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Is Apple About to Cut Out the Carriers?: Tech News «
Sources inside European carriers have reported that Apple has been working with SIM-card manufacturer Gemalto to create a special SIM card that would allow consumers in Europe to buy a phone via the web or at the Apple Store and get the phones working using Apple’s App Store. It’s rumored that Apple and Gemalto have created a SIM card, which is typically a chip that carries subscriber identification information for the carriers, that will be integrated into the iPhone itself. Then customers will then be able to choose their carrier at time of purchase at the Apple web site or retail store, or buy the phone and get their handset up and running through a download at the App Store as opposed to visiting a carrier store or calling the carrier. Either way, it reduces the role of the carrier in the iPhone purchase.Free Mobile : mythes et réalités
Le Monde : Orange avait peur du numérique, pas Xavier Niel - Num
Nicolas Sarkozy n'aura pas remporté le combat qu'il a souhaité mener contre l'offre de reprise du journal Le Monde portée par le fondateur de Free Xavier Niel, par le mécène Pierre Bergé, et le financier Matthieu Pigasse. Dans un communiqué, Orange a indiqué ce matin qu'il allait retirer l'offre présentée au Conseil du surveillance du Monde avec le propriétaire du Nouvel Observateur Claude Perdriel, et le groupe de presse espagnol Prisa. Cette décision fait suite au vote quasi unanime de la Société des rédacteurs du Monde, qui a rejeté l'offre plébiscitée par le chef de l'Etat. Elle aurait vu selon les rumeurs Denis Olivennes (actuel directeur du Nouvel Observateur) prendre la direction du journal, et le président de France Telecom Stéphane Richard, proche de Nicolas Sarkozy, disposer d'une influence financière sur la vie du journal.Free menace l'innovation dans les télécoms
Apple’s growth scorecard for second quarter 2011
Leverage was not the problem—incentives were, and still are. Wesley Bedrosian O ne of the most seductive narratives about the recent financial crisis is that it was caused by dizzying increases in the amount of leverage on the balance sheets of Wall Street firms, leaving the financial system virtually no margin for error.
Magazine - How We Got the Crash Wrong
How Tim Cook is changing Apple
FORTUNE -- In February of this year, a group of investors visited Apple as part of a "bus tour" led by a research analyst for Citibank. The session started with a 45-minute presentation by Peter Oppenheimer, Apple's chief financial officer, and the 15 or so investors who attended the session were treated to Apple's unique brand of hospitality: They met in a threadbare conference room in Apple's Town Hall public conference center at the 4 Infinite Loop building in Cupertino, Calif., where the refreshments consisted of "three stale cookies and two Diet Cokes," in the words of one participant. All that, save the meager refreshments, is routine for big public companies in Silicon Valley, which use the check-ins as opportunities to communicate with large owners of their stock.Google One of the three centerpieces of Apple's keynote was iOS 6, which will launch with over 200 new features and will be backward compatible with Apple's iPhone 3GS--its entry level phone that dates from 2010, but is still on sale. Given that Apple teased how many users (80%) have already updated to iOS 5, versus Android's update fragmentation, this is a move to transform the entry-level smartphone market.
Here Are The Services, Businesses, And Markets Apple Just Shook Up
During the first quarter this year HTC, RIM and Nokia all surprised investors with bad news. The effect is evident in the share price of these companies which, in the case of RIM and Nokia is around book value, and in the case of HTC, neared 12 month lows and a 70% drop from peak. These “misses” in earnings and expectations are on top of the already woeful news from Sony Ericsson and Motorola, which have not had profits for years and LG, which has been borderline since late 2009. In combination, this seems to imply a dearth of profits in an industry that is, by all measures, booming. Units are up 7% with smartphones up 47%.
The phone market in 2012: a tale of two disruptions
Le jackpot des paris en ligne n'est pas au rendez-vous
D ifficile d'y échapper. A la radio comme à la télévision, le matraquage publicitaire et les cotes des matches ou des courses rythment désormais émissions sportives et flashs d'information. Depuis le 8 juin, date officielle de l'ouverture à la concurrence du marché français des jeux d'argent en ligne, la bataille fait rage entre les opérateurs. Ils auraient déjà investi 59 millions d'euros brut en publicité hors Internet, selon Yacast. Mais moins de quatre mois plus tard, l'enthousiasme des opérateurs pour ce marché prometteur est en train de retomber . Pour Christophe Blanchard-Dignac , PDG de la Française des Jeux (FDJ), il n'y a pas eu l'explosion du marché des paris sportifs annoncée par certains.BILAN : Jeux en ligne : 490 millions d'euros déjà misés, actualité Médias 2.0 : Le Point
Depuis l'ouverture du marché des jeux en ligne, en juin, les joueurs français ont déjà misé 490 millions d'euros, selon l'Arjel (Autorité de régulation des jeux en ligne), entre le 8 juin et le 3 octobre. Les mises se répartissent ainsi : 53 % sur les paris sportifs et 47 % sur les paris hippiques. Jean-François Vilotte, président de l'Arjel, estime que les montants en jeu sont conformes à l'objectif étatique consistant à faire basculer l'offre illégale dans le domaine légal et donc imposable par l'État.Twitter faces the same dilemma as the New York Times
There’s been a lot written recently about Twitter and the choices it seems to be making about the future of the network , although the exact nature of those choices remains shrouded in mystery. Some say Twitter made the wrong choice when it decided to focus on advertising as a business model, rather than expanding its status as an open platform for others to build on, while others argue that doing this was the only possible move the company could make if it wanted to build a business. In many ways, this dilemma is the same one that confronts many media companies (which isn’t surprising, since we have argued that Twitter effectively is one ) — namely, how much should you be a platform, and how much should you be a destination?August 2010 When I went to work for Yahoo after they bought our startup in 1998, it felt like the center of the world. It was supposed to be the next big thing. It was supposed to be what Google turned out to be. What went wrong?

