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Who is Ed Whitacre? What is he like and where is he from? Ed Whitacre headed Southwestern Bell or SBC, which he merged with AT&T. Bored as a retiree in San Antonio after leaving AT&T, he took the job at GM. He golfs, wishes and hunts with his chocolate Labrador retriever at a ranch near his house in San Antonio. He is impatient by nature and likes to see things done. Managers who worked with him at Southwestern Bell say while they were working on day to day business, Whitacre would be the one thinking ahead, trying to figure out how to compete in the future, and the things that were likely to happen in the changing environment. For a smaller Bell he saw that it was simply whether his Bell would be acquired or whether he would acquire other Bell companies. He is a hands-on guy who like to do things himself, like running a bulldozer around his ranch, one of the things Whitacre likes to do. His beginnings are in small town Texas. The place is a sleepy railroad town called Ennis, Texas, where for 50 years his father was a locomotive engineer. Whitacre says his father had never finished high school, and he did not want Whitacre working for the railroad. Both his parents insisted that he get acollege degree. Whitacre went to Texas Tech in Lubbock, Texas, because the tution was only $75, and landed a job at Southwestern Bell in 1963 as a facility engineer. And he stayed with the company all the way- with 19 moves living in Texas, Arkansas, Missouri and Kansas- till it became the new AT&T. Frost, a retired San Antonio banker and a member of Southwestern Bell's Board in 1990 when Whitacre became CEO, says Whitacre started from the bottom, and literally, even climbing telephone poles. So it isn't surprising that this guy walks around the GM Renaissance Center, talks to GM employees, tries out a Taco at the Food Court at the Renn center (says its OK but not like Texas tacos), and uses all elevators like everybody else, unlike GM executives who equiped elevators so they could bypass floors. And he isn't hesitant to wear jeans and a sweat shirt while visiting a factory, which he says is all the clean clothing he had at the hotel. Now he has an apartment. Works 14 hours a day, 5-6 days a week, and has his phone ringing just when he hopes to leave town to escape for a weekend. ...

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Apple launches the iPad Mini at a price of $329 against rival tablet devices, Kindle Fire HD at $199 and Google Nexus 7 at $249. The iPad Mini has a 7.9 inch screen measured diagonally compared to 9.7 inches for the iPad. It weighs about half the original iPad. The screen resolution is lower and the processor less powerful. The Mini iPad is designed to fit comfortably in one hand. Apple executive Schiller says the iPd Mini has two thirds more space than the Google Nexus 7 for surfing the web when turned on its side. The price is designed to maintain Apple's large profit margins and share price.

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Peers says the Motorola Mobility acquisition raises doubts about the Google advertising focussed strategy. One option for Google, which lacks manufacturing experience, is to keep the patents and sell off the manufacturing business at an early date. The smartphone business is a low margin business and Motorola is not making money. Apple is an exception because it occupies a special niche in the business that helps it sustain higher margins. At this time there is considerable doubt on what Google's strategy will be.

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Blackberry CEO Heins is interviewed by the WSJ's Will Connors in January 2013 during the launch of the Blackberry 10 touchscreen smartphone.

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Acer President Gianfranco Lani says the company will ship between 10 million and 12 million netbooks in 2009, and 32 million to 35 million laptops including netbooks, which suggests that netbooks which sell for as low as $200 are almost half of its laptop/netbook sales. This shift and the pricing and sales pressures in the global economy resulted in a31% dropin profit, and operating margins dropping to 2.2% in the first quarter 2009, compared to 4th quarter 2008.

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Netbooks sales were half amillion in first quarter 2008, jumped to 4.4 million in 3rd quarter 2008, and are expected to double to 8.8 million in sales per quarter in 2009. Acer was the first to take advantage of this trend. It has moved to 3rd place in PC's after HP and Dell, and Apple is now in 4th place. A lot of new trends are changing the IT marketplace. These netbooks sell for $100 and may be the next big thing for developing countries, where a low cost computer would appeal to the millions of people in urban and rural areas.

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Hon Hai chairman Terry Gou told corporate employees that Hon Hai plans to increase the number of robotic arms in its manufacturing plants from 10,000 to one million by 2013. He says the move will "improve working conditions and provide a better career path to employees." The improvement of working conditions is a major concern after a number of suicides. The plans to automate dangerous and monotonous tasks is intended to migrate workers to other work. Hon Hai has about 1 million employees in China. It is moving plants to the less costly interor of China where wages are lower- to Chengdu, Wuhan and Zhengzhou from the coastal areas.

