first_imgPlayStation 5 games to be revealed on June 4thOver an hour of new games to be shown next weekChristopher DringHead of Games B2BFriday 29th May 2020Share this article Recommend Tweet ShareSony will finally reveal PlayStation 5 games on Thursday, June 4th.The titles will feature in a presentation of just over an hour at 1pm Pacific Time, 4pm Eastern Time and 9pm UK time.PlayStation says that the digital event will be the first in a series of updates, and that there will be more to share beyond next week’s presentation. The Future of Gaming showcase will be streamed via Twitch and YouTube.In an interview with GamesIndustry.biz today, PlayStation CEO Jim Ryan spoke about the challenge he set his team to develop digital presentations that can generate the sort-of excitement you would expect from an E3 press conference.”Obviously the shows, whether it’s GDC, PAX, E3, Gamecom… they’ve all gone,” he said. “We have to live in a world where that particular oxygen isn’t available to the industry. It’s not available to PlayStation or anybody else. We just have to come up with ways to communicate what we’re doing, and try and engender the same level of adrenaline, excitement, buzz that we get with thousands of people in an auditorium in Los Angeles. And do that somehow remotely.”Research director of Ampere Analysis, Piers Harding-Rolls, says the June 4th presentation will be crucial in maintaining and building momentum for the next generation. But he isn’t expecting to hear news about the console price just yet.”I’m expecting Thursday’s PlayStation 5 event to be a strong showing for Sony, and to build on the recent momentum of interest already delivered by the PS5 DualSense controller reveal, the PS5 logo reveal and the Unreal Engine 5 playable demo,” he told us.”I expect the viewership numbers to be sick” Lewis Ward, IDC”It will focus on areas where Sony is traditionally strong: product design, with what I assume will be the full reveal of the PS5, and its games development expertise. We’re now well into the phase where console early adopters expect to know more about the games that will be available at launch, so this event and Microsoft’s upcoming streams are crucial to build consumer anticipation. I’m expecting a more competitive line up of first-party content between Sony and Microsoft next-gen, so the next few weeks and months of reveals should have a lot to offer the console gamer and give us a better idea of how the platforms will perform in the market. “One key aspect I’ll be looking out for is confirmed exclusives for PS5. With Microsoft following a different commercial path, Sony’s strategy to embrace exclusives for its next-gen console is a key differentiator. Concerning the hardware, I wouldn’t be surprised if there was no pricing announcement, although we commonly get pricing at around this time, normally at E3, before a launch at the end of the year. The COVID-19 crisis and the economic situation means that choosing when to confirm the pricing is more of a challenge, and, in the current climate, it probably makes sense to wait longer before the reveal.”IDC’s research director of gaming Lewis Ward added: “It’s been a long time coming and I think next Thursday’s reveal will basically be comparable to an E3 keynote, albeit a virtual event. Think an extended State of Play with much more interactivity and news broken.Related JobsSenior Game Designer – UE4 – AAA United Kingdom Amiqus GamesProgrammer – REMOTE – work with industry veterans! North West Amiqus GamesJunior Video Editor – GLOBAL publisher United Kingdom Amiqus GamesDiscover more jobs in games “What I’m still not clear on is whether we’ll actually see the final PS5 hardware. I’m sure we won’t get pricing or preorder dates regardless since the focus will be on games as well as Sony’s broader digital efforts as the company ramps for PS5’s debut.”I think Mr. Ryan and others will tastefully address the COVID-19 pandemic and discuss Sony’s response to it, and I expect to see some of the projects underway by indie studios that have received Play At Home funding.”I sure next week’s showcase will leave many big questions unanswered regarding PS5 but it’s also going to fill in some huge holes and I expect the viewership numbers to be sick.”Celebrating employer excellence in the video games industry8th July 2021Submit your company Sign up for The Publishing & Retail newsletter and get the best of GamesIndustry.biz in your inbox. Enter your email addressMore storiesEA leans on Apex Legends and live services in fourth quarterQ4 and full year revenues close to flat and profits take a tumble, but publisher’s bookings still up double-digitsBy Brendan Sinclair An hour agoUbisoft posts record sales yet again, delays Skull & Bones yet againPublisher moves away from target of 3-4 premium AAA titles a year, wants to build free-to-play “to be trending toward AAA ambitions over the long term”By Brendan Sinclair 4 hours agoLatest comments Sign in to contributeEmail addressPasswordSign in Need an account? Register now.last_img read more

