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Wagoner became President at age 45, CEO at age 48. So you would think that young blood is coming in to GM, but that does not appear to be the case. At the Board level most of the Board members like George Fisher formerly of Motorola, have been around for a long time, and there does not appear to be new blood that would bring in fresh thinking. And serious decisions about investment in developing new technologies to develop fuel efficient cars, like hybrid technologies, electric and other alternative technologies, diesel technology, have been held up for years at General Motors. The way decisions are made on such issues with Board members voicing their opinions more than wrestling seriously with the issues, shows serious shortcomings of management and the Board. At key points of decision making the CEO and key members of his team had not prepared carefully, and Board members did not come up with serious thinking on the problems facing GM. It, appears that the investment in technologies to develop fuel efficient cars much earlier, long before they were finally being addressed in 2006, was a failure of Wagoner's management and of the Board. Management discussed this but continued to be mired in old ways of thinking that continuing with the status quo- cars with existing low fuel efficiency- would not expose GM to illwinds as preferences changed. Its clear from the description here of discussions within GM that the old thinking is quite entrenched at GM, and Wagoner just was not the kind of person who could vigorously articulate a new vision for GM. A couple of things are noteworthy in this account of management indecision at GM. When fuel prices began hurting sales of SUV's and large vehicles in 2005, efforts to get a decision on investments in new technologies for fuel efficiency for the whole product lineup failed at the Board level in an April 2005 meeting. One Board member saying at that meeting, that" do we want to lose another billion dollars in developing new technology for fuel efficient cars." And no one calling him to account that the remark still did not address the point that GM had to respond to the changing market and world oil dynamics, and not just hope for the best, as GM had aggressive competitors, and faced continually diminishing role in the market place for the entire decade of the 1990's. While April 2005 was already at the tail end of the previous era of gas guzzling cars and a decision then would still not have shown a forward looking vision of things, it was not until 10 months later that a decision was reached. And this almost from necessity, as oil prices jumped in 2006 after hurricane Katrina, and by this time President Bush was also calling for higher mandated fuel efficiency standards. The other noteworthy point here is that by making the changes so late in the game, GM had to compress the development cycle for new and some cases unknown technologies into short time frames. If the ingenuity of its engineers comes to its rescue it still faces another hurdle that of cost, because the technologies have to be perfected and improved, so that the costs are low enough for customers, and importantly comparable with what it is costing competitors to make the same fuel efficient technology engine or other part. Which is why one Honda executive remarked, "GM like everyone else is serious about this, because they have to be, but how many of their hybrids and how many Volts will they sell? Their technology is very expensive." Even if GM develops the Volt electric car by 2010, GM will need a whole range of fuel efficient technolgies to power its large product lineup. Its just to hard to avoid the conclusion that this is going to prove costly. All the dragging of feet and indecision, and failure to prepare GM for a different world in case something drastically different from what was expected happened, will prove very costly especially considering how aggressive and well financed some of the Japanese and German competitors are. It also hard to avoid the conclusion that there is too much bureaucracy at the large auto companies, and getting new blood and new ideas and fresh thinking is tough in a place where everybody agrees with everybody else, and there is uniformity of thinking. This makes it difficult for any original or wayward types to thrive. These bureaucracies look up to the top for direction. Initiative is discouraged on one hand, and at the same time even if a new direction is taken at the top. a lot of resistance can be expected to implementing it throughout the company without persistent persuasion and reminder of new facts and realities. This is true for both Wagoner and Mullaly as they face the skepticism of subordinates to new direction. Mullaly for instance has to remind his managers that large vehicles are only a small percentage of the entire global market, and if Toyota is making money in small cars so can Ford. See the link to this. Is Toyota immune from bureaucracy type behaviour throughout the company? Not really, Toyota's chairman emeritus came out of retirement in fact and went out of the way to caution its CEO and management about their complacency a year or so before. Shoichiro Toyoda personally intervened to caution against too much expansion in the US and climbing wage costs, and other risks they perceived such as the company managers in the USA appearing to be resting on their laurels. See the link to this. A lot of discussion is probably going on within these companies about the present state of affairs, and considerable anxiety for what the future will bring. It may be useful to ask the question is there something that makes it difficult for once successful organizations -now with entrenched bureaucracy and set ways -to put forward leaders with vision and foresight, till it becomes very late? The vision and foresight about where their markets and the world is heading, and the ability to move their organizations in that direction. Or to break out of old patterns of behaviour and thinking....

