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Updated: 9 years 3 weeks ago

BlackBerry Ltd getting ‘disappointing’ traction for BES12 software

Even analysts who initially bought the hype that John Chen would orchestrate the spectacular comeback of beleaguered BlackBerry Ltd. are beginning to change their tune.

Nomura Securities analyst Stuart Jeffrey is toning down his “positive bias” for the long-term prospects of the Waterloo, Ont.-based company, citing what appears to be “disappointing” traction for BlackBerry’s BES12 enterprise software in the hotly contested banking sector and “reduced confidence” in the number of free EZ Pass licences that it has upgraded into paying gold licences.

“Having been tempted by BlackBerry’s turnaround in previous quarters we are turning more cautious,” Mr. Jeffrey said in a note to clients. “While near-term dynamics into the May and August quarter could prove strong, we are increasingly concerned that this could prove temporary.”

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This note is the latest in a string of skeptical research reports about BlackBerry that have been published this week, only days ahead of the release of fourth-quarter results that are expected to cap the worst three-month sales performance for the company since 2006.

Analysts estimate BlackBerry will record revenue of US$783.1 million for the quarter ending Feb. 28, 20% lower than the same period last year, according to data compiled by Bloomberg. Mr. Jeffrey’s estimate is even less at US$739 million.

Mr. Jeffrey trimmed his 12-month price target to US$9.70 from US$10.30, which is still a 4.5% potential upside on Wednesday’s closing price of US$9.28. He maintained a “neutral” rating on the stock, the same recommendation he’s held since at least 2010, according to Bloomberg data.

The market will be looking for clues during Friday’s earnings call that Mr. Chen will do more for the company’s balance sheet in fiscal 2016 than just cut costs — he needs to resuscitate sales.

“We suspect that the BlackBerry share price could exhibit some strong volatility as software and device volumes vacillate,” Mr. Jeffrey said. “The end result is BlackBerry is possibly more of a trading stock rather than a fundamental holding.”

Hewlett-Packard Co opens Canadian security operations centre

Companies concerned about entrusting their outsourced security operations to a location based outside of Canada now have another option. Hewlett-Packard Co. today opened a Security Operations Center (SOC) in Mississauga, Ontario — its tenth globally and fourth in the Americas. It is designated a regional SOC; HP has one main security delivery SOC in each of the Americas, APJ, and EMEA, with additional regional SOCs dedicated to specific segments or subsets of its service offerings.

Globally, HP’s more than 5,000 security professionals deal with 23 billion security events per month for over 1,000 customers and over 500,000 managed security devices.

“The HP Canadian Security Operations Centre will give clients access to cutting edge security technology, expert staff and the most up-to-date information on vulnerabilities, to help monitor threat activity and respond quickly to minimize disruption to the business and free up in-house IT resources to drive innovation,” said Bruce Pearce, vice-president and general manager for enterprise services at HP Canada.

HPHP Security's global footprint.

The facility is staffed 24 hours a day, 365 days a year, and is designed to the RCMP’s specification for secret installations, so it is ready to accommodate public sector organizations.

The Canadian SOC focuses on medium and large companies in need of managed security services (MSS). It will provide day-to-day security management and threat detection services as well as protection against growing cybercrime attacks, and will use HP ArcSight Security Information and Event Management (SIEM) to aggregate data from client SIEM implementations for more effective monitoring and response times. Should additional services such as data loss prevention be required, HP will deliver them from its Americas global SOC in Plano, Texas.

In Canada, customers will have access to local Level 1, Level 2, and Level 3 support, according to Dave Ouellette, director of worldwide managed security services at HP. Should further escalation be required, staff have access to resources at the global SOC in Plano. The SOC also provides monitoring for HP’s cloud customers.

“Any time a global managed security services provider such as HP makes significant investments in Canada, it’s great news,” said Kevin Lonergan, analyst with the Infrastructure Solutions Group at IDC Canada.

“By opening a Canadian based SOC, HP will be providing highly skilled jobs and opportunities for Canadian IT professionals,” he went on. “From a customer standpoint, having another MSSP with local infrastructure and security professionals is certainly a positive. A Canadian based SOC will also allow HP to provide MSS to organizations with strict data residency regulations like the public sector, as well as businesses that fear their data crossing boarders due to foreign regulation such as the PATRIOT act.”

In addition, he noted, with the current lack of qualified security professionals, coupled with Canadian organizations’ IT budget constraints, the MSS model is an attractive alternative to in-house security.

BlackBerry Ltd’s hardware segment ‘empty calories’ as company expected to reveal worst three-month sales since 2006

Shares of BlackBerry Ltd. are trading near the lowest level this year leading up to the release of fourth-quarter results that are expected to cap the worst three-month sales performance for the company since 2006.

Analysts estimate BlackBerry will record revenue of just US$790 million for the period ending Feb. 28, almost 20% lower compared to the same time last fiscal year, according to data compiled by Bloomberg. BlackBerry is also expected to slip back into the red after a surprise adjusted earnings per share in the third quarter snapped a streak of six consecutive quarterly losses.

Its shares fell 2.6% Wednesday to $11.61 in Toronto, having already dropped 8.9% this year.

One of the reasons why the sales estimate is so dismal is because its new Classic device became available in Europe and U.S. midway through the quarter, a delay that Scotia Capital analyst Daniel Chan estimates will push back the recording of revenue on as many as 400,000 smartphones to the company’s next fiscal year.

Recognition will be even further delayed as BlackBerry waits to record the sale until a wireless carrier sells the smartphone to its customer. In both cases, the sales aren’t lost, just deferred.

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But the company’s reliance on its low-margin hardware segment, which has steadily declined since 2009 to 46% of total revenue as of the third quarter, is diminishing. Analysts at UBS Securities said in a note to clients this week that BlackBerry “would be better off” without devices and called for an outright exit the same month that the ailing Waterloo, Ont.-based company said it will release several new phones in 2015.

Likewise, Goldman Sachs called its hardware sales “‘empty calories’ as these are not profitable.”

When BlackBerry’s chief executive John Chen speaks Friday on the conference call, analysts and investors will look for signs that the turnaround specialist will do more than prune costs in the coming fiscal year. Mr. Chen needs to prove people are buying what BlackBerry is selling and, more specifically, show the path of how he intends to make good on his promise to double software sales to US$500 million in fiscal 2016, plus an additional US$100 million from its BBM mobile-phone messaging service.

“Whether software revenue will track to the target” and “when the trajectory will be clear” is considered by TD Securities analyst Scott Penner to be the company’s “primary question,” he wrote in a note this week.

But it certainly won’t be easy. The software arena is fiercely competitive, dominated by the likes of Mobile Iron, AirWatch and Good Technology. That’s why Scotia Capital’s Mr. Chan will be listening carefully for “initial indicators” that show if and how many businesses are activating and paying for licenses to its latest enterprise software update, BES 12.

Of the 36 analysts surveyed by Bloomberg, only five rated BlackBerry’s stock a buy, 20 a hold and 11 a sell. Its stock has a 12-month price target of $11.26, 3% below its current level.

Financial Post
cpellegrini@nationalpost.com

We asked a player with 800 hours of Battlefield experience to review Hardline. This is what he had to say

From far away battlefields to backyards and bank vaults, Hardline changes the rules of engagement, and it’s all about the Benjamins.

Battlefield Hardline is the breakout cops and robbers adaption of Electronic Arts’ Battlefield franchise. Developed by Visceral, the creators of Dead Space and (allegedly) the End Game DLC for Battlefield 3, we find ourselves with a substantially different Battlefield game.

Although it uses the same engine as Battlefield 4, and it sports the ‘Battlefield’ title like the great online military games which preceded it, Hardline distinguishes itself from the rest by limiting the scope of the battlefield to infantry, lightly armoured civilian vehicles, and a focus on game styles compatible with the cops vs. robbers narrative.

Some might say that this seems to be less than what BF4 offered, but for the same $120 when all is said and done. To these Battlefield fans, still bruised by the rushed and uncomfortable launch of BF4, Hardline is likely something they will eventually buy, but not necessarily right away. After all, Battlefield 4 is alive and well, finally optimized, and there is still DLC to be released!

Thankfully, I don’t believe Hardline was made for those players. Where once Battlefield catered solely to those who craved vast game environments layered with interconnected land, sea, and air warfare, with the advent of Hardline, Battlefield can now appeal to a broader fan base who may have found the traditional Battlefield experience to be overwhelming, even frustrating when you factor in how rude a TV-guided missile from 800 meters can be when you are trying to line up a shot.

