Brand networking is the engagement of a social networking service around a brand by providing consumers with a platform of relevant content, elements of participation, and a currency, score, or ranking. Brand networking creates communities that serve as interactive destinations to encourage brand participation online and off. This evolved level of user participation with the brand facilitates strong relationships with consumers, leverages sales, and generates fan equity. The concept builds on the marketing literature on brand communities, which describes specialized, non-geographically bound groups of consumers organized around shared interest in a brand, and on subsequent research on social-media-based brand communities that examines how such groups operate when embedded in general-purpose networking platforms. == History == The development and growth of social networking in the early 2000s gave birth to brand networking. Brands saw the immediate potential to reach and interact with consumers through online platforms like Facebook and MySpace. At first, the ability to reach consumers through these platforms was inadequate; brands had the option to join as members or simply advertise on these sites. The potential existed to not only display advertisements to consumers, but to encourage them to interact with the brand. This is when brands made the shift to create their own networking platforms. Less evolved attempts to connect brands with consumers via networking are typically built as online platforms meant only to complement a product/service and are limited in functionality. Typically these sites offer consumers the opportunity to interact through discussion boards and group pages. The Guiding Light Community was built to complement the popular CBS television soap opera. The site offers members reward points for contributing content to discussion boards and blogs (which is all geared toward the show). == Structure == Brand networking is more than the utilization of a social networking platform; it is connecting consumers together and constructing relationships directly with the brand. Three key elements, in unity, create effective brand networking: relevant content, elements of participation, and a competitive currency. Websites in conjunction with other media types (television, radio, print) present content around a vertical industry, sector of interest, or cultural and social issues for a brand. This can be in areas such as health, marketing, or business, or any content relevant to the brand message. Such content is not only provided by the brand but also in the form of consumer-generated media. Research on brand-related user-generated content across major platforms suggests that the form and tone of consumer contributions vary by platform, with promotional content more common on some networks and response-oriented content on others. A brand provides participation with consumers online and offline. This is accomplished through the combination of typical social networking features online, such as personalised pages, friend lists, groups, and messaging, alongside elements of involvement offline. This is not simply connecting an online platform with mobile devices, but providing separate mobile features jointly with a secondary media type to drive online usage and build relationships with the brand on the go. By participating in mobile campaigns, users are interacting with the brand outside of traditional brick and mortar or e-commerce destinations. Empirical work on consumer brand engagement in social media frames such participation along cognitive, affective, and behavioural dimensions. The final element of brand networking involves incentivising participation with the other two elements. The addition of a currency or point system acts as an anchor to the brand and network and creates a competitive dynamic between consumers. These points are distributed for activity carried out outside of the networking site. By incentivising usage offline, the brand image is reinforced for the consumer and strengthens the relationship. Consumers are turned into promoters for both the brand and the users' benefit. The use of points, badges, leaderboards, and similar mechanics is described in the marketing literature as gamification, and has been linked to higher participation rates in mobile and loyalty programmes. == Fan equity == Fan equity is the idea that by locking in consumers to a brand, they are turned into fans of the brand. As fans, they promote, interact, and consume on a daily basis and become assets. Apple Inc. is one example of a company often cited as possessing fan equity. Customers of Apple are extremely brand loyal and are assets to the company. Creating a fan-generated brand is a difficult but effective method of business. Through the use of brand networking, a company is able to build a consumer or fan base that provides a strong relationship between business and consumers. The trust is formed and fans do a lot of work for the brand by word of mouth. Peer-to-peer channels are the strongest means of communication for a brand, but also one in which the brand can only influence and not control. Subsequent research links community engagement with brand trust, identifying community engagement as a mediator between social-media brand community participation and trust. This method of business is argued to be a relationship handled by the brand generally for its own gain. Many fans do not realise the work they are doing for companies by using their product or service. Facebook is a fan-based brand that has become a global phenomenon through customer use, with social media features such as sharing and commenting. With the growth of social media, marketing and advertising through social media has continued to expand. Brands can display and promote their products or services at a fast rate, with consumers sharing and contributing to the brand on a global scale. This can also be seen as online word of mouth exposure that can produce positive or negative feedback for brands. Once consumers become fans they are typically loyal, which can create positive word of mouth for a brand. Fans become a valuable asset, boosting the status and reputation of a brand. Different perceptions of brands can be linked to a person's origin or religion, which creates a difficulty when trying to enter a market or gain market share. Businesses need to be aware of the types of products or services they introduce to a specific market, ensuring they are culturally sensitive. Fan pages are created on social media to maintain the relationship between brands and consumers. By engaging and interacting with consumers, brands obtain fans and produce positive imaging. Some fans become attached to brands and are often encouraged to remain as fans through the use of celebrities endorsing the brand. Research on parasocial interaction in social-media environments suggests that one-sided emotional bonds that consumers form with endorsers and brand personae help convert ordinary followers into engaged fans.
