April 26, 2024

Providing a Template to Challenge Apple

TAIPEI — In the China smartphone market, Apple has seen better days.

Despite having reported record sales of the iPhone 5, the U.S. technology giant’s presence on the mainland flagged in 2012; it was pushed out of the top five smartphone makers in that market during the third quarter, with just 8 percent of the market, according to the research firm Canalys.

As Coolpad, Huawei, Lenovo, Samsung and ZTE surged ahead of Apple, a major force behind their success was MediaTek, a Taiwanese chip maker whose products have drastically reduced the cost for manufacturers of getting new phones to market.

The company entered the smartphone business late, introducing its first chipset in 2011 inside a Lenovo phone. But within a year and a half, analysts say, MediaTek has taken 50 percent of China’s market for smartphone chips.

That success has come with the adoption of what MediaTek calls a “turnkey solution.” Rather than simply provide a chip, the company also offers instructions on how to build a phone, the software architecture to run it and dedicated consultants to advise phone makers through the production process. MediaTek’s chief financial officer, David Ku, describes this as a franchise model in which all the clients have to do is “turn on the burner.”

Peter Liao, an analyst at Nomura Securities who covers the industry, said MediaTek saved phone makers the often prohibitive cost of research and development.

“It typically takes a lot of money and time to develop a new handset model, but MediaTek comes in and provides a total solution,” Mr. Liao said.

The company has proved wildly popular among Chinese phone makers. Besides supplying Huawei, Lenovo and ZTE, MediaTek also supports lesser-known manufacturers, including those that make so-called bandit phones that imitate premium models from Apple, Samsung and HTC.

TCL Communication Technology Holdings, a Chinese phone maker that sells phones primarily in Europe and Latin America, uses MediaTek’s chips. Its chief operating officer, Wang Jiyang, said that when his company works with MediaTek, its only major design tasks are to make the software more user-friendly and to tailor the look and feel of the phone.

“In general, with MediaTek’s help, we’re able to achieve almost twice as fast time to market, compared to other solutions,” Mr. Wang said.

MediaTek was founded in 1997. It started out making chips for home entertainment electronics like DVD players and televisions before moving into components for CD and DVD-ROM devices. In 2004, it began making chips for small mobile phones.

MediaTek estimates that it will lead the Chinese market by selling 110 million smartphone chips in 2012, up from 10 million chips a year ago.

By comparison, Qualcomm, the global leader in smartphone chips, is expected to finish 2012 in second place in China with 82 million chips shipped, according to the research firm DigiTimes.

MediaTek has been powered by consumers like Zhang Ying, 31, who want to try the latest technology but not pay a premium for it. Mr. Zhang, a Shanghai resident, bought a knockoff HTC phone last year. “Every person has a price point,” he said. “At a time when some of my friends were buying Samsung or iPhone, I wanted to show that I can keep up with them. A lot of domestic phones are cheap and of fairly good quality.”

People who think like Mr. Zhang are dominating sales, especially among first-time smartphone buyers. In a September report, McKinsey, the global consulting firm, estimated that 69 percent of all smartphones sold in China would cost less than 1,500 renminbi, or about $240, by the second half of 2013.

And MediaTek is taking its business model to other emerging markets. The company’s products support features that are popular in developing countries, like noise-reducing speakers and slots for two SIM cards.

In India, local brands like Spice and Micromax are rolling out lower-priced smartphone models using MediaTek parts. In Brazil, phones by Motorola Mobility, as well as local brands like Gradiente and Multilaser, will also have MediaTek chips.

Article source: http://www.nytimes.com/2013/01/07/technology/07iht-mediatek07.html?partner=rss&emc=rss

DealBook: Nomura’s Failed Global Ambitions

A branch of Nomura Securities in Tokyo.Kiyoshi Ota/Bloomberg NewsA branch of Nomura Securities in Tokyo.