Conversely, if your idea of the perfect evening includes hanging from the window of a cop car, spraying machinegun fire at a rap music blasting muscle car in hot pursuit, then EA and Visceral likely had someone like you in mind at the outset of the game’s development.

If the thought of “tazing bros” who would just as well ask not to be tasered is something that connects with you on a personal level, and if you’re familiar with the term “quick scope,” and you do not find it to be objectionable, then you can be certain that the boys down in marketing have already drafted and long since recycled Bristol board charts of the pie and non-pie varieties, all to better understand the wallets of yourself and people like you.

If, and I’m sure I’m going out on a limb here, you also happen to believe in your heart of hearts that there is no place for the two-man crew of an M1 Abrams main battle tank in a game that really should be about the bond between a player and his assault rifle, then you are certainly being surveilled by marketers right now, as there can be no doubt that this game was made specifically for you.

EABattlefield Hardline

The single player campaign is passably good, but not the main draw. That’s fine, of course, as all a satisfactory Battlefield campaign needs to do is to familiarize players with the game’s particular mechanics, and to teach us how to function online without being annoying about it. Hardline does this fairly well, actually, and it looks good while doing it too. With regard to the storyline, I thought they missed a good opportunity to take themselves a little less seriously, because while bad jokes can get a grin from time to time, no amount of cheesy drama is going to make anyone care.

As Officer Nick Mendoza, you deal with themes of greed and corruption within the police force, and frequently find yourself exchanging fire with swarms of well-funded cartel thugs on the outside. The progression of the game follows the unfolding of Mendoza’s journey of self-discovery. He’s a complex guy, I guess.

From episode to episode, you’re wielding a police badge that can be used to arrest criminals, an advanced police intelligence scanner that tags enemies and high-level targets carrying outstanding warrants, and a Taser for when you want the arrest, but the situation is deteriorating fast.

While the badge and the Bill C-51-esque police intelligence scanner do not make it into the online gameplay, the same spotting function used by the spy tool is already a crucial part of the online Battlefield experience whereby known enemy locations are shared with one’s team. Furthermore, with the use of a Taser, or police baton, online players can be subdued and “interrogated” to reveal enemy positions as yet unknown to your team. Other neat toys unique to Hardline are the grappling hook for scaling buildings, and the zip-line for sliding between structures.

Unless you are overly patient with the criminals in the game, you’re probably going to spend some time just blowing them away. This is precisely what made the single player palatable for me, the freedom to choose whether to sneak about to make the arrests, go in guns blazing, or slip through to find the objectives while avoiding unnecessary trouble altogether.

[youtube=http://www.youtube.com/watch?v=ex1GlZS-t7c&w=640&h=390]

Of course, it’s the multiplayer that matters, and there’s little doubt that Visceral has done an excellent job here. I did the math, and I have logged over 800 hours online since Battlefield 1942, and 238 of those hours are from BF4. What Hardline brings to the franchise represents a fast paced alternative to the core Battlefield experience which some of us have probably played more than enough.

Even in existing vanilla modes like Conquest and Team Death Match carried over from previous titles, Hardline immediately feels different from others in the franchise. Specifically, it is the time to kill that has been reduced. The effect of this is that you either die really quickly, or you learn to take cover, and adjust to a world where it only takes a couple shots to take a player down.

Progression through the online ranks is done via a cash-based system that uses money earned from multiplayer kills and team-support actions and objectives to acquire weapons and their modifications, car upgrades, and class-specific gadgets. Classes are similar to BF4 with Operator playing the role of the medic, Mechanic primarily repairing vehicles in the absence of a need for anti-tank support, Enforcer for shotgun wielding and ammo resupply, and the Professional class that uses sniper rifles that don’t seem to punish players for playing fast and loose, rather forcing the reliance on laying prone and taking calculated shots.

Given the fact that the heavy artillery and jets are stripped from the game, Hardline’s bread and butter can instead be found in the civilian cars and clever cash-based games for infantry warfare.

Leading the popular online modes is Hotwire, a modification of the classic Conquest game mode, where instead of stationary capture points that must be held, in Hotwire, the capture points are vehicles, and they must be driven. This game mode is a lot of fun, because once you get the vehicle up to speed, you are racking up the points in a hurry, and anyone sitting inside repairing or shooting out of the windows receives points too, and this will ensure that you have a posse of backup whether you ask for it or not. All the same, of course, this will also draw heat from the opposing team, and this can come in the form of an RPG, roadside C4, or a well-placed sniper shot through the windscreen.

The downside to Hotwire is that it’s almost too easy to grind for points; on day one I was giggling at the sight of 4,000 points (the equivalent of 40 kills) just for driving in circles, and the next day, I was a little upset that my go-to Hardline level-up technique was to drive a Hotwired car in circles inside an empty parking garage.

Another fan favourite is the online mode Heist. Here, the police must secure a bank that is being robbed, while the criminals find a way into the vault, and are tasked with escaping with the cash to extraction points outside the building. It’s difficult to beat the police, but when it happens, the payout and thrill can be very rewarding.

EABattlefield Hardline has a relatively developed single player compared to many games in the series.

Also included are two game modes originally popular in the Half-Life mod, Counter-Strike: Rescue and Crosshair. In Rescue, we have 5 vs 5 hostage rescue, and with Crosshair, the objective is to protect or kill the player-controlled VIP, depending on whether you are a cop or a criminal.

Finally, there is the wildly popular mode Blood Money. Here, players are tasked with rushing a crate full of cash in the middle of the map. Once the players have the green, they must take it back to their own team’s vault. The game then becomes one of attrition, as you must steal from the enemies’ cash vault, while protecting your own. The game ends when either team hits $5,000,000, or when the clock runs down.

What I like so much about this game style, besides the easy money, and aside from the explosion of bills that occurs when you frag someone carrying a red duffle bag of cash, is that it presents an interesting risk vs. reward scenario each time the player is kneeling before the open vault. When the enemy team has been fought away from their cash, friendly players can crouch before the pile of green bills, and hold a button to steal. A smart player will watch how close the enemy is, and choose to take no more than is safe before running off into the bushes. If, however, you just want the money, and you aren’t thinking about the consequences, then you will take, and take, and take, and before you know it, the money is fluttering through the air, and you are flat on your back.

Thinking forward to the much, much anticipated Star Wars Battlefront, to the problems with the BF4 launch, and to the early doubts concerning the price and value of Hardline, I can’t help but think there could be a parallel between the greedy Blood Money player, carelessly filling his pockets at the vault, and a hungry publisher looking to make another dollar. Time will tell how accurate this similarity turns out to be, but I’m betting on EA giving the community exactly what it wants, and not taking too much, because all things considered, they’ve been pretty good to us thus far.

Hardline‘s release was smooth, and although it did feel like a modified BF4, it also plays like something novel and worthwhile all on its own. If you have recently built a gaming PC, and you don’t yet have Battlefield 4, I would recommend buying that title first, and then grabbing Hardline down the road when the price drops.

If you already have BF4, and you’ve got the cash to spare, then it’s all about the Benjamins, baby, and you might as well make it rain with Battlefield Hardline.

Nielsen to measure Netflix viewing by middle of this year

Nielsen, the company that measures TV audiences, will begin offering data on viewing by Netflix Inc. and Amazon Prime subscribers for the first time starting midyear, Chief Executive Officer Mitch Barns said Tuesday.

“That will be the last significant portion of overall television content viewing that we don’t already measure,” Barns said in an interview with Bloomberg. “We really will have a full set of capabilities in the market to measure what we call the total audience across all screens, devices and platforms.”

Netflix and Amazon.com Inc. have been unwilling to share what their subscribers watch. That’s given them leverage in negotiations for movies and reruns, and made it hard for TV networks to assess the value of past hits or determine if streaming is hurting traditional viewing.

To help them figure that out, New York-based Nielsen has been testing technology that measures Netflix and Amazon audiences by listening to shows and sharing the results with select clients. Nielsen set-top boxes capture the data for the company. It doesn’t work for original Netflix shows like “House of Cards.”

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Netflix, based in Los Gatos, California, declined 3.1 percent to $424.67 at 12:33 p.m. in New York. The stock had gained 28 percent this year through Tuesday. Nielsen gained 1 percent to $43.69 and was down 3.3 percent for the year.

Netflix has long said it doesn’t need to reveal viewer data because it doesn’t sell ads or pay fees to cable operators.

“Collecting ratings on streaming services is an outdated mode of doing business,” said Cliff Edwards, a Netflix spokesman. Amazon, based in Seattle, didn’t respond to a request for comment.

The growth in streaming services like Netflix and Amazon Prime has coincided with a drop in live television viewing, especially among the young. The number of U.S. homes with subscription streaming services jumped to 41 percent from 36 percent a year earlier, according to Nielsen’s Total Audience Report released last week.

