Electronic sell-through (EST) is a method of media distribution whereby consumers pay a one-time fee to download a media file for storage on a hard drive. Although EST is often described as a transaction that grants content "ownership" to the consumer, the content may become unusable after a certain period and may not be viewable using competing platforms. EST is used by a wide array of digital media products, including movies, television, music, games, and mobile applications. The term is sometimes used interchangeably with download to own (DTO). == Film and television == The film and television industry's $18.8 billion home entertainment market consists of rental and sell-through segments, the latter of which includes the electronic sell-through of digital content. In 2010, EST generated $683 million of total home entertainment revenues, putting it behind the more lucrative revenue streams of cable video-on-demand (VOD) and internet video-on-demand (iVOD), which brought in a combined $1.8 billion in the same period. In 2010, Apple's iTunes Store accounted for three quarters of the U.S. EST business. The rest of the EST market was captured by Microsoft (via its Zune Video platform), Sony, Amazon VOD (now Amazon Video), and Walmart (via its VUDU service). A number of industry trends indicate the future expansion of EST's share of digital distribution revenues. David Bishop, worldwide president of Sony Pictures Home Entertainment, describes the following outlook: "With the launch of UltraViolet (the cloud-based digital copy locker system) establishing a common digital distribution platform later this year, prices potentially coming down on digital sales, more marketing devoted to digital sellthrough, and studios adding more value to the sellthrough product by making HD available and building in smarter extra features, we see the balance tilting even more toward owning and collecting digital movies."
VGACAD
VGACAD was the parent of a suite of shareware graphic utilities made for the MS-DOS operating system used in the IBM PC and clones. It was popular for editing and capturing images using BSAVE (graphics image format) and provided an early graphic editing suite compatible with multiple graphic cards and resolutions, used on the IBM PC. == Usage == Written by Lawrence Gozum in 1987, it was the genesis of multiple versions and improvements over 10 years. Ran with his brother, Marvin initially helped with design ideas, strategic focus, technical support calls, and managing the early shareware business. The growth of the VGACAD suite grew quickly to preoccupy most of their time. Lawrence then focused more of his efforts on software and formed Applied Insights, to manage VGACAD and its offspring, VidFun, and Ai Picture Explorer. At its peak, its users ranged from individuals, Federal government offices, museums and major newspapers. == Features == VGACAD was a misnomer, and meant VGA-Computer Assisted Drawing, rather than computer-aided design, as CAD is commonly referred to today. Its longevity was due to its color accuracy, speed, small size, and that its suite of small utilities often worked stand-alone. One called VGACAP, for 'capture', dumped video memory into a file that could later be converted to popular graphic image formats, later made commonplace when Microsoft Windows programmed the print screen key to dump graphics into the clipboard. However, VGACAP ran insulated apart from early versions of Windows, and thus could capture screens were applications prohibited such function.
Fan loyalty
Fan loyalty is the loyalty felt and expressed by a fan towards the object of their fanaticism. Fan loyalty is often used in the context of sports and the support of a specific team or institution. Fan loyalties can range from a passive support to radical allegiance and expressions of loyalty can take shape in many forms and be displayed across varying platforms. Fan loyalty can be threatened by team actions. The loyalties of sports fans in particular have been studied by psychologists, who have determined several factors that help to create such loyalties. == Underpinning psychology == Given the extensive costs involved in managing and operating a professional team sport, it is beneficial for sports marketers to be conscious of the elements that establish a strong brand and the effect they have on fan loyalty, so they can best cater to their current fans while acquiring new ones. This is because fans and spectators are considered key stakeholders of professional sports organisations. Fans directly and indirectly influence the production of operating revenue through purchasing merchandise, buying game tickets and improving the value that can be obtained from television broadcasting deals and sponsorship. Therefore, fans are a key factor to consider in determining the economic success of a sports club. Deep psychological connections with new teams can be built with individuals before a team has even played a match revealing insights can develop quickly in the mind of consumers without direct encounters or experiences e.g. watching a team compete. Brand management approaches are helping sport organisations to expand the sport experience, appeal to new fans and enable long term business to consumer relationships through multi faceted connection such as social media. To affect consumers’ loyalty with a team, they must develop a compelling, positive and distinctive brand in order to stand out amongst competitor and vie for fan support. Loyalty programmes positively shape fan attachment and behaviour as it connects teams and their fans, aside from a club's season ticketholder database. It not only provides marketers with essential information about consumers and their thinking, but also acts as a channel to promote attendance and an opportunity to add value to their game day experience. Bauer et al. concludes that non product related attributes such as contextual factors (other fans, the club history and tradition, logo, club colours and the stadium atmosphere) hold a higher place in fan experience than product related