Deloitte reports: Smartphone penetration in developed countries in 2023 will reach 90%

Deloitte recently released the “AI Trend Report”, analyzing and forecasting cutting-edge technological trends such as artificial intelligence and AR.

Deloitte expects that more than 1 billion smartphone users will have at least one AR content creation experience by 2018, with direct revenue of $ 1 billion in 2020, equivalent to 10 times revenue in 2018.

Before 2018, AR technology may be more used for facial filtering self-portraits, but now and in the future, chorus with celebrities, interaction with tigers, and players playing with the ball can get a more realistic experience through the AR.

Deloitte predicts that by the end of 2023, smartphone penetration will reach 90% of the adult population in developed countries in the world, up from 85% in 2018.

In 2023, global smart phone sales will reach 1.85 billion, up 19% from 2018. The average selling price of smartphones will reach 350 US dollars, up 8% from the end of 2017. The number of smartphones that sell for more than $ 1,000 is 180 million.

The upgrading of smart phones will be reflected in the invisible factors such as connectivity, processor, camera, software, AI, memory, sensors and so on.

Deloitte predicts that in 2018, 45% of the world’s adult smartphone users are worried about using the phone for an extended period of time. Two-thirds of people aged 18-24 think they use the phone for too long.

In 2017, people watch cell phones on average 50 times a day. But the real addiction to the phone less than 3%.

Deloitte predicts that the annual sales of machine learning chips for global data centers will increase from 100,000 to 200,000 in 2016 to 800,000 in 2018 and that these chips will increasingly use machine learning technologies .

Deloitte expects more and more midsize and large enterprises to start deploying machine learning, doubling the number in 2017 by 2018 and quadrupling by 2018 from 2020. However, the number of practitioners, tools are not mature enough, access to data and other restrictions will limit the popularity of machine learning technology.

Deloitte predicts direct broadcast and event broadcasts will generate more than $ 545 billion in direct revenue in 2018, with 98.5% coming from traditional industries and the rest from streaming live and electronic sports.

Deloitte expects 680 billion digital subscriptions globally (less than $ 10 a month) by 2020, including 375 million video-on-demand subscriptions, 150 million music subscriptions, 35 million game subscriptions and 20 million news subscriptions Copies

Deloitte predicts that in North America, 80% of adults use at least one type of ad blocker and 50% of adults use two types of ad blocker. This is a huge challenge to the online advertising market.

Deloitte predicts that in the United States, Canada and the United Kingdom, the time it takes to watch traditional television will fall by 5% to 15% in 2018 and 2019. However, this is not a critical point, but it is basically consistent with the trend of the past seven years.

Deloitte predicts that 20% of North American households will have full access to Internet data through their mobile handset network by 2018. With the commercialization of 5G, the mobile Internet will become a more popular choice.

Deloitte predicts that by 2018 there will be 1 billion passengers flying aircraft with Internet connection (IFC), up 20% from 2017. Ten percent of passengers are willing to pay for IFC, which will create about $ 1 billion in revenue for airlines.

The 11-year-old wrote a book about bitcoin

According to foreign media reports, like most sixth grade students, Andrew – Curry (Andrew Courey) usually like to participate in various sports activities. I like to play iPhone in my spare time. However, unlike most other 11-year-olds, he is also a bitcoin expert.

He has just written a book called Early Bird Gets The Bitcoin: The Ultimate Guide To Everything About Bitcoin and published it in ebook form in January . The e-book, priced at $ 2.99, allows readers to read on the Amazon Kindle; its paper version was just released and costs $ 9.99.

As a technology investor kid, Curry loves math, likes to fiddle with mobile apps, and often comes up with a variety of business ideas. He was frustrated with the team’s foul play during a baseball game, so he proposed to establish a “Glassdoor-like referee website” for off-court daddy.

Last year, he had an ambitious plan to make 20 million U.S. dollars by the age of 14 and to start actively seeking investment opportunities. According to his agreement with his parents, the plan may make him drop out of school. Curry thought of bitcoin and started to read a lot of knowledge about videos on the YouTube site about miners and early investors who made big money in digital currencies.

After learning of his son’s search for “passive income” sources, Curry’s dad, Jeff Courey, advised him to write a book on bitcoin and blockchain, using more plain language to elaborate on the concept and then Sell this book.

