Holiday spending sets Americans back by nearly $1,000 each year. And, with inflation pushing prices of everything from clothing to gasoline into the stratosphere, this holiday season is gearing up to be more economically painful than usual.

5 cash-back sites for holiday shopping

With a 4.4/5 rating on Trustpilot, MyPoints tops as one of the most high-profit sites when looking for apps like Survey Junkie. MyPoints brings you a collection of various features and activities, making the platform worth your while. Unlike the other ...

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More people are turning to the world wide web for shopping, investing, and earning money. You name it, and it’s now online. Unfortunately, we need extra money to enjoy those online shopping sprees. So,

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How to Earn MyPoints 2k22: A Guide to Maximize Your Rewards In the digital age, earning rewards for your online activities has become a popular trend. One such platform that offers a plethora of ways to earn rewards is MyPoints. If you are looking to ...

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62 Quick Cash Ideas You Need to Know

MyPoints

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As criminals continue to modify and beef up their tools including remote access Trojans (RATs), web shells, and command-and-control (C&C) obfuscators, the cybersecurity community isn’t far behind. The imminent threat of high-profile malware attacks, scams, and other forms of cybercrime has led to the growth of the cybersecurity industry. Indeed, the global cybersecurity will reach US$281.74 billion by 2027 from US$112.01 billion in 2019. market value More enterprises and vendors are venturing into cybersecurity product development, and given the growing threat landscape, this is probably a good thing. Still, product quality matters and any offering is only as good as its cyber threat data. This brings us to the need for a , a rich source of domain intelligence that can potentially fortify cybersecurity products in the making. newly registered domains database What Are Newly Registered Domains? refer to those created or updated within the last couple of weeks or months. To the uninitiated, this may be of little value. But for cybersecurity experts who understand how threat actors utilize these domains to execute scams, a newly registered domains list becomes a vital threat intelligence source. Newly registered domains (NRDs) 2 Ways a Newly Registered Domains Database Can Enhance Cybersecurity Products A newly registered domains list can be a crucial domain intelligence source for several cybersecurity products. However, we zoomed in on two tools to illustrate how such a database can enhance their effectiveness. 1. Domain Reputation Scoring Products To protect against cyberattacks, several organizations turn to domain reputation as an important indicator to decide whether to grant access to a domain or not. A reliable domain reputation tool should take into account different security data points, including the age of a given domain as research shows that are malicious. 70% of newly registered domains Take, for example, new domains that contain the word “corona” in them. Cybersecurity experts detected a surge in malicious domains that take advantage of the ongoing coronavirus pandemic. This finding is consistent with the data we gathered from our newly registered domains database for 19 April 2020. In it, we saw 239 recently registered domains containing the word “corona.” April 19 wasn’t the only date we noticed such occurrences. On 29 February, 384 new “corona” domains made it to the list. On 31 March, the newly registered domains database showed an additional 451 domains. The domain names varied from cashforcorona[.]com to corona-donations[.]com. While some of these domains could be legitimate, we can’t discount the fact that most could figure in phishing attacks and other malicious activities. In short, developers of domain reputation scoring products can create a more reliable tool if they integrate a newly registered domains list in their scoring algorithm. Their clients would be more protected against threats that weaponize freshly registered domains. 2. Brand Protection Tools There are several variants of brand protection tools available today. These products include social listening tools that allow brand owners to know how the market uses their brand names. Some are trademark search tools that enable brand owners to track the unauthorized use of their intellectual properties. Brand protection is, however, also becoming a cybersecurity issue. Most phishing websites, for instance, mimic the name and appearance of popular brands to lure in victims. As such, there’s a need for brand protection tools that check for the use of brands in domain names. The newly registered domains database under the .com TLD we downloaded, for instance, listed 13 domains that use the Netflix brand. A simple WHOIS search tells us that the main Netflix website netflix[.] com’s registrant is Netflix, Inc. The organization, however, doesn’t seem to own any of the 13 domains that showed up on the newly registered domains list—some of which belonged to individuals in France, Panama, and even Quebec. Any of these domain names could at some point figure in phishing attacks that lure Netflix subscribers into divulging their login credentials or credit card details. Domain reputation scoring and brand protection applications are just two of the cybersecurity products that can benefit from the integration of a newly registered domains database. The domain intelligence gleaned from the can also power threat intelligence platforms and other security solutions. newly registered domains list

Developing a New Cybersecurity Product? Consider a Newly Registered Domains Database

This New Prompting Technique Makes AI Outputs Actually Usable

Esta nueva técnica de estimulación permite que los resultados de la IA sean realmente utilizables

טכניקת הנחיה חדשה זו הופכת את יציאות הבינה המלאכותית לשמישות בפועל

Teknik Prompting Baru Ini Membuat Output AI Benar-benar Dapat Digunakan

この新しいプロンプト技術により、AI出力が実際に使用可能になります

이 새로운 프롬프팅 기술은 AI 출력을 실제로 사용 가능하게 만듭니다.

Šī jaunā pamudināšanas tehnika padara AI izvades faktiski lietojamas

Esta nova técnica de prompt torna as saídas de IA realmente utilizáveis

Kay Musuq Técnica de Prompting AI Lluqsiykunata Chiqamanta Utilizable ruwan

Ang Bagong Prompting Technique na Ito ay Ginagawang Tunay na Nagagamit ang Mga Output ng AI

Bu Yeni İstem Tekniği Yapay Zeka Çıktılarını Gerçekten Kullanılabilir Hale Getiriyor

Ushbu yangi taklif qilish texnikasi AI natijalarini haqiqatda foydalanishga imkon beradi

Le Ndlela Entsha yokuKhuthaza yenza ukuba iziphumo ze-AI zisebenziseke ngokwenene

The Future of Cloud Security: Innovative Cybersecurity Solutions for Cloud-Based Environments

