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Inside: A victorious trip to Orleans | Paris Saint-Germain

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What's Inside Play to Earn

ইনসাইড কি আছে উপার্জন করতে খেলুন

Was ist drin? Spielen Sie, um zu verdienen

¿Qué hay dentro de Play para ganar?

Qu'y a-t-il à l'intérieur du jeu pour gagner

अंदर क्या है खेलो और कमाओ

プレイして稼ぐ内容

무엇이 들어있나요? 플레이해서 수익을 얻으세요

O que há dentro Jogue para ganhar

На чем можно заработать в Inside Play

Kazanmak İçin Oynamanın İçinde Neler Var?

Có gì bên trong Chơi để kiếm tiền

玩赚游戏有什么用

Since its debut, the DYDX token has substantially increased its utility across various critical areas such as Security, Staking, and Governance within the dYdX Chain, establishing itself as a fundamental asset in the ecosystem's infrastructure. As of now, approximately 149 million DYDX tokens, which constitute 14.9% of the total supply, are staked with 60 active Validators. This staking mechanism not only secures the network but also underpins the overall stability and reliability of the dYdX Chain. Rewarding Commitment: Staking Innovations The staking framework has proved beneficial, with over 20 million USDC distributed as staking rewards to more than 18,991 stakeholders who contribute to the network’s security. The governance aspect of the DYDX token has seen significant community engagement, with 55 governance proposals initiated to date. This reflects a robust participation rate and a strong commitment to decentralized decision-making processes. On October 26, 2023, following a favorable community vote, the dYdX Chain officially launched with the DYDX token. This development was a turning point for DYDX, which transitioned from a solely governance-based token to a multi-functional asset. The adoption of a Proof-of-Stake (PoS) model has fortified the dYdX Chain’s security. Staking DYDX tokens to Validators not only secures the network but also decentralizes the control, preventing potential vulnerabilities associated with centralized systems. The innovative staking reward mechanism introduced post-launch allocates 100% of the protocol's fees, mostly in USDC, directly to stakers. This system not only secures the network but also offers stakers practical financial benefits, reflecting a well-thought-out strategy to incentivize and reward community support. The dYdX Chain has generated over $120 billion in trading volume to date, with staking rewards showing notable increases particularly in the early months of 2024. This trend underscores the growing utility and attractiveness of the DYDX staking mechanism. Transitioning from the semi-centralized dYdX v3 on Ethereum to a fully decentralized and independent Layer 1 network marks a significant advancement in the protocol’s governance and operational autonomy. Recent governance changes have made it easier for community members to submit proposals, enhancing accessibility and encouraging more active participation in the network's governance. Bridging ethDYDX to DYDX A substantial portion of ethDYDX tokens has successfully migrated to the dYdX Chain, facilitated by an efficient and user-friendly bridging process. This transition supports the integration of the dYdX ecosystem and enhances its decentralization efforts. According to the latest data from Coingecko, the DYDX token has a total supply of 1 billion, with approximately 50% currently in circulation. This distribution highlights the widespread adoption and active use of DYDX within the dYdX ecosystem. The dYdX Chain continues to evolve, driven by community governance and enhanced by the multifunctional utility of the DYDX token, paving the way for a secure, decentralized, and dynamic future for digital asset trading. Don’t forget to like and share the story! Vested Interest Disclosure: This author is an independent contributor publishing via our business blogging program. HackerNoon has reviewed the report for quality, but the claims herein belong to the author. #DYOR. Since its debut, the DYDX token has substantially increased its utility across various critical areas such as Security, Staking, and Governance within the dYdX Chain, establishing itself as a fundamental asset in the ecosystem's infrastructure. As of now, approximately 149 million DYDX tokens, which constitute 14.9% of the total supply, are staked with 60 active Validators. This staking mechanism not only secures the network but also underpins the overall stability and reliability of the dYdX Chain. Rewarding Commitment: Staking Innovations The staking framework has proved beneficial, with over 20 million USDC distributed as staking rewards to more than 18,991 stakeholders who contribute to the network’s security. The governance aspect of the DYDX token has seen significant community engagement, with 55 governance proposals initiated to date. This reflects a robust participation rate and a strong commitment to decentralized decision-making processes. governance aspect On October 26, 2023, following a favorable community vote, the dYdX Chain officially launched with the DYDX token. This development was a turning point for DYDX, which transitioned from a solely governance-based token to a multi-functional asset. The adoption of a Proof-of-Stake (PoS) model has fortified the dYdX Chain’s security. Staking DYDX tokens to Validators not only secures the network but also decentralizes the control, preventing potential vulnerabilities associated with centralized systems. The innovative staking reward mechanism introduced post-launch allocates 100% of the protocol's fees, mostly in USDC, directly to stakers. This system not only secures the network but also offers stakers practical financial benefits, reflecting a well-thought-out strategy to incentivize and reward community support. The dYdX Chain has generated over $120 billion in trading volume to date, with staking rewards showing notable increases particularly in the early months of 2024. This trend underscores the growing utility and attractiveness of the DYDX staking mechanism. Transitioning from the semi-centralized dYdX v3 on Ethereum to a fully decentralized and independent Layer 1 network marks a significant advancement in the protocol’s governance and operational autonomy. Recent governance changes have made it easier for community members to submit proposals, enhancing accessibility and encouraging more active participation in the network's governance. Bridging ethDYDX to DYDX A substantial portion of ethDYDX tokens has successfully migrated to the dYdX Chain, facilitated by an efficient and user-friendly bridging process. This transition supports the integration of the dYdX ecosystem and enhances its decentralization efforts. According to the latest data from Coingecko, the DYDX token has a total supply of 1 billion, with approximately 50% currently in circulation. This distribution highlights the widespread adoption and active use of DYDX within the dYdX ecosystem. latest data The dYdX Chain continues to evolve, driven by community governance and enhanced by the multifunctional utility of the DYDX token, paving the way for a secure, decentralized, and dynamic future for digital asset trading. Don’t forget to like and share the story! Vested Interest Disclosure: This author is an independent contributor publishing via our business blogging program. HackerNoon has reviewed the report for quality, but the claims herein belong to the author. #DYOR. Vested Interest Disclosure: This author is an independent contributor publishing via our business blogging program . HackerNoon has reviewed the report for quality, but the claims herein belong to the author. #DYOR. Vested Interest Disclosure: business blogging program

