AprilBio-Celros Biotech Signs a Joint Research Agreement for Inflammatory Bowel Disease (IBD) Dual Antibody Treatment
On April 24, AprilBio, the new drug bio venture, announced that it has signed a joint research agreement with Celros Biotech, the inflammatory drug development company, for dual antibody treatment of inflammatory bowel disease (hereinafter IBD). Both companies plan to develop therapeutics using Celros Biotech's antibody and inflammation control source technology, and AprilBio's anti-Serum Albumin Fab-Associated (SAFA) platform source technology and antibody conjugation technology. Inflammatory bowel disease is a disease in which abnormal chronic inflammation in the large and small intestine improves and recurs repeatedly. The therapeutic efficacy of current therapeutic antibodies is only 30%, so unmet medical demand is high. The agreement presents a new concept that the therapeutic effect can be significantly improved by stably double-binding the antibody developed by Celros Biotech with the existing SAFA technology of AprilBio. "SAFA technology is a platform technology applicable to various drugs and mechanisms, so the effectiveness of SAFA technology can be highly appreciated through the joint development of innovative new drugs for IBD," said Sang-Hoon Cha, CEO at AprilBio. "We are pleased to cooperate with AprilBio, which has abundant experience and source technology in double-antibody binding. We hope not only to discover new anti-drug candidates effective for the treatment of IBD, but also to continue to cooperate and develop global innovative new drugs with AprilBio in the future," said Yoon-Soo Bae, CEO at Celros Biotech.
POSTECH Developed Stem Cell Therapy for Myocardial Infarction Using Mussel Adhesive Protein
The initial mortality rate of myocardial infarction is 30%. Since myocardial infarction is a disease directly connected to life, it is known that more than 50% of patients die even before they go to the hospital. Because of this, fast and active treatment is significant to prevent myocardial infarction from reaching a heart attack. Recently, a research team from POSTECH (Pohang University of Science and Technology) has developed an effective stem cell therapy for myocardial infarction using mussel's powerful and harmless protein and stem cells. POSTECH research team led by Prof. Hyung Joon CHA and Tae Yoon PARK developed "adhesive liquid cell carrier" with The Catholic University of Korea research team led by Prof. Sung Bo SIM and Prof. Jongho LEE. The "adhesive liquid cell carrier" allows the transplant to be maintained for a long time by using a phase separation phenomenon of mussel adhesive protein (MAP) to form a coacervated type so that mesenchymal stem cells are easily captured, and stem cells are efficiently transferred between damaged myocardial tissues. In particular, it is expected to be a revolutionary method for the treatment of myocardial infarction as it can be mass-produced. ▲ Myocardial Infarction Stem Cell Therapy (Material provided by POSTECH) The heart is a central organ that circulates blood while repeating contraction and relaxation by electrical signals. When the blood vessels of the heart are blocked by blood clots, it is challenging to supply oxygen and nutrients to the heart, and muscle cells and blood vessels surrounding them will be extremely damaged. It is myocardial infarction that necrosis occurs in the myocardial wall, and the wall becomes thinner. Since the heart cannot regenerate itself once it has been damaged, there is no way to regenerate the damaged heart muscle dramatically. So in severe cases, it becomes necessary to put on a mechanical device or transplant another heart. Recently, as a future treatment technology, studies have been actively conducted to transplant stem cells into damaged myocardial tissues and make them regenerate. However, the transplanted stem cells have significantly reduced transplant rates due to poor and extreme myocardial environment. And even if the transplant succeeds, most die soon. Stem cell treatment for myocardial infarction requires two conditions that can withstand the environment of the damaged myocardium. The first is that the stem cells must be efficiently transplanted and left for a long time between the heart's high blood pressure, rapid blood flow, and myocardial tissue thinned by myocardial infarction. Second, the transplanted stem cells must rapidly integrate with existing surrounding tissues to build blood vessels and improve viability. However, until now, it was complicated for stem cells to be successfully delivered to the damaged myocardial tissue and to maintain the transplant. The joint research team made the stem cell self-capture in the process of making a liquid coacervate. Then, the resulting stem cell treatment was efficiently implanted by injecting it into the thinned damaged myocardial wall. Through animal experiments, it was confirmed that the transplanted stem cells survived the damaged myocardial tissue for a long time based on the adhesion and the ability to form blood vessels of MAP materials and the biomolecular efficacy of the stem cells. Furthermore, new blood vessels were formed in the damaged myocardial tissue, prevented the further killing of existing myocardial cells, and relieved fibromyalgia to restore the damaged myocardial wall. The new stem cell carrier developed through research is expected to play a critical role in the stem cell therapy market as it uses biocompatible biomaterials that are harmless to the human body. The results of this study were published online in the Journal of Controlled Release, the world's leading authority in the field of drug delivery.
EBS Response to the Unprecedented National Disaster... Urgent Schedule for Special SchoolCourses Live Streaming for 1st to 12th grade.
