TECHNOLOGY COMPANIES exhibit a curious lexical property. Google and Zoom are verbs. So, in Chinese, is Taobao, the name of Alibaba’s vast e-mall. Uber and Didi, its Chinese ride-hailing rival, are synonyms for “cab”. Facebook means, simply, the internet in Vietnam, where people mostly access the web through its social networks. Amazon, Apple, Microsoft and Netflix are not literally bywords for, respectively, online shopping, smartphones, office software and video-streaming—but they might as well be.
To tech’s critics, these definitional regularities point to something insidious, encapsulating in a word the dominance that each firm wields over its digital fief—some of it possibly ill-gotten. In December American trustbusters sued Facebook for alleged anticompetitive behaviour, and Chinese ones launched an investigation into Alibaba. The central plank of one of three antitrust cases against Google is an agreement under which it pays Apple between $8bn and $12bn a year—about a fifth of Apple’s global profits—for its search engine to appear as the default on Apple devices. Google also allegedly offered Facebook a sweetheart deal not to support a rival ad system backed by news publishers.
Efforts to sever the linguistic links are multiplying. Epic Games, a video-game company that claims Apple is fleecing developers of apps in its App Store, has lodged complaints against it in America and Europe. On February 22nd Britain’s competition watchdog warned of looming antitrust actions against big tech. The European Union is working on regulations to check the firms’ power. Australia has just passed a law that would force them to pay publishers more for news displayed alongside search results or social-media feeds.
From the outside, then, the industry leaves an impression of a cosy club, whose members stay out of each other’s way—or worse, help one another perpetuate their monopolies. And the giants are only becoming more powerful. Last year the world’s ten biggest digital firms by market value raked in net profits of $261bn, as people depended on them for socially distant work, play, shopping and socialising. Their combined market capitalisation swelled by $3.9trn—more than the entire British stockmarket’s worth—implying that investors expect them to gain further clout.
Big tech sees things differently. Alibaba, Apple, Google and Facebook say their various arrangements are perfectly legitimate. The American firms co-operate, it is true, but only in order to ensure interoperability between their products. In fact, all tech titans insist, their relationships are for the most part not chummy but fiercely combative. Brad Smith, president of Microsoft, puts the balance of competition versus co-operation at “80:20” in favour of rivalry. Mark Zuckerberg, Facebook’s chief executive, recently called Apple “one of our biggest competitors”. “We feel like every day we wake up, we are under incredible competitive pressure,” says Phil Schiller, an executive close to Apple’s boss, Tim Cook.
In recent weeks big tech has certainly seen more barbs than bonhomie. Facebook has run ads attacking Apple over new iPhone privacy settings that would ask users if they wanted to opt out of being tracked across other firms’ apps and websites—which, in Facebook’s telling, would hurt small businesses that need it to reach customers (see article). Mr Cook, for his part, has been hinting that Facebook is playing fast and loose with users’ data.
On February 22nd Microsoft teamed up with European news publishers to develop a system similar to the one Google and Facebook had objected to in Australia. When this month Microsoft first expressed support for the Australian scheme, Google shot back that “of course [Microsoft would] be eager to impose an unworkable levy on a rival and increase their market share,” referring to Microsoft’s Bing search engine.
The fighting talk reflects a growing sense within the technology industry that incumbents are under assault. Though dominant firms remain powerful, and occasionally collegial, in one digital market after another challengers are gaining ground. Old-industry champions are at last getting their digital act together, as Walmart is doing in online retail and Disney in streaming. Less-big tech, such as Shopify in e-commerce or Salesforce in the cloud and business software, is also in encroachment mode. A flood of capital pouring into startups could easily translate into even more competition. Most significantly, tech’s mightiest titans are increasingly stomping on each other’s turf.
A defining moment
On this view, the era of winner-takes-all land grabs is fading, as tech enters a new, more competitive phase. If so, the industry’s lexicon may be about to get considerably more complicated.
The shift is furthest along in China. Its two biggest digital groups, Alibaba and Tencent, already compete with each other—and with up-and-coming rivals—across a variety of markets. Alibaba’s share of Chinese e-commerce peaked in 2013 at 62%, according to CLSA, a broker. Last year it was 51% (see chart 1). Once-fragmented competition is consolidating. The next two biggest firms, Pinduoduo and JD.com, an e-emporium backed by Tencent, have captured 24% of the market between them. They could reach 33% by 2026, reckons CLSA. Tencent’s WeChat Pay and Alibaba’s Alipay have long vied to be Chinese shoppers’ digital wallets. Last year Tencent announced it will invest 500bn yuan ($70bn) over five years, a slug of it to catch up with Alibaba in cloud computing.
