asterisk2a + nokia   18

How Microsoft Lost Its Mojo: Steve Ballmer and Corporate America’s Most Spectacular Decline | Vanity Fair
Lost decade under Ballmer, the sales guy. Sales guy is not the right guy 2 make a dent into the universe. //&! JULY 2012 Microsoft’s Downfall: Inside the Executive E-mails and Cannibalistic Culture That Felled a Tech Giant - vnty.fr/1OU6xUN //&! NOVEMBER 2014 The Empire Reboots - vnty.fr/1FZ4mJd //&! bit.ly/1isyHfL //&! Bill & Ballmer not on speaking terms - on.mash.to/1isyFED cnet.co/1KcO02M //&! Steve Ballmer talks LA Clippers, Satya Nadella & Microsoft. Just dont ask him abt Gates - ind.pn/10mLbMH //&! read.bi/1Lw4zXs // &! Start-up advice/lesson is that you have to have a true north to be long-term relevant, big enough to be seemingly inexhaustible! Yahoo! NO. AOL. NO. Twitter. Still Debating it internally, reflective of nobody being the true leader with true leadership capabilities, everyone cooking & suggesting spices. Facebook. YES. LinkedIn. YES (economic graph). Amazon. YES. Zappos. YES. RocketInternet. NO. Google. YES. Foursquare. YES. Tumblr. NO. Reddit. YES. HBO. YES.
Steve  Ballmer  Bill  Gates  Apple  Google  Google  Inc.  Alphabet  Inc.  Platform  EULA  Windows  8  Windows  10  Satya  Nadella  Leadership  CEO  mission  vision  Principle  Mittelstand  SME  SMB  consumer  product  Facebook  Twitter  Bing  Yahoo!  WhatsApp  WeChat  Line  Kakao  Talk  Silo  SAAS  Microsoft  Azure  AWS  Amazon  Silicon  Valley  Android  iOS  Hardware  Software  Nokia  Patent  patents  IP  intellectual  property  technological  progress  technological  history  disruption  disrupting  markets  bottom  up  dream  Start-Up  lesson  Start-Up  advice  Venture  Capital  Google+  Tumblr  Reddit  AOL  linkedin  foursquare  Dennis  Crowley  HBO 
september 2015 by asterisk2a
What I Learned This Week About Tim Cook’s Apple | Re/code
[ always along the motto: extension of you, part of you. The new Apple under Jobs was NOT an overnight success! It build on its differentiation, strong base, a cult, a Tribe, 1000 True Fans, and build on it stride by stride. Most capitalistic company out of SV, no counter-culture out of largest corp on world. & can pull of iAd coup because it has monopsony! & Duopoly w Android. ] Many people love Apple, others despise it. But, even without Jobs, it cannot be ignored. There simply is no other company that combines such a high-quality hardware line with such well-regarded software platforms. A faltering Samsung has the former, but not the latter. A strong and admirable Google has the latter, but not the former. If you didn’t believe that before, this week’s event made it crystal clear, with once-bitter rivals like Microsoft and Adobe showing up onstage to boast about how well their products worked with new Apple hardware and software. [ sw & hw iteration = leverage comp advantage ]
Apple  iOS  Hardware  commodity  business  commoditization  Android  Software  Is  Eating  The  World  Software  Google  Inc.  Samsung  HTC  Lenovo  LG  Apple  TV  iPhone  Apple  Watch  Steve  Jobs  Tim  Cook  aspirational  product  PR  spin  doctor  public  relations  Positioning  marketing  public  image  status  symbol  status  anxiety  materialism  consumerist  consumerism  zombie  consumer  socioeconomic  status  social  status  emerging  middle  class  Platform  Silo  Apple  App  Store  Google  Play  R&D  Research  STEM  Microsoft  Nokia  Motorola  Adobe  Satya  Nadella  Leadership  vision  mission  differentiate  differentiation  Selbstdarstellung  Luxury  crony  capitalism  capitalism  post-capitalism  Wall  Street  profit  maximisation  shareholder  value  counter  culture  Silicon  Valley  Internet  Privacy  Privacy  iAd  Siri  AdBlock  personal  assistant  competitive  advantage  corporate  strategy  long-term  view  Tribe  Cult  1000  True  Fans  brand  awareness  Branding  Start-Up  advice  Start-Up  lesson  monopsony  duopoly  antitrust 