Robinson compass mask
In image processing, a Robinson compass mask is a type of compass mask used for edge detection. It has eight major compass orientations, each will extract the edges in respect to its direction. A combined use of compass masks of different directions could detect the edges from different angles. == Technical explanation == The Robinson compass mask is defined by taking a single mask and rotating it to form eight orientations: North: [ − 1 0 1 − 2 0 2 − 1 0 1 ] {\displaystyle {\text{North:}}{\begin{bmatrix}-1&0&1\\-2&0&2\\-1&0&1\end{bmatrix}}} North West: [ 0 1 2 − 1 0 1 − 2 − 1 0 ] {\displaystyle {\text{North West:}}{\begin{bmatrix}0&1&2\\-1&0&1\\-2&-1&0\end{bmatrix}}} West: [ 1 2 1 0 0 0 − 1 − 2 − 1 ] {\displaystyle {\text{West:}}{\begin{bmatrix}1&2&1\\0&0&0\\-1&-2&-1\end{bmatrix}}} South West: [ 2 1 0 1 0 − 1 0 − 1 − 2 ] {\displaystyle {\text{South West:}}{\begin{bmatrix}2&1&0\\1&0&-1\\0&-1&-2\end{bmatrix}}} South: [ 1 0 − 1 2 0 − 2 1 0 − 1 ] {\displaystyle {\text{South:}}{\begin{bmatrix}1&0&-1\\2&0&-2\\1&0&-1\end{bmatrix}}} South East: [ 0 − 1 − 2 1 0 − 1 2 1 0 ] {\displaystyle {\text{South East:}}{\begin{bmatrix}0&-1&-2\\1&0&-1\\2&1&0\end{bmatrix}}} East: [ − 1 − 2 − 1 0 0 0 1 2 1 ] {\displaystyle {\text{East:}}{\begin{bmatrix}-1&-2&-1\\0&0&0\\1&2&1\end{bmatrix}}} North East: [ − 2 − 1 0 − 1 0 1 0 1 2 ] {\displaystyle {\text{North East:}}{\begin{bmatrix}-2&-1&0\\-1&0&1\\0&1&2\end{bmatrix}}} The direction axis is the line of zeros in the matrix. Robinson compass mask is similar to kirsch compass masks, but is simpler to implement. Since the matrix coefficients only contains 0, 1, 2, and are symmetrical, only the results of four masks need to be calculated, the other four results are the negation of the first four results. An edge, or contour is an tiny area with neighboring distinct pixel values. The convolution of each mask with the image would create a high value output where there is a rapid change of pixel value, thus an edge point is found. All the detected edge points would line up as edges. == Example == An example of Robinson compass masks applied to the original image. Obviously, the edges in the direction of the mask is enhanced.