attributes such as the team's winning record. Therefore, to increase fan loyalty (customer retention) Bauer et al. suggests sports marketers focus on targeting non product related benefits and brand attributes. As a result of fostering this loyalty, sports organisations can afford to charge prices at premium. Fan loyalty also leads to dependable ratings in broadcast media which means broadcasters can also charge premiums for advertising time in team broadcasts with loyal followings. A flow on effect from fan loyalty is the ability to create additional revenue streams outside of the core product such as merchandise shops and food venues that are close to the location of the game if the team chooses to own and operate ventures or share licensing agreements. Fan loyalty, particularly with respect to team sports, is different from brand loyalty, in as much as if a consumer bought a product that was of lower quality than expected, he or she will usually abandon allegiance to the brand. However, fan loyalty continues even if the team that the fan supports continues to perform poorly year after year. Author Mark Conrad uses the Chicago Cubs as an example of a team with a loyal fan following, where fans spend their money in support of a poorly performing team that (until 2016) had not won a pennant since 1945 or a World Series since 1908. They attribute it to the following factors: Entertainment Value The entertainment value that a fan derives from spectating motivates him/her to remain a loyal fan. Entertainment value of team sports is also valuable to communities in general. Authenticity This is described by Passikoff as "the acceptance of the game as real and meaningful". Fan Bonding Fan bonding is where a fan bonds with the players, identifying with them as individuals, and bonds with the team. Team History and Tradition Shank gives the Cincinnati Reds, all-professional baseball's oldest team, as an example of a team where a long team history and tradition is a motivator for fans in the Cincinnati area. Group Affiliation Fans receive personal validation of their support for a team from being surrounded by a group of fans who also support the same team. Fair Weather Fans Fans that engage when a team is good, and lose interest when a team is bad. Bandwagon Fans Fans who support the winning team, instead of supporting the same team year after year. Diehard Fans Fans who follow their team no matter if they are winning or losing. == Factors influencing fan loyalty == === Community === Fan loyalty attachment is strengthened through communal ties that connect fans around a team, forming a community that results in regular fan interaction. This interaction is particularly important as fans may not develop solely an intra-psychic team identity but predominantly display behavioural loyalty through the group consumption of indirect sport experiences instead, such as wearing the team colours, singing, cheering, flags and interaction between the sport's team's fans (e.g. laughing, talking) Through indirect sport experiences, the stadium atmosphere can be heightened and as a result, the frequency of fan attendance can increase. Furthermore, by wearing team apparel, fans can visually identify with one another resulting an increased likelihood of opportunities to engage with others socially through this point of connection. For example, a study on NASCAR fans found that their personal identity was connected to the brand itself as they felt connected to the larger community of NASCAR revealing an emotional connection to the brand. This indicates that their fan loyalty will result in the notion that fans are naturally more resistant to the promotional efforts of competing brands (e.g. lower-price offers) as their emotional commitment to NASCAR is greatly embedded in their sense of identity. When they associate themselves with the sponsors because of the sponsor's relation to the brand, they are solidifying their relationship with NASCAR and are therefore reinforcing their identity. Consequently, their fan loyalty translates into brand loyalty so long as the sponsor remains attached to the subject of their fanaticism, NASCAR, meaning they are less price sensitive and more willing to pay premium prices for sponsor's products or services. Another aspect of consumer behaviour regarding fan loyalty is the existence of consumption communities where members feel a sense of unity when they participate in the group consumption of brand sponsors’ goods and services further strengthening their ties to a brand and its sponsors. However, a strategy sports marketers use to appeal to a wider range of fan identities is to sponsor more than one club in sports such as soccer. This is so they are careful not to come across as a singularly affiliated club brand, where the opinion or perceptions of opposing teams’ fans would be one of disfavour towards them. === Brand association === Any benefit or characteristic connected to a brand as perceived by a consumer is called a brand association. These hold significance over the thoughts and opinions a consumer holds about a brand and can therefore influence one's loyalty. These associations provide a reference point to gauge the salience of a brand which is the perceived favourability associated with it. Brand salience is vital because it ultimately effects the likelihood of brand selection and loyalty leading to steadier spectator numbers, and an increase in attention from the media such as advertisers and sponsors. However, loyalty is a developmental process. According to Bee & Havitz (2010), spectators who are highly involved in the participation of a sport and exhibit psychological commitment, possess the capability to display high levels of behavioural loyalty as they develop into committed fans. On the other hand, neutral or negative feelings towards a team are found to foster indifference or cause an individual to disidentify with a team altogether. A model of ‘escalating commitment’, put forward by Funk and James (2001), demonstrates an individual's movement from ‘awareness’ of team to a subsequent ‘allegiance’ but came to the conclusion that more research was required to find out the key influences that lead one to the highest state of commitment. However, brand association development is fostered under brand management within a sports organisation. It is important for sports management research to identify t