september 2015 by asterisk2a
HTC Is Now Essentially Worthless (And Insecure) | TechCrunch
bloom.bg/1WbUffA // Internet hyperbole (and financial analysis) have rendered HTC, a once high-flying mobile brand, essentially valueless. In short, the company is trading below cash on hand. So if you bought all HTC stock, the company would have to pay you, the buyer, to take it over. This means the company’s factories, stock and brand are worth nothing, at least on Wall Street. [...] However, the modern phone marketers like Samsung and HTC only want to sell flagships – big, tentpole phones that lend themselves to big marketing budgets and fancy commercials. [...] When your only competitor is also ostensibly the most expensive phone on the market, there is little value in highlighting your cheapest models. [...] Now it’s iPhone and everyone else. The cell phone buyer’s market is saturated. Even the upgrade cycles have grown longer. In short, people are holding onto their expensive phones longer or buying wildly cheap ones. There is no middle ground. // PS Biggs is Apple Fan Boy
HTC  Android  iOS  Apple  Google  Samsung  LG  Blackberry  Motorola  Microsoft  Windows  10  Nokia  commodity  business  commoditization  technological  progress  differentiate  differentiation  business  model  Fire  Phone  Cyanogen  consumer  product  product  strategy  marketing  strategy  Xiaomi 
august 2015 by asterisk2a
The Modern Millionaire Mentality | Scalable Startups@UC Berkeley
"Ignore at Your Own Peril" >> Facebook courting Instagram bc Instagram wes better Photo social network than what ever FB had ideas and still not got as of 2014/2015. Snapchat; 3bn offer. // Balmer laughing when asked about new release of Apple products. Missing the boat on mobile entirely at their peril trying to fix it now actively as of 2015 with business focus. // linked in tapping their toes into professional development - with lynda acquisition. as MOOCs are yet not the break-out they were promised to be by tech 'thought leaders.' // Uber being aggressive and experimenting with delivery and investing in autonomous car technology and mapping. being not just marketplace on phone, but wanting to be a transportation technology company. // IBM and Oracle getting stolen their lunches by SAAS & PAAS with less friction and frustration and lock-in and up-front cost. // Wall Street does not support generously that companies destroy their existing business model with new ones (uncertainty).
Start-Up  lesson  Start-Up  advice  Facebook  Google  Microsoft  Apple  Twitter  linkedin  Uber  creative  destruction  IBM  Box  Oracle  Amazon  Nokia  technological  history  Silicon  Valley  Wall  Street 
july 2015 by asterisk2a
Microsoft and Nokia - a marriage made in hell? - BBC News
Microsoft's takeover of Nokia's mobile phone operation is bound to end up as a business school case study. The deal now looks like a disaster for all concerned - many of the 25,000 Nokia employees have seen their jobs disappear and Microsoft has written off just about all the money it spent. [...] What next then? Microsoft insists that it will still make smartphones, but will focus on its wider "ecosystem". There will be fewer in-house phones, and the aim will be for them to showcase Windows Phone's capabilities for other manufacturers, much as the Surface does for tablets.