Inside the dYdX Chain: Exploring the Future of Cryptocurrency Governance

dYdX চেইনের ভিতরে: ক্রিপ্টোকারেন্সি গভর্নেন্সের ভবিষ্যত অন্বেষণ

Innerhalb der dYdX-Kette: Die Zukunft der Kryptowährungsverwaltung erkunden

Dentro de la cadena dYdX: explorando el futuro de la gobernanza de las criptomonedas

À l'intérieur de la chaîne dYdX : explorer l'avenir de la gouvernance des crypto-monnaies

dYdX चेन के अंदर: क्रिप्टोकरेंसी गवर्नेंस के भविष्य की खोज

dYdXチェーンの内部: 暗号通貨ガバナンスの未来を探る

dYdX 체인 내부: 암호화폐 거버넌스의 미래 탐구

Por dentro da cadeia dYdX: explorando o futuro da governança de criptomoedas

Внутри цепочки dYdX: исследование будущего управления криптовалютами

dydX Zincirinin İçinde: Kripto Para Birimi Yönetişiminin Geleceğini Keşfetmek

Bên trong chuỗi dYdX: Khám phá tương lai của quản trị tiền điện tử

dYdX 链内部：探索加密货币治理的未来

Insider threats are a problem as old as time. So, why are we still not so great at dealing with them? Or more to the point, why does the security industry not seem to be nearly as developed in its methodology when it comes to identifying these insiders? At least, in relation to how frameworks have been created for other areas of security. So, when MITRE’s Chief Scientist for Insider Threats Capabilities Dr. Deanna Caputo spoke about the launch of a new framework for insider threats in a , it brought up more than a few questions about where we are headed. recent interview Not Enough Is Known About Insider Threats Speaking to Dr. Caputo, the first point that stuck out was that this new framework was not replacing a previous one. It was the first of its kind to address a growing concern. Insider threats have been on the rise for a while. In 2023, the Verizon Data Breach Investigations Report (DBIR) found that insiders were responsible for 19% of incidents. But long before this report, in 2018, the team at MITRE received a request from a large financial organization to start compiling data about insider threats to create a framework that will help defenders do a better job of catching them. Dr. Caputo notes that there is plenty of research out there on insider threats, focused primarily on the technical or psychological components of the issue. But much of what we know about incidents is based on anecdotal cases and are not really data-driven. “We have great sensoring, meaning we can see everything you do on your computer,” she says, noting the expansion of tools available now for detecting risk factors being adopted by security teams. “But that doesn't mean we know what the risk or even the threat looks like. So we're finding them but kind of tripping over them when it’s too late. Instead, we want to find them before the big harm has been done. And the data is out there.” Unfortunately though, this data was not being collected and analyzed in a single project where it could be operationalized. This is where Dr. Caputo and her team understood that they could play a role in creating a framework that would look at the full range of risk factors and actions to provide security teams with a better approach to tackling the problem. After some delays from Covid, late last year Dr. Caputo’s team restarted their outreach to the industry to have them confidentially send in their confirmed insider threat incidents for them to study. This included both cases of malicious actors as well as those unintentional actions which could be classified as errors on the part of insiders. Addressing the Demand for a Framework From Insider Threat Professionals While collecting data for problem-solving is generally a good thing, the question of who exactly this framework is meant to serve was a bit puzzling. After all, we already have MITRE’s ATT&CK and D3FEND frameworks. So why are they making another one? Dr. Caputo answers that as the insider threat space matures, there is a need for a framework that organizations can use as a benchmark for how they are dealing with the challenges. “Executives are expecting them to see things but the problem is that the signs are not obvious enough,” she says. There is also a considerable need for direction when it comes to how to prioritize indicators in assessing insider threats. She points to the fact that many organizations now have a dedicated person whose role is specifically to handle insider threats as a positive development. This is important because it is not just individuals from infosec, the SOC, or HR she says, noting though, that this is a team sport. The idea is instead to have someone who sees the whole picture across every component of the threat picture and can really connect the dots. And that requires taking an approach that takes all the factors into account and questions some of our old assumptions about what an insider threat looks like. Taking a Holistic Approach to Insider Threats Along with the attempt to become a central repository for insider threat data, Dr. Caputo says that her team is looking to make this research different by collecting both the technical cyber data as well as many of the more human psychological factors. Catching insider threats is a fairly difficult endeavor. She makes the point that identifying the risk is not necessarily from any one action or even rule-breaking. Moreover, unlike a ransomware attack or terrorism, there is no “boom” moment where we know that the attack has occurred. A smart malicious actor will keep their head down and do what they need to in order to steal