Posted by & filed under Marketing & Strategy.

When you look at his vast technical accomplishments, it’s easy to forget he was a great marketer.

Steve-Jobs-iphoneAs a matter of fact, Apple co-founder Steve Wozniak said that marketing was Jobs’ greatest skill. Today, we look at his boldness as a marketer, how and where it first showed itself in his early 20s, his offer to pay for the Super Bowl ad time when the Apple board hated the famous “1984” Mac launch TV ad, his vindication when “1984” was cited as maybe the best TV ad of all time, his eventual ouster from Apple only one year later, and his return, 12 years later, in 1997. It was then that he commissioned the audacious “Think Different” ad campaign while, unbeknownst to most, Apple was just weeks away from bankruptcy. It was a huge gamble, but it secured the future of Apple.

In just 56 short years on this planet, Steve Jobs managed to revolutionize six industries:

Apple Store

Personal computers, animated movies, music, phones, computing and digital publishing.

As his biographer Walter Isaacson notes, he even re-imagined a seventh industry – retailing. Just take one look at Apple’s 5th Avenue store in New York:

 

 

 

It all started on April Fools Day, 1976, when Steve Jobs and Steve Wozniak started Apple Computers in the Jobs family garage.

Below is the original Apple logo:

original-newton-apple-logo

Their incorporation papers stated the company was worth $5,309. Four years later, it would be valued at $1.79 billion.

 

When Jobs asked his advertising agency, Chiat/Day, to come up with a commercial to launch the Macintosh, he wanted a TV commercial that would revolutionize advertising the way the Mac was about to revolutionize the computing world.

Watch the 1984 YouTube Commercial video that was launched at the Super Bowl:Apple 1984 Super Bowl Commercial

When the Apple board saw a preview of 1984, they hated it.

But here’s where Jobs unwillingness to compromise showed itself, even in his 20s. When the board demanded that Chiat/Day ditch the commercial and sell the Super Bowl ad time, Jobs objected, and offered to pay the $1.6 million dollars out of his own pocket.

The Apple board finally relented, and the commercial ran in the third quarter of Super Bowl 18.

Jobs was vindicated once this commercial ran, because 1984 has been consistently voted as the best commercial of all time.

It showed the advertising industry that a TV ad could have production values on the scale of a motion picture. It demonstrated that a commercial could be news. While over 77 million people saw it on the Super Bowl, all three major networks and 50 local stations did stories about it later that evening, where it’s estimated that an additional 43 million people saw it. The press gave it a viral life unprecedented in the pre-YouTube era. 1984 also single-handedly ushered in the age of Super Bowl “event commercials” that continues to this day.

That is why Steve Jobs pressed so hard to make sure 1984 aired – because it would establish a platform that would resonate for over 30 years.

But not long after that triumph, Jobs was fired from Apple in May of 1985.

He wouldn’t return for another 12 years.

Article written by CBC News Click: to read more about Steve Jobs Marketing Genius

Discussion Questions:

1. View the following video Apple Commercial narrated by Steve Jobs, does Steve Jobs have an excellent sense of what customers needs are?

2. Did all the billions spent on Research and Development costs , pay off for Apple Inc.?

3. During Steve Jobs absence from Apple Inc. what were his greatest innovations?

Posted by & filed under International Business Operations, Marketing & Strategy.

sleeveTim Hortons

In the fall of 1993, a struggling realtor in Oregon named Jay Sorensen patented a cup sleeve. He’d been driving his

daughter to school, coffee in hand, and burned himself. He figured there had to be a better way.

Battle with Starbucks

He got into a battle with Starbucks, which later came up with a sleeve of its own. But Sorensen has made millions anyway.

According to PatentlyBrilliant.com, the patent for his Java Jacket ran out last week – November 9, 20 years to the day after he got it. 

There’s no reason whatsoever to link one event to the other – but next week Tim Hortons finally launches a sleeve of its own.

Sometimes I just order an orange pekoe decaf tea at Hortons. And they always double-cup it. Seems like overkill.

Coffee drinkers will have to ask 

Now my tea will automatically come in a single cup, a two-inch-wide collar of corrugated cardboard around it. If coffee drinkers want a sleeve, they’ll need to ask for it.

CBC Hamilton asks Hortons: What took so long? 

We have considered introducing a sleeve before,” says Alexandra Cygal, senior manager of public affairs, in an e-mail. “However the sleeve that we have chosen uses less material and has a number of performance advantages to ones we’ve looked at before.”