United States of America v. Google LLC., Court Filing, retrieved on April 30, 2024, is part of HackerNoon’s Legal PDF Series. You can jump to any part of this filing here. This part is 9 of 37. D. Search Access Points 1. A Search Access Point Is Where A Desktop Or Mobile-Device User Can Enter A Query 146. A search access point is any place on a device where a user enters a search query. Tr. 323:11-19 (Barton (Google)); Des. Tr. 44:5-8 (Google-NF 30(b)(6) Dep.); Tr. 1027:23-25 (Higgins (Verizon)) (search entry points are “different mechanisms for you to access search on the device"). 2. Search Access Points On Desktop 147. Desktop browsers allow users to view websites, including GSEs. Tr. 7642:13–17 (Pichai (Google)) (in 2004, browser users could “navigate to Yahoo.com or Google.com or whatever your choice was"). Desktop browsers direct queries entered into the address bar to a GSE. Des. Tr. 211:16–212:5 (Google-RG2 30(b)(6) Dep.) (queries entered into a browser's address bar are conducting “default search”); Tr. 700:12–701:2 (Rangel (Pls. Expert)) (discussing DXD-01 at .001–04 and showing general search being conducted from an address bar in Safari on desktop). In the past, toolbars, or plug-ins for different browsers, were another method by which consumers could access GSEs (and by which Google could track general search market share). Tr. 7642:2–12 (Pichai (Google)) (“Google Toolbar was a way by which, in those days in browsers, you could add an extension . . . a search box . . . it provided users a convenient way to search Google”); Tr. 201:2–6 (Varian (Google)). The advent of built-in search boxes on browsers rendered downloadable tool bars obsolete. Tr. 7676:16–7677:19 (Pichai (Google)) (toolbar was developed when there was no built-in browser search box); Tr. 201:4–8 (Varian (Google)) (toolbars are “no longer popular”). 3. Search Access Points On Mobile 148. The number of search access points on mobile has grown over time. Des. Tr. 71:8–19, 72:4–20 (Ezell (AT&T) Dep.) (search access points include search widgets, browser search, and voice search); Tr. 3714:3–11 (Nadella (Microsoft)) (“search access point[s]” are “the places where people get to a search engine” and have “changed over time and have multiplied”); UPX0581 at -625. 149. Market participants have developed a lexicon to describe the geography of mobile devices and places where app icons and widgets, including ones containing search access points, can be placed. Des. Tr. 65:19–68:15 (Ezell (AT&T) Dep.) (describing terms such as the hot seat, minus one screen, plus one and plus two screens, and application tray). The default home screen is the screen users sees after unlocking a mobile device or pressing the home button. Tr. 790:22– 791:2, 805:25–806:2 (Kolotouros (Google)). The plus one screen refers to the screen to the right of the default home screen, i.e., the screen a user navigates to by swiping from right to left from the default home screen. Id. 947:23–948:8. The minus one screen refers to the screen to the left of the default home screen, i.e., the screen a user navigates to by swiping from left to right from the default home screen. Tr. 3123:1–12 (Tinter (Microsoft)); Des. Tr. 42:2–17 (Giard (T-Mobile) Dep.). 150. The hot seat or application dock on a mobile device refers to the bottom row of apps that a user can access quickly and that persist when swiping to the right or left. Tr. 923:8– 23 (Kolotorous (Google)). a) Mobile Browsers 151. Mobile browsers are preinstalled on virtually all mobile devices distributed in the United States. Tr. 1518:17–19 (Yoo (Google)) (MADA requires Chrome to be pre-loaded on the device); Tr. 2454:11–16 (Cue) (Apple)) (Safari browser is preloaded onto Apple devices). 152. Mobile browsers contain preinstalled search access points (e.g., address bar, default homepage) set to default GSEs. Tr. 1518:17–21 (Yoo (Google)) (MADA requires Chrome with Google set as the default search engine); Tr. 795:15–17 (Kolotouros (Google)) (address bar on Chrome is a search access point); Tr. 1028:1–3 (Higgins (Verizon)) (a search bar in a browser is a search entry point). b) Search Apps 153. Search apps are applications that allow users to conduct searches and direct queries to a preset GSE. Tr.797:25–798:11 (Kolotouros (Google)) (the Google Search app directs a search query to Google through the same process as searching through Chrome.); Des. Tr. 55:16–19 (Ribas (Microsoft) Dep.) (Bing search app links to searches on Bing); Des. Tr. 142:20–25 (van der Kooi (Microsoft) Dep.) (a search app is an entry point that “can either be downloaded or that is the default on a third-party platform”). Search apps are search access points that can be preinstalled on a smartphone or other device. Tr. 323:11–19 (Barton (Google)) (The Google search app is one access point). The preset GSE in a search app generally cannot be changed by the user. Tr. 6066:17–21 (Whinston (Pls. Expert)) (a search widget is a manifestation of a search engine application with a convenient search entry box); Tr. 833:11–16 (Kolotouros (Google)) (the widget can be removed but the search itself cannot be changed). 154. The Google Search App—with Google set as the default GSE—is preinstalled on virtually all Android devices distributed in the United States. Tr. 1518:12–16 (Yoo (Google)) (MADA requires the Google search app to be preinstalled on the device); UPX0129 at -905 (MADA requires preinstallation of the Google search app). c) Search Widgets 155. Widgets are self-contained code that display a program, or a piece of a program, that is a shortcut to an application. Tr. 1029:6–12 (Higgins (Verizon)) (a search widget is “a small piece of software that sits on your device that allows access to search capability.”). Search widgets are search access points, directing queries to a preset GSE. Tr. 794:3–5, 795:8–14 (Kolotouros (Google)) (Google search widget is a search access point that must be set to Google search); Des. Tr. 98:1–10 (Christensen (Motorola) Dep.) (a search widget is “a common way to search” and home screen placement enhances accessibility of the widget); Tr. 559:9–13 (Rangel (Pls. Expert)) (the search widget “allows consumers to type a search there without having to open a browser; a search app and, by default, searches with Google”); Des. Tr. 143:2–23 (van der Kooi (Microsoft) Dep.) (the search default/search box is “already on the device and is staring you in the face”). The Google Search Widget is a visual representation of the Google search app in which users can enter queries. Tr. 791:3–7, 794:3–9 (Kolotouros (Google)) (explaining that the Google Search Widget is part of the GSA and that it is a search box users can enter questions in). The Google Search Widget is sometimes referred to as the QSB or quick search box. Tr. 796:16–19 (Kolotouros (Google)). 156. Google’s search widget is preinstalled across the home screen of all Android devices distributed in the United States. Tr. 18:1–4 (Sept. 19, 2023 sealed PM session) (Yoo (Google)) (the widget is part of the Google search app, which the MADA requires to be on the device); Tr. 815:9–22 (Kolotouros (Google)) (Google had not granted, any waivers, which would allow manufacturers to remove the widget from the home screen); Tr. 815:16–816:1 (Kolotouros (Google)) (not aware of any Samsung or Motorola device without a pre-installed Google Search Widget); Tr. 792:25–793:23 (Kolotouros (Google)) (discussing JX0049 and confirming that all MADAs require Google Search Widget placement on the default home screen). Tr. 3125:10– 3125:22 (Tinter (Microsoft)) (against Microsoft’s preference, Google widget appears on the home screen of the Microsoft Duo, a dual-screen Android smartphone); Des. Tr. 45:6–11 (Christensen (Motorola) Dep.) (all Motorola devices ship with the Google Search Widget on the default home screen). 157. Neither Android users nor Google’s counterparties like the search widget on the device’s home screen. UPX0128 at -546–47 (2016 Lockheimer (Google) email to Google chief business officer informing him that “[w]e’ve done UX research” confirming that “[u]sers generally are tired (visually) of our widget” and “OEMs are VERY tired (visually) of our widget . . . they feel like they don’t get to differentiate”). 4. Other Search Access Points 158. Other search access points, such as voice assistants and smart keyboards, have miniscule search volume. Tr. 3107:3–3108:19 (Tinter (Microsoft)) (Apple hoped to encourage use of the voice assistant and voice entry point but “in practice, that thesis did not play out as…there was not a significant user behavior shift” from searching in the browser to using Siri and Spotlight). 