Microsoft  stevebalmer  Satya  Nadella  Nokia  M&A 
july 2015 by asterisk2a
Microsoft Writes Down $7.6B Of Its Nokia Acquisition, Announces 7,800 Layoffs | TechCrunch
Microsoft [...] erasing $7.6 billion from its books. [...] Microsoft’s phone business has suffered from lower revenue and unit volume than the company originally expected. [...] The staff cuts come on the heels of Microsoft selling part of its Bing team to Uber, and the transfer of 1,200 staffers to AOL as the firm exits the ad business. [...] “We are moving from a strategy to grow a standalone phone business to a strategy to grow and create a vibrant Windows ecosystem including our first-party device family. In the near-term, we’ll run a more effective and focused phone portfolio while retaining capability for long-term reinvention in mobility,” &! Swing of tech pendulum: Nokia 2000's to Apple (hw focus (as platform) & UX/UI consistency of iOS 1st) & Google (free Android platform 2nd) in ~10 years - tcrn.ch/1RkOkVF &! bit.ly/1NP3FHQ &! afterthought tcrn.ch/1CwtbRx
Microsoft  Nokia  Windows  Phone  Windows  10  Satya  Nadella  mobile  first  user  behaviour  phablet  feature  Smartphone  Platform  differentiate  differentiation  selling  point  Fire  Phone  Amazon  Apple  Google  iOS  TOS  Android  Silicon  Valley 
july 2015 by asterisk2a
NYT - EU and Google
“With more than a decade of hindsight, the theories supporting the case against Microsoft have all but fallen apart, and the pursuit of the company that makes Windows may suggest a reason for skepticism about this fight against Google: The tech marketplace is fluid and unpredictable. The giants that look most unbeatable today could falter in ways that may once have seemed unthinkable — and without a lot of help from the government.” [...] Google makes most of its money from search ads, but the market for such direct advertising may be tapped out. The next great wave of digital advertising — a market far bigger than search spots — will come from ad budgets now reserved for TV commercials, and many observers bet that Facebook, not Google, is in the best position to get that business. &! bit.ly/1aCgTK7 &! Growth stalls eventually 4all companies >> bit.ly/1DpxFXl &! youtu.be/SdJz93aIvA0?t=20m talk abt Google Search business practices and their way to "add value." And Lobbying activities.
Microsoft  IBM  Google  Apple  HP  Facebook  creative  destruction  Silicon  Valley  Skype  IRC  ICQ  AOL  Yahoo!  Y!  Fortune  500  Wall  Street  oligopoly  oligopol  monopoly  antitrust  FTC  EU  Nokia  Snapchat  Tumblr  Twitter  craigslist  Google  Search  AdSense  Programmatic  Advertising  native  advertisement  targeting  advertisement  re-targeting  advertisement  content  marketing  Huffington  Post  BuzzFeed  YouTube  economic  history  business  cycle  commodity  business  commoditization  Amazon  PayPal  eBay  growth  economic  growth  microeconomics  saturation  market  size  multi-product  company  shareholder  value  profit  maximisation  crony  capitalism  exploitation  short-term  thinking  short-term  view  revolving  door  Washington  presidency  barackobama  lobbyist  Lobbying  lobby 
april 2015 by asterisk2a
What Happened to Motorola | Chicago magazine | September 2014
When healthy internal competition degenerated into damaging infighting. [...] 1984, the cellular business “exploded," “It was the glamour sector of the company, the industry, and the country.” But it also introduced a toxic element into Motorola’s corporate culture. Employees in the public safety division, who were chugging along selling to cops & firefighters, watched & seethed as the handset division lavished riches on its own. Handset people bought luxury cars the day they got their bonuses. [...] The era of “warring tribes,” as Motorolans refer to it, had begun. Screaming fights between sector heads rattled the corporate halls. CEOs William Weisz (1986–88) and then George Fisher (1988–93), committed to the strategy of stirring up internal competition, did little to stop them. [...] Motorola had so mightily struggled: Software.
management  product  management  team  management  people  management  project  management  business  management  Motorola  corporate  culture  corporate  values  Leadership  Nokia  executive  luck  CEO  Why  Software  Is  Eating  the  World  Software  Is  Eating  World  Software 
august 2014 by asterisk2a
As Samsung Falters, An Opening For Startups | TechCrunch
[Samsung] is so identified with the government and the progress of Korea that the country is occasionally referred to locally as the Republic of Samsung. So when Samsung repeatedly presented bad news to investors this past year, particularly its results last quarter that showed a drop of 15% of its operating profit — the first drop in three years — there has been something of a slowly boiling panic underway in the country. From talks with people who work at the company, stress levels are off the charts, intensified by the pressure to return previously-paid performance bonuses. My colleague John Biggs has already talked about Samsung’s race to the bottom, but that was before these most recent results. With consumers unwilling to pay top dollar for Samsung’s best smartphones and Chinese manufacturers readying a dizzying array of competitive and inexpensive products, Samsung faces what might be considered an almost overpowering inevitability crisis about its downfall.