To reach younger audiences, CBS Corp., Time Warner Inc. and Dish Network Corp. are offering online video packages that don’t require a cable TV subscription. Fans of the most-watched TV network can buy CBS All Access for $5.99 a month in some areas. Next month, Time Warner’s HBO will begin selling an Web-only service with Apple Inc. for $14.99,

Netflix has more than 57 million members worldwide, including more than 39 million in the U.S. Amazon Prime has about 40 million members, according to a recent estimate by ChannelAdvisor Corp., an e-commence company based in North Carolina.

Bloomberg.com

CRTC chairman says report Bell manipulated news coverage ‘disturbing’

The chairman of Canada’s broadcast regulator said a report that a subsidiary of BCE Inc. manipulated news coverage because of commercial interests is “disturbing.”

“One of the pillars of Canada’s broadcasting system — and, in fact, of our country’s democracy — is that journalists are able to report news stories independently and without undue editorial interference,” Jean-Pierre Blais, chairman of the Canadian Radio-television and Telecommunications Commission, said in a statement Wednesday afternoon.

Mr. Blais has made a number of recent regulatory decisions that are expected to hit the bottom line of broadcast and cable companies such as BCE, which owns the CTV television network.

A news report Wednesday said an executive at the network’s parent Bell Media instructed journalists not to put Mr. Blais on air after a CRTC ruling that will give Canadians more choice in picking their cable and satellite packages.

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“An informed citizenry cannot be sacrificed for a company’s commercial interests. Canadians can only wonder how many times corporate interests may have been placed ahead of the fair and balanced news reporting they expect from their broadcasting system,” Mr. Blais said.

“That a regulated company does not like one of the CRTC’s rulings is one thing. The allegation, however, that the largest communication company in Canada is manipulating news coverage is disturbing.”

He said the CRTC has been “entrusted” by Canadians, through Parliament, to defend the principles of fair comment, freedom of expression and journalistic independence.

“We expect Canada’s broadcasters to live up to their responsibilities and adhere to a high standard in their news and information programs.”

Facebook Inc expands Messenger app features ‘to reinvent the way people are communicating’

SAN FRANCISCO — Facebook Inc on Wednesday opened up its Messenger service for developers to create apps and for consumers to communicate directly with retailers, in the social media network’s latest effort to expand its reach.

The push to transform Facebook’s messaging service into one that operates independently of the company’s social media network comes as it faces intensifying competition from Twitter Inc and Google Inc, as well as from fast-growing messaging apps such as Snapchat and WeChat.

Facebook unveiled the new features at its annual developer conference in San Francisco, for the first time allowing developers to create apps that function inside the Messenger app, which has more than 600 million users.

Forty different apps will be available on Messenger in the coming days, allowing users of the service to send each other sports clips and animations, Facebook said.

Another feature will allow consumers to use Messenger to send a text message to make a restaurant reservation or to receive a notification that a product purchased online has shipped.

“We want to reinvent the way people and businesses are communicating,” David Marcus, Facebook’s vice president of messaging products, said at the conference. “Lots of companies have tried to build chat services and a bunch of other things but they’re not that good.”

More than 40 developers have already made apps for Facebook’s Messenger app, Marcus said.

© Thomson Reuters 2015, with files from Bloomberg

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The story of Sky Battles: How to make a game in your spare time and get it Greenlit on Steam

Making games is hard work. Especially when you’re doing it on your own and in addition to a regular 9-to-5 job.

But that’s the challenge Woodbridge, Ont.-based professional illustrator Peter Lacalamita set for himself a two-and-a-half years ago when his love of monster movies and flying games drove him to begin creating a game of his own: Sky Battles, an aerial combat game set in 10 large environments against a host of massive beasts. It even has player-versus-player multiplayer.

Working on his own under the name Magnetic Studio – he’s a self-described “lone wolf” with few connections to Toronto’s thriving indie game community – the 45-year-old family man has spent his weekends designing, building, and marketing his passion project.

It finally launched this week on Steam via Greenlight, a system in which games are chosen by players to be published on Valve Corp.’s PC and Mac game platform.

Post Arcade caught up with the busy Mr. Lacalamita on the eve of his game’s launch. He talked about trying to find enough time in each day to do everything required of a guy running a one-man shop, his Greenlight campaign strategy, and the power of receiving a few kind words when you need them most.

[youtube=http://www.youtube.com/watch?v=bWgLwpnzk1s&w=620&h=315]

What’s your game about? Give us the elevator pitch.

Planes… Giant Robots… Fire breathing dragons! Pilot your plane and battle giant robotic monsters with unique capabilities in ten fantastic settings. Then take to the skies in online multiplayer dogfights and show the world who’s boss. Do you prefer to silence you enemies by stealth, or would you rather destroy your foes in a salvo of missiles?

Where did the idea come from? What drove you to undertake such an ambitious project?

I love creating characters and love monster movies like King Kong, Pacific Rim, and Cloverfield. I’m really inspired by games like Shadow of the Colossus, War Hawk, and Crimson Skies.

The awesome thing about indie game development is that you can do it all yourself, release it to the world and observe and learn from the global game community. Strangers become allies in your journey to create an interactive experience and you become better for that.

I have always loved creating. It’s in my DNA. The driving force behind making Sky Battles is to make a game that I would want to play and be able to say: “Hey, I made this!”

You made this game completely on your own. What’s the hardest part of building a game from scratch by yourself?

The art is fun and it’s what I know best. Programming can be difficult but there are always places online that you can get help, such as Unity forums. I think marketing is the most difficult because it’s hard to make a game while marketing at the same time. There are only so many hours in the day.

Did you encounter any hurdles along the way that seemed as though they might be insurmountable at the time?

Programming is about problem solving. Every gaming project I’ve worked on has had several challenges that had to be re-thought or re-designed or re-considered. There have been times when I thought I might be at my wits end. But after taking a break from these kinds of problems it’s quite often that you can attack it and solve it with the help of a fresh perspective.

It seems most worthwhile endeavours are battles within yourself that are ultimately overcome by consistent effort and a never-give-up attitude. Kind words from game testers, game forums, and family members always helped me through the rough days.

Sky Battles is launching on Steam through Greenlight. What was that process like?

The game launches on Steam first and will be followed by a mobile launch later.

The Steam Greenlight campaign was interesting. I had little knowledge of Steam a year ago and what I quickly found out is that it has many hardcore members that love games and are willing to engage with them through chats, leaderboards, achievements, and other social-minded features. This community of Steam members is what makes it such a force in the industry.

My Greenlight campaign generated over 14,000 votes in 200 days. My primary way to get votes was to advertise in my game demo that I released for free online. I also did free giveaways to encourage votes.

The feedback you get from Greenlight alone is worth it in the end. It influenced the development of Sky Battles.

How are you going to measure success now that Sky Battles is finally launching?

It will be great if Sky Battles sells amazingly well but I’ve learned a lot through this experience which will help me on my next project.

For me, sales aren’t the only barometer for success. Reviews aren’t always either because there will always be people who don’t like an aspect of a game for personal reasons.

Making indie games – especially on your own – is notoriously hard work. What led you along this path?

I’ve been working in digital arts for over 20 years and I know I can work within a large team. I’ve done so before.

However, I love being indie and I do see game development as an art form similar to filmmaking or visual art. Based on my own experience I’ve always been able do both and that has worked out for me.

What’s next?

I have lot of ideas for new missions with new monsters to battle. I’m considering doing a multiplayer racing mode update and adding new planes and new weapons. If the community supports it, I’d love to keep expanding it. There will be a mobile release and it would be great to do a console version. We shall see.

The preceding interview has been edited for length and flow.

Parrot Bebop drone review: Versatile drone with a hefty $649 price tag

The first time I used Parrot’s new, third-generation full-sized quadcopter, the Parrot Bebop Drone, the device immediately launched 15 feet into the air, and quickly edged dangerously close to a telephone pole.

I immediately pressed the drone’s “return to home” button, hoping it would slowly fly back to the earth’s surface. That didn’t happen though, and instead the Bebop climbed even higher (apparently “return to home” needs to be programmed ahead of time). Fearing the Bebop would either crash into the surrounding hydro lines or continue to climb so high that I’d lose sight of it, I pressed the Bebop’s “kill switch” on my iPad Mini, immediately halting its propellers.

The Bebop fell from approximately six metres in the air and plummeted to the ground. Surprisingly the drone only suffered minor damage.