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 April 30, 2024, storage.courtlistener 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. United States of America v. Google LLC., Court Filing, retrieved on April 30, 2024, is part of HackerNoon’s Legal PDF Series. You can jump to any part of this filing here. This part is 9 of 37. United States of America v. Google LLC., Court Filing, retrieved on April 30, 2024, is part of HackerNoon’s Legal PDF Series . You can jump to any part of this filing here . This part is 9 of 37. HackerNoon’s Legal PDF Series here D. Search Access Points 1. A Search Access Point Is Where A Desktop Or Mobile-Device User Can Enter A Query 1. A Search Access Point Is Where A Desktop Or Mobile-Device User Can Enter A Query 146. A search access point is any place on a device where a user enters a search query. Tr. 323:11-19 (Barton (Google)); Des. Tr. 44:5-8 (Google-NF 30(b)(6) Dep.); Tr. 1027:23-25 (Higgins (Verizon)) (search entry points are “different mechanisms for you to access search on the device"). 2. Search Access Points On Desktop 2. Search Access Points On Desktop 147. Desktop browsers allow users to view websites, including GSEs. Tr. 7642:13–17 (Pichai (Google)) (in 2004, browser users could “navigate to Yahoo.com or Google.com or whatever your choice was"). Desktop browsers direct queries entered into the address bar to a GSE. Des. Tr. 211:16–212:5 (Google-RG2 30(b)(6) Dep.) (queries entered into a browser's address bar are conducting “default search”); Tr. 700:12–701:2 (Rangel (Pls. Expert)) (discussing DXD-01 at .001–04 and showing general search being conducted from an address bar in Safari on desktop). In the past, toolbars, or plug-ins for different browsers, were another method by which consumers could access GSEs (and by which Google could track general search market share). Tr. 7642:2–12 (Pichai (Google)) (“Google Toolbar was a way by which, in those days in browsers, you could add an extension . . . a search box . . . it provided users a convenient way to search Google”); Tr. 201:2–6 (Varian (Google)). The advent of built-in search boxes on browsers rendered downloadable tool bars obsolete. Tr. 7676:16–7677:19 (Pichai (Google)) (toolbar was developed when there was no built-in browser search box); Tr. 201:4–8 (Varian (Google)) (toolbars are “no longer popular”). Yahoo.com Google.com 3. Search Access Points On Mobile 3. Search Access Points On Mobile 148. The number of search access points on mobile has grown over time. Des. Tr. 71:8–19, 72:4–20 (Ezell (AT&T) Dep.) (search access points include search widgets, browser search, and voice search); Tr. 3714:3–11 (Nadella (Microsoft)) (“search access point[s]” are “the places where people get to a search engine” and have “changed over time and have multiplied”); UPX0581 at -625. 149. Market participants have developed a lexicon to describe the geography of mobile devices and places where app icons and widgets, including ones containing search access points, can be placed. Des. Tr. 65:19–68:15 (Ezell (AT&T) Dep.) (describing terms such as the hot seat, minus one screen, plus one and plus two screens, and application tray). The default home screen is the screen users sees after unlocking a mobile device or pressing the home button. Tr. 790:22– 791:2, 805:25–806:2 (Kolotouros (Google)). The plus one screen refers to the screen to the right of the default home screen, i.e., the screen a user navigates to by swiping from right to left from the default home screen. Id. 947:23–948:8. The minus one screen refers to the screen to the left of the default home screen, i.e., the screen a user navigates to by swiping from left to right from the default home screen. Tr. 3123:1–12 (Tinter (Microsoft)); Des. Tr. 42:2–17 (Giard (T-Mobile) Dep.). 150. The hot seat or application dock on a mobile device refers to the bottom row of apps that a user can access quickly and that persist when swiping to the right or left. Tr. 923:8– 23 (Kolotorous (Google)). a) Mobile Browsers a) Mobile Browsers 151. Mobile browsers are preinstalled on virtually all mobile devices distributed in the United States. Tr. 1518:17–19 (Yoo (Google)) (MADA requires Chrome to be pre-loaded on the device); Tr. 2454:11–16 (Cue) (Apple)) (Safari browser is preloaded onto Apple devices). 152. Mobile browsers contain preinstalled search access points (e.g., address bar, default homepage) set to default GSEs. Tr. 1518:17–21 (Yoo (Google)) (MADA requires Chrome with Google set as the default search engine); Tr. 795:15–17 (Kolotouros (Google)) (address bar on Chrome is a search access point); Tr. 1028:1–3 (Higgins (Verizon)) (a search bar in a browser is a search entry point). b) Search Apps b) Search Apps 153. Search apps are applications that allow users to conduct searches and direct queries to a preset GSE. Tr.797:25–798:11 (Kolotouros (Google)) (the Google Search app directs a search query to Google through the same process as searching through Chrome.); Des. Tr. 55:16–19 (Ribas (Microsoft) Dep.) (Bing search app links to searches on Bing); Des. Tr. 142:20–25 (van der Kooi (Microsoft) Dep.) (a search app is an entry point that “can either be downloaded or that is the default on a third-party platform”). Search apps are search access points that can be preinstalled on a smartphone or other device. Tr. 323:11–19 (Barton (Google)) (The Google search app is one access point). The preset GSE in a search app generally cannot be changed by the user. Tr. 6066:17–21 (Whinston (Pls. Expert)) (a search widget is a manifestation of a search engine application with a convenient search entry box); Tr. 833:11–16 (Kolotouros (Google)) (the widget can be removed but the search itself cannot be changed). 154. The Google Search App—with Google set as the default GSE—is preinstalled on virtually all Android devices distributed in the United States. Tr. 1518:12–16 (Yoo (Google)) (MADA requires the Google search app to be preinstalled on the device); UPX0129 at -905 (MADA requires preinstallation of the Google search app). c) Search Widgets c) Search Widgets 155. Widgets are self-contained code that display a program, or a piece of a program, that is a shortcut to an application. Tr. 1029:6–12 (Higgins (Verizon)) (a search widget is “a small piece of software that sits on your device that allows access to search capability.”). Search widgets are search access points, directing queries to a preset GSE. Tr. 794:3–5, 795:8–14 (Kolotouros (Google)) (Google search widget is a search access point that must be set to Google search); Des. Tr. 98:1–10 (Christensen (Motorola) Dep.) (a search widget is “a common way to search” and home screen placement enhances accessibility of the widget); Tr. 559:9–13 (Rangel (Pls. Expert)) (the search widget “allows consumers to type a search there without having to open a browser; a search app and, by default, searches with Google”); Des. Tr. 143:2–23 (van der Kooi (Microsoft) Dep.) (the search default/search box is “already on the device and is staring you in the face”). The Google Search Widget is a visual representation of the Google search app in which users can enter queries. Tr. 791:3–7, 794:3–9 (Kolotouros (Google)) (explaining that the Google Search Widget is part of the GSA and that it is a search box users can enter questions in). The Google Search Widget is sometimes referred to as the QSB or quick search box. Tr. 796:16–19 (Kolotouros (Google)). 156. Google’s search widget is preinstalled across the home screen of all Android devices distributed in the United States. Tr. 18:1–4 (Sept. 19, 2023 sealed PM session) (Yoo (Google)) (the widget is part of the Google search app, which the MADA requires to be on the device); Tr. 815:9–22 (Kolotouros (Google)) (Google had not granted, any waivers, which would allow manufacturers to remove the widget from the home screen); Tr. 815:16–816:1 (Kolotouros (Google)) (not aware of any Samsung or Motorola device without a pre-installed Google Search Widget); Tr. 792:25–793:23 (Kolotouros (Google)) (discussing JX0049 and confirming that all MADAs require Google Search Widget placement on the default home screen). Tr. 3125:10– 3125:22 (Tinter (Microsoft)) (against Microsoft’s preference, Google widget appears on the home screen of the Microsoft Duo, a dual-screen Android smartphone); Des. Tr. 45:6–11 (Christensen (Motorola) Dep.) (all Motorola devices ship with the Google Search Widget on the default home screen). 157. Neither Android users nor Google’s counterparties like the search widget on the device’s home screen. UPX0128 at -546–47 (2016 Lockheimer (Google) email to Google chief business officer informing him that “[w]e’ve done UX research” confirming that “[u]sers generally are tired (visually) of our widget” and “OEMs are VERY tired (visually) of our widget . . . they feel like they don’t get to differentiate”). 4. Other Search Access Points 4. Other Search Access Points 158. Other search access points, such as voice assistants and smart keyboards, have miniscule search volume. Tr. 3107:3–3108:19 (Tinter (Microsoft)) (Apple hoped to encourage use of the voice assistant and voice entry point but “in practice, that thesis did not play out as…there was not a significant user behavior shift” from searching in the browser to using Siri and Spotlight). Continue Reading Here. Continue Reading Here . 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 April 30, 2024, storage.courtlistener 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. About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved on April 30, 2024, storage.courtlistener 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