“Anyone who wants to spend 70 to 80 hours studying cryptocurrencies knows a lot about it,” Curry said. He lives in Wellesley, Massachusetts now with his parents and their sister. “This book uses the simplest language and is easy to read and well understood.”

The book has 57 pages and includes chapters on bitcoin history, Bitcoin wallets, cryptocurrencies Ethereum and First Token Distribution (ICO), among others. The title of this book has a double meaning: first, the book serves as an early reference book for young readers; second, the sooner someone who accesses bitcoin earns money sooner.

The wallet is like a mailbox

One of Curry’s goals in writing this book is to make use of real-life analogies to elaborate Bitcoin and blockchain so newcomers (children) understand their complex concepts as well. For example, he compared the distributed accounting blockchain technology to a “Google Docs document that can be shared with anyone, editable only through the sale and purchase of bitcoin.”

In describing the Bitcoin wallet, Curry wrote that the wallet has two keys, a public key, that can be provided to anyone, and a private key that is available only to the owner. He does the analogy this way: “Imagine there’s a mailbox here, where postal mail can be sent to any mailbox, but only those who have a mailbox key can get the mail.”

Curry wrote “interesting facts” about the subject in each chapter of the book. For example, at the end of the bitcoin mining chapter, he writes that the power consumption of Bitcoin mining is “estimated to exceed the sum of the electricity consumption in 159 countries.”

Curry said he spent three months researching, writing and editing manuscripts with the help of his parents.

“During the holidays, he locked himself in the room and devoted himself to making things,” said his father. His father has been investing in stocks for 16 years and now works for a company in Waltham, Mass.

Curry said he now owns 0.00222 bitcoins (about $ 22.50). He bought before Christmas. The price was higher than it is now. He also bought some ether coins. However, he is not prepared to buy the encrypted currency, preferring to own the Amazon stock. At the end of the book, Curry claims he’s been reading Brad Stone’s book, “The Everything Store: Jeff Bezos and the age of Amazon, and it is from this book that he learned about Amazon’s own publishing platform, Kindle Direct Publishing.

However, there are other plans in Curry to help him meet the $ 20 million fortune goal, including a mathematical flashcards mobile app.

In the meantime, he is still in high school.

Dropbox IPO borrow Snap error, no longer issue new shares without voting

Dropbox, the cloud storage company, formally filed a prospectus with the Securities and Exchange Commission (SEC) on Friday to raise $ 500 million through an initial public offering. Dropbox learned lessons from the post-mortem scenario of long-term stock price breakouts following the Snap listing of Snapchat’s parent company, Dropbox averting some of the issues, but market investors are still concerned about the governance and financial problems of the company.

Dropbox was founded in 2007 and released to the public in 2008, when it quickly became a hit, thanks to its easy-to-use file synchronization feature. Although the simplicity of Dropbox is still hard to beat today, it has not expanded too much in the past decade. Almost no change was made to its core product, and although it later added a collaborative document editor, many of its competitors offered similar products.

Dropbox originally provided consumers with free photos, music and other large file sharing and storage services. The business has been gradually commercialized as Google, Microsoft and Amazon began offering storage services for free.

Dropbox then turned business to business users. Dropbox is currently facing the question of whether the valuation is high. When it came to financing in 2014, it received a valuation of 10 billion U.S. dollars. Since the round of financing, more than one investor, both a public company and a private company, has written-off the value of its Dropbox shares.

At $ 10 billion, Dropbox will be the largest unicorn IPO since the Snap went public last year.

The dilemma encountered by Snap following its initial public offering was largely attributed to two previous decisions the co-founder of the company made: one to issue unfiltered shares to investors and the other to market to chief executives and Another co-founder awarded a large number of equity awards.

When companies go public, they have set up a multiple shareholding structure that aims to keep the success of listed companies in the hands of the founders; and awarding share-holding awards to senior management is not a new product in Silicon Valley. But Snap has done them the ultimate, and therefore paid the price.

Dropbox disclosed in the prospectus, the company adopted a three-tier equity structure. The company’s stock is divided into A-level, B-level and C-level three levels, this issue will be A-class stocks. Each Class A share has 1 Voting Right. Each Class B Class B shares 10 shares of Voting Rights and may be converted into Class A shares at any time. Class C shares have no voting rights.

Dropbox’s Class B shares are held primarily by the company’s founder, CEO Drew Houston, and venture capital firm Sequoia Capital, which collectively take up the company’s current 50% voting rights.