information over the long run without getting caught. If we are only looking at specific actions through our own silos of visibility, then we are probably going to miss significant signals. Part of the work means reassessing misconceptions. “We spend too much time on bad things happening in people's lives and we don't account for the risk that good things cause,” says Dr. Caputo. “Humans are never perfect and our judgment is degraded by a lot of things like lack of sleep, fatigue, stress, but stress is good and bad. So the stress of getting married, the stress of buying a house, the stress of having small children all have the equal impact on your decision making. Even though they're very happy things.” “I think programs are slowly starting to see that we're not just waiting for bad things that happen to our employees,” she says, explaining that, “We need just to account for their whole being, which might mean that good things are overwhelming them. And that sounds so odd. But it's true. It's not that something really bad happened and they decided to do bad things. It's just not that simple.” There is also the matter of perspective. Dr. Caputo uses the example of financial factors in insider threat activity. “It’s not about debt,” she says. “The number of insiders for small amounts of money is more about how much that money matters to them. It centers more on how much your debt matters to you and how much do you feel you need to have. Think about financial strain and stress when assessing who is likely to be recruited.” The challenge here though is in how to identify the likely recruits and their associated indicators. “We’ll find more about how to identify it in the framework,” she says. Where Organizations Are Getting it Right The good news says Dr. Caputo is that organizations are getting better at some aspects of the fight against insider threats. Funding for investing both in people and tools appears to be improving, says Dr. Caputo. While there is room for improvement in dealing with issues like false positives and knowing which indicators are the right ones, she says that organizations are doing much better at having more sensors out there for visibility and to collect relevant information. 3 Tips for Improving Your Insider Threat Program Along with the good movement that we are seeing, there is always an opportunity to improve. Dr. Caputo takes a human-centric approach and offers a couple of tips to consider. Don’t Treat Everyone as Negligent “There’s the misconception that if an employee makes a mistake, that's negligence, but that's not right”, says Dr. Caputo. “If we keep talking about them being negligent, all of our human sensors are going to stop caring, or trying.” If we want our employees to be part of a “human firewall” that helps by identifying issues and making the effort to do things right, then avoid treating them like anything less than human adults who will make mistakes here and there. “You have to expect errors and mistakes, genuine human mistakes,” she says. Attackers are Changing Behaviors So Don’t Shame “We get outsmarted a lot and our adversaries are constantly changing their human social engineering,” says Dr Caputo who has begun referring to new methods to trick humans as zero-day social engineering because it resonated with her technical people. Just as you would not shame a technical person for not catching a classic zero-day vulnerability, we need to cut our teams some slack when a clever attacker uses an innovative and new idea to get past our defenses. People Aren’t the Weakest Link, They’re the Missing Link Turning a misconception on its head, Dr. Caputo is a firm believer that your people are your strongest defense. Technology will only get us so far. Think about the phishing emails that make it past the filter as a prime example. When one does, how are we empowering our people to identify it and send it on to security? The same concept holds true for insider threats. Technology will help us pick up tons of valuable signals like exfiltration or accessing sensitive data, but it is often the human referrals of suspicious activity that will help us to fill in the whole picture and identify a threat. How to Get Involved in the Insider Threat Framework At this point, there is no set date for the framework's release. Dr. Caputo hopes that it might be available at the end of 2024, but says that it is a slow process. For now, the focus is on collecting quality data, relying on the early adopters to help them get to some findings. It will need time to improve as more organizations join them and share their data. Dr. Caputo hopes that more organizations will take part in the effort. “No amount of data is too little to participate in this,” she says, adding that, “This can’t be done without help from the community.” The benefits for those who share data is that they will get to see more of the findings sooner, learning more about themselves earlier, having an impact on the way that the framework is shaped. Insider threat leaders can advocate for sharing their data with MITRE, noting how combining efforts can help vendors and customers pool efforts for the community’s advancement in getting better at really understanding insider threat issues. “This gives a way to make more data-driven decisions,” she says. “Don’t underestimate the willingness to have different departments participate because they will see gains as well.”

