A year ago Etrans Solution demonstrated its innovative product designed for the successful solutions of the full range of transport logistics problems, but it seems like not many agree with this outcome so far.
The Etrans GPS System has been developing for over three years and became the leader after its release. The system is based on the possibility of stream video of what is happening both inside and outside the vehicle. In addition to this, the system has a lot of other features that are aimed to provide the assistance and security to all participants of transport logistics.
– High-resolution video*
– Protection of the data
– Data transfer to the Cloud server
– Storage date for 3 months or longer
– GPS tracking
– Generating reports
– Control of work of employees
Nevertheless, the fundamental function of online monitoring of activities of drivers and passengers brings up a lot of questions from the transport companies. Despite the properly constructed restrictions of access to the video, some of the companies refuse to install this system in their vehicles and we decided to understand why is it so.
At the side of the companies, there is a fear that the control of the behavior during the trip may affect the already existing customers, but for our editorial office it is just another reason to dig deep into the problem.
The inappropriate behavior of both drivers and passengers remains the most common cause of the conflict. Over the past 4 years, more than 100 drivers of one of the most popular taxi companies have been sued for sexual harassment. And only in the last quarter of 2017, there were more than 1000 lawsuits across the USA for the drivers’ work issues. Therefore, there are only two possible options of why the transport companies are against the implementation of the system:
1. Companies are indifferent to the level of comfort of passenger transportation, and they do not want to solve problems with the behavior of drivers.
2. Companies do not understand how the system works and how it can help their business.
Apart from the streaming video in the real-time mode, the system transfers video records with all the data to the cloud immediately, which provides the maximum protection of the written data. While in case of accidents most of the systems lose the records because of technical damage or “manual” interference, the Etrans GPS saves video and all the data without any possibility of changing or destruction.
Those companies that have already implemented this system, estimated all the advantages of working with it. The control and evaluation of the drivers have never been so real and simple before. And many questionable situations were solved 80% faster and easier. The combination of many useful features became a large benefit for the companies. The chiefs of those companies point out that they used to work with several fleet management systems at the same time, but the Etrans GPS successfully replaced all of them and added some important features that allow them to distribute and monitor the work time clearly and accurately. They have reviewed the policy of the company, as they were impressed by the work of Etrans GPS. The change has positively affected the satisfaction of their clients’ requirements, and they felt how favorably it impacts on their business.
The companies get a lot of benefits after implementing a system that simplify the fleet management in general. Especially, such branches of transportation sphere as school buses and medical transport are in need of such innovations for a while.
TESLA’S PRICE CUT AND MORE CAR NEWS FROM THIS WEEK
HAPPY NEW YEAR, and welcome back. 2019 is young, and we’ve already got a transportation bombshell on our hands: New York governor Andrew Cuomo announced he wants to cancel a planned subway line shutdown in the country’s largest public transit system. He says a panel of experts found a smarter way to fix tunnels damaged by 2012’s Hurricane Sandy—and according to engineers we spoke to, Cuomo might be right. But what happens now? Will the city stick with its plans, formed over the course of three years, to revamp bike and bus lanes and pedestrian spaces? Transportation advocates hope so.
Meanwhile, we’re still a little stuck on 2018, which was filled with exciting advances for Tesla, scooter-share, and even self-driving cars (sometimes). Read about the happenings, before it all fades away. It’s been a few weeks. Let’s get you caught up.
New TLC commissioner should have economic smarts: Advocates
Professional driver advocates say the city should be looking for a new Taxi & Limousine commissioner with a background in economics and a focus on policy.
“There’s a serious economic crisis in this industry, and [the next chairperson] needs to be interested in policy, not just politics, and care for the workers at the end of the day,” said Bhiaravi Desai, the executive director of the New York Taxi Workers Alliance, which represents 20,000 of the city’s professional drivers. “Given the level of crisis that drivers have been under, you need a chairperson who is going to be bold and really willing to put even their own kind of career interests second to the plight of the drivers.”
The head of the city’s Taxi & Limousine Commission, Meera Joshi, will step down from her post in March, the de Blasio administration announced over the weekend.
Joshi, whose policy positions clashed with those of the mayor’s, has headed the department since 2014 and oversaw a tumultuous period for the driving industry, as Uber and Lyft flooded the market and upended long-held practices of the ride-hailing industry.
“Thanks to a skilled and principled TLC staff, a Commission dedicated to doing the right thing and engaged industry members and advocates, through public debate and data, we increased accountability, safety, access, modernized taxi regulation, protected drivers and increased consumer protections. I am deeply grateful to the TLC community that made this possible,” said Commissioner Joshi in a statement.
Joshi oversaw the department as New York became the first major city to temporarily cap the number of e-hail vehicles on the road, and more recently spearheaded the nation’s first minimum wage for e-hail drivers. She also succeeded where other cities failed in acquiring more pickup and drop-off data from e-hail companies.
She also grappled, however, with a tragic series of driver suicides as e-hails multiplied on the streets of the city, decreasing the value of taxi medallions and rattling the economics of the industry.
Desai did praise Joshi for her “heart” as well as her “institutional knowledge” and “vision.”
De Blasio undercut Joshi several times this past year. In July, as Joshi’s agency issued a report that became the foundation for setting the minimum wage for e-hail drivers, de Blasio’s office failed to endorse the idea, with the mayor’s press secretary calling it “very premature.”
De Blasio stepped on Joshi’s toes more recently as the state looked to administer a congestion surcharge on taxi and e-hail trips in a large swath of Manhattan. After Joshi said the policy would be “devastating” for taxi drivers, de Blasio endorsed the proposal as a way to decrease traffic volumes. A judge blocked that policy from taking effect last month after cabdrivers filed suit.