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To the other reasons, callousness on social issues and towards women and immigrants, Rove adds additional ones. The lower voter turnout with ony 51.3% of voters turning out to vote in the 2012 U.S. presidential election, the poor timing of the convention when it should have been held in June, the lack of response to an ad blitz with negativity throughout the late summer that Romney lacked funds to respond to. He points to the role of the Super PAC's and the American Crossroads organization he created in preventing the Republican candidate from being strangled by a single ad blitz in the summer that spent 20% of election campaign funds of the Obama campaign.

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David Brooks on the change in Romney as he breaks away from tea party orthdoxy to be the man Brooks believes he truly is.

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Transcripts from U.S. Federal Reserve meetings in 2006 that show Bernanke, as Fed chairman, and Geithner, as head of the New York Fed, ignored the risks of a collapsing bubble in housing and mortgages.

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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. ...

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Joanna Stern of the WSJ uses the original iPhone that came out in 2007 for one day in June 2017 and sees how it felt to use the introductory version. The original one worked on a 2G cellular network. It took about a minute for the president's Twitter feed to fully load in the old phone's Safari browser, it now takes 5 seconds. A lot has changed with the smartphone revolution in ten years. Lunch spot search results, Stern points out, might take longer than the time to eat lunch in the Maps App with that old phone. No emojis, predictive text, no Siri, and no third party apps, no Apple Music or Spotify, all that came later. The 2 megapixel camera took decent shots but not without good light. What is useful in Joanna Stern's little experiment is that it makes one reflect on how quickly people forget, how so much is now taken for granted as smartphones change the way people live their lives and interact with technology on a daily basis. Not mentioned here is how common smartphones have become with the Android versions made in China offering so much more for the budgets of ordinary people. And how it has changed the lives of billions of people in China, India, other parts of Asia and Latin America, bringing them into contact with the outside world. What is also interesting in this sense is that what took a huge effort over many years and many disappointments- the idea of a touchscreen that works- shows what an idea and the courage to persist in the face of innumerable hurdles can accomplish. See the link to how  Steve Jobs accomplished this. Daisuke Wakabayashi talked with Apple engineer Greg Christie in his article-"Apple Engineer on iPhone's Birth," Wall Street Journal, March 26, 2014. Christie had worked on a digital personal assistant at Apple in 1996, one that had tried the first touch screen Apple made. The device failed in the market. In 2004, eight years later the touch screen is the idea Jobs had Christie work on again. Many frustrations and obstacles later the first smartphone was developed by 2007. It took 10 years and undaunted effort which is the Apple story under Jobs. ...

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Jim Lehrer of PBS deserves a lot of credit for the remarkable way in which he handled the new format of 15 minute segments designed to draw out the distinctions between the candidates in the first 2012 U.S. presidential television debate.

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Comment by Samsung executives that show Samsung was late in the game in adopting Android for smartphones. A decision was made to leapfrog ahead of competitors in 2011 by building on Samsung's strengths in executing.

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Microsoft's acquisition of Nokia Corp.'s cellphone business for $7 billion in August 2013. This is less than the $8.5 billion Microsoft paid to acquire Skype. A major European corporation goes for less than a company that did not even exist a few years earlier. It shows how quickly a strategic misstep or failure to anticipate a new competitor or technology can upend the marketplace. Nokia failed to anticipate or move quickly to develop products in mobile smartphones. Strategic missteps included relying on its own technology for smartphone development as the market moves first to the iPhone and then the Android based smartphones from Samsung, and other manufacturers. Microsoft also failed to anticipate or prepare for smartphone development. There is a one-two punch because after losing to Apple and Samsung in the highend smartphone market, Nokia is hit by lowpriced Android based smartphones from Chinese competitors such as Lenovo, HTC and others. The entire marketplace Nokia had known for a generation has shifted before its eyes....