America’s tech landscape is beginning to change, too. The Economist has looked at 11 big technology markets in America which last year generated combined gross revenue of $1.6trn. According to our calculations, which inevitably involved some guesswork, over the past five years the top firm’s share has plateaued in app stores, business software, cloud computing and online advertising. It has fallen by double digits in food delivery, ride-hailing and video-streaming since 2015.
In most markets, even where the incumbent’s share edged up, as it has in e-commerce and smartphones, the aggregate share of the next two biggest challengers rose faster (see chart 2). In six of the 11 areas the two runners-up now account for a third or more of the market, up from two areas in 2016. Stragglers outside the top three are being left in the dust.
Some of the up-and-comers hail from beyond big tech’s homes in Silicon Valley and Seattle. Disney’s new streaming service has signed up 95m subscribers globally since its launch in late 2019, reaching that number nearly ten times faster than Netflix did. Walmart’s years of investment in online fulfilment began to pay off in the pandemic. Other bricks-and-mortar retailers such as Best Buy, Home Depot and Target have also upped their digital game. Shopify, a 14-year-old Canadian firm, now controls a tenth of the American e-commerce market, up from one-70th in 2015. Its market capitalisation has risen seven-fold in the past two years, to $150bn.
Perhaps the most salient feature of the new grammar of competition is the growing overlap between America’s five tech behemoths. Alphabet (Google’s parent company), Amazon, Apple, Facebook and Microsoft are beginning to echo, on an even grander scale, the rivalry between Alibaba and Tencent. James Anderson of Baillie Gifford, a large asset manager that invests in tech firms around the world, does not yet see the “fight-it-out-on-the-beaches spirit” of the Chinese titans. But as Mark Shmulik of Bernstein, a broker, puts it, in a nod to the Boolean algebra that underpins modern computing, big tech is moving from the disjunctive world of “or” to the conjunctive world of “and”.
To be sure, the companies have an interest in ensuring their systems work seamlessly together. Demand for iPhones is encouraged by consumers’ desire to access Google’s search engine and Gmail, or Facebook’s social networks. Cheap cloud computing provided by Amazon translates into more apps for Apple’s App Store. Amazon is one of Google’s biggest advertisers. Microsoft licenses Android for its Surface Duo smartphone.
The quintet’s senior executives and cleverest clogs also know and, recent sniping notwithstanding, mostly respect each other. When Satya Nadella took over as Microsoft’s chief executive in 2014, he binned a pro-privacy ad campaign alleging that Google scanned emails to serve targeted adverts. According to Microsoft insiders his friendships among Google engineers probably played a role in his decision. Mr Nadella also decided to stop trying to out-Google Google in search.
The etymology of competition
A lot of earlier incursions big tech firms made against each other ended in tears. In the early 2010s all the big companies tried getting into device-making; remember Amazon’s Fire Phone? Microsoft’s Zune music player was no iPod and Bing is no verb. Many iPhone users navigate with Google Maps, not Apple’s unloved alternative. Facebook Gifts, the social network’s early foray into e-commerce, proved about as welcome as yet another pair of socks.
Indeed, the five American giants continue to derive the bulk of their revenues and, for the most part, profits from the businesses which made them into trillion- or near-trillion-dollar companies. Last year online ads generated 80% of sales at Alphabet and 98% at Facebook. Fully 80% of Apple’s revenues in 2020 came courtesy of its sleek devices (chiefly iPhones). Microsoft continues to rely on business software for a large chunk of revenues, and Amazon on its online emporium, though most of its (comparatively meagre) profits were generated by its cloud-computing arm, Amazon Web Services (AWS).
However, these figures used to be higher. With the number of first-time iPhone buyers declining, Apple has reduced its reliance on iPhones, iPads and Mac computers by moving into payments, finance and entertainment. The proportion of total revenue from services, at 20%, is double the share five years ago. Some of them, such as video- or music-streaming, compete with Amazon Prime Video and Prime Music, as well as with dedicated providers such as Netflix and Disney (for video) or Spotify (for audio). Amazon’s revenue share from e-commerce has declined from 87% in 2015 to 72%; a tenth of sales now comes from the cloud and 6% from digital advertising. The proportion that Alphabet got from advertising last year was ten percentage points lower than it was in 2015.
