LyrArc Article Gist
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.

LyrArc Article Gist
David Barboza of NYT describes the hidden subsidies China gives to Foxconn for its plant in Zhengzhou, in a poor region of China. The factory there makes about half a million iPhones a day. These subsidies include incentive packages, infrastructure building, local government help of about $1.5 billion. As a result Apple has high margins. For a 32 gigabyte iPhone 7 that costs $400 to make, the retail price is about $649 in the U.S.  The hidden subsidies is why Apple can maintain dominance as profits are reinvested. And the result is that with only 12% of the smartphone market Apple can take in 90% of the profit, according to Strategy Analytics. Barboza looks back at Apple before co-founder Steve Jobs left in 1985 as focussing on manufacturing at plants in Colorado and California. By 2001 with iPod sales soaring the move to China under Cook, who previously worked for Compaq, was underway. With the introduction of the iPhone in 2007, the move to China for manufacturing accelerated. The reason: only China offered the kind of subsidies, the speed of approval and building of infrastructure facilities, the local government support, the hundreds of thousands of workers, and the best tooling engineers, to produce in huge volumes with speed, and maintaining quality levels. Earlier plants including one in Colorado Springs that this Lyrarc editor was invited to visit just prior to Jobs rejoining Apple had many quality problems, so much so that Apple had a large part of the manufactured personal computers set aside for rework. The quality levels were dismal, defects were unbelievably high. This is the Apple manufacturing process and plant that Jobs must have seen when he returned, and which he hired Cook to fix. Not only were costs higher in the U.S., (subsidies in China came later) when Jobs looked at the manufacturing quality and the inability to get the quality he needed from American workers and engineers at that time in the 1990's, only then did he turn to China- and the more he saw what was possible to accomplish there he sensed an unusual opportunity to finally put the ghosts of memories from competition with Microsoft at rest, and to surpass everything that had been done in Silicon Valley. The result one of the most ingenious and large manufacturing networks in the world, huge profits for an American company, except for one thing- it would not do much for American workers. ...

LyrArc Article Gist
The head of Apple's mobile software, Mr Forstall refused to sign a letter apologizing for the company's shortcomings with its mapping service on the new iPhone. He was asked to resign.

LyrArc Article Gist
Richard Fisher, president of the Dallas Federal Reserve Bank, has a three part proposal for tackling the "too big to fail" problem and concentration of 70% of the U.S. banking assets in a few banks. It calls for Market Discipline to be exercized in a way that the Dodd-Frank legislation fails to do. This is to be accomplished by having deposit insurance and the Fed's discount window apply only to traditional commercial banks, not the nonbank affiliates and parent holding companies. Customers, creditors and counterparties of all nonbank affiliates and the parent holding companies would be asked to sign a disclosure accepting that there is no government guarantee. In addition the largest financial holding companies would be restructured so that all their corporate entities would fall under a speedy bankruptcy process. Fisher does not clarify how he would do this restructuring. The Fisher idea come after changes in the banking industry through internal management restructuring following trading losses, legal settlements and the passage of a Swiss referendum called the Minder Initiative on compensation. Fisher suggests the U.S. Fed and regulatory authorites in other countries should push for further restructuring and calls for action beyond the limited results from 2010 Dodd-Frank Wall Street Reform and Consumer Protection Act. He is critical of Dodd-Frank's often ambiguous and lengthy worded legislation- 849 pages for the law and 9000 pages for the regulations written to implement the law. Fisher emphasizes the point that its hard to implement a law and enforce rules when its not clear and is difficult to understand....

LyrArc Article Gist
John Browett, CEO from 2007 of Dixons Retail PLC, and a former executive of Tesco for its online operations, was appointed head of retail operations at Apple.

LyrArc Article Gist
After Steve Jobs returned to Apple in 1997, he hired Tim Cook in 1998 to help transform Apple's manufacturing organization which had become dysfunctional by that time. Tim Cook with a Masters degree in industrial engineering at Auburn University and MBA from Duke, worked in operations at Compaq Computer at the time. Cook trimmed big inventories and brought quality control and the supply chain to high standards. He will run Apple during Steve Jobs absence for health reasons.

LyrArc Article Gist
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. ...

