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Browser maker Opera’s first WebKit browser has exited beta. The full launch for the browser previously code-named Ice adds a few addition minor updates to the meaty feature-set demoed at the Mobile World Congress tradeshow back in February.

The new updates in this full launch version of the Android browser are as follows:

• Toggle navigation bar from top to bottom
• Wrap text when you zoom
• View active tabs in full screen
• Search and navigate with a responsive address bar

The Android browser represents a huge shift for Opera as it moves its business from technical development to product-focused development, leaving its Presto framework behind and adopting the de facto standard WebKit engine, plus Chromium — a move Opera confirmed in February.

The company argued then that ditching Presto and adopting WebKit frees up its engineers to focus on product development in a bid to stand out in the increasingly homogenous smartphone browser space.

The other issue for browser makers is that they are fighting with apps for users’ eyeballs. Research put out by mobile analytics firm Flurry in April found that U.S. Android and iOS owners spend an average of 80% of their time within apps, and just a fifth (20%) within mobile browsers. Moving the needle back in the direction of the browser is Opera’s goal here.

Key features of Opera’s Android browser include a content discovery feed that can be accessed by swiping right from the home screen — a feature clearly designed to encourage users to spend more time inside the browser, and less time using social networks and apps like Twitter which also incorporates a  personalised discovery feed to try to keep users within its apps, supplementing its even stickier social content.

Opera has also leveraged its data compression expertise for the Android browser with an “off-road” mode that can be toggled on to reduce data consumption in order to improve browser performance when network coverage is poor, or lower data costs when roaming.

Gestures and a light coloured user interface round out Opera’s offering here. According to Google Play the browser has had between 10 million and 50 million downloads in the past 30 days, and appears to be sustaining users’ interest with no sign of a big drop in interest yet. Its Google Play rating is currently 4.5 stars with close to 350,000 ratings.

Screengrabs below.

La computación cuántica acaba de dar un gran salto hacia adelante en el escenario mundial gracias la puesta en marcha por parte de la NASA y Google, en colaboración con un consorcio de universidades, de una iniciativa para investigar cómo la tecnología podría conducir a avances en la inteligencia artificial.

Game developer Rocket Jump had already proved its mettle with its hit Major Mayhem. But the company’s location in Wellington, New Zealand meant its team often felt isolated from the resources they needed to build an even bigger hit. Enter Scopely, the Los Angeles-based mobile gaming platform founded by social gaming entrepreneur Walter Driver and AdSense co-creator Eytan Elbaz.

The two companies’ partnership produced the hit Mini Golf Matchup. Launched at the beginning of March, the game reached 10 million downloads in its first month and took the number one spot on the App Store in 28 countries eight hours after its launch.

Antony Blackett, the managing director of Rocket Jump, says that working with Scopely helped his team mitigate the disadvantage of being so far away from other game developers.

“When your head is down and you are building a product, you don’t really have the time to build the relationship you need to talk with Apple and constantly show them what you are building. When you are in New Zealand, you don’t get that opportunity,” he says.

Rocket Jump is exactly the kind of company Scopely looks for, says co-founder and CEO Driver. Scopely was “born out of the recognition that there is a lot of amazing content created out there that can make lots of amazing user experiences, but conditions in mobile gaming make it hard for independent developers to compete at a higher level in terms of distribution, monetization and service side infrastructure,” Driver says.

Since Driver and Elbaz launched Scopely in 2011, the company has raised $8.5 million in seed funding in a round led by Anthem Venture Partners.

Driver first noticed Rocket Jump after seeing Major Mayhem, which was published by Adult Swim and marketed with ads on its TV network. The rail shooter game was a top ten overall app in nine countries in the App Store and in the top 25 all-time user ranked games in Google Play. The two companies began working together in February.

Scopely helped develop the Mini Golf Matchup’s multiplayer experience and monetization model. The company also marketed the game by leveraging its user base, which Driver says is in the tens of millions.

“Discoverability is a huge challenge. You can make one of the best games that people have ever seen and if you haven’t exposed it to enough people at launch, then it won’t have a life. Our advantage is having a large user base to market to and launching stuff on a consistent basis,” says Driver. “Independent game studios might launch a couple titles a year, but we know the partners that are most effective at paid user acquisition.”

Scopely’s pre-launch marketing efforts helped Mini Golf Matchup achieve over one million downloads on its first day. After that, Scopely focused on the game’s multiplayer mechanics, with incentives for players to invite more friends. They also created a monetization model with advertising partners like Starbucks and Coca Cola for free versions of Mini Golf Matchup.