My first experience with the Bebop drone was less than stellar, but after navigating the initial learning curve of understanding how to fly it, the rest of my time with the quadcopter was relatively glitch free (this wasn’t the case with Parrot’s smaller Rolling Spider drone). Setting a maximum height and drone inclination angle are also great ideas when you’re just starting out and learning how to fly the drone.

The Parrot Bebop falls into the “prosumer drone” category. It isn’t a “toy” like the $129 Rolling Spider or other smaller competing drones, and can shoot 1080p HD video at 30 frames per second with via its 14-megapixel 180-degree fisheye lens. But it also isn’t the type of drone used to shoot a documentary or a television show, which can sometimes cost more than $1,500. Instead the Bebop costs $649, a price tag that’s still unfortunately rather expensive for a device with a few significant drawbacks.

Patrick O'Rourke/National PostThe Bebop Drone's stabilization is extremely impressive. In this image the quadcopter is fighting the wind to remain stationary.

In terms of build-quality, the Bebop drone is less than stellar. The quadcopter’s body consists of foam and lightweight plastic, as well as two removable polystyrene shells designed to protect the drone from walls and other objects when flying indoors. Since my experience with flying drones is relatively minimal, I opted to use these protectors outdoors as well, although this results in a loss of control accuracy, especially if you’re using the quadcopter on a windy day. The shells can also bend into the camera’s viewing area during intense wind, which might be an issue for some people.

During my time with the drone I crashed it a number of times and beyond minor dents in the Bebop’s foam, it experienced minimal damage. However, I feel like I got lucky considering how cheap the Bebop’s thin foam and plastic feels. The battery pack also strangely doesn’t sit flush with the drone’s body and tends to slide around while in flight, which is a minor oversight but is the kind of issue that should have been fixed given that this is Parrot’s third-generation quadcopter.

Patrick O'Rourke/Postmedia

Once you get the hang of how the Bebop controls, removing the protectors when flying it outdoors improves control accuracy slightly. One of the drone’s most impressive features (and perhaps the factor that makes it compelling for amateur videographers) is the Bebop’s built-in image stabilization. Regardless of how rough a flight is, the resulting video will be smooth and clear, as long as the quadcopter actually decides to record video.

During my first flight session with the Bebop I was unable to get any video to record even though I snapped multiple pictures and pressed the record button a number of times. During subsequent flights this issue disappeared. Other reviewers have also experienced similar problems with the Bebop’s video and photography capabilities randomly not working. Hopefully this is something that is fixed in a future firmware upgrade to the device. However, the included 8 GB of internal storage is excellent and more than enough space to record multiple flights.

Patrick O'Rourke/National Post

My biggest issue with the Bebop is its hefty price tag – for $649 I expected more from the drone. It doesn’t comes with a dedicated controller and instead uses an iOS/Android device, connected to the Parrot via WiFi through the company’s Freeflight 3 app. There is an additional “Skycontroller” available that features two dedicated joysticks and a slot to plug-in your mobile device to view the Bebop’s often-delayed live video feed, but it costs an additional $250 and is difficult to find sold separately.

A bundle including the Parrot Bebop drone, Skycontroller and a range extender allowing the quadcopter fly up to 2 km away instead of the stock 250 metres, costs $1,099. But at this price most people would likely be better off spending a few hundred dollars more and purchase a high-end Phantom 2 Vision+.

Patrick O'Rourke/Postmedia

Then there’s the Bebop’s control problems. Virtual on-screen joysticks and tilting just isn’t an accurate and adequate way to control a $649 flying device. Sometimes the tilt controls felt off when using my iPad Mini and when trying to connect the Bebop to my Nexus 5 Android phone: I occasionally lost signal while the device was still in the air. At such a high price, the Bebop should include a physical controller.

In terms of extras the Parrot’s latest quadcopter comes equipped with a full set of additional propellers and two batteries that last around 10 to 12 minutes each, giving you ample flying time.

Patrick O'Rourke/PostmediaThe drone comes with a replacement set of propellers.

In the end Parrot’s Bebop drone is a significant amount of fun. It shoots impressive, high-quality video and the quadcopter’s image stabilization technology is extremely impressive, but unfortunately the Bebop is difficult to recommend at $649, especially when higher-end drones are only a few hundred dollars more.

Parrot Bebop Drone

Manufacturer: Parrot

Price: $649 ($1,099 with Skycontroller)

Release Date: October

Score: 7/10

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Facebook Inc in talks with publishers including New York Times, Huffington Post, on hosting content: sources

Facebook Inc. has approached several publishers, including the Huffington Post, about hosting content directly on the social network, according to people familiar with the matter.

The plan would be a shift in the relationship between the world’s biggest social-networking service and media outlets, which use Facebook to drive traffic to their sites and help boost revenue from online advertising. Facebook is proposing that publishers post directly to its platform, said the people, who asked not to be identified because the talks are private.

Facebook is in talks with the New York Times, BuzzFeed and National Geographic about hosting their articles or videos directly on the social network, the New York Times reported Monday. In February, the Times said it nominated Rebecca Van Dyck, global head of consumer and brand marketing at Facebook, to join its board.

Facebook has been working to increase the quality of the news content on its feed, weeding out posts that it deems to be click bait or link bait. The Menlo Park, California-based company has also been emphasizing news with partnerships for its Paper application, a magazine-style Facebook experience. Meanwhile, publishers are eager to get their stories to appear on its News Feed.

Last month, Facebook’s chief product officer, Chris Cox, said at a media conference that the social network had early conversations with publishers about hosting their content. Their concern is lack of control, Cox added.

“Reading news on a smartphone is still a very bad experience most of the time,” Cox said at the Code/Media conference. “We want to try and make that a better experience for publishers.”

Bloomberg.com

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Google Inc names longtime Morgan Stanley executive Ruth Porat as new CFO

Google Inc. said it hired Ruth Porat, Morgan Stanley’s chief financial officer, to succeed Patrick Pichette as its new CFO in May.

Porat, 57, will leave Morgan Stanley in April after 28 years at the firm, the New York-based company said Tuesday in a memo to employees. Jonathan Pruzan, 46, co-head of global financial institutions banking, will become Morgan Stanley’s new CFO.

Porat, one of Wall Street’s most senior female executives, pivots from a job in which she built up cash reserves for safety to one where she must figure out how to use Google’s growing cash pile. In five years as Morgan Stanley’s CFO, the Stanford University alumna has helped stabilize an investment bank that almost collapsed in 2008.

“I’m delighted to be returning to my California roots and joining Google,” Porat said in a statement released by the Mountain View, California-based Internet company. “Growing up in Silicon Valley, during my time at Morgan Stanley and as a member of Stanford’s board, I’ve had the opportunity to experience first-hand how tech companies can help people in their daily lives. I can’t wait to roll up my sleeves and get started.”

Silicon Valley has tapped Wall Street bankers to help them manage the finances associated with their rapid growth. Twitter Inc. last year named Anthony Noto, 46, previously Goldman Sachs Group Inc.’s co-head of technology, media and telecommunications banking, as its CFO.

Long Ties

Google also has long-standing ties to Morgan Stanley, which was the lead bank on its 2004 initial public offering. Morgan Stanley and Goldman Sachs have battled in recent years for supremacy in advising on the biggest technology mergers and IPOs.

Google said earlier this month that Pichette, 51, who joined in 2008, is retiring and would remain at the world’s biggest search-engine company to assist with the management change.

“I’m at a point in my life where I no longer have to make such tough choices anymore,” Pichette wrote. “I wish to transition over the coming months but only after we have found a new Goggle CFO and help him/her through an orderly transition, which will take some time.”

Porat was a technology banker during the Internet stock boom of the late 1990s and worked closely with Morgan Stanley’s star analyst, Mary Meeker. Porat later advised financial companies, which gave her a key role in navigating the worst financial crisis since the Great Depression.

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Advisory Roles

Porat advised the U.S. Treasury Department on its Fannie Mae and Freddie Mac rescue in September 2008. After spending a weekend trying to save Lehman Brothers Holdings Inc., she was asked to help deal with the rescue of American International Group Inc., Porat said in an interview five years later.

That AIG “could vanish that quickly and the impact that could have throughout the country, and that nobody could see it coming, was just staggering,” Porat said in the 2013 interview. When Morgan Stanley was threatened, the firm survived by borrowing US$107.3 billion from the Federal Reserve in a single day, selling a 20% stake and becoming a bank holding company.

That experience shaped her time as Morgan Stanley’s CFO, as she worked to stabilize the firm’s funding and convince creditors it was safer than before the crisis. In the interview, Porat said Morgan Stanley had accumulated enough cash and easy- to-sell assets to survive a year of dysfunction.