What Are Search Access Points? Explaining How Google Works

Recommendations by Concise User Profiles from Review Text: Experimental Results

This paper is available on arxiv under CC 4.0 license.
Authors:
(1) Hatem A. Alharbi, CSchool of Electronic and Electrical Engineering, University of Leeds, LS2 9JT, United Kingdom;
(2) Taisir E.H. Elgorashi, School of Electronic and Electrical Engineering, University of Leeds, LS2 9JT, United Kingdom;
(3) Jaafar M.H. Elmirghani, School of Electronic and Electrical Engineering, University of Leeds, LS2 9JT, United Kingdom. Table of Links Abstract & Introduction Related Works Repealing Net Neutrality Profit-Driven Model Results Conclusions & References Biographies II. RELATED WORKS Many papers in the literature discussed and analyzed various aspects of net neutrality. From a legalization and regulation perspective, net neutrality in the Internet ecosystem has been surveyed by the authors in [14] and [15]. They emphasized that cloud computing has initiated the net neutrality battle between ISPs and CPs. In [16] the authors analyzed the Internet video streaming contest, taking into account all of ISPs and CPs assets (e.g. content rights, network access, users, …etc). They stated that video distribution makes the dilemmas of net neutrality solid and perceptible. Their analysis demonstrates that net neutrality correlates highly with video service delivery at different points including competition between CPs and ISPs, competition between stand-alone CP and CP owned by ISPs in providing video delivery services and growth of video traffic. A number of papers in the literature focus on providing mathematical models to investigate the influence of the repeal of net neutrality on communication networks. Paid service differentiation where CPs voluntarily pay a monopoly ISP for prioritizing their traffic under shared network infrastructure was investigated by the authors in [17]. The differentiation occurs where ISPs offer service classes for CPs to choose from where traffic of a higher-priority class will be processed before those of a lower-priority. They studied the optimal pricing based on either maximizing the CPs’ choices of service classes or minimizing system delays. Consequently, they highlighted that ISPs optimal pricing strategy can result in an efficient differentiation among CPs maximizing social welfare. Also, they found that applying paid prioritization can lead to money flows (profit) from CPs to ISPs. The authors in [9] modelled the competition of video services delivery market between an ISP’s own integrated CP and stand-alone CP. They studied the impact of applying different QoS (marking video traffic as high priority) pricing strategies either by selling QoS to CPs, selling QoS to users, or choosing to not provide QoS at all. They investigated the impact of QoS pricing on the video service prices and CPs profit. The analysis showed that ISPs can sell QoS to CPs at a higher price than when QoS is sold to users, and the CPs are able to make more profit when QoS is directly sold to users than the case when QoS is sold to CPs. Also, they found that an ISP is more likely to use QoS exclusively for its own video services when it provides a similar content of CPs. The cloud infrastructure needed to host and deliver the video content was optimized in [18]-[21] and the impact of the delivery of large data volumes on the network was evaluated in [22]-[25]. Particular attention was paid to the core network which forms the heart of the ISP infrastructure and hosts the CDN with attention given to the network energy efficiency, latency and other QoS metrics [26]-[33]. The work in [34] considered the impact of maximizing profit of CDN providers considering users who access CPs content from either cloud or fog server. In the case of competitive CPs, the CDN always places the content of the popular CP in fog servers, even when a less popular CP pays more, as the CDN tries to reduce core network transit cost. In this paper, a techno-economic Mixed Integer Linear Programming (MILP) model is built to study the potential profit ISPs can achieve by a differentiated pricing scheme under the repeal of net neutrality. We build on our MILP optimization, network, cloud and fog modelling background [35]-[39] and consider ISPs that offer the CP service classes, which represent different data rate requirements. The model optimizes the pricing scheme of differentiated service classes to maximize the ISP profit based on price elasticity of demand (PED). The MILP model finds the resulting equilibrium pricing, core network power consumption and traffic. This paper is available on arxiv under CC 4.0 license. Authors: (1) Hatem A. Alharbi, CSchool of Electronic and Electrical Engineering, University of Leeds, LS2 9JT, United Kingdom; (2) Taisir E.H. Elgorashi, School of Electronic and Electrical Engineering, University of Leeds, LS2 9JT, United Kingdom; (3) Jaafar M.H. Elmirghani, School of Electronic and Electrical Engineering, University of Leeds, LS2 9JT, United Kingdom. This paper is available on arxiv under CC 4.0 license. available on arxiv Authors: Authors: (1) Hatem A. Alharbi, CSchool of Electronic and Electrical Engineering, University of Leeds, LS2 9JT, United Kingdom; (2) Taisir E.H. Elgorashi, School of Electronic and Electrical Engineering, University of Leeds, LS2 9JT, United Kingdom; (3) Jaafar M.H. Elmirghani, School of Electronic and Electrical Engineering, University of Leeds, LS2 9JT, United Kingdom. Table of Links Abstract & Introduction Abstract & Introduction Related Works Related Works Repealing Net Neutrality Repealing Net Neutrality Profit-Driven Model Results Profit-Driven Model Results Conclusions & References Conclusions & References Biographies Biographies II. RELATED WORKS Many papers in the literature discussed and analyzed various aspects of net neutrality. From a legalization and regulation perspective, net neutrality in the Internet ecosystem has been surveyed by the authors in [14] and [15]. They emphasized that cloud computing has initiated the net neutrality battle between ISPs and CPs. In [16] the authors analyzed the Internet video streaming contest, taking into account all of ISPs and CPs assets (e.g. content rights, network access, users, …etc). They stated that video distribution makes the dilemmas of net neutrality solid and perceptible. Their analysis demonstrates that net neutrality correlates highly with video service delivery at different points including competition between CPs and ISPs, competition between stand-alone CP and CP owned by ISPs in providing video delivery services and growth of video traffic. A number of papers in the literature focus on providing mathematical models to investigate the influence of the repeal of net neutrality on communication networks. Paid service differentiation where CPs voluntarily pay a monopoly ISP for prioritizing their traffic under shared network infrastructure was investigated by the authors in [17]. The differentiation occurs where ISPs offer service classes for CPs to choose from where traffic of a higher-priority class will be processed before those of a lower-priority. They studied the optimal pricing based on either maximizing the CPs’ choices of service classes or minimizing system delays. Consequently, they highlighted that ISPs optimal pricing strategy can result in an efficient differentiation among CPs maximizing social welfare. Also, they found that applying paid prioritization can lead to money flows (profit) from CPs to ISPs. The authors in [9] modelled the competition of video services delivery market between an ISP’s own integrated CP and stand-alone CP. They studied the impact of applying different QoS (marking video traffic as high priority) pricing strategies either by selling QoS to CPs, selling QoS to users, or choosing to not provide QoS at all. They investigated the impact of QoS pricing on the video service prices and CPs profit. The analysis showed that ISPs can sell QoS to CPs at a higher price than when QoS is sold to users, and the CPs are able to make more profit when QoS is directly sold to users than the case when QoS is sold to CPs. Also, they found that an ISP is more likely to use QoS exclusively for its own video services when it provides a similar content of CPs. The cloud infrastructure needed to host and deliver the video content was optimized in [18]-[21] and the impact of the delivery of large data volumes on the network was evaluated in [22]-[25]. Particular attention was paid to the core network which forms the heart of the ISP infrastructure and hosts the CDN with attention given to the network energy efficiency, latency and other QoS metrics [26]-[33]. The work in [34] considered the impact of maximizing profit of CDN providers considering users who access CPs content from either cloud or fog server. In the case of competitive CPs, the CDN always places the content of the popular CP in fog servers, even when a less popular CP pays more, as the CDN tries to reduce core network transit cost. In this paper, a techno-economic Mixed Integer Linear Programming (MILP) model is built to study the potential profit ISPs can achieve by a differentiated pricing scheme under the repeal of net neutrality. We build on our MILP optimization, network, cloud and fog modelling background [35]-[39] and consider ISPs that offer the CP service classes, which represent different data rate requirements. The model optimizes the pricing scheme of differentiated service classes to maximize the ISP profit based on price elasticity of demand (PED). The MILP model finds the resulting equilibrium pricing, core network power consumption and traffic.

