asterisk2a + apple + venture   12

ARM chip designer to be bought by Japan's Softbank
ARM-Who? bbc.in/29OUgUM //&! 43% premium // on.recode.net/29On8LK - One key question is whether other firms will let SoftBank purchase ARM or if there will be a bidding war. Apple, arguably ARM’s most important client, and Intel, which lost the mobile chip war to ARM, are both potential buyers. The offer is already a generous multiple. As the FT notes, it’s some 70 times ARM’s net income last year. That’s around the same price-to-earnings ratio as Facebook stock. //&! politicians grasping for a positive headline - bit.ly/29OyjUD - bit.ly/2an8nk6 &! bit.ly/29PpN7N &! bit.ly/29ODbdM << calling a takeover/M&A an investment is criminal. Softbank will extract value out of it for its shareholders. What else?! &! Labeling Softbank as a japanese company; bbc.in/29OhqdK &! Vince Cable worried - bbc.in/2a3c95T &! youtu.be/T4IZdNW-e5U :: M&A is not investment, stupid! misleading people.
M&A  SoftBank  Capital  shareholder  value  shareholder  capitalism  dividends  smart  phone  IoT  profit  maximisation  profit  maximization  equity  bubble  distortion  hunt  for  yield  ARM  Venture  Capital  ROI  Tories  nasty  party  Conservative  technological  unemployment  research  R&D  productive  investment  Intel  Apple 
july 2016 by asterisk2a
The Growth Trap
[ growing for growth sake! vs growing in a world/area that is not conducive to grow ] When Twitter went public in 2013, its stock soared and its value jumped to $25 billion. Its founders and early investors got rich. But since then, the company has been considered a failure, despite the fact that it boasts 320 million active users, because it's not growing fast enough. Douglas Rushkoff, author of "Throwing Rocks at the Google Bus: How Growth Became the Enemy of Prosperity," talks to Steve Paikin about why he sees the push for more growth as dangerous. // true capitalists (shareholder, crony, greedy) w/o self-regulation or governance extract all the value there is to extract and then leave, dispersing it to the few who already have [...] WE MUST REWRITE THE RULES OF THE GROWTH GAME ITSELF! [...] you want to optimise the economy based on velocity of money (circulation of money), not share price and value extraction [...]
Venture  Capital  Unicorn  shareholder  capitalism  Greed  shareholder  value  profit  maximisation  profit  maximization  Wall  Street  Wall  Street  activists  Yahoo!  Google  Inc.  Alphabet  Inc.  Microsoft  IBM  Intel  Oracle  capitalism  exploitation  Super  Rich  short-termism  short-term  thinking  1%  plutocracy  oligarchy  M&A  economic  growth  growth  round  Mutual  Fund  macroeconomic  policy  secular  stagnation  Private  Equity  MBO  Pivot  IPO  dividends  prosperity  Start-Ups  Start-up  s&p500  pension  scheme  pension  finite  resources  resource  depletion  economic  history  creative  destruction  share  buyback  Apple  capitalism  in  crisis  capitalist  Uber  monopoly  oligopol  oligopoly  antitrust  corruption  western  world  squeezed  middle  class  emerging  middle  class  BRIC  business  cycle  company  book  cost  center  overhead  costcutting  operating  performance  operating  margin  globalisation  globalization  Universal  Basic  Income  artificial  intelligence  AI  augmented  intelligence  Robotics  automation  structural  unemployment  materialism  consumerism  status  anxiety  disenfranchise  disenfranchised  youth  unemployment  post-capitalism  Mobile  Banlieue  deprivation  poverty  trap  poverty  meritocracy  meritocratic  Gini  value  coefficie 
april 2016 by asterisk2a
Börsenpläne von Spotify: Der Sound der Zocker
Eine Milliarde Dollar (880 Millionen Euro) leiht sich der Musikdienst laut "Wall Street Journal" bei Finanzinvestoren und der Großbank Goldman Sachs. Spotify verspricht den Geldgebern neben Zinszahlungen auch Anteile am Unternehmen. Wie viel Spotify zahlen muss und in welcher Größenordnung Anteile den Besitzer wechseln, hängt davon ab, wann die Schweden an die Börse gehen. Mit jedem Halbjahr, in dem das Start-up die Erstemission herauszögert, wird es jedenfalls teurer.