Brett Gundlock for Bloomberg NewsMontreal-born Google CFO Patrick Pichette announced his retirement earlier this month.

Cash Hoard

“Over the many hundreds of hours we have spent working together, she has won my great affection and highest esteem,” Morgan Stanley Chief Executive Officer James Gorman wrote in the memo. “I respect her decision that now is the right time to make a change in her career.”

At Google, Porat will oversee a burgeoning cash hoard, which increased to US$67.5 billion in the fourth quarter, fuelled by the company’s dominance of the online advertising market. Net income rose 41% to US$4.76 billion.

Finance chiefs at cash-rich companies like Google have to strike a delicate balance as they seek to put tens of billions of dollars to work for shareholders in a market where regulators view large acquisitions with scrutiny. Adding to the challenge: Google holds a large portion of its cash overseas and would incur a tax hit by bringing it back to the U.S.

California’s Allure

Porat’s move to Google also reflects the growing allure of Silicon Valley for professionals who once viewed a Wall Street investment-banking job as the pinnacle of success. More graduates are flocking to hot startups and established technology companies, while shunning financial-services firms blamed by some for the credit crisis a half-decade ago.

Google CEO Larry Page has been stepping up spending, investing in areas outside of the company’s main search-ad business, from high-speed Internet service and driverless cars to digital-payments systems and Web-linked glasses. Porat will report to Page in her new job, the company said.

“We’re tremendously fortunate to have found such a creative, experienced and operationally strong executive,” Page, 41, said in the statement. “I look forward to learning from Ruth as we continue to innovate.”

–With assistance from Tony Robinson and Max Abelson in New York.

Bloomberg.com

How indie marketplace Etsy’s runaway success has bruised its hipster cred

Depending on whom you ask, Alicia Shaffer, owner of the hit Etsy store Three Bird Nest, is a runaway success story — or an emblem of everything that has gone wrong with the fast-growing online marketplace for handmade goods.

With the help of about 25 local seamstresses and alluring photography, Ms. Shaffer takes in upward of US$70,000 a month in revenue selling twee headbands and leg warmers on Etsy. But as her business has grown, she has been harshly criticized online and accused of mass-producing goods, of obtaining wares from China. Detractors consider her a blight on Etsy’s hipster cred.

The dispute over how goods are produced and sold on a site that prides itself on feel-good, handmade authenticity underscores the growing pains transforming Etsy as it moves toward a potentially lucrative initial public offering.

Ms. Shaffer denied the claims that have dogged her business recently but said she understands why questions have arisen about the volume of goods she produces. She said her store strictly adheres to Etsy’s guidelines, including that all items listed are either handmade or “vintage” secondhand, with some new exceptions that allow for approved outside manufacturing. “We’re a team of dedicated Etsy artisans who have been able to grow a tiny shop into a little machine.”

Matt Edge/The New York TimesAlicia Shaffer, right, owner of the hit Etsy store Three Bird Nest, works on designs.

For many of its fans, Etsy is much more than a marketplace. They view it as an antidote to global mass production and consumption, and a stand against corporate branding. It’s their vote for authenticity and craftsmanship, and a seemingly ethical alternative to buying from big corporations. And it has helped spur a wider industry of items that claim to be artisanal, authentic or bespoke, whether bedsheets or beef jerky.

Etsy, in turn, has ballooned and benefited from a growing demand for that kind of shopping, offering more than 29 million listings of handmade jewellery, pottery, sweaters and sometimes-regrettable objets d’art. It had 54 million members at the end of last year, of whom 1.4 million listed an item for sale and almost 20 million made at least one purchase in 2014, its IPO prospectus noted.

As Etsy has gotten bigger, it’s gotten more like eBay

Although the site still loses money because of high development costs, it is booming, with gross merchandise sales reaching US$1.93 billion last year. The fees Etsy collected on items listed and sold, as well as on services such as promoted placement of goods, reached US$196 million.

But criticism of the production methods of Three Bird Nest and other increasingly high-volume sellers, together with a string of defections by prominent vendors, reflect the company’s struggles to balance growth with maintaining the indie credibility that fuelled its popularity. Some sellers worry the site could soon become overrun with knockoffs and trinkets. Others say Etsy’s handmade ethos could soon become just a marketing gimmick, turning off shoppers drawn to its alternative appeal.

“Handmade businesses aren’t infinitely scalable, just by the definition of the term,” said Grace Dobush, a writer and longtime Etsy seller who made waves last month when she declared she was finally done with the site. “As Etsy has gotten bigger, it’s gotten more like eBay.”

Matt Edge/The New York TimesSupplies for the hit Etsy store Three Bird Nest.

Etsy grew out of a design project that three Brooklynites took on for an arts-and-crafts bulletin board. At the time, the indie craft scene was just starting up — a plethora of craft sales, blogs and boutiques selling handmade goods — of which one of Etsy’s founders, Rob Kalin, was an active member. Etsy declared to shoppers it was building an entirely “new economy” that would re-establish a personal connection between buyers and sellers, and it allowed its merchants to sell only things they made themselves.

But as stores took off, sellers started to complain that one person could not possibly keep up with the flood of orders. The logical next step, they said, would be to take on investment and hire employees, or outsource the manufacturing, but doing so would run afoul of Etsy’s rules. Etsy stuck to its ban until late 2013, when, under its new chief executive, Chad Dickerson, the site relaxed those standards. The change allowed sellers to hire workers or outsource production to small-scale manufacturers that met a set of labour and ecological criteria. Almost 30% of sellers on Etsy work in “self-organized teams,” the IPO prospectus noted, and there are more than 5,000 instances of Etsy sellers outsourcing their manufacturing.

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Critics charge that decision helped open the floodgates to a wave of mass-produced trinkets. For example, a red necklace carried by various sellers on Etsy, with price tags ranging from US$7 to US$15, can also be purchased through the Chinese wholesale manufacturing site Alibaba.

Alibaba says the necklace is made by the Yiwu Shegeng Fashion Accessories Firm, based south of Shanghai, which claims it can churn out almost 80 million similar necklaces a month. Jacky Wang, listed as the company’s chief executive, did not return requests for comment.

“It’s like having a gourmet restaurant on a street with upscale galleries, bookshops and coffee shops, and a McDonald’s or a Wal-Mart gets built in a vacant lot on the street,” said Diane Marie, an artist who sells handmade jewellery from her home in La Pointe, Wis., and who has called out “resellers” on Etsy’s discussion forums

Users can flag a suspected reseller to the site’s Marketplace Integrity, Trust & Safety Team, and Etsy has also said it uses algorithms to detect suspicious sellers. But Etsy acknowledges in its prospectus it cannot fully vouch for the standards of the sellers and the manufacturers they work with. Some critics have questioned whether there is sufficient incentive to investigate or shut down sellers that generate big traffic and sales.

Daniel Acker/BloombergEtsy is poised to carve out a big valuation for itself as the e-commerce company readies an initial public offering.

Other sellers, increasingly from outside the United States, also say the distinction between handmade and mass-manufactured is not as sharp as it may seem. Kyoko Bowskill, who runs the Link Collective store on Etsy, works with independent artists to design patterns for Japanese furoshiki wrapping cloth, and consigns the manufacturing to a small family business outside Tokyo that specializes in traditional dyeing methods.

“I’m all for ramping up production,” said Ms. Bowskill, who now sells 40 to 50 cloths a month at $50 each. “Etsy shouldn’t be about one person crafting goods all by herself with no sleep,” she said, adding, “We’re building a viable business, but that doesn’t mean we’re mass-manufacturing.”

Etsy declined to make officials available for interviews, citing the quiet period leading up to its stock offering. In its IPO filing, however, Mr. Dickerson acknowledged concerns that Etsy is “diluting our handmade ethos” by allowing sellers to work with manufacturers.

“After all, Etsy has always served as an antidote to mass manufacturing,” he said. “We still do.”

Bloodborne review: PlayStation 4 finally has its killer app. And it will kill you. A lot

Bloodborne‘s first battle – against a vaguely werewolf-ish creature inside what appears to be a 19th-century medical clinic – is so hard that you literally can’t win. You don’t even have a weapon. And there’s nowhere to run and hide. You will die. The only question is how long you can evade your relentless, monstrous foe.

When you awake in a comparatively tranquil place (though still pretty creepy, given all the graves and weird bony specters reaching out from the soil) called the Hunter’s Dream, you’ll find a couple of weapons in the form of a gun and a cleaver, plus a few tips from the developers. These single sentence missives teach you the basics: how to attack, switch weapons and items, and dodge.

Then it’s back to the nightmare world to face your attacker again.

