Thursday, 28 July 2011

Nintendo affected by 3DS price-cut


Nintendo Co. fell the most in at least 21 years in Osaka trading after a lack of demand for its new 3-D handheld player led the company to slash the product's price and earnings forecasts.

Nintendo, the world's largest maker of video-game machines, tumbled as much as 21 percent to 11,010 yen and traded at 11,210 yen as of the 11 a.m. trading break on the Osaka Securities Exchange. That's the stock's biggest drop according to exchange data compiled by Bloomberg dating to May 18, 1990, and its lowest price since before the Wii console was introduced in November 2006.

Nintendo will cut the price of the five-month-old 3DS player as much as 40 percent, and it lowered the profit forecast 82 percent as more gamers flock to Apple Inc.'s iPhone and online games played on Facebook Inc.'s service. The company needed "drastic measures" to lure gamers, President Satoru Iwata told reporters in Osaka yesterday.

"The company remains in the severe situation for next few years until it develops something revolutionary, not an extension of existing products," said Mitsuo Shimizu, an analyst at Cosmo Securities Co. in Tokyo. "Social games are killer because who would spend around $40 to buy software when you can get it for free or something much lower."

JPMorgan Chase & Co. and Nomura Holdings Inc. were among brokers that cut their ratings on the stock after the earnings missed analysts' estimates. The price is now at its lowest since May 2004.

3DS Price Cut

Net income may total 20 billion yen ($257 million) for the year ending March 31, compared with Nintendo's previous estimate of 110 billion yen, the Kyoto-based company said yesterday. The forecast was almost 70 percent below the lowest of the 21 analyst estimates compiled by Bloomberg.

The price of the 3DS, released in February, will be lowered to 15,000 yen from 25,000 yen in Japan starting Aug. 11 to trigger "momentum" for the product before the year-end shopping season, the company said. In the U.S., the 3DS will cost $169.99 starting Aug. 12, down 32 percent from the current price of $249.99.

"Not a long time has passed since they started to sell 3DS, so it's a little doubtful if they made much profit out of it," said Masayuki Ohtani, a strategist at Securities Japan Inc. in Tokyo.

Cheaper Than Vita

The cuts will make the 3DS cheaper than the PlayStation Vita portable player that Sony Corp. plans to introduce this year.

Nintendo's 20 billion yen forecast would result in its lowest profit in more than 25 years. The company also slashed its revenue forecast 18 percent to 900 billion yen and reduced the full-year operating profit estimate by 80 percent to 35 billion yen.

The video-game maker kept a forecast to sell 16 million 3DS players by March 31, betting the price cut will spur demand. Nintendo cut its annual sales projections for the Wii by 7.7 percent to 12 million and lowered the forecast for previous- generation DS players by 18 percent to 9 million units.

The company plans to introduce flagship titles such as "Super Mario 3DLand" and "Mario Kart" in November and December for the 3DS, the company said.

Capcom Co., based in Osaka, Japan, began selling a game from the "Resident Evil" franchise for the 3DS this fiscal year.

Ali Baba launches their smartphone

Alibaba Group launched its first self-developed mobile operating system andsmartphone on Thursday in a bid to capture a slice of China's rapidly growing mobile Internet market.

The cloud computing-based operating system, Aliyun, will run the K-Touch Cloud Smartphone, to be launched at the end of July in 10 colours, saidWang Jian, president ofAlibaba Cloud Computing, a unit of Alibaba Group.

A tablet PC running the Aliyun OS, which is based on a customised Android system, will also be launched in China by the end of the year, Wang told reporters after a presentation inBeijing.

Handset manufacturer Tianyu will manufacture the K-Touch as well as the tablet, Wang said.

"Mobile users want a more open and convenient mobile OS, one that allows them to truly enjoy all that the Internet has to offer, right in the palm of their hand, and the cloud OS, with its use of cloud-based applications, will provide that," said

Ali Baba's cloud based smartphone


The Aliyun operating system will feature cloud services such as email, Internet search and support for web-based applications. Users will not be required to download or install applications onto their mobile devices, Wang said.

Alibaba Cloud plans to integrate the operating system with other devices including mobile phones with larger screens and tablet computers in the coming months.

Wang said the company was looking to launch tablet computers running Aliyun by the end of the year.

The company is currently in talks with Qualcomm Inc to develop a lower-end chipset optimised to run Aliyun OS in lower-end mobile phones, Wang said. The K-Touch phones use a high-end chipset fromNvidia Corp for crisp display of intricate games.

Alibaba Group, which is 40 percent owned by Yahoo Inc , operates China's largest B2B online marketplace, Alibaba.com , and China's largest online consumer shopping site, Taobao.com.

Wang said Alibaba does not have sales targets for the K-Touch. "We are not responsible for selling the phone; we just provide the system, so there is no hard number," he said, adding that within 15 minutes of the end of Thursday's presentation, Alibaba sold 1,000 of the phones on Taobao.

Alibaba will have an English-language version of the Aliyun OS ready by the end of this year, but Wang could not say when English versions of the phones and tablets might go on sale.

Nor will Alibaba get into the phone-manufacturing business, Wang said. "We shouldn't make a phone," he said. "We're not in that ecosystem, and it's a very good decision not to make a phone."

China, the world's largest mobile phone market, has nearly 907 million mobile subscribers, according to statistics provided by the three leading telcos in June.