MITRE Pushes to Launch New Insider Threat Framework

In this article, we will take a look at the Erlang ecosystem, focusing on the underlying architecture of Elixir and Erlang, two functional programming languages, and see how they utilize a shared runtime system known as BEAM for code execution To grasp the full potential and innovation behind Erlang and it's crucial to delve into their origins and the principles that guide their development. Elixir, The development of began in the mid-1980s in . At that time, Erlang was designed to provide a better way to "build telephone applications"[1]. It was developed for writing that can run without interruption. Erlang Ericsson's laboratory concurrent programs What makes Erlang exceptionally , as well as , is its process-based approach. These processes do not share memory and can communicate with each other using asynchronous messages. Processes can also restart each other, which allows for easy system recovery in case of errors. These processes belong to the programming language rather than the operating system. In addition to sending and receiving messages and commands among themselves, they can also send them outside the kernel, allowing the system to scale by adding more processing units. Erlang also has a mechanism for changing code within the program without stopping its execution called . concurrent and scalable fault-tolerant hot code swapping is a dynamic created for building and , with prominent applications in , , and development[2]. It was created by José Valim in 2011 to offer a solution to common concurrency issues in programming that he faced during the time he worked as a Ruby/Rails developer[3]. At the same time, the intention was to achieve the competitive robustness of Erlang. Therefore, Elixir was developed based on the Erlang Virtual Machine (BEAM), inheriting Erlang's capabilities for creating resilient, distributed applications. The interoperability of Elixir and Erlang is further facilitated since both languages compile into a common bytecode format, allowing seamless integration and use of libraries from both languages. Elixir functional language scalable maintainable applications communication networks real-time systems web application (ERTS) compiles the original Erlang program code into bytecode, which is then executed on , Erlang's virtual machine. BEAM runs as a single process of the operating system (OS), and unless specified otherwise, the number of threads that this process executes corresponds to the number of OS cores[4]. BEAM does not have any information about system information or OS processes but serves only to execute commands that are written in special registers. All processes implemented within Elixir or Erlang are fully executed by BEAM, on just one OS process. compared to threads and processes of the operating system, which allows for the creation of many such processes where each performs its task, isolated from the rest of the program. BEAM efficiently allocates and manages these lightweight processes through its scheduler threads. in BEAM are designed to dynamically distribute tasks (processes) across available cores, thus optimizing program execution without unnecessary load on a single core. The Erlang Runtime System BEAM These processes are small and lightweight Scheduler threads To wrap up, understanding the architecture that underpins Elixir and Erlang offers fascinating insights into how these languages manage to achieve remarkable levels of concurrency, scalability, and fault tolerance. From Erlang's original design to revolutionize the development of telephone applications to Elixir's creation for enhanced maintainability and scalability in modern applications, both languages demonstrate the power of functional programming in managing complex, distributed systems with ease. References https://www.labouseur.com/courses/erlang/history-of-erlang-armstrong.pdf https://elixir-lang.org https://semaphoreci.com/blog/elixir-creator-jose-valim https://www.erlang.org/blog/a-brief-beam-primer

Inside BEAM: How Elixir and Erlang Leverage a Shared Runtime for Resilient Applications