Santosh Rao, head of research at venture capital firm Manhattan Venture Partners, said: “Multinationals now have become the norm in technology companies and they want to take control of the business, strategically speaking, But in the case of Snap, the company did a bit too far because the founders of the company got 90% of the vote.

Dropbox’s prospectus also showed that during the company’s preparations for an initial public offering, the two co-founders paid about $ 156 million worth of stock rewards, compared with Snap CEO Ivan Spiegel Evan Spiegel) Earlier shareholding awards much less.

Among them, the CEO Houston received 109.6 million US dollars worth of corporate restricted stocks. Arash Ferdowsi, another co-founder of the company that co-founded Houston, received a restricted stock of $ 46.7 million, and the prospectus states that in the 10 years since listing, if Dropbox’s share price can break through a series of set price barriers in the $ 20 to $ 60 range and they will be able to cash out this portion of the restricted stock.

Although Dropbox’s corporate governance issues are much better than those of Snap, the market still expresses many concerns. Santos Rao currently fears Dropbox is facing fierce market competition and slowing revenue growth.

Dropbox reported revenue of $ 1,106.8 million last year, up 31% from $ 844.8 million in 2016 but at a slower pace than nearly 40% in 2016. The analyst also pointed out that Dropbox has too many free users compared to the number of paying users. “After so many years of development, of the 500 million Dropbox users, only 11 million are paying users, and the conversion rate is too low,” he emphasized.

Dropbox is currently facing challenges from rivals such as Google. The company also does not have the services of renting cloud service providers like Snap, thus avoiding excessive cloud computing costs. Dropbox has built its own storage infrastructure through a partnership agreement with HP. Hewlett-Packard has also become one of the company’s biggest customers as Meg-Whitman, HP’s former chief executive, joins Dropbox’s board of directors.

Dropbox may lose some potential investors because the company chose to go public after the high-growth era passed. This issue is also a long-term issue for market analysts and IPO experts in the past few years, as more and more unicorns choose longer private attributes. Although Dropbox’s revenue growth began to slow, as long as the current pace of development is maintained, the company will make a profit in the next few years.

When the market waiting for Uber, Airbnb and other unicorn giant IPO, the performance of Dropbox after the listing will provide them with some reference.

Buzzfeed trash can sell out of stock so gold from the content

Make money by content? difficult. In the era of information explosion, only highly differentiated, valuable articles, only received money. To reach that level, you need to build a content operations team, collect exclusive content that others do not own, and build a community of readers who do not. However, too few people are willing to pay for high-quality content, and even if they do, all subscribe to the New York Times.

Make money by advertising? Harder. Outside the country, with Facebook and Google folder attack, territory, microblogging WeChat press harder and harder, people eat meat, you can only drink soup. These media giants use the standardization of services throughout the year, with very low marginal costs to attract traffic, leaving accurate user behavior records and providing advertisers with “large and accurate” advertising services. You also have to hire a group of journalists, editors, photographers, and filmmakers to make content. You do not necessarily earn the same amount of traffic. It is also difficult to provide accurate data and daily operating costs But higher than Weibo, WeChat.

Much worse, more and more companies set foot in the content industry: Michelin is selling tires, but the introduction of Michelin Guide to everyone crazy starry; Away is selling luggage, but introduced to motivate 74-year-old readers to resume travel online and offline Magazine. In the face of all walks of life under the folder and kill, focus on content production of the media by the enemy.

But there are still companies that do not give up trying to break through in such a dilemma. They believe that content can be used not only to sell money and advertise, but also to trigger a chain reaction, collect meaningful “data” and develop new business models. This company is Buzzfeed. In December 2017, Jonah Peretti, the founder of Buzzfeed, announced that Buzzfeed will not rely solely on advertising for its rapid growth in the future. E-commerce and video will be their new growth engine. “Data” is the most powerful secret weapon behind them.

Innovation: Content can not only be used for selling and advertising, but also for collecting meaningful “data” and developing new business models.

1. The establishment of product divisions, digging angle e-commerce talent, gold from the content of the next star product

When selling tires, luggage are sold across the contents of the industry, the content industry can not cross it else? The answer is: of course, as long as you have the ability to gold from the data! Buzzfeed, America’s most watched new media, explores new business opportunities from a host of popular content. Today, Buzzfeed is not only an online media, selling trash cans, Trump photo children’s books, there is a smart induction cooker can automatically determine the temperature of the pot!