Librem
Librem is a line of computers manufactured by Purism, SPC featuring free (libre) software. The laptop line is designed to protect privacy and freedom by omitting non-free (proprietary) software in their operating system and kernel, avoiding the Intel Active Management Technology, and gradually freeing and securing firmware. Librem laptops feature hardware kill switches for the microphone, webcam, Bluetooth and Wi-Fi. == Models == === Laptops === ==== Librem 13, Librem 15 and Librem 14 ==== In 2014, Purism launched a crowdfunding campaign on Crowd Supply to fund the creation and production of the Librem 15 laptop, conceived as a modern alternative to existing open-source hardware laptops, all of which used older hardware. The 15 in the name refers to its 15-inch screen size. The campaign succeeded after extending the original campaign, and the laptops were shipped to backers. In a second revision of the laptop, hardware kill switches for the camera, microphone, Wi-Fi, and Bluetooth were added. After the successful launch of the Librem 15, Purism created another campaign on Crowd Supply for a 13-inch laptop named Librem 13, which also came with hardware kill switches similar to those on the Librem 15v2. The campaign was again successful and the laptops were shipped to customers. Purism announced in December 2016 that it would start shipping from inventory rather than building to order with the new batches of Librem 15 and 13. As of January 2023, Purism has one laptop model in production, the Librem 14. ==== Comparison of laptops ==== === Librem Mini === The Librem Mini is a small form factor desktop computer, which began shipping in June 2020. === Librem 5 === On August 24, 2017, Purism began a crowdfunding campaign for the Librem 5, a smartphone aimed to run 100% free software, which would "[focus] on security by design and privacy protection by default". Purism claimed that the phone would become "the world's first ever IP-native mobile handset, using end-to-end encrypted decentralized communication." Purism cooperated with KDE and GNOME in its development of Librem 5. Security features of the Librem 5 include separation of the CPU from the baseband processor, which, according to Linux Magazine, makes the Librem 5 unique in comparison to other mobile phones. The Librem 5 also features hardware kill switches for Wi-Fi and Bluetooth communication and the phone's camera, microphone, and baseband processor. The default operating system for the Librem 5 is Purism's PureOS, a Debian derivative. The operating system uses a new user interface named Phosh, based on Wayland, wlroots, GTK and GNOME middleware. It is planned that Phosh/Plasma Mobile, Ubuntu Touch, and postmarketOS can also be installed on the phone. The release of the Librem 5 has been postponed several times. In September 2018, Purism announced that the launch date of Librem 5 would be moved from January to April 2019, because of two hardware bugs and the holiday season in Europe and North America. The Librem 5's DevKits for software developers were shipped in December 2018. The launch date was later postponed to the third quarter because of the necessity of further CPU tests. On September 24, 2019, Purism announced that the first batch of Librem 5 phones had begun shipping. The finished version of the Librem 5, known as "Evergreen", was finally shipped on November 18, 2020. === Librem Server === The Librem server is a rack mounted server, released to the public in December 2019. === Librem Key === Announced on 20 September 2018, the Librem Key is a hardware USB security token with multiple features, including integration with a tamper-evident Heads BIOS, which ensures that the Librem laptop Basic Input/Output System (BIOS) was not maliciously altered since the last laptop launch. The Librem Key also features one-time password storage with 3x HMAC-based One-time Password algorithm (HOTP) (RFC 4226) and 15 x Time-based One-time Password algorithm (TOTP) (RFC 6238) and an integrated password manager (16 entries), 40 kbit/s true random number generator, and a tamper-resistant smart card. The key supports type A USB 2.0, has dimensions of 48 x 19 x 7 mm, and weighs 6 g. == Operating system == Initially planning to preload its Librem laptops with the Trisquel operating system, Purism eventually moved off the Trisquel platform to Debian for the 2.0 release of its PureOS Linux operating system. As an alternative to PureOS, Librem laptops are purchasable with Qubes OS preinstalled. In December 2017, the Free Software Foundation added PureOS to its list of endorsed GNU/Linux distributions. == BIOS == In 2015, Purism began research to port the Librem 13 to coreboot but the effort was initially stalled. By the end of the year, a coreboot developer completed an initial port of the Librem 13 and submitted it for review. In December 2016, hardware enablement developer Youness Alaoui joined Purism and was tasked to complete the coreboot port for the original Librem 13 and prepare a port for the second revision of the device. Since summer 2017, new Librem laptops are shipped with coreboot as their standard BIOS, and updates are available for all older models. Purism calls a collection of these six components, involved in the boot process, as PureBoot: Neutralized and disabled Intel Management Engine coreboot A Trusted Platform Module (TPM) chip Heads, which has tamper-evident features to detect if the BIOS or important boot files have been modified Librem Key, Purism's USB security token Multi-factor authentication that unlocks disk encryption using the Librem Key PureBoot protects the users from various attacks like theft, BIOS malware and kernel rootkits, vulnerabilities and malicious code in the Intel Management Engine, and interdiction.