The company faces competition from game publishing giants like GREE, Zynga, DeNA and Chillingo, but Driver says his Scopely’s smaller size is one of its strongest assets. In addition to Rocket Jump, Scopely’s partners currently include four other game studios: Double Fine, Big Cave, Highline and Zupcat.

“We feel like we can’t provide the kind of value we want to provide for 100 partners and we don’t want to,” says Driver. “There are quite a few publishers out there that make a volume play of as many things as they can and hope something becomes a huge phenomenon. We don’t feel that provides the best service for our partners and it’s not the most likely way to make Scopely successful.”

Though Scopely also creates its own games, Driver says that those projects are meant to help it improve its tech platform and develop new mechanics, such as a tournament feature, that it can in turn apply to its partners’ games.

“Scopely has been very hands-on. On the development of the parts, it feels like they are a lot more committed to it than other publishers are,” says Blackett. “It felt more like a co-development than a publisher-developer deal.”

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Generalmente los servicios de almacenamiento en La Nube y redes sociales solamente se limitan a transferir archivos entre servicios muy puntuales, de acuerdo a la posibilidad que da cada uno. Es decir, entre Facebook y Flickr podremos transferir fácilmente ficheros, pero no entre Instagram y OpenPhoto o entre Picassa o 500px. Para solucionar el problema e integrar a cada servicio para que intercambie archivos con los demás, existe Pi.pe. Pi.pe nos permitirá transferir ficheros, fotos, vídeos, documentos o cualquier otro archivo de un servicio a otro, con unos pocos clicks. El número de servicios que pueden interactuar entre sí llega a 12: 500px, Facebook, Facebook Pages, Flickr, Instagram, Mixi, Myspace, Openphoto, Photobucket, Picasa, Shutterfly, SmugMug y la red social rusa Vkontakte.

Orange Business Services has expanded its Flexible Computing infrastructure-as-a-service product to North America and Asia, targeting multinationals with a presence across those continents and Europe and South America, where the platform is already available.

As can be expected with that sort of customer base, France Telecom’s business services arm is highlighting global business continuity support as the main reason for choosing its IaaS over the likes of Amazon or Rackspace. As the company’s international cloud chief, Chris McKay, told me, configurability is also a selling point.

“There are no small, medium or large instances. You pay for what you use, but you don’t have to pay for steps in instances,” McKay said.

Regarding competition from other telcos, particularly others from Europe such as BT and Deutsche Telekom, he stressed the “industrialized” nature of Orange’s offering – “we provide a catalog for the customer which has granularity of managed services which the customer can choose, from the OS to middleware to applications” – and the fact that Orange manages its own cloud data centers around the world rather than turning to outsourcing in certain locations.

Orange already has around 500 customers for Flexible Computing, which allows both self-managed and fully managed usage. The platform is based on in-house technology, but McKay said Orange was also looking at “other avenues”.

“Right now we’re carrying out studies,” he said. “[We will try] possibly OpenStack and a few others for an internal cloud solution at France Telecom in the next four months, where we’re going to evaluate what the right direction is for the future.”

According to an Orange Business Services statement on the North American and Asian expansion, the company is on track to rake in €500 million ($644 million) in cloud revenues in 2015. It managed €113 million in 2012, which was a third up on the year before.

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As negotiators are seeking to finish up the Trans Pacific Partnership (TPP) agreement as soon as possible (they had originally promised a done deal by October), it appears that the controversial "intellectual property" chapter is causing the most problems, according to Sean Flynn, who is at the current negotiating round in Lima.

Officially, the Chief Negotiators have backed off the prior commitment to end the TPP negotiation by October, but are still clinging to a goal to end the negotiation by the “end of the year.” But privately, none of the negotiators or stakeholders at this round would express any confidence that the intellectual property issues could be resolved by then. The issues still under contention are massive. The intellectual property chapter has grown to over 80 pages of text – including all the bracketed suggestions and alternatives. Some negotiators describe it as the longest text currently under negotiation. Many of the issues are completely blocked. There has not been any new negotiation text offered on the most controversial pharmaceutical provisions since the Melbourne round over a year ago. There is currently no mandate from many countries to negotiate (they only “consult” and “discuss”) the pharmaceutical reimbursement chapter. Barbara Weisel described the pharmaceutical issues as being in a “period of reflection,” and had no comment on when that period might end.