Many media cross the e-commerce, but in essence shopping guide – and e-commerce brand cooperation earn a commission. But Buzzfeed’s ambition is more than that: the challenge is designing products, making and selling products, and logistics. From 2016, Buzzfeed is hiring Ben Kaufman, founder of Quirky, a startup that helps start-up teams mold their products, to better manage warehouse management, checkout technology, and customer development talent. They believe that Buzzfeed’s responsiveness to content and the ability to create a reader’s self-identity can help them develop physical products.

The newly formed Buzzfeed Product Lab already has 12 employees. On the one hand, they play security cards: selling Buzzfeed-authorized products or buying products from third parties for re-assembly and selling. On the other hand, they started experimenting with the massive content alchemy from Buzzfeed to find the next best-selling physical product.

A child’s book from the Buzzfeed Product Lab funny (yes, you’re right – Buzzfeed is a children’s book) The President and The Big Boy Truck shows: Indeed contains gold, just to see if you can recognize gold.

On March 23, 2017, U.S. President Trump met with a group of civil society representatives of truck companies at the White House. He boarded a large truck prepared by these representatives and took various positions to photograph the media. At Time, CNN, with its smooth and straightforward news coverage, went straight to Buzzfeed and became a storyline of only 33 characters that went viral online. Trump vivid expression so that Internet users crazy, a series of expressions designed with these pictures wrapped in the network crazy pass.

Some netizens petitioned and volunteered volunteer as follows: “Can I make this news into a children’s book? A picture with a certain word must be very good. I did the same thing for other publishers, and I could have Do this when you are empty. “Noting that this message received not only 926 likes, but also top messages, it caught the attention of Buzzfeed publisher Dao Nguyen. Buzzfeed Product Lab immediately collaborates with printers who can print urgent documents and print a book within 1 day ready for sale.

This accurate identification, decision, rapid implementation, so that this article from the birth of a network of physical books, grab the topic and freshness, sold within 5 days 1,500, a charge of 90,000 yuan.

2. Insight into the psychological behind the interaction between the reader and the content, to create a product that can say the reader’s voice

“We can not go beyond Amazon.When people want to buy something, they are going to Amazon for easy shopping, so when other companies want to make a comeback in the eCommerce industry, they have to deliver unique value: it can be a conversation, A perceptual thing, or a differentiated service that allows consumers to communicate their self-identity through the product, which must make people feel so differentiated that they choose not to buy it on Amazon, But buy it with you. “Ben Kaufman, director of Buzzfeed Product Lab, told AdAge that behind their series of nonsense behaviors, they saw the real business opportunities for the community e-commerce community.

This idea is specifically implemented in their first product – Tasty Cookbook. Facts have proved that the gold from the content, is a good business door.

Tasty, Buzzfeed’s recipes-based website, was founded in July 2015 and now has more than 92 million Facebook fan pages and more than 2.3 billion monthly video views. After accumulating enough fan energy, Tasty decided to release his recipe book. However, unlike traditional recipe books, Tasty’s recipe book allows users to choose from 7 themes and print customized recipes book from more than 1,000 online recipes.

Exclusive recipe ideas are not uncommon, the key in Tasty’s customization can be completely hit your heart, but also sent to your home. This has two key points: First, the data, and second, the production line.

Traditional recipe categories tend to differentiate between “starter”, “vegetable”, and “seafood”, but Tasty uses community thinking and large readership data to classify. They think: “Why do people share a recipe? Why would they find approval on this recipe?” Based on this thinking, they created eight categories, including “Sweet Star”, “Junk Food” , “Busy lazy”, “carnivore”, “omnivore”, “banquet host”, “Tasty selection”, and “designated ingredients.” There are also detailed categories under each category, which are also the result of data screening.

After selecting the type you want, Tasty also lets you type a sentence on the first page of the recipe. This recipe book, gifts for personal use appropriate. And on the other end, Buzzfeed comes in touch with the user’s customized order, immediately upload the PDF file of the specified recipe to the printing factory that can receive the exclusive order, and send the recipe book to the user’s door.

Through the data and grasp of the supply chain, and seize the opportunity to launch in the holiday time at the end of 2016, online ordering of Tasty recipes reached 20,000 in the first week and 200,000 in the first half of the year.

Recipe book ran out of big data can not meet the Tasty, the next step, they continue to play cross-border, introduced a smart cooker – Tasty One Top. Tasty One Top is an induction cooker that can automatically determine the temperature of the cookware, with the functions of frying, boiling, frying and frying.