And chances are pretty good that you’ll quickly die a second time. You’ll wake up once more in the Hunter’s Dream, maybe explore a little and find another tip or two, then head back into the fray and perhaps make it a little further before dying again.

And again.

And again.

This is the long awaited PlayStation 4 exclusive RPG made by Tokyo-based From Software, a developer that believes the harder a challenge is, the more satisfying it is to finally accomplish it.

It’s not wrong.

SCEA

There’s not much of a story.

After undergoing a mysterious blood transfusion, your hero – completely customizable, including race, gender, and a handful of classes that guide development without limiting it – wakes up in a nightmare world as a hunter of foul things. Once human, these beasts that have overrun a dark and dangerous city that wouldn’t be out of place in industrial-era Europe.

A tale (very) gradually takes shape through conversations with a few key characters, plus chats with civilians behind closed doors who’ve barred themselves inside their homes, away from the world’s horrors. But much is left to your imagination.

As in its past games, From Software has created an intricately architected world – in this case a massive, gorgeous, incredibly detailed gothic environment demanding of players’ attention – that allows us to project narrative onto it, creating little stories of our own in perhaps the same way an archeologist might imagine the lives of long-gone inhabitants of an abandoned city.

In this way the lack of much overt storytelling is actually kind of empowering, especially since it allows players to focus on exploration and combat – Bloodborne‘s stock-in-trade.

SCEA

Contrary to some rumours, Bloodborne is not significantly – if, indeed, at all – easier than From Software’s dauntingly difficult Souls games, of which it’s considered a spiritual successor.

Progress is like an inchworm. You’ll move forward a smidgeon, then things will seem stalled as force slowly builds behind you, and then you’ll scooch ahead a little more.

Lanterns – the places at which you can return to the Hunter’s Dream and spend all of the Blood Echoes (the game’s term for currency and experience points) you’ve earned – are few and far between. You might play for a couple of without encountering a new one.

And each time you die you’ll lose all of your Blood Echoes, which means you’ll have basically made no character progress. The only way to get them back is to make your way back to where you died and collect them without dying again. If a monster has consumed them you’ll need to slay the beast to get them back.

Consequently, if you’ve been playing for a while and have banked up a lot of Blood Echoes, sometimes it makes sense to simply return to your previous lantern and go back to the Hunter’s Dream to spend them – though when you return to the world all of the enemies you’ve defeated will be back, and you’ll have to kill them again.

It’s a hard-bordering-on-cruel bit of game design, as players of previous From Software adventures already no doubt know.

But you’ll eventually realize that you retain other forms of progress post-death.

SCEA

For starters, death doesn’t take back what you’ve learned of the world. You retain knowledge of where paths lead and which enemies appear where. And you have the information to keep from making the same mistake a second time.

Plus, you’ll earn items that stay with you. The most basic are bullets and vials that replenish your health, but there’s also a huge amount of mysterious and very useful items in very limited supply, from magic papers that can enhance your attacks to clouds of dust that can keep enemies from regenerating health. Finding them is exciting; trying them to see what they do is even more so. One of these items is called Madman’s Knowledge, and it’s used to gain a resource called Insight, which can alter the world around you, causing new, stronger enemies to appear in unfamiliar locations.

What’s more, you’ll eventually find shortcuts. The cleverly constructed labyrinthine world is filled with doors, gates, elevators, and breakable items that, once interacted with, will create new paths that remain from that point on, even if you die.

Indeed, one of Bloodborne‘s primary draws is world discovery. The need to know what waits beyond the next bend – be it a new monster, a treasure, or the handwringing choice of a branching path – is intense and addictive. Whenever I defeated a boss or found an emblem to unlock a gate and gain access to a new area I was downright giddy with excitement of what I might find.

I also, admittedly, found myself wishing for a map. From Software revels in providing players the bare minimum necessary for success, and maps aren’t strictly necessary. But the world is a maze, and at any juncture there are usually multiple open paths and areas of interest. It’s easy to think you’re stuck when really you just need to go back to a place you’ve forgotten about.

SCEA

Inextricably coupled with Bloodborne‘s exhilarating exploration is its combat system. Enemies are typically what keep you from advancing, so defeating them is your key to moving onward.

But they’re tough. They strike fast, hit hard, are unrelenting, and often behave unpredictably. The most basic enemies beaten with difficulty early in the game remain dangerous even 25 hours into the experience, and must continue to be approached with caution and strategy.

None of this will be a surprise if you’ve played previous From Software games. But the designers have tweaked their proven formula for punishing combat – which typically places a premium on defensive strategies – in a number of interesting ways.

First off, combat is faster paced and encourages risk taking. Rather than a weapon and a shield, you have two implements of pain: something sharp and something that shoots (you can swap your gun for a shield a little later in the game, but it turns out to be a poor fit for this sort of combat).

Your gun – which has a precious supply of ammunition – is used mostly to stun enemies by firing right before they attack. Then you can follow up with your sword, axe, cleaver, or whatever other weapon you choose to equip. And if you time it just right you can land a vicious attack that will kill most minions with a single blow.

SCEA

To push players to press their attacks, Bloodborne is less stingy with recovery potions and the length of time it takes your hero to use one. There’s also a new opportunity to regain some of your lost health if you can strike back within a couple of seconds of taking a hit.

Plus, your stamina meter – which governs all your actions – drains less quickly, especially when dodging. A very viable strategy is to dodge forward and past enemy attacks. Even if you get hit, you can likely regain most of your health when you quickly strike them from behind.

Also new is the notion of transforming weapons. Tap a shoulder button and your sword will become a stone mallet, or your short axe will morph into a halberd. These altered weapons can give you more reach or power at the cost of speed. Transform mid-flurry and you can deliver an even more powerful combination of attacks.

It all adds up to an immensely rewarding combat system that’s faster than that of other From Software games but still demands strategy and skill.

In fact, the fighting is so gratifying that it takes much of the sting out of dying and losing Blood Echoes. During the lengthy loading screen that pops up after you die (which provides plenty of time to reflect on what you did wrong and how you ought to alter your tactics), I frequently found myself thinking something to the effect of: I’m dead, and that sure sucks, but at least I get to hack up that terrifying furry man-beast all over again. Because man, that was fun.

SCEA

As with From Software’s other RPGs, a defining part of the Bloodborne experience is multiplayer, which takes on a trio of forms: asynchronous, cooperative, and player-vs.-player.

Asynchronous interactions exist as scrolls left by other players with bony messengers that live in the ground. These notes may alert you of impending boss battles and ambushes, treasures and hidden paths. You’ll also encounter blood stains which, if touched, will show you the red ghost of another player and how they died nearby. Very helpful stuff that saved my life several times over.

Even more important is cooperative multiplayer. You can ring a bell when approaching a tough section – typically a boss – and call upon one or two strangers (or friends, if they have the password you provide) to come to your aid.

The problem I ran into playing pre-release is that there were so few people online – just critics and developers – that I couldn’t find anyone to help me. That made some boss fights far more difficult than they probably should have been.

Consequently, my take cooperative multiplayer is predicated largely on how it works in games like Dark Souls and Dark Souls II. It looks to be almost identical, but I’ll update this review post-launch if it is not.

I’ve also not yet been able to try competitive multiplayer, in which other players invade your world, trying to stop you from making it to a specific boss encounter. But it looks to be peripheral and non-essential. I suspect it won’t enjoy much more than a niche audience, as has been the case with competitive play in From Software’s previous RPGs.

But again, I will provide an update if player-vs.-player proves significant in some unexpected way once the public jumps in.

SCEA

There are times in Bloodborne times when you feel stuck, when it seems as though you simply cannot beat whatever enemy stands in your way, and that your only choice is to grind levels, killing enemies to earn Blood Echoes and slowly grow your character’s stats.

But somewhere around the 15th hour I earned my first Chalice, which, along with a couple of special ingredients found elsewhere, allowed me to conduct a ritual by an altar in the Hunter’s Dream. This created a procedurally generated dungeon where I was able to hunt for fun, earning treasures and Blood Echoes before encountering random bosses just as powerful as those met in the game proper.

SCEA

I’d have been quite happy to simply keep killing foes in and around the city. But the Chalice dungeons provide fresh – if not quite as pretty or intricately constructed – scenery to explore while engaging in tough, bloody combat and gradually leveling up your hero.

The Chalice Dungeons are, in effect, the sugar on top of what is already an essential PlayStation 4 experience.

There’s been some justified grumbling about the lack of defining platform exclusives this generation.

Bloodborne should put an end to that.

The profound difficulty of From Software’s newest RPG probably won’t be to all tastes, but it makes a strong argument for the concept that the harder the challenge, the more satisfying the reward.