The Hortons model carries Canadian patent 2458487. It was issued six years ago to a guy named Matthew R. Cook, apparently of the U.S.

Click to: Visit the Canadian Patent Data Base

They take coffee sleeves seriously down there. Sorensen’s Java Jacket now has a place in New York City’s Museum of Modern Art. It shares space with Post-it notes, Bic pens and Band-Aids, in a display called Humble Masterpieces.

 Discussion Questions:

1. What happens to the patent after 20 years?

2. If we make an improvement to an old patent, may we patent this improvement?

3. Should Tim Hortons Increase the price of coffee due to the added cost of the Cup Sleeve?

Article written by: Paul Wilson of the CBC, to read more visit the CBC site

 

 

 

Posted by & filed under Accounting Careers, Fraud Accounting, Intermediate Accounting.

The risk of data to the forensic accountant & client

The forensic accounting profession is ever changing and evolving. White collar criminals are finding new ways to commit fraud, and litigation matters are becoming more and more complex. In order to meet the needs of clients, forensic accountants are learning new skills and using new techniques.

New Techniques:

 How these new techniques are impacting our reports and expert testimony is now a permanent consideration for legal counsel when retaining a financial professional on behalf of their clients. It is not surprising that the most significant impact on forensic accounting engagements over the past 10 to 15 years is the prevalence and growth in data. There are countless stats on the terabytes of data companies are creating which then lead to the petabytes of data that companies have to store. When an investigation or a lawsuit arises, for example, this repository of data can suddenly become relevant; but, then what?

Questions Arise:

 Many questions arise: What information exists and where? What information is needed? How can the information be obtained? And, is counsel comfortable that they understand how their expert has collected and interpreted this information in reaching their conclusions in important investigative and litigation matters?

The forensic accountant versus data

Data is becoming more and more a part of everything we, as forensic accountants and the lawyers who retain us, deal with on each matter. Part of the Forensic Accountants role in helping legal counsel is to identify, collect, review, and analyze all relevant documentation and present the findings in a way that can be understood by the end user, which, in addition to the client and depending on the issue, may include regulators, other parties to an action and their legal counsel, and the court. These steps are all impacted by the availability, form, and location of that documentation.

Adhere to Standards

Accountants who perform forensic accounting engagements are required to adhere to the Standard Practices for Investigative and Forensic Accounting Engagements (“Standard Practices”). Forensic accountants are required, according to these Standard Practices, to stay within the boundaries of their expertise.

Expert testimony

Expert testimony is where all the work performed by the forensic accountant is truly tested. With any testimony, whether it is an investigation or damage quantification, where there is reliance on data, issues such as how data was captured, analyzed and reported on may be expected to form part of the examination

Conclusion

Data has clearly become a very important consideration in forensic accounting engagements today.

Lawyers, when retaining forensic accountants, need to be actively involved in how data is impacting the

engagement and ultimately, the findings of their expert.  

 Discussion Questions:

1. Why must Forensic Accountants adhere to “Standard Practices for Investigative and Forensic Accounting Engagements?

2. Would you consider a career in Forensic Accounting? Click to Visit the ACFE site to learn more.

3. Do you agree that Data protection is at risk for most businesses?

Article written by KPMG, to read the complete article visit or click :With Great Data comes Great Responsibility

 

 

 

Posted by & filed under Accounting Principles, Advanced Accounting, Financial Accounting.

Nortel Patents

The group that owns thousands of patents for technology developed by defunct Canadian telecom company Nortel filed patent lawsuits Thursday against Google, Samsung, HTC and Huawei.

Rockstar, an Ottawa-based company that is co-owned by Apple, Microsoft, BlackBerry, Ericsson and Sony, claims that protected Nortel technology underlies some of Google’s search technology.

Rockstar bought the portfolio of Nortel patents for $4.5 billion in 2011, undercutting Google, which ended its bidding for the same portfolio at $4.4 billion.

Google is accused of infringing seven patents for technology that helps send users ads based on their internet search terms, the lawsuit said.

Use of Patents?

“Despite losing in its attempt to acquire the patents-in-suit at auction, Google has infringed and continues to infringe,” according to the filing in U.S. District Court in Texas.

Google declined to comment on the suit, according to Reuters.

The complaint asks for past and future damages arising out of Google’s infringement, with a trial by jury.

Rockstar, which has been carefully combing through technology owned by its owners’ competitors for Nortel patents, also filed a complaint against Samsung Electronics for seven different patents.