FreePBX Distro
The FreePBX Distro was a freeware unified communications software system that consisted of FreePBX, a graphical user interface (GUI) for configuring, controlling and managing Asterisk PBX software. The FreePBX Distro included packages that offer VoIP, PBX, Fax, IVR, voice-mail and email functions. The FreePBX Distro Linux distribution was based on CentOS, which maintains binary compatibility with Red Hat Enterprise Linux. FreePBX has contributed to the popularity of Asterisk. As a result of CentOS Linux being discontinued and the last version of CentOS 7 going out of support on June 30, 2024, FreePBX 17 has moved over to and is supported on Debian Linux. FreePBX will no longer be providing a pre-configured FreePBX Distro, but will provide a script to install FreePBX on a fresh install of Debian Linux. In-place migration will not be possible, but will be possible by restoring a backup on the new version from the previous version. As FreePBX 16 will be supported until the release of FreePBX 18, FreePBX on this distribution will still work and be supported, however, there will be no further support for the underlying operating system. == Installation == The Official FreePBX Distro is installed from a ISO image available by web download, that includes the system CentOS, Asterisk, FreePBX GUI and assorted dependencies. This can then either be burned to DVD or written to a USB stick for installation == Support for telephony hardware == The FreePBX Distro has built-in support for cards from multiple vendors, including Digium, OpenVox, Alto, Rhino Equipment, Xorcom and Sangoma. The FreePBX Distro supports a large number of phone models via open-source modules. Supported VoIP phone manufacturers include Algo, AND, AudioCodes, Cisco, Cyberdata, Digium, Grandstream, Mitel/Aastra, Nortel/Avaya, Panasonic, Polycom, Sangoma, Snom, Xorcom and Yealink. == Development == FreePBX made its debut in 2004 as the AMP project (Asterisk Management Portal). The FreePBX Distro was released in 2011 as an turnkey solution for building a PBX using Asterisk, CentOS and FreePBX. FreePBX has over 1 million active production PBXs and over 20,000 new systems added each month. The core telephony engine is Asterisk, as configured by the Open Source FreePBX GUI. The last stable release is FreePBX Distro Stable SNG7-PBX16-64bit-2302-1 based on these main components: FreePBX 16 CentOS 7.8 Asterisk 16, 18, 19 (20 supported by upgrade once installed)
Powerset (company)
Powerset was an American company based in San Francisco, California, that, in 2006, was developing a natural language search engine for the Internet. On July 1, 2008, Powerset was acquired by Microsoft for an estimated $100 million (~$143 million in 2024). Powerset was working on building a natural language search engine that could find targeted answers to user questions (as opposed to keyword based search). For example, when confronted with a question like "Which U.S. state has the highest income tax?", conventional search engines ignore the question phrasing and instead do a search on the keywords "state", "highest", "income", and "tax". Powerset on the other hand, attempts to use natural language processing to understand the nature of the question and return pages containing the answer. The company was in the process of "building a natural language search engine that reads and understands every sentence on the Web". The company has licensed natural language technology from PARC, the former Xerox Palo Alto Research Center. On May 11, 2008, the company unveiled a tool for searching a fixed subset of English Wikipedia using conversational phrases rather than keywords. Acquisition by Microsoft: One significant milestone in Powerset's history was its acquisition by Microsoft on July 1, 2008, for an estimated $100 million. This acquisition was part of Microsoft's broader strategy to enhance its search capabilities and compete more effectively with other search engine providers, particularly Google. Natural Language Search Engine: Powerset's primary focus was on developing a natural language search engine capable of understanding and interpreting user queries in a more human-like manner. Instead of simply matching keywords, Powerset aimed to comprehend the meaning behind the words, allowing for more accurate and contextually relevant search results. Technology and Partnerships: Powerset had licensed natural language technology from PARC, the Xerox Palo Alto Research Center. This technology likely played a crucial role in the development of Powerset's NLP capabilities. Wikipedia Search Tool: In May 2008, Powerset unveiled a search tool that allowed users to search a fixed subset of English Wikipedia using conversational phrases rather than traditional keywords. This demonstrated the potential of Powerset's NLP technology in providing more precise and relevant search results. == Powerlabs == In a form of beta testing, Powerset opened an online community called