⁃ EBS has urgently organized for 1st to 12th grade from March 23rd(Mon) ~ April 3rd (Fri) ⁃ With company-wide capabilities fully mobilized, 150 crews providesimultaneous live broadcasting of 472 classes across 10 studios ⁃ EBS provides the same online live broadcasting with thetimetables from the schools and you can download the EBS texts for free ⁃ In response to COVID 19, we are providing the largest ever onlineeducation model in our history With the opening days of the school term ofelementary, middle and high schools postponed for another two weeks until April6th, EBS (President Kim Myung-joong) mobilized 12 E-learning studios at theirfull capacity and organized the 'EBS 2-Week Live Schooling Courses’ for all 12grades of elementary, junior, and high school. From March 23rd to April 3rd, ‘EBS 2-Week LiveSchooling Courses’ will be provided for two weeks following the timetables ofschools on the EBS elementary, middle and high school sites in order to keep upschool progress for the new semester. The existing Special High School Live Lecture targetedhigh school students, drawing attention from the public, and so EBS hasexpanded this new Special Live Lecture to all grades of students in elementary,middle and high school, as well as organized an unprecedented combination ofsimultaneous live streaming on the Internet using ten studios. In terms of production scale, 150 crew members willspecially produce 472 classes in ten studios and broadcast them in real time.To this end, EBS also introduced other devices for internet live streaming. EBSplans to mobilize company-wide capabilities such as disinfection and diseasesurveillance during the broadcast period by organizing a special team dedicatedto COVID-19 in order to prevent daily live broadcasting from needing to pause. ‘EBS 2-Week Live Schooling Courses’ is anunprecedented and organized system not only in Korea but also amongst foreignbroadcasters. In order to overcome the temporary paralysis of school functionsaround the world, EBS decided to fulfill its role as a designated “NationalDisaster Education Broadcasting Company” in close cooperation with the Ministryof Education and the Korea Communications Commission. On the other hand, EBS textbooks that are used aslecture materials for two weeks can be downloaded free of charge from each EBSelementary, middle, and high school site. In the case of first and secondgraders, taking their development into account, EBS will broadcast “Adapting toSchool Life” and “Basic Course Contents” through the EBS Plus 2 Channel insteadof live streaming it on the internet. The 3rd to 6th graders can take classes from the EBSelementary site (primary.ebs.co.kr) from 9 am to 12 am, 7th-9th graders from 9am to 1 pm on the EBS middle school site (mid.ebs.co.kr), 10th graders from 9am to 1 pm, and 11th-12th graders from 9 am to 4 pm on the high school site(ebsi.co.kr) in the same way as school classes. In addition, all live speciallectures and related learning materials will be available through a ‘Replay’service at EBS elementary, middle, and high school sites. (*For the detailedschedule of each grader, see the attachment below) ‘EBS 2-Week Live Schooling Courses’ are expected tosignificantly resolve the learning gap caused by the additional postponement ofthe new semester through interactions with EBS's lecturers in real time throughcomments. ‘Special Lecture for 5 Days Live,' which was urgently formed on March9 due to the unprecedented postponement of the new semester, attracted morethan 250,000 comments (as of March 17). On this online platform where teachersinteracted with students, we found the possibility to succeed in new forms oflearning. EBS President Kim Myung-joong states, “As our advancedsystem to combat the epidemic is praised by people around the world, EBS'sonline live broadcasting can become a new education model in response todisaster in a global emergency where schools are closed.” * EBS : Korea Educational Broadcasting System As the one and only educational broadcasting channel in Korea, EBS provides top-notch programs for children and high quality documentaries for all age group. It not only complements public education, reducing the unnecessary private education cost, but it also functions as a driving force for enhancing equality in education. In the era of the 4th Industrial Revolution, moreover, it is now offering the interactive E-learning system that anyone can access at any time with any device, along with the customer-oriented services. * homepage : http://global.ebs.co.kr/global/main http://www.ebs.co.kr/main
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POSTECH Developed Rapid Virus Diagnostic Technology Using Aptamer
COVID-19 is threatening the world, and the World Health Organization (WHO) declared a pandemic 11 years after the H1N1 Flu. When such a highly contagious and lethal new epidemic occurs, preventive measures are needed, such as quickly locating the infected person and separating the infected person from others. The most important thing here is to diagnose the virus quickly. POSTECH(Pohang University of Science and Technology) researchers have developed a diagnostic method that can determine whether a person is infected in 15 minutes using an aptamer (nucleic acid substance), which is a type of molecular capture. This method, which can be used for all new viruses, is expected to be used not only for examination but also for treatment. ▲ A diagram of viro-SELEX method (Image by POSTECH) The POSTECH research team including Prof. Sung Key Jang, Dr. Jun Young Kwon, and Dr. Narayan developed a new aptamer discovery method ("viro-SELEX") with Aptamer Sciences Inc. By using the new method, viro-SELEX, the research team developed a rapid diagnostic method to determine whether an influenza virus had infected within 15 minutes with high sensitivity and specificity. This research achievement was published one after another in the related journals, "Journal of Biomedical Nanotechnology" and "Analyst." The virus diagnostic methods include molecular, antigen/antibody, and cell culture diagnosis. The currently used method for COVID-19 is a molecular diagnosis, which is sensitive, but requires samples to be sent to a specialized analytical facility for analysis, takes more than 6 hours to analyze, and is expensive. Cell culture diagnostic method takes too long (2-4 weeks) and is not suitable for large-scale testing. In addition, the diagnosis method of the COVID-19 virus using antigen/antibody has not been developed yet. Unfortunately, in the case of COVID-19, a real-time diagnostic method for directly testing a sample is not developed. Aptamers are nucleic acid materials composed of DNA or RNA. They are a kind of molecular captures that bind with high specificity and affinity to various targets ranging from simple low-molecular compounds to high-molecular substances such as proteins. DNA aptamers are highly stable and easy to transport and store. And, if only the base sequence is known, it can be synthesized in large quantities at a low production cost and is considered as a material to replace antibodies. ▲ A diagram of rapid diagnostic kit and a picture of showing the existence of virus through changes in color (Image by POSTECH) Aptamers are discovered through a process called SELEX (Systematic Evolution of Ligands by EXponential Enrichment). In the case of viruses, it was difficult to find aptamers using the existing SELEX method because the envelope protein used as a target is a membrane protein. Therefore, instead of separating and purifying membrane proteins separately, the research team recombined baculovirus to target the spike protein of the virus. The team then separated and purified the recombined virus to invent viro-SELEX method, which is used for SELEX. Based on this method, the team discovered a new aptamer that acts on the spike protein (hemagglutinin, HA) of the influenza virus. In addition, by using a pair of aptamers that bind to different parts of the spike protein (hemagglutinin, HA), it has succeeded in developing a diagnostic kit that can diagnose whether a virus infected with only changes of the color, like a pregnancy diagnostic kit. With this device, 15 minutes is enough to check for infection. "Using the newly developed viro-SELEX method, aptamers with high specificity and binding ability to the spike protein of COVID-19 virus can be identified. With these aptamers, a quick diagnostic kit can be made immediately. When these aptamers bind to the spike protein of coronavirus, they can prevent the virus from infecting healthy cells. As such, it is expected to use aptamers as a therapeutic agent," said Prof. Sung Key Jang, Department of Life Sciences, POSTECH.
