Wednesday, September 14, 2011

A MUST READ: Does Obama Plan to Tax $200,000 Fix The Economy?

Bloomberg

Obama Plan to Begin Taxing Health Insurance Stirs Opposition

September 14, 2011, 3:22 PM EDT
By Steven Sloan and Kathleen Hunter
(Updates with Hatch comment starting in 11th paragraph.)
Sept. 14 (Bloomberg) -- President Barack Obama is asking lawmakers to tax the health insurance benefits of top earners, stirring opposition from congressional Democrats who fought a similar proposal in the 2010 health-care law.
The proposal, tucked deep inside the 155-page jobs legislation Obama submitted to Congress on Sept. 12, would make health plans provided by employers partially taxable for couples earning more than $250,000 a year and individuals earning more than $200,000.
For these taxpayers, the proposal is a dramatic departure from their current tax treatment, in which all of their health benefits are exempt from taxation. It also revives a debate among Democrats over whether taxing health insurance plans for the wealthy sets the stage for one day expanding the tax to lower-income brackets.
“I didn’t support taxing health-care plans when we debated the health-care bill,” said Representative Bill Pascrell, a New Jersey Democrat who is a member of the tax-writing Ways and Means Committee. “If it was up today, I wouldn’t vote for it.”
The resistance from Obama’s fellow Democrats indicates the president’s plan may not survive intact, as leaders of the Republican-controlled House have said they oppose other tax provisions intended to offset the cost of cutting payroll tax rates and spending on infrastructure, schools and aid to states.
Senator Richard Durbin of Illinois, the chamber’s No. 2 Democrat, said the caucus isn’t united behind Obama’s proposals to cover the bill’s $447 billion cost. Some Democrats would again oppose taxing some health plans, he said.
Earlier Debate
House Democrats last year forced revisions to a tax on high-value insurance plans that was included in the health-care law. Labor unions, which have fought to increase benefits for members as companies resisted wage increases, objected to the levy and pushed successfully to increase the threshold and delay implementation.
Starting in 2018, a 40 percent tax will be levied on plans worth more than $10,200 for individuals and $27,500 for families. The tax will be paid by insurance companies, though opponents argue costs will be passed on to consumers.
The insurance proposal included in the jobs package would affect taxpayers in the top brackets starting in 2013. That year, under the administration’s assumption that lower tax rates for high earners passed under President George W. Bush are allowed to expire, someone in the 36 percent bracket with a $10,000 health insurance policy would be required to pay an additional $800. Someone in the 39.6 percent bracket with a $20,000 policy would pay an extra $2,320.
Little Notice
Obama didn’t mention the health-care proposal during a trip to Ohio yesterday to promote the jobs package. The administration’s summary doesn’t specifically mention it, and the administration hasn’t promoted the policy rationale.
“This administration that tries to boast about how transparent it is certainly did not make clear” that it was proposing to tax health insurance, said Senator Orrin Hatch of Utah, the top Republican on the Finance Committee, at a panel hearing today.
Hatch said the administration’s position was “odd” given that it ran campaign ads in 2008 criticizing a proposal from Republican candidate John McCain that included taxation of health insurance.
‘Cadillac’ Plans
An administration official, speaking on condition of anonymity, said there was no comparison between taxing plans for the highest earners and the earlier debate over taxing high- value, so-called Cadillac, health plans. The official, who wasn’t authorized to speak on the record about the proposal, said it targets high-income taxpayers who get a greater benefit from the current tax structure than middle-income workers.
The official declined to comment on objections being raised by Democrats.
Senator Barbara Mikulski, a Maryland Democrat whose state includes some of the wealthiest counties in the U.S., said she didn’t support the health-care tax.
“I disagree with the president,” she said.
The proposal, she said, would be problematic for people with fluctuating incomes. Some of her constituents “might make one year $300,000 and the next year $30,000,” she said.
Democratic Skepticism
Representative Richard Neal, a Massachusetts Democrat who is on the Ways and Means panel, said “there is great skepticism” among party lawmakers about the ways Obama has proposed to pay for the jobs bill. He called the offsets “talking points.”
Representative Joe Courtney, a Connecticut Democrat, was one of the staunchest opponents in the House to the administration’s proposal to tax health insurance plans based on the size of their premiums. He said yesterday that the administration’s focus on income thresholds is better.
“To the extent that it’s limited to the highest of incomes, I think you could make some argument that that’s really not threatening employment-based benefits as a public policy,” he said. “This one is not really targeted at scope of benefits as much as it is means testing.”
Compared with the tax on high-cost plans included in the health-care overhaul, the new administration proposal would do less to encourage insurers and employers to rein in health care costs, said Paul van de Water, a senior fellow at the Center on Budget and Policy Priorities, a Washington-based group that advocates for low-income people.
Higher Taxes
“Its effect will be much more focused simply on raising taxes on upper-income people rather than changing behavior,” he said. “That’s not a bad thing.”
The health-care provision is part of a broader proposal from the administration to cap at 28 percent itemized deductions as well as limit other deductions, such as moving expenses, and some exclusions for high-income taxpayers. Interest earned on municipal bonds by wealthy individuals would be subject to the 28 percent threshold.
Capping the range of deductions and exclusions would generate about $400 billion in revenue over a decade, according to the administration’s estimates. Obama would also find revenue by taxing the carried interest, or profits-based compensation, of private equity managers, real estate investors and venture capitalists as ordinary income, instead of more lightly taxed capital gains.
Obama’s chief spokesman, Jay Carney, said yesterday the special 12-member congressional panel charged with cutting $1.5 trillion from the nation’s long-term deficit can modify the administration proposals, as long as the measures aimed at stimulating hiring are offset. The president wouldn’t veto legislation that enacted only part of his plan, he said.
Obama Would Sign
“He would sign it, and then he would return to press the Congress to get the rest of the job done,” Carney said.
Representative Rob Andrews, a New Jersey Democrat, said the health-care provision was “one of the least objectionable among a bunch of bad ideas.”
“I don’t relish anyone paying more or having to deduct less,” he said. “But given the fact that we’re borrowing 40 cents of every dollar we’re spending, and we need money to pay for this jobs bill, I think that’s a plausible and credible idea.”
--With assistance from Richard Rubin and Kate Andersen Brower in Washington. Editors: Jodi Schneider, Bob Drummond
To contact the reporters on this story: Steven Sloan in Washington at ssloan7@bloomberg.net; Kathleen Hunter in Washington at khunter9@bloomberg.net
To contact the editor responsible for this story: Mark Silva at msilva34@bloomberg.net