Customer data management
Customer data management (CDM) is the ways in which businesses keep track of their customer information and survey their customer base in order to obtain feedback. CDM includes a range of software or cloud computing applications designed to give large organizations rapid and efficient access to customer data. Surveys and data can be centrally located and widely accessible within a company, as opposed to being warehoused in separate departments. CDM encompasses the collection, analysis, organizing, reporting and sharing of customer information throughout an organization. Businesses need a thorough understanding of their customers’ needs if they are to retain and increase their customer base. Efficient CDM solutions provide companies with the ability to deal instantly with customer issues and obtain immediate feedback. As a result, customer retention and customer satisfaction can show marked improvement. According to a study by Aberdeen Group, "above-average and best-in-class companies... attain greater than 20% annual improvement in retention rates, revenues, data accuracy and partner/customer satisfaction rates." == Customer data management and cloud computing == Cloud computing offers an attractive choice for CDM in many companies due to its accessibility and cost-effectiveness. Businesses can decide who, within their company, should have the ability to create, adjust, analyze or share customer information. In December 2010, 52% of Information Technology (IT) professionals worldwide were deploying, or planning to deploy, cloud computing; this percentage is far higher in many countries. == Background == Customer data management, as a term, was coined in the 1990s, pre-dating the alternative term enterprise feedback management (EFM). CDM was introduced as a software solution that would replace earlier disc-based or paper-based surveys and spreadsheet data. Initially, CDM solutions were marketed to businesses as software, which were specific to one company, and often to one department within that company. This was superseded by application service providers (ASPs) where software was hosted for end user organizations, thus avoiding the necessity for IT professionals to deploy and support software. However, ASPs with their single-tenancy architecture were, in turn, superseded by software as a service (SaaS), engineered for multi-tenancy. By 2007 SaaS applications, giving businesses on-demand access to their customer information, were rapidly gaining popularity compared with ASPs. Cloud computing now includes SaaS and many prominent CDM providers offer cloud-based applications to their clients. In recent years, there has been a push away from the term EFM, with many of those working in this area advocating the slightly updated use of CDM. The return to the term CDM is largely based on the greater need for clarity around the solutions offered by companies, and on the desire to retire terminology veering on techno-jargon that customers may have a hard time understanding.
Polygraphic substitution
Polygraphic substitution is a substitution cipher in which a uniform substitution is performed on blocks of letters. When the length of the block is specifically known, more precise terms are used: for instance, a cipher in which pairs of letters are substituted is bigraphic. As a concept, polygraphic substitution contrasts with monoalphabetic (or simple) substitutions in which individual letters are uniformly substituted, or polyalphabetic substitutions in which individual letters are substituted in different ways depending on their position in the text. In theory, there is some overlap in these definitions; one could conceivably consider a Vigenère cipher with an eight-letter key to be an octographic substitution. In practice, this is not a useful observation since it is far more fruitful to consider it to be a polyalphabetic substitution cipher. == Specific ciphers == In 1563, Giambattista della Porta devised the first bigraphic substitution. However, it was nothing more than a matrix of symbols. In practice, it would have been all but impossible to memorize, and carrying around the table would lead to risks of falling into enemy hands. In 1854, Charles Wheatstone came up with the Playfair cipher, a keyword-based system that could be performed on paper in the field. This was followed up over the next fifty years with the closely related four-square and two-square ciphers, which are slightly more cumbersome but offer slightly better security. In 1929, Lester S. Hill developed the Hill cipher, which uses matrix algebra to encrypt blocks of any desired length. However, encryption is very difficult to perform by hand for any sufficiently large block size, although it has been implemented by machine or computer. This is therefore on the frontier between classical and modern cryptography. == Cryptanalysis of general polygraphic substitutions == Polygraphic systems do provide a significant improvement in security over monoalphabetic substitutions. Given an individual letter 'E' in a message, it could be encrypted using any of 52 instructions depending on its location and neighbors, which can be used to great advantage to mask the frequency of individual letters. However, the security boost is limited; while it generally requires a larger sample of text to crack, it can still be done by hand. One can identify a polygraphically-encrypted text by performing a frequency chart of polygrams and not merely of individual letters. These can be compared to the frequency of plaintext English. The distribution of digrams is even more stark than individual letters. For example, the six most common letters in English (23%) represent approximately half of English plaintext, but it takes only the most frequent 8% of the 676 digrams to achieve the same potency. In addition, even in a plaintext many thousands of characters long, one would expect that nearly half of the digrams would not occur, or only barely. In addition, looking over the text one would expect to see a fairly regular scattering of repeated text in multiples of the block length and relatively few that are not multiples. Cracking a code identified as polygraphic is similar to cracking a general monoalphabetic substitution except with a larger 'alphabet'. One identifies the most frequent polygrams, experiments with replacing them with common plaintext polygrams, and attempts to build up common words, phrases, and finally meaning. Naturally, if the investigation led the cryptanalyst to suspect that a code was of a specific type, like a Playfair or order-2 Hill cipher, then they could use a more specific attack.
