Markov chain geostatistics uses Markov chain spatial models, simulation algorithms and associated spatial correlation measures (e.g., transiogram) based on the Markov chain random field theory, which extends a single Markov chain into a multi-dimensional random field for geostatistical modeling. A Markov chain random field is still a single spatial Markov chain. The spatial Markov chain moves or jumps in a space and decides its state at any unobserved location through interactions with its nearest known neighbors in different directions. The data interaction process can be well explained as a local sequential Bayesian updating process within a neighborhood. Because single-step transition probability matrices are difficult to estimate from sparse sample data and are impractical in representing the complex spatial heterogeneity of states, the transiogram, which is defined as a transition probability function over the distance lag, is proposed as the accompanying spatial measure of Markov chain random fields.
Multicloud
Multicloud (also written as multi-cloud or multi cloud) is a term with varying interpretations, generally referring to a system using multiple cloud computing providers. According to ISO/IEC 22123-1: "multi-cloud is a cloud deployment model in which a customer uses public cloud services provided by two or more cloud service providers". Multi-cloud can involve various deployment models, including public, private, and hybrid clouds, and multiple service models, such as Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS). Multicloud incorporates workload, data, traffic, and workflow portability options, which can result in varying implementation complexity. When effectively implemented, multicloud solutions can enhance architectural resilience, reduce dependence on a single vendor, and improve flexibility by leveraging services from different providers. However, multicloud strategies also present challenges, including increased operational complexity, security risks, higher costs, and integration difficulties. According to the 2024 State of the Cloud Report by Flexera, multi-cloud adoption has continued to rise in 2024. Enterprises increasingly silo applications into specific clouds and select best-fit services. Key use cases include data analysis in separate clouds and cross-cloud disaster recovery. == Advantages and challenges == There are several advantages to using a multicloud approach, including the ability to negotiate better pricing with cloud providers, the ability to quickly switch to another provider if needed, and the ability to avoid vendor lock-in. Multicloud can also be a good way to hedge against the risks of obsolescence, as it allows you to rely on multiple vendors and open standards, which can prolong the life of your systems. Additional benefits of the multicloud architecture include adherence to local policies that require certain data to be physically present within the area/country, geographical distribution of processing requests from physically closer cloud unit which in turn reduces latency and protect against disasters. Various issues and challenges also present themselves in a multicloud environment. Security and governance is more complicated, and more "moving parts" may create resiliency issues. == Difference between multicloud and hybrid cloud == Multicloud differs from hybrid cloud in that it refers to multiple cloud services from different vendors rather than multiple deployment modes (on-premises hardware, and public and private, cloud hosting). However, when considering a broad definition of multi-cloud, hybrid cloud can still be regarded as a special form of multi-cloud.
Content adaptation
Content adaptation is the action of transforming content to adapt to device capabilities. Content adaptation is usually related to mobile devices, which require special handling because of their limited computational power, small screen size, and constrained keyboard functionality. Content adaptation could roughly be divided to two fields: Media content adaptation that adapts media files. Browsing content adaptation that adapts a website to mobile devices. == Browsing content adaptation == Advances in the capabilities of small, mobile devices such as mobile phones (cell phones) and Personal Digital Assistants have led to an explosion in the number of types of device that can now access the Web. Some commentators refer to the Web that can be accessed from mobile devices as the Mobile Web. The sheer number and variety of Web-enabled devices poses significant challenges for authors of websites who want to support access from mobile devices. The W3C Device Independence Working Group described many of the issues in its report Authoring Challenges for Device Independence. Content adaptation is one approach to a solution. Rather than requiring authors to create pages explicitly for each type of device that might request them, content adaptation transforms an author's materials automatically. For example, content might be converted from a