Here Comes Apple's Real TV: APPLE WAR AGAINST CABLE?

Viewpoint September 13, 2011, 8:50 PM EDT

Here Comes Apple's Real TV

A bold, new Apple TV set would replace today’s cable systems, game consoles, and 3D goggles—and launch a war with cable providers

(Corrects 10th paragraph to show the Wii is from Nintendo, not Sony.)
Get ready, America, because by Christmas 2012 you will have an Apple TV in your living room. I don’t mean the cute little box now called “Apple TV” that plugs into your set to stream Netflix (NFLX), but the real deal—a flat-panel Apple (AAPL) television set tied to the company’s online ecosystem and designed as only Apple can do it.
There’s a $14 billion rationale for this prediction but first, let’s explore the rumors. This summer Piper Jaffray (PJC) analyst Gene Munster dug through component suppliers and found evidence that Apple is gearing up to produce a real TV set by late 2012. Venture capitalist Stewart Alsop, a former board member at TiVo (TIVO), has published rumors that Apple has a television coming. And Steve Jobs himself hinted last year that Apple might build a real television unit.
“The television industry … pretty much undermines innovation in the sector,” Jobs said at the All Things Digital Conference in July 2010. “The only way this is going to change is if you start from scratch, tear up the box, redesign, and get it to the consumer in a way that they want to buy it.”
Jobs’s quote is good advice for his successor as chief executive officer, Tim Cook, who needs a hit. The TV industry is changing more than at any time in the past 50 years, and billions of dollars are going into play for the winners. As Apple crests in the phone and tablet markets, its investors will want a new frontier.
TV is the future because it remains king of all media. While handsets get hyped, the typical U.S. consumer watches 5 hours and 9 minutes of TV a day, according to Nielsen (NLSN), and even younger adults 18 to 24 years old—the supposed digital generation—view 3 hours and 30 minutes on televisions daily, vs. only 49 minutes on the Web and 20 minutes on mobile. We all love to lean back. With so much of the consumer’s time, TV has become bloated with waste. The average U.S. home receives 130 cable channels but “tunes to”—or punches in the exact channel number on the remote—just 18 channels a year. Channel surfing has died. A whopping 86% of available channels are never used by an individual viewer.