first_img Associated Press Television News There’s more to the Jamal Adams departure from the Jets and landing in Seattle than a player forcing his way out of a situation he didn’t like.Sure, Adams and his representatives used a power play, conducting much of their business through the media when the All-Pro safety couldn’t get the team to give him a new contract.And yes, the Jets allowed themselves to be put in an untenable position even though their approach to Adams’ contract demands was the logical route for any NFL franchise.The fact that Adams, entering his fourth pro season, still will play the 2020 season — if there is one — for the $3.5 million of his rookie deal emphatically pinpoints his desire to leave a football environment he couldn’t stomach. He’ll get the big money he wants next year; the Seahawks wouldn’t have paid such a hefty price in draft picks otherwise.Seattle also gets a difference maker in its secondary, which no longer resembles the Legion of Doom. Unlike the Jets, the Seahawks are a Super Bowl contender, and they saw the opportunity to enhance their chances exponentially with one of the NFL’s best defenders at any position.Adams isn’t Ronnie Lott or Ed Reed, at least not yet. But he can be a key cog now and a building block moving forward for Pete Carroll’s team.What this move, and several others in this unprecedented offseason, proves is that NFL teams have no fear of taking chances with their rosters. Winning now has become even more of a mantra.It’s a dangerous approach during a pandemic that has eliminated nearly all on-field work. The breaking-in period for newcomers has been lengthened dramatically. Establishing camaraderie and leadership becomes dicier. Playbook adjustments could be needed daily right into the fall — and beyond.Yet teams are willing to make these major transactions, whether in trades or in free agency. And we’re not just talking Tom Brady to Tampa Bay or Philip Rivers to Indianapolis.Try Houston sending its best offensive weapon and one of the league’s best, receiver DeAndre Hopkins, to Arizona. San Francisco trading DeForest Buckner, a second-team All-Pro defensive tackle, to the Colts. Minnesota dealing another top wideout, Stefon Diggs, to Buffalo. Philadelphia acquiring cornerback Darius Slay to upgrade a marginal secondary.On and on.It seems to fly in the face of the cohesiveness teams normally seek — and which could be a huge edge this year.“I’ve thought about that with the new staffs just in our division here and in our conference,” Eagles coach Doug Pederson says. “It has to be extremely tough not to be around (each other). They spent a little bit of time, probably maybe a few weeks way back in February and March, maybe together, but it would be hard. And then not having your players in the offseason trying to teach a new offense, defense, special teams, I’m sure is probably difficult in its own right.”We’ve been blessed. I’ve been blessed going into my fifth year here in Philadelphia and maintaining the staff that I have and adding some great additions to the staff this year. And our players are excited because they are not having to learn a necessarily new offense or defense or special teams.”So I’m not necessarily thinking it’s going to be a leg up, but at the same time, it does give us confidence going into camp that we all are on the same page.”It appears many teams are OK with key additions not being on the same chapter, let alone the same page. There’s been so much activity that virtually every one of the 32 clubs will be relying on one or several newcomers in pivotal roles. That can’t be a comfortable feeling with no preseason games and such limited on-field work in the extended training camps.Of course, all of these safety and health precautions are necessary and wise. Even coaches and team executives who often suffer from tunnel vision, blinded to what’s happening outside of the arena, understand that.But they also recognize that the competitiveness of the NFL requires they do their business as close to usual as possible.In this unusual 2020, that has meant being bold in the transactions marketplace. Adams to Seattle is the latest and most glaring proof.Image credits: AP COMMENT Last Updated: 28th July, 2020 07:10 IST On Football: Adams Trade Shows NFL Teams Not Holding Back There’s more to the Jamal Adams departure from the Jets and landing in Seattle than a player forcing his way out of a situation he didn’t like Written By LIVE TVcenter_img SUBSCRIBE TO US WATCH US LIVE First Published: 28th July, 2020 07:10 IST FOLLOW USlast_img read more