Those percentage points relinquished by the core are instead coming from an ever wider array of new ventures. Many involve the big five getting in each other’s way. Nearly two-fifths of their revenues now come from areas where their businesses overlap, up from a fifth in 2015 (see chart 3). If you split tech into 20 or so business areas, from smartphones and smart speakers to messaging and videoconferencing, each giant is present in most of them, according to Bernstein.
Many of these endeavours have yet to make much money. But the giants’ stratospheric stockmarket valuations—of between 25 and 82 times annual earnings—require ambitious growth plans. As their main businesses mature and slow, they must seek fresh sources of growth somewhere else. With trustbusters on high alert, snapping up startup rivals—or otherwise neutralising them—is getting harder, says a Silicon Valley venture capitalist. “Growth might depend on competing through homegrown efforts in known big markets.”
The mutual toe-treading that ensues takes several forms. First, the companies are increasingly selling the same products or services. Second, they are providing similar products and services on the back of different business models, for example giving away things that a rival charges for (or vice versa, charging for a service that a competitor offers in exchange for user data sold to advertisers). Third, they are eyeing the same nascent markets, such as artificial intelligence (AI) or self-driving cars.
Direct competition is fiercest in the cloud, a $63bn business expanding at an annual rate of 40%, which Wall Street expects to become a $1trn one within a decade or two. Jeff Bezos, Amazon’s boss, once joked that Barnes & Noble understood within months it had to copy Amazon’s Kindle e-reader but it took his genius techie rivals years to twig they should ape AWS. They got there in the end.
Microsoft’s 11-year-old Azure cloud-computing division rakes in an estimated $20bn a year in revenue. Bernstein expects cloud-computing to make up 12% of Google’s revenues by 2024, up from 7% in 2020. Acknowledging the unit’s importance, in January Google broke out the operating results of its cloud business (which lost $5.6bn in 2020).
E-commerce, which the pandemic has turbocharged, is another area being contested. Facebook has had a second-hand goods market called Marketplace for a while. In May it launched Facebook Shops to take Amazon on more directly, giving the 160m or so businesses which already use the social network or its sister app, Instagram, as a shop window a way to sell their products. Facebook and Google are also both working with Shopify, whose merchants flog theirs on their platforms. Even Microsoft is eyeing retail, albeit by a more circuitous route, with plans to sell automated checkout technology to Walmart.
Social media—Facebook’s bread and butter—are likewise in rivals’ sights. Last year Microsoft hoped to beef up its consumer business, which includes Surface tablets and the Xbox video-game console, by buying TikTok, a Chinese-owned short-video app. This year it considered acquiring Pinterest, a photo-sharing network. Neither deal came to pass, but it was a clear statement of Microsoft’s intent.
Amazon, too, “would be crazy” not to look at social media, says an executive close to it. In 2013 it bought Goodreads, a platform where people rate books and find recommendations, which has been described as “Facebook with books”. The millions who rate purchases on Amazon’s online-shopping platform constitute a germ of a possible future social network. A former Amazon executive wagers that “it will be easier for Amazon to go into social than for Facebook to move into shopping,” because the logistics of delivery, which Amazon has mastered, are trickier to bootstrap than a social network.
Then there is search. Microsoft, emboldened by its cloud success, could start investing more in the decent but marginal Bing. Amazon has concluded that if merchants on its e-commerce platform want to flaunt their wares to online shoppers, why let Google make all the money? Its search-ad business remains a fraction of Google’s. But these days most product searches begin in Amazon’s app or on its website.
Apple, too, harbours search ambitions. In 2018 it poached John Giannandrea, Google’s head of search and AI. People have noticed that Applebot, a web crawler, has become more active of late, presumably gobbling up data on which to train. Siri, Apple’s voice assistant, “is basically a search engine”, says one tech insider. Apple could, he adds, “skim the cream” by answering the most valuable queries—those by well-heeled iPhone users.
Unlike Amazon, which competes with Google head-on for advertising dollars, Apple seems unlikely to want to profit from search-advertising directly. Instead, its search project may be aimed at luring the privacy-conscious deeper into the safety of its “walled garden”—much to Mr Zuckerberg’s understandable chagrin.
This illustrates the second sort of competitive behaviour. Undermining Google’s or Facebook’s business model may not be the explicit aim of Mr Cook. It nevertheless forces his advertising-dependent opposite numbers, Mr Zuckerberg and Alphabet’s Sundar Pichai, to come up with services and product that would persuade users to respond “yes” to the tracking question.
