Business Strategy & Restructuring - Paramount aims to restructure its business for greater efficiency and invest in growth areas like studios, streaming, and sports [3] - The company is focused on long-term value creation rather than short-term stock price management [4] - Paramount needs to become a scaled streaming service to replace its cable business, requiring investment in content and technology [6] Financial Performance & Synergies - Paramount has announced $2 billion in synergies and expects to significantly exceed that number [2] - Cutting costs alone is not a viable growth strategy [3] Streaming Service (Paramount Plus) - Paramount Plus has approximately 77 million subscribers and is considered subscale [7] - The company aims to improve the user experience and tech stack of Paramount Plus to increase engagement [9][10] - Increasing engagement on Paramount Plus requires more content and a better platform [10] Content & Partnerships - Paramount's content engines, including those from Skyens, have contributed significantly to top original content rankings [9] - The company highlights the quality of its content, particularly mentioning Taylor Sheridan's work and sports partnerships with the NFL [8] Linear TV - Broadcast, particularly CBS, is not declining as rapidly as cable [5] - Cable is being replaced by direct-to-consumer services [6]

Product Update - Bitget introduces Bitget Pulse, a new typeface designed to improve readability and balance for users [1] - The new font aims to create a cleaner and more balanced user experience by taking up less space [1]

RT Marc, the Degen CEO of Polygon Labs (💜,⚔️, ※) (@0xMarcB)it is great to see Vitalik focusing on the user experience of L2s. it is clearly a better user experience to be able to to withdraw assets from a chain in under an hour rather than days. the key to making this happen is using zk proofs. this is one of the architectural decisions made on @katana that makes it better for defi than any other L2 since there is no need to wait days to withdraw assets.this is all made possible because of the plonky3 proof ...

One key to Figma’s success is the way that it places user experience at the very center of business and commerce.Figma’s chief technology officer says the collaborative design platform helps companies create digital experiences with customers in mind. https://t.co/mQbRQaVdqg ...

As Ethereum enters its second decade, there’s still a lot of work to be done.We're focused on:🦊 Improving the user experience🦊 Connecting everything, everywhere🦊 Making wallets much more powerful and safeThe next decade for Ethereum, and for MetaMask, starts now. 🧡 ...

Really sharp how they're doing thisUsers deposit SOLPhantom takes it and converts to USDC on Hyperliquid in backendSliding bar UI to make tradesGreat user experience, abstracts away all the pain points of bridging to and using Hype and all on mobile https://t.co/C74Pnic3Od ...

京东在服饰长期投入，试图摆脱无尽追逐低价的循环。 直播电商里主播竭力吆喝着几块钱一件的 T 恤，既是中国作为世界工厂的电商物流基础设施的效率奇迹， 也是中国服装行业的悲歌。 服装行业正陷入这样的循环：电商平台对低价的极致追求让所有品牌都不得不比拼价格；商家忙忙碌碌被 卷入各种大促，利润却不见猛增；设计师新品牌减少，价格战不断挤压着这个行业需要的创意、灵感；服 装产能过剩，企业低价清仓，不少商家已面临生存挑战。 京东试图跳出这样的恶性循环。擅长卖手机电脑的京东不仅要卖衣服，还想 "多快好省" 地卖衣服 —— 既 有超过 20 万个的服饰商家，又有极具性价比的产业带服饰；既让消费者买到满意的衣服，又让服饰商家 在今天依然能在做生意的同时坚持品牌调性。 刘强东在 21 年前创立京东，坚持 "成本、效率、体验" 的方法论，这也成为了京东思考如何卖衣服的战略 脉络。 我们了解到，京东内部判断，"成本" 和 "效率" 都不是服装这个品类的关键要素，10 块钱和 10000 块钱的 衣服有不同的调性和各自的受众，人们也愿意为了好看的衣服牺牲效率，忍受数天的预售期。因此 "体验" 成为了京东在服饰上全力投入的制胜点。 消费者 ...