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This editorial in the WSJ says the reinterpretation of Article 9 of the Japanese Constitution to allow collective self-defense in no way brings Japan back to its militarist past. It reminds readers that Prime minister Abe faces the Japanese public's skepticism as a majority of Japanese in polls show they do not favor the collective self defense interpretation. The New Komeito party in the coalition government also restricted the interpretation. South Korea's reservations have also to be considered by Japan. The revised interpretation lets Japan fill some needed changes in its role in the new situation where China has taken a more assertive stance on territorial issues in Asian waters near Vietnam, the Philippines, Japan and South Korea. In this manner the restricted interpretations lets Japan fulfill a role necessary for the U.S. to continue its presence and strength in the Pacific and Asian waters needed to maintain peace in the region.

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Comparison of cost of components and margins for Nokia's Lumia smartphone and the Apple iPhone 4S in 2012. The Lumia 900 retail price is $450 vs. Apple iPhone 4S for $649. Total component cost for Lumia $209 vs. $190 for Apple. Margin of $241 for Lumia vs. $459 for Apple.

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Evern though the Detroit carmakers initial quality as measured by J.D. Powers Initial Quality Survey is slightly higher than Japanese carmakers in pickup trucks, the Japanese carmakers still have a lead in the more popular cars and in crossovers. The Prius is made in a factory in Japan which ranks as one of the highest in quality. Quality is higher at plants in Japan for Toyota cars, and a bit lower here in the states for Toyota plants. Its on a par with Ford for the Toyota cars made in the USA. As the quality gaps shrinks to near zero between the quality of American and Japanese cars made in the USA, Toyota continues to maintain its edge in quality for its plants in Japan over both the Americans and the Germans. And the one carmaker that intends to surprise is Hyundai which surpasses Toyota, Honda, Ford and Chevy in quality and does this with a lower price. Consumers are noticing and making the switch, as Hyundai's market share is increasing. See Hyundai link. Here are some of the results. First the plants that produce the best quality, as measured by the J.D. Powers Initial Quality Survey. A survey of 80,900 cars between November 2008 and February 2009, for the first 90 days thses cars were driven, using the number of problems per 100 vehicles. All numbers refer to problems per 100 vehicles. Toyota plants in Japn that scored highest- Higashi-Fuji at 29 making Lexus SC and Toyota Corolla, Fuijimatsu at 30 making the Prius, Kyushu at 34 making the Lexus ES and Highlander. At the next level German plants, Bremen at 40 making the Mercedes Benz Classes- C, CLK, SL, and SLK. Daimler in E. London, S. Africa at 38, and BMW at 40 in Dinggolfing, Germany. And a cluster of Japanese and American plants in the USA that produce cars of comparable quality. Honda in E. Liberty Ohio at 41, making the Honda Civic, CRV and Element. GM at Oshawa, Ontario, at 42 making the Buick LaCrosse and Chevy Impala at 42. GM at Bowling Green, Kentucky at 43, and Toyota, Georgetwon, Kentucky making the Avalon and Camry at 43. What is notable from the last survey in this highly competitive market is the following. 1. Hyundai at 91 problems per 100 vehicles surpasses Honda at 95. Better quality at a lower price, so its no wonder Hyundai is gaining market share and is the new carmaker gaining a presence in the USA. 2. Toyota is at 101, Ford at 102, Chevy at 103, so the difference now in carmakers quality is perception, perception, perception. Its about lifestyle, what you like to be associated with and what you want your friends and neighbors to think about you in your choice of car, younger buyers who are the next generation that makes or breaks your business, the new trendy things among younger people, and design that appeals to them. 3. VW is at 112. So even though there is aggressive marketing and VW is picking up some market share with the Jetta, it still lags slightly in quality. 4. The American car makers still lack consistent quality. You have the Buick at 117, GMC at 116. Ford with Lincoln at 129. The Koreans with Kia at 112. 5. Chrysler is at the bottom of the list. Dodge at 134, Chevy at 136, Jeep at 137. THe lack of resources, changes in management and ownership, and the distractions of bankruptcy and dealership closings, and most of all dire lack of resources including the layoff of large parts of its engineering talent, all hurt. 6. GM sold Saab, Ford sold Land Rover and Jaguar. The neglect of Saab shows with Saab at 138, and Ford's distraction during the last 3 years shows with Jaguar at 134 and Land Rover at 150. also. 7. In summary Ford has done well overall, Toyota is coming up short in the USA and resting on its laurels, GM has a perception gap with younger buyers, Hyundai looks like a winner with both price and quality, and VW has work to do. ...