Content-oriented workflow models
In data management, a content-oriented workflow model seeks to articulate workflow progression by the presence of content units (like data-records/objects/documents). Most content-oriented workflow approaches provide a life-cycle model for content units, such that workflow progression can be qualified by conditions on the state of the units. Most approaches are research and work in progress and the content models and life-cycle models are more or less formalized. The term content-oriented workflows is an umbrella term for several scientific workflow approaches, namely "data-driven", "resource-driven", "artifact-centric", "object-aware", and "document-oriented". Thus, the meaning of "content" ranges from simple data attributes to self-contained documents; the term "content-oriented workflows" appeared at first in as an umbrella term. Such a general term, independent from a specific approach, is necessary to contrast the content-oriented modelling principle with traditional activity-oriented workflow models (like Petri nets or BPMN) where a workflow is driven by a control flow and where the content production perspective is neglected or even missing. The term "content" was chosen to subsume the different levels in granularity of the content units in the respective workflow models; it was also chosen to make associations with content management. Both terms "artifact-centric" and "data-driven" would also be good candidates for an umbrella term, but each is closely related to a specific approach of a single working group. The "artifact-centric" group itself (i.e. IBM Research) has generalized the characteristics of their approach and has used "information-centric" as an umbrella term in. Yet, the term information is too unspecific in the context of computer science, thus, "content-orientated workflows" is considered as good compromise. == Workflow Model Approaches == === Data-driven === The data-driven process structures provides a sophisticated workflow model being specialized on hierarchical write-and-review-processes. The approach provides interleaved synchronization of sub-processes and extends activity diagrams. Unfortunately, the COREPRO prototype implementation is not publicly available. Research on the project had been ceased. The general idea has been continued by Reichert in form of the #Object-aware approach. Synonyms data-driven process structures / data-driven modeling and coordination Protagonists Dr. Dominic Müller (University of Twente), Joachim Herbst (DaimlerChrysler Research), and Manfred Reichert (at this time Assoc. Prof. at Univ. of Twente, currently Prof. at Ulm Univ.) Organization(s) University of Twente, DaimlerChrysler Period 2005 - 2007 Selected publications Implementation COREPRO === Resource-driven === The resource-driven workflow system is an early approach that considered workflows from a content-oriented perspective and emphasizes on the missing support for plain document-driven processes by traditional activity-oriented workflow engines. The resource-driven approach demonstrated the application of database triggers for handling workflow events. Still the system implementation is centralized and the workflow schema is statically defined. The project appeared in 2005 but many aspects are considered future work by the authors. Research did not continue on the project. Wang completed his PhD thesis in 2009, yet, his thesis does not mention the resource-driven approach to workflow modelling but is about discrete event simulation. Synonyms Resource-based Workflows / Document-Driven Workflow Systems Protagonists Jianrui Wang and Prof. Akhil Kumar Organization Pennsylvania State University Period 2005 - today Selected publications Implementation N/A === Artifact-centric === The artifact-centric approach provides a framework for content-oriented workflows. In this model, the enterprise application landscape includes distributed business services, while the workflow engine is centralized. Process enactment is integrated with database management system infrastructure, and the project is funded by IBM. Synonyms artifact-centric business process models / artifact-based business process (ACP) / artifact-centric workflows Protagonists Richard Hull and Dr. Kamal Bhattacharya as well as Cagdas E. Gerede and Jianwen Su Organization IBM (T.J. Watson Research Center, NY) Period 2007 - today Selected publications Implementation ArtiFact === Object-aware === The object-aware approach manages a set of object types and generates forms for creating object instances. The form completion flow is controlled by transitions between object configurations each describing a progressing set of mandatory attributes. Each object configuration is named by an object state. The data production flow is user-shifting and it is discrete by defining a sequence of object states. The discussion is currently limited to a centralized system, without any workflows across different organizations. However, the approach is of great relevance to many domains like concurrent engineering. Finally, the object-aware approach and its PHILharmonicFlows system are going to provide general-purpose workflow systems for generic enactment of data production processes. Synonyms object-aware process management / datenorientiertes Prozess-Management-System Protagonists Vera Künzle and Prof. Manfred Reichert Organization