Mr Pichai, for his part, is doing something similar by giving away all manner of products, from cloud-based word processors, spreadsheets and Hangouts video chat to TensorFlow, Alphabet’s machine-learning software, and Kubernetes, a cloud-computing project. Some observers see these giveaways, bankrolled by Google’s ad dollars, as an attempt to create a perfectly competitive profit desert that rivals have no incentive to enter—leaving Google with a Sahara’s worth of data.
Rather than electing to enter new technology niches, the companies are being dragged in, often by their users. As Amazon sees it, according to a former executive, the internet and copious amounts of data mean if you are in one business, you simply have to get into the one over the fence. E-commerce and social media offer a good example. “Social shopping”, where retailers organise mass virtual sprees for buyers on social media, are all the rage in China and may soon be in the West.
Thanks to customer bases in the hundreds of millions or billions, technology platforms can diversify easily and cheaply. Facebook’s Marketplace, for one, started after the company spotted large numbers of people buying and selling various things in Facebook groups, notes Javier Olivan, who oversees the company’s core products.
This process looks likely to intensify as the firms shift from looking over the others’ shoulders to gazing ahead. Often they end up staring in the same direction: towards data and AI. Four of the giants already offer digital assistants, which they would love to become consumers’ primary gateway to the internet. Everyone is also hungrily eyeing payments, especially in light of the recent success of PayPal, which has been gaining clout at the expense of Visa and Mastercard.
Big tech is pouring billions into ambitious AI projects. Apple has been in talks with several carmakers to build a self-driving car, which within the tech quintet has hitherto been the preserve of Waymo, an Alphabet subsidiary. Nothing has materialised but the idea of an Apple car is almost certainly here to stay. Last year Amazon bought Zoox, a self-driving startup. Alibaba and Baidu, a Chinese search engine, are also both interested in cars.
Not everything has improved. There is still scant competition in handsets. The two dominant mobile operating systems, Google’s Android and Apple’s iOS, remain a duopoly. So do their app stores. The online advertising market looks more competitive overall, but it is unclear if Amazon is really playing in the same sandbox as Google in search, or whether TikTok is a direct rival to Facebook in social media.
The tech giants have also become adept at playing the antitrust referees to keep potential competitors busy defending their core businesses from regulators, and thus less able to encroach on other markets. “Everyone is desperate to say it’s not me, it’s the guy over there,” says a tech executive. Microsoft got the antitrust ball rolling against Google in the late 2000s by building a coalition of companies against its dominance of search. Members of that coalition such as Yelp, a local search and reviewing site, are once again agitating against Google, leading insiders to chortle about how Microsoft “sleeper cells” have come to life.
Lina Khan of Columbia Law School, who was legal counsel for a congressional committee that investigated big tech, says that the giants are skirmishing in some areas, like the cloud and voice assistants. But still, she says, they are not battling over core territory, and, what is more, describing this as a fight risks overlooking the broader ways in which the firms mutually benefit from their collective dominance.
If the skirmishes intensify, that could lead to lower profitability for the tech companies. Margins in cloud computing, where competition is most pronounced, are already tightening. According to Mr Anderson of Baillie Gifford, Google’s tilt at the AWS/Azure quasi-duopoly has pushed down prices. Tencent’s cloud investments are likely to add pressure.
Alphabet’s operating margins have declined by 13 percentage points over the past ten years. Even Apple’s are ten percentage points below their peak in 2012. Those of Facebook have come down from a lofty 50% in 2017 to less than 40%. The companies mostly keep mum about how their individual businesses are doing. But one possible explanation for slimmer overall margins is greater competition. Another is that entry into new markets eats into profits from core businesses. This could eventually put pressure on rivals also present in those markets.
The presumption that the tech giants are either colluding to divvy up the planet’s digital pie or carefully steering clear of each other is no longer right. Many people would of course prefer to see more than a handful of firms slug it out for the modern economy’s critical digital markets. Still, so long as they truly are slugging it out, that is good news for everyone else. ■
This article appeared in the Business section of the print edition under the headline “Collusion and collisions”
In mid-December, a Vermont Health Connect user was logging in when the names of two strangers popped up in the newly created account.
The individual, who was trying to sign up for health insurance, deleted the information that had suddenly appeared.
“It was super unsettling to think that someone is filing in my account with my information,” the person, whose name is redacted in records, wrote in a complaint to the Department of Vermont Health Access. “Just seems like the whole thing needs a big overhaul.”
It was one of 10 instances between November and February when Vermont Health Connect users reported logging to find someone else’s information on their account.