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Big Hit Chronicle (2) Big Hit Entertainment's Vision Has Come to Surface Through BTS
- A great opportunity for Korean Wave to run long like a sports business - European IOC and American MLB, can the two coexist in the Korean Wave? - Bang Si-hyuk's "It's Fate" There is one slogan advocated by Big Hit Entertainment (hereinafter Big Hit); "Music & Artist for Healing." The mission is to externally "give people comfort and emotion through music and artists," so the related business and innovation initiatives are all focused on the mission. Today, it's no wonder that music isn't just about listening. So there is also an aspiration to contain everything that is involved. Accordingly, selection and concentration are focused on the core competencies, which are two characters: an artist who presents content and a fan who actively interacts and grows. Here, Big Hit focuses most on training and refreshing artists who need to show content that fits the eyes of fans consistently. Besides, Big Hit takes on the role of seizing various business opportunities through interaction with fans and making them permanent. Since the goal is clear, the business is divided into two types: the labeling division responsible for music production and artist management, and the various business divisions. The two have very different forms of orientation, but fortunately, there are historically suitable examples of the two. Probably the field with the oldest tradition like music. Sports. ■ Like IOC, aiming for a structure that shares the same value ▲ Business Structure of Big Hit Entertainment Big Hit is the parent of Big Hit. A name that represents the entire label, Big Hit, is also a company that was founded in 2005 by Bang Si-hyuk. The company's successful case is BTS, and the group currently working on is TXT (Tomorrow X Together). As it is a label that holds BTS, which has been the most successful in the entertainment industry in Korean history, it seems to be responsible for both corporate disclosure and investment promotion. For this reason, maintaining the performance of the current level and achieving the military requirements of BTS members are considered as the most significant challenges. Source Music is an entertainment established by the current CEO So Sung-jin in 2009, and the girl group 'GFriend' is its representative artist. The company was acquired by Big Hit on July 29, 2019, and settled as an affiliate label. It has a history of collaborating its girl group 'GLAM' with Big Hit in the past, and it is believed that the acquisition was based on the relationship at the time. 'GFriend,' which has established its unique position among the Korean girl groups, is the most successful case, but there is also a limitation that there are no other successful cases. That's why Big Hit is also trying to attract female artists to Source Music. Depending on the business situation, there are many concerns about the independent development of the female artist market by other labels. This is probably due to the precedent, 'GLAM,' making the public think like that. Belift, introduced in the portfolio, stands for 'Belift Lab', which was founded in collaboration with CJ E&M (hereafter CJ) on March 11, 2019. It is known as a blueprint that Big Hit plays the role of a planner externally, and CJ takes over the growth support system based on the broadcasting network. Given the network that CJ has established in Southeast Asia, debuts and activities of members who are not Korean citizens are most expected. As for foreign members, since cases of success and failure are apparent, there are questions about countermeasures and positive cases. Eventually, the timing at which business performance appears superficially seems to define their existence. ▲ IOC shows the most typical management that encompasses independent characters. The main tasks of Big Hit are to create synergies between the labels and to prevent collisions and clear traffic in the process of pursuing each other's performance. The most similar example of this is the International Olympic Committee (IOC). It is an entity that conducts business internationally, encompassing countries and stocks that generally exist independently of each other. Even though it is a commercial activity organized by the private sector, it is also a position where it is treated as a state equivalent. And this means a lot. Considering the identity of the members, the affiliated labels, including Big Hit, have a lot of side effects to operate in a general parent-subsidiary relationship. Although it might be understood as a hierarchical order in a private company, it is highly probable that defining numbers such as sound source downloads and operating profits as performance will result in a decrease in morale and a lack of motivation for members. The entertainment shouldn't be dealing with artists in the usual way, "you just need to be strong." For this reason, it is safe to classify into differences that cannot be changed, such as gender and nationality, and to be fully equipped with a system that exists independently and respects each other. When it comes to running a business, it is no wonder that the revenue source, which is the most important, should be predictable and stable. Given the inter-label relationship and future scalability, how similar it is to a traditional structure like the IOC is critical from an outsider's point of view. Of course, the IOC itself is not a problem, as it is known through the news. However, since these shortcomings are standardized, Big Hit is required to overcome with innovation and performance as a chairman. ■ Like MLB, aiming for organic growth of business ▲ Businesses based on music have been formalized for a long time. Therefore, synergy inside and outside the label becomes the core competency of the business unit. Big Hit's business division is introduced as the role of four individual companies. Basically, it has the role of accelerating the business competency created by the label, so the business item is in a form that encompasses areas known to have sales. And this is an actual working group. 'Big Hit Three Sixty (360)' is an organization dedicated to performances such as concerts and fan meetings. The number '360', which is often used in concert brands such as U2 and game consoles, is also a business term for omnidirectional responses on a flat surface, so it is regarded as the place to take on the most additional tasks. Of course, they also take care of the production of content from activities other than music, so it seems to have the most work. 'Big Hit IP' is a player whose name is bandied around, especially in the BTS's character goods business, which is always out of stock. The main business is to plan and manufacture products on its own and to manage collaboration with external partners. It is also in charge of identity-oriented businesses that utilize offline spaces such as pop-up stores. 'beNX' is an entertainment platform company established in 2018. Its main business is 'Weverse,' a fan community platform, and 'Weverse Shop,' a commerce platform. In the situation where the know-how of interacting with fans, which is considered the key to the success of BTS, is evaluated as the real ability of Big Hit, it takes on the role of commercializing that part in the same industry. In terms of domestic standards, there is a double-sidedness that seems to be like a portal cafe, but at the same time, it seems to be aiming for media commerce abroad. Thanks to the direction that has the most attention in terms of growth, it is often mentioned that if more success cases are made, beNX will come out independently in the future. 