Ulm University Period 2009 - today Selected publications Implementation PHILharmonicFlows === Distributed Document-oriented === Distributed document-oriented process management (dDPM) enables distributed case handling in heterogeneous system environments and it is based on document-oriented integration. The workflow model reflects the paper-based working practice in inter-institutional healthcare scenarios. It targets distributed knowledge-driven ad hoc workflows, wherein distributed information systems are required to coordinate work with initially unknown sets of actors and activities. The distributed workflow engine supports process planning & process history as well as participant management and process template creation with import/export. The workflow engine embeds a functional fusion of 1) group-based instant messaging 2) with a shared work list editor 3) with version control. The software implementation of dDPM is α-Flow which is available as open source. dDPM and α-Flow provide a content-oriented approach to schema-less workflows. The complete distributed case handling application is provided in form of a single active Document ("α-Doc"). The α-Doc is a case file (as information carrier) with an embedded workflow engine (in form of active properties). Inviting process participants is equivalent to providing them with a copy of an α-Doc, copying it like an ordinary desktop file. All α-Docs that belong to the same case can synchronize each other, based on the participant management, electronic postboxes, store-and-forward messaging, and an offline-capable synchronization protocol. Synonyms distributed document-oriented process management (dDPM), distributed case handling via active documents Protagonists Christoph P. Neumann and Prof. Richard Lenz Organization Friedrich-Alexander-Universität Erlangen-Nürnberg Period 2009 - 2012 Selected Publications and a PhD thesis Implementation α-Flow (open source) == Related Concepts == === Content Management === The bandwidth of Content management systems (CMS) reaches from Web content management systems (WCMS) and Document management system (DMS) to Enterprise Content Management (ECM). Mature DMS products support document production workflows in a basic form, primarily focusing on review cycle workflows concerning a single document. === Groupware and Computer-Supported Cooperative Work === Groupware focuses on messaging (like E-Mail, Chat, and Instant Messaging), shared calendars (e.g. Lotus Notes, Microsoft Outlook with Exchange Server), and conferencing (e.g. Skype). Groupware overlaps with Computer-supported cooperative work (CSCW), that originated from shared multimedia editors (for live drawing/sketching) and synchronous multi-user applications like desktop sharing. The extensive conceptual claim of CSWC must be put into perspective by its actual solution scope, that is available as the CSCW Matrix. === Case Handling === The case handling paradigm stems from Prof. van der Aalst and gained momentum in 2005. The core features are: (a) provide all information available, i.e. present the case as a whole rather than showing bits and pieces, (b) decide about activities on the basis of the information available rather than the activities already executed, (c) separate work distribution from authorization and allow for additional types of roles, not just the execute role, and (d) allow workers to view and add/modify data before or after the corresponding activities have been executed. In healthcare, the flow of a patient between healthcare professionals is considered as a workflow - with activities that inc
TikTok
TikTok is a social media and short-form online video platform. It hosts user-submitted videos, which range in duration from three seconds to 60 minutes. It can be accessed through a mobile app or through its website. Since its launch, TikTok has become one of the world's most popular social media platforms, using recommendation algorithms to connect content creators and influencers with new audiences. In April 2020, TikTok surpassed two billion mobile downloads worldwide. The popularity of TikTok has allowed viral trends in food, fashion, and music to take off and increase the platform's cultural impact worldwide. TikTok has come under scrutiny due to data privacy violations, mental health concerns, misinformation, offensive content, addictive algorithm, its role during the Gaza war, and, following its 2026 divestiture in the U.S., alleged censorship of criticism of Donald Trump and discussions of Jeffrey Epstein. While TikTok remains accessible to users in most countries, a minority of countries (including India and Afghanistan) have implemented full or partial bans. Many other countries limit TikTok's use on government-issued devices for security or privacy reasons. == Corporate structure == TikTok Ltd was incorporated in the Cayman Islands in the Caribbean and is based in both Singapore and Los Angeles. It owns entities which are based respectively in Australia (which also runs the New Zealand business), United Kingdom (also owns subsidiaries in the European Union), and Singapore (owns operations in Southeast Asia and India). A spin-off company, TikTok USDS Joint Venture LLC was formed on 22 January 2026 to handle TikTok and other ByteDance properties in the United States, Oracle Corporation, MGX Fund Management Limited, Silver Lake each holding a 15% stake, ByteDance holds a 19.9% stake and the remaining 35.1% is shared between Dell Technologies founder Michael Dell and Vastmere Strategic Investments. Its parent company, Beijing-based ByteDance, is owned by founders and Chinese investors, other global investors, and employees. One of ByteDance's main domestic subsidiaries is owned by Chinese state funds and entities through a 1% golden share. Employees have reported that multiple overlaps exist between TikTok and ByteDance in terms of personnel management and product development. TikTok says that since 2020, its US-based CEO is responsible for making important decisions, and has downplayed its China connection. == History == === Douyin === Douyin (Chinese: 抖音; pinyin: Dǒuyīn; lit. 