device-independent markup language, such as XDIME, an implementation of the W3C's DIAL specification, into a form suitable for the device, such as XHTML Basic, C-HTML, or WML. Similarly, a suitable device-specific CSS style sheet or a set of in-line styles might be generated from abstract style definitions. Likewise, a device specific layout might be generated from abstract layout definitions. Once created, the device-specific materials form the response returned to the device from which the request was made. Another way is to use the latest trend responsive design based on CSS, covered in this article (RWD). Content adaptation requires a processor that performs the selection, modification, and generation of materials to form the device-specific result. IBM's Websphere Everyplace Mobile Portal (WEMP), BEA Systems' WebLogic Mobility Server, Morfeo's MyMobileWeb, and Apache Cocoon are examples of such processors. Wurfl and WALL are popular open source tools for content adaptation. WURFL is an XML-based Device Description Repository with APIs to access the data in Java and PHP (and other popular programming languages). WALL (Wireless Abstraction Library) lets a developer author mobile pages which look like plain HTML, but converts them to WML, C-HTML, or XHTML Mobile Profile, depending on the capabilities of the device from which the HTTP request originates. GreasySpoon lets the developer build plugins for content editing, in JavaScript, Ruby (programming language), and more, just like the Firefox application GreaseMonkey. Alembik (Media Transcoding Server) is a Java (J2EE) application providing transcoding services for variety of clients and for different media types (image, audio, video, etc.). It is fully compliant with OMA's Standard Transcoder Interface specification and is distributed under the LGPL open source license. In 2007, the first large scale carrier-grade deployments of content transformation, on existing mass-market handsets, with no software download required, were deployed by Vodafone in the UK and globally for Yahoo! oneSearch, using the Novarra Vision solution. Novarra's content adaptation solution had been used in enterprise intranet deployments as early as 2003 (at that time, the platform was named "Engines for Wireless Data"). InfoGin, the 9-year-old content-adaptation company with customers like Vodafone, Orange, Telefónica and PCCW. The patented "Web to Mobile adaptation", Mobile Matrix Transcoder, Multimedia and Documents transcoders, Video adaptation supporte. Launched in 2007, Bytemobile's Web Fidelity Service was another carrier-grade, commercial infrastructure solution, which provided wireless content adaptation to mobile subscribers on their existing mass-market handsets, with no client download required.
The Morning After (web series)
The Morning After is a Hulu original web series that premiered on January 17, 2011, and ended April 24, 2014. It was produced by Hulu and Jace Hall's HDFilms, streaming Monday through Friday. The show originally featured Brian Kimmet and Ginger Gonzaga as hosts. Later shows used a rotation of hosts including Alison Haislip, Dave Holmes, Damien Fahey, Bradley Hasemeyer, Haley Mancini, Paul Nyhart, and Rachel Perry. The series advertises itself as "a smart, daily shot of pop culture to help Hulu users stay up to date" and typically highlights notable moments from television shows and current news in an entertaining fashion. In keeping with its focus on pop culture, The Morning After will sometimes stream an episode featuring past pop culture titled "From the Archives," such as its April Fools' Day episode. == History == While not the first original series to appear exclusively on Hulu, The Morning After is the company's first self-branded production. It was preceded by If I Can Dream, a reality series co-produced with 19 Entertainment and created by Simon Fuller. Hulu originated the idea in house, based on user feedback and observations from discussion boards hosted by the website. The concept was modeled after The Big Show with Olbermann and Patrick. The company sought out a production partner and ultimately chose Jace Hall and his team at HDFilms to executive produce. Initial stream of the series was held on January 17, 2011, and featured coverage of Piers Morgan, the Golden Globes, and The Bachelor. Senior VP of Content and Distribution Andy Forssell made the announcement for the show the same day. The show aired its last episode April 24, 2014. == Format == A typical episode usually begins with a cold open shared by the varying hosts listing the highlights to be covered. The topics focus on TV and Pop Culture Highlights from the previous night, with the intention of helping Hulu users digest hours of content in a matter of moments. The show has the hosts trade humorous remarks regarding the news and each other, taking turns reviewing the night's TV and injecting their own personality. The Morning After was named as an honoree by the Webbys on April 10, 2012, in the variety section of its online video category.