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The Indian PC market is expected to grow rapidly from now on with growth of 30% a year. About 9 million PC's will be sold in India in 2007. Lenovo, Dell and HP and local maker HCL are all gearing up with extensive sales plans and product lines. The Indian market will see increased sales from larger companies and strong growth also from consumers and small business. In March HP opened a new factory near Delhi, and Lenovo will open a new plant in Baddi in northern India in july to make 2 million PC's, Dell opened a new factory in Chennai in August. HCL is partnering with Intel to make a lowcost PC called the Classmate. HCL once dominated the market but has lost market share to H-P as it made the mistake of being late in the notebook market, only introducing notebooks in 2005. H-P increased its market share by selling in smaller cities in India. H-P has 21% of the market compared to 13.5% for HCL in 2007, according to IDC estimates. Over the past 3 years prices have fallen from $500 to $350, if prices fall significantly again, and there is strong competition between Dell, HP, Intel, HCL, Sony, Acer and other makers, then one should see the Indian market really take off across the spectrum, from larger companies, to small business and the consumer....

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Steve Jobs anticipated a post PC period when he told a technology conference in 2010 that PC's would retain a lot of their value, but he said they will be used only by one out of so many users. Tim Cook told a Goldman Sachs investor conference recently: "From the first day it shipped, we thought- not just me, many of us thought at Apple- that the tablet market would become larger than the PC market, and it was just a matter of time that it took for that to occur." Analysts see this happening sometime between 2013 and 2017.

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Lenovo is accelerating the integration of Motorola Mobility operations into Lenovo in 2015. About 40% of the 100 million plus smartphone shipments planned in fiscal year 2015 will be Motorola Mobility phones, compared to 30% of the 85 million shipped in 2014. Motorola phones will be priced in the $400 plus range and Lenovo's own smartphones below that price level. The focus is on reducing costs and sales growth to turn around the Motorola Mobility brand quickly. Lenovo is now in third place after Samsung with 241.5 million shipments and Apple with 169.2 milllion, for the first three quarters of 2014, according to IDC. Lenovo faces intense competition from Xiaomi and Huawei in China and emerging markets.

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Former Fed chairman Paul Volcker has opinion about the financial crisis that is deeply felt. He wants the wall that separates banks that take in federally insured deposits from the public separated from the risky trading activities of investment banking houses. That would essentially put us back to the situation that existed before Glass Steagall Act of 1933 was revoked in the 1999. The lessons of the thirties apply today. Says Volcker "people say I am old-fashioned and banks can no longer be seaprated from nonbank activity, but that argument brought us back to where we are today." The Obama advisers like Geithner and Summers are close to the bankers- see the links to Geithner and Summers- and believe that extensively regulating the banks would prevent the banks from engaging in risky practices. However as this reporter Louis Uchitelle of the NYT has not pointed out, the problem is that this is more easily said than done. The very fact that there were close ties between Geithner and Summers and the bankers during the Clinton Administration and Geithner as head of the New York Fed under the Bush administration, and the aggressive lobbying by the investment banks like Goldman and others who are now banks to water down any regulation on derivatives trading and on other supervision, can only lead to a situation where neither Volcker's solution or the Obama people's solution is put into effect. THis will only invite another crisis. With the public anger even worse as the bonuses and compensation from trading profits by Goldman and other banks come through cheap money created by the Fed- see links- for the purpose of addressing the financial crisis. Volcker would separate JP Morgan and Bear Stearns trading operations and separate Merrill from BofA, and Goldman would revert from abank holding company to a investment banking house. Volcker believes that the pay on Wall Street "has gotten grotesquely large." Volcker believes that the separation of deposit taking institutions from investment banking would reduce trading profits and consequently automatically reduce these large bonuses. So is Volcker being ignored by the Obama administration, even as his glow helped the Obama people win public support as a better steward of the economy than McCain during the election campaign? During the crisis Volcker headed the president's Economic Recovery Advisory Board. Today he is rarely seen in his Washington office, he talks to administration officials mostly on the phone, at 82 he is not knocking on doors, and the advisory board has been assigned to look at the tax law on overseas corporate profits. Volcker agrees with most of the Obama plan on financial regulation including higher capital requirements and and pay guidelines, but if this is not enacted because of lobbying by bankers then the nation will have the benefit of neither the Volcker Plan or the Obama Plan. ...