The firm has been busy diversifying away from its core business of e-commerce into search, logistics and now mobile computing. Baidu , Alibaba's big Internet rival in China, has also been diversifying away from its core business of search into e-commerce and it has hinted that it is developing a mobile operating system as well. 

Air India: out of cash

The central government lead India's leading Airline company "Air India" tops the list of most debt by any airline in the aviation sector all over the world. The Airline is even struggling to generate operational revenue.


Air India will raise a fresh loan of $832 million (Rs 3,745 crore) to fund the purchase of Boeing 787 planes, even as it is struggling to meet its current debt obligations.

The first of these fuel-efficient planes is due for delivery in October and Air India is the plane's second customer after ANA of Japan.

 Air India has invited bids for the delivery financing and hopes to secure US Exim Bank guarantee for the funding. It has placed an order of 27 Boeing 787 Dreamliners and expects to receive seven planes of this type by March 2012.
"We have approached the US Exim Bank for its approval. The loan will have a government guarantee. We hope to secure an interest rate of 50-70 basis points over Libor. This amounts to little over one percent,'' said a senior AI executive.

The loan will cover 85 per cent of plane's purchase cost and will be for tenure of 12 or more years. Air India will deploy the 787 on European and Asian routes and hope to regain market share.

Along with the debt route, the carrier is also examining other options such as sale and lease back for the Boeing 787 planes. Typically airlines choose to go in for a sale and lease back mode to trim their debt costs.

According to the AIr India’s bid document it will look for a lease period of 10-12 years. "We are examining all financing options,'' the executive said.

Air India has debt of over Rs 40,000 half of which is working capital debt. Annually AI is paying Rs 3200 crore to service its debt.

Payments of Rs 4,489 crore are overdue and the airline pointed out to the government that unless steps are taken to revive financial health, the airline would default on interest payments.

On Monday the Group of Ministers met to discuss equity infusion and VVIP flight dues to Air India.

The airline's debt recast and turn around plan will be discussed separately next week. Air India has sought an additional equity of Rs 6600 crore this year but has so far received an assurance of Rs 1200 crore in equity.

Additionally AI is seeking Rs 1173 crore in dues for VVIP and evacuation flights. Of this sum Rs 800 crore is being claimed for maintenance of the 3 Boeing 747-400s which are used for VVIP flights. The balance are chartering charges. The government has agreed to release Rs 450 crore this year based on AI's claim for Rs 800 crore.

ZARA founder step down as chairman


Amancio Ortega, the richest man in Spain and founder of Zara, is stepping down from his post as Chairman of Zara’s parent company Inditex, as announced at a company meeting this week, according to The Guardian. He founded the company with his ex-wife Rosalia Mera in the early 1970s and has been at the helm ever since. Though Zara is Inditex’s most recognizable brand, the corporation owns over 100 textile companies.

Ortega is definitely seen as the tough powerhouse behind the world’s biggest retailer – and his modest background on the ground floor of retail has definitely helped shape that. Ortega dropped out of school at 13, sold shirts in a store, then starting selling his own bathrobes, and eventually began selling his wife’s designs in a store that started the Zara empire.

Though he’s stepping down, Ortega still retains 59.3 percent of the company’s shares – which is how he’s worth an estimated $31 billion, making him the 7th wealthiest person in the world. His ex-wife Mera still owns 7 percent, so she’s worth a cool $3 billion herself. Pablo Isla, a 47-year-old managing director at Inditex since 2005, is taking over Ortega’s job.

Why’s Ortega stepping down? Well, for one, he’s 75. Two, he’s obsessed with keeping out of the public eye – he’s never given an official interview to the media. In that case, it looks like our only way to understand Ortega’s departure is to guess.

David Jones new brand campaign


David Jones has revealed a new positioning strap line to underpin a campaign to promote 60 new labels joining its stores from August 1.

The new brand campaign is anchored on the strap line: Was. Is. Always. David Jones.

The company said in a statement the phrase is an extension of the Company's 'Home of Brands' strategy and its position "as the premier department store in Australia".

"In other words," explains the company, "David Jones: Was like no other. Is like no other. Always will be like no other store."

The campaign, shot in Palm Springs, "is designed to entice consumers with freshness and newness".

The campaign also includes footage from the best of David Jones' archives, which leverages David Jones' heritage and positioning as the fashion authority in Australian retailing.
To support the new campaign and to further enhance David Jones' world class brand portfolio, the Company is introducing 60 new brands into its business. These brands are a combination of Australian and international designers and brands across the company's most popular categories and are in addition to the 30 new brands announced by David Jones in January 2011.

Read the full list of brands here.

Said CEO Paul Zahra said: "Our focus is on introducing freshness and newness into our business. Given current consumer sentiment, this season is the perfect time to inspire customers to shop with us by investing in our brand and our brand portfolio.

"Australian consumers are fashion savvy and online technology has enabled greater and faster brand awareness. This is a great opportunity for us to reinforce David Jones' position as Australia's fashion authority through our new brand campaign and by continually updating our brand portfolio to ensure we offer the best national and international brands. I am pleased to report that we have introduced 90 new and exciting brands into our business this year alone."

The new brand campaign and the 60 new brands coincides with David Jones' Spring/Summer 2011 Collections launch next Wednesday 3 August which sees the return of Miranda
Kerr on the runway and features the trends, colours and styles for the new season.