Impact of the Net Neutrality Repeal on Communication Networks: Related Works

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The news of The New York Times filing a lawsuit against Microsoft and OpenAI for copyright infringement struck the internet like a rogue comet, sparking a fierce debate about the ‘inherent dangers’ of AI. One thing is clear: there has been no shortage of lawsuits contesting the legality or fair use of a work of art in the digital space, with intellectual property being the subject matter. Meanwhile, concerns over copyright infringement in AI have recently increased, highlighting the need to protect the ownership of AI-generated content. Ringfence, a web3-based platform for Generative AI creators, is building the infrastructure for creators to protect and monetize various media, including photos, images, videos, documents, and music. In this interview, Ringfence CEO offered valuable insights into Artificial Intelligence Generated Content(AIGC)and the need to incentivise creators. Whitney Gibbs Mr. Gibbs, can you tell us about yourself and your background? My journey in web3 began in 2017, buying the top of the bull market.  Over the next year, I researched different projects and communities and built relationships in the space. In 2018, I found my way to GPU mining and all things Proof of Work. That year, I began what would evolve into the HASHR8 Podcast (later Compass Mining Podcast, now The Mining Pod). For the next two years, I focused on providing the crypto mining community with valuable insights, and in 2020, the podcast was recognized by Forbes as one of crypto’s most important podcasts. Around this time, I started Compass Mining with two friends. As CEO from 2020-2022, I lead Compass’s growth from zero to becoming the world’s largest marketplace for hardware and hosting. Bitcoin mining Compass was (and still is) an amazing business doing hundreds of millions of dollars in annual sales, and we built a great team of nearly 100 people around the world. The coolest thing about Compass was that we created the “retail mining” category, opening Bitcoin mining up to people who would have otherwise been excluded. In June 2022, I stepped down as CEO of Compass Mining to begin researching new market opportunities to see how I could best impact the global adoption of web3. It was clear to me that artificial intelligence was the most important technological advancement in our world since the internet, so all research was focused on where blockchain technologies and AI might intersect. The most immediate, clear intersection is the establishment of digital provenance and attribution in the training of neural networks. There are millions of people around the world currently providing their data to large companies like FOR FREE. While I don't think this is a malicious action on the part of those companies, there is a better way to do things. This is ultimately what led to the formation of Ringfence. OpenAI and Stable Diffusion Congratulations on your fundraising success. I would like to know what you think of the ongoing lawsuit against Microsoft and OpenAI. Thank you! The New York Times’ lawsuit is a landmark legal case—there’s little doubt its outcomes will shape the future landscape of generative AI. The way some see it, The New York Times is fighting on behalf of journalists and authors worldwide to get answers. The way we see it, it’s a major case among many where creators—both companies and individuals—are fighting for their creative rights. But you can’t ignore that it’s incredibly nuanced. In my opinion, the New York Times case has merit: These companies train their data on billions and billions of data points, including from media outlets, and these chatbots are perfectly capable of regenerating information strikingly similar to what a journalist produces daily—even articles behind paywalls. But NYT is also alleging that these chatbots can regurgitate articles word-for-word. It remains to be seen exactly how these tools, in this case, ChatGPT specifically, were able to do this and whether this process relied more on external sources via web searching rather than an internal training set. This will be an important point in the case—if it's the former, it might be fair to say it comes under Fair Use. And if it’s the latter? The case might just raise more questions than it answers. Ultimately, I think what’s most troubling to creators is that some of these AI companies have claimed that their work is transformative enough of the original training data that it comes under Fair Use. It seems unfair to creators to be able to take their work en masse, train an AI tool, and then use that tool for commercial purposes without giving the creators due credit or compensation. This is what Ringfence is built to solve. But whatever the case and its outcome, I think the New York Times, like other creators before and after it, has every right to fight to regain creative and financial control over its intellectual property. How did copyright infringement become a burning issue in Generative AI? Copyright has long been a burning issue when it comes to Intellectual Property rights and digital ownership. As Generative AI has only made it easier to generate digital content, it’s no surprise that this issue has been exacerbated. The digital output of these models relies on the immense amount of information used to train the Large Language Model behind the Generative AI without consent or compensation to the original creators. There are countless cases, really since the inception of publicly available , of artists and authors having their work scraped from the internet and used to train them. More recently, we now have AI creating music imitating certain artists and even AI movies in the style of different directors. Generative AI models As these tools have become more advanced, they’ve been able to reproduce artistically similar images, text, and now even video and audio. With them also being commercialized, the copyright vs. Fair Use debate has only become more foggy. How do you leverage AI and blockchain technology? Blockchain is fundamental to Ringfence, providing the infrastructure for digital authentication and monetization. In our case, creations uploaded to the cloud can be tokenized, with their metadata also stored on-chain. This serves a few purposes. Firstly, blockchain provides a transparent and immutable ledger for tracking the digital provenance of creation, providing a clear record of ownership. Secondly, the tokenization also offers digital ownership itself, facilitating peer-to-peer transfer. We also make use of smart contracts to facilitate enforceable end-user agreements, enabling fair and seamless monetization. With these, creators can set clear rules for how AI gets to use their work, whether it can be personalized or used to train models, and how they prefer to be compensated when their work is used to create AI derivatives. Generative AI can be a tool to enable hyperproductivity. Artists, authors, and creatives of any kind should be able to make use of it in a way that respects and rewards their creativity. Creators should be able to use their work to rapidly iterate and create derivatives, but they should also be able to license their work to train AI models—and get rewarded. Why is content monetization one of your key objectives? Data is the most valuable commodity in the world, yet rarely are those supplying it the same ones benefiting from it. At present, this is most true with AI. Companies like OpenAI, , and Stable Diffusion garner billion-dollar valuations and generate million-dollar monthly profits while paying out NOTHING to those who have supplied the key data points without which they would cease to function. Midjourney For Ringfence, we believe that content monetization is a critical first step toward the monetization of all personal data. Through content monetization and the neural network needed to support it, we intend to answer important questions around attribution, compensation, and true fair use. Can you go into more detail about your recent fundraising success? Raising capital in 2023 was no small task, even with a compelling idea and sound business plan. The end of the era of zero-interest rates, coupled with global economic uncertainty, changed the venture landscape and made raising capital hard for many. Ringfence was fortunate to secure funding from a great cohort of investors who believe in our vision for the future and were excited about backing our experienced team. Any parting words? AI is a tool or technology like any other—it can have an immensely positive impact, but it might also be incredibly detrimental to creators without us taking a step back and assessing it closely. Ultimately, creatives shouldn't have to compromise or buckle under the threat of AI taking their work. They should be able to create freely, working alongside AI to improve their productivity while being fairly rewarded. At the risk of sounding a little too sentimental, I hope that we can all work towards a shared future where creatives can collaborate with AI fairly, bringing in a new age of creativity—but where innovation can continue.

Ringfence CEO Whitney Gibbs On Copyright Infringement And Compensation For AI and Web3 Creators