Samsung  South  Korea  China  BRIC  flat  world  globalization  globalisation  Nokia  Motorola  competitive  advantage  competitiveness  competitive  Competition  comparative  advantage  multi-product  company  conglomerate  differentiation  differentiate  Japan  technological  progress  Apple  aspirational  product  Product/Market  Fit  change  Mobile  Creative  Mobile  Creatives  economic  history  Sony  destruction  Moore's  Law  commoditization  commodity  business  margin  creativity  disrupting  markets  disruption  economics  Developing  Frontier  KakaoTalk  Daum  Venture  Capital  Seoul  Start-Up  Scene  culture  society 
august 2014 by asterisk2a
Why Andrew Ng left Google and joined Baidu | Hacker News
When companies turn into giants. It's hard to run through the giant battleship and rally guys for your initiative. And not let talk about moving fast/iterating/experimenting. [...] Question is post Steve Jobs - can keep Apple its Start-up mentality? // "If a guy like Ng was frustrated inside of Google by 'committee meetings' keeping him from getting things done quickly, then that says something about the current state of affairs there." Are the big ones are running scared on the inside, focused defending the existing turf? ++ https://www.youtube.com/watch?v=0RHlx2DPVp0 + https://www.youtube.com/watch?v=7u-uMqvJw78 + https://www.youtube.com/watch?v=0yDRt-lPkEM + https://www.youtube.com/watch?v=7MlPkCg_J24
Google  Microsoft  Yahoo!  IBM  Apple  Nokia  business  management  corporate  culture  corporate  values  Wall  Street  Salesforce  Amazon  Baidu  Rakuten  Alibaba  Twitter  Facebook  ebay  Cisco  Unilever  Procter  &  Gamble  Coca-Cola  Oracle  Intel  AutoCad  EMC  VMware  Adobe  LVHM  Fortune  500  creative  destruction  value  creation 
july 2014 by asterisk2a
DLD NYC 14 - Winners/Losers in a Digital Age (Scott Galloway) - YouTube
Apple knows that competition is catching up faster and faster in terms of design and functionality etc etc. They hired 2 fashion people already (burberry and from LVHM). And to differentiate the brand further (price/status symbol - above middle class) and to keep selling it's Apple Products ... including wearables (Watch & Headphone) they hired those key people or b(r)ought them into the mothership. They could have long ago bought personal cloud storage companies and other stuff to add to its portfolio bla bla bla.... but that 'Software', you can't display - show off - walking around downtown manhatten. Wearables, phones, tablets - you can. ... Apple focuses on their core competencies - software like iTunes is only 2nd class, that is why it still doesn't stream. >> “They want Jimmy and they want Dre,” said the source. “He’s got fashion and culture completely locked up.” ( http://techcrunch.com/2014/05/22/apples-beats-deal-is-happening-and-its-a-dre-acquihire/ ) + !!! v=NP0P2BT0vTc !!!
Apple  Pivot  IBM  Microsoft  Transition  Information  Society  Industrial  Society  policy  Information  Makers  skill-biased  technological  change  capital  skills  skill  skills  Career  Politicians  policy  folly  policy  error  public  policy  Product/Market  Fit  Product  Design  management  differentiation  differentiate  brands  branding  Brand  Gary  Vaynerchuk  acqui-hire  acquisitions  acquisition  acquihire  status  symbol  social  status  Wall  Street  Product  Strategy  execution  Focus  focused  Silicon  Valley  Fetish  distraction  Steve  Jobs  margin  commodity  business  commoditization  technology  technological  history  Moore's  Law  competitive  advantage  competitiveness  Competition  comparative  advantage  comparative-advantage  Google  Nexus  HTC  Lenovo  Samsung  Nokia  digitalnatives  digital  economy  Age  digital  natives  stevejobs  Vision  Imagination  creativity  value  creation  Mobile  Creative  Mobile  Creatives  destruction  disposable  income  Start-Up  lesson  Start-Up  advice  entrepreneurial  entrepreneurship  innovation  innovator  Venture 
may 2014 by asterisk2a
The week ahead: Avoiding the issue - YouTube
Min 2:30. Nadella more practical (and more charging ahead, opportune, taking chances) than dogmatic - as Balmer was/is. Nadella breaking with the past of Microsoft business behaviour, which was dogmatic. Microsoft too slow to be first to the market, bc too big. Thus got to use its size and leverage and existing customer base ... to catch-up, to take at least some market share and growth of market X.