David Jones group executive fashion and beauty Sacha Laing said: "The new brands announced today are particularly exciting because they range across our most popular categories and will collectively appeal to a broad spectrum of our customers.

"We will launch iconic international brands Lanvin, Dries Van Noten, Hugo Boss Women, Hackett London, GUCCI jewellery, YSL jewellery and new international designer brands such as Victoria Beckham, Lucy in Disguise by Lilly Allen and Kardashian Kollection.

We are also launching premium Australian designer brands such as Lover, Bassike, Carl Kapp, Flannel, Little Joe, Megan Park, Rachel Ruddick, Lucette and other notable Australian brands such as Dosh, Cheddar Pocket, Status Anxiety and Curtis Stone Cookware," Laing said.

The new David Jones branding campaign will be unveiled at David Jones' Spring Summer 2011 Fashion launch on August 3. The campaign will then launch across the month in print, online and outdoor media.

David Jones has revealed a new positioning strap line to underpin a campaign to promote 60 new labels joining its stores from August 1.

The new brand campaign is anchored on the strap line: Was. Is. Always. David Jones.

The company said in a statement the phrase is an extension of the Company's 'Home of Brands' strategy and its position "as the premier department store in Australia".

"In other words," explains the company, "David Jones: Was like no other. Is like no other. Always will be like no other store."

The campaign, shot in Palm Springs, "is designed to entice consumers with freshness and newness".

The campaign also includes footage from the best of David Jones' archives, which leverages David Jones' heritage and positioning as the fashion authority in Australian retailing.
To support the new campaign and to further enhance David Jones' world class brand portfolio, the Company is introducing 60 new brands into its business. These brands are a combination of Australian and international designers and brands across the company's most popular categories and are in addition to the 30 new brands announced by David Jones in January 2011.

Read the full list of brands here.

Said CEO Paul Zahra said: "Our focus is on introducing freshness and newness into our business. Given current consumer sentiment, this season is the perfect time to inspire customers to shop with us by investing in our brand and our brand portfolio.

"Australian consumers are fashion savvy and online technology has enabled greater and faster brand awareness. This is a great opportunity for us to reinforce David Jones' position as Australia's fashion authority through our new brand campaign and by continually updating our brand portfolio to ensure we offer the best national and international brands. I am pleased to report that we have introduced 90 new and exciting brands into our business this year alone."

The new brand campaign and the 60 new brands coincides with David Jones' Spring/Summer 2011 Collections launch next Wednesday 3 August which sees the return of Miranda
Kerr on the runway and features the trends, colours and styles for the new season.

David Jones group executive fashion and beauty Sacha Laing said: "The new brands announced today are particularly exciting because they range across our most popular categories and will collectively appeal to a broad spectrum of our customers.

"We will launch iconic international brands Lanvin, Dries Van Noten, Hugo Boss Women, Hackett London, GUCCI jewellery, YSL jewellery and new international designer brands such as Victoria Beckham, Lucy in Disguise by Lilly Allen and Kardashian Kollection.

We are also launching premium Australian designer brands such as Lover, Bassike, Carl Kapp, Flannel, Little Joe, Megan Park, Rachel Ruddick, Lucette and other notable Australian brands such as Dosh, Cheddar Pocket, Status Anxiety and Curtis Stone Cookware," Laing said.

The new David Jones branding campaign will be unveiled at David Jones' Spring Summer 2011 Fashion launch on August 3. The campaign will then launch across the month in print, online and outdoor media.

Android to surpass iPAD by 2016


Google's Android has been a major competitor in the smartphone industry, but it hasn't quite been that successful in terms of tablets. That being said, a new research conducted by Informa suggests that Android tablets could overtake iPad sales by 2016, which is another 5 years from now.

Apple currently holds about 75%, but the research claims that company's dominance in the tablet market will see a huge fall and will end up at a mere 39%. The theory seems very well worked and we cannot disregard the possibility of this happening sooner than 2015. Apple doesn't have an array of tablets to brag about with the iPad 2 currently being the single and the flagship tablet of the company. We have always stressed on the fact that the head-start that the iPad maker got with the competitive tablet market has been very alarming for the likes of Google, and hence it became necessary to bring out the Honeycomb platform.

The Galaxy Tab, which initially came with Froyo, is the best selling Android tablet to date and that's mainly due to the fact that there weren't any (Android) competitors to the tablet at the time of the launch. However, today with Google's Honeycomb update, the Android scene has opened up considerably. That being said, even with the platform's arrival early this year, there haven't been many Android 3.x tablets.

David McQueen, who is an analyst, said, "From 2013, as cheaper and more advanced Android tablets enter the market, we forecast that sales will pick up considerably, eventually surpassing iPad sales in 2016". He further added, "We have seen a huge explosion in the tablet market in recent years, driven primarily by the iPad, and we estimate that the market will go from strength to strength, growing from under 20 million tablets sold in 2010, to over 230 million in 2015". Given Android's open source nature, it isn't quite hard to make these speculations. The slow roll out of iPads could benefit Honeycomb and ultimately Google.