first_imgBertie Auld has described Celtic great Billy McNeill as a credit to the club and an inspirational figure.McNeill died on Monday at the age of 79, following a long struggle with dementia and figures across the footballing world have been paying tribute to the iconic Scot.Auld, a fellow member of the Celtic team that won the European Cup in 1967, had a friendship with McNeill that stretched back 60 years and said the former defender could have been a success in any field.Asked what marked the Celtic captain out from others, Auld told STV: “He was educated. He could have been anything he wanted to be. “I met when he was 17. Big Jock [Stein, the Celtic manager] signed him. Jock recommended him and signed him.“I had just finished training and he was at the bottom of the tunnel, so I went over and shook his hand and said ‘Great, son. I hope you enjoy it’.“He was very articulate in everything that he did. He was a credit to Celtic Football Club.”McNeill’s leadership qualities were a key part of Celtic’s success as they won nine successive league titles and a host of domestic cups. Auld said his captain would keep his talented teammates in line and drive them on to victories. “That’s why he was such an important person,” he said. “On the park he could see us carrying on, and you would never ever notice it during the game, but John Clark or Billy would just come up and have a wee whisper – ‘enough of the kidding on’.“The chest was out and he was six-foot 40-something. I promise you, walking down next to him you felt that comfortable.”McNeill went on to become a successful Celtic manager, clinching four league titles over two spells and a domestic double in the club’s centenary year of 1988.He added: “He always loved Celtic and wanted to manage Celtic and rightly so. That’s the type of character he was.“He was a great captain. If things weren’t going right, when Bob Kelly was the chairman, Billy could talk to him. I couldn’t, he would have papped me out of the door!”McNeill was capped by Scotland 29 times and wore the armband for the national team, but his friend said he should have had more reward for his talents at international level.“I didn’t think he got as many caps as he should have because he was outstanding as a player,” Auld said. “All you have to do is look at the history of him.“As far as I was concerned, he had more than people appreciated. The Celtic support appreciated him but he wasn’t one that came out with stories to tell or that would have made headlines. He let his football do that.“Everybody looked up to him.”last_img read more

first_imgInmates booked into the Jail within the last 24 hours. Booking Date:05-14-2018 – 3:58 pm Booking Date:01-21-2019 – 10:46 am Release Date:01-28-2019 – 3:53 am Bond:$1005 Inmates released from the Jail within the last 24 hours. Sprague, Justin L Bond:No Bond Booking #:100667 Booking #:100639 Booking #:99249 Booking Date:01-25-2019 – 4:30 pm Bond:No Bond Booking Date:01-27-2019 – 6:55 pm Charges:35-38-2.3 Probation Violation (Adult) Booking #:100661 Lucas, Traci K Release Date:01-27-2019 – 4:08 pm Shoemaker, Jeremy W Hughes, Daniel A View Profile >>> View Profile >>> Bond:$1505 Release Date:01-27-2019 – 4:08 pm Charges:35-42-2-1.3 Domestic Battery View Profile >>> View Profile >>> Booking Date:01-28-2019 – 3:07 am Charges:9-30-5-2 Operating Vehicle While Intox Moon, William T Charges:0 Serve Time Superior Court Bond:$705 View Profile >>> Booking #:100668 Charges:35-33-10-1 Rearrest-Adult/Warrantlast_img read more

first_imgThe Central Public Works Department, the main construction arm of the government, on Monday said that upgrading of all venues for the Commonwealth Games will be completed in a fortnight.”We have already completed 7 of the 10 Games venues. The remaining three will be completed in a fortnight,” Director General of CPWD B K Chugh told reporters on the 156th foundation day of the organisation.The venues which remain incomplete so far are the Jawaharlal Nehru Stadium, the SPM Swimming Pool complex and the new weightlifting stadium in the Nehru Stadium complex.Chugh said that the civil work in all these venues have been completed and only the peripheral works like greenery, pavements and laying of cables were being done which is expected to be over in another 15 days.The CPWD DG said the JLN Stadium, where the opening and closing ceremony along with the major events would be held, has an innovative design for roof over seating tier. State-of- the-art technology has been used for sports lighting.”This would be the largest membrane roof structure in the world,” Chugh said. Membrane roofing is used to prevent leaks and move water off the roof.Asked about the delay in construction of the main stadium, he said an additional work of tunnel construction was given which delayed the project for a while.An air-conditioned tunnel for the performers of the opening and and closing ceremonies has been completed inside the stadium below the athletes’ track and arena.”This requirement came quite late and to accommodate this tunnel, all the remaining works related to roof, track etc had to be rescheduled,” he said.advertisement”Cable supported halogen balloons would also be placed inside the stadium which required a base, thus delaying the project,” he added.last_img read more

