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The WSJ's Yun-Hee Kim's interview with J.K. Shin, CEO of Samsung Mobile in March 2013, at the time of the launch of the Galaxy IV smartphone.

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Melinda Gates says even though she spent years at Microsoft immersed in technology she was not prepared as a parent when she had her youngest child, who is part of what is called the iGeneration. This term is used for children born between 1995 and 2012. Many of the children born since 2000 find themselves in a new world of smartphones, iPhones, iPads and social media apps. Melinda Gates says she would have preferred to put computer devices in children's pockets at a later age, and worries about their effects on children. It exacerbates the problems of growing up and reduces some of the empathy that comes from face to face human contact. Parents have to find other ways of giving their children much needed empathy and understanding that is missing when children spend many hours in front of such tech devices. The professor who coined the word iGeneration says many of this group spend as much as 6 hours in front of these devices with different apps. Yet the development of these children lags behind that of children of previous generations. It is hard not to say out loud that one worries about this- that the tech devices after all the hype really aren't that great when it comes to giving children an advantage in life. That human interaction, the use of imagination, motivation from family and school, live human interaction, cannot be replaced by staring at a screen for hours at a time. After all the hoopla about tech making children smarter and better, it is a huge let down. One must depend more on the basics that have served children and parents well over generations- the human interaction that spurs the imagination and motivates leading to exploration, reading on one's own, and curiosity to learn. Tech is just a tool, not the real thing. ...

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The failure of Nintendo's new handheld 3DS video game device to win market acceptance. Sales dropped to 710,000 in the last 3 months from 3.6 million the prior quarter. Nintendo has now made a big price cut from $250 to $170. The entire videogame industy is going through a transformation where a closed platform like Nintendo's is facing obsolescence. Today any device with a screen and an internet connection can work for videogaming. Companies such as Zynga have Facebook games such as "Farmville" and "Cityville." Mobile and social games are $1 or $5 and often free when they have advertising within the games. They can be readily acccessed instantly by downloading, Contrast that with Nintendo games for 3DS which can sell for $30 to $40. Nintendo has sold over 87 million Wiis and 147 million DS devices. But the sales are dropping precipitiously. Wii sales dropped to 1.56 million in the most recent quarter compared to 3.04 million in the prior year, and DS sales fell to 1.44 million from 3.15 million, according to Nintendo. As a whole game sales in retail stores including hardware and software are declining down to $995 million in June 2011 from $1.111 billion for the same month prior year, according to NPD Group. Microsoft continues to see an increase in its Xbox gaming business- with a 30% increase in sales to $1.49 billion for the last quarter for the division with the Xbox business. One reason is that this is a group of hard core gaming customers who prefer shooting and sports games including the use of a camera device called Kinect where body movements are used by players. In that manner this business is insulated from the overall trend where game developers are shifting to new technologies and developemnts such as Facebook and iPhone. Electronic Arts is focussing on the fast growth for popular games on the iPad....

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Sony's efforts to buy out Ericsson's 50% share of Sony-Ericsson joint venture in cell phone devices. Analysts estimate the value of Ericsson's stake at 1-1.25 billion euros. For Sony it is critical to become a major player in the smartphone business. Smartphones are carried by consumers everywhere and offer the opportunity to link smartphones to its online music, games and videos. The Sony-Ericsson venture failed to catch the smartphone trend early. After the launch of the Sony iPad, Sony sees significant opportunities in coming up with newer smartphone models and leveraging its technological strengths. This can only be done by having complete control over the smartphone business and having it in-house. Ericsson also sees it this way. Sony Ericsson Chief Bert Nordberg stated recently that the smartphone business has more in common with Sony than Ericsson. Ericsson's strengths are in heavy engineering and telecommunications, business to business, which are in contrast to the consumer emphasis at Sony. The Sony-Ericsson venture is barely profitable, with net profits of 90 millon euros for sales revenue of 6.3 billion euros in 2010. The strength of the Japanese yen, and the firmer valuation after the venture turned profitable in 2010- after two years of losses in 2008 and 2009- make a buyout of Ericsson's stake a good move for Sony....

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The company that only a couple of years ago was coming up with new models and among the top names in the cell phone business, is now gasping for air as it struggles to keep its cellphone business alive. It is an example of how vigilant and on ones toes (how paranoid in Andy Grove's words), one has to be in the fast moving tech businesses. Losing its leadership position to Nokia and other rivals like Samsung and LG from South Korea, who had better strategies and newer models, Motorola has never recovered, and the way down has been steep and precipitious. Motorola's cellphone sales fell a huge 51% in the fourth quarter, matching in its magnitude the kind of breathtaking sales drops that have hit GM and Chrysler for January 2009. And things cannot get better when the loss of $595 million for the cellphone division (or $31 for each cellphone shipped), mean cuts in design and other needed staff. Motorola has been closing design centers and has laid off 25% of design staff. In total Motorola posted a loss of $3.58 billion for the 4th quarter 2008. The rest of the losses include writedowns and charges for layoffs of 7000 workers announced since October 2008. Motorola shares trade at $4.04 on the NYSE and Moody's has downgraded it to Baa3, the lowest investment grade rating. ...

