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Spotify acquires podcasting firms to broaden its appeal and acquire nonmusic content including listening time on radio. Spotify thinks it can bring to nonmusic content podcasts what it has done for music by bringing better curation, customization and recommendation, while developing tools and collecting data for podcasters. Talk enhances the experience of listening to music, says Spotify CEO Daniel EK.  Spotify aims to take some of the two hours people listen to radio globally and make money off of it. Ek says video is a bout $1 trillion market, and music plus radio $100 billion, but he questions whether our eyes are worth 10 times as much as our ears." Adding more monetization opportunities is key. Spotify says it has seen that podcasts command an engaged audience- people who see podcasts spend twice as much time using the service, and tend to stream more live music. They are less likely to cancel subscriptions.  Spotify has 206 million users and 96 million subscribers. Average revenue per user is 4.89 euros as many of Spotify's users come in through family plans and in international markets with lower pricing power. ...

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The success of Apple's stores in Beijing, Shanghai. Apple plans to open stores throughout China. China's rising upper middle class and its passion for premium products. Fot the first three quarters of the fiscal year, Apple revenues in China were $8.8 billion. This is a six fold jump in revenues. China is now the second largest market after the U.S. for apps that run on the smartphone and the tablet, according to Distimo.

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After the resignations of Browett and Forstall, other executives Eddy Cue, head of Internet software and services, Craig Federighi and Jonathan Ive, hardware design chief, assume more important roles inside Apple. Browett was hired recently from Dixon Retail in the UK to run Apple retail stores. Some of his scheduling changes at Apple were received badly at the stores. Mr Forstall ran the iOS software operations and was highly regarded by Jobs except that he failed to get along with other executives. He and design chief for hardware Jonathan Ive could not stay in the same room together because of personality conflicts. Jobs was seen as a decider in these situations, a role new CEO Cook did not choose to play preferring a smooth running team with fewer people conflicts.

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About 500 million smartphones are expected to be sold in China in 2015, according to IDC. Xiaomi has gained a firm foothold in China among young people and a fan base similiar to the way Apple is seen in the U.S. The next phase of growth is in countries where there is still room to grow with a large number of people without smartphones. Founder Lin Bin is a former Google executive. He has hired another Google employee Hugo Barra to plan the next stage of expansion overseas. He says Xiaomi will continue to focus on areas other than Europe and the U.S. where there are weak telecom carriers. Xiaomi's pricing model is based on selling quality smartphones with many features at lower prices. In the U.S. and Europe where large service providers offer large subsidies to users of smartphones Xiaomi cannot compete because its pricing advantage disappears. This means taking on the market in places such as India, Indonesia and Brazil where there are many people looking for a smartphone at a smaller price. One obstacle is that Xiaomi has few patents, and competitors are likely to mount paten challenges in these markets. In India, the second largest market, Ericsson has mounted a patent challenge leading to a court order suspending sale of Xiaomi phones. Xiaomi's strengths in China lie in savvy use of the internet and media to market its phones, using some of the methods used by Apple. ...

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Apple sold 35.1 million iPhones in the first quarter of 2012, an increase of 88% from the prior year. Apple sold 11.8 million iPads in the first quarter 2012, double the volume in the prior year. Profits reported by Apple for the first quarter 2012 were $11.62 billion, an increase from $5.98 billion the prior year, almost doubling profits.

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This article by Jim Carlton in the Wall Street Journal in 1998, shows a different side of Steve Jobs- a relentless hard driving manager, with sheer intensity and lack of patience with people who could not keep up with him, who can be arrogant and ride roughshod over employees. Supporters say he had the right intuition about decisions facing Apple, such as not cloning the Mac because it was already too late, closing Newton and refocussing the engineers on new devices, staying out of direct competition with the Wintel alliance and willingness to work with Microsoft to include the Office suite on the Mac. These moves came at a point where Apple was rapidly shrinking in the market, and was down to 2.6%, having lost half its share in the education market. Jobs dictatorial style came when Apple was in a chaotic situation without any clear direction, and the company was simply drifting into a steep decline, a style which was as one director put it, what Apple needed in that situation. Other aspects of Steve Jobs style included a penchant for secrecy. When the news of the folding of the Newton operation was leaked to the media, Jobs fired the head of the Newton group on the spot. At other times Jobs could back off, as when the launch of the G3 line of Macs was put off because of quality problems. The Jobs who returned to Apple in 1996-1997 comes across as a different Jobs- whose main motivation now was to show these "bozos" like Sculley who ousted him in 1985, and Amelio whom he replaced in 1998, how this (Apple's revival) is to be done. ...