In a statement announcing the news, de Blasio hailed his commissioner, saying she will be leaving an “unparalleled legacy.”
“In this unprecedented period of growth, Meera has brought about equally unprecedented and vital change that will serve as a model for cities throughout the nation and the world,” de Blasio said. “Under her leadership, New Yorkers who use wheelchairs can get service, passengers are assured that every driver and vehicle is safe, our city has detailed records of the one million daily trips, and New York City is the only place where app drivers have pay protection.”
Sony’s Chief Plans to Make Entertainment Assets a Priority
What will happen to Sony Pictures?
That has been a question in Hollywood since Kenichiro Yoshida took over as Sony Corporation’s chief executive in April. Unlike his two predecessors, Mr. Yoshida, a number-cruncher based in Japan and known for jettisoning underperforming businesses, seemed to have little affinity for the company’s also-ran movie and television division, which is best known as the home of Spider-Man and “Seinfeld.”
Surely this would be the moment for Sony to get rid of the midsize studio — especially since Rupert Murdoch had just decided to sell his bigger 20th Century Fox to Disney, having concluded it did not have the scale needed to compete with moviedom insurgents like Netflix, Apple and Amazon.
Surprise. When Mr. Yoshida takes the stage on Monday at the CES trade show in Las Vegas, he plans to use the high-profile platform to showcase Sony movies, television shows and music. He plans to telegraph that not only will his Sony not exit any of these businesses, it will make them a priority as his predecessors have not. In particular, Mr. Yoshida wants to make better use of the company’s online PlayStation Network as a way to bring Sony movies, shows and music directly to consumers. PlayStation Network, introduced in 2006, now has more than 80 million monthly active users.
“I want to convey the message that Sony is a creative entertainment company,” Mr. Yoshida said by phone from Tokyo before leaving for Nevada. That description amounts to a significant shift. Sony has long been seen as a consumer electronics superpower first and a Hollywood entity second.
He added that Sony’s three separately run entertainment businesses — music, gaming and motion pictures — have been told from on high that it is time to collaborate more consistently. In the past, analysts say, PlayStation Network managers have been hesitant to team up with their movie and music counterparts, worrying that the service’s core gamers would balk if they felt that Sony was pushing, say, family films at them.
Mr. Yoshida seemed less concerned. He called PlayStation Network “a very strong entertainment platform for all of Sony — very suitable for video and music content.”
Mr. Yoshida said he was asking for collaboration at a time when all the pertinent divisions have new leaders. Tony Vinciquerra became chief executive of Sony Pictures in June 2017. John Kodera took over gaming slightly more than a year ago. In recent months, Rob Stringer and Jon Platt were named as Sony’s top executives in music recording and publishing. All report to Mr. Yoshida; he said he had no plans to consolidate the entertainment businesses under a single executive.
“Entertainment is in Sony’s DNA,” Mr. Yoshida said. “We’ve now been in the music business for 50 years, the motion picture business for 30 years and the game business for over 25 years.” For its last fiscal year, the three units made up 47 percent of Sony’s operating profit, which totaled $6.7 billion, the highest in the conglomerate’s 72-year history.
Positioning Sony as an entertainment company represents a “directional change” and fits with other public comments Mr. Yoshida has made since he took over nine months ago, said Masaru Sugiyama, a Goldman Sachs analyst. “It has felt as if entertainment is more integrated with the rest of Sony within Yoshida-san’s mind,” Mr. Sugiyama said.
Even so, Sony is in no way leaning away from its portfolio of technology and consumer products.
At CES, as the Las Vegas trade show is known, Sony is expected to showcase image sensors for cars, new audio products, ultra-ultra high-definition televisions and robotics. Thomas E. Rothman, Sony’s movie chief, will take the stage after Mr. Yoshida to talk up the company’s turnaround in film, bringing along Phil Lord and Christopher Miller, producers of the studio’s recent “Spider-Man: Into the Spider-Verse.” But Mr. Rothman’s remarks will be peppered with references to how Sony cameras have helped the studio — its tech breakthroughs bolstering its creative endeavors.
Sony’s entertainment empire has its share of challenges, of course.
After buying out partners, Sony has outright control of the world’s largest catalog of music publishing assets. But the recording unit had a soft 2018 in the hit department.
Apple has been poaching Sony television and film executives to work on its coming streaming service. And major Sony-made television shows like “Better Call Saul” and “The Blacklist” are aging. Efforts to find replacements have mostly fizzled, in part because the highest-paying TV networks are ordering more shows from in-house suppliers.
As a whole, however, Sony’s entertainment businesses are stronger than they have been in memory — in particular the film division, which suffered a devastating cyberattack in 2014. Mr. Rothman and Mr. Vinciquerra have turned movies into an unexpected engine by cutting costs and focusing more intently on all-audience “tent pole” fantasies like “Jumanji: Welcome to the Jungle,” which took in $962 million worldwide in 2017. To dropped jaws in Hollywood, “Venom” generated $856 million in ticket sales late last year.
Sony has a parade of big-budget sequels on the way — “Men in Black: International” arrives in June — and the studio is aggressively mining the rights it holds to Marvel characters in the Spider-Man comics family. To that end, movies based on Morbius, Black Cat and Silver Sable are in the works; the Sinister Six could be Sony’s answer to “The Avengers.” Sony is also considering making animated television shows based on characters introduced in “Spider-Man: Into the Spider-Verse,” which has collected $276 million at the box office.
Now that Fox has been sold, only Disney and Sony have rights to make Marvel-related film and television content.
And Marvel characters are popular with the PlayStation Network crowd. One reason that Mr. Yoshida is pushing for more collaboration: Marvel’s Spider-Man, a $60 game, set a record for Sony in September by selling 3.3 million copies in its first three days of release.
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