Not surprisingly, Tasty One Top is the fiercest connection to the 1,700 recipes in the Tasty App. Once you’ve selected the recipe you want, Tasty One Top will automatically adjust the amount of food Temperature, and to help you time, to remind you to do the next step. All you have to do is just drop the ingredients and serve them well in the recipe.

Doing the content to run to sell induction cooker, this sounds a little outrageous. But for Buzzfeed, it’s all about “creating something that can be shared and created more by users.” Food and cooking, are the people most like to take pictures, take the kind of film. Tasty One Top solves the troubles of a group of people who do not cook but wants to save money and get the best out of their circle of friends as they use Tasty One Top to take a picture and take pictures.

3. Use the content to create a topic, blacksmith hot products launched within 3 hours

In the eyes of Ben Kaufman, director of Buzzfeed Product Lab, the three most important retail outlets are: curtailment, story-telling, and reach. And all three, Buzzfeed has it all. In terms of reach, Buzzfeed reaches 500 million users a month, more than Walmart; in terms of storytelling, this is the media’s ability to survive; from a curatorial perspective, Buzzfeed has the ability to Large amounts of data interact with the reader, instantly understanding what the online world needs, and the reasons behind the need.

With such confidence, it is no surprise that Buzzfeed has turned a serious news event into a humorous business opportunity.

In January 2017, just one week prior to Trump’s forthcoming presidency, Buzzfeed News (Buzzfeed’s channel for reporting political and social news) exposed a memorandum between Trump’s team and Russia’s related records, provoking Trump’s inauguration The press conference criticized Buzzfeed as “a failing pile of garbage.”

For the U.S. media, Trump’s scolding is equivalent to winning a Medal of Honor (except for pro-Republican media, of course, Fox), but Ben Kaufman’s current first instinct is: “We have to be a trash can! ”

Yes, trash. This limited edition 100 trash can costs $ 49 (about NT $ 1,500) with a flawless red color that holds 3.5 gallons of garbage and a lid that automatically closes. Most importantly, it took Ben Kaufman only three hours to start thinking about business opportunities until the first production system. He knew very well that he would take the trend of Trump’s issue and sell it sooner. When the trash was officially on sale, it sold out within one month.

The abacus, which creates topics from content and extends business opportunities, hit the film industry.

In 2014, Buzzfeed set up an entertainment division to specialize in popular videos that can cause rapid viral spread on the web. In 2016, the department was given a new assignment: From Buzzfeed’s numerous articles, out-of-the-box articles, and videos to digging into the subject matter of being a movie or TV series.

For example, they are working with Warner Brothers, one of the Hollywood studios, to bring the 2015 Buzzfeed correspondent to the big red screen with a Chinese mobile phone hit by a stray cell phone and the Big Big Bang Theory) starring Sheldon actor Jim Parsons come starring.

Not only funny but also serious news: They also intend to work with George Cronney’s production company to bring Buzzfeed’s investigation into the assassination plans of Russian authorities on the big screen. Buzzfeed’s final plan, is to follow Disney’s content development and IP licensing through the development of the film.

Most people think Buzzfeed is a new media company. But now, more people in the industry agree: content is just the facade of Buzzfeed; the data is Buzzfeed’s real signature. From the content, Buzzfeed gathers key data on how users interact with content, evolving into new business models. Ruminating from content, trash bins, recipes, children’s books all the way up and movies right now, the buzzfeed jumps back to a huge data base, perhaps out of a way that traditional media never imagined.


Softbank Vision Fund’s “small target”: reinvest 40-70 technology companies, the focus of Europe

The world’s most influential Mobile World Congress (MWC) kicked off this week in Barcelona, Spain. In addition to Huawei’s release of the world’s first 5G commercial chipset and terminal and the launch of a new generation of Samsung’s flagship Galaxy S9 series, the financing scale Nearly 100 billion U.S. dollars of Japan’s Softbank’s Vision Fund also attracted much attention.

Its CEO Rajeev Misra on Monday received a number of media interviews CNBC and Bloomberg, the remaining 2/3 of the fund can invest in the target company, heavily invested in the future development of Uber equity, the relationship with the investment circle The combination of ecosystem construction, Softbank mobile phone spin-off listing and other key topics to explain.