Hey Hackers, has been nominated in HackerNoon's annual Startup of the Year awards in London, UK. Penny Black Please vote for us here: . https://hackernoon.com/startups/europe/europe-london-england-uk Read more about us below to understand why we deserve your vote. Meet Penny Black We are , the company turning your ecommerce packaging into a new, personalised marketing channel with a 100% open rate. Penny Black Brands work hard and spend money to acquire new customers but then struggle to retain these customers long-term. At Penny Black, we see an opportunity for brands to use the moment they have their customers’ complete, undivided attention – the unboxing moment – to emotionally connect with customers and encourage them to convert again. We’ve helped brands unlock a new marketing channel that converts 5x better than post-purchase emails and contributes to an 11x increase in repeat purchases. With our technology, ecommerce brands can use customer data from their store and customer data platform ( to send tailored messaging to customers through personalised inserts. Brands can also create segments so shoppers get a different experience every time they shop. including Klaviyo) My role My name is , Principal Software Engineer here at Penny Black. I am just one part of a whole team looking after our platform, management application, customers and operations. James Halsall On the technical side, our estate spans a huge variety of areas from serverless to containers to satellites, which are the little black boxes we deploy that bridge the gap between our physical printers and our cloud software platform. How we're disrupting the ecommerce marketing industry Traditionally, our industry has been dominated by digital channels, such as email, alongside a sprinkling of physical channels like direct mail. Penny Black is unique because it combines the best of both physical and digital marketing, as well as being delivered at the point that matters most: the unboxing moment. Direct mail has previously captured the physical element of marketing but usually needs more personalisation to meet high customer expectations. Whereas post-purchase channels, like email and SMS, can offer better personalisation but often get lost in the noise. We are changing the game by introducing a physical marketing channel that uses digital data to emotionally connect with customers. Our platform allows ecommerce brands to create dynamic artwork, personalise it, and then target customer segments using a huge variety of data points (including age, location, purchase history and more). Then, we allow brands to print these inserts, in real-time, during the pick-and-pack process. Ecommerce brands can then use the only IRL moment they may have with their shoppers to deeply emotionally connect and serve them a personalised experience that builds their customer loyalty. Standing out from the crowd What sets us apart from other startups in the ecommerce space is the multifaceted nature of our technology. Unlike conventional SaaS tools, our platform extends beyond software, requiring seamless connections with physical hardware such as satellites and printers. This all means brands can personalise and add personalised inserts into their orders directly within their logistics centres. We are also tasked with developing integrations for a diverse range of warehouse management systems (WMS), to make sure our solution seamlessly integrates into the existing processes of any logistics center. On top of this, we are dedicated to , working diligently to keep them at minimal levels. optimising print times In summary, our startup faces a more complex set of challenges compared to others in the ecommerce space. We are actively engaged in streamlining various aspects of our operations, presenting our team with both challenging and exhilarating problems to solve. Our predictions for the ecommerce industry in 2024 This year's been a bit of a rollercoaster for ecommerce brands. The COVID ecommerce boom has faded, and people are tightening their purse strings due to the cost of living crunch. Now, the real winners are the ones going viral on TikTok, building strong communities, or serving truly innovative products. It's getting trickier for ecommerce brands to shine and stand out from the crowd. On top of that, brands are cluing in on the magic of face-to-face interactions that got lost during the COVID rush. So, guess what? Ecommerce-first businesses are ditching the online-only approach and reopening physical stores to make shopping a memorable experience. Looking into 2024, we're betting more ecommerce folks will catch on that they've got to connect with customers both online and in the real world to stand out. New marketing channels, like personalised inserts, will allow brands to optimise what they’re already doing (like packaging up their orders) to stand out. Not only will small changes like this will surprise and delight customers, but also have a direct impact on long-term, sustainable revenue which is crucial for the year ahead. What word defines the state of ecommerce in 2023? Experimental Why we decided to participate in HackerNoon's Startup of the Year awards Here at Penny Black, we’re doing something different and for the first time! Being part of HackerNoon’s Startup of the Year awards means we can spotlight the incredible work we’re doing to shake up the ecommerce game. We’re not just another AI tool, chatbot or ESP - we’re serving new technology that everyone needs to hear about. Final thoughts Penny Black is honoured to be part of HackerNoon's Startup of the Year awards in London, UK. We're not your typical tool; we're introducing groundbreaking technology that's reshaping the ecommerce landscape. Your vote can help us shine a spotlight on the innovative work we're doing. Vote for us today here, and let's continue transforming the ecommerce game together. Thanks for your support! https://hackernoon.com/startups/europe/europe-london-england-uk . Connect with me on LinkedIn here