The suits against Samsung and other Android phone makers such as HTC and China’s Huawei, involve a navigation tool for graphical user interface and aspects of its operating system that support gallery, maps and browser functionality.

Nortel had a portfolio of 6,000 patents related to wireless technology, fiber optics, internet search and social networking. The formerly dominant telecom company went bankrupt in 2009 and sold off its assets.

Rockstar is devoted to determining where Nortel technology underlies today’s wireless devices and software and has a team of lawyers who press users for compensation with the threat of lawsuits as an incentive to pay up.

 INTANGIBLE ASSETS (CICA Section 3064.09)

Entities frequently expend resources, or incur liabilities, on the acquisition, development, maintenance or enhancement of intangible resources such as scientific or technical knowledge, design and implementation of new processes or systems, licenses, intellectual property, market knowledge and trademarks (including brand names and publishing titles). Common examples of items encompassed by these broad headings are computer software, patents, copyrights, motion picture films, customer lists, mortgage servicing rights, fishing licenses, import quotas, franchises, customer or supplier relationships, customer loyalty, market share and marketing rights.

Definition: An intangible asset is an identifiable non-monetary asset without physical substance.

Useful Life of the intangible asset: Determining the useful life of an intangible asset is based on any legal, regulatory or contractual provisions that may limit the useful life

Discussion Questions:

1. Why are patents considered intangible assets?

2. The fact that Rockstar purchased the technological patents from a bankrupt company (i.e. Nortel) , shouldn’t these patents have expired? Why or why not?

3. The patents often have a legal life of 20 years as established by law: After the 20 years legal time frame, will these patents be available to the public?

Article taken form the CBC news, read more see the CBC website, click on link

Posted by & filed under Canadian Economy, Marketing & Strategy.

made-in-canada-advantage

Canadians consumers are increasingly looking for healthy and locally made products, according to a new study from the Business Development Bank of Canada that identifies five trends shaping consumer behaviour.

A BDC study just released looks at the increasing importance of the internet in decision-making, with half of consumers conducting an online search prior to buying.

“It’s a look at how consumers perceive value now and it’s important for small and medium-sized enterprises to be aware of these trends to stand out in a crowded marketplace,” said Pierre Cléroux, chief economist for the BDC.

The five consumer trends identified by the BDC are:

*The buy-local movement: Consumers are shopping close to home, looking for locally made goods and aware that buying Canadian-made may be a better ethical and environmental choice.

* Rising health awareness: The aging population is becoming more aware of healthy choices in food, cosmetics and ergonomically designed products. Half of Canadians consider the health impact of a product when making purchasing decisions and one-third are willing to pay a premium for healthy products.

*Frugality: Canadian incomes are stagnant and debt is high, meaning consumers are cautious about spending. As the baby boomers retire, an increasing portion of the population will be living on fixed incomes.

*  The desire for customized goods: Consumers are looking to get exactly what they want and new technology makes it possible for them to buy it.

*The impact of the internet: An increasing amount of research about products is done online, even when consumers don’t buy online. At the same time, online shopping is growing and online reviews are critical

 

“We see the impact of technology increasing every year,” said Cléroux. Some products aren’t suitable for buying online – cars, for example – but consumers will turn to the web first to research a product.

Consumers use the internet to find out where to buy, how much things cost and details of the product, including dimensions, materials and ratings. Online reviews are critical, with 70 per cent of buyers saying they are influenced by such reviews.

“This is a growing trend. We can’t go back. It is critical for small business to get ahead of internet trends and manage their image, including managing online reviews,” Cléroux said in an interview with CBC News.

About 30 per cent of Canadian small  businesses don’t have a web presence, he added.  “And it’s not just having a website. They need more than that – they also need a strategy on the web.”

The BDC study found 45 per cent of consumers had made an effort to buy local in the past year, 87 per cent believed it was more environmentally responsible and 97 per cent said they bought a product to support the local economy. They also are paying close attention to corporate business practices.

This goes beyond the local food trend seen in farmers markets popping up in urban centres throughout the country, Cléroux said.

“In general, consumers are looking to buy Canadian products because when they buy local, it has a positive impact on Canada and Canadian jobs and the environment,” he said.

Marketing a made-in-Canada, or better still, a local connection can be a big advantage for small and medium-sized businesses (SMEs), he said.

