INVESTIGATION OF THE WEB SERVICE ACCESS MODEL ASP.NET USING A PROXY ASSEMBLY ON THE EXAMPLE OF DEVELOPING A VIDEO RENTAL SERVICE

В статье рассматривается исследование модели соединения Web-приложения и Web-службы напрямую и через прокси. Рассматривается кроссплатформенная высокопроизводительная среда ASP.NET. При разработке используется паттерн MVC. Формирование запросов реализуется с помощью архитектурного стиля REST и протокола передачи гипертекста HTTP. Строится модель взаимодействия Web-приложения и Web-службы. Целью данной работы является исследование данной модели взаимодействия напрямую и через прокси. Были разработаны Web-приложение, являющееся сервисом по аренде видеофильмов и Web-служба, функциональное назначение которой – работа с базой данных Web-сервера. Для реализации прокси сборки было создан отдельный проект. В настройках проекта были прописаны протокол передачи данных, хост API, порт и роутинги перенаправления запросов. Исследование модели проводилось с помощью программного обеспечения Postman и инструментов браузера. Результаты исследования показывают плюсы и минусы использования прокси при взаимодействии Web-приложения и Web-службы. Данная статья поможет заказчикам, разработчикам Web-приложений выбрать модель соединения Web-приложения и Web-службы, соответствующую решаемым задачам. The article considers the study of the connection model of a Web application and a Web service directly and through a proxy. A cross-platform high-performance environment is considered ASP.Net. The MVC pattern is used during development. Request generation is implemented using the REST architectural style and the HTTP hypertext transfer protocol. A model of interaction between a Web application and a Web service is being built. The purpose of this work is to study this model of interaction directly and through a proxy. A Web application was developed, which is a video rental service and a Web service, the functional purpose of which is to work with a Web server database. A separate project was created to implement the build proxy. In the project settings, the data transfer protocol, API host, port and request forwarding routings were registered. A previously developed service was used as an API. The model was studied using Postman software and browser tools. The results of the study show the pros and cons of using a proxy when interacting with a Web application and a Web service. This article will help customers, developers of Web applications to choose a model for connecting a Web application and a Web service that corresponds to the tasks being solved.

Doug and Esther

This chapter features the Chung family, who, like the Koh family, were keenly aware of racism. Both parents prided themselves on working outside of the ethnic sector—the mother as a highly skilled surgical nurse and the father as an owner of a video rental store. The family’s higher income compelled the parents to move their family from an affluent suburb populated by many other Korean American families to another affluent suburb that was overwhelmingly White—a strategy to exit the ethnic enclave in order to assimilate themselves and their children into multicultural (but mostly White) America to ensure successful transitions to professional occupations populated by successful (White) others. The chapter follows the family through the eyes of the younger son, who realized the illusive nature of the parents’ assimilation strategy and eventually pursued graduate study in a humanities discipline.

Netflix Leading with Data: The Emergence of Data-Driven Video

By 2009 Netflix had all but trounced its traditional bricks-and-mortar competitors in the video rental industry. Since its founding in the late 1990s, the company had changed the face of the industry and threatened the existence of such entrenched giants as Blockbuster, in large part because of its easy-to-understand subscription model, policy of no late fees, and use of analytics to leverage customer data to provide a superior customer experience and grow its e-commerce media platform. Netflix's investment in data collection, IT systems, and advanced analytics such as proprietary data mining techniques and algorithms for customer and product matching played a crucial role in both its strategy and success. However, the explosive growth of the digital media market presents a serious challenge for Netflix's business going forward. How will its analytics, customer data, and customer interaction models play a role in the future of the digital media space? Will it be able to stand up to competition from more seasoned players in the digital market, such as Amazon and Apple? What position must Netflix take in order to successfully compete in this digital arena?To examine the benefits and risks of investment in analytical technology as a means for mining customer data for business insights. Students will develop a strategy position for Netflix's investment in technology and its digital media business. Students must also consider how new corporate partnerships and changes to the customer channel model will allow the company to prosper in the highly competitive digital space.

Blockbuster Entertainment Corp.: Growth Strategies for 1995

Despite its clear leadership position, Blockbuster was running out of places in which to open new stores. As the growth and profitability of its traditional video rental business slowed, James Hilmer, chief marketing officer, evaluated two growth opportunities: set up virtual reality parlors within existing video stores, the test marketing of which had shown positive results; or leverage its retailing skills by diversifying into specialty retailing of merchandise from entertainment properties of its partners Viacom and Paramount. In this effort to grow by brand extension, Hilmer analyzes which option lets Blockbuster leverage its existing brand the most. How do the two market segments compare in terms of size, existing and future competition, investment requirements and returns, and Blockbuster's ability to grow and defend itself in the segment?

Movie Rental Business: Blockbuster, Netflix, and Redbox

Jim Keyes, CEO of Dallas-based Blockbuster Inc., was facing the biggest challenge of his career. In March 2010 Keyes was meeting with Hollywood studios in an effort to negotiate better terms for the $1 billion worth of merchandise Blockbuster had purchased the year before. In recent years, Blockbuster's share of the video rental market had been sharply decreasing in the face of competitors such as the low-cost, convenient Redbox vending machines and mail-order and video-on-demand service Netflix. While Blockbuster's market capitalization had dropped 47 percent to $62 million in 2009, Netflix's had shot up 55 percent to $3.9 billion that year. The only hope for Blockbuster, as Keyes saw it, was to shift its business model from primarily brick-and-mortar physical DVD rentals to increased digital and mail-order video delivery. In Keyes's favor, the studios were more than willing to provide him with that help. Hollywood wanted to see Blockbuster win the video-rental wars. Consumers still made frequent purchases of DVDs at its store—purchases which were much more profitable for studios than the rentals that remained Blockbuster's primary business. Blockbuster had made efforts at making its business model more nimble, but the results had been disappointing, and its debt continued to skyrocket. By the end of 2009, the company's debt had climbed to $856 million, its share of the $6.5 billion video rental business had fallen to 27 percent, and its revenues had tumbled 23 percent to $4.1 billion.The objective of this case is to discuss how different business models and supply chain structures impact the financials of the firms in the DVD rental business. In particular, the goal is to convey that the characteristics of the movie (recent/big hit or old/eclectic) affect whether it is best rented from a centralized or decentralized model. In addition, as streaming gains market share, the impact will be different for movie types and business models.

Audiences

This chapter looks at how audiences, through their choice of screenings and their response to films, can transform production trends and the decisions made about which films are made at the planning stage of film production. It analyses the production and early distribution history of Ridley Scott's Blade Runner that bear classification struggles encountered during its production, which were driven by a fear that it wouldn't be a suitable vehicle for mainstream audiences. It also confirms the way audiences are more active, appreciative, and diverse in their consumption of a film once the tag of mainstream flop has been removed by time, distance, and context. The chapter describes how Blade Runner audiences are sovereign and not purely connected to shaping production trends. It recounts how Blade Runner immediately found a cult audience on a late-night cable television, and in terms of video rental became a home box-office smash.

Panorams, Motels, and Pirates

Chapter one examines the early history of adult video from a variety of technological, cultural, and industrial perspectives beginning with the Panoram, a device invented in the 1940s and completely unintended for pornography. Following is an analysis of the adult motel landscape of Southern California, an early site of adult video distribution. The chapter concludes with a history of the early pioneers of adult video, including George Atkinson, who created the first video rental store in the United States.