The data breaches included names of other applicants and, in some cases, their children’s names, birth dates, citizenship information, annual income, health care plans, and once, the last four digits of a Social Security number, according to nearly 900 pages of public records obtained by VTDigger. On Dec. 22, the department’s staff shut down the site to try to diagnose the problem.
While officials say the glitches have been resolved, it’s the most recent mishap for a system that has historically been plagued by security and technical issues. The breaches could be even more widespread: Administrators of Vermont Health Connect can’t tell if other, similar breaches went unreported.
“We don’t know what we don’t know,” said Jon Rajewski, a managing director at the cybersecurity response company Stroz Friedberg. Regardless of whether there are legal ramifications for the incidents, they should be taken “very seriously,” he said.
“If my data was being stored on a website that was personal, — maybe it contains names or my Social Security number, like my status of insurance… — I would expect that website to secure it and keep it safe,” he said.
“I wouldn’t want someone else to access my personal information.”
Andrea De La Bruere, executive director of the Agency of Human Services, called the data breaches “unfortunate.” But she downplayed the severity of the issues. Between November and December, 75,000 people visited the Vermont Health Connect website for a total of 330,000 page views, she said. The 10 incidents? “It’s a very uncommon thing to have happen,” she said.
De La Bruere said the issue was fixed on Feb. 17, and users had reported no similar problems since. The information that was shared was not protected health information, she added, and the breaches didn’t violate the Health Insurance Portability and Accountability Act, or HIPAA.
“No matter what the law says technically, whether it’s HIPAA-related or just one’s personal information, it’s really concerning,” said Health Care Advocate Mike Fisher.
The timing of the issue is less than ideal, he added. Thousands of Vermonters will be logging into Vermont Health Connect in the coming weeks to take advantage of discounts granted by the American Rescue Plan. “It’s super important that people can access the system, and that it’s safe and secure,” Fisher said.
A ‘major issue‘
The issues first arose on Nov, 12, when at least two Vermonters logged in and found information about another user, according to records obtained by VTDigger.
Department of Vermont Health Access workers flagged it as a “major issue” for their boss, Kristine Fortier, a business application support specialist for the department.
Similar incidents also occurred on Nov. 17 and 18, and later on multiple days in December.
Department of Vermont Health Access staff members appeared alarmed at the issues, and IT staff escalated the tickets to “URGENT.”
“YIKES,” wrote a staff member Brittney Richardson. While the people affected were notified, the data breaches were never made public.
State workers pressed OptumInsights, a national health care tech company that hosts and manages Vermont Health Connect, for answers. The state has contracted with the company since 2014. It has paid about $11 million a year for the past four years for maintenance and operations, with more added in “discretionary funds.”
Optum appeared unable to figure out the glitch. “It is hard to find root cause of issue,” wrote Yogi Singh, service delivery manager for Optum on Dec. 10. Optum representatives referred comments on the issues to the state.
By Dec. 14, Grant Steffens, IT manager for the department, raised the alarm. “I’m concerned on the growing number of these reports,” he wrote in an email to Optum.
The company halted the creation of new accounts on Dec, 14, and shut down the site entirely on Dec, 22 to install a temporary fix. “It’s a very complex interplay of many many pieces of software on the back end,” said Darin Prail, agency director of digital services. The complexity made it challenging to identify the problem, and to fix it without introducing any new issues, he said.
In spite of the fixes, a caller reported a similar incident on Jan. 13.
On Feb. 8, a mother logged in to find that she could see her daughter’s information. When she logged into her daughter’s account, the insurance information had been replaced by her own.
“Very weird,” the mother wrote in an emailed complaint.
Optum completed a permanent fix on Feb. 17, according to Prail. Vermont Health Connect has not had a problem since, he said.
Prail said the state had reported the issues to the Centers for Medicaid and Medicare Services as required, and had undergone a regular audit in February that had no findings. The state “persistently pressured Optum to determine the root cause and correct the issue expeditiously but at the same time, cautiously, so as to not introduce additional issues/problems,” he wrote in an email to VTDigger.
“We take reported issues like this very seriously,” he said.
A history of glitches
The state’s health exchange has been replete with problems, including significant security issues and privacy violations, since it was built in 2012 at a cost of $200 million.
The state fired its first contractor, CGI Technology Systems, in 2014. A subcontractor, Exeter, went out of business in 2015. Optum took over for CGI, and continued to provide maintenance and tech support for the system.