With Nomura announcing $1 billion in cost cuts on Friday, the Japanese firm formally and concretely revealed a retreat from the role it once sought at a global financial player.

Much of the shrinking will take place in Nomura’s wholesale operations, a spokesman told Bloomberg News. That’s precisely the area where the firm’s former chief executive, Kenichi Watanabe, had hoped to grow one of Japan’s most prominent securities firms.

Much like another international bank, Barclays of Britain, Nomura had hoped to use the remains of Lehman Brothers as the underpinning for a transformation from regional player to worldwide heavyweight. The Japanese firm, already a big player in its home market, bought Lehman’s international businesses and its 8,000 staff members after the American brokerage firm filed for bankruptcy in September 2008.

Nomura turned to Jasjit Bhattal, a former Lehman executive known as Jesse, to essentially take charge of the wholesale division. And a longtime colleague, Glenn Schiffman, was appointed as the firm’s head of investment banking for the Americas.

Other Lehman holdovers were also given top positions in the newly prominent division.

The transformation wasn’t necessarily easy, as hard-charging Lehman veterans ran into the more traditionally conservative ways of Nomura. The wholesale operations quickly started to fray. Christian Meissner, a high-ranking Lehman executive who helped broker the takeover of the bankrupt firm’s international division, decamped in 2010 to Bank of America Merrill Lynch.

Unlike Barclays, the Japanese firm found international growth a difficult task. Despite the addition of a well-established international banking operation, Nomura stayed mostly flat in various investment banking league tables.

It hasn’t risen higher than 10th in Thomson Reuters‘ ranking of deal advisers since 2002 or ninth in global equity capital markets issues. For global debt offerings, the firm rose no higher than 14th since the Lehman deal, after having once reached 13th, in 2002.

Mr. Bhattal retired from Nomura in January after less than a year in the position. By that point, the firm had already reported a $591 million loss for the three months that ended Sept. 30, its first quarterly loss in more than two years.

Soon afterward, Mr. Schiffman departed, resurfacing at the Raine Group, a boutique investment bank.

The final blow for Nomura’s dreams of global expansion may well have been the resignation of Mr. Watanabe last month, after having been engulfed by an insider trading scandal. Some critics laid the blame for the mess — in which employees tipped off favored clients ahead of securities offerings — on the Lehman transaction, though the firm had been embroiled by criminal acts in the 1990s.

Mr. Watanabe’s successor, Koji Nagai, has spent most of his career focused on Nomura’s domestic operations. While Mr. Nagai plans to continue building some international businesses like mergers advisory, according to Bloomberg, he has made clear what his strategy is.

“I want to make a new business strategy from the past,” he said at a news conference last month, adding that he wants to bring Nomura’s footprint “to an appropriate size.”

Nomura’s global mergers advisory rankings


Nomura’s global equity capital rankings


Nomura’s global debt capital rankings

Article source: http://dealbook.nytimes.com/2012/08/31/nomuras-failed-global-ambitions/?partner=rss&emc=rss

Media Decoder: News Corporation Sells MySpace for $35 Million

DESCRIPTIONJin Lee/Bloomberg

6:30 p.m. | Updated MySpace, the long-suffering Web site which the News Corporation bought six years ago for $580 million, was sold on Wednesday to the advertising targeting firm Specific Media for roughly $35 million.

The News Corporation, which is controlled by Rupert Murdoch, had been trying since last winter to rid itself of the unprofitable unit, which was a casualty of changing tastes and a cautionary tale for social companies like Zynga and LinkedIn that are presently enjoying sky-high valuations.

Relief over the sale was palpable on Wednesday, and not just at News Corporation: Wall Street “just wanted it done, because it’s been a real drag on growth,” said Michael Nathanson, a media sector analyst for Nomura Securities.

Terms of the deal were not disclosed, but the News Corporation said that it would retain a minority stake. Specific Media said it had brought on board the artist Justin Timberlake as a part-owner and an active player in MySpace’s future, but said little else about how the site would change.