Ishan Pandey: Hi, TJ Kawamura. I am delighted to welcome you to our "Behind the Startup" series. Could you please provide insights into the inspiration behind Everyworld and how it aligns with Everyrealm's overall mission and vision? Everyrealm is, at its core, a social gaming company. There are some really interesting applications of social gaming and blockchain together. Cryptocurrencies have an awesome power to bring people together, rallying communities to collaborate toward common goals. We started to think about harnessing the positive aspects of blockchain technology, which bring communities together, and building a new product centered around an enormous and growing industry—video gaming—and serving a genuine business need by driving new customers to video games through a rewarded ads model, which is one of the fastest-growing ad verticals. What if the global content network of the future that rewards its users?  That’s the idea behind Everyworld. TJ Kawamura: Ishan Pandey: How does Everyworld's blockchain-enabled protocol differentiate itself from traditional advertising platforms, and what advantages does it offer to both users and advertisers? Everyworld is the world’s first web3 ad network that was designed specifically to benefit users and the public good equally. The project is a rewarded ads protocol, where players are rewarded for watching video content. The more that users play and engage, the more chances they receive to participate in the drawing. This represents a complete reimagining of the traditional advertising model, giving users the opportunity to earn crypto rewards for simple things they already do every day. Everyworld is powered by its own cryptocurrency, called $Every. TJ Kawamura: Ishan Pandey: With the rise of ad-blocking software and growing concerns over privacy, how does Everyworld address these challenges while still providing value to advertisers? TJ Kawamura:  By explicitly and transparently embracing the desire for personal gain through an on-chain reward system, Everyworld is designed to provide the gamified satisfaction of unpredictable payouts. For each Drawing, Everyworld will use an on-chain randomizer on Base to produce a provably fair and randomly selected winner, which can be verified leveraging blockchain technology. Ishan Pandey: Could you elaborate on your user acquisition strategy and provide insights into the level of engagement observed thus far? TJ Kawamura: More than 90,000 people are playing the beta version of the Everyworld game in Discord. Collectively they have watched more than 50 million videos and earned more than 1 billion points.  Users are rewarded for referring friends and sharing about Everyworld on social media. Ishan Pandey: Could you provide details on Everyrealm’s strategic partnerships with venture capital firms and explain the ways in which these collaborations bolster Everyrealm's growth and success? TJ Kawamura: Many Tier 1 venture capital firms who have invested in Everyrealm. Everyworld was developed by the Everyrealm team, which is backed by A16Z Crypto, Hashed, Coinbase Ventures, Animoca Brands,, Dragonfly, Foresight Ventures, NGC and others.  A complete list of investors is on the Everyworld website at everyworld.com Ishan Pandey: As Everyworld evolves, what new features or enhancements can users expect to see, and how do these developments align with the platform's goals? TJ Kawamura: A proprietary web and mobile app are in the works. The goal is to create an experience that resonates with a broad audience including one that is not inherently crypto-savvy by making a sleek UX and a familiar and fun experience that appeals to a young, tech-loving audience. Ishan Pandey: Looking ahead, what are the key milestones and goals that Everyrealm aims to achieve in the next few years, and how do you envision the future of social gaming and digital advertising evolving with platforms like Everyworld leading the way? TJ Kawamura:  We look forward to onboarding the first million users and expanding into new markets, and becoming a global cultural phenomenon.  Everyworld aims to become the first mainstream crypto project that attracts a significant non-crypto user base. Don’t forget to like and share the story! This author is an independent contributor publishing via our brand-as-author program. HackerNoon has reviewed the report for quality, but the claims herein belong to the author. #DYOR Vested Interest Disclosure:

Revolutionizing Digital Advertising: Inside Everyworld's Game-Changing Model

বিপ্লবী ডিজিটাল বিজ্ঞাপন: এভরিওয়ার্ল্ডের গেম-চেঞ্জিং মডেলের ভিতরে

Revolutionierung der digitalen Werbung: Einblicke in das bahnbrechende Modell von Everyworld

Revolucionando la publicidad digital: dentro del modelo revolucionario de todos los mundos

Révolutionner la publicité numérique : à l'intérieur du modèle révolutionnaire d'Everyworld

डिजिटल विज्ञापन में क्रांतिकारी बदलाव: हर दुनिया के गेम-चेंजिंग मॉडल के अंदर

デジタル広告に革命を起こす: Everyworld の革新的なモデルの内部

디지털 광고 혁명: Everyworld의 판도를 바꾸는 모델 내부

Revolucionando a publicidade digital: por dentro do modelo revolucionário de Everyworld

Революция в цифровой рекламе: внутри революционной модели Everyworld

Dijital Reklamcılıkta Devrim Yaratmak: Everyworld'ün Oyunun Kurallarını Değiştiren Modelinin İçinde

Cách mạng hóa quảng cáo kỹ thuật số: Bên trong mô hình thay đổi trò chơi của mọi thế giới