Lots of Disenchanted TV Subscribers

Consumers pay a lot for all this video waste and they don’t like it. The average cable bill is $75 per month, which means that each year 83 million households pay $74 billion to the top eight TV-subscription services. This is why so-called “cord cutting,” by which consumers drop cable to watch videos on Roku, Hulu, or the Xbox 360 from Microsoft is (MSFT) accelerating; Comcast (CMCSA), the leading U.S. cable system, lost 238,000 subscribers in the second quarter. If Apple were to offer a better service, people might pay up for it.
A second lure for Apple is TV advertising. Unlike U.S. mobile-ad spending, which EMarketer says will barely break $1 billion in 2010 despite years of hype, the TV ad spend in the U.S. totaled $70 billion in 2010 and is forecast by Forrester Research (FORR) to reach $84 billion by 2015. If Apple could gain just 10% of the $74 billion in current video subscription fees and $70 billion in television ad media, it would take in more than $14 billion in additional annual, recurring revenue.
Apple faces plenty of hurdles. For one thing, TV sets are an infrequent purchase. Apple likes to sell products with built-in obsolescence that you “need” to replace every 18 months—iPhone 5, anyone?—and a flashy TV set doesn’t call for an aluminum upgrade next year. Apple also has struggled to get content providers to embrace its current Apple TV box. In August, Apple stopped renting TV shows for 99¢ on the gadget, claiming that consumers overwhelmingly prefer to buy TV shows. But it could be that Apple’s media partners considered 99¢ far too cheap. With billions of dollars at stake, media producers and cable giants will fiercely defend their video-distribution modes.


FULL STORY AT http://www.businessweek.com/technology/here-comes-apples-real-tv-09132011.html

Thursday, August 25, 2011

Steve Jobs: ‘Unfortunately, That Day Has Come’

Steve Jobs: ‘Unfortunately, That Day Has Come’

With his health uncertain, Jobs steps down as Apple’s CEO. Tim Cook takes over

Jim Wilson/The New York Times/Redux
Ever since his surgery for pancreatic cancer in 2004, Steve Jobs has dismissed questions about his health as irrelevant. In a manner both imperious and, given the circumstances, understandable, Jobs said that he would know if or when he was unable to fully execute his duties as Apple’s (AAPL) chief executive officer. “Unfortunately, that day has come,” wrote Jobs to the company’s board of directors and “the Apple Community” on Aug. 24.
On the day of the announcement, a person close to Jobs who was not authorized to speak about his health said the outgoing CEO was in Apple’s Cupertino (Calif.) office for the entire workday and attended a regularly scheduled board meeting. This person described Jobs’s condition as weak but added that his resignation was not indicative of a sudden downturn and that Jobs, while housebound in recent weeks, was up and about. Jobs gathered his senior executive team in an emotional meeting after the news broke. He also made clear he plans to be an active chairman, according to another source familiar with the transition. The market reaction was instantaneous: Apple shares fell as much as 7 percent in extended trading after the announcement.
Jobs’s past 14 years as CEO have been unprecedented—not merely in corporate history, but in the history of American life. Apple—the company he co-founded at the age of 21, was exiled from, and nurtured obsessively into the second-most-valuable corporation in the world after ExxonMobil (XOM) —dominates technology and popular culture. Rivals as diverse as Research In Motion (RIMM), Nokia (NOK), Hewlett-Packard (HPQ), Google (GOOG), and the entire music industry have been forced to change strategies or abandon once-thriving models in the face of its success. Yet each triumph has been accompanied by poignancy. Pictures of Jobs introducing iPhones and iPads over the last three years show a man disappearing before our eyes, leading some to wonder about his daily role. “He hasn’t been a driving force for the past two years,” says Daniel Genter, who oversees about $3.7 billion as president of RNC Genter Capital Management in Los Angeles.
Still, it’s a testament to his products that his obvious deterioration has done little to shake investors and only added to his legend. Apple stores are packed because the products are good, and sometimes even beautiful. But buying an iPhone while Steve Jobs is still alive is something to tell your kids about, like buying a Model T from Henry Ford.
As an oracle, Jobs, 56, is irreplaceable. His designated successor, Chief Operating Officer Tim Cook, who proved his ability to run Apple since Jobs’s first medical leave in 2004, has officially been guiding the company since January. Hired by Jobs in 1998 from Compaq, Cook, 50, quickly oversaw the creation of Apple’s online store and the rollout of its candy-colored iMacs (no more beige) and soon had Apple running with less inventory than even Dell (DELL). He also helped Apple to ramp up production of iPods, iPhones, and iPads at rates never before imagined—with only rare gaffes. He revamped Apple’s support, such that customer satisfaction ratings soared right along with volume.
While he lacks Jobs’s charisma and vision, Cook has endeared himself to Apple staff through sheer accumulation of work hours and unfailing loyalty. Despite overtures from HP and numerous other big tech companies, Cook hasn’t budged. Does he have the right stuff to lead Apple? “The good Lord created only one Steve Jobs,” says former Microsoft (MSFT) CFO John G. Connors, who sits on Nike’s (NKE) board with Cook, but “Apple will be wildly successful under his leadership.”
The bottom line: Protecting Apple’s position as the dominant force in tech falls to Tim Cook, an ace manager though not a showman of Jobs’s caliber.