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In addition to the efforts by protests to preserve Hong Kong's special autonomous status, there is a protest by students "Occupy Central," similiar to the "Occupy Wall Street" protests. That aspect of the protest is aimed less at Beijing than at the financial establishment in Hong Kong. Because of its role as financial capital in Asia a lot is at stake for the U.S., Britain, and for China itself, in preserving the special role that Hong Kong has enjoyed for two decades since 1997 transfer from Britain. That independent role and separate status is needed for a world financial centre and access to the best human resources.

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Areddy describes the choices facing China's president Xi Jinping as he faces protests in Hong Kong demanding the resignation of Chief Executive Leung Chun-ying. Protestors are also calling for canceling of a plan to limit nominations for chief executive to a committee loyal to Beijing. Xi Jinping has experience with Hong Kong affairs as he held the portfolio for Hong Kong affairs as part of the leadership when he was vice president. There are precedents where Beijng has changed course, as it sees it important to put memories of Tiananmen protest suppression behind. In 2003 six years after Britain handed Hong Kong to China -under an agreement for "one country, two systems," that granted separate status and system of government to Hong Kong- an anti-subversion law was pulled back. And the unpopular Chief Executive Tung Chee-hwa, a shipping magnate, resigned after 18 months. Beijing has to balance its concern for the "contagion effect" of protests on other parts of China, with the need to maintain the right climate for business and investment in Hong Kong and other financial centres. With slowing growth and limits to overexpanding credit, a crackdown in Hong Kong would further exacerbate problems with the international community, and create tensions in Taiwan about future reintegration with China. China warned foreigners not to interfere, and the American Consulate in Hong Kong stated it "strongly supports Hong Kong's well-established traditions and Basic Law protections of internationally recognized fundamental freedoms, such as freedom of peaceful assembly, freedom of expression and freedom of the press." The British government also pointed to Hong Kong's "fundamental rights and freedoms, including the right to demonstrate," which were in the spirit of the 1997 transfer agreement....

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Zampano and Emsden describe the difficulties new premier Matteo Renzi will have with a divided parliament and opposition in parliament from the parties of Berlusconi and Grillo. A poll by IXE shows 53% of Italians support Mr. Renzi compared to 37% for former premier Letta. He is expected to focus on economic measures and institutional reforms are likely to slow down because of the political situation with no party having a clear mandate. European elections in May 2014 will be a first test for Renzi and the Democratic party.

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The Nobel Prize Committee's views on free expression of opinion in China, and the selection of Liu Xiaobo for the 2010 Nobel Peace Prize. Thorbjorn Jagland, chairman of the Norwegian Nobel Committee, points out that it is not an interference in China's internal affairs, because international human rights law and standards are above the nation-state, and the world community has a duty to ensure that they are respected. Jagland says the issue is universal human rights and the check on arbitrary majorities around the world. Even if the country is not a constitutional democracy, it is a member of the United Nations, and it has amended its Constitution to comply with the Declaration of Human Rights. The Nobel Committee chairman points to two other selections for the Nobel Prize, that of Andrei Sakharov of Russia, and of Rev. Martin Luther King of the U.S., as evidence that the Nobel Committee has stood up for universal human rights for a long time.