first_imgTwo days before the Indian Premier League (IPL) player-auction, the uncapped players of the defunct Kochi Tuskers Kerala (KTK) franchise were staring at an uncertain future in the lucrative Twenty20 tournament.After the Board of Control for Cricket in India (BCCI) scrapped the Kochi Cricket Pvt. Limited franchisee for “irremediable breach” of contract, the players were left in the lurch. Although the BCCI has declared that the players’ interests would be taken care of, it hasn’t given them one-toone assurance so far.Eight capped Indian players of Kochi have been included in the list for Saturday’s auction in Bangalore, but eight other uncapped players are not sure what lies ahead of them. IPL governing council chairman Rajeev Shukla, however, assured the junior players again on Thursday that they shouldn’t worry. “The Board has said that it would help the Kochi players. The uncapped players should not worry about their money that the Kochi franchisee owes,” Shukla told MAIL TODAY.Kochi moved the Mumbai High Court to stop the BCCI from encashing its bank guarantee worth ` 157 crore. But Shukla insisted that the BCCI has managed to encash the bank guarantee.”We’ve already enchased Kochi’s bank guarantee. If the players move a court and the court directs the BCCI to pay the [uncapped] players, we’ll pay them [their remaining contract amount],” Shukla said.A senior Kochi player said that 35 per cent of their first-year fee is still due and that neither the Kochi Cricket Pvt. Ltd. nor the BCCI has communicated anything to them on when, or if at all, they would get their money.Mahela Jayawardene, VVS Laxman, Sreesanth, Ravindra Jadeja, RP Singh, Parthiv Patel, Ramesh Powar, R Vinay Kumar, Steven Smith, Stephen O’Keefe, Owais Shah, Brendon McCullum, Brad Hodge, M Muralitharan, Thisara Perera, and Michael Klinger are on the auction list.But Tanmay Srivastava, Deepak Chougule, Kedar Jadhav, Y Ganeswara Rao, Prashanth Parameswaran, Balachandra Akhil, Raiphi Vincent Gomez, Yashpal Singh, P. Prasanth, and Sushant Marathe still don’t know whether or not they would play in the fifth edition of the IPL beginning on April 4. Of these, three uncapped Kerala players – Prashanth Parameswaran, Raiphi Vincent Gomez, and P. Prasanth – are seemingly better off as the Kerala Cricket Association (KCA) says it would assist them. KCA secretary TC Mathew said the state players are in touch with the association. “The BCCI had sought KCA’s opinion on the issue and we’ve replied. Kochi Cricket Pvt. Ltd. owes some money to KCA too and we have mentioned that in our reply,” Mathew told MAIL TODAY.”But we’re not in touch with the Kochi franchisee because there are now a non-entity,” he said. “The BCCI has encashed Kochi’s bank guarantee. I think from that money the Board will pay the players and the KCA their dues, if the franchisee doesn’t pay up.”The non-Kerala uncapped players seem to be worst off. “Whether or not franchisees will buy the players who are not on the auction list will depend on their team combinations. Remember, each franchisee has a cap of $2 million,” said a top official of a franchisee.advertisementlast_img

first_imgI read “Blue Ocean Strategy” by Kim & Mauborgne recently and thought it was compelling. I thought I’d give you some excerpts from the book and use my current startup as a case study to explain some of the Blue Ocean concepts. I’m hoping it will spur thinking and feedback from you.The theme of the book reminds me a lot of what my strategy professor from MIT Sloan (Arnoldo Hax) used to talk about when he quizzed us on cases. He repeated over and over again that we should “watch our competitors, but never follow them” and that we should “play a different game on the same field as the competition.” This professor used to stress that within marketplaces, conventional wisdom about the rules of competition build up and that over time, those rules become irrelevant to potential customers.Learn how to run more impactful, measurable marketing campaigns.Blue Ocean Strategy SynopsisRather than summarize, I thought I would give you a few quotes that lay out the theme in the authors’ words:”The only way to beat the competition is to stop trying to beat the competition. In red oceans, the industry boundaries are defined and accepted, and the competitive rules of the game are known. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. …The companies caught in the red ocean followed a conventional approach, racing to beat the competition by building a defensible position within the existing industry order. The creators of blue oceans, surprisingly, didn’t use the competition as their benchmark. …Instead of focusing on beating the competition, they focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space. …Value innovation is based on the view that market boundaries and industry structure are not ‘given’ and can be reconstructed by the actions and beliefs of industry players. …To fundamentally shift the strategy canvas of an industry, you must begin by reorienting your strategic focus from competitors to alternatives, and from customers to non-customers of an industry. As you shift your strategic focus from current