Burrows is a senior writer for Bloomberg Businessweek, based in San Francisco. Tyrangiel is editor of Bloomberg Businessweek and an executive editor of Bloomberg News

Libya: Can It Become an Oil Superpower?

Libya: Can It Become an Oil Superpower?

Qaddafi’s ouster would present opportunities for oil companies, but Libya needs stability first

Benghazi rejoices at news that rebels have seized Qaddafi’s compound Benghazi rejoices at news that rebels have seized Qaddafi’s compound Gianluigi Guercia/AFP/Getty Images
The messiest part of war is how it ends. Even as Libyan rebels and their supporters fired rifles in the air and poured into Green Square to celebrate the downfall of Muammar Qaddafi, the scenes at the Mujama Aleiadat hospital in Misrata, 130 miles from Tripoli, told a grimmer story. The hospital’s corridors were jammed with the wounded, including a 3-year-old boy hit in the arms and abdomen by shrapnel from a shell that also killed his 6-year-old brother in neighboring Zlitan. One of the hospital’s own, a 20-year-old medic who crewed ambulances into the front lines since the start of the war, had been killed by a sniper bullet. “Qaddafi has lost, but people are still fighting,” says Dr. Mohammed Ahmed, who was caring for the wounded boy. “I don’t know why.”
The apparent end of the dictator’s brutal, often bizarre, 42-year rule was greeted with relief not just among ordinary Libyans, but also by leaders of the NATO countries who had launched a hastily arranged anti-Qaddafi military campaign that’s now lasted more than six months. The work of stabilizing post-Qaddafi Libya will take a lot longer than that. Basic services like water and electricity are barely functioning, and the country’s physical infrastructure is in ruins. The rebels, a coalition including longtime Qaddafi opponents and former regime figures, say they intend to establish a democracy, though Libya has neither a political party nor a constitution. Even Mustafa Abdel Jalil, head of the rebels’ National Transitional Council (NTC), warned on Aug. 22 that governing in the post-Qaddafi era will “not be a bed of roses.”
What Libya does have going for it, of course, is oil. With 47 billion barrels of reserves, the 74th-largest economy by gross domestic product possesses 3.4 percent of the world’s known supply. In normal times, oil and gas account for 95 percent of exports and 80 percent of government revenues. The civil war has sent production plummeting, from 1.6 million barrels a day in 2010 to 60,000 recently.
The emergence of a new set of leaders has already set oil companies hustling to grab a stake of a hugely lucrative market. Their prospects, as much as those of the Libyan people, depend on how quickly a group of disputatious opposition figures with no experience governing together can bring order to a devastated nation. “You can’t divorce the political transition from how fast oil is going to come online,” says Edward P. Djerejian, director of the James A. Baker III Institute for Public Policy at Rice University in Houston and a former U.S. ambassador to Israel and Syria. “They have to move together; there has to be a strong sense of political stability.”