Vision fund investment company goal is 70-100, has cast 30

According to the report released by Japan Softbank two weeks ago, the Vision Fund, the world’s largest technology vision fund, has been established for less than a year and has invested more than 35 billion U.S. dollars, accounting for the total fund-raising amount of May last year (93 billion U.S. dollars ), A total investment of more than 30 start-ups, mainly in the United States, India and other Asian countries.

In an interview with CNBC, Misra said that while Vision Fund invests more in the field of shared travel and e-commerce, it is not about thematic investment, but rather about building an “ecosystem,” focusing on bringing efficiency to different industries or Subversive company.

In addition to financial technology and financial services, Vision Fund also invests in cutting-edge insurance technology Lemonade, mortgage and home sales Compass, construction industry Katerra, Europe used car Auto1 platform, Indian low-star hotel online platform Oyo Rooms, office WeWork, a space-sharing company, achieved a wide range of cross-industry investments.

Misra expects the vision fund to target 70-100 investment companies after the first round of fundraising, with the usual investment in industries that have disruptive leading companies such as Uber, which invests in Uber in the United States and invests in China , Ola in India and Grab in Southeast Asia. These companies may have some business overlap with Uber, but usually do not invest in competing companies.

It will build the ecosystem of the companies it cast and promote the internal cooperation within the portfolio

Earlier, Bloomberg quoted people familiar with the matter as saying that after Uber’s $ 9 billion stake in Uber, Softbank has asked Uber to withdraw from individual Asian markets, saving the local leaders the cost of price competition and gaining market share, as well as improving Uber’s Uber is also discussing with Grab and Ola about possible cooperation before the IPO IPO in 2019.

However, in an interview with CNBC, Misra denied that the Vision Fund was “directing” Uber management’s actions, stressing that he was very satisfied with the new Uber management many times, that Uber would maintain its position as a global company, the IPO process in 2019 Steadily moving forward In his opinion, Uber’s future is not limited to the shipping industry. It also includes such auxiliary businesses as food distribution, insurance and car rental. It truly becomes a multinational platform and maintains its leading market share in Europe, the United States, Latin America and Australia.

Misra emphasized that Vision Fund has built an ecosystem in less than a year of investment and will have an indexing effect on the companies it casts to help them develop their global businesses. Funds also help companies that cross-sell, such as Auto1 selling used cars to Uber drivers or WeWork employees, and Lemonade selling health insurance to shared-economy employees.

In fact, the ecosystem has become one of the industry’s attractive forces for vision funds, and they are patient, long-term investors and strongly support entrepreneurs’ creativity and ambition to achieve hyper growth. The companies they invest in the next five years, “any time” can apply for adequate capital, and get more support from Softbank. Therefore, “a lot of start-up companies with a huge amount of financing, the first call always hit the vision fund.”

And the wind circle “a high degree of habitat”, is “seriously consider” mobile phone business IPO

Quite a few foreign media also asked about the relationship between the Vision Fund and the venture capital circle. Previously, venture capitalists questioned the high level of investment made by Softbank, which in turn caused the startups to overvalued or they were willing to delay listing in the privatization stage for a long time Etc., the valuation is too high also makes it difficult for other venture capital investment. For example, Softbank invested $ 4.4 billion in WeWork in 2017 to make it valued at up to $ 20 billion. However, when WeWork wanted to win Softbank’s investment in early 2015, the stock index “only” had $ 5 billion.

In response, Misra said that the Vision Fund and the Venture Capital Circle are highly co-located relations, rather than hostile. The Vision Fund also really benefited many early venture capital agencies. In addition to investing in the early stages of technology start-ups, Softbank will also invest in the high-speed development stage of 3-4 years after the first round of financing, which will provide liquidity to VCs that want to withdraw early. For example, when the Vision Fund invests in Uber, some VCs get an exit price that is 100 times the original investment.

Misra did not make any comment on the news first disclosed by Nikkei in January that Softbank plans to spin-off its mobile handset division, one of its core businesses, and invest a further $ 18bn in financing into its vision fund to boost investment in science and technology More explanation, but that the relevant plan is still in its early stages, but “Softbank seriously consider this option.”

According to Bloomberg News, Vision Fund has a huge potential for investment in Europe with only $ 563 million being invested in Germany’s online used car dealership, Auto1, and a planned $ 502 million investment in London-based virtual reality startup Improbable Worlds. Misra also said in an interview that he was looking for European investment targets and hoped that the companies in the same industry could finally share the fruits of R & D.