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Many organizations are embracing . I mean, who wouldn’t? It is one of the new waves for companies to adopt since the advent o . cloud technology to gain a competitive edge f COVID-19, which has helped (or forced) most companies to become flexible for employee’s multi and simultaneous access to their digital assets Cloud migration can help organizations achieve their goals, and topping that list are scalability and flexibility, as well as improving data security and disaster recovery. Cloud migration is a complex process, but necessary for organizations that rely heavily on technology infrastructures. The alternative would be a cloud first strategy, where, from the start, all the organization’s applications and data are cloud-based. Table of Contents: What is Cloud Migration Reasons for Cloud Migration What to Watch out for before Cloud Migration Cloud Migration Approach Who Can Perform Cloud Migration Strategy Creating a Cloud Migration Strategy Document Cloud Migration Strategy for Azure and AWS Conclusion What is Cloud Migration? Cloud migration strategy is the process of moving digital assets, such as applications, data, and IT resources, from on-premises infrastructure to cloud-based infrastructure. That is, a company is moving digital assets from its own servers to a third-party cloud service provider, such as Web Services (AWS), Microsoft Azure, or Google Cloud Platform. Amazon The process can help organizations improve their IT infrastructure, reduce costs, and enhance data security and disaster recovery capabilities. However, cloud migration is a that requires careful planning and execution, and this guide explores everything to know about cloud migration strategy for organization’s success. complex process Reasons for Cloud Migration for Companies Organizations migrate their digital assets to the cloud to reduce long-term operational costs. Cloud computing offers a pay-as-you-go pricing model, which means that organizations only pay for the computing resources they use; that way, they are not investing in expensive on-premises hardware and software that may be unneeded. Cost Savings: Cloud service providers offer flexible and scalable resources, which can be easily scaled up or down based on an organization's changing needs. Because of different business growth strategies and models, it is hard to predict when a business may have to expand its digital assets, but whenever it would be, cloud data management is readily supportive. Scalability: also enables organizations to be more agile and innovative by providing access to cutting-edge technologies and tools that may not be available in on-premises environments. Hence, companies operating an Agile business model would find the process helpful. Agility and Innovation: Cloud computing Cloud service providers typically have robust security and compliance measures in place, which can help organizations enhance their data security and compliance capabilities. Security and Compliance: Disaster recovery is both an advantage and a consideration for why many people opt for data migration. CMS offers enhanced disaster recovery capabilities, as data and applications can be easily backed up and restored in the event of a disaster or outage. This is usually helpful in cases where a website is probably down or got hacked, or in instances where a new website host is needed. Disaster Recovery: Implementation: What to Watch Out for Before Cloud Migration Before migrating to cloud, interested clients must know some points, including cost analysis, security and compliance, application, a clear and whether in-house or outsourced teams are required. migration process map, While cloud computing offers cost savings, a prospective adopter of the program should conduct a thorough cost analysis to consider available options, and the best price offer for what is desired. And, of course, the budget of the organization is essential to such a decision. Cost Analysis: While cloud service providers typically have robust security and compliance measures in place, organizations need to understand their own security and compliance requirements and ensure that the cloud service provider can meet them. Also, pertinent questions should be asked of the service providers (on the prospect's list) about their security protocol and the seamless integration of their service into the migrating company’s existing security framework. Security and Compliance: Not all applications are suitable for the cloud, so organizations need to assess the compatibility of their applications with cloud infrastructure and make any necessary modifications before migrating. This may require speaking with a company’s technical personnel to ask relevant questions and compare technologies and their integrative compatibility. Application Compatibility: Cloud migration requires specialized skills and knowledge, so organizations need to ensure that their IT team has the necessary skills and training to execute the migration successfully. Team Skills and Training: An organization can foster team skills and training by meeting the following requirements. Before initiating any training programs, it is essential to assess the current knowledge and skill level of the employees. That helps with identifying the skill gaps that need to be filled and the areas that require improvement. Assessment of current knowledge and skill gaps: The training program should be comprehensive and cover all aspects of cloud migration strategy. It should include both theoretical and practical training, and the employees should be given hands-on experience with cloud migration tools and technologies. A comprehensive training program: To ensure success, it is essential to have a skilled trainer or consultant who has practical experience in cloud migration strategy. They should be able to guide and mentor the employees and provide them with the necessary skills and knowledge. For a manager who doesn't know much about a skilled trainer or consultant, asking for recommendations is the best bet. A skilled trainer or consultant: The training program should be aligned with the company's business objectives and goals. It should focus on the skills required to achieve those objectives and improve the company's overall performance. A training plan that aligns with business objectives: Actionable Advice: Provide employees with access to relevant resources such as online training courses, documentation, and tools. That keeps them up-to-date with the latest cloud migration technologies and practices. Since this may not be a part of their initial job description, compensation is only fair for such a team. [ ] Encourage employees to participate in hands-on training programs and provide them with opportunities to work on real-world cloud migration projects. It will help them gain practical experience and build confidence in their skills. [ ] Foster a culture of continuous learning within the company by encouraging employees to share their knowledge and experiences with one another. That will create a collaborative environment that promotes learning and development. [ ] Set clear expectations and goals for the training program and communicate them to the employees. It will help them understand the purpose and objectives of the training program and stay motivated to learn and improve their skills. [ ] Measure and track the progress of the employees throughout the training program. That will help identify areas where additional support and training may be needed and provide valuable feedback for improving the training program in the future. Someone with knowledge of this process can be in charge of measuring the improvement. [ ] Cloud Migration Approach Lift and Shift Rehosting, also known as " is a migration approach where an organization's existing applications and data are transferred to the cloud without making any changes to the applications themselves. This approach is typically used for applications that are not cloud-native. "Lift and Shift Replatforming Replatforming involves making minor modifications to an organization's applications to make them compatible with cloud infrastructure (the new destination). can help organizations take advantage of cloud-native features such as scalability and resilience. This approach Refactoring Refactoring is when significant modifications are made to an organization's applications to make them can help organizations fully leverage the benefits of cloud computing, such as increased agility and innovation. It also reduces the emergence of technical glitches within the in the future. cloud-native. This approach company’s architecture Hybrid Cloud For reasons best known to them, organizations can also choose to adopt a hybrid cloud approach, where some applications and data are kept on-premises while others are migrated to the cloud. can help organizations balance the benefits of cloud computing with their own security and compliance requirements. Hybrid cloud migration approach Who Can Perform Cloud Migration Services? In-House IT Team Organizations can choose to perform cloud migration services using their in-house IT team with competency in such a capacity (considering that "IT" is such a vague term). This approach can provide greater control over the migration process, but it requires specialized skills and knowledge that may not be available within the organization. because they are familiar with the company's goals and objectives. It is not bad to outsource data and network-related jobs, but nothing beats having a competent team of staff that can perform cloud migration strategy. Hence, they can work in a strategic direction toward that end. They are also able to optimize resources, and with knowledge of the organization's technology architecture, they are more reliable to ensure protection and security. An in-house cloud migration team is more beneficial This team will include a cloud architect, cloud engineer, security manager, systems administrator, and compliance specialist. So, the team should have a skill set including, but not limited to, data-oriented programming, system engineering, cybersecurity, IT infrastructure engineering, networking, web services and server technologies, DevSecOps, risk management, and software engineering. Cloud Service Provider Many cloud service providers offer cloud migration services as part of their offerings. This approach can provide access to specialized skills and knowledge but requires trust in the cloud service provider to execute the migration successfully. Third-Party Service Provider Organizations can also choose to work with third-party service providers that specialize in cloud migration services. This approach can provide access to specialized skills and knowledge, as well as greater flexibility in choosing the right provider for your organization's needs. This is a hands-off approach, as the team would bear the worry of all the things to do. Creating a Cloud Migration Strategy Document A cloud migration strategy document is a comprehensive plan that outlines an organization's approach to cloud migration. It is needed and should be taken seriously by every organization. A migration strategy document helps the migration team to have something to work with, especially if they’d be hiring a third-party migration team. A migration strategy document should include: Goals and Objectives This is the part of the strategy document that clearly defines the goals and objectives of the cloud migration to a client’s desired purpose. Risk Management A standard cloud migration strategy document also identifies potential risks and challenges associated with cloud migration, and outlines strategies for mitigating those risks. Cloud Service Provider Selection The strategy document should outline the criteria for selecting a cloud service provider, including factors such as security, reliability, accessibility, track records, and cost. Migration Plan The strategy document should provide a detailed plan for migrating applications and data to the cloud, including timelines, resource requirements, and testing procedures. Governance and Compliance The strategy document should address how the organization will maintain governance and compliance requirements in the cloud, such as data privacy and security regulations. Cloud Migration Strategy for Azure and AWS Two of the most popular migration strategy platforms for many organizations are Microsoft Azure Cloud and AWS Cloud. Both Azure and AWS offer a variety of cloud migration services and tools to help organizations migrate their applications and data to the cloud. Here are some key considerations for developing a cloud migration strategy on each platform: Azure Cloud Migration Strategy In concise steps, here is the breakdown of the Microsoft Azure Cloud Migration Strategy. Identify the workloads that need to be migrated and assess their compatibility with Azure. Determine the migration method, such as rehosting, replatforming, or refactoring. Choose the appropriate Azure migration tool for the workload, such as Azure Site Recovery or Azure Database Migration Service. Plan for post-migration testing and optimization. Ensure compliance with regulatory requirements, such as GDPR or HIPAA. AWS Cloud Migration Strategy The process for Amazon’s AWS migration approach is not so different in the generic sense; here is a breakdown of what is required. Assess the readiness of the workloads for migration to AWS using the AWS Cloud Adoption Readiness Tool (CART). Choose the appropriate migration method, such as lift and shift, optimize, or modernize. Use AWS migration services such as AWS Server Migration Service (SMS) or AWS Database Migration Service (DMS). Optimize the migrated workload using AWS services such as Amazon EC2 Auto Scaling or Amazon RDS. Ensure compliance with regulatory requirements, such as SOC 2 or ISO 27001. With these guidelines, organizations can prepare for a robust cloud migration strategy for their applications and data specifically on Azure and AWS. Conclusion Cloud migration is the right thing for accompany seeking scalability and robust network access to do. By understanding the reasons for migration, choosing the right approach, and developing a comprehensive migration strategy, organizations can successfully move their applications and data to the cloud according to their goals. Preparing a data migration strategy document is also crucial to ensure all involved parties fulfill their roles. With the right approach, cloud migration can provide significant benefits for organizations, including improved collaboration and productivity, increased security, and greater agility and innovation.

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