RR Media
RR Media was a NASDAQ listed provider of global digital media services to the broadcast industry and content owners. Its services can be divided into four main groups: global content distribution network (satellite, fiber and the internet); content management & playout; sports, news & live events; and online video services. The company was rebranded to RR Media from RRsat in September 2014. In February 2016, it was announced that, subject to regulatory approvals, RR Media was to be acquired by SES, based in Betzdorf, Luxembourg, and merged with SES subsidiary company, SES Platform Services a media services provider for television broadcasters, production companies and platform operators, based in Unterföhring near Munich, Germany. In July 2016, the merged company was named MX1. == Digital media services == Global content distribution services RR Media's global distribution network uses a combination of satellite, fiber and the internet. The network includes satellite downlink and uplink; fiber connectivity to digital media hubs; connectivity to TV service providers; and internet-based content delivery. RR Media's network delivers live television channels, streaming media and Video on demand (VOD) content in all formats including Standard-definition television (SD), High-definition television (HD), 4K resolution (4K) & 3D television (3D). End-to-end content management & playout services RR Media manages, prepares and plays out content from its media centers. Services include: content preparation (digitization, localization, conversion, ingest, multiple formatting, editing, restoration); content management (digital asset management, media ingest and library, streamlined workflows, metadata curation, Video on demand (VOD) delivery) and playout, channel creation, playlist management, advertising insertion/management, graphics, titles & overlay, live events operations). RR Media also creates branded or white label product television channels using live and archived materials. Sports, news & live events RR Media delivers live sports and event content for sports rights holders, broadcasters and news channels. Services include: live production (Outside broadcasting vans, Satellite news gathering (SNG), studios), global live distribution, sports content preparation and content management, playout and origination.RR Media provides downlink, uplink, simultaneous translation, turnaround and live production services for sports events like football, basketball, tennis and golf, news and entertainment channels. Online video services RR Media converts existing and archive content into programs, channels and other digital assets, and converges broadcast and internet delivery. Services include converged media (preparing content for broadcast or online use) Content Management Systems (CMS), VOD services, branded platforms, multi-screen delivery, web video portals and viewer measurement tools (using digital analytics). == Media centers == RR Media's media centers are based in Hawley, PA (USA), Emeq Ha’Ela (Israel) Bucharest (Romania), with another facility opened in London, (UK) in June 2015. An additional facility in Miami, FL United States was announced in April 2016. The centers provide RR Media's services, including content preparation, management, online video, live content and distribution, and 24/7 service and support. == Awards == In November 2014, RR Media won the award for Achievement in Legacy Content at the 2014 TVB Europe awards in London, in recognition for its work with British Pathe and the restoration for YouTube. In February 2014, the World Teleport Association named Avi Cohen, CEO of RR Media (formerly RRsat), as its 2014 Teleport Executive of the Year. In 2009, the World Teleport Association awarded RR Media (then RRsat) the Independent Teleport Operator of the Year award for excellence. == History == RR Media (as RRsat) was established in 1981 as a communications provider. The company was founded by David Rivel, an electronics, computers and communications engineer. Rivel is CEO of the company for 31 years and from 2012 a Member of RR Media's board of directors. Under management of Rivel RRsat Communications Network Ltd. went public on 2006-11-01 - NASDAQ:RRST In 2014, the Company rebranded from RRsat Global Communications Network to RR Media. The rebrand was launched at the International Broadcasting Convention (IBC) Show in Amsterdam. In 2015, RR Media announced its NASDAQ stock ticker symbol change to RRM. == Acquisitions == In April 2015, RR Media acquired Eastern Space Systems (ESS) in Romania, a privately held provider of content management and content distribution services and related consulting services. In June 2015, RR Media acquired Satlink Communications as part of strategy to increase scale and expand its global content distribution network and content management footprint, strengthening its customer mix and leverage media industry expertise.