EA sports Facebook revenue


The average lifetime revenue from customers playing EA Sports games on Facebook is $56 for each paying user, Electronic Arts has said.
That figure is drawn from in-game payments on three Facebook-hosted EA Sports Games; FIFA Superstars, Madden Superstars, and World Series Superstars.
The $56 per customer “surpasses the net revenue we received from players on consoles” Electronic Arts said. It is not clear whether the comparison is lifetime Facebook game revenues versus a single boxed EA game sale, or average lifetime revenues from console customers.
Yet the figure puts into perspective the rapid pace of the digital games sector, which EA is positioning as a priority target for growth.
EA insists the Facebook revenue figure is on an upward path. Company CEO John Riccitiello said the Facebook platform could eventually have as many as 75 per cent of customers with their accounts tied to their bank.

EA Sports chief Peter Moore said Facebook is “not only a scalable, standalone business, but also a gateway for bringing new players to deeper EA Sports experiences on consoles, tablets and smartphones.”
The Superstars series of Facebook games work on a free-to-play basis. Customers can, if they wish, purchase in-game items to enhance their experience.
EA said the number of paying customers, versus non-paying, is in the “low single digits” – likely less than five per cent.

Is "resu.me" LinkedIn killer ??


 Stakes are really high for a start-up claiming to be the 'LinkedIn' killer. Butresu.me - an online networking site launched by three Indians fromStanford in the Silicon Valley -- has bigger worries to address before actually doing whatGoogle did toMicrosoft years ago. Getting users to pay for their service and create a business model is the first challenge facing any wannabeLinkedIn killer.

For now, resu.me is enjoying the success of its initial launch with nearly 100,000 users after six months. LinkedIn has 10 million users in India and 100 million after 8 years in operation.

Started by three Indians from Stanford,Karthik Manimaran, Jyotibasu Chandrabasu and Niveditha Arumugam -- all in the mid to late twenties -- the site plans to start India operations by this year. Users here would be able to search for jobs across Indeed.com, Simplyhired.com and Careerbuilder.com on the site.

"Karthik and I have studied and worked together and ever since college, we wanted to do something on our own and we thought it was time to start it and we wanted to use our knowledge to solve some real problems like recruitment," said the 29-year-old Jyotibasu Chandrabasu who will quit his job atBank of America and relocate to India permanently to set up the company's India office later this year. Having graduated from in engineering from Chennai, both Manimaran and Chandrabasu worked at IT services giantInfosys for three years before starting resu.me few months ago. After Infosys, both of them moved to QuinStreet, an online marketing firm and then to Bank of America.

"We want to have a very big presence in India and at some point, we all might look at moving back permanently," said Manimaran who quit his job with Bank of America in the beginning of the year to start the new company. "The Valley offers a lot of inspiration for starting something. Every nook and corner has a CEO of a company who is discussing plans of starting something," he said.

"We had LinkedIn as a reference point of our business but they are quite slow in rolling out changes. We would like to be the LinkedIn killer and want to be the Facebook for professional networking," Manimaran added. Resu.me depends on its semantic web technology that links users' resumes with their other online activities to deliver a more intelligent matchmaking. The semantic web technology allows computers, or software programs run by companies such as resu.me make sense of thousands of pages of information on the web by linking relevant data.

Experts in the valley predict tough times for the startup. "Competition is pretty tough here in Silicon Valley. For example for every LinkedIn clone or "killer" in another country, there are probably 10 more in the Valley, so it would be important for a company like resu.me to tackle the US market early on and compete with other similar companies here.

10 most expensive cities in the World


Global consultancy firm Mercer recently came up with a survey to determine the cost of living of cities across the world.The index for the survey is based on cost of living expressed in US dollars.

If the dollar weakens against the local currency of a city, the city becomes more expensive and moves up the index, even if prices expressed in local currency remain the same or even go down.

The survey covered 214 cities across five continents and measures the comparative cost of over 200 items in each location, including housing, transport, food, clothing, household goods and entertainment.



Rank 1: Luanda


Luanda is the capital and the largest city of Angola.
It has an excellent natural harbour; the chief exports are coffee, cotton, sugar, diamonds, iron, and salt.
The city also has a thriving building industry, an effect of the nationwide economic boom experienced since 2002, when political stability returned with the end of the civil war.


Rank 2: Tokyo


Tokyo was originally a small fishing village named Edo.
It is one of the three world finance 'command centres', along with New York City and London.
Tokyo was rated by the Economist Intelligence Unit as the most expensive (highest cost-of-living) city in the world for 14 years in a row ending in 2006.The Tokyo Stock Exchange is Japan's largest stock exchange, and second largest in the world by market capitalisation.


Rank 3: N'Djamena




The largest city in Chad, N'Djamena is a port city on the Chari River, near the confluence with the Logone River.
It is a regional market for livestock, salt, dates, and grains.
Meat, fish and cotton processing are the chief industries, and the city continues to serve as the centre of economic activity in Chad.





Rank 4: Moscow




The city is named after the river Moskva.
Moscow is one of largest city economies in Europe and it comprises approximately 20 per cent of Russian gross domestic product.
In 2006, Mercer Human Resources Consulting named Moscow as the world's most expensive city for expatriate employees, ahead of Tokyo.

The Cherkizovskiy marketplace is the largest marketplace in Europe with daily turnover of about $30 million and about ten thousand sellers from different countries (including China, Turkey, Azerbaijan and India).