Furthermore, it appears that some of the negotiators are realizing that it's a bad idea to lock in certain concepts, as would be set under the TPP, especially as various court rulings are changing the way copyright laws are viewed, and while a new copyright reform process is ongoing. People seem to be recognizing that agreeing to specific norms that may quickly be undermined by national laws would be a waste of time.

The recent spate of proposals for policy changes for US copyright law have caused a stir. The US is being asked how it can hold on to demands for parallel importation restrictions after the Kirtsaeng ruling, 70 year copyright terms after the Copyright Office proposed shifting them back to 50 years with formalities required for extensions, and strict restrictions on anti-circumvention liability exceptions when the Obama Administration and the Library of Congress have endorsed reforms that would violate the US proposal. Barbara Weisel stated that USTR is “doing what we can to work with Congress” to make sure that the TPP will not restrict policy options. But negotiators have said that there has been no visible movement on the USTR’s positions on Copyright issues, which will be negotiated this week.

And, of course, once again, the USTR appears to have no plans to be transparent in the slightest.

And there is no plan to release any text to the public. This is stark contrast to the last to plurilateral agreements including countries in the region. The Free Trade Area for the Americas and the Anti-Counterfeiting Trade Agreement both released full texts of the negotiating document with brackets indicating text under consideration before the finalization of the texts. For ACTA, there were four publicly released texts between April 2010 and May 2011. For the TPP – none yet, despite the Chief Negotiators’ pronouncement of end of year finalization plans.

Considering how much controversy there is over these items, it seems ridiculous that we still can't actually see what's being negotiated in our name -- especially when there's quite reasonable fears that it could mess with the democratic process of potentially rewriting copyright law. Permalink | Comments | Email This Story

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MavenSay, a social recommendation app, just got a surge of unplanned downloads coming from Indonesia, and its founders are moving quickly to include Southeast Asia in its expansion plans, as a result.

The company’s Toronto-based co-founder, Jesse Dallal, said the two-month old app got 100,000 downloads over the past fortnight. It has a total of 130,000 downloads so far, and the sudden surge was tracked back to a power user based in Indonesia. They’re not sure which one it is, but the source of traffic points to the country, he said.

The way the app works is similar to Pinterest, in that users follow other users’ recommendations. These could cover places they’ve eaten at or music they’re listening to, for example. For its launch, MavenSay roped in what it called “influencers”—featured brands to follow such as Momofuku and Refinery29.

The Indonesian user that triggered the downloads isn’t a celebrity that MavenSay had canvassed, but was clearly influential enough over his or her social network to move the downloads, said Dallal.

“It’s been an unanticipated consequence of our [social] strategy,” he said, referring to the way things get viral on these recommendation platforms where people reblog items from influencers.

“We’ve reached out to influencers in North America, but we’re also going to reach out to influencers in Asia now. We’re thinking of coming out there and talking to users to understand what the differences in culture and usage might be,” he said.

MavenSay has seven people, including its three co-founders Dallal, Mike Wagman and Bryan Friedman. The small company can’t be expected to have concrete plans for Asia yet, but seeding interest in one of the world’s fastest-growing, mobile-hungry countries may pay off eventually.

According to mobiThinking, Indonesia has 260 million mobile subscribers, although those with data connections make up just 47.6 million, or 18 percent of that.

And Indonesians have been quick to embrace social networking sites, with fierce loyalties once something sticks. Aged social network, Friendster started to pivot towards Asia around 2008, when it realised that 90 percent of its user base was coming from the region. While it was, by that time, lagging behind Facebook globally, some markets like Indonesia stayed loyal to Friendster.

MavenSay has raised funding of $890,000 so far.

Todos aprendimos de pequeños que los números primos son aquellos que sólo son divisibles por ellos mismos y por la unidad. Además, según el convenio acordado por los matemáticos, el 1 no es primo. Además sabemos desde la Grecia clásica que hay infinitos números primos. Hay muchos aspectos interesantes en el tema de los números primos. Uno de ellos es que son los números fundamentales, pues cualquier otro número se puede generar a partir del producto de un conjunto de números primos. También es complicado generar números primos muy grandes, entre otras cosas porque, según avanzamos a lo largo de la secuencia de números enteros, los primos son cada vez más escasos y dispersos. Pero de vez en cuando se da lo que se llaman "primos gemelos", dos primos que se diferencian solamente en una unidad. Por ejemplo, 17 y 19 son primos gemelos. También lo son 2003663613 × 2195000 − 1 y 2003663613 × 2195,000 + 1, que son números bastante grandes. Ahora viene la pregunta interesante: dado que los primos son cada vez más dispersos, ¿habrá cada vez menos primos gemelos hasta que desaparezcan por completo? Es decir, ¿hay infinitos primos gemelos? Este tipo de preguntas se puede formular de una manera sencilla, pero suelen ser difíciles de contestar.