Cloud management
Cloud management refers to the administration and oversight of cloud computing products and services. Public clouds are managed by cloud service providers, which operate the underlying infrastructure such as servers, storage, networking, and data center facilities. Users may also opt to manage their public cloud services with a third-party cloud management tool. Users of public cloud services can generally select from three basic cloud provisioning categories: User self-provisioning: Customers purchase cloud services directly from the provider, typically through a web form or console interface. The customer pays on a per-transaction basis. Advanced provisioning: Customers contract in advance a predetermined amount of resources, which are prepared in advance of service. The customer pays a flat fee or a monthly fee. Dynamic provisioning: The provider allocates resources when the customer needs them, then decommissions them when they are no longer needed. The customer is charged on a pay-per-use basis. Managing a private cloud requires software tools to help create a virtualized pool of compute resources, provide a self-service portal for end users and handle security, resource allocation, tracking and billing. Management tools for private clouds tend to be service driven, as opposed to resource driven, because cloud environments are typically highly virtualized and organized in terms of portable workloads. In hybrid cloud environments, compute, network and storage resources must be managed across multiple domains, so a good management strategy should start by defining what needs to be managed, and where and how to do it. Policies to help govern these domains should include configuration and installation of images, access control, and budgeting and reporting. Access control often includes the use of Single sign-on (SSO), in which a user logs in once and gains access to all systems without being prompted to log in again at each of them. == Characteristics of Cloud Management == Cloud management combines software and technologies in a design for managing cloud environments. Software developers have responded to the management challenges of cloud computing with a variety of cloud management platforms and tools. These tools include native tools offered by public cloud providers as well as third-party tools designed to provide consistent functionality across multiple cloud providers. Administrators must balance the competing requirements of efficient consistency across different cloud platforms with access to different native functionality within individual cloud platforms. The growing acceptance of public cloud and increased multicloud usage is driving the need for consistent cross-platform management. Rapid adoption of cloud services is introducing a new set of management challenges for those technical professionals responsible for managing IT systems and services. Cloud-management platforms and tools should have the ability to provide minimum functionality in the following categories. Functionality can be both natively provided or orchestrated via third-party integration. Provisioning and orchestration: create, modify, and delete resources as well as orchestrate workflows and management of workloads Automation: Enable cloud consumption and deployment of app services via infrastructure-as-code and other DevOps concepts Security and compliance: manage role-based access of cloud services and enforce security configurations Service request: collect and fulfill requests from users to access and deploy cloud resources. Monitoring and logging: collect performance and availability metrics as well as automate incident management and log aggregation Inventory and classification: discover and maintain pre-existing brownfield cloud resources plus monitor and manage changes Cost management and optimization: track and rightsize cloud spend and align capacity and performance to actual demand Migration, backup, and DR: enable data protection, disaster recovery, and data mobility via snapshots and/or data replication Organizations may group these criteria into key use cases including Cloud Brokerage, DevOps Automation, Governance, and Day-2 Life Cycle Operations. Enterprises with large-scale cloud implementations may require more robust cloud management tools which include specific characteristics, such as the ability to manage multiple platforms from a single point of reference, or intelligent analytics to automate processes like application lifecycle management. High-end cloud management tools should also have the ability to handle system failures automatically with capabilities such as self-monitoring, an explicit notification mechanism, and include failover and self-healing capabilities. == Multi-Cloud and Hybrid Cloud Management Challenges == Legacy management infrastructures, which are based on the concept of dedicated system relationships and architecture constructs, are not well suited to cloud environments where instances are continually launched and decommissioned. Instead, the dynamic nature of cloud computing requires monitoring and management tools that are adaptable, extensible and customizable. Cloud computing presents a number of management challenges. Companies using public clouds do not have ownership of the equipment hosting the cloud environment, and because the environment is not contained within their own networks, public cloud customers do not have full visibility or control. Users of public cloud services must also integrate with an architecture defined by the cloud provider, using its specific parameters for working with cloud components. Integration includes tying into the cloud APIs for configuring IP addresses, subnets, firewalls and data service functions for storage. Because control of these functions is based on the cloud provider’s infrastructure and services, public cloud users must integrate with the cloud infrastructure management. Capacity management is a challenge