数字广告革命：深入了解每个世界的游戏规则改变模式

Affiliate marketing is a real powerhouse in the digital marketing realm and in recent years has gone through significant growth and transformation. Chances are, you’ve been on the receiving end of it yourself! Now, it is not the time to ignore this approach, since the power of social media, increased device usage, and the boom of creator-led media are all here to help your business thrive. According to _ __, the affiliate marketing industry is experiencing robust growth and there are approximately 9,600 global services and companies related to affiliate marketing in 2023 including agencies, platforms, and various other organizations or apps providing affiliate services. Additionally, forecasts that affiliate marketing spending will reach a staggering US$ 39,805.4 Mn by 2031. Influencer Marketing Hub Astute Analytica For context, reported that global affiliate revenue for affiliate networks amounted to $6.5 billion in 2006. MoreNiche Exciting numbers, huh? Here are some more. According to Performance marketing association survey data: 84% of businesses find affiliate marketing to be more profitable than other marketing methods. In 2021, affiliate marketing contributed to around $71 billion in ecommerce revenue in the United States. On average, every $1 spent on the affiliate channel resulted in $12 in ecommerce revenue across all industries. 84% of media publishers and bloggers create content for affiliate marketing. Retail brands were responsible for 76% of affiliate channel spending, with about one-third going to clothing affiliate programs. Again, number-heavy facts, but you and I know that marketing is nothing without numbers. The explosive growth of the affiliate marketing industry in the 21st century can be credited to a few key factors. First off, the surge in digital operations and the widespread use of mobile devices. Then, the subsequent digitalization of services, the advancements in digital marketing, and the increased volume of online purchases, fueled by a shift in consumer behavior, have all contributed to the flourishing landscape of affiliate marketing. Affiliate marketing's widespread appeal also stems from its affordability, and the high return on investment in terms of both time and cost when compared to alternative marketing approaches. Businesses caught on the wave, adapting their operations and creating affiliate marketing programs to drive their revenue. Then, the social media boom was exactly what gave affiliate marketing the kick in needed, coupled with the rise of influencer marketing and brand partnerships. Thanks to the significant increase of social media usage (from 5% in 2005 to 79% in 2019 according to ), platforms like Facebook and Instagram became key to affiliate marketing campaigns. Our World In Data That’s kind of how we got here. Now, it's not just something companies do on the side; it's a real way to make money. As we navigate the landscape, it's evident that the rise of Cost-Per-Action models is not just a trend but an exciting narrative for sellers on the global stage. So, what’s in plan? In this article I’d like to introduce to you current trends in affiliate marketing and most recent market breakthroughs, seen through the lens of a founder. Choose your fighter A growing market is nothing without innovation, and the very expected emergence of newer tools is a great indicator for market relevance. Just as with any increasing complexity, humans start to seek (and make) tools for dealing with the tools we already have. The rapidly growing affiliate marketing industry is no exception to the rool. Here are the purposes, and some of the tools we’ve got so far: This is software offered by Impact Radius, Awin, and Post Affiliate Pro and it provides advanced tracking and analytics for affiliate marketing campaigns, letting brands and their affiliates optimize their strategies based on performance data. Affiliate Tracking: Companies like AspireIQ, Upfluence, and CreatorIQ can help brands connect with influencers (including micro-influencers), streamlining the process of finding the right partners for affiliate marketing. Influencer Marketing Platforms: If you need a little help creating the visuals, tools like Canva and Adobe Spark let affiliates and marketers easily create high-quality, engaging content for promoting products across almost any channel of choice. Content Creation Tools: For managing affiliate marketing content across multiple social media platforms, doing things like scheduling posts, or analyzing engagement metrics – Hootsuite, Buffer, and Later are the way to go! Social Media Management Tools: Big-time players like Mailchimp and ConvertKit are well-known powerful tools for creating email lists and launching outreach email campaigns with personalized affiliate offers and content. You can also track opens, clicks, and conversions. Email Marketing Services: SEO-helpers such as SEMrush, Ahrefs, Moz and similar services provide affiliates with critical insights into keywords, competition, and performance, helping you optimize content and improve visibility in search engine results. SEO Tools: To conclude In recent years affiliate marketing has become not only a useful tool, but a robust solution for sales, bound to be a prominent player in the future of marketing as a whole. And for that, there are many reasons. Its low-risk nature provides a secure avenue for both businesses and marketers and the potential for high rewards and a scalable income adds an enticing element to the affiliate marketing landscape. With affiliate marketing you simultaneously build brand awareness and drive traffic, presenting itself as a holistic marketing solution and an attractive choice in the evolving landscape of digital marketing, making it a pivotal player in shaping the future of promotional strategies. So, are you in?