Primary industries in Moscow include chemical, metallurgy, food, textile, furniture, energy production, software development and machinery.



Rank 5: Geneva



Geneva's economy is mainly services oriented. The city has a finance sector, which specialises in private banking and financing of international trade. It is also an important centre of commodity trade.
Watchmakers, Baume et Mercier, Charriol, Chopard, Franck Muller, Patek Philippe, Gallet, Jaeger-LeCoultre, Rolex, Raymond Weil, Omega, Vacheron Constantin, and international producers of flavours and fragrances, Firmenich and Givaudan, have their headquarters in Geneva.
The Geneva Motor Show is one of the most important international auto-shows. The show is held at Palexpo, a giant convention centre located next to the International Airport.

It is the second-most-populous city in Switzerland.


Rank 6: Osaka



Osaka literally means 'large hill' or 'large slope'.Historically, Osaka was the centre of commerce in Japan.
However, many major companies have now moved their main offices to Tokyo. Panasonic, Sharp, Sanyo, video game maker Capcom are still headquartered in Osaka.

The Osaka Securities Exchange specialises in derivatives such as Nikkei 225 futures.


Rank 7: Zurich



Zurich is not only the largest city in Switzerland is also a leading financial centre.
The most important sector in the economy of Zurich is the service industry, which employs nearly four fifths of workers.
Other important industries include light industry, machine and textile industries and tourism. Most Swiss banks have their headquarters in Zurich.

The Swiss Stock Exchange, established in 1877, is one of the most important stock exchanges in the world.



Rank 8: Singapore



Singapore has a highly developed market-based economy. Along with Hong Kong, South Korea and Taiwan, Singapore is one of the Four Asian Tigers.

The economy depends heavily on exports and refining imported goods, especially in manufacturing.
Manufacturing constituted 26 per cent of Singapore's GDP in 2005.The manufacturing sector boasts of electronics, petroleum refining, chemicals, mechanical engineering and biomedical industries.

Singapore has one of the busiest ports in the world and is the world's fourth largest foreign exchange trading centre after London, New York City and Tokyo.


Rank 9: Hong Kong



Hong Kong was once described as the world's greatest experiment in laissez faire.
It still maintains a highly developed capitalist economy, ranked the freest in the world by the Index of Economic Freedom for 15 consecutive years.
Hong Kong's currency is the Hong Kong dollar, which has been pegged to the US dollar since 1983.
It imports most of its food and raw materials.
Much of its exports consist of re-exports, which are products made outside of the territory, especially in mainland China, and distributed via Hong Kong.



Rank 10: Sao Paolo



Sao Paulo, in Brazil, is transforming from a strong industrialised base into a service and technology-oriented offshoring location.
The city has a mix of global multinational executives who have their BPOs and contact centers providing IT services and R&D.
Brazilian exports are currently scaling new heights, its major export products being aircraft, coffee, automobiles, soybean, iron ore, orange juice, steel, ethanol, textiles, footwear, corned beef and electrical equipment.


Wednesday, 27 July 2011

English politician against Julia Roberts


Member of English parliament are increasing pressure on the advertising watchdog to ban campaigns featuring airbrushed images if they are found to be ’socially irresponsible’, after two L’Oreal ads were withdrawn for using ’misleading’ images of model Christy Turlington and actress Julia Roberts.

The Advertising Standards Authority (ASA) ruled the ads for the L’Oreal owned Maybelline and Lancome make-up brands should not run in future after receiving complaints from Jo Swinson MP.

Swinson was acting on behalf of the anti-airbrushing ’Campaign for Body Confidence’, which she co-founded last year with fellow Lib Dem MP Lynne Featherstone, who has since become equalities minister.

The ASA agreed with Swinson that both ads misled consumers on the effects of the foundation make-up products they were promoting because the images of Turlington, for Maybelline, and Roberts, for Lancome, had been ’digitally manipulated’.

“This ruling demonstrates that the advertising regulator is acknowledging the dishonest and misleading nature of excessive retouching,” says Swinson.


“Excessive airbrushing and digital manipulation techniques have become the norm, but both Christy Turlington and Julia Roberts are naturally beautiful women who don’t need retouching to look great. This ban sends a powerful message to advertisers - let’s get back to reality,” she adds.

In its defence, L’Oreal admitted that the Maybelline ad did use “post production techniques” but the image “accurately illustrated the results the product could achieve”.

The campaign, which has broad support from experts and organsiations including feminist academic and writer Dr Susie Orbach and online community Mumsnet, has given a dossier of evidence to the ASA which it claims prove links between airbrushed ideal images of men and women and mental health disorders such as depression and anorexia, particularly among young people.

However, a spokesman for advertising rules CAP and BCAP says the evidence of a causal link has not yet been proven.

The ASA issued guidance to brands on the use of airbrushing in April. L’Oreal has had previous ads banned for airbrushing including a 2007 campaign starring Penelope Cruz.


YouGov Insight:
Health and Beauty Retailers

  • Boots has the highest purchase penetration in healthcare (48%), toiletries (43%) and cosmetics, fragrance and skincare (29%), confirming its dominant presence in these categories.
  • Superdrug achieves its highest purchase penetration in toiletries (28%) and is relatively strong in cosmetics, fragrance and skincare (12%)
  • Multiple and independent chemists are relatively strong in healthcare as both achieve 20% purchase penetration, but both are weak in toiletries and cosmetics, fragrance and skincare
  • 10% of adults buy cosmetics, fragrances and skincare from beauty specialists.