Give it a chance – not just a couple of hours, mind, but five or ten; enough to let its claws sink in nice and deep – and you’ll probably find Bloodborne an intoxicating dose of pure masochistic pleasure.

Wind Mobile Corp overhauls executive ranks, moves Lacavera to honourary chairman position

TORONTO – Anthony Lacavera knew his days at the helm of the small Canadian wireless operator he founded were numbered. The chairman of Wind Mobile Corp. figured as much last September when his investment firm Globalive Wireless Management Corp., backed by a consortium of investors, paid almost $300-million to buy out its foreign owner VimpelCom Ltd.’s controlling stake. Then, a week later, Wind’s new ownership group retained an international executive search firm to scour the planet for new executives.

On Monday, Wind unveiled a major executive overhaul featuring a new chief executive officer, a new chairman, two new directors — and a significantly diminished role for Mr. Lacavera. With the shakeup of the top brass, the serial entrepreneur exits the chairman’s office as well as the day-to-day role he’s held at the Toronto-based company since 2008.

“That was always in the cards,” said a source close to the company, who asked not to be named. “[Mr. Lacavera] is being transitioned into an ambassadorial role to recognize his achievement and contribution to Wind.”

Mr. Lacavera may still have a seat on Wind’s board of directors as honourary chairman, but with hundreds of millions of dollars in investments at stake, the heavy lifting at the newly capitalized company will be done in the executive suites by businessmen with proven track records and experience in best corporate governance practices.

Wind announced Monday that Rob MacLellan, a chartered accountant and former Toronto-Dominion Bank executive, has been appointed Wind’s new chairman. At the same time, Alek Krstajic, founder and former CEO of faltered upstart Public Mobile Inc., was unveiled as Wind’s fourth CEO in a little more than five years since it began operating in late 2009. More important, Mr. Krstajic has valuable executive experience as the former president at Bell Mobility and a senior vice-president at Rogers Cable.

The company also announced it will add two directors to its board, increasing its total to 10, with the appointments of David Carey, a 35-year industry veteran who’s currently an executive vice-president at T-Mobile, and Hamid Akhavan, principal of Telecom Ventures LLC who’s had a stint in the C-suite at T-Mobile.

Peter J. Thompson/National PostCompany founder Anthony Lacavera remains at Wind as honorary chairman.

“They’ve drafted very well,” said Richard Powers, national academic director of governance at the Joseph L. Rotman School of Management at the University of Toronto. “If this was a sports team, they’ve just put themselves in the playoffs.”

By overhauling its executive ranks, Wind has morphed from a struggling upstart, then to a branch office of a large international conglomerate as part of Amsterdam-based VimpelCom, and now as an independent company that recently almost tripled its AWS-3 spectrum holdings after winning licenses in some of Canada’s most densely populated provinces in the federal government auction earlier this month.

But for the five-year-old upstart to solidify its position as Canada’s only viable fourth national wireless carrier, it will require long-term financing – a minimum of $300-million, according to Mr. Lacavera – in the public and private markets to expand and repair the cellular network in the markets where Wind currently operates.

Neither Mr. Lacavera nor Mr. Krstajic was available to talk Monday. However, a source close to Wind explained the boardroom machinations were about creating proper processes. “This isn’t about building a dominant wireless carrier,” said the source who asked not to be named. “There’s a lot of stuff that needs to be done well.”

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Clearly, Mr. Lacavera’s partners – Toronto-based West Face Capital Inc., California-based private equity firm Tennenbaum Capital Partners LLC, LG Capital Investors, Novus Wireless Communications and Serruya Private Equity – decided he wasn’t the executive to take Wind to that next level.

“I would hope that his influence on the day-to-day operations and the board is minimal at best,” Prof. Powers said of Mr. Lacavera. “This is a classic entrepreneur. They love building things, but they’re not interested in the day-to-day operations, and that’s what it takes. It needs someone that’s going to go focus on the details and take the company forward.”

Of the three new entrants conceived from Ottawa’s 2008 spectrum auction, Wind currently has the best chances of fulfilling Ottawa’s seven-year mission to foster a viable fourth national wireless carrier. It is a qualified bidder to participate in the federal government’s next spectrum auction beginning on April 14.

Financial Post

cpellegrini@nationalpost.com
ttedesco@nationalpost.com
Twitter.com/chris_pelle
Twitter.com/tedescott

Canadian retail price of Nintendo’s amiibo toys set to rise to $15.99 at start of April

Amiibo, Nintendo’s popular NFC-enabled toy line, are set to receive a $2 price increase from $13.99 to $15.99 in Canada.

Nintendo of Canada released the following statement about amiibo prices going up, blaming the increased cost on the weak Canadian dollar.

“After careful review, Nintendo of Canada Ltd. will increase the suggested retail price of its amiibo toy-to-life product line beginning April 1, 2015,” the statement said. “The MSRP will increase from $13.99 CAD to $15.99 CAD for all amiibo launched in Canada after April 1. The price increase is in direct response to current and future projected exchange rates between Canadian and US dollars. Retailers are free to set their own prices.”

In the United States amiibo are priced at US$12.99. Sony raised the price of the PlayStation 4 in Canada by $50 last March stating that the decision was made due to similar dollar value related reasons.

Patrick O'Rourke/PostmediaA selection of Nintendo's Amiibos.

The popular gold Mario amiibo is also set to be released on April 10, 2015.

“On April 10 Nintendo of Canada will launch the Super Mario series Mario amiibo—Gold Edition figure, a shiny, gold-coloured Mario figure that will be available at retailers across Canada at a suggested retail price of $15.99,” the company said.

Many of Nintendo’s popular amiibo toys, particularly the Wii Fit Trainer and Animal Crossing’s Villager, have become increasingly rare collector’s items, frequently costing somewhere between $60 and $100 on the re-seller market. The gold Mario amiibo is already selling for near $100 on online auction sites.

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Amiibo interact with Nintendo titles in a variety of ways. For instance, they can be used as physical representations of fighters in Super Smash Bros. They are also used to unlock new modes and abilities in games such as Mario Party 10 and Hyrule Warriors.

Wind Mobile Corp shakes up top executives as Lacavera departs day-to-day operations

TORONTO – Wind Mobile Corp., newly bulked with coveted AWS-3 spectrum, has unveiled a major shakeup to its top brass with a new chief executive and three new board members, including the departure of company founder Anthony Lacavera from day-to-day operations.

Alek Krstajic, the former head of faltered upstart Public Mobile Inc., will move into the corner office and become Wind’s fourth CEO in a little more than five years since it began operating in late 2009, the company announced Monday.

At the same time, Mr. Lacavera will be replaced as Wind’s chairman by Rob MacLellan, a chartered accountant with strong ties to Bay Street from his time at Toronto-Dominion Bank. Mr. MacLellan is currently non-executive chair of  private-equity firm Northleaf Capital Partners, which has $6 billion of assets under management, and is also an independent director at media company YPG Financing Inc. and U.S.-based investment management company T. Rowe Price Group Inc.

Mr. Lacavera will become Wind’s honorary chairman.

Peter J. Thompson/National PostCompany founder Anthony Lacavera remains at Wind as honorary chairman.

Wind also announced it will add two other directors to its board, increasing its total to 10, with the appointments of David R. Carey, a 35-year industry veteran who’s currently an executive vice-president at T-Mobile USA, and Hamid Akhavan, the principal of Telecom Ventures LLC with his own eight-year stint in the C-suite at T-Mobile.

The latest additions to Wind’s board emphasize the carrier’s desire to attract private-equity expertise and its commitment to securing long-term financing. In a recent interview, Mr. Lacavera told the Financial Post that Wind will require a minimum of $300 million – raised through an initial public offering or corporate debt issuance, or a combination of both – to fund lofty expansion plans to repair its notoriously spotty cellular network in the markets where it currently operates.

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Of the three new entrants conceived from Ottawa’s 2008 spectrum auction, Wind is Ottawa’s best chance to fulfill its seven-year mission to foster a viable fourth national wireless carrier. This month, the company won coveted AWS-3 spectrum licenses, which were set aside for small carriers operating in British Columbia, Alberta and Ontario, for a bargain-basement price of $56.4 million.

New CEO Mr. Krstajic oversaw the sale of Public Mobile to Telus Corp. in late 2013, when the discount talk-and-text service had amassed an estimated 280,000 customers in densely populated Ontario and Quebec. The struggling operator struggled not because of its fixed billing but more likely because of its decision to buy licences to cheap, outdated spectrum in the 2008 auction that couldn’t support many smartphones, analysts said. Conversely, rivals Wind and Mobilicity spent more money to acquire airwaves that could accommodate a much wider array of handsets and data-intensive usage.