IBM’s Watson computer has taken on a new job — that of customer service agent — as Big Blue puts its Jeopardy-playing computer into a new role. This will also be the first time IBM delivers Watson completely as a service, instead of as a highly customized software product for select customers in the medical and financial services field. But as Watson expands its role it may invite more comparisons to Siri, Apple’s natural language processing assistant.

Tuesday at the IBM Smarter Commerce Global Summit in Nashville, Tenn., IBM plans to launch the Watson Engagement Advisor, aimed at helping consumer brands better recommend products to customers and provide better customer service at scale. Yes, that’s right. This is a technology that can diagnose cancer will be used to help sell people more products.

Why we need Watson-level AI for customer service today.

Still, customer service is a legitimate and complicated problem, especially in an era where social media meets our desire for a personalized and instant response to any inquiry or service issue. Firms have to engage with customers via phone calls, tweets, Yelp, Facebook posts and for all I know, angry letters. And many of those customers using new media don’t want to wait for a response. Companies that can offer good service quickly in a variety of mediums have an advantage. And Watson would allow them to do this at scale. Imagine offering Ritz Carlton service at Holiday Inn prices.

Brands who buy the Engagement Advisor software will get access to a much smarter virtual agent that can sift through massive amounts of information to respond to users’ questions quickly. As someone who was totally schooled at Jeopardy by Watson, I cannot emphasize enough how fast it is.

The IBM release notes that the Engagement Advisor software is designed to help existing customer service personnel answer questions quickly or it can be deployed via the brand’s mobile site where customers can interact with Watson directly. As IBM’s release says, “In one simple click, the solution’s “Ask Watson” feature will quickly address customers’ questions, offer advice to guide their purchase decisions, and troubleshoot their problems.”

It’s possible this will remind users of Siri, Apple’s chatty personal assistant on the iPhone and iPad. However, instead of being deployed on a device, Watson is embedded on a brand web site.

It can greet customers by name, however and offer to help them via a chat window on the company site or via a mobile push alert, that will appeal to people who want to tweet or text their customer care questions without having to stay focused on a single web page. In the ideal case Watson will have access to customer records plus the data stores it was trained on, and will be able to use both in giving a customer a recommendation or help.

The business of Watson is a big one

Instead of naming customers directly IBM writes that brands including ANZ, Celcom, IHS, Nielsen and Royal Bank of Canada are, “exploring how the Watson Engagement Advisor can help them engage with their customers.” This may be phrased this way because the initial pilot projects involving Watson require a lot of training of the computer before it becomes valuable. During Watson’s “apprenticeship period,” IBM in some cases hasn’t charged clients, or charges them lower rates.

But it’s no secret that Watson is a big business bet for IBM. At last year’s Structure conference, Dan Cerutti, IBM’s VP of Watson Commercialization, explained IBM’s ambitions for Watson, including delivering the machine as a service over more and more devices. IBM sees Watson as a new type of computing and plans to build out new business models to support it, as Cerutti detailed in our chat almost a year ago.

Along the way Watson not only impresses with its ability to filter through reams of data to correctly answer a natural language question, it also has been able to do this as it shrinks in size. Since its television debut, Watson has seen a 240 percent improvement in system performance, and a reduction in physical requirements by 75 percent. The whole system can now be run on a server that takes up the size of four pizza boxes from a giant machine that took up an entire bedroom. Smart, svelte and delivered as a service. Get ready to meet Watson in more roles and in some surprising places.

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Truphone has always had a soft spot for the international business traveler. When it became a virtual mobile carrier in 2010, its core service was a plan that charged you local rates for voice, SMS and data on either side of the Atlantic – a boon to any globetrotter accustomed to paying exorbitant roaming fees outside his home country. Now Truphone is extending more love to border-crossing businessmen and women – or at least to the companies that pay their phone bills.