'Shaking Sound') was launched on 20 September 2016, by ByteDance, originally under the name A.me, before changing its name to Douyin in December 2016. Douyin was developed in nearly 7 months and within a year had 100 million users, with more than one billion videos viewed every day. While TikTok and Douyin share a similar user interface, the platforms operate separately. Douyin includes an in-video search feature that can search by people's faces for more videos of them, along with other features such as buying, booking hotels, and making geo-tagged reviews. === TikTok === ByteDance planned on Douyin expanding overseas. The founder of ByteDance, Zhang Yiming, stated that "China is home to only one-fifth of Internet users globally. If we don't expand on a global scale, we are bound to lose to peers eyeing the four-fifths. So, going global is a must." ByteDance created TikTok as an overseas version of Douyin. TikTok was launched in the international market in September 2017. On 9 November 2017, ByteDance spent nearly $1 billion to purchase Musical.ly, a startup headquartered in Shanghai with an overseas office in Santa Monica, California. Musical.ly was a social media video platform that allowed users to create short lip-sync and comedy videos, initially released in August 2014. TikTok merged with Musical.ly on 2 August 2018 with existing accounts and data consolidated into one app, keeping the title TikTok. On 23 January 2018, the TikTok app ranked first among free application downloads on app stores in Thailand and other countries. TikTok has been downloaded more than 130 million times in the United States and has reached 2 billion downloads worldwide, according to data from mobile research firm Sensor Tower (those numbers exclude Android users in China). In the United States, Jimmy Fallon, Tony Hawk, and other celebrities began using the app in 2018. Other celebrities like Jennifer Lopez, Jessica Alba, Will Smith, and Justin Bieber joined TikTok. In January 2019, TikTok allowed creators to embed merchandise sale links into their videos. On 3 September 2019, TikTok and the US National Football League (NFL) announced a multi-year partnership. The agreement came just two days before the NFL's 100th season kick-off at Soldier Field in Chicago where TikTok hosted activities for fans in honor of the deal. The partnership entails the launch of an official NFL TikTok account, which is to bring about new marketing opportunities such as sponsored videos and hashtag challenges. In July 2020, TikTok, excluding Douyin, reported close to 800 million monthly active users worldwide after less than four years of existence. In May 2021, TikTok appointed Shou Zi Chew as their new CEO who assumed the position from interim CEO Vanessa Pappas, following the resignation of Kevin A. Mayer on 27 August 2020. In September 2021, TikTok reported that it had reached 1 billion users. In 2021, TikTok earned $4 billion in advertising revenue. In October 2022, TikTok was reported to be planning an expansion into the e-commerce market in the US, following the launch of TikTok Shop in the United Kingdom. The company posted job listings for staff for a series of order fulfillment centers in the US and was reportedly planning to start the new live shopping business before the end of the year. The Financial Times reported that TikTok will launch a video gaming channel, but the report was denied in a statement to Digiday, with TikTok instead aiming to be a social hub for the gaming community. According to data from app analytics group Sensor Tower, advertising on TikTok in the US grew by 11% in March 2023, with companies including Pepsi, DoorDash, Amazon, and Apple among the top spenders. According to estimates from research group Insider Intelligence, TikTok is projected to generate $14.15 billion in revenue in 2023, up from $9.89 billion in 2022. In March 2024, The Wall Street Journal reported that TikTok's growth in the US had stagnated. ==== Plans to sell TikTok's US operations ==== Since at least 2020, following calls to ban TikTok in the country, the Committee on Foreign Investment in the United States (CFIUS) has been investigating the company's 2017 merger with Musical.ly but has not finalized any of its negotiations with TikTok, such as the Project Texas proposal, waiting instead for Congress to act. In January 2025, Chinese officials began preliminary talks about potentially selling TikTok's US operations to Elon Musk if the app faced an impending ban due to national security concerns. While Beijing preferred TikTok remain under ByteDance's control, the sale could happen through a competitive process or