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A look at two crises in 1918 and 1957 of virus pandemics shows early and decisive action to prevent public from gathering and intermingling, are critical. In today's densely populated urban environments this translates into lockdowns and quarantines that are strictly enforced. The 1918 pandemic took 50 million lives worldwide, the 1957 pandemic took 1 million lives worldwide, says this report based on some estimates. MIstakes were made then and science was not as developed for vaccines and new drugs. Which is why health authorites are taking this very seriously. Greg Ip of the WSJ looks at coronavirus health crisis in relation to earlier disasters- SARS 2003 originating in China, 1957 flu epidemic, 1918 Spanish flu epidemic, to draw insights on what measures have worked best. Previous epidemics and crises provide clues on what makes things worse or better and the long term consequences of actions. The more health and safety are prioritized there is some impact on the economy. But crises have proven that the economic impact is temporary and short lived with the economy and jobs bouncing right back once the crisis has passed. The second insight is that early on in the crisis there is a great deal of uncertainty, leading to fumbled or delayed, or timid response. Sort of like lets wait for more information coming out of China, or now Italy, which happened first in February, and then again in March. Tim Adams who worked in the U.S. Treasury Department during 9/11 and Hurricane Katrina, and is now the president of the Institute of International Finance, says if you look to plan a perfect response you lose valuable time. Time is of the essence. Learning to make speed the priority, to think in tranches, be visible, and worrying about how to pay for it later, is what he says he has learned from these crises response efforts. In the case of the coronavirus, some valuable time was lost becausee of the uncertainty and lack of early information, making speed and rapid comprehensive action very critical. The Spanish flu epidemic of 1918 infected over 500 million people worldwide and killed 50 million or more, including 675,000 in the U.S., according to the Centers for Disease Control and Prevention. During this epidemic the Chicago public health commissioner flatly opposed closing businesses, saying worry kills people more than the epidemic. A 2007 study shows cities that took that attitude saw higher death tolls in the Spanish flu epidemic of 1918. Philadelphia waited 16 days before restricting social gatherings, St Louis took just 2 days. The result: the daily death rate from the epidemic peaked at level five or more times higher in Philadelphia than in St. Louis. Social distancing was not much of an issue then as people worked in jobs that required less contact, such as farming, fishing and forestry, as well as other jobs that did not require that contact in large offices.   ...

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President George Bush said in 2005, that if someone wanted to get a glimpse of how he thinks on foreign policy, he should read Nathan Sharansky's book "The Case for Democracy." Sharansky was an aide to soviet physicist and human rights advocate Andrei Sakharov. Here he is interviewed by David Feith of the Wall Street Journal. His outspoken activism in favor of the right of Soviet Jews to emigrate got him 9 years in the Soviet Gulag. He was released from prison in 1986, with the strong support of President Reagan. He emigrated to Israel and served in ministerial posts and in the Israeli parliament. Sharansky says the recent protests in Egypt prove his fundamental points. That there are limits to how much you can control people through the use of fear, and that all people, regardless of religion and culture, desire and want freedom. This is a very human message, it showed its power when the Berlin Wall fell, and it is true today in the Arab world. He says the fear that this endangers the 1979 Israeli-Egyptian peace treaty is not well founded. Over the last 30 years the border with Syria has been quiet, because it is really Israeli deterrance that is responsible for this and the quiet border with Egypt. He adds there is no justification for Mubarak remaining, as it only creates hostility in the Arab world against the US and Israel. And he says that Mubarak was no friend of the Jewish people, because even as he made peace with Israel, he continued to let anti-Semitism thrive and used Jews as the enemy to enhance his control. Sharansky says Gaza and Hamas control after the election was an unusual situation because of the corruption of the people around Arafat, so that even Christian villages supported Hamas. And he says the longer a dictatorship is in place the worse the situation becomes in creating more hostility to all those who support the dictatorship, including the US and Israel. For Sharansky, the Obama adminstration's response to the Iranian protests after what is seen as a stolen election in Iran, were one of the greatest betrayals of freedom in modern history. To prevent a one time, one person, one vote, Sharansky says the democratic institutions have to take root and this will take more than 8 months, so guarantees need to be put in place that this is not allowed to happen. Safeguards put in place to ensure that whoever is elected cannot survive if democratic institutions and reforms and democracy building does not occur. Dissidents like Mr Ibrahim and others should enjoy the ability to build trade unions and women's organizations. Sharansky says this is a real chance, a chance for the US and the free world to become a partner in change. In change that will help Egypt pass the town square test. Can people freely protest and express their grievances in the town square. And move from this fundamental change to establishing democratic processes and institutions. ...