'Superb' is a music game company established in 2016 to develop music games and related business models. Perhaps the most representative game related to Big Hit is Netmarble's 'BTS WORLD', which started service in June 2019. This is an example made with external corporate capabilities and should be viewed as the parent's license business. Because of this, even though it is a business of Big Hit, there have been no successful cases related to artists. In terms of business diversification, it is regarded as a rhythmic game with few investments, rather than a newcomer debut. ▲ The most American sports "baseball" can be seen as the ideal model for coordinating businesses. Do you want to understand the Big Hit business? Let's look at the category menu of the desktop version of the MLB official website. This is the most intuitive. The top left corner of the MLB homepage lists the core and derivative products in the order of popularity, centered on baseball sports operated in reality. But the more you go to the right side of the screen, the more it is 'fantasy'. Some of the sub-menus make us wonder if they have anything to do with business. This case can be defined in terms of fans and workers. In many ways, it overlaps with the introduction of the big hit business division. The MLB Secretariat is a place that typically demonstrates the stable operation of existing businesses and the selection and concentration in crises. Based on the organic linkage of all factors, it maximizes profitability and promotes long-term fandom growth. Even looking at its history, including the creation of two leagues, the establishment of a farm system from triple A to single A, and the success of the World Series, it suggests the way Big Hit should go. Currently, the core business of the label is music production and publishing, visual creative, performance directing, rookie development, artist management, etc. In terms of the actual entertainment business, there should be no mistakes. However, the reality is that it is extremely demanding in terms of risk management. As a result, it is well pointed out that the business is exposed to excessive tension and stress. In particular, there are many opinions that if you focus too much on the business side, you will be vulnerable to an unexpected situation. Therefore, in the process of overcoming this, it can be said that it is meaningful to review the history of MLB. ■ Like a sports business. Whether creating an international value chain is key. IOC might be the one which made the most accomplished achievements in the pursuit of the common good by collecting artists ("events") with strong personality and establishing labels ("country"). At the same time, MLB is also the most prominent existence to create organic links by bundling highly volatile businesses. Each can be classified as European or American, but that the convergence between the two is the way for the Korean Wave to advance has many aspects to empathize with. The path for both Big Hit and affiliates, centered on CEO Bang Si-hyuk, is a way that no one has ever taken, even looking back on the history of Korean entertainment. That is not even the case done by Japan or China. Even though the entertainment business earned money internationally due to internal limitations, it did not exceed the local threshold in terms of industry. Big Hit, which got the success of BTS, is also now at the level of whether to open the door or not. It is why the history of the sports business and its lessons are more important. The bright and dark history of IOC and MLB. Big Hit and CEO Bang Si-hyuk have clear reasons to pay attention to both.
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Big Hit Chronicle (1) The Cradle of BTS Legends, Big Hit Entertainment - Where It Came and Where It Will Go
- Before “Parasite,” the first South Korean film to receive Academy Award recognition, there was “BTS” that aced the billboard. - Big Hit Entertainment develops aggressive business by breaking the one-hit-wonder jinx. - IOC or MLB, which one would be Bang Si-hyuk’s choice? BTS (Bangtan Sonyeondan), a seven-member South Korean boy band, is rising as a myth from the legend of the Korean Wave and leading the spread of the Korean Wave worldwide with their huge fandom called ARMY(Adorable Representative M.C for Youth). In October of last year, Forbes analyzed that BTS produces $4.65 billion in GDP. With its capacity, it achieved more than 0.1% of Korea’s nominal GDP and continues to update the highest number in the history of the Korean entertainment industry. * Reference: BTS Can’t Save South Korea, Though Its $4.7 Billion GDP Boost Sounds Good ( https://bit.ly/2TTouy6 ) The success of BTS is not only theirs. They are also playing a role in making the activities of various Korean idols and artists freer. As they generate international demand throughout the K-POP genre, it has a positive impact on sales of performances and music. In terms of “soft power”, BTS is the one that has achieved the most outstanding achievement in Korean history. Bangtan (meaning Bulletproof in Korean), which means to stop bullets, is adding its meaning in the Korean Wave. ▲ Big Hit entertainment is facing ‘fate’ by an unprecedented success, BTS. ■ Behind the wave of great success - It is redefining the meaning of the corporate’s existence. BTS is an idol group established by Big Hit Entertainment (hereinafter Big Hit), founded in 2005 by the composer Bang Si-hyuk (currently CEO). CEO Bang Si-hyuk established his reputation as a composer at JYP Entertainment and later founded an entertainment as an internal producer. It is characterized by starting in a form that aims for a business identity that goes a different way from JYP, rather than an in-house start-up or sub-label. This can be seen through his commencement quotes at the graduation ceremony of Seoul National University held on February 26, 2019. “May your happiness be based on common sense. You should not think of happiness as fulfilling a destructive and negative desire that harms the public good and does not improve your life. To do this, you must maintain a constant interest in the world outside you, and have affection and tolerance for yourself and the surroundings. In that interest, you will discover the problems that arise in your life, the elements that hinder your happiness and try to solve them and embody the common sense you think. These efforts will ultimately contribute to a better world. In other words, following your happiness will increase the happiness of the world, and this is also a duty given to our school graduates.” ‘Anger’ exists as a word that encompasses the whole quote. The object of this anger is absurdity and hunger. It was no exaggeration to say that what he, considered one of the elite families in Korea, faced was reflected in the infamous Korean entertainment industry, where innocent people are treated unjustly and irrationally. The full text of the graduation ceremony is in line with the value created by BTS. That is, the quote clearly stated that based on success, he pursues another value outside of the entertainment business. ▲ Unlike the previous three major companies that started from the bottom of the industry and grew up (which