Inside the Affiliate Marketing Product Boom: A Founder's Perspective on Market Trends

United States v. Apple INC Court Filing, retrieved on March 21, 2024 is part of . You can jump to any part in this filing . This part is 5 of 25. HackerNoon’s Legal PDF Series here B. Apple invited third-party investment on the iPhone and then imposed tight controls on app creation and app distribution 41. Apple controls how developers distribute and create apps for iPhone users. For example, developers can only distribute native iPhone apps through Apple’s App Store, which is the only way for users to download native iOS apps. Limiting distribution to the Apple App Store enables Apple to exert monopoly power over developers by imposing contractual restrictions and rules that limit the behavior of non-Apple apps and services. Specifically, Apple sets the conditions for apps it allows on the Apple App Store through its App Store Review Guidelines. Under these guidelines, Apple has sole discretion to review and approve all apps and app updates. Apple selectively exercises that discretion to its own benefit, deviating from or changing its guidelines when it suits Apple’s interests and allowing Apple executives to control app reviews and decide whether to approve individual apps or updates. Apple often enforces its App Store rules arbitrarily. And it frequently uses App Store rules and restrictions to penalize and restrict developers that take advantage of technologies that threaten to disrupt, disintermediate, compete with, or erode Apple’s monopoly power. 42. Apple also controls app creation by deciding which APIs are available to developers when they make third-party apps. For example, developers cannot provide native apps on the iPhone unless they enter into Apple’s non-negotiable Developer Program License Agreement (DPLA). That agreement requires developers to use public APIs only “in the manner prescribed by Apple.” It also prohibits third-party apps from using APIs that Apple designates as “private.” Apple selectively designates APIs as public or private to benefit Apple, limiting the functionality developers can offer to iPhone users even when the same functionality is available in Apple’s own apps, or even select third-party apps. Similar to Apple’s App Store restrictions, Apple uses its DPLA to impose restrictions that penalize and restrict developers that take advantage of technologies that threaten to disrupt, disintermediate, compete with, or erode Apple’s monopoly power. 43. Developers cannot avoid Apple’s control of app distribution and app creation by making web apps—apps created using standard programming languages for web-based content and available over the internet—as an alternative to native apps. Many iPhone users do not look for or know how to find web apps, causing web apps to constitute only a small fraction of app usage. Apple recognizes that web apps are not a good alternative to native apps for developers. As one Apple executive acknowledged, “[d]evelopers can’t make much money on the web.” Regardless, Apple can still control the functionality of web apps because Apple requires all web browsers on the iPhone to use WebKit, Apple’s browser engine—the key software components that third-party browsers use to display web content. 44. Nor can developers rely on alternative app stores even though this would benefit developers and users. For example, developers cannot offer iPhone users an app store that only offers apps curated for use by children, which would provide opportunities to improve privacy, security, and child safety. By contrast, Apple allows certain enterprise and public sector customers to offer versions of app stores with more curated apps to better protect privacy and security. 45. Apple’s control over both app distribution and app creation gives Apple tremendous power. For example, Apple designates as “private” the APIs needed to send Short Message Service, or SMS, text messages, which is a protocol used by mobile carriers since the early 1990s to allow users to send basic text messages to other mobile phone numbers using their own mobile phone numbers. Developers have no technical means to access these private APIs, but even if they did, doing so would breach their developer agreement with Apple, and therefore put the developer at risk of losing the ability to distribute apps through the App Store. For example, Apple prohibits third-party iPhone apps from sending or receiving SMS text messages even though this functionality is available through Apple Messages. Likewise, Apple can control the functionality of third-party apps and accessories through its control of app distribution because if an app includes functionality that Apple does not like, Apple can and does exercise its discretion to simply block the app from the App Store. 46. Apple’s dominance is such that neither app developers nor iPhone users can benefit from lower cost or higher quality means of distributing apps or purchasing and providing digital products and services. Instead, Apple guarantees that it continues to benefit from the contributions of third-party developers and other platform participants while also protecting itself from the competitive threats and pressure those participants pose to Apple’s smartphone monopoly. 47. This complaint focuses on Apple’s use of its dominance to impose contracts and rules that restrict the behavior and design decisions of companies other than Apple. Continue Reading . Here About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved on March 21, 2024, from is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. justice.gov

Inside Apple's Stranglehold on App Development and How it Shapes Consumer Choices