competition to alternatives and non-consumers, you gain insight into how to redefine the problem the industry focuses on and thereby reconstruct buyer value elements that reside across industry boundaries” The first example in “Blue Ocean Strategy” is Cirque de Soleil. The criteria/boundaries/rules for the circus industry that were “taken for granted” for decades included: animal shows, star/famous performers, multiple shows at the same time (i.e. 3 rings), and pushing concession sales. Rather than keeping a high emphasis on all the existing rules and then creating new ones, they either eliminated or reduced many of those rules and created a bunch of new ones. In the process, they increased value for their target market while lowering their own costs. A key thing they did at Cirque de Soleil was that they looked across market boundaries to alternatives to the circus. It ended up being part circus and part theatre. Rather than focus on the market boundaries, they focused on the job the customer was hiring for — in this case, it was adults looking for sophisticated entertainment. Another key thing they did was not targeting the existing market (i.e. children), rather they targeted non-consuming adults. Blue ocean strategy is all about creating and capturing net new demand by ignoring boundaries defined by traditional competitors. The authors are big on stressing that new technology rarely turns into a great company. They state that unless the technology makes buyers lives dramatically simpler, more convenient, more productive, less risky, or more fun/fashionable, it will not attract the masses.Blue Ocean Strategy FrameworkThe Blue Ocean Strategy authors propose a graphical framework for helping readers understand the book and for helping businesses create blue oceans of their own. Here’s an example of the tool applied to Southwest Airlines, who are an interesting case. Southwest entered a terrible marketplace that a Porter five forces analysis would have said was a blood bath. The criteria/rules/boundaries of the airline industry are listed along the x-axis. Most of the major airlines played the same game with only the slightest of nuances. Southwest eliminated many of the rules/criteria in the industry, reduced focus on some of the rules below industry standard, raised focus on some of the rules above industry standard, and created a new rules of their own. The way they were able to do that was they targeted non-consumers (family/shorter trips v. business trips) and they looked across industry boundaries at alternatives (cars v. planes) as their competition v. looking at traditional airlines. Only by de-emphasizing some of the existing rules were they able to lower costs enough to compete in this new market. They encourage the reader to come up with their industry’s “standards.” They then give the reader four questions to which you can start thinking about your company/market from a blue ocean perspective: Which of the factors that the industry takes for granted should be eliminated? Which factors should be reduced well below the industry’s standard? Which factors should be raised well above the industry’s standard? Which factors should be created that the industry has never offered? The book suggests that an ideal strategy has 3 qualities: focus (not too many criteria), divergence (from the alternatives in the framework), and a compelling tagline.HubSpot Blue Ocean Strategy Case StudyI used their framework/4-questions to create a draft of how we think about the Customer Managed Relationships (as opposed to CRM) marketplace. HubSpot, an Internet Marketing company, is targeting a non-consuming market (small businesses only) vs. targeting companies who already have information technology tools in place. The job HubSpot is focused on being hired for is not “tracking” customers, but helping these very small businesses (VSBs) grow revenue. In our target customer’s mind, the competition for HubSpot probably isn’t Salesforce.com, but rather is alternatives like hiring an SEO consulting firm, hiring an outsourced lead generation firm, hiring a new VP of Sales, etc. In fact, _____ is hiring a new VP of Sales, hired an outsourced lead generation company, hired me as a consultant, and implemented Salesforce.com. Putting our CMR money where our mouth is, we will eliminate the large sales force to push this type of thing as is used by much of the industry. Rather, we should spend the same amount of cycles a traditional software company would on building a “sales force” to creating an innovative “referral force” which provides rich incentives for our customers to refer us to other small businesses as that is the way small businesses tend to make decisions. Our target market has not moved over to running their businesses on the internet because they simply don’t know how to do it and do not have anyone to help them. The existing tools are just too hard. Therefore, I think we should reduce emphasis relative to the industry on feature richness/depth and on platform/add-ons (small