 million inhabitants.

Government officials cited the variant discovered in the UK as one of the main reasons for imposing tighter restrictions. Mr Netanyahu said the line had “jumped forward”, although not at the same pace as the UK.

At least 30 cases of the variant have been identified in Israel through special samples spread across 14 different cities. However, officials and experts said these tests were aimed at identifying the presence of the variant, not quantifying it, and the actual number of cases was likely much higher.

Many scientists believe that the variant is more transmissible, which means that it can more easily spread from one person to another.

Professor Segal said the variant could be a factor in the rising rate of infection in Israel’s ultra-Orthodox Jewish community. In the past four weeks, infections among the ultra-Orthodox have increased sixteen-fold.

He estimated that the variant now accounts for around 20 percent of morbidity in ultra-Orthodox cities and neighborhoods.

During the coronavirus crisis, there was constant tension between the ultra-Orthodox, who make up around 12.5 percent of the population, and the incumbent Israelis, especially because some ultra-Orthodox rabbis insisted on keeping their educational institutions open during the crisis, violating previous lockdowns and regulations generally disregarding the restrictions on large gatherings and social distancing.

Israel’s vaccine supplies cast another shadow over the tempting prospect of an early emergence from the crisis. Vaccine supplies were running low and officials said they may have to slow their widely touted vaccination program until mid-January if they can’t convince drug companies to ship more vaccines sooner than promised.

A few days ago, the Israelis celebrated the successful start of their vaccination campaign, which has surpassed the rest of the world. Approximately 1.5 million Israeli citizens, or more than 16 percent of the population, have received an initial dose of the Pfizer BioNTech vaccine since the vaccination program began on December 20.

Updated

Jan. 7, 2021, 6:03 ET

The shortcoming, according to the authorities, could be due to the success of the program: the first phase of the program went faster than most thought possible.

Israel has not disclosed the number of vaccine doses received as the agreements with the pharmaceutical companies are confidential. The government has promised to reserve enough vaccines so that anyone who received a first dose can get their second dose as planned after about 21 days. This should include the majority of Israel’s high-risk population of health workers and citizens 60 and older.

Quiet negotiations are being held with the drug companies to improve their supplies, but the shortage could lead to delays in implementation. Mr Netanyahu, whose political future may depend on the success of the program, said he “continues to work around the clock to bring millions of vaccines to Israel”.

Mr. Netanyahu said Wednesday that a small initial shipment of Moderna vaccines should arrive on Thursday and that more would follow. Pharmaceutical companies now see Israel as an interesting test case for vaccination effectiveness and possibly the first country to be fully vaccinated. Officials and experts stated this, which gives him an advantage in securing additional shipments.

Israel has been criticized by human rights groups for failing to expand its vaccination program to most Israeli-controlled Palestinians, despite the fact that Israelis living in settlements in the West Bank have been vaccinated.

Palestinian officials have recorded hundreds of Covid-19 cases daily in the occupied West Bank and Hamas-led Gaza Strip, the overcrowded Palestinian coastal enclave whose borders are tightly controlled by Israel and Egypt, and health officials believe the real numbers are much higher . Palestinians in these areas have not yet received vaccines.

On Wednesday, two Palestinian officials said the Palestinian Authority had asked Israel for up to 10,000 doses of the vaccine to immunize Palestinian frontline workers.

Hussein al-Sheikh, the top Palestinian official in charge of coordination with the Israelis, said Israel refused.

An Israeli official, who spoke on condition of anonymity for not having the authority to speak to the news media, said Israel secretly delivered “dozen” vaccines to the Palestinians this week but has not yet responded to the larger request. Several Palestinian officials denied having received vaccines from Israel.

The Oslo Accords, the provisional peace accords signed between Israel and the Palestine Liberation Organization in the 1990s, commit both sides to work together to fight epidemics and provide each other with support in emergencies.

The Geneva Conventions also oblige an occupying power to ensure medical care for the local population and preventive measures to combat contagious diseases and epidemics.

Alan Baker, a former Israeli ambassador and international law expert who helped draft the Oslo Accords, said he believes this would “represent a commitment for Israel to provide vaccines to fight Covid 19 help “but that was it” a one-way street. “

Hamas, he said, holds Israeli hostages in Gaza and is obliged to release them by the same humanitarian standards.

Israel Health Minister Yuli Edelstein said last week it was in Israel’s best interest to contain the virus on the Palestinian side, but Israel’s first obligation was to its own citizens. (Palestinian citizens of Israel and residents of East Jerusalem receive vaccinations through the Israeli program.)

Dr. Ali Abed Rabbo, a senior official in the agency’s health department, said the Palestinians hope to receive two million doses of the Oxford-AstraZeneca vaccine in February. They also expect the Covax global vaccine-sharing system to deliver 60,000 doses in the first quarter of 2021 and nearly two million more later this year.

United Nations officials have asked Israel to provide the Palestinians with some vaccines to protect their medical workers, said Gerald Rockenschaub, head of the World Health Organization’s mission to the Palestinians.

But Israel advised United Nations officials that it cannot send vaccines to the Palestinians just yet because of a lack of shots for its own citizens, Rockenschaub said.