USA v. Samuel Bankman-Fried Court Filing, retrieved on March 15, 2024 is part of . You can jump to any part in this filing . This part is 8 of 34. HackerNoon’s Legal PDF Series here IV. The Defendant’s Banking Misconduct The evidence at trial, as well as other evidence summarized in the Presentence Investigation Report (“PSR”), also establish that the defendant operated an unlicensed money transmitting business and lied to Silvergate Bank in order to open an account that he used as part of that transmission business. While unlicensed money transmission and bank fraud were charges severed from the trial, the proof underlying those charges was established by a preponderance of the evidence. This conduct, therefore, may be considered at sentencing. It is unlawful to operate an unlicensed money transmitting business in the United States. Exchanges that allow customers to exchange fiat for cryptocurrency are required under federal law to register with the Department of Treasury as money services businesses, and file suspicious activity reports when appropriate. See, e.g., United States v. Murgio, 209 F. Supp. 3d 698, 705-07 (S.D.N.Y. 2016), conviction aff’d, 32 F.3d 40, 49 (2d Cir. 2019). As a result, before opening accounts for cryptocurrency exchanges, U.S. banks usually require evidence of the appropriate licensure. (PSR ¶ 44). When Bankman-Fried first founded FTX, access to the U.S. banking system was necessary for the company’s growth. Without bank accounts, FTX was unable to do fiat-to-cryptocurrency conversions, which were both a source of business income and a prerequisite for many cryptocurrency traders who wanted to fund their FTX accounts. (Tr. 654). But U.S. financial institutions were reluctant to open accounts for cryptocurrency businesses, and in many instances refused altogether. (GX-917; Tr. 313). When banks did open accounts, they typically conducted an enhanced due diligence process, including requesting evidence that the entity had the appropriate registrations with the Department of Treasury. (PSR ¶ 46). Rather than following the rules, and in order to circumvent U.S. money transmission laws and banks’ unwillingness to do business with cryptocurrency exchanges, Bankman-Fried and others used existing Alameda bank accounts to process customer deposits and withdrawals. (Tr. 654). Alameda never told Silvergate Bank that it was using its accounts to process FTX customer deposits and withdrawals. Besides the accounts at Silvergate, FTX also used a bank account at Signature Bank to transmit money for customers without an appropriate license. Bankman-Fried and others affirmatively lied to Signature Bank to convince the bank to continue to process FTX customer fiat deposits and withdrawals. For example, on May 14, 2020, an employee at Signature emailed FTX.com and Alameda personnel asking about a transfer which was received by a bank account held in the name of Alameda but which said it was related to FTX. Instead of telling the truth, at Bankman-Fried’s direction and with his knowledge, an Alameda employee falsely responded that the transfer was actually related to Alameda. (PSR ¶ 47). There came a time when certain of Alameda’s wire transfers were being rejected, so Bankman-Fried and others acting at his direction explored opening new bank accounts, including at Silvergate Bank where Alameda already had accounts. Silvergate Bank made clear, however, that it would not open an account for customer deposits and withdrawals absent evidence that FTX was licensed and registered, including registered federally as a money services business, and that, in any event, Silvergate Bank would need to conduct an enhanced due diligence process before opening any account used to process customer deposits and withdrawals. Bankman-Fried learned from Silvergate that Bankman-Fried should not attempt to open an account for FTX, and that if he wished to open an account to process customer deposits and withdrawals for FTX US, FTX’s business in the United States, FTX US would need to register with the Department of Treasury. (PSR ¶ 46). Notwithstanding those warnings from Silvergate Bank, in August 2020, to further obscure the relationship between FTX and Alameda, Bankman-Fried directed the incorporation of a new U.S.-based entity, North Dimension. Bankman-Fried was listed as sole owner, CEO, and president of North Dimension, which had no employees or business operations outside of its bank account. Bankman-Fried and others chose the name “North Dimension” in part to conceal that there was a relationship between North Dimension, on the one hand, and FTX or Alameda, on the other, from banks approving transactions with the North Dimension bank account. Once North Dimension was created, under Bankman-Fried’s supervision, employees of Alameda completed an account application with Silvergate Bank that falsely stated that the purpose of the North Dimension bank account was “trading” and “market making.” (PSR ¶ 48). Silvergate Bank was also given a completed North Dimension due diligence questionnaire—which Bankman-Fried signed—that falsely stated that North Dimension “trades on multiple cryptocurrency exchanges worldwide for its own account” and that North Dimension “also participates in direct peer-to-peer, OTC purchases and sales with certain third parties for its own account.” (GX-267). Furthermore, despite the fact that North Dimension was created for the purpose of transmitting customer deposits on and off the FTX exchange, the due diligence questionnaire falsely claimed that North Dimension was not a money services business. In April 2021, Silvergate approved the opening of the North Dimension account, based on those misrepresentations, without enhanced due diligence or review by Silvergate Bank’s executive committee, as would have been required had the true purposes of North Dimension’s account been disclosed to Silvergate Bank. Once the North Dimension bank account was opened, FTX directed customer dollar deposits to the North Dimension account. In the period from when the North Dimension account was opened until it ceased being the primary means for unlicensed money transmission in about January 2022, customers transmitted billions of dollars through the account. (PSR ¶ 49). At no point did FTX.com ever obtain the appropriate license. Continue Reading . Here About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved on March 15, 2024, from is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. storage.courtlistener

Inside the Unlicensed Money Transfer Scheme of SBF and Alameda

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