Mr. Krstajic’s hiring ends the brief six-month leadership stint of Pietro Cordova, who took over the helm from Mr. Lacavera last September after Globalive Capital acquired all the direct and indirect debt and equity interests held by the company’s former foreign owner, Amsterdam’s VimpelCom Ltd. Mr. Cordova, who joined the Canadian wireless provider as chief operating officer in July 2012 after more than six years at sister Italian carrier Wind Telecomunicazoni SpA, will return to VimpelCom in an unnamed capacity, the company’s release stated.

Apple Inc just got its first $1 trillion valuation from Wall Street

Cantor Fitzgerald analyst Brian White has a big call for Apple’s market cap: $1 trillion.

In a note to clients on Monday, White raised his price target on Apple shares to $180 from $160. At $180, Apple’s market cap would be more than $1 trillion. White maintains a “Buy” rating on shares of the iPhone maker.

In raising his target, White said:

Next month, Apple will enter its first new product category in five years, while media reports over the past several weeks have highlighted potential new areas of future innovation. Also, we believe Apple’s iPhone portfolio and position in China have never been stronger. Finally, Apple has shown its commitment to returning cash to shareholders, and we expect more in April.

White says his current model assumes Apple Watch sales of 20.6 million in the first year on the market and sales of 25.1 million in Apple’s fiscal-year 2016.

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Potential for a car from Apple also excited White, who estimates a $549 billion opportunity in the US market.

In China, Apple has potential to reach 15%-20% of mobile subscribers in the country, giving iPhone a $133-$178 billion opportunity.

In early trade on Monday, Apple shares were up about 1% to trade at $127 per share.

Group pushes Ottawa to make cellphone, Internet costs more affordable as low-income Canadians sacrifice food to pay bills

OTTAWA — A consumer advocacy group says communications services are so essential to Canadians, some people are willing to give up on food and health care purchases to make sure they stay connected.

And because cellphone, Internet and other services have become a vital part of everyday life, the Public Interest Advocacy Centre is calling on the federal government to make access to affordable communications the law of the land.

In a report released Monday, the group recommends Ottawa adopt an enforceable, universal service obligation, incorporated into legislation including the Telecommunications Act.

The report notes average monthly communications expenses in Canada range from just over $100 to $212.

And for many low-income Canadians, those costs have forced them to rack up substantial debts to maintain service, with some people choosing to forego essentials such as food to pay their phone, cable and Internet bills.

Communications expenses ate up an average of 7.67% of the monthly income of low-income households, with smaller families of between one to four people spending proportionately more.

Despite the costs, many consumers told the group they were reluctant to cancel their communications services, even under tight household budgets.

“Those who were not willing to further reduce or cancel their communications services said that money would have to come from other expenses, such as occasional cinema movie trips for children, holiday and Christmas gifts, smoking, and any personal spending for the adults,” said the report, entitled No Consumer Left Behind: A Canadian Affordability Framework for Communications Services in a Digital Age.

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“Some consumers were even willing to cut other basic expenses, including food, clothing and health care, rather than cancel their communications services.”

The report also recommended that the government introduce affordability guidelines, with average communications costs ranging from 4% to 6% of a household’s income.

Affordability, however, is subjective and depends on an individual or household’s ability to control their expenses, said the report’s authors, who gathered their findings from focus groups, regulators and academic researchers.

Participants were asked to rank the importance of each communication service.

Telephone service, whether corded or wireless, was ranked almost unanimously as the most important.

“Although this was partly because mobile phones especially allowed consumers to carry out a variety of activities, it was above all because telephones kept consumers in contact with the rest of society — family and friends, but also doctors, social workers, employers, clients and service providers,” said the report.

Most people who had home Internet service also said they would be extremely reluctant to cancel the service, with many saying they use the Internet to carry out many day-to-day activities such as banking and searching for information.

Television service was considered essential by some low-income groups, including consumers who were less mobile.

The report also recommends that the Canadian Radio-television and Telecommunications Commission provide the public with annual research reports on the affordability of all major communications services to Canadians.

Why a BlackBerry Ltd loss may be overshadowed by software business

BlackBerry Ltd. is expected to dip back into losing territory when it reports earnings on Friday, as it continues its remake into an enterprise mobility management (EMM) company.

RBC Capital Markets anticipates a tough revenue result, marked by declines in service access fees and several new device launches midway through the quarter.

Analyst Mark Sue is forecasting sales of US$661-million, a 17% quarterly decline or 32% lower on an annual basis, well below analysts’ average estimate of US$802-million. His EPS forecast for a 7¢ loss is also higher than the average 4¢ loss projected by analysts.

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However, investors may be more focused on commentary from BlackBerry’s management on the monetization of its software. Mr. Sue is looking for evidence that the company is on the path toward its US$500-million software revenue target for fiscal 2016. He noted that billings growth for BlackBerry Enterprise Server 12 will be critical as legacy customers transition from EZ Pass, which ended on Dec. 31, 2014.

“BlackBerry is winning back some die-hard enterprise customers,” the analyst said in a report, noting that the company’s partnerships with Samsung, IBM and others leverage its security expertise.

He also pointed out that bring-your-own-device penetration is rising as a result of improved productivity, and the enterprise mobility management market is evolving beyond just mobile devices, serving to help stabilize and even improve average sales prices.

“We’re feeling incrementally better about BlackBerry’s market opportunity, particularly in regulated industries,” Mr. Sue said, adding that the company has somewhere between seven and eight million enterprise subscribers.

Corus Entertainment Inc stock dives as pick-and-pay uncertainty continues

Shares of Corus Entertainment Inc. fell 11%, the most in a single day since 2001, on Friday as Bay Street deemed it the most vulnerable to sweeping changes introduced Thursday to Canada’s television industry. Consumers will have access to basic TV packages for a maximum $25 monthly fee and the ability to pay only for the channels they want, starting next year.

While the specifics are still unclear, the Canadian Radio-television and Telecommunications Commission mandated four types of channels – including provincial educational, legislative and all local stations – into the so-called “skinny bundle” offering, which it says will be made available by March 2016.

But it’s believed Corus’s specialty channels, W Network and YTV, didn’t make the CRTC’s final cut, though both are currently offered in most entry TV plans.

If these cheaper, slimmer TV arrangements end up being well-subscribed, some equity analysts warn Corus may be the biggest loser of the CRTC’s latest overhaul to its policy. The Toronto-based media company generates almost 70% of its revenue from TV broadcasting, making it the most exposed of the nine major Canadian companies in the television business.

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“The introduction of the ‘small basic’ would potentially compromise the revenue base of two of Corus’s largest networks: W Network and YTV,” Canaccord Genuity analyst Dvai Ghose wrote Friday in a note. “If there is a substantial movement towards the small basic, the subscriber base of these channels would decline, and with it potentially the reach of these channels which in turn impacts the advertising levels.”

In 2013, kids’ channel YTV had more than 11 million subscribers and earned almost $90 million in annual revenue, according to the CRTC’s most recent figures. Women’s lifestyle station W Network, with just 8.3 million subscribers, recorded $91.2 million in sales during the same period.

Corus could attempt to offset a shrinking TV audience by hiking the rates it charges advertisers. But unlike rivals BCE Inc. and Rogers Communications Inc., Corus can’t hedge any losses it might realize in broadcasting on a thriving Internet business, which is expected to be boosted by the fast-growing number of Canadians who are consuming more data to surf the web and stream their favourite shows instead.

Uncertainty over what this will mean for Corus and its broadcasting business was too much for investors, who pushed shares 11% lower Friday to $18.41, marking the biggest single-day plunge since July 26, 2001. Mr. Ghose has a sell rating on the stock with a 12-month price target of $19. Corus, with a market capitalization of $1.53 billion, was formed in 1999 when Shaw Communications Inc. spun off its media assets into a separate, publicly traded company.

Emails and a telephone call to the company requesting comment were not immediately returned Friday. But in his testimony at the Let’s Talk TV hearing last September, Corus CEO John Cassaday warned that “the pick-and-pay model could well result in the destruction of the existing broadcasting infrastructure and a massive reduction of jobs across Canada.”

Customers who are satisfied with the status quo can keep their current plan and pass on the new leaner alternatives. Existing packages don’t have to be dismantled in favour of the new lower-cost options. Instead they’ll coexist, which will lessen the blow for TV distributors.

“With the many questions still to be answered … we may not see material pressure on most of the affected stocks in our coverage,” National Bank Financial analyst Adam Shine concluded in a note, “but Corus is surely due for incremental near-term declines.”

cpellegrini@nationalpost.com

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