for both public and private cloud environments because end users have the ability to deploy applications using self-service portals. Applications of all sizes may appear in the environment, consume an unpredictable amount of resources, then disappear at any time. A possible solution is profiling the applications impact on computational resources. As result, the performance models allow the prediction of how resource utilization changes according to application patterns. Thus, resources can be dynamically scaled to meet the expected demand. This is critical to cloud providers that need to provision resources quickly to meet a growing demand by their applications. Charge-back—or, pricing resource use on a granular basis—is a challenge for both public and private cloud environments. Charge-back is a challenge for public cloud service providers because they must price their services competitively while still creating profit. Users of public cloud services may find charge-back challenging because it is difficult for IT groups to assess actual resource costs on a granular basis due to overlapping resources within an organization that may be paid for by an individual business unit, such as electrical power. For private cloud operators, charge-back is fairly straightforward, but the challenge lies in guessing how to allocate resources as closely as possible to actual resource usage to achieve the greatest operational efficiency. Exceeding budgets can be a risk. Hybrid cloud environments, which combine public and private cloud services, sometimes with traditional infrastructure elements, present their own set of management challenges. These include security concerns if sensitive data lands on public cloud servers, budget concerns around overuse of storage or bandwidth and proliferation of mismanaged images. Managing the information flow in a hybrid cloud environment is also a significant challenge. On-premises clouds must share information with applications hosted off-premises by public cloud providers, and this information may change constantly. Hybrid cloud environments also typically include a complex mix of policies, permissions and limits that must be managed consistently across both public and private clouds. == Cloud Management Platforms (CMP) == CMPs provide a means for a cloud service customer to manage the deployment and operation of applications and associated datasets across multiple cloud service infrastructures, including both on-premises cloud infrastructure and public cloud service provider infrastructure. In other words, CMPs provide management capabilities for hybrid cloud and multi-cloud environments. A cloud management platform (CMP) provides broad cloud management functionality atop both public cloud provider platforms and private cloud platforms. CMPs manage cloud services and resources that are distributed across multiple cloud platforms. The value of CMPs stands in delivering the maximum level of consistency between platforms without comp
Digital cinema
Digital cinema is the digital technology used within the film industry to distribute or project motion pictures as opposed to the historical use of reels of motion picture film, such as 35 mm film. Whereas film reels have to be shipped to movie theaters, a digital movie can be distributed to cinemas in a number of ways: over the Internet or dedicated satellite links, or by sending hard drives or optical discs such as Blu-ray discs, then projected using a digital video projector instead of a film projector. Typically, digital movies are shot using digital movie cameras or in animation transferred from a file and are edited using a non-linear editing system (NLE). The NLE is often a video editing application installed in one or more computers that may be networked to access the original footage from a remote server, share or gain access to computing resources for rendering the final video, and allow several editors to work on the same timeline or project. Alternatively a digital movie could be a film reel that has been digitized using a motion picture film scanner and then restored, or, a digital movie could be recorded using a film recorder onto film stock for projection using a traditional film projector. Digital cinema is distinct from high-definition television and does not necessarily use traditional television or other traditional high-definition video standards, aspect ratios, or frame rates. In digital cinema, resolutions are represented by the horizontal pixel count, usually 2K (2048×1080 or 2.2 megapixels) or 4K (4096×2160 or 8.8 megapixels). The 2K and 4K resolutions used in digital cinema projection are often referred to as DCI 2K and DCI 4K. DCI stands for Digital Cinema Initiatives. As digital cinema technology improved in the early 2010s, most theaters across the world converted to digital video projection. Digital cinema technology has continued to develop over the years with RealD 3D, IMAX, RPX, 4DX, Dolby Cinema, and ScreenX, allowing moviegoers more immersive experiences. == History == The transition from film to digital video was preceded by cinema's transition from analog to digital audio, with the release of the Dolby Digital (AC-3) audio coding standard in 1991. Its main basis is the modified discrete cosine transform (MDCT), a lossy audio compression algorithm. It is a modification of the discrete cosine transform (DCT) algorithm, which was first proposed by Nasir Ahmed in 1972 and was originally intended for image compression. The DCT was adapted into the MDCT by J.P. Princen, A.W. Johnson and Alan B. Bradley at the University of Surrey in 1987, and then Dolby Laboratories adapted the MDCT algorithm along with perceptual coding principles to develop the AC-3 audio format for cinema needs. Cinema in the 1990s typically combined analog photochemical images with digital audio. Digital media playback of high-resolution 2K files has at least a 20-year history. Early video data storage units (RAIDs) fed custom frame