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Saying that his main goal is judicial independence in reality Medvedev convened a conference of top officials and lawyers to set up a task force and propose legal changes. He called for steps to eliminate unjust rulings, rulings that often arise from various kinds of pressure, phone calls, and he says, lets not hide it, money.

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Samsung's Galaxy S III smartphone in 2012.

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Providing an insight for the auto industry and other industries, Nokia has managed its own downturn from a few years ago. Nokia has taken a strong position in emerging markets without letting profit margins sink and keeping the average price of a Nokia cellphone from dropping much. See the groups and links to Motorola's situation. Continued dominance in India and China helped Nokia achieve mobile phone shipments growth of 27%in 2007 over 2006 to reach 133.5 million units. Nokia is also gaining market share increasing it to 40% in the 4th quarter 2007 from 39% in the 3rd quarter. And Nokia is now poised to gain back the market share it lost in the USA in the last few years. It sees the market for mobile phones growing by 10% a year wordwide with strong growth in Asia balancing slower growth in developed countries. Nokia follows the average selling price of mobile phones which suggest the direction the market is taking in price and higher end lower end sales distribution, especially at a time when Nokia competes in price sensitive Asian markets with higher lower end sales distribution. Here the average selling price of Nokia phones dropped from euro 89 in the fourth quarter 2006 to euro 83 in 4th quarter 2007. Nokia is careful to keep introducing new feature laden phones that customers want to keep this average price up. In the 4th quarter 2007 the average price was up from euro 82 in the 3rd quarter to euro 83. Nokia's operating margins in the mobile phone business reflect a surprising result, actually increasing from 17.8% to 25% even as average price is dropping from euro 89 to euro 83? How was this achieved? Some of this is probably from better manufacturing in better locations without compromising quality, moving factories to eastern europe and other places. Nokia plans to close a factory in Germany with 2300 workers and move this to Romania by mid-2008. The increased sale of higher margin multi media phones also helped. Another aspect of Nokia's approach- grasping the fact that extremely high sales were needed to do well in in the lower end of the market at the euro 30 price level. This means that competing in India and China with the high sales volume helps it stay ahead in this lower end. These markets are also interesting in another way, they are fast changing markets with a lot of things happening. Because they are price sensitive there is a lot of competition including from lower end makers in China. Asian markets also have young users who have different usage, lifestyle and trends and Nokia can learn a lot on how to stay abreast of these demographics and other changes. And competing at this level helps you develop the manufacturing knowhow to bring down the cost of the higher end phones with more features. There are crisscross benefits to competing at every price range in different demographics and in different regions, and continually learning and building the people and structures to compete effectively. . Nokia's successful strategies in 2008. ...

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Vindu Goel of the NYT gives this report on IBM's expansion in India including an interview with Vanitha Narayanan, chairman of IBM India. In 2017 IBM had 130,000 employees in India, at operations in Pune, Calcutta, Chennai and Bangalore and other cities, double that in 2007. The U.S. operations have about 100,000 employees. As IBM's revenues have declined with technology disruptions, it has concentrated on expansion in India with its vast base of knowledge workers and costs of about one half to one fifth of what it would cost in the U.S. IBM has 380,000 employees worldwide, with 26% in the U.S. and 34% in India, and 40% in other countries. Microsoft employs 8000 employees in India and 124,000 total worldwide, Google has 1800 in India and 72,000 worldwide.  IBM removed operations in India in 1978 after a dispute with the Indian government. In 1993 it started operations in India in a joint venture with Tata. By 2004 the operations had expanded and IBM took full control. A $750 million 10 year contract was signed in 2004 with an Indian phone company Bharti Airtel. As Goel points out the shift is happening towards expansion in India with the growing demand from industry and government in India. The Watson venture has expanded in healthcare in India with contracts including one with Maniphal Hospitals. In 2016 this had reached $38 billion in hardware and software, services, to Indian industry and the government agencies. IBM's work is not simply in offsourced work from American companies. High tech and cutting edge research is also taking place and expanding. IBM is now uniquely positioned to get an expanding share of the business as more tech services are provided to the hundreds of millions of people in India who did not have access to tech and tech services before. Research concentrates on doing this at a fraction of the cost and in new ways suited to the local region, so that services can be delivered with a wider reach. This report provides a new perspective on how the next decade could see American companies with a long term focus take advantage of the rapid growth in the fastest growing large economy in the world, with advantages for both the U.S. and India. ...

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Nokia pins its hopes on China as it sees room for a third ecosystem after Apple and Android in the growing Chinese market.