History says Libya is not a good bet to become an oil superpower anytime soon. Three decades after the Iranian revolution in 1979, production there has yet to be completely restored. Iraq needed four years to equal its output before the 2003 U.S. invasion, and the ex-Soviet Union countries required as much as a decade. “Libya is not as extreme a case as Iran, but it is not going to be easy,” says Peter Hutton, an analyst at RBC Capital Markets in London.
For centuries Libya has been divided along geographic and tribal lines with a weak central government in the middle. Over the last four decades, Qaddafi was the government, reserving all important decisions, including on key oil concessions, for himself. His talent as a global attention-hog may have been unique, but as a ruler he hewed to the dictator’s playbook: dispensing patronage to his loyalists, creating a cult of personality, and brutally persecuting his enemies. His sins against his citizens may dwarf his sins against the state, but he undermined the machinery of government and commerce at every chance. “Here is a country where the grand leader by design gutted all institutions of governance,” says Robert Danin, a senior fellow for the Middle East and Africa at the Council on Foreign Relations in Washington. “When he leaves, there goes the state.”

FULL STORY AT http://www.businessweek.com/magazine/libya-can-it-become-an-oil-superpower-08242011.html

Wednesday, August 24, 2011

Target's Holograms: The Innovation Angle

Target's Holograms: The Innovation Angle

Posted by: Reena Jana on October 30, 2007

On Wednesday, big-box retailer Target will begin running ads about the world’s first “model-less” fashion show in New York on November 6 and 7, featuring a holographic illusion of three-dimensional, disembodied clothes. Yes, the Wall Street Journal reported this yesterday in an advertising story; what the Journal didn’t report is an innovation story on the technology behind the event and how it might save on fashion-show costs or be applied in other settings as a corporate communication or retail tool. I spoke with James Rock, a director of Musion Systems Limited, the maker of the hologram system used, on these topics. And I also chatted with fashion designer Isaac Mizrahi and long-time Target brand name, whose clothes will be featured alongside those of a number of high-profile designers creating exclusive “masstige” lines for Target this season.
First, let’s take a look at one of Target’s behind-the-scenes concept sketches for the fashion show, which will be staged at Grand Central Terminal’s Vanderbilt Hall, projected on a stage every ten minutes on November 6 from 12:00 p.m. until 12:00 a.m., and November 7 from 6:00 a.m. until 7:00 p.m.:
target_casper_1516_rev.jpg
And here’s a glimpse of what this concept will look like at the Target fashion show:
WEDDING 0001.jpg
The holographic effect used, from Musion, isn’t new—Richard Branson used it to address a conference in 2005. Here’s some YouTube video of the event:

You’ll see the hologram is eerily real, and it gives you a sense of what the Target experience might be like. According to Rock of Musion, the technology is based on an old-school magic trick from the 19th century, involving glass mirrors and reflections. The updated system involves giant foil screens instead of glass, and videotaping models whose images are projected against the foil, in High Definition. Their bodies are then edited out of the video. At the event, the taped images will be projected in front of live audience.
Rock won’t disclose the cost of the Target project, although he said it took about 10-12 weeks to develop on the Musion side, but that smaller holographic productions can take as little as 3-4 hours to produce or up to 3-4 years, depending on complexity. “Every project is bespoke,” Rock says. So far, the tech is favored by car-makers: BMW, Land Rover, GM, and Honda have used Musion holograms at trade events. Fiat used it at a product launch this year in Italy, showing off a customizable car at a public event in which consumers customized a car on a computer, and then this car was then transformed into a hologram before their eyes. In other words, they could see in 3D and in life-sized proportions, their custom car, in the colors they chose, with the features they chose, rather than merely on a flat computer monitor.
But other types of companies have used it as well to showcase products – General Electric and Adidas, for example.
Rock foresees the technology as a potential way of conducting business meetings, the next step beyond sophisticated video conferencing such as HP’s Halo system. Holograms provide an even more realistic presence for remote workers at meetings than a flat, ultra-high-resolution screen.
Isaac Mizrahi, the fashion designer, told me he thinks that the holograms might evolve into an innovative retail feature. “I keep thinking, wouldn’t it be great to go into a dressing room and see how clothes might fit without having to putting them on?” He says, adding that perhaps stores might feature 3D holograms for customers to see on body types that match their own. “I think there are so many ways this technology will advance and help fashion develop.”
Mizrahi also feels that the continuous, every-ten-minutes public fashion show “democratizes fashion even further,” he says, referring to Target’s famous design-for-all strategy. “The show gives Target guests—which is what the company calls customers--put themselves in the clothes.”
Laura Sandall, Target's director of events marketing and publicity, also says that the holographic show is “cost effective.” A typical fashion show, she says, costs about $200,000 to produce. And, if you’ve ever been to one, you know that they only last about 15 minutes. The Model-less shows on November 6 and 7 will be shown 144 times, says Sandall.
“We expect 750,000 people to pass through Vanderbilt Hall. We will hit over a million people each day,” Sandall says. “And then it will live online, on Target.com, Facebook, and YouTube.” The goal is to spread the video virally, too.
We have about a week until the Model-less show debuts. It will be interesting to see how the public responds. And how Target responds, as the company now has pressure to “best itself,” as Sandall says, after staging this spectacle that just might inspire some innovative new uses of holograms and holographic technologies.