He cites the example of the very successful Canadian coat that markets itself as a Canadian product, and the big furniture store than offers a 20 per cent discount on Canadian-made products.

Cléroux acknowledged that the value consciousness of Canadians may work against smaller businesses at a time when there is intense competition in discount retail.

But he said innovative companies are offering alternatives that save buyers money. Among the ideas to attract value- conscious consumers are group coupon discounts, discounts for buying online and offering rental arrangements instead of buying – such as the car-sharing programs Autoshare and Zipcar.

 Market Research:

The BDC, which has a mandate to promote Canadian entrepreneurship, based its figures on a review of the literature, followed by an Ipsos Marking survey of 1,023 Canadians that was undertaken in August.

 

 Discussion Questions:

1. Do you see any of the above trends, presently taking shape?

2 If you were to give advice to a retailer: What would you suggest?

3. Are you surprised to note that less than 30% of Small Business do not have a web presence: Would this be a good business venture to set up?

Article taken from the CBC Website; to read more: Click to Visit the CBC ,Business website

 

 

 

 

Posted by & filed under Accounting Careers, Advanced Accounting, Financial Accounting.

Google stock breaks $1,000 barrier

hi-google-02968965

Strong third-quarter results have sent Google’s stock past the $1,000 US mark for the first time.

Shortly after the markets opened Friday, Google Inc. shares jumped more than 12 per cent to $1,007.40 US in heavy trading before edging back down to $1,000 later in the morning.  The Nasdaq-listed stock had never been higher than $928 in regular market trading since Google went public at $85 per share nine years ago.

At the close of trading, it was up 13.8 per cent or $122 at $1,011.41.

 

Foreign Exchange Impact on Google Segment Revenues

Gains related to the foreign exchange risk.management program, remained constant from the second quarter of 2013through the third quarter of 2013, our Google segment revenues in the third quarter of 2013 would have been $41 million higher.

See the video : click the Google Hedging 101:  to see how Options are used to hedge against foreign currency fluctuations. This is definitely a little complicated, and more for an University student studying finance.

Where do Revenues come from?

Late Thursday, Google reported a 36 per cent jump in third-quarter net income that beat Wall Street’s predictions. The numbers showed that while the company’s average ad prices continue to decline, they’re being offset by a larger number of people clicking on ads.

Over the years, Google has expanded its reach far beyond the powerful search engine that made it famous. It now includes the video sharing site YouTube, along with the Android operating system that runs on close to one billion smartphones and tablets. The company ranks as the No. 1 digital ad company by revenue, leaving rivals such as Yahoo Inc. and Facebook Inc. far behind.

Click on the link to view the Key Financial information for Google Inc.

CONSOLIDATED BALANCE SHEETS : What are the total Cash and Marketable Securities for the quarter compared to the prior quarter?

CONSOLIDATED STATEMENTS OF INCOME:  What are the total Revenues for the quarter compared to the prior quarter?

Review other Key financial information:  Do you find this company impressive?

Discussion Questions:

1. Read the complete article: Click on link: Where is the new revenue growth coming from?

2. Would you have invested in Google Inc. five years ago?

3. After reviewing the Google Hedging 101 video, would you be interested in protecting more than 40 billion in cash?

Click to: Read the complete article on CBC News, Associated Press:

Posted by & filed under Accounting Careers, Financial Reporting and Analysis.

Integrated Reporting

One of the distinguishing features of Integrated Reporting is that in contrast to compliance based reporting, there can  be no model report – every report must be built around  the unique business model of the preparer.

 The typical Annual Report:

The typical Annual Report includes the Financial Statements, Corporate Responsibility , The Management Discussion & Analysis and other Report.

What does the New Integrated Model Look Like?

The new Integrated Report should cover the six content elements and the five guiding principles to enable capital providers and other key stakeholders to make decisions about the business and its stewardship.

The Guiding Principles for Integrated Reporting:

  • Strategic Focus
  • Future Orientation
  • Connectivity of information
  • Responsiveness and stakeholder inclusiveness
  • Conciseness, reliability and material

The new integrated model, attempts to meet investors’ needs about the value of the business and managements stewardship of the business.

We will describe in brief the six content elements.

For more details Click on the link to obtain the KPMG write up.

1.Organizational Overview and business model

 The starting point is an explanation of how the business works and the factors which affect the continued operations of the business.

2. Operating context including risks and opportunities

This part of the report describes the external factors affecting the business both positively and negatively.

3. Strategic Objectives

This part of the report should explain the vision of how the organization will look in the future and how it will get there.