Powerlabs on September 17, 2007. Business Week said: "The company hopes the site will marshal thousands of people to help build and improve its search engine before it goes public next year." Said The New York Times: "[Powerset Labs] goes far beyond the 'alpha' or 'beta' testing involved in most software projects, when users put a new product through rigorous testing to find its flaws. Powerset doesn’t have a product yet, but rather a collection of promising natural language technologies, which are the fruit of years of research at Xerox PARC." Powerlabs' initial search results are taken from Wikipedia. == Notable people == Barney Pell (born March 18, 1968, in Hollywood, California) was co-founder and CEO of Powerset. Pell received his Bachelor of Science degree in symbolic systems from Stanford University in 1989, where he graduated Phi Beta Kappa and was a National Merit Scholar. Pell received a PhD in computer science from Cambridge University in 1993, where he was a Marshall Scholar. He has worked at NASA, as chief strategist and vice president of business development at StockMaster.com (acquired by Red Herring in March, 2000) and at Whizbang! Labs. Prior to joining Powerset, Pell was an Entrepreneur-in-Residence at Mayfield Fund, a venture capital firm in Silicon Valley. Pell is also a founder of Moon Express, Inc., a U.S. company awarded a $10M commercial lunar contract by NASA and a competitor in the Google Lunar X PRIZE. Steve Newcomb was the COO and co-founder of Powerset. Prior to joining Powerset, he was a co-founder of Loudfire, General Manager at Promptu, and was on the board of directors at Jaxtr. He left Powerset in October 2007 to form Virgance, a social startup incubator. Lorenzo Thione (born in Como, Italy) was the product architect and co-founder of Powerset. Prior to joining Powerset, he worked at FXPAL in natural language processing and related research fields. Thione earned his master's degree in software engineering from the University of Texas at Austin. Ronald Kaplan, former manager of research in Natural Language Theory and Technology at PARC, served as the company's CTO and CSO. Ryan Ferrier is a member of the founding team of Powerset. He managed personnel and internal operations. After 2008 he went on to co-found Serious Business, which made Facebook applications and was later bought by Zynga. Another Powerset alumnus, Alex Le, became CTO of Serious Business and went on to become an executive producer at Zynga when it bought the company. Siqi Chen founded a stealth startup in mobile computing after leaving Powerset. Tom Preston-Werner worked at Powerset and left after the acquisition to found GitHub. == Investors == Powerset attracted a wide range of investors, many of whom had considerable experience in the venture capital field. The company received $12.5 million (~$18.2 million in 2024) in Series A funding during November 2007, co-led by the venture capital firms Foundation Capital and The Founders Fund. Among the better-known investors: Esther Dyson, founding chairman of ICANN, founder of the newsletter Release 1.0 and editor at Cnet Peter Thiel, founder and former CEO of PayPal Luke Nosek, founder of PayPal Todd Parker. Managing Partner, Hidden River Ventures Reid Hoffman, executive vice president of PayPal and founder of LinkedIn First Round Capital, seed-stage venture firm
Digital inclusion
Digital inclusion involves the activities necessary to ensure equitable access to and use of information and communications technologies for participation in social and economic life including for education, social services, health, social, and community participation. Digital inclusion includes access to affordable broadband Internet services, Internet-enabled devices, access to digital literacy training, quality technical support, and applications and online content designed to enable and encourage self-sufficiency, participation, and collaboration. Related concepts include digital divide, digital exclusion and digital inequality, however digital inclusion focuses more on the strategies, policies, and programs required to address the digital divide. As many services have moved online and with the increasing use of telehealth to deliver primary care, particularly during the COVID-19 pandemic in 2020, digital inclusion, including digital literacy and internet access is increasingly regarded as a social determinant of health. Accessibility, relevance, and impact have been identified as essential elements of digital inclusion as it pertains to health information systems. "Digital inclusion is broadly defined as different strategies designed to ensure that all people have equal access, opportunities and skills to benefit from digital technologies and systems" (ITU, 2019, as cited in Carmi and Yates, 2020). Since 2020, there have been many technology companies that have begun implementing different features or roles within their companies to support breaking down the digital