In 2018, when Vermont Health Connect was less than 6 years old, a report dubbed the exchange outdated and “obsolete.”
Officials reported similar privacy breaches in 2013, when Vermonters saw other people’s information.
An auditor’s report in 2016 found a slew of cybersecurity flaws, and officials raised concerns again during a 2018 email breach.
It wasn’t the first time that Vermont Health Connect users had been able to view other people’s personal information. Three times since October 2019, individuals had logged in to see another individual’s insurance documents. Prail attributed those incidents to human error, not to system glitch; a staff member uploaded documents to the wrong site, he said.
In spite of the issues, Prail said he and other state officials have been happy with Optum. After years of technical challenges with Vermont Health Connect, “Optum has really picked up the ball and improved it and been running it pretty well,” he said.
Glitches are inevitable, he added, and Optum has addressed them quickly. “They took a really difficult-to-manage site and made it work pretty well,” he said. “Optum is generally quite responsive to any issues we have.”
“I find any privacy breach to be concerning,” said Scott Carbee, chief information security officer for the state. He noted that the state uses “hundreds of software systems.” “While the scope of the breaches can be mitigated, true prevention is a difficult task,” he wrote in an email to VTDigger.
Optum spokesperson Gwen Moore Holliday referred comments to the state, but said the company was “honored” to work with Vermont Health Connect “to support the health care needs of Vermont residents.”
Prail said the Agency of Human Services had no plans to halt its contract with the company. “I don’t have a complaint about Optum,” he said. “They took a really difficult-to-manage site and made it work pretty well.”
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This piracy site has an extension where it leaks to users for free download of popular songs online. Tamil language songs are mostly leaked, but the site also carries the reputation of providing users with Bollywood hits. The portal has made it easy for the users to access these hit tracks to their website.
How to Download Isaimini App?
If you don’t feel comfortable downloading a movie from your desktop using Isaimini App, it has another option to do so. In addition to the Isaimini com website, the site’s developers have released their app, which is no longer available on the Google Play Store. Isaimini or Movie Rulz is a free film that downloads an Isaimini app that serves millions. Isaimini App is user friendly when it comes to its designing component. It’s gorgeously separated in all groups. When Isaimini comes to streaming or uploading Tamil, Telugu, Malayalam, Hindi and English movies, web series, TV shows, desi drama or documentaries, Isaimini is said to be the undisputed rulers.
Isaimini app is available for Smart TV, PC, Android, and iOS, according to reports, so you can enjoy it on the preferred medium. It should be noted that Movie rulz App can not be downloaded from an official source such as the Google Play Store before it is legal. So, you can download the application from your phones using third-party sources such as Hindi Links 4u.
Be sure to use Wifi when using this Isaimini app, because it consumes a lot of internet data. Isaimini is a free film app that allows you to watch content without spending data and so you don’t have those irritating cuts that happen when the link speed isn’t very good.
Is Isaimini safe to download or stream movies online?
As we all know, it is illegal to browse pirated sites. So there is no way to assure that Hdmoviesplus is safe. First of all this site is illegal, so that in many criminal cases we can get stuck. The government has confirmed that it will prosecute and jail for 6 months if anyone is found when surfing the pirated web. In addition, these sites’ servers are fully embedded with viruses and malware that can completely destroy your device system interface, or may also hack your device. When watching movies on sites like Isaimini there are other things to worry about. Sites like fmovies, 0123movies, Isaimini earn money by posting advertisements on their sites. These ads, popups, and redirects can take you to sites that contain malware, malware, adware, and viruses of various kinds.
How Isaimini has become so popular?
You may have visited hundreds of free download movies websites, but have you ever visited Isaimini com? It could be an unauthorized platform, but it never loses the trust of millions of users. The reason it got very popular among the masses is that it provides all the movies in different formats ranging from 360p, 420p, 780p, and 1080p. According to the memory space you have left on your computer, you can choose to download the file. The website shows how much size it takes to get it downloaded in a specific format. If you are downloading a movie from Isaimini com, it is highly recommended to opt for the 420p or 300 MB size option.
Isaimini website is very well built and has options for accessing any and all categories of downloading all the movies. Searching for Tamil Dubbed Movies, Hollywood Movies, Bollywood Movies, Isaimini HD Movies, and more, you will find no difficulty.
Is it Illegal to watch or download movies, web-series, TV Serials, OTT Movies, OTT web-series online from Isaimini?