4. Performance

This part of the report describes current levels of performance both as a basis for assessing progress in delivering management’s strategic targets and as a base for understanding the future outlook for the business.

5.Future outlook

This part of the report should provide a basis for readers to form their own opinion on the long term prospects of the business

6. Governance and remuneration

We already have extensive coverage in our Annual Reports on governance, we should demonstrate the relevance of the Board’ experience. Readers should also know how strategic decisions are taken.

Discussion Questions:

1. Review the Bombardier Annual Report , click on link:  Have we satisfied the about 6 content elements described above?

2. Would the task be easy or difficult for Auditors to assess the corporations Future Outlook? How would auditors’ protect themselves from making any future predictions that are not obtained?

3. Do you feel that we need an New Integrated Model to present our Annual Reports or are we presently making our Annual Reports to complicated to understand?

To read the complete article written by Michael Bray, KPMG in Australia and Matt Chapman , KPMG in the UK:  KPMG, click the following Link

Posted by & filed under Accounting Careers, Canadian Economy, Corporate Social Responsibility, CPA, Financial Accounting, Fraud, IFRS, International Accounting, Taxation.

camagazine76117These are dynamic days for the profession and opportunities abound.

Here’s everything you’ve ever wanted to know about best bets for jobs

About six years ago Cathy Logue, an accountant by trade, and her two business partners launched Ambit Search in Toronto. The boutique executive recruiting firm is focused exclusively on filling finance and accounting roles across the country

 Accountants are being asked to help their organizations understand their numbers — not just report them. This is equally true for CPAs in public practice, in industry and in not-for-profits.”

  “Accountants now have a real seat at the table and are expected to help chart the short- and long-term future of organizations. This move from the back room to the boardroom is exciting and it’s happening fast,” says Gena Griffin, district director of Robert Half International, the world’s largest specialized staffing and recruitment firm. As a result, they are counting on finance leaders to be enablers for growth and to do that by sharing reasonable expectations based on what they are seeing and trend analysis.”

What does this mean in terms of skill sets for accountants going forward? In a nutshell, a lot more emphasis will be placed on the non-accounting aspects of accounting.

A break down what it will take to set yourself apart and where the opportunities are greatest.

The ability to see the big picture

Griffin sees an even greater need for communication skills, critical thinking beyond interpreting profit and loss statements and the ability to take a 360-degree view of an organization. In other words, accountants will increasingly have to look at the business not just from the position of finance but also in terms of what’s happening within the business operationally and at a management level.

A meta understanding of megadata
This involves being able to make sense of big data and implement data analytics, particularly in the areas of marketing and sales.  
“Financial analysts are helping companies look at data to identify risk, market opportunity, industry trends and new business opportunities. Although companies are equipped at pulling data, what technology can’t do is interpret, make recommendations or build a case for a given strategy. This is part of the accounting function.

 
Enterprise risk management capability
The exponential growth in volume and complexity of information also brings added risk, and this in turn brings opportunity for accountants with expertise in enterprise risk management both in public accounting and industry. “Making sure there are proper procedures and controls over storing information, accessing it via the cloud or mobile phones has created an increased need both in companies and in public practice to ensure proper checks and balances are in place,” says Logue.

A green sensibility
“We are seeing more communication to the public about corporate social responsibility (CSR) initiatives and while demand is not particularly strong right now, over the next three to five years we expect there will be increasing demand for accountants with skill sets in this area,” says Griffin. Those skill sets include the ability to conduct an environmental audit and to help set and execute a CSR strategy.

Industries in hypergrowth mode
Financial services, property management, healthcare and natural resources, namely mining and oil and gas, continue to make steady gains post-recovery. And where there are gains, there are jobs. As a result, accounting and finance professionals, specifically business analysts, controllers, senior accountants, accounting clerks and professionals with expertise in billing and collections, are being hired in hubs in BC and Alberta, Winnipeg, Saskatoon, Toronto, Ottawa and Montreal.

Developing the complete accountant

In 2011, the University of Waterloo’s School of Accounting and Finance, home to the largest co-op program for accounting and finance students in Canada, implemented a new learning model. That model was developed in response to feedback from employers who indicated unequivocally that they were looking for a complete professional.

The new learning model weaves learning how to learn, problem solving, collaboration and leadership training throughout its undergraduate courses as well as professional qualities such as taking responsibility, acting with integrity, managing relationships and navigating opportunities. Perhaps most important, students apply those skills and competencies inside and outside the classroom.