with US government involvement. One possibility involved Musk's platform, X, taking over TikTok's US business. The move came ahead of a Supreme Court case that upheld the constitutionality of a law that would force a sale or ban of TikTok in the US by 19 January 2025, due to national security concerns regarding its ties to China. Other potential buyers included Project Liberty's "The People's Bid For TikTok" consortium of Frank McCourt with Kevin O'Leary, Steven Mnuchin, MrBeast and Bobby Kotick, the seriousness of these potential buyers was unclear. The day before the impending ban, California-based conversational search engine company Perplexity AI submitted a bid for a merger with TikTok US. On 14 September 2025, the Wall Street Journal reported the US and China have reached the "framework of a deal" for the US operations of TikTok to be sold to a consortium of investors in the US including close Trump ally Larry Ellison of Oracle. The deal was completed by 22 January 2026, with a consortium of investors—including Oracle, Silver Lake, MGX, and others including the personal investment entity for Michael Dell—owning more than 80% of the new venture. ByteDance retained 19.9% ownership. Under the deal, the app would remain the same, and the algorithm would be adjusted over time to favor American topics for those users. === Expansion in other markets === TikTok was downloaded over 104 million times on Apple's App Store during the first half of 2018, according to data provided to CNBC by Sensor Tower. After merging with musical.ly in August, downloads increased and TikTok subsequently became the most downloaded app in the US in October 2018, which musical.ly had done once before. In February 2019, TikTok, together with Douyin, hit one billion downloads globally, excluding Android
Data marketplace
Data marketplace is an online platform for sharing and consuming data in the form of data assets or data products. Part of the data management stack, it aims to bring together data producers and data consumers (including business users and AI) in a single space, with the objective of increasing access to understandable, high-quality data. Included within its Data Marketplaces and Exchange (DME) category by Gartner, data marketplaces can provide data internally within an organization, externally with partners, or as open data. == Concept == Digitization has dramatically increased data volumes within organizations, with IDC predicting that by 2025 the world will contain 175 zettabytes of data. This has created a need to both manage this data and provide access to it to enable business intelligence and data analysis. However, data is often scattered within multiple systems (such as data warehouses and data lakes), and is in formats that are only understandable by technical experts, such as data scientists. According to IDC, 81% of IT leaders cite data silos as a major barrier to digital transformation. This means that data is not freely available to business users or external audiences such as partners or citizens, limiting its value, and holding back AI deployments. Data marketplaces solve this issue, providing seamless, self-service access to high-quality data in an understandable, secure and auditable manner. They break down data silos, reduce friction in data access, and enable a broader range of users, including non-technical profiles, to find, understand, and consume data autonomously. Data assets on the marketplace can be raw data, data visualizations or data products. Data marketplaces combine data management functions such as data governance with the user-friendly experience offered by e-commerce marketplaces in order to increase the usage of data. These include features such as powerful search engines, feedback, ratings, subscriptions and product description sheets. According to Gartner, data marketplaces provide infrastructure, transactional capabilities, and services for both consumers and providers of data assets. == History and timeline == Data marketplaces have evolved since they first emerged in terms of both their scope and usage. === 2000s === With the rise of the internet, data brokers began collecting, aggregating, distributing and selling personal, financial and marketing data to third parties online. Data marketplaces were deployed to monetize this data, making it discoverable and accessible to users, either through subscriptions or one-off purchases. At the same time, regulations, such as the US Open Government Initiative of 2009 and others around the world mandated greater transparency and data sharing with the public. Data sharing portals were created by public and government bodies to make this information available through self-service to all users. === 2010s === Due to the growth of big data and cloud platforms, cloud-based data exchange platforms emerged. These were offered by major infrastructure providers, and included Amazon Web Services (AWS) Data Exchange, Snowflake Data Marketplace, and the Google Cloud Platform. These platforms moved beyond simple data brokerage or open data by providing structured, catalogued data sharing between organizations. === 2020s === Driven by a need to increase internal data sharing with both business users and AI, organizations are now looking to adopt internal data marketplaces. These aim to democratize data consumption by providing seamless access for all