Isaimini is a website publishing pirated movies, TV serials, web-series, OTT original web series, OTT original movies. Since it is pirated content, the law prohibits a person from visiting such websites. Each country has its own control mechanism to avoid such websites from loading in their countries. If we visit such websites through illegal means, then it is considered an offence. Each country has its own laws and punishments for people watching copyrighted work on pirated sites. In most countries, a heavy fine is imposed for users watching copyrighted content from the pirated website. Despite the heavy fine, some country has laws that can even arrest a person for watching illegal/prohibited content online. So, please read the cyber law in your region and try to stay safe.
A Paso a Paso vehicle loaded with produce and ready to make the delivery rounds to its local Latinx and Hispanic clients. Submitted photo.
an effort to address persistent disparities in COVID-19’s impacts
on the local Latinx community, Humboldt County Public Health Officer
Ian Hoffman recently met with LatinoNet, a network of service
providers like Open Door Community Health Clinics, Paso a Paso,
Promotores, the Humboldt County Office of Education and Public Health
that are dedicated to advocating for a healthier Latinx community in
meeting, Hoffman’s first public discussion with the providers,
focused on what can be done to address the disparities — which
exist both in COVID-19 case rates and vaccination efforts and mirror
statewide and national trends — in the county’s Latinx
July, Humboldt County’s COVID-19 dashboard highlighted the
disproportionate COVID-19 case rates in the local Latinx and Hispanic
communities, noting they accounted for 22 percent of COVID-19 cases
while only making up 12 percent of the population. The disparity has
only grown since and as of April 9, Humboldt County Latinx residents
made up 25 percent of positive COVID-19 cases to date.
vaccine data, meanwhile, has seen a similar trend, with Latinx county
residents falling behind on receiving their COVID-19 shots. According
to the Public Health dashboard, only about 10 percent of Humboldt’s
Latinx and Hispanic population are fully vaccinated, compared to 19
percent of the general population.
know that there is a disproportionate effect of COVID-19 in this
community and that’s why, from our standpoint in Public Health, and
also personally, as a physician taking care of this community for a
long time, it’s important that we address this,” Hoffman said.
Weiss, a Public Health deputy branch director who also attended
Friday’s meeting, said LatinoNet invited Hoffman to speak with the
group and offer an update on the pandemic and Public Health’s
efforts to provide equitable vaccine clinics. But Hoffman said the
meeting was also an opportunity for him to hear from the providers
about what barriers and gaps in care and outreach they were seeing.
began his presentation talking about his background working with
different Latinx communities in Santa Rosa and the Bay Area with
organizations like La Clinica de la Raza in Oakland and Kaiser
Permanente in San Francisco. He said he learned to give culturally
sensitive care to members of the Latinx, Spanish-speaking community,
which he said would transfer into a better understanding of how
Public Health approaches culturally competent health policies.
talked about Public Health’s rollout of COVID-19 vaccine clinics,
acknowledging the signup process has been confusing at times, with a
shortfall of vaccine doses, exceedingly high demand and eligibility
limitations. But Hoffman said Public Health’s goal is to ensure
vaccine equitability among those in the Latinx community and
guarantee that any Latinx resident seeking a COVID-19 vaccine feels
comfortable and confident before, during and after their appointment.
taken some steps at Public Health to make sure that when a
Spanish-speaking person needs a vaccine, that they feel comfortable
and confident that their needs will be met and, most importantly,
[provide] Spanish-language information,” Hoffman said.
Health is working on a few new interventions, including sponsoring
California Department of Public Health’s “Let’s Get to
ImmUnity” integrated media campaign with both English and Spanish
ads on GFN channel 3, as well as planned mass vaccination
events in more rural areas of the county with the help from Open
now that eligibility is open to all residents age 16 and older,
Hoffman emphasized the importance of organizations serving the Latinx
community helping to spread information on the vaccine rollout and
the switch to the state’s My Turn website (www.myturn.ca.gov). But
the message Hoffman kept repeating was that the county’s Joint
Information Center (441-5000) is standing by and ready to take any
questions, including those in Spanish, about the vaccine and
the meeting, however, it became clear there may be a disconnect
between county Public Health and service providers looking to direct
clients and patients to accurate information about COVID-19 and
vaccines in Spanish.
continue to hear that there’s not clear and correct information in
Spanish that people know where to access,” LatinoNet board member
Michelle Postman said, alluding to a survey by Jorge Matias, another
LatinoNet board member, that found most Spanish-speaking local
residents didn’t know where to go for accurate COVID-19
information. “I feel like we try and we don’t think that we’re
doing that but we don’t know where the gap is, and I also know that
Public Health is really stretched, there’s only so much we can do,
and so I’m just curious if there’s one thing, one magical thing
that can happen. Would it be like showcasing Latin[x] leaders in the
community on commercials like, ‘Hey I’ve got my shot and this is
working,’ or would it be to have a website? What would be the
magical thing that you might spend time on to make things better if
we had the capacity?”