divide. For example, HP has announced the digital divide accelerator. This accelerator will support nonprofits in Greece, Indonesia, Nigeria, and Spain. The goal for this role is to help equip children and other people within the community to understand the skills needed to become a part of the digital community. == Background == With the increasing use of computers and the Internet in the 1990s and early 2000s concerns rose around digital equality, however this primarily focused on the physical access to technology. This gave rise to the concept of the digital divide which was originally developed to describe the growing disparity in Internet access between rural and urban areas of the United States of America. This gradually expanded to considerations of digital access between countries in what is termed the global digital divide, which mirrors many of the disparities seen within countries but on an international scale. However, with the adoption of digital technologies across most sectors of society, and the increasing diversity of technologies and programs, access and use of ICT became more complex and essential for many aspects of daily life. This led to new terminology and a second wave of research on digital inequality which has been identified as the (1) usage gap, (2) second level digital divide, (3) emerging digital differentiation, and (4) digital inclusion. == Strategies for digital inclusion == A review of the literature in 2019 found that while physical access to digital technologies and the internet continues to be a barrier to digital inclusion, digital ability and attitude were also potential barriers. Key strategies identified for improving digital inclusion are social support, direct user experience and collaborative learning/design. Education is a key aspect of digital inclusion as digital technologies have become a key means of engaging with all levels of the education system, requiring levels of digital competence for successful engagement with the curriculum. In addition lifelong learning is required as technologies, services and systems are changing constantly. Public libraries and community service providers play a key role in supporting digital inclusion through access to computers, internet connection and expertise and training. Designing for digital inclusion may also help with poor written literacy, which remains a barrier for 10% of the world's population. UNESCO has developed Guidelines for designing digital technologies in ways that could assist those who are illiterate. == Indigenous digital inclusion == Digital inclusion is a critical issue for many Indigenous communities across the globe, many of whom lack access to adequate resources. The Australian Government has set a National Closing the Gap target for Aboriginal and Torres Strait Islander people to have equal levels of digital inclusion by 2026. Many people on tribal land and in Native Hawaiian land struggle with the technology gap. The Native Entities Capacity and Planning Grant Program has $45.3 million available to help address these challenges and empower Indian Tribes, Alaska Native entities, and Native Hawaiian organizations. Some of the impacts so far are in the education and workforce development and healthcare access through telehealth.[13] == Measuring digital inclusion == The Australian Digital Inclusion Index (ADII) is a research project which has been tracking digital inclusion throughout Australia since 2016. It uses survey data to measure digital inclusion across three dimensions of access, affordability and digital ability. == The Future of Digital Inclusion == On February 16, 2021, a global dialogue within the United Nations (UN) took a look at the future of digital inclusion. Through the adoption of the 2030 UN Agenda for Sustainable Development, Member States made a commitment. They pledged to "leave no one behind." By 2030, the UN's goal is to close the digital divide by providing access to the Internet and mobile technologies for all nations and peoples and for all segments of society. The UN sees the crisis of too many people in our global society still living unconnected and how the digital divide remains a challenge that must be addressed. == Gaming == The Xbox Adaptive Controller is a groundbreaking example of digital inclusion, designed to make gaming more accessible to people with limited mobility. Developed by Microsoft, it features large programmable buttons and ports that connect to a wide range of external devices like switches, joysticks, and mounts, allowing users to customize their gaming experience based on their unique needs. By removing traditional physical barriers to gameplay, the Xbox Adaptive Controller empowers more people to participate in digital entertainment, promotes equal access to technology, and fosters a more inclusive gaming community. == Digital inclusion advocacy groups == Australian Digital Inclusion Alliance National Digital Inclusion Alliance (US)