buffer systems with large memories. In early digital video units, the content was usually restricted to several minutes of material. Transfer of content between remote locations was slow and had limited capacity. It was not until the late 1990s that feature-length films could be sent over the "wire" (Internet or dedicated fiber links). On October 23, 1998, Digital light processing (DLP) projector technology was publicly demonstrated with the release of The Last Broadcast, the first feature-length movie, shot, edited and distributed digitally. In conjunction with Texas Instruments, the movie was publicly demonstrated in five theaters across the United States (Philadelphia, Portland (Oregon), Minneapolis, Providence, and Orlando). === Foundations === In the United States, on June 18, 1999, Texas Instruments' DLP Cinema projector technology was publicly demonstrated on two screens in Los Angeles and New York for the release of Lucasfilm's Star Wars Episode I: The Phantom Menace. In Europe, on February 2, 2000, Texas Instruments' DLP Cinema projector technology was publicly demonstrated, by Philippe Binant, on one screen in Paris for the release of Toy Story 2. From 1997 to 2000, the JPEG 2000 image compression standard was developed by a Joint Photographic Experts Group (JPEG) committee chaired by Touradj Ebrahimi (later the JPEG president). In contrast to the original 1992 JPEG standard, which is a DCT-based lossy compression format for static digital images, JPEG 2000 is a discrete wavelet transform (DWT) based compression standard that could be adapted for motion imaging video compression with the Motion JPEG 2000 extension. JPEG 2000 technology was later selected as the video coding standard for digital cinema in 2004. In 1992, Hughes-JVC was founded by JVC and Hughes Electronics to develop ILA (Image Light Amplifer) digital video projectors for commercial movie theaters using liquid crystal on silicon (LCOS) technology. In 1997, JVC introduced D-ILA (Direct-Drive ILA) technology with a 2K resolution digital video projector. In 2000, JVC introduced a 4K resolution video projector using D-ILA technology. === Initiatives === On January 19, 2000, the Society of Motion Picture and Television Engineers, in the United States, initiated the first standards group dedicated to developing digital cinema. By December 2000, there were 15 digital cinema screens in the United States and Canada, 11 in Western Europe, 4 in Asia, and 1 in South America. Digital Cinema Initiatives (DCI) was formed in March 2002 as a joint project of many motion picture studios (Disney, Fox, MGM, Paramount, Sony Pictures, Universal and Warner Bros.) to develop a system specification for digital cinema. The same month it was reported that the number of cinemas equipped with digital projectors had increased to about 50 in the US and 30 more in the rest of the world. In April 2004, in collaboration with the American Society of Cinematographers, DCI created standard evaluation material (the ASC/DCI StEM material) for testing of 2K and 4K playback and compression technologies. DCI selected JPEG 2000 as the basis for the compression in the system the same year. Initial tests with JPEG 2000 produced bit rates of around 75–125 Mbit/s for 2K resolution and 100–200 Mbit/s for 4K resolution. === Worldwide deployment === In China, in June 2005, an e-cinema system called "dMs" was established and was used in over 15,000 screens spread across China's 30 provinces. DMs estimated that the system would expand to 40,000 screens in 2009. In 2005, the UK Film Council Digital Screen Network launched in the UK by Arts Alliance Media creating a chain of 250 2K digital cinema systems. The roll-out was completed in 2006. This was the first mass roll-out in Europe. AccessIT/Christie Digital also started a roll-out in the United States and Canada. By mid-2006, about 400 theaters were equipped with 2K digital projectors with the number increasing every month. In August 2006, the Malayalam digital movie Moonnamathoral, produced by Benzy Martin, was distributed via satellite to cinemas, thus becoming the first Indian digital cinema. This was done by Emil and Eric Digital Films, a company based at Thrissur using the end-to-end digital cinema system developed by Singapore-based DG2L Technologies. In January 2007, Guru became the first Indian film mastered in the DCI-compliant JPEG 2000 Interop format and also the first Indian film to be previewed digitally, internationally, at the Elgin Winter Garden in Toronto. This film was digitally mastered at Real Image Media Technologies in India. In 2007, the UK became home to Europe's first DCI-compliant fully digital multiplex cinemas; Odeon Hatfield and Odeon Surrey Quays (in London), with a total of 18 digital screens, were launched on 9 February 2007. By March 2007, with the release of Disney's Meet the Robinsons, about 600 screens had been equipped with digital projectors. In June 2007, Arts Alliance Media announced the first European commercial digital cinema Virtual Print Fee (VPF) agreements (with 20th Century Fox and Universal Pictures). In March 2009, AMC Theatres announced that it closed a $315 million deal with Sony to replace all of its movie projectors with 4K HDR digital projectors starting in the second quarter of 2009; it was anticipated that this replacement would be finished by 2012. As digital cinema technology improved in the early 2010s, most theaters across the world converted to digital video projection. In January 2011, the total number of digital screens worldwide was 36,242, up from 16,339 at end 2009 or a growth rate of 121.8 percent during the year. There were 10,083 d-screens in Europe as a whole (28.2 percent of global figure), 16,522 in the United States and Canada (46.2 percent of global figure) and 7,703 in Asia (21.6 percent of global figure). Worldwide progress was slower as in some territories, particularly Latin America and Africa. As of 31 March 2015, 38,719 screens (out of a total of 3