Google's interactive Pac-Man doodle

Google's interactive Pac-Man doodle

Posted by: Helen Walters on May 21, 2010

google-pacman.jpg
In honor of the 30th anniversary of everyone’s favorite arcade game, Google has outdone itself. The company has not simply embedded a static artistic homage to Pac-Man on the Google.com homepage, but installed the game itself. Yup, the Google logo has been turned into a Googlified version of the Pac-Man game, and is the company’s first interactive home page. Searchers can hit the “insert coin” button or wait ten seconds to get playing and can then apparently work their way through all 256 levels. Once they’ve won (or, you know, failed miserably) the search engine sends them to a search results page for “Pac-Man 30th anniversary”. Curmudgeons, or those not obsessed with 80s arcade game culture, can search as usual. The doodle was the brainchild of senior user experience design, Marcin Wichary, a self-confessed “Pac-Man enthusiast” (y’think?) along with regular doodler Ryan Germick. The game will be live for 48 hours.

What TouchPad's Fate Says About the Tablet Market

GigaOm August 22, 2011, 10:13 PM EDT

What TouchPad's Fate Says About the Tablet Market

Given Apple's early iPad launch, only a well-executed, budget-priced, basic tablet backed by deep, committed pockets is likely to fare well—as in Amazon's likely entry

I missed last week’s big news of Hewlett-Packard (HPQ) opting to terminate the TouchPad and other webOS hardware by only a few hours. My issue was one of timing: About two hours before HP’s bombshell revelations—the company is also looking to exit the PC market, where it holds the global No. 1 spot—I fell ill and took a few days off to recoup. It turned out that timing also provides a central explanation both for the demise of the TouchPad and for my conviction that Apple (AAPL) has positioned its iPad very well for years to come against challengers in the tablet market.
I hit upon the issue of timing earlier this month in a GigaOM Pro article (subscription required) noting that Apple’s iPad was announced in January 2010 and that so far, no tablet has caught up to what Apple offers. Plenty of folks are happy with a Google (GOOG) Android Honeycomb tablet; fewer have purchased a BlackBerry (RIMM) Playbook. I’m not suggesting that Apple’s iPad is the best tablet for everyone. Consumers have different needs and preferences. From an overall sales perspective, though, no data dispute that Apple holds the tablet crown.
How else does timing affect the overall tablet market as well as HP’s decision to table the TouchPad?
Consumers aren’t buying devices for potential. For most people, the iPad is the most complete tablet available. Why? Out of the box at launch it had strong third-party app support, as well as backward compatibility with phone apps, a media store, and an operating system interface that tens of millions were already used to. It took more than a year before the earliest tablet contenders appeared and they’re just now gaining certain key features: movie stores, for example, and stretch and zoom capabilities for phone apps. Consumers want a complete tablet experience, not one that’s “coming soon.”
If tablets are the future, companies must commit for the long haul. HP’s $1.2 billion investment in webOS persuaded me that it was in the tablet race for the long haul. I defended the company’s move to sell the TouchPad at a discount and even bought one, only to find out days later that I was wrong: HP wasn’t selling the tablet at low prices to expand the user base quickly and help attract developers. HP apparently gave the TouchPad only a brief chance to gain an audience. When it didn’t do this at full price, the product’s plug was swiftly pulled. Research In Motion and the many Android tablet makers should take note. To compete with the iPad, they must be prepared to invest much time and money.
When a product comes to market is nearly as important as the product itself. The tablet landscape might be very different if all the iPad competitors had arrived a year ago. I still believe, for example, that webOS offers a smart and effective user interface. Had HP been able to deliver the TouchPad last summer, it might have captured the No. 2 tablet spot by now. Instead, Apple’s iPad has the mindshare of developers, consumers, and enterprises. In lieu of viable tablet alternatives, Apple gained valuable market share. At this point, hardware makers are setting themselves up only for strict comparisons to iPads already in use.
Timing is key to partner strategies. It’s easy to look back in hindsight. Clearly, HP should have lined up a hardware partner to license webOS before announcing the demise of the TouchPad. At this point, the lack of a hardware partner makes webOS software look like a dead product to many consumers and developers. The webOS asset looks like a liability: Who will take the chance to create hardware by licensing the platform now? Had a partner been announced first, the future of webOS on a tablet might show promise. Instead, it looks like a big risk that has already failed to pay off for two different companies—HP and Palm