GSK new eco drive


The recycling fundraiser, dubbed The Aquafresh oral care Brigade, encourages children and youth groups to collect and recycle old toothbrushes and toothpaste tubes, which cannot normally be recycled.

The consumer healthcare firm is working in partnership with upcycling company TerraCycle that will then create products such as pencil cases and pen holders out of the materials.

GSK, the leading FMCG company is on a new drive and innovative drive where they are are targetting kids.

GSK claims it is the first scheme of its kind in Europe and aims to teach children about resource conservation and recycling at the same time as oral hygiene.

For every product sent to TerraCycle children earn two points which can be redeemed towards charitable gifts for the school of charity of their choice.

The initiative will be supported by a PR campaign targeting national press, educational, women’s interest and parenting titles to drive awareness and encourage participation.

Rachel Deans, Aquafresh group brand director, says: “By encouraging good eco-habits at a young age, we can instill a lifelong drive to be more sustainable and responsible and by using familiar packaging like toothpaste tubes and toothbrushes, children can more easily understand the results of their actions.”

Luxury without a luxury brand : Hyundai


Quick, what comes to mind when you think “Hyundai“? Cheap, entry level small cars from South Korea? Good answer. Except that you’d be utterly wrong. Because Hyundai’s biggest achievement since first hitting U.S. shores in 1986 — and being constantly ridiculed — has been to redefine what a luxury car can be.

It’s all about the features — and the price

While Toyota (TM), Honda, and Nissan, respectively, created Lexus, Acura, and Infiniti to take on the luxury market, Hyundai did something entirely different. It developed a luxury vehicle, loaded with all the features found on much more prestigious cars, and priced it to move.

The result, the Genesis, put Hyundai on the luxury map. It was showered with media accolades after its debut in 2009, and even notched quite a few fans holding the absurdly exclusive American Express Black Card. The follow-up Equus was equally well-received.

What Hyundai achieved was the assembly of a luxury package, minus the luxury brand separation. When Toyota and Honda went upscale in the 1980s, they were concerned that their reputations for solid little cars wouldn’t fly among BMW and Mercedes owners. Hyundai proved that, a few decades later, luxury buyers were so well-educated that they didn’t need the separate brand.

Luxury as information

This is actually a pretty radical accomplishment. Prior to the emergence of the Genesis, luxury was about the perception of a package, with a fine example being the famous Lexus tagline, the “relentless pursuit of perfection.”

By 2009, however, luxury buyers didn’t need taglines to summarize a potential luxury experience. The Internet provided so much information on demand that they could see luxury as content. If it was there, the brand packaging didn’t matter.

Something similar is actually happening among traditional luxury carmakers. Both BMW and Mercedes are pushing their brands lower on the value chain, building and marketing smaller cars, at lower price points, that still have all manner of luxury features.

Contrast this with Toyota, which followed the same branding playbook when it created Scion, its youth brand, as it did when it concocted Lexus.

South Korean Leadership

As old-school car companies like General Motors (GM) have learned, it’s much easier — and more cost-effective —  to market one brand than it is to market five, six, or seven (GM shed Pontiac, Saturn, Saab, and Hummer when it exited Chapter 11 in 2009).

So rather than have Hyundai dealers pass luxury buyers off to the luxury division, they can now sell them a car that has the luxury “content” luxury buyers demand. The $60,000 Equus can live on the same sales floor as the $15,000 Accent. Simple.

Product versus brands

I think this trend represent a new high point in the transition from brands to products. It parallels Apple’s (AAPL) operation in consumer tech: cheap iPod Nanos share floor space in Apple stores with powerful desktop work stations.

What matters is that all the products are excellent. This is what the educated consumer demands. Because simply saying a car is luxurious just because it’s a Mercedes or a Cadillac, doesn’t fly anymore. The luxury customer knows what he wants. And if he can get it for $50,000 in a great product, the allure of the $90,000 vehicle from the established brand falls away fast.

Strict action by Internet Privacy control


The federal government has put Google, Microsoft, Apple and other technology companies on notice: Give consumers a way prevent advertisers from tracking their movements across the Web - or face regulation.

Yet for all its innovative know-how and entrepreneurial spirit, the technology industry has yet to agree on a simple, meaningful solution to protect consumer privacy on the Internet.

So privacy watchdogs and lawmakers are stepping up the pressure, calling for laws that would require companies to stop the digital surveillance of consumers who don't want to be tracked. They argue that effective privacy tools are long overdue from an industry that typically moves at breakneck speed.

"I want ordinary consumers to know what is being done with their personal information, and I want to give them the power to do something about it," Senate Commerce Committee Chairman John D. Rockefeller, D-W. Va., said at a recent hearing.

Washington's call to arms is a response to growing concern that invasive Internet marketing practices are eroding privacy online as every consumer move is observed, analyzed and harvested for profit.

Online publishers, advertisers and ad networks use "cookies," Web beacons and other sophisticated tracking tools to follow consumers around the Internet - monitoring what sites they visit and what links they click, what they search for and what they buy. Then they mine that information to deliver what they hope will be relevant pitches - a practice called behavioral advertising.