Das macht den Deal hochriskant für Spotify: Von Profitabilität ist der Dienst weit entfernt, 2014 fuhr der Dienst einen Verlust von 162 Millionen Euro ein. Die neuen Schulden könnten das Unternehmen in einen ruinösen Strudel von schrumpfenden Geldreserven, drückender Zinslast und immer mieseren Börsenaussichten reißen. [...] [ M&A out of question ] &! bit.ly/1MYHBK4 &! on.recode.net/1oo4GQ1
Spotify  IPO  growth  round  Private  Equity  Goldman  Sachs  liquidation  preferences  termsheet  Box  Aaron  Levie  Apple  Music  Apple  Google  Inc.  Google  Play  Music  Google  Play  Amazon  Prime  Amazon  M&A  Soundcloud  Deezer  Rdio  Pandora  Microsoft  Venture  Capital  Unicorn  business  model  subscription  model  freemium 
april 2016 by asterisk2a
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
#TOA15 Interview with Amit Karp, Ciaran O’Leary, Felix Petersen and Robin Wauters - YouTube
Very connected, fluid, enabled by infrastructure & networking. &! youtu.be/JvQaHXGgeYQ // &! youtu.be/7s6C4OJ04Rc - #TOA15 Interview with Christoph Keese (Axel Springer) - Germany good at incrementalism. A to B. Industry not willing to disrupt itself, give away existing shrinking pie - for bigger pie. unwilling to break up and upwards (value add) existing products/processes/value chain (legacy) for better. << Axel Springer digital ventures (VC arm). &! #TOA15: ¨Are the Germans Unable to Disrupt?¨ with Christoph Keese (Axel Springer SE) - youtu.be/YyuJmAtZQis --- its about value creation, value add, redesigning of value, chains, product, data, ... big corps can't disrupt itself. especially not by committee. Legacy companies unlikely to survive because of pattern to stick to the conventional and fail, than fail with unconventional and look like a fool. (risk aversion, Failure in the public eye) -- book -- "Silicon Valley: Was aus dem mächtigsten Tal der Welt auf uns zukommt"
Berlin  Start-Up  Scene  ecosystem  Venture  Capital  Europe  Start-Up  Scene  London  Scene  Germany  Mittelstand  SME  SMB  incrementalism  incremental  disruption  creative  destruction  Blue  Ocean  innovator  innovation  competitive  competition  competitiveness  competitive  advantage  BMW  FinTech  autonomous  car  self-driving  cars  Exportweltmeister  Audi  Manufacturing  Industrial  Revolution  2.0  policy  STEM  Software  Is  Eating  The  World  Robotics  automation  Platform  Marketplace  Big  Data  book  added  value  value  creation  banking  Core  Product  Proposition  Proposition  intangible  value  cost  of  ownership  Industry  Tesla  Motors  Apple  Google  Inc.  Alphabet  Inc.  Silicon  Valley  Start-Up  advice  Start-Up  lesson  outsider  economic  history  Wall  Street  short-term  view  short-term  thinking  shareholder  value  profit  maximisation  commodity  business  commoditization  Failure  culture  stigma  3D  printing  Siemens  SAP  automotive 
august 2015 by asterisk2a
Is Spotify doomed because of Apple Music? No — Spotify’s been doomed from the start | PandoDaily
Spotify is really the only legitimate competitor left. But its fate, like that of every streaming music service, is also subject to forces outside of its control — forces that are guided by the three-headed hydra of Warner, Universal, and Sony. [...] Although Apple Music and Spotify’s paid tier offer perks that free subscriptions do not — namely, full mobile access and no ads between songs — the majority of users will not pay for something they can basically get for free, even if they miss out on a handful of features. The percentage of Spotify users who pay for the service bears this out, having held steady for years at only 25%. And this trend shows no sign of abating — according to the most recent figures, paid users as a percentage of the whole crept up a hair but still sits at only 26.7%. [rather spend limited disposable income (and time) on weed and other offline experiences (leisure activities) with friends. -VS- The time of u and ur buddy(s) listening 2 new vinyl release]