employees and AI to trusted data, including data products, through an intuitive, e-commerce style experience. According to Gartner analyst Richa Jha, "by providing a single, governed platform for discovering, sharing, and scaling data products, data marketplaces drive productivity, collaboration, and ROI across the enterprise." == Data marketplaces within the overall data architecture == Data marketplaces provide a consumption and collaboration layer for data. That means they complement and integrate with other parts of the overall data architecture, including: === Data warehouses and data lakes === Data marketplaces connect to data sources, such as data warehouses or data lakes, to provide intuitive access to the data stored within them, enabling data to be shared and distributed to non-technical audiences. Access can be direct, with data and data products stored within the data marketplace or virtualized. === Data catalog === A data catalog provides a technical inventory of an organization's data estate. It collects technical information on all available data assets within an organization, based on metadata descriptions. This ensures traceability, and supports compliance and governance requirements. Unlike a data marketplace, a data catalog does not provide access to data, and is designed to be used by data professionals, rather than the business. This means it lacks an intuitive, understandable interface and is consequently not easily accessible by business users. === Data mesh === Data mesh is an architecture and framework for data management, first defined by Zhamak Dehghani in 2019. It aims to decentralize data ownership to delegate responsibility, empowering teams and focusing on delivering data to users in the form of self-service data products. The data marketplace is a central pillar of data mesh, providing intuitive access to these data products, and creating a collaboration space for data owners and data consumers. === Data product === Data products are high-value, consumable data assets that package high-quality data and associated tools to enable seamless usage by business users at scale. First defined by McKinsey in 2022, they have an identified owner, a service level agreement (SLA), and a reusability logic. == Core components of a data marketplace == A data marketplace typically includes specific core components: === E-commerce style interface === An e-commerce style experience that engages non-technical users, minimizes the need for training and builds confidence and trust in data. Look and feel should be customizable to incorporate corporate design guidelines to ensure consistency with other organizational applications. === Built-in data catalog === As in a standalone data catalog, this indexes all available data, based on metadata that includes type, source, owner, freshness, and quality level. === Discovery and search engine === This enables users to search, filter, explore and discover available data intuitively. As in an e-commerce marketplace, it should be intelligent, and provide relevant results based on natural language queries. === Access control and security management === Data marketplaces will contain data that needs to be protected under regulations such as the General Data Protection Regulation (GDPR) in Europe, the California Consumer Privacy Act (CCPA) in the United States, and sector-specific frameworks in industries such as finance and healthcare. To ensure both security and compliance while maximizing data consumption, the data marketplace should include granular access management and a full audit trail. === Semantic layer and business glossary === Different parts of the business are likely to use different terms to describe data. This leads to inconsistencies and an inability to share data across systems and teams. The semantic layer and business glossary standardize a shared vocabulary and common definitions of business indicators and concepts, providing a single language for data across the business and for AI agents. === Data governance mechanisms === These enforce corporate data governance policies, ensuring data traceability through data lineage, quality certification, usage monitoring, and continuous improvement through user feedback loops. === Collaboration features === As on an e-commerce website, a data marketplace should provide collaboration features that bring together data users and data owners. This includes the ability to rate data products, share use cases, and provide feedback to data owners, creating a community around data and supporting a data-driven culture. == Types of data marketplace == While they share the same underlying technology, data marketplaces can be deployed in three broad ways: === Internal data marketplaces === These bring together data from across an organization and make it available via self-service to employees from across the business. They aim to widen access to data and consequently to improve decision-making and reporting, increase performance and maximize efficiency. === Ecosystem data marketplaces === These extend sharing beyond a single organization, enabling multiple partners (public institutions, industry players, research bodies) to share and consume data within a governed framework. Data can be provided by all parties or simply by one organization and consumed by others. Ecosystem data marketplaces are particularly relevant in