November 15, 2024

The Surprise in Apple’s Cheaper iPhone? In China, It’s Expensive

Rather than celebrating, though, the Chinese were raising their eyebrows over the cost of the new models — especially one that had been billed as a cut-price iPhone.

While many analysts had expected Apple to price the iPhone 5C at about $400 in an effort to attract new customers in mainland China, where the company has been struggling, it will actually go for significantly more.

Apple said on its Web site that the iPhone 5C would start at 4,488 renminbi, or $733, without subsidies from mobile operators. That is not far below the price of the new flagship Apple iPhone 5S, which starts at 5,288 renminbi. Both phones were officially announced in California on Tuesday.

“If you look at the price, it’s clearly a high-end phone, not a low- or even midrange phone,” said Jenny Lai, an analyst at HSBC in Taipei, referring to the iPhone 5C.

The price is about 33 percent higher in China than the full, unsubsidized $549 cost in the United States. Chinese carriers don’t generally subsidize the handset price for consumers but they often discount their monthly bills. So the eventual cost to consumers has plenty of room to come down.

But given that Apple has been losing ground to lower-cost rivals in China, some of which make smartphones that sell for less than $100, will the 5C be able to turn around the company’s fortunes there?

After the announcement, the stock prices of several Apple suppliers fell sharply, including that of Pegatron, a company based in Taiwan that is the main assembler of the iPhone 5C. Analysts said sales might fall short of expectations in China unless Apple lowered prices.

“If they had been able to get down in the $350 to $400 range, we would have seen a big bump in the fourth quarter,” said Francis Sideco, an analyst at IHS, a research firm. “They’ll still get a bump, but this would have accelerated it.”

Investors may also have been disappointed by the absence of an agreement to sell the phones through China Mobile, the biggest network operator in China, and the world, with 745 million customers.

Although China Mobile has been the biggest iPhone holdout, expectations of a deal have been fueled by the fact that the new iPhones are compatible with a technology called TD-LTE, which is employed in the next-generation wireless network that China Mobile is building. But that network is not yet operating.

The Telecommunications Equipment and Certification Center, an arm of China’s Ministry of Industry and Information Technology, posted a notice on its Web site certifying that it has approved iPhones for use on TD-LTE networks, a necessary regulatory step.

With sales of phones from Chinese companies like Huawei, Lenovo, Xiaomi, Yulong Coolpad and ZTE growing rapidly, Apple’s share of the Chinese smartphone market fell to 5 percent in the second quarter, according to Canalys, a research firm.

Chinese phone buyers are especially price-sensitive because of the way the market is structured. Although carriers in the United States and Europe generally provide upfront subsidies, disguising the true cost of the phone, Chinese network operators typically sell phones at full cost and then, in some cases, provide discounts on monthly bills.

The lower-price iPhone 5C will cost more than twice as much as rival devices like the Xiaomi Mi3, which starts at $327.

“By any standards, it’s a premium price,” Mr. Sideco said. “When you really look at it, they didn’t make a cheaper phone. They made a more expensive phone so that they could call the other one a cheaper phone.”

The iPhone 5C comes in a plastic case, and its hardware is nearly identical to that of the iPhone 5. The iPhone 5S has an aluminum body, a faster processor and a fingerprint scanner, as well as other features.

Article source: http://www.nytimes.com/2013/09/12/technology/the-surprise-in-apples-cheaper-iphone-in-china-its-expensive.html?partner=rss&emc=rss

For Cyprus, a Sudden Need to Play Nice With Turkey

Since the discovery of the gas two years ago in nearby waters, Cyprus has been laying plans to get the gas to market by circumventing Turkey, which has occupied the northern third of the island for nearly 40 years.

But in less than a week, those Cypriot ambitions have been dealt a double blow.

On Monday, Cyprus was forced to shrink a banking sector that could have helped channel capital for vital energy infrastructure as a condition for a €10 billion, or $13 billion, bailout from the European lenders and the International Monetary Fund. The deal fended off an uncontrolled default and the country’s exit from the euro, but snatched away the keys to Cyprus’s prosperity in recent decades.

Three days earlier, Israel — on whose additional gas Cyprus was relying to turn itself into an energy export hub — mended fences with Turkey. The reconciliation, over an Israeli raid three years ago that left nine Turks dead on an aid vessel bound for Gaza, has opened the way for normal relations between Israel and Turkey that could include direct cooperation in the energy sector, bypassing Cyprus.

The sudden reversal of fortunes implies that fiercely self-reliant Cypriots may need to brush up on their own relations with Turkey to make its gas wealth a reality.

“The saddling of Cyprus with so much debt could be an indirect way of the E.U. pushing Greek Cypriots into some kind of resolution of the Cyprus problem,” said Fiona Mullen, director of Sapienta Economics, a consulting firm based in Nicosia. “If you have to pledge the wealth of future generations to save your souls today, then this puts a premium on making as much revenue out of the gas as fast as possible.”

E.U. lawmakers also regard the Cypriots’ desperate need for cash as leverage for a settlement with Turkey, but underline the huge political challenges.

For Cyprus and Turkey, “gas exploration and export could be the coal and steel commodity that united France and Germany after the war,” said Andrew Duff, a British member of the European Parliament, referring to the foundations of economic alliance that developed into the modern-day European Union.