is “bottom-up” growth), Big Hit completed the first and only structure that starts from up and spreads down (which is “up-bottom” growth) in Korea with the success of BTS. JYP Entertainment (hereinafter JYP) exists as a leading business that has pursued similar values with Big Hit and combined its philosophy and program with corporate management and human resource development. It is one of the players leading the normalization of the entertainment industry, along with SM and YG Entertainments, which are called as the top three planners. The executives of the three companies, as agreed, have eliminated bad habits one by one over a long time through businesses, of which JYP had a strong tendency to make a common sense of respect for personality based on the morality of each member. Big Hit has also taken a similar path to JYP, but there is room for further study. JYP is a player who has expanded in the form of “bottom-up” growth, so it is slow in many ways. In particular, it could not change the perspective and stubbornness of vested elderly who view the entertainment industry as a lower class. As people in Korea always say, the reality is that they would be polite if a company shows unprecedented results through export like Samsung Electronics and Hyundai Motors. When JYP was stuck in these realistic limitations in Korea, Big Hit introduced BTS and aced the billboard. A new breakthrough opened. ■ With great power comes great responsibility. “With great power comes great responsibility.” - Ben Parker, Spider Man Just like the story told by the uncle in Spider-Man of Marvel Comics, for Big Hit, there are several goals to be achieved based on global success and business achievement. When looking at the usual external actions of the founders and members, it seems better as if they have been waiting. But it is also true that it is not an easy mission. The American historical character that seems best suited to project Big Hit at this point might be Frederick Douglass. He became a free man in slavery by himself before the Civil War and lived a life defending the theory of abolition of slavery and natural rights. Selected as one of the most influential figures in American history by Smithsonian, Frederick Douglass contributed in the form of a letter to his former owner through “North Star,” published in Rochester, New York, the USA on September 8, 1848, the tenth anniversary of the escape of slavery. The overall direction of the letter is similar to what CEO Bang Si-hyuk did at the graduation ceremony at Seoul National University. Even their fateful paths are also similar. * Reference: Everything You Need To Know About American History – Kenneth C. Davis ▲ There are times when individual ‘goodness’ is called for a particular destiny that goes beyond following one’s conscience. Big Hit went on the road with its feet. Previously, JYP’s attempt to enter the United States had to face unfair cynicism and ridicule in Korea because of its unsuccessful business success despite its clear purpose and vision. For those who remember that precedent, BTS is a kind of refresher that can overcome painful memories. Beyond the perception of being proud to be a Korean person, it allows business operators to secure a type of mechanism to press by tapping the toadyism and self-torture ritual that is latent in the Korean people’s consciousness. Currently, Big Hit is completing an critical strategic step in overcoming the envy and jealousy of its peers and injecting their philosophy into the industry as a whole. In restructuring the business model, there is a strong tendency to deliberately create mutually cooperative cooperation with related industries in all directions. In particular, the definition of a new female-led artist group and its accompanying business model is expected to have another impact on the industry in the future. ■ IOC or MLB, will he take the fate of the first commissioner? From the Late Period of Joseon to the present, the Korean entertainment industry has gone through numerous accidents and talents and consequently secured the current system and status. In the process, there were indeed many dark stories, even when comparing to other fields. In other words, the shadow reflected in the colorful spotlight was more profound and more mysterious. Because of this, the workers have been fighting more intensely than anyone else. Even if some betray and some turn black, there has been a transformation called "If there is a high will, there is a follower." In this way, Big Hit, at this point, is a symbol of a particular inflection point in the wheel of history. As the three first-generation major entertainments have been doing so-called “tanking” for a long time, talented people have finally achieved the best success in the United States. The branch that has been reached in this way is expected to be the opportunity for Big Hit to move closer to the path the sports industry has taken in overseas history. Using the label as the main factor, whether it will play the same role as the IOC or MLB, as well as related industries. This will be a baseline to gauge the future direction of the Korean entertainment industry along with the management performance of a company. The business of the second-generation entertainment represented by Big Hit, germinated from the soil created by the activities of the first-generation entertainments, is now at the point of committing to the next generation.
Review
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Chang-Hyeon Kim, Managing Director at JENAX, "Leads the Next Generation of Battery Production Without the Risk of Fire"
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Western Digital Launches 6 New SanDisk Storage Solutions in Korea
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Microsoft held Media Briefing to introduce its IoT Strategy and Prime Cases
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Xilinx-SK Telecom Held Press Conference to Present FPGA-Based AI Accelerator Implementation Cases
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Sol Kerzner 1935-2020: Visionary South African Hotelier Left an Indelible Mark on the Global Hospitality Industry
LONDON, March 23, 2020 /PRNewswire/ -- Solomon (Sol) Kerzner, one of the world's most innovative hoteliers, founder of the Southern Sun hotel group, Sun International and Kerzner International, has died of cancer at the Kerzner family home, Leeukoppie Estate, in Cape Town, South Africa. Always a maverick, Kerzner was a titan of the hotel and resort industry who redefined the scale and scope of integrated destination resorts worldwide. He was 84. Nelson Mandela and Sol Kerzner (OneOnly Cape Town Launch) Sol Kerzner The son of Russian immigrants, Kerzner was born in Johannesburg, South Africa, in 1935. The youngest of four and the only son, Sol was a working class boy from a rough neighbourhood but he would grow up to become one of the most influential entrepreneurs in South Africa. Having founded the country's two largest hotel groups - Southern Sun and Sun International - Kerzner would go on to achieve international prominence with groundbreaking resorts that helped transform the tourism industries not only of his home country but of Mauritius, The Maldives, The Bahamas, Dubai and other important international destinations. The complexity and sheer determination of the man is only hinted at by the fact that at the age of 12 Sol played with the Johannesburg Symphony Orchestra while, in