Apple  Music  iTunes  Spotify  Soundcloud  subscription  model  business  model  Music  Industry  360-music-contract  Indie  Music  self-publishing  The  Content  Wars  attention  span  user  behaviour  snacking  Pandora  Deezer  Radio  8tracks  Tidal  YouTube  marginal  cost  economics  of  abundance  abundance  friction  frictionless  convenience  Netflix  disposable  income  offline  experience  shared  experience  Millennials  generationy  aspirational  product  Apple  status  anxiety  status  symbol  socioeconomic  status  social  status  commodity  business  commoditization  commodities  Media  mass  market  consumerist  consumer  product  antitrust  freemium  Venture  Capital  value  creation  Core  Proposition  Proposition  intangible  value  added  value  Start-Up  lesson  Start-Up  advice  Silicon  Valley  corporate  strategy  exit  strategy  business  strategy 
june 2015 by asterisk2a
How Silicon Valley’s counterculture went corporate and ruined everything | PandoDaily
Politicians, entrepreneurs, artists, activists, hippies, and corporations all working together to make the world a better place? In 2015, that arrangement seems unthinkable. So where did the dream of tech-powered togetherness go wrong? [...] [...] // As of last November, the median rent for a one-bedroom apartment in San Francisco was $3,350 [£2200]. [...] So contrary to Gosney’s and Archer’s dream of a techno-utopia that benefits every slice of San Francisco’s population, the tech boom — along with various city statutes that limit residential housing — have made it harder than ever for artists and other members of the counterculture to live in the city. These are the very people, mind you, who helped spark the region’s technological revolution. And that’s saying nothing of the struggles felt by teachers, social workers and other non-tech workers struggling to stay afloat as housing prices skyrocket. [...] [C]ity officials and outdated statutes are as much to blame as tech companies
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february 2015 by asterisk2a
Sure Stripe has more cash, but does it have a path to exit? | PandoDaily
The problem with raising capital at nosebleed valuations is that the number of scenarios under which a positive outcome is possible becomes greatly diminished. By raising at $3.5 billion, Stripe, [... and Investors ...] — are betting that the company can exit at or above $7 billion. That’s a steep price and largely eliminates acquisition as an option. The list of potential acquirers is likely limited to Facebook, Google, Apple, eBay, Amazon, and Alibaba in the tech sector. On the financial side, there are the large banks and credit card companies. But it’s hard to see anyone ponying up $7 billion to acquire Stripe, which has yet to prove that it has a sustainable business or attractive margins. [...] Not every round requires a doubling valuation, and in this case, it may turn out that everyone involved would be better if more modesty was applied. [...] [ Merger of Square & Stripe as worst case scenario? ] [ & IPOs to forget - Box, Groupon, Zynga, HortonWorks ... ]
Venture  Capital  Stripe  Apple  Pay  PayPal  Google  Wallet  Bitcoin  Amazon  Alibaba  Rakuten  Silicon  Valley  growth  round  exitstrategy  exit  strategy  IPO  M&A  business  model  margin  AliPay  Braintree  mobile  first  mobile  homescreen  Platform  network  effect  economies  of  scale  scaling  scale  Venmo  valuation  ycombinator  Unicorn  Square  Wall  Street  mobile  payments  online  payments  creditcard  Visa  Mastercard  payments  micropayments  Start-Up  lesson  Start-Up  advice 
december 2014 by asterisk2a
Vinod Khosla talks to me about payments (he invested in Square and Tapingo, among others). - YouTube
placing bets early when times are uncertain. when something becomes obvious, it's already too late and the herding effect takes hold and thus competition and fight over airtime and attention (which is expensive). /// http://www.apple.com/apple-pay/
Venture  Capital  Silicon  Valley  Apple  Pay  Square  PayPal  Google  Wallet  Amazon  Stripe  Tapingo  BrainTree  Bitcoin 
september 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
Apple iPhone Privacy Changes Lead to Layoffs at Retail Tracking Startup Nomi | Re/code
being someone else's bitch aka building on someone else's proprietary platform. hf. too much things that are out of your control. ... Twitter and FB did change their platforms workings and TOS - so cam and went "Start-ups" ahm ... FNAC.
Apple  TOS  Platform  Start-Up  lesson  Start-Up  advice  FNAC  Venture  Capital 
august 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 !!!
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may 2014 by asterisk2a

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