On Tuesday Truphone is unveiling its first shared plans for business. Companies can now buy big batches of minutes, texts and megabytes and pool them across not just multiple devices, but also multiple nations. For instance a $500 plan includes 5000 voice minutes, 5000 text messages and 1 GB of 3G data, all of which can be used anywhere in the U.S., U.K. Netherlands, Australia and Hong Kong. Germany, Poland and Spain will join that list later this year.

Those prices will definitely seem high to most of us since we’re accustomed paying only for the for the domestic-only voice and data buckets offered by our local carriers. But if you’re splitting your time between countries in the Truphone “Zone” those rates look like a bargain. Anyone who has ever opened their mobile browser overseas can attest to international data roaming rates being practically criminal — $20 a megabyte isn’t uncommon.

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Real-time parking startup ParkMe wants to help find you parking — in real-time. The company, which originally started out on the Web, has been making a big push behind mobile apps, which is really smart, because most times when you’re looking for parking, you’re not on a PC, but you have a smartphone nearby.

There was just one problem — this app to find parking spots in real-time was only available on iOS, so there were a whole bunch of people who couldn’t use it. And their real-time parking finding powers were thus severely impacted. ParkMe is trying to correct that, with the release of an Android app that provides parking help to even the most helpless among those seeking to find a place to put their cars.

Android users will not only be able to find the closest parking for where they are now or where they happen to be going, but they’ll also be able to find the cheapest parking. And somewhere in between, maybe even the best value — the mythical “cheapest parking which is not so far away from their destination.”

The app accomplishes that by showing relevant parking rates, hours of operation, payment types, and — for those of you who want to know exactly how many free spots are available in the potential parking garage of your choice — real-time occupancy information for garages and street parking.

Oh, and did I mention the Android app was designed with the new Google maps API? Yeah, that too.

ParkMe CEO and co-founder Sam Friedman told me that the company wanted to make sure the experience on iOS was finished before moving on to another platform. In part, that meant getting as much real-time parking data as possible. ParkMe is available in 28,000 locations, 1,800 cities, and 32 countries around the globe. That comes after it has struck partnerships with Amco and Amano McGann, which are two of the largest parking providers around.

ParkMe has raised funding from Los Angeles-based private equity firm Angeleno Group, as well as IDG Ventures and Fontinalis Partners, the investment firm co-founded by Ford Executive Chairman William Clay Ford Jr.

Amazon Web Services can now claim a rare blessing among cloud providers: it has earned the FedRAMP accreditation that certifies that it has met a variety of security standards. That certification, which covers AWS GovCloud as well as Amazon’s other U.S. regions, should make it easier for state, local and government agencies to put workloads on Amazon’s public cloud infrastructure without having to jump through so many hoops.

FedRAMP, which stands for the Federal Risk and Authorization Management Program, “is a U.S. government-wide standardized approach to security assessment, authorization and monitoring,” said Adam Selipsky, VP of AWS. If a service gets certified by FedRAMP for use by one agency, it will be easier for other government organizations to adopt it as well, he said.

In government parlance, Amazon now has a three-year “Authority to Operate,” or ATO. That certifies that a range of government data can be stored or processed on Amazon infrastructure. Companies seeking FedRAMP certification typically work with a sponsor agency, which in Amazon’s case was the Department of Health and Human Services.

HHS has used AWS to run for the Centers of Disease Control’s BioSense program for tracking health problems in the U.S. and for the National Database for Autism Research. 

FedRAMP blessing greases the skids for more government use

AWS now has both a FISMA (Federal Information Security Management Act) Moderate and a FedRAMP Moderate ranking.The latter designation means that ”sensitive data” can be stored and managed on AWS infrastructure.

“This is a journey, a sliding scale. Sensitive data is a term of art used in government. Even more top secret categories of data require additional certifications,” Selipsky said.

To date, exactly one cloud provider — Autonomic Resources, a small North Carolina company — had earned the FedRAMP seal of approval from the General Services Administration. Now AWS is in the mix, but the two companies won’t have the arena to themselves for very long. Up to 15 providers are expected to clear FedRAMP hurdles this year with double that number expected to do so in 2014 when FedRAMP certification becomes mandatory, according to Federal Computer Week,

AWS is the kingpin in public cloud infrastructure where it’s had a 6 year head start. But now enterprise-focused rivals — VMware will announce its AWS response on Tuesday, HP and Rackspace have rolled out their own public clouds. An early FedRAMP certification which should make government IT types feel better about deploying work on AWS, may well be another early-mover advantage.