companies do not have resources to deal with the complexity of multiple vendors products). For the same reasons, I think we should increase emphasis ease of use, help (video, audio, searchable via most frequently asked or tag cloud), integration (key features from several apps selected by HubSpot and provided to small businesses), and familiar user interface (i.e. like Office). We should also think about increasing emphasis on “handholding” and “advice” which is apart from traditional support and consulting. We should look across industry boundaries and provide some of what our target market gets when they hire a consultant or a new employee — good advice and hard to obtain knowledge. Our blog should not drone on about web2.0 and whatever else pops into our head like others’ do, rather it should be “how to” advise on growing revenue by leveraging easy-to-use technology. Since we are passionate about strategy, we should weave some of that stuff in there as well as it is directly relevant to how to grow revenues. We might steal a page from other types of service companies and provide our customers with a monthly email on their progress on the top of their sales funnel relative to when we first came across them (pagerank, visitors, RSS subscribers, avg pages/visitor, etc.), metrics relative to their peer group, some standardized advice based on how well/poorly they are doing like the way realage.com does it, potentially a grade (maybe a red, yellow, green would suffice), and we might give them an hour a year for a “how we doin'” checkup with one of our MIT-trained consultants. We have talked a few times about creating an eBay for small service companies. This idea reaches across market boundaries and helps our customers with the job they are hiring us for: growing revenues. When you think about HubSpot itself, we are a very small business and we have spent money with several other very small businesses: outside accountant, outside law firm, a video producer, several designers, freelance developers, etc. About half of these services are examples of long-tail services where we found the vendor over the internet. Why not create a section on our website that helps remove friction from the process of connecting long-tail service firms with each other using the internet. We could start with it being just a simple external facing tracker application where companies can enter information on service firms they do business with, share comments, and rate them just like they would do a movie or restaurant (1-5 stars), with the ratings simply doing a moving average. One other aspect of this CMR angle that I like is that there are shifts happening in the marketplace that companies are starting to become aware of that they will need to take action on. For example, in two years, the Google PageRank will become a common topic of conversation at the operations committee meeting of almost every company in our target market. It reminds me a bit of selling software to manufacturing companies in the mid-90’s. All of them knew they needed to get their product catalogues on the web, but didn’t have any idea how to do it. Marketing Case Studies Originally published Sep 15, 2006 11:32:00 AM, updated August 26 2017 Don’t forget to share this post! AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to Email AppEmail AppShare to LinkedInLinkedInShare to MessengerMessengerShare to SlackSlack Topics:last_img read more

first_img Topics: My wife is one of the smartest people I know.  However, she is not the most technologically sophisticated person (not a blogger, does not use RSS) and is not a marketing person either (she’s an academic).  So, when she told me that she never clicked on URLs in organic search results that were “really long or complicated” I thought she was crazy.  I mean if you only clicked on the shorter URLs, you miss out on all these other great results that are deep links into a website and probably have just what you are looking for.Well… now we have DATA (every marketers best friend) to prove that in fact, my wife is right.  Again.  (I have not been married too long, so I have not learned this lesson thoroughly yet.)In any event, a new report from our friends at Marketing Sherpa shows that longer URLs in organic search results receive fewer clicks than short URLs.  Here is a heatmap image showing the difference.Two things to notice:1) The eyetracking activity is actually pretty similar between the long and short URL listings, so they are both getting a lot of attention.2) But the clicks (the good stuff!) were more focused on the listing with the shorter URL.Takeaway: All things being equal, you want a short URL.  So keep those keywords in the URL short, and try to eliminate anything unnecessary. On-page SEO Originally published Sep 14, 2007 3:55:00 PM, updated March 21 2013 Don’t forget to share this post! AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to Email AppEmail AppShare to LinkedInLinkedInShare to MessengerMessengerShare to SlackSlacklast_img read more