"Right now we have a lawful system for tracking all of our movements online," says Christopher Calabrese, legislative counsel for the American Civil Liberties Union. "And not only is it legal. It's the business model."

Calls for online privacy protections began with the Federal Trade Commission, which has challenged the industry to offer a digital tracking off switch. The FTC envisions something akin to the government's existing "Do Not Call" registry for telemarketers. Consumers who don't want to receive telemarketing calls can add their numbers to the list online or over the phone.

Companies including Microsoft and Mozilla have responded with various "Do Not Track" technologies. But an industry-wide solution is not close at hand.

That's because putting the Do Not Track concept into practice is much more complicated than simply adding phone numbers to a database. The challenge is in reaching industry consensus on what Do Not Track obligations should mean, designing standard technology tools that are easy for consumers to use and setting common rules that all Websites and advertisers will follow.

One big part of the problem is that the industry needs to find a way to let consumers halt intrusive online marketing practices without preventing tracking critical for the Internet to function. After all, Internet companies rely on tracking not just to target ads, but also to analyze website traffic patterns, store online passwords and deliver customized content like local news. Nobody wants to stop those things.

Also complicating efforts to reach broad agreement is the lucrative nature of behavioral advertising.

Industry leaders argue that many consumers like targeted ads since they deliver personalized pitches that people may want. And because these ads tend to be more effective, advertisers are willing to pay more for them, says David Hallerman, an analyst with eMarketer.

Research firm eMarketer projects U.S. spending on online behavioral advertising will hit $2.6 billion by 2014, up from $775 million in 2008.

That enables Internet companies to offer everything from online stock quotes to unlimited email storage for free, says Anne Toth, Yahoo's chief trust officer. Without sophisticated advertising technology, more websites and services could wind up behind pay walls, companies warn.

The problem, argues Jeff Chester, executive director of the Center for Digital Democracy, a privacy group, is that many consumers don't know they're being tracked. And even if they do, they have no idea what happens to their information - whether it is used to create personal profiles, merged with offline databases or sold to data brokers - and no practical way to stop the data collection.

With growing alarm in Washington, a coalition of industry trade groups- called the Digital Advertising Alliance - has established a self-regulatory program that places icons inside the online ads of participating advertisers, ad networks and websites. The icon links to a site that explains online targeting, and lets consumers install an opt-out cookie if they just want standard ads.

Among the groups participating in the alliance are the Interactive Advertising Bureau and the Direct Marketing Association, as well as individual companies including Google and Yahoo.

Even so, these efforts don't go far enough for the FTC. While the agency has not endorsed any particular Do Not Track technology, it believes one promising approach could involve including a setting inside Web browsers. Now the browser companies, led by Microsoft and Mozilla, are responding with different approaches:

- Microsoft has a feature called "tracking protection" in Internet Explorer 9.0 that lets users create "black lists" of Web sites to be blocked and "white lists" of sites that are deemed acceptable. Users can set their browsers to automatically build these lists or can download existing lists.

- Mozilla has a setting in its Firefox 4 browser that sends a signal to alert websites, advertisers and ad networks if a user does not want to be tracked.

Apple is expected to include a similar feature, called a "header," in its Safari browser. Microsoft, too, recently added the feature to IE 9.0.

- Google's Chrome browser is piggybacking on the Digital Advertising Alliance by offering a plug-in that saves opt-out cookies even if other cookies are erased. One criticism of the industry program is that users lose their opt-out preferences whenever they clear their cookies.

For such tools to work, however, there must be industry consensus on what Do Not Track obligations should actually mean. And right now, there is little agreement.

Nearly everyone accepts that publishers should be able to measure traffic volumes on their own sites, for instance. But should advertisers be allowed to track how many visitors see or click on their ads?

The industry's self-regulatory program, for one, does not turn off data collection. Consumers who install an opt-out cookie no longer receive targeted ads from participating companies, but may still be tracked for non-advertising purposes. That doesn't satisfy privacy watchdogs.

Microsoft Deputy General Counsel Erich Andersen says tracking protection offers a way around this debate since it lets consumers decide what to block. But this approach worries advertisers since it can block ads altogether, even generic ads.

And anyway, with Do Not Track signals in several popular browsers, websites and advertisers need to agree on how to respond, says Jules Polonetsky, director of the Future of Privacy Forum, an industry-backed group. Otherwise, he says, Do Not Track obligations could get defined for them by browsers or government officials.

Equally important for Do Not Track to succeed, the technology must be easy to find and use. If Do Not Track tools are too confusing or involve too much effort, people won't embrace them, warns Marc Rotenberg, executive director of the Electronic Privacy Information Center. "We can't expect users to spend a lot of time reconfiguring their browsers," he says.

Privacy watchdogs are gravitating to Mozilla's approach as particularly user-friendly. But it presents a different challenge: ensuring websites, advertisers and ad networks respect user requests not to be tracked. While Microsoft's tracking protection blocks unwanted content - and requires no compliance by Websites and advertisers - a signal in a browser means nothing if it is not honored.

"Without anyone on the other end to recognize it, it's a tree falling in the woods without anyone to hear it," says Mike Zaneis, general counsel for the Interactive Advertising Bureau. Zaneis insists the Digital Advertising Alliance offers the best approach since so many Websites and advertisers are on board.