the same year, he took up boxing - initially for reasons of self-defense in the tough Bez Valley suburb where he grew up and, later, as a serious sport. Almost needless to say, by the time he graduated from the University of the Witwatersrand with a degree in accountancy, Kerzner was varsity welterweight champion. For someone who lived much of his life in the public eye, Kerzner was a surprisingly private person and although many of his former colleagues and partners will attest to this remarkable man's fighting spirit and grit, few knew that Sol also had a softer side. Kerzner's career in hospitality began in 1962 when he decided to leave the accounting profession and purchased The Astra, a small inn in Durban, South Africa. Kerzner quickly transformed this rundown establishment into one of the most popular hotels in the area, a success that whetted Sol's insatiable appetite for innovation and demonstrated a trademark ingenuity that would define his 60-year career. Aged just 26, Kerzner became convinced that there was in South Africa an opportunity for a hospitality offering far ahead of anything that was available then in the country. At a time when no one thought it could be done, Kerzner's breakthrough project was The Beverly Hills, Umhlanga Rocks, the first five-star hotel in all of South Africa. Built on a deserted stretch of coastline North of Durban, once again Kerzner defied the odds and the hotel became a great success and earned Sol a reputation as South Africa's pre-eminent hotelier. Kerzner went on to build the 450-room Elangeni Hotel on the Durban beachfront and then partnered with South African Breweries to establish Southern Sun Hotels, which by 1983 operated 30 luxury hotels encompassing more than 7,000 keys. Kerzner's most monumental and controversial achievement was the creation of Sun City. Here, in an area north of Johannesburg where there were no roads and no infrastructure, Sol imagined and delivered the most ambitious resort project in all of Africa. Commencing work in 1975, over the next ten years, Kerzner built four hotels, a man-made lake, two Gary Player golf courses, and an entertainment center with an indoor 6,000-seat arena, which played host to a world-class roster of artists including Queen, Frank Sinatra, Liza Minelli, Shirley Bassey, as well as huge world title fights, and many other spectacular events. Once again, Kerzner defied the naysayers to train a best of breed workforce and to operate Sun City on a totally non-racial basis. Even the most cynical of visiting overseas journalists had to concede defeat in trying to find racism behind the operation of the vast resort. From his earliest hotels, Sol Kerzner was guided by a single driving imperative: to 'Blow away the customer'. When scouting for locations around Durban, or later in Mauritius or The Bahamas, if Sol was not 'blown away' by the location, he would move on and find another stretch of beach to build the hotel and resort. 'Second-best' or 'Good Enough' was never an option for Kerzner, or for the thousands of people who worked for him from Bophuthatswana to Dubai and this rare blend of creativity and acute business acumen earned Sol a reputation and celebrity status throughout South Africa. In 1994, following the first democratic elections in South Africa, Kerzner was asked by the newly-elected President Nelson Mandela to arrange the VIP function for the Presidential inauguration, which was attended by most of the world's leaders and Heads of State. It was a special occasion and one that cemented Kerzner's close relationship with the iconic world statesman who said of Sol: "He makes a difference everywhere he goes. Sol, thank you for changing our World!" Theirs was a genuine friendship that would endure until Mandela's own passing in 2013. In 1994, Kerzner made his first major acquisition outside Africa — The Paradise Island Resort in The Bahamas. Here, he launched a major re-development and expansion project and transformed this bankrupt property into the extravagant Atlantis Resort, a revolutionary 2,300-room resort that included one of the world's largest man-made marine habitats and the Caribbean's biggest casino. Atlantis, with its coherent theme, story and mythical legend held massive appeal to visitors of all ages. Later expansions at Atlantis of The Cove and The Reef hotels added a further 1,100 rooms. By this time, Sol was working closely with his son, Butch, whom he had persuaded to move from a promising career in corporate finance to join him at the company, which had then been rebranded as Kerzner International. Sol and Butch's ascent as internationally acclaimed hoteliers continued and in 1996 the father and son duo built their first casino resort property in the United States — The Mohegan Sun — a property that is still today one of the largest gaming and entertainment complexes in North America. Reflecting on Kerzner's international accomplishment, Ian Douglas, a friend and employee at Kerzner's various companies for 20 years commented: "Sol was someone who possessed a rare combination of creative genius, uncanny financial acuity and an astonishing energy, which he poured into every business he touched. Nothing he built was ever boring and he never chased the money. He only chased success. He was always trailblazing, always in pursuit of bigger, better, new, different, more exacting and exciting projects around the globe." Sol and Butch went on to launch One&Only Resorts, which established award-winning luxury properties in The Bahamas, Mexico, Mauritius, The Maldives, South Africa and Dubai. True to Kerzner's nature as an innovator and perfectionist, each One&Only property was not only unique in its design and ambiance, the brand set a new standard in the casual luxury resort space by offering the finest guest experience across every possible touchpoint. In 2006, Butch Kerzner, who had recently assumed the role of CEO of Kerzner International, was tragically killed in a helicopter accident while scouting for sites in the Dominican Republic. Sol, who was by then Executive Chairman of Kerzner International, decided to return to the role of CEO, to continue the work of the company and to complete what he and Butch had been working on. Jeff Rubenstein, a lifelong friend, remembers those difficult days well: "Sol believed that no matter where you come from, if you put in the hours, you would succeed. He never used his circumstances or the tragedies he experienced in his life as an excuse for failure. If tragedy was a burden to Sol, hard work was the antidote and he himself always said, 'you just gotta box on.'" Kerzner proceeded to extend the Atlantis brand globally with the development of Atlantis, The Palm in Dubai. This $1.5 billion, 1,500-room destination resort featured the largest aquarium and waterpark in the Middle East, luxury retail outlets, and restaurants featuring internationally renowned celebrity chefs. Opening in late 2008 with the world's largest ever fireworks display, the astonishing opening party achieved international media acclaim and attracted celebrities and visitors from all over the planet. In 2009, Kerzner returned to Africa to develop the 500-room Mazagan Beach Resort in Morocco and also opened the One&Only Cape Town, situated in the famous V&A Waterfront. Around the time of the launch of the One&Only Cape Town, Kerzner said, "I went back to the Beverly Hills recently and I was so pleased to see there were still six people there who'd been