FULL STORY AT http://www.businessweek.com/technology/what-touchpads-fate-says-about-the-tablet-market-08222011.html

Behind Five Guys’ Beloved Burgers

Restaurant Chain August 11, 2011, 10:00 PM EDT

Behind Five Guys’ Beloved Burgers

Carnivores keep coming back for the authentic vibe as much as the beef, but maintaining it throughout the franchise is no simple task

Five Guys says last year it used enough peanut oil to fill the stream of the Jungle Cruise ride at Disneyland Five Guys says last year it used enough peanut oil to fill the stream of the Jungle Cruise ride at Disneyland Brian Finke for Bloomberg Businessweek
http://images.businessweek.com/cms/2011-08-11/pop02_fiveguys34__01__190.jpg Sales growth Brian Finke for Bloomberg Businessweek; ; Nation's Restaurant News Top 100; U.S. data, may reflect actual results, estimates or projections.

Story Tools

Jerry Murrell bursts through the swinging glass doors of a hamburger restaurant at a shopping center in suburban Virginia. Van Morrison is rocking through the speakers, and line cooks are shouting orders across the open kitchen. Murrell, 67, who is tall with sporty sunglasses perched atop his bald head, enters as if he owns the place, which he does. The founder and chief executive officer of the Five Guys burger chain approaches the counter, takes his place in line, and makes a show of slipping a crisp $100 bill into the tip jar.
Murrell passes up Five Guys’ regular cheeseburger, which comes with two patties and 840 gluttonous calories, and orders the “Little Burger”—a single patty with lettuce and tomatoes. No cheese or jalapeƱos, no mushrooms or any of the other 11 free toppings. Not even ketchup. Though he’s proud of the offerings, chosen by his sons who help run the business—“Every little one was a decision,” Murrell says. Today he keeps it simple.
What started as a modest burger shack in a Virginia strip mall has exploded into America’s fastest-growing restaurant chain, with five stores opening each week. Five Guys serves up made-to-order burgers with beef that’s never frozen and absurdly large servings of hand-cut fries. The fresh, generous meals allow them to charge more than fast food chains such as McDonald’s and Burger King.
Murrell founded the company with his wife and sons in 1986. For 16 years they ran a handful of local stores in the Washington (D.C.) area, perfecting their limited menu and building a devout local following. Then in 2002, after much nudging, the boys convinced Murrell to open the floodgates to franchising. By the end of this year, Five Guys expects to have almost 1,000 stores open around the country and over $1 billion in sales. They’re growing so fast that the Murrells are racing to hold on to the simple, authentic vibe that made the place so beloved.