Alex Fowler, Mozilla's global privacy and public policy leader, says the browser maker is talking with many big websites, advertisers and ad networks about honoring its Do Not Track signal. And many are open to the idea. Still, so far only a handful of industry players have actually pledged to honor the signal.

And that, privacy watchdogs say, shows why the government needs to get involved.

Senator Rockefeller is sponsoring a bill that would direct the FTC to write binding, industry-wide Do Not Track rules. There are similar bills in the House and the California legislature.

The Internet marketing industry wants to head off those efforts and insists it just needs more time to establish meaningful privacy controls.

For now, FTC Chairman Jon Leibowitz is willing to give the industry a chance before calling for legislation. Even without a government mandate, he noted, it's in the industry's self-interest to make Do Not Track work. After all, Leibowitz says, "nobody wants to be on the wrong side of consumers."

Young Canada prefers social branding


The good news for SMBs trying to get their message out online?  Younger Canadians really “like” following brands recommended to them on social media like Facebook and Twitter.
The bad news? They’re also the most fickle when it comes to following those brands over the long term, according to a study by Ipsos Loyalty.
Of all the Canadian social media users polled, 49 per cent said they are influenced by such online endorsements of brands, companies or products. But a striking trend stands out when it comes to age: while only 40 per cent in the over-55 age group are swayed by “like” suggestions, a more prominent 56 per cent of those aged 18 to 34 say they are influenced by such recommendations.
Younger Canadians are also likely to follow more brands -- an average of five -- on social media than older Canadians, who follow an average of just one brand online, the study found.
It’s no surprise that younger Canadians are more influenced by such branding because younger people are simply bigger users of social media overall, says Rob Manne, vice-president of digital and creative strategy at the Toronto branch of global public relations firm Edelman.
“This (age) group grows up with social media being part of their lives and also interacting more with brands on social media,” says Manne.
The flip side is that Canadians 18 to 34 are also less loyal to brands on social media, with 41 per cent admitting they have “unliked” a brand, versus just 15 per cent of their older counterparts.
“Because (youth) are more likely to get involved (in social media) they’re more likely to be fickle. If you’re following a lot of brands and you don’t use them, you might think ‘Why don’t I check out some others?’” Manne says.
Is all of this brand flipping among youngsters due to ineffective marketing aimed at them on social media?
“I wouldn’t call into question (whether) the marketing isn’t conveying the message,” says Dave Pierzchala, Vancouver-based vice-president at Ipsos Loyalty. “I think it’s more the fickle nature of people who are younger and they’ve just grown up with this choice. It’s all something that for (older generations) was like being able to change the channel with a remote.”
To maintain any audience you attract on social media, “you have to give someone a reason not to flip the channel,” Pierzchala says.
The top reason cited by all study respondents for “unliking” a brand online was that they “lost interest” in it. Here are some tips for SMBs on how to grab – and keep – eyeballs of all ages focused on their brand.
Make it interactive: Some users are turned off if a company’s only presence on social media consists of obvious marketing messages or press releases, so make it more interactive instead of one-way, Manne suggests.
“(You) should be looking at social media as an always-on conversational approach as opposed to a marketing tool, treating it as if you’re having daily conversations relevant to your brand, but also relevant to your audience,” he says.
Some simple ways to be interactive include contests, giveaways, trivia and polls.

George Soros : the end of an era


George Soros, the billionaire best known for breaking the Bank of England, is returning money to outside investors in his $25.5-billion firm, ending a career ashedge fund manager that spanned more than four decades.

Soros, who turns 81 next month, will hand back the money, less than $1 billion, by the end of the year, according to two people briefed on the matter. His firm will focus on managing assets solely for Soros and his family, according to a letter to investors. Keith Anderson, 51, chief investment officer since February 2008, is leaving, said the letter, signed by Soros's sons Jonathan and Robert, who are co-deputy chairmen.

"We wish to express our gratitude to those who chose to invest their capital withSoros Fund Management LLC over the last nearly 40 years," they said in the letter. "We trust that you have felt well rewarded for your decision over time."

The move completes Soros's transformation from a speculator, who in 1992 made $1 billion betting that the Bank of England would be forced to devalue the pound, to philanthropist statesman, a role he first imagined for himself as a Hungarian emigre studying at the London School of Economics after World War II, according to Soros's writings. In the last 30 years, he's given away more than $8 billion to promote democracy, foster free speech, improve education and fight poverty around the world, he said in a recent essay.

Soros's sons said they took the decision because new financial regulations would have made it necessary for the firm to register with theSecurities and Exchange Commission by March 2012 if it continued to manage money for outsiders. Because the firm has overseen mostly family assets since 2000, when outside money accounted for about $4 billion, they decided it made more sense to run it as a family office, according to the letter.

The rule calls for hedge funds with more than $150 million in assets to report information about their investors and employees, the assets they manage, potential conflicts of interest and their activities outside of fund advising. Registered funds will also be subject to periodic inspections by the SEC.

"We have relied until now on other exemptions from registration which allowed outside shareholders whose interests aligned with those of the family investors to remain invested in Quantum," the executives said in the letter, referring to its flagship Quantum Endowment Fund. "As those other exemptions are no longer available under the new regulations, Soros Fund Management will now complete the transition to a family office that it began eleven years ago."

Twitter Delicious Facebook Digg Stumbleupon Favorites More

 
Design by IRFAN