with me in 1964. It's still a very good hotel. I think that one has to accept that over time we will experience good times, and times that aren't so good. But if I look back and wonder what I would have changed and done different, there's not too much. I think I've been fortunate to have a very broad experience of life in many ways. So, for me it's been an interesting journey. I have had tough times and good times and through it all I have been determined to get it done. I can't imagine doing anything else, it's been a blast. Every day that I spent in business was a joy!" In December 2010, Kerzner's passion for hospitality was recognized in the Queen's Birthday Honors list, with the award of the insignia Knight Commander of the Most Distinguished Order of St. Michael and St. George (KCMG). Sol never used the title and was always surprised and amused when people addressed him as 'Sir Sol'. In 2012, the One&Only Group announced projects in China, Australia, and Montenegro, and the following year saw the unveiling of plans for the third Atlantis Resort on China's Hainan Island. Proposals to expand Atlantis, Dubai with 800 additional rooms and over 230 luxury residential apartments in the Royal Atlantis development were also announced, with Sol leading the planning and design of these new projects for Kerzner International. In 2014, Kerzner finally decided to exit Kerzner International and retired as Chairman of the company. Kerzner's impact on the international resort industry cannot be understated. From his modest start in life, Sol's career spanned six decades, establishing well over 80 hotel and casino properties, in more than a dozen countries. Kerzner's determination, perseverance, and monumental ingenuity have truly transformed the integrated destination resort space, and his impact on the industry can be seen and felt all over the world. In spite of his international celebrity status and the demands of maintaining a massive business reputation, Sol always remained an intensely family-oriented person. Andrea, his daughter reflects: "Dad taught us family values — no matter how busy he was, he always made time for us, his family. He would take a call from any one of us in the middle of an important meeting or fly half-way across the world to get to a grandchild's birthday party. For Dad, his family were everything, his joy." Sol is survived by his children Andrea, Beverley, Brandon and Chantal and ten grandchildren. His eldest son, Howard 'Butch' Kerzner died in 2006. Sol Kerzner will be buried at a small, private funeral with only immediate family in attendance. Photo: https://mma.prnewswire.com/media/1136339/Nelson_Mandela__Sol_Kerzner.jpg Photo: https://mma.prnewswire.com/media/1136340/Sol_Kerzner.jpg For more information and or further comment please contact: Nicole Felix, The Phoenix Partnership Email: nicole@phoenixpartnership.co.za Tel: +27-82-733-8696
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CGTN: Treatments show promise against COVID-19 in China
BEIJING--(BUSINESS WIRE)--#COVID19--A latest CGTN report shows that although there is no once-and-for-all treatment for COVID-19, Chinese medical professionals have discovered a couple of treatments by trial and error, which, so far, have proved to be effective on a majority of patients. See more: https://news.cgtn.com/news/2020-03-21/Graphics-Treatments-show-promise-against-COVID-19-in-China-P0PNNcIjny/index.html Latest figures show over 270,000 people have been infected with the novel coronavirus globally, with about 11,000 patients already dead from it, according to the Center for Systems Science and Engineering at Johns Hopkins University. But still, no specific medicine and vaccine to cure and prevent COVID-19 has been found yet. Scientists around the world are racing against the clock in hope of finding something to help patients. Medical professionals working on the front lines, in the meantime, are also trying everything to save lives. In China alone, 71,150 patients have recovered, accounting for 87 percent of the total confirmed cases, the latest number shows. How did these people recover from the deadly virus? What medical treatment did they receive? How can I get myself treated if I get infected? Patients were classified into several categories, from mild and moderate cases to severely and critically ill, and were treated according to their symptoms and condition. Along the way of treating patients, scientists and doctors found a number of candidate therapeutics working well on some patients, including anti-viral drugs and Traditional Chinese Medicine (TCM). Official figures show that 91.6 percent of the patients in Hubei Province, the epicenter of the outbreak in China, and 92.4 percent of the patients nationwide have been treated with TCM. What's more, experts emphasize that mental health plays an equally significant role in patients' recovery. Effectively managing their anxiety and stress, and easing their fears and worries should also be taken seriously. (Graphics by Fan Chenxiao, Yin Yating, Liu Shaozhen) About CGTN Headquartered in Beijing, CGTN operates on television and online as a multi-language and multi-platform media organization. It has an international team of professionals based in Nairobi, Washington D.C. and London. Contacts Jiang Simin, +86 18826553286 Jiang.simin@cgtn.comwww.cgtn.com
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Regional Foundations, Businesses and Community Organizations Pull Together and Give To Support St. Louisans Affected By COVID-19
ST. LOUIS--(BUSINESS WIRE)--St. Louis is once again living up to its reputation as one of America’s most generous cities with foundations, businesses, and individual donors giving to two funds at the St. Louis Community Foundation that aid St. Louisans affected by the COVID-19 pandemic, Community Foundation officials announced today. To donate and help those in need of assistance, there are two options: The Gateway Resilience Fund The Gateway Resilience Fund, which is being funded by individual donors and entities like the Downtown Community Improvement District, will provide short-term monetary relief to employees and owners of independent bars, restaurants, and shops in the St. Louis area affected by closures and other circumstances brought about by the COVID-19 outbreak. Additional information on how to apply for a grant will be available by Tuesday, March 24. Details will be posted on stlgives.org. COVID-19 Regional Response Fund The fund will direct aid to nonprofits already working with the elderly, those isolated and/or quarantined, and children who no longer receive free and reduced lunches. A coalition of more than 25 St. Louis area funders established the fund. To date, both funds, which are housed at the St. Louis Community Foundation, have raised $1.4 million. Grants from each will guided by advisory committees unique to the mission of each fund. Organizations signing on recently to support the charitable efforts, include Wells Fargo Advisors, the Lutheran Foundation of St. Louis, the Saigh Foundation, Missouri Foundation for Health, the Urban League of Metropolitan St. Louis, and Westport One. St. Louis is modeling its emergency response efforts after other similar efforts undertaken across the country, including Boston, Seattle, and Austin. “Community Foundations have the ability to look at the bigger picture and put the area’s best and most experienced grant makers alongside prospective funders, such as