comments led to a discussion about the best way to get information to
the Spanish-speaking Latinx community, prompting Hoffman to stress
that the JIC is dedicated to putting out a clear, conscious message
in English and Spanish.
of the materials on [the JIC website, social media pages] have been
vetted by Spanish speakers,” he said. “They’re scientifically
accurate. They try to meet the cultural sensitivity that we talked
about, as well. I would say that if we’re going to put anything out
there, that’s the central message.”
urged the groups at the meeting to use the resources on the Humboldt
Health alert website and promoted by the Joint Information Center and
push them out to the Spanish-speaking community. And if there’s one
phone number the groups get to their clients in the coming weeks, he
said it should be the JIC’s: 441-5000.
an email sent to the Journal, Matias, in his
capacity as a LatinoNet board member, said his survey found most
Latinx and Hispanic residents didn’t feel they had clear and
correct information in Spanish about who can and can’t obtain the
COVID-19 vaccine and that they felt they didn’t have a specified
place to call to find more information in their language. Many,
Matias said, didn’t feel had enough information about how effective
people, Matias added, are afraid of costs, side effects and needing
more medical interventions due to possible side effects, while others
worry they aren’t eligible to receive the vaccine because of their
documentation status. But Hoffman confirmed during the meeting that
the only documentation those seeking a vaccine will need is any type
of form with a name that matches the name on the appointment or a
parental consent form for those 16 and 17 years old.
Hoffman added, are the types of questions that could be answered by
county JIC has been actively translating information into Spanish,
including uploading social media posts in Spanish, but it seems they
have yet to amplify those messages to community providers and
advocacy groups in an effort to get that information to community
members who may not follow county social media accounts or can’t
navigate the county’s website.
also told the Journalthat there’s a lot of information that spreads through social media
that confuses Latinx and Hispanic residents, including misinformation
and conspiracy theories, which was addressed during the meeting
between LatinoNet and Hoffman.
Public Health hears of any misinformation or any disinformation
spreading throughout the community, Hoffman said it would address it
and correct it immediately. But he also cautioned there’s a balance
between correcting and amplifying.
then asked attendees about the types of misinformation they were
hearing and someone mentioned a conspiracy theory about the COVID-19
vaccine causing future fertility issues.
one of the biggest pieces of misinformation that’s got a stronghold
in a lot of communities,” Hoffman said. “There’s absolutely no
evidence that this vaccine has any effect on fertility.”
there have been reports of vaccine hesitancy in communities of color
because of historical acts of genocide in healthcare settings, which
was also mentioned by attendee Maria Ortega.
feel like all of these organizations and clinics and community
organizations have a responsibility to be sensitive about that
(fertility) issue and not dismiss anybody, because they’re valid
concerns, especially historically and worldwide there’s been actual
efforts to change communities of color and their population impacts,”
Ortega said. “Just be mindful about where they’re coming
agreed with Ortega about being mindful and understanding of where
those concerns take root, noting the importance of recognizing the
impact of historical events and communities’ lived experiences in
providing culturally sensitive care.
are difficult things to navigate exactly, and I think if those are
the barriers that we’re really seeing out there, they need to be
addressed, obviously,” Hoffman said. “But I’m not sure at this
point exactly what all the barriers are … My hope is that, mostly,
that gap is because of eligibility and lack of vaccine and that, as
we open it up more broadly like we are doing right now, and we have
that language ability … that we get those messages out there.”
reasons for the gaps in vaccine administration and infection rates
may become more clear as the county moves into the expanded phase of
its vaccination rollout but, presently, Hoffman urged providers and
their clients and patients to look to the JIC for Spanish-language
information about the COVID-19 virus and vaccines.
you so much for inviting me and talking with me,” Hoffman said in
Spanish, wrapping up the meeting. “I hope that we can do this again
Casarez (she/her) is a staff writer with the Journal.
Reach her at 442-1400, extension 317, or
Follow her on Twitter @IridianCasarez.
Community Voices Coalition is a project funded by Humboldt Area
Foundation and Wild Rivers Community Foundation to support local
journalism. This story was produced by the North
Coast Journal newsroom
with full editorial independence and control.