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Questions about how Mr Geithner has handled his job at the New York Fed and at Treasury during the bailouts of financial firms. Were there close relationships with bankers, hedge fund managers, and others that compromised the Fed's ability to regulate the financial industry? Why was Geithner advocating loosening standards for the reserves financial institutions have to hold to insure against potential future losses, as late as 2007? Inherent in the design of the job of New York Fed President was a conflict of interest, as the institution is supposed to be a watchdog over the financial industry, but the President of the NY Fed reports to a board that is comprised of the heads of banks and financial instituitons. These financial leaders also participate in the selection of the new President. Geithner was a quick learner and a listener, who asked questions, but he was an outsider coming from work at AID, the IMF and Treasury. He is described by one bank executive Sanford Weill as "a baby face," and lacked experience in dealing with the financial industry. He was brought in by Rubin and Summers, two mentors at Treasury. These two had close ties to the financial industry, and did not question practices of overleveraging and risk taking in the financial industry. Was it too much to ask of Geithner, under the circumstances, that he would rock the boat and ask the tough questions about risk and leveraging. On the other hand did he miss things completely when he was asking for even looser capital standards for banks in 2007, less than a year before the crisis hit, which were never adopted. And was he too close to the financial industry and aggressive in the wrong sort of way when advocating in a meeting as President of the New York Fed, that the government back up all the debt in the financial system. Did he too casually overlook the conditions that could easily be put in place for the government to be able to recover some of the money put into the bailouts. And was he too close to Goldman Sachs, that he brought Goldman in for advice in the AIG bailout, even though there were conflicts of interest and money that would never be recovered from the $182 billion bailout of AIG, some of which went to banks including Goldman. If Geithner had seen some of the problems in risk taking why had he not supported FDIC's Bair in her opposing view for capital reserves, and government conditions on bailouts that enabled some recovery of capital put into failing financial institutions. And did he get too close to Citi, that at one point Sanford Weill tried to bring him in as CEO even when he was already President of the New York Fed. Does it go to show that -the very idea that this was even possible- the design of the New York Fed with the President reporting to the Board of the very same bank presidents that he was supposed keep in check, makes for an incomprehensible position of regulation at odds with the structure of reporting and selection....

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The story of Ronald Read of Brattleboro, Vermont, grabbed public attention as a gas station and J.C. Penney employee whose account holdings showed $8 million when he passed away recently. His largest holding - Wells Fargo bank. Investors are attracted to the higher dividends paid by Wells Fargo. With its focus on mortgage lending and less money tied up in trading, Wells Fargo has performed better than its peers. Increased regulatory scrutiny has increased costs for banks with a focus on trading. Bank of America and JP Morgan Chase also paid large fines to regulators. Wells Fargo has no legal settlements with the U.S. Justice Department. As the U.S. economy stages a recovery investors are attracted to Wells Fargo. With a decline in the shares of ICBC, the Industrial and Commercial Bank of China, Wells Fargo now is the largest bank by market value in the world.

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Complacency in Nokia's bureaucratic organization structure. A competitive touch screen and internet ready phone that would have competed with the iPhone was turned down by management in 2004, according to a former employee.

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In the third fiscal quarter ending June 28, 2014, Apple sold 35.2 million iPhones, up 13% from the year ago quarter. Profit reported was $7.75 billion for the quarter, up from $6.9 billion in the prior year quarter. Revenue increased to $37.43 billion from $35.32 billion the prior year quarter. Apple is not experiencing the weakness in smartphone sales that Samsung is seeing. The strong sales comes with increasing sales in China following the distribution deal with China Mobile. iPad sales slowed with sales declining to 13.3 million iPads in the quarter, down 9% from the prior year quarter. While Samsung has difficulty in preventing lower cost competitors such as Xiaomi and Huawei from eroding sales in China Apple sales are increasing. Apple's revenue in China increased by 28% for the quarter. China is a western brand conscious market as seen in sales of U.S. and German made automobiles. Another trend Apple is capitalizing on is the sale of larger screen iPhones. Screens larger than 5 inches make up 20% of iPhones shipped in China, according to IDC, which are estimated to go up to 50% by 2017....