foundations, corporations, businesses, and community organizations, while also taking donations from the public,” said Amelia Bond, president and CEO of the St. Louis Community Foundation. “It’s a model that gives donors a sense of input and is scalable.” How to Give to the Gateway Resilience Fund and the Regional Response Fund In addition to continuing its outreach to corporate, government, and nonprofit organizations, the Community Foundation is also encouraging its donors and the general public to make contributions to one or both of the funds. They may do so by visiting https://stlgives.org/COVID19/ and using a credit card, or by contacting the St. Louis Community Foundation at info@stlgives.org. “It’s tremendous to see people tapping their networks and reaching out to the business and nonprofit communities to support these funds,” said Bond. “This coordination of resources will reduce duplication and maximize impact.” About the St. Louis Community Foundation A nonprofit foundation, founded in 1915, the St. Louis Community Foundation granted $101.3 million to nearly 3,000 nonprofits in St. Louis and around the world in 2019. The foundation also received more than $78 million in charitable gifts from its donors during the same period. The foundation is composed of more than 750 charitable funds with total assets in excess of $500 million. Each fund represents a unique charitable giving partnership between an individual, family, or business and designated nonprofit recipients. Over the last 10 years, the St. Louis Community Foundation and its donors made nearly $500 million in grants to charitable organizations, with approximately 85 percent of those dollars remaining in the St. Louis region to support local nonprofits. For more information about the St. Louis Community Foundation and its initiatives, please visit stlgives.org. Contacts Margaret Welch at 314-703-1215 margaret@mgwcommunications.com
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USAFacts Coronavirus Data Hub and Map Tracking the Daily Spread of the Virus in Every U.S. County Is Now Live
Provides Easy Access to Trusted Data for Journalists, Civic Leaders and Members of the Public BELLEVUE, Wash.--(BUSINESS WIRE)--#COVID19--USAFacts, a not-for-profit, nonpartisan civic initiative providing the most comprehensive and understandable single source of government data, today announced its USAFacts Coronavirus Hub and Map. This frequently updated resource tracks the daily spread of COVID-19 in every county across the United States, with a growing trove of information detailing the local effects of the virus. Since producing the data, the USAFacts team has been responding to requests for the data and related information from key government agencies, national nonprofits, media, global businesses, and the broader public. County-level data is obtained directly from state and county health departments. Please visit the USAFacts Coronavirus Hub for: A county-by-county map detailing the spread of the disease completely unique to USAFacts, updated daily. Free access to the underlying data that can be downloaded. Related data, including: the percentage of Americans with risk factors such as diabetes, asthma, and hypertension, the number of children receiving lunch through their school, the number of food-insecure households, and more. Articles on the key numbers to watch, economic impact of coronavirus, and the potential impact of potential stimulus policies such as a payroll tax cut. USAFacts will continue to add features and content as data becomes available. Journalists, civic leaders and the public are welcome to cite and source the facts and may reach out to info@usafacts.org with additional data and/or feature requests. About USAFacts USAFacts is a not-for-profit, nonpartisan civic initiative providing the most comprehensive and understandable single source of government data. USAFacts provides an online resource of well-visualized data and trends in US spending, revenue, demographics and policy outcomes – aimed at helping to ground our public debate in facts. It produces topical content throughout the year and has produced annual reports and 10-Ks on the nation. Follow us on Twitter, Facebook, and Instagram at @USAFacts, and sign up for the data-driven newsletter at www.usafacts.org. Contacts Lana McGilvray, lana@purposenorthamerica.com, (512) 970-8310Lisa Conquergood, lisac@usafacts.org, (425) 332-4196
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De Nora Delivers Mobile Bleach Generator To Fort Bend County, TX, To Protect Citizens and First Responders
SUGAR LAND, Texas--(BUSINESS WIRE)--As communities across the world search for ways to quickly protect the health and safety of their residents, De Nora, has delivered a mobile on-site sodium hypochlorite (bleach) generator to Fort Bend County, Texas. The mobile on-site disinfection system, similar to those used for water treatment in the onshore fracking process, will produce 1,500 pounds per day of sodium hypochlorite at a low concentration of 0.8%, equivalent to 25,000 gallons a day. “Like many communities, we are experiencing bleach availability issues as people rush to protect themselves,” said Fort Bend Sheriff Troy Nehls. “We know that effective cleaning of surfaces, good hygiene and social distancing are the best ways to protect the health and safety of our community. When we couldn’t get the bleach we needed, we turned to other options. With the ClorTec mobile treatment unit from De Nora Neptune, we’ll be able to quickly provide reliable protection for our first responders and families at home.” De Nora is providing the ClorTec® mobile treatment unit to the community, which will be used to produce bleach for cleaning 300 squad cars, 13 offices, and 300 jail cells with over 900 inmates. The county will supply to the general public freshly-made 32-ounce spray bottles of sodium hypochlorite for use in homes. De Nora, an Italian multinational headquartered in Milan, is a global leader of electrochlorination, water disinfection and water filtration technologies with offices around the world, including in Sugar Land, Fort Bend County, the hub for the De Nora global electrochlorination business. “Nearly 100 years ago, Oronzio De Nora, the company’s founder, discovered the positive effects of producing chlorine on-site through the electrolysis of a simple saline solution,” commented Paolo Dellachà, CEO of De Nora. “Today, De Nora is proud to continue Oronzio’s legacy by supporting our communities during this time of uncertainty. We are supporting our local communities by providing on-site bleach generators in Italy, China, Singapore and Japan. We’re honored to be able to quickly support our neighbors in Fort Bend.” Mirka Wilderer, CEO for De Nora Water Technologies confirmed “I am proud of how our team pulled out all the stops to respond to a challenging situation so quickly. We are now ready to expand this partnership to other communities with the development of small point-of-use systems and a fleet of mobile units that can be readily mobilized to decentralize the production of bleach and ensure both small and large communities can be self-sufficient”. The ClorTec unit is stationed at the Gus Academy at the Fort Bend County Sheriff’s Office, 1840 Richmond Parkway, Richmond, TX. Residents can drive by to pick up their free jug and spray bottle of diluted sodium hypoclorite starting Friday, March 20. Contacts Fran House, De Nora fran.house@denora.com+44 (0)7846 610 079