Satya  Nadella  Microsoft  stevebalmer  Steve  Balmer  mobilephone  Tablet  Apple  Microsoft  Office  Android  Nokia  strategy  businessmodel  businessmodels  Bill  Gates  Google  Facebook  Skype  Yahoo!  Yahoo 
march 2014 by asterisk2a
"The main thing that has caused companies to fail, in my view, is that they missed the future," - Larry Page At TED - Business Insider
"The main thing that has caused companies to fail, in my view, is that they missed the future," Page said. This is why Google is going full steam ahead working on a variety of projects.  "When we bought Android, it was small and I felt guilty working on it, but it was smart, it was the future," he said.
Google  entrepreneurial  entrepreneurship  entrepreneur  Start-Up  SMB  SME  management  Amazon  Apple  Microsoft  IBM  Lenovo  commoditization  commodity  business  Facebook  Twitter  YouTube  Digg  Reddit  Dell  Samsung  Nokia  Motorola  Siemens  AOL  Yahoo  Yahoo!  Larry  Page  ericschmidt  people  management  business  cycle  business  model  creative  destruction  innovation  innovator  value  creation  job  creation  creative  creativity  Inspiration  inspirational  workplace  Kodak  Porn  Music  Industry  Hollywood  Entertainment  Industry  TV  Television 
march 2014 by asterisk2a
Sharp Drops After Saying Material Doubt on Survival - Bloomberg
SHARP and PANASONIC likely next candidates to fail (bankruptcy, reorganisation, splitting of assets). Their demise is partly to contribute not being able to stay in touch of technology trends. It is a dead end street to compete simply by price where ur products are just a commodity.

Same with Motorola and their cell phone business.
Same with Nokia and their cell phone business.
Same with RIM and their cell phone business.
Same w Kodak and photo business.

- But what makes it even worse for SHARP and PANASONIC is that they a Japanese companies, with Japanese Corp. ORG structures. Also see OLYMPUS.

http://www.economist.com/blogs/banyan/2010/07/japanese_corporate_culture
http://www.cityam.com/forum/the-japanese-disease-how-its-corporate-culture-turns-disasters-catastrophes
http://www.businessinsider.com/the-biggest-problem-with-japanese-corporate-culture-lives-on-2012-9
http://en.wikipedia.org/wiki/Japanese_management_culture
Apple  Kodak  management  corporate  governance  corporate  culture  Olympus  Eastman  Kodak  Eastman  Kodak  Company  Research  In  Motion  RIM  Google  Motorola  Amazon  commoditization  lostgeneration  lostdecade  Japan  Panasonic  Corporation  Sharp  Corporation  Nokia  technology  innovation 
november 2012 by asterisk2a
For Nokia’s Ovi, the World (Minus the U.S.) Is Enough – GigaOM
In India, for example, Nokia’s music download service is becoming popular mostly because many people don’t have PCs and are using their phones to download music, he said. Similar trends are being observed in Brazil and Mexico, he added.
nokia  developing-world  mobile  future  internet  access 
december 2009 by asterisk2a
While Rivals Jockey For Market Share, Apple Bathes In Profits
Apple made $1.6 billion in operating profit off of the iPhone in Q3. Nokia, meanwhile, made $1.1 billion. Let’s put this in perspective. Recent numbers suggest Nokia controls roughly 35% of the worldwide handset market. Apple? About 2.5%.

Running a successful business, instead of running for market share and product diversity!
apple  iphone  businessmodel  nokia  profit  business  leadership  product  products 
november 2009 by asterisk2a

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