The sale closes a complex chapter in the history of the Internet and of the News Corporation, which was widely envied by other media companies when it acquired MySpace in 2005. At that time, MySpace was the world’s fastest-growing social network, with 20 million unique visitors each month in the United States. That figure soon soared to 70 million, but the network could not keep pace with Facebook, which overtook MySpace two years ago.

As users fled MySpace, so, too, did advertisers. The market research firm eMarketer estimates that the site will earn about $183 million in worldwide ad revenue this year, down from $605 million at its peak, when the site introduced many Web users and many advertisers to the concept of social networking.

“It’s a shame that MySpace’s value has diminished so severely since the acquisition; MySpace’s pioneering of social networking (now referred to as social media) will always be revered as igniting a new medium,” Richard Rosenblatt, the chairman of MySpace at the time of the sale to the News Corporation, said in an e-mail.

Instead of envy, News Corporation’s bet on MySpace now provokes punch lines. Tom Freston, who was fired as the chief executive of Viacom in part for failing to buy MySpace, joked in an interview with CNBC earlier this year that “I’m still waiting for a thank you note” from the Viacom chairman, Sumner Redstone.

Mr. Freston, who was in Iceland on Wednesday and was smiling at the news of an impending sale, declined to comment.

News Corporation executives declined interview requests on Wednesday.

It is not clear whether MySpace itself was profitable for the company; the division that houses MySpace and other digital properties has turned a profit only once in the last six years. An advertising deal with Google helped the company to recoup what it spent on MySpace in the first place, but the site became a burden on the company’s earnings; by last year executives were calling the losses unacceptable. Mr. Nathanson called it a “headache.”

What doomed the site? Lee Brenner, the former director of MySpace’s “Impact” section who is now the publisher of HyperVocal, wrote in a blog post Tuesday, “I’m sure most employees (former or current) will argue that it was poor management, or a need to hit revenue targets once News Corp. took over, or a bottleneck in the technology department, or lack of resources given to their division, or a poor public relations effort, etc., that set the course of MySpace’s downfall.

“Any number of these could be true,” Mr. Brenner wrote. “I suppose we’ll never know for sure. It is most likely a combination of these factors, along with a ‘low attention span’ public. It probably didn’t help to be doing business, and trying to grow, along with all of these issues, in the midst of a global economic crisis.”

MySpace has attempted to reboot itself several times, most recently as a social destination for music, movies and other media. It has not been abandoned altogether; it still has 35 million visitors a month in the United States, according to the measurement firm ComScore. Facebook has 157 million visitors a month in the United States.

“It’s still one of the biggest pockets of traffic on the Internet, for the price,” said a former MySpace executive who insisted on anonymity in order to maintain friendships and business relationships with News Corporation.

Mr. Timberlake said in a statement about the sale that MySpace still has the potential to be the place on the Web where “fans can go to interact with their favorite entertainers, listen to music, watch videos, share and discover cool stuff and just connect.”

Many of the current and former MySpace users who reacted to Wednesday’s sale thought differently — some lumped it in with Friendster as a dead social network and others compared it to a shopping mall that no one visits anymore.

In preparation for the change in ownership, many of MySpace’s roughly 400 employees were dismissed on Wednesday. Mike Jones, the Web site’s chief executive, said in an internal memorandum that he would depart in the next two months.

“Today should be a day,” Sean Percival, a vice president at MySpace, wrote on Twitter on Wednesday morning, ahead of the sale announcement.

Later in the day, he followed up, telling his online followers that Wednesday would be his last day at the company. Seemingly referring to the site’s rise and fall, he wrote, “It was a unique moment in time and an impossible problem to solve. Was proud to be a part of it.”

Article source: http://feeds.nytimes.com/click.phdo?i=111d5a2194791b1872769652fe7ff9d7