Five Guys stores don’t have drive-throughs or molded plastic seats bolted to the floor. The walls are covered in crisp white and red tiles, the kitchen is open for everyone to see, and the menu doesn’t change. As Jim Gilmore, the co-author of Authenticity: What Consumers Really Want, explains, Five Guys stores seem to say, in the most loving way possible, “Shut up, sit down, and eat.”
Gilmore says that in an age when everything seems to be mediated and staged, the tough love from Five Guys feels refreshingly real. The restaurants cultivate that through what Gilmore calls the “texture” of their operations. The stores typically have bags of potatoes stacked up to be cut into French fries—a holdover from early locations that didn’t have storage space in the kitchen. A chalkboard on the wall lists the specific farm that grew the spuds. Self-serve buckets of peanuts let customers munch as they wait for their orders, while employees are encouraged to be personable and avoid scripted greetings.
The Murrells also shun national advertising campaigns, which they find fake, and instead rely on word of mouth. When President Obama moved to the White House, a Five Guys staffer suggested sending him a T-shirt. “That’s cheap!” Murrell shot back. Playing coy worked, and soon Obama, trailed by TV cameras, stopped by a store. He ordered a cheeseburger with lettuce, tomato, fresh jalapeƱos, and mustard—a classic example of Five Guys’ formula that sells 2 million burgers a week and was named Zagat’s “best fast food burger” for 2010.
For this reporter, evaluating the burger first-hand was problematic: I’ve been a vegetarian for more than a dozen years. So I tried calling some expert tasters. Pulitzer Prize winning food critic Jonathan Gold says he doesn’t much care for Five Guys—he finds the burger “boring”—but understands why people like them. “There’s that goopeyness, and it does fit that kind of American profile.” Gilmore, the marketing consultant, calls the burgers “a couple pounds of carnivorous pleasure.” Then he adds, “It’s almost enough to make me feel sad for you.”


READ FULL STORY AT http://www.businessweek.com/magazine/behind-five-guys-beloved-burgers-08112011.html

Text to Speech, on the iPad

Text to Speech, on the iPad

When his aunt lost the ability to talk, Ajay Godhwani built a text-to-speech app for the iPad that makes it easy to express complex thoughts

Mathew Scott for Bloomberg Businessweek
In June 2010, after 40 years of teaching classical Indian music, Nirmala Godhwani lost her ability to speak. Four months earlier she’d been diagnosed with amyotrophic lateral sclerosis, or ALS, and while Godhwani’s mind remained sharp, her motor skills deteriorated quickly. She grew frustrated trying out the various technologies for converting typed words into speech. Most have interfaces that rely heavily on graphics, including stick figures, to help users of all ages, literacy levels, and mental capacities recognize words. The graphics slowed Nirmala down, however, and made it difficult for her to form complex sentences. Before long, her hope that she could continue having substantive conversations “had been beaten out of her by this brutal disease,” says Ajay Godhwani, Nirmala’s nephew.
Then a 35-year-old senior director at a technology consulting company, Godhwani decided, along with Nirmala’s two sons, to create something better. The result, an iPad app called Verbally, is a lesson in economy. Godhwani consulted with speech therapists and computational linguists and was surprised to learn that only “about 200 words in the English language make up about 80 percent of daily conversations,” he says. So rather than stick figures, Verbally users see text buttons on the top half of the screen and a keyboard on the bottom. One tab shows about 50 of the most common words in English; another, a list of common phrases. Users can choose one of the text buttons or start typing. The app employs predictive text technology to recommend complete words and phrases based on the first few letters typed. The idea is to squeeze more information on each screen and reduce the number of steps it takes to form a sentence.
Godhwani says his aunt, who died this February, found it far easier to communicate complex thoughts with the app. In March, Intuary—the San Francisco startup Godhwani founded to develop the technology—released a polished version as a free iPad app. It’s been downloaded nearly 30,000 times. In late July, the six-person company started selling a $100 premium version with more voice options and the ability to store personalized lists of words and phrases. Andrew Jinks, a speech pathologist with the Center for Assistive Technology at the University of Pittsburgh Medical Center, says Verbally is “tremendous” for a free product, though it’s not appropriate for every patient. “It’s certainly not going to work for them over the course of” a degenerative disease such as ALS, he says, as patients eventually lose the ability to manipulate a touchscreen.
Intuary, meanwhile, is expanding, and plans to release an educational app for children by the end of the year. Godhwani won’t give any details other than to say he wants the program to be as easy to use as Verbally, so just by “look[ing] at it, you know what to do.”

MOTIVATION

An aunt with ALS found text-to-speech programs too limiting.

INSIGHT

Most conversations rely on only about 200 common words.

CREATION

Verbally, a free iPad app that emphasizes efficiency.

Leiber is Small Business editor for Businessweek.com, Entrepreneurs editor for Bloomberg.com, and covers small business for Bloomberg Businessweek.