Amazon CTO Werner Vogels may well talk about the importance of public sector workloads when he speaks at GigaOM Structure next month in San Francisco.

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HasOffers, a startup that helps mobile app developers see which ad efforts are actually paying off, is announcing that it has raised a $9.4 million round of funding led by Accel Partners.

The company was founded in 2009 — the product that it initially built, and the one that’s still highlighted on the HasOffers website, is a system that helps ad networks and agencies manage their performance-based programs. (Those agencies and ad networks include Bucksense, Tapjoy, and Sponsorpay.)

However, CEO Peter Hamilton said the team realized that mobile advertisers were facing a similar problem, so it built a product called MobileAppTracking, allowing developers to see where app installs, engagement, and purchases actually come from. So as publishers run ad campaigns, they can see which social networks, publishers, and ad networks are giving them the best results, and they can adjust their efforts accordingly.

Rich Wong, the Accel partner who’s joining the HasOffers board, definitely sounded more excited about the mobile side of the business when I spoke to him today. (Wong’s past investments include Google-acquired AdMob and Angry Birds-maker Rovio.) He said “some of the biggest spenders in the Accel portfolio, people who are on the cutting edge of doing customer acquisition,” such as HotelTonight, Spotify, and Trulia, were already using MobileAppTracking. (Other customers include Yahoo, Zynga, Pandora, and Square.)

Wong also argued that the company is part of towards a broader shift in mobile advertising. He said the industry’s first phase, was the early “walled garden” period, followed by a second stage dominated by ad networks like AdMob, Quattro (acquired by Apple), and Millennial (now public). The third, current phase is all about the shift to programmatic buying — in Wong’s words, “the machines are taking over.” In this phase, developers are running campaigns with a wide range of different sources, so they need a better attribution system.

And that system needs to be independent of any of the existing ad networks, so it can measure all sources of traffic effectively. After all, Wong said, many networks have their own attribution systems, and while they might work fine, publishers probably don’t feel entirely confident that AdMob’s can report accurately about one of its competitors, or vice versa. That point about independence came up repeatedly during our conversation, with Wong emphasizing that HasOffers is a software business, not a company that’s selling ads.

“One of the reasons we’re able to do what we do with over 150 ad networks and publishers is that we’re not competitive with them,” Hamilton added.

Until now, Hamitlon said HasOffers has been bootstrapped and profitable, with 79 employees, so it didn’t necessarily need the money. At the same time, he said the mobile ad tracking product has really taken off: “We saw an opportunity to put our stake in the ground as the attribution analytics platform, and we didn’t want it to pass us by.” For now, that means continuing to invest heavily on the technology and product side of the business.

In addition to Accel, RealNetworks founder Rob Glaser and Founder’s Co-op partner Chris Devore also invested. (Glaser and Devore are both based in Seattle, as is HasOffers.) Even though HasOffers is a bit older than your normal Series A company, and even though Accel has a separate fund for investing in bootstrapped, mature companies, this specific investment came from Accel’s early-stage fund: “Even though it has characteristics of a ‘growth-stage business’, we looked at it as an early-stage Series A.”

En el corazón de una de las capitales más grandes del mundo, se encuentra 'Tech City', un ecosistema de emprendedores y grandes firmas tecnológicas en Londres. En cada edificio de la zona de Shoreditch se pueden encontrar startups y grandes empresas nacionales e internacionales creando un barrio de oportunidades, networking y posibilidades comerciales. La nueva ciudad tecnológica de Londres es ahora el hogar de más de 600 compañías nacionales e internacionales. La ciudad, impulsada por la agencia promocional London and Partners, ha ayudado a más de 130 compañías tech a crear sus sedes dentro de un mismo ecosistema, creando un núcleo tecnológico importante en Europa.

Una vez más nos encontramos ante un videojuego-presentación en relación a una nueva superproducción.

Deep Silver y Rubicon Organization presentan a Rick Quinn en Narco Terror, un sofisticado shooter con dos joysticks que evoca las películas clásicas de acción de la década de los 80 y que ofrece una gran diversidad durante sus variadas secuencias de juego arcade.

Ya sea que estemos dando nuestros primeros pasos en inglés o queramos afianzar nuestros conocimientos para una situación en especial, es necesario ejercitar nuestra memoria recordando nuevas palabras. Para que ello no sea una tarea tediosa, podemos utilizar opciones como Vocabla.