LyrArc Article Gist
The new Apple iPhone 4S failed to impress analysts looking for further advances in design and capabilities. This is the fifth generation of the iPhone that was first introduced in 2007. It has a speedier processor, an improved camera, and voice-command services. The iPhone generated $13.3 billion out of total Apple revenue of $28.6 billion, in second quarter 2011. Analysts estimate Apple sold 22 millon iPhones in the third quarter 2011, and is expected to sell 25 million iPhones in the fourth quarter. The 4S iPhone uses the same Apple A5 processor chip that is found in the iPad 2 tablet, with twice the earlier speed for downloading data, and seven times faster speed for graphics enabling better videogame display. A personal assistant software Siri enables voice commands for checking weather and responses to text mesages. Prices start at $199 for 16 gigabyte models with a two year contract. Sprint, AT&T and Verizon will offer the phone.

LyrArc Article Gist
Jonathan Ive, Apple's design chief, talks about what it is like working as part of a very small team that included Steve Jobs and Tim Cook for two decades. Jobs complete focus was on creating great products. The innovative products were created through the work of very small teams, says Ive. Two attributes the team members had to have are being inquisitive and curious. Making the product, manufacturing it using new technologies for materials like light weight titanium, was not something tacked on at the end, but something that was addressed as part of the design at the outset. Form, material, process- the design development and making- are intertwined thorughout, says Ive. For titanium that meant complete redesign, discovering new partners to work with, and hiring a new organization. This put Tim right at the heart of things and deeply involved right from the beginning. Ive repeats the idea focussed small team effort, and says this is no platitude. Titles, organizational structures are insignificant in this setup. Today Ive meets 3 times a week with Tim Cook. Tim sees design as an effort to articulate how a user sees the object, and credits Cook with a unique ability for giving this special attention and working to understand how an object is perceived....

LyrArc Article Gist
Amazon is tackling the Indian market by addressing the need of rural shoppers in all parts of India- home to nearly 800 million people. Here WSJ shows how this works with a customer in Dhowachal, in the northeastern state of Assam, who had no access to stores except by travelling for hours to the nearest town.  The customer is a teacher who received an Amazon delivery of pairs of jeans, socks, curtains, glasses and other items. Rural shoppers in India spent about $400 billion in 2017. Barclays estimates Amazon had $7 billion in gross merchandise sales volume in India in 2017, about 2% of what it does worldwide. More than 80% of customers in 2018 are from outside India's largest cities.  To do this Amazon has changed its app to work on cheaper smartphones and patchy cellular networks, added hundreds of thousands of Indian language descriptions of products and videos. It has also opened physical Amazon stores to teach people how to order online. Tens of thousands of distributors were added to deliver packages and take cash or digital payment. Amazon is spending $5 billion in India to set up a logistics network and warehouses, including staff and content development for Amazon Prime. In doing this Amazon has learned from China where Alibaba and other online retailers have grown seven fold by reaching rural areas. Amazon could not compete with Alibaba in China. In India Amazon has no strong local competitors like Alibaba. It is learning how to operate in India. The app offer tips on how to order, no email is needed, only a phone number, machine learning translates all descriptions into Hindi. Icons work well. A digital wallet lets customers without bank accounts or cards to pay or get money back. Amazon is investing aggressively using an advertising campaign and discounts to pass Flipkart which WalMart bought for $16 billion in 2018. Amazon is trying new ideas in India's situation where small stores often closet sized sell a limited number of products often going through multiple middlemen resulting in high prices. Amazon is now enlisting these small stores as package depots in its own unique distribution network. The small store gets an 8-10% commission on sales for helping guide shoppers make a purchase. In Amazon's unique "I Have Space" program 20,000 mom and pop stores in remote areas of India offer to take packages and deliver in neighborhoods for a commission. They get a uniform, a bag and a week of training. Many of these store owners know the addresses in their neighborhood having lived there a long time. The entire effort shows Amazon has adapted its delivery effort, logistics and payment systems to Indian conditions in a well planned way. Compare this to the failed effort by Apple in India, with high management turnover and lack of understanding of Indian conditions and pricing, and no real plan to tackle the Indian market.     ...