“The thing that we haven’t as yet seen in the Eastern Mediterranean that we saw after the war here is leadership of a statesmanlike quality that can carry such a deal through,” said Mr. Duff, who participates in an E.U.-Turkey Joint Parliamentary Committee.

The two halves of the island have been split between the mainly Turkish-speaking north, occupied by Turkey since an invasion in 1974, and the internationally recognized, mainly Greek-speaking Republic of Cyprus in the south.

Both sides have sparred over ownership of the gas, creating another obstacle to reunification rather than an incentive to cooperate. Yet the closest natural customer is Turkey, which imports most of its oil and gas and is the biggest potential, and rapidly growing, consumer.

Those tensions bubbled to the surface again last weekend when the Turkish Ministry of Foreign Affairs warned the Cypriots against making the gas part of a potential deal, now apparently off the table, to repay bailout loans to the Union or Russia.

“It is not acceptable that the Greek Cypriot side uses the economic crisis it is facing as an opportunity to create new fait accomplis,” the ministry said in a statement. The “only way to exploit the natural resources of the island” is “the clear consent of the Turkish Cypriot side regarding the sharing of these natural resources,” according to the ministry.

On Wednesday, the Turkish energy minister, Taner Yildiz, said his government was suspending planned projects with the Italian energy giant Eni partly over the energy company’s involvement in energy exploration in Cyprus.

Cyprus has nurtured ties with Israel to protect future gas facilities to produce and deliver liquefied natural gas, or L.N.G., drawn from offshore fields in the Eastern Mediterranean and to avoid the need for a pipeline to Turkey to reach markets.

Article source: http://www.nytimes.com/2013/03/28/business/global/for-cyprus-a-sudden-need-to-play-nice-with-turkey.html?partner=rss&emc=rss

The Divergent Fortunes of Saab and Volvo

“We’ll be back at work soon, and I want to be ready,” said Mr. Hernandez. He is a door adjuster in the body shop, and now works out six days a week.

The Saab factory here has not produced any cars since April, when creditors stopped providing operating cash and left Mr. Hernandez and more than 3,000 of his co-workers with little to do but wait. Most of them remain defiantly devoted to the company despite the long odds against its survival.

“I love Saab. I drive a Saab 9-3,” said Mr. Hernandez, a 10-year employee and a native of Cuba, insisting that a reporter follow him outside to see his car. “I’m confident that it will work out.”

The Saab facility in this city of 40,000 people is silent, save for workers who drop by once a week to perform light maintenance or cleaning to stay busy.

Just 62 miles to the south, in Gothenburg, Sweden’s second-largest city, the contrast is stark. There, Volvo is operating two shifts, churning out 54 cars an hour from early morning until midnight. Stefan Jacoby, Volvo’s new chief executive, talks confidently of plans to raise output to 800,000 cars a year by 2020, more than double last year’s total.

That the outlook for the Swedish carmakers could be so different is partly testimony to diverging histories under former American owners — General Motors for Saab, Ford Motor for Volvo. It also reflects their ensuing fortunes: Volvo found a deep-pocketed rescuer and Saab did not.

The Zhejiang Geely Holding Group, the largest private carmaker in China, paid Ford $1.8 billion last year for Volvo. Saab ended up in the hands of an underfinanced Dutch entrepreneur, Victor R. Muller, the owner of a tiny maker of sports cars called Spyker.

For Mr. Muller, 52, who had never managed a large company before, it was a daring move. G.M., eager to wash its hands of Saab as it prepared for bankruptcy, accepted $74 million in cash and $326 million in preferred shares for the company in January 2010. G.M., which continues to make cars under the Saab name in Mexico, has since written off the value of those shares.

If Mr. Muller was going to turn Saab around, he needed to win over loyal customers, who loved the company’s aerospace heritage and technological leadership, and a style they regularly describe as quirky and different.

G.M., over the two decades that it ran the company, had made cars based on Opel, Subaru and even giant sport utility vehicle platforms. Martin Skold, who studies the auto industry at the Stockholm School of Economics, said G.M. never figured out how to integrate Saab, ultimately investing little in the brand while raiding it for technology like turbo engines and front-wheel drive.

Per-Erik Mohlin, a former president of Volvo, puts it more bluntly. “G.M. had no idea what to do with Saab,” he said. “I don’t think they had a clue what to do with a premium brand.”

James R. Cain, a spokesman for G.M., said the company “has always viewed Saab as a unique and iconic brand, and we hope they are able to work their way through their difficulties.”

Jeff Platt, a blogger in New York at a site called SaabsUnited, said that Mr. Muller was going to restore at Saab “what G.M. had distilled out of them.”

But Saab was too small to succeed as a mass-market company in an industry dominated by giants, and it lacked the niche products that allow a company like Porsche to prosper. Its lineup consisted of two aging models, and there was no cash to roll out new vehicles.

In March, suppliers began cutting off credit. The Trollhattan factory sputtered for a bit, closing completely in June. Today, even the cars in the Saab Museum are pledged to creditors.

Among Saab employees, the message is unrelentingly — almost religiously — upbeat. Anette Hellgren, president of the Unionen white-collar local union in Trollhattan, said that when she met colleagues, “I tell them, ‘I still believe in the company.’ ”

“It’s essential that we don’t put our heads in the sand,” she said, “that we keep going to work, going out, going to parties.”

Many outsiders see little reason for hope.

Article source: http://feeds.nytimes.com/click.phdo?i=9f4f262a33bf2bf973dc12eb9beb6b4c