The University of British Columbia’s Sauder School of Business in Vancouver has just undergone a curriculum review of its BComm program. Among the key outcomes was the confirmation of the need for group work in order to incorporate the soft skills that are necessary to work successfully in diverse teams. It is also formally introducing project management into the curriculum. “When people are recruiting they assume strong technical skills and are looking for the potential of the student. That comes down to strong ethics, the ability to lead, the ability to develop people, to bring in business and gain rapport and trust with clients,” says Linda Gully, director of undergraduate career services at the school. “Accounting is not just a back office function any more and companies aren’t just hiring the smartest person any more.”                       —  MTB

“Right now it’s clear that for us and for the profession as a whole, Alberta is where the greatest demand is thanks to the growth in the oil and gas sector, which is driving the growth of ancillary industries as well,” says Ryan Couvrette, partner in audit and assurance at PwC and its GTA campus recruitment leader.  


Global hot spots
There are plenty of opportunities for Canadian accountants in Asia, the Middle East and the BRICS countries, says Sean McConkey, talent leader for global and Canadian audit at Deloitte. “We are seeing a good amount of recruitment occurring here in Canada for accountants who speak Spanish, Portuguese, Mandarin and Cantonese. We are also seeing a big draw to India to manage the offshoring happening in the industry. We don’t expect that to cool off at all.”

Public practice trends
Globalization also has a local impact. It requires a deeper knowledge of and specializations within the various accounting frameworks, says McConkey. “Understanding IFRS or US GAAP, for example, and how those standards apply within industry is critical, particularly with the scrutiny and oversight we are seeing from CPAB and the PCAOB.  At the same time, from our clients’ perspective, companies want accountants/advisers who have a deep understanding of their industry landscape, the competition and industry trends.”

There is also growing need for business valuation capability as post-recovery M&As are on the uptick. Risk and compliance as well as forensic accounting expertise are also growing in demand, particularly among small to midsize businesses looking to keep their houses in order and make sure no “funny stuff” is going on, says Griffin. And there is always strong demand for tax specialists because the pool of talent is small to begin with and companies are looking for tax-smart strategies both to ensure compliance with changing standards and to minimize their tax bill.

Going forward in public practice the job will focus more on industry and technical specialization, business development, relationship building both with clients and employees and leveraging technology to produce a value-add audit that positions the firm as a strategic partner, he says. “It’s a very different job than it was 10 years ago. We are asking accountants to be more rounded than they ever were before.”

To that end, CPA Canada is creating a bridging program (CPA PREP) for graduates in nonbusiness undergraduate programs to bring them into the profession. “When we talk about our workforce today, the majority of CPAs are from business schools,” says Couvrette. “We are trying to find the right balance of people with strong relationship-building capabilities and deep technical expertise — a more blended model that leverages everyone’s skills. Having people enter the profession from the arts or sciences brings different perspectives. That’s what we are looking for: diversity of thought to push things forward. It’s a dynamic time in the profession. There is a lot of opportunity for CPAs to make their mark.”  

Discussion Questions:

1. Based on these trends, what is your specialization of choice and why?

2. Do you foresee working in the City that you studied, or will you consider an International or National career move?

3. What do you think of the Accounting profession now, based on these trends?


Article written by:Mary Teresa Bitti is a freelance writer based in Oakville, Ont., click,see her complete article in CA magagine

Posted by & filed under Accounting Careers, Canadian Economy, Corporate Restructuring, Financial Accounting, Managerial Accounting, Marketing & Strategy.

Fairfax Financial-led consortium offering $9 US for each BlackBerry share

Watsa

Fairfax Financial chairman and CEO Prem Watsa speaks at the company’s annual general meeting in Toronto in April 2013.

A takeover is necessary to give battered BlackBerry the time it needs to get itself back in order, company watchers say.

On Monday, BlackBerry said a consortium led by Fairfax Financial Holdings Ltd. had signed a letter of intent to buy the company for $9 US a share in a deal valued at $4.7 billion US. 

The news came just days after BlackBerry announced it would take a non-cash loss in the second quarter of $930 million to $960 million, mainly due to its large inventory of unsold devices. The company said at the time that it sold only 3.7 million smartphones in the second quarter, and was cutting 4,500 jobs.

BlackBerry employees prepare the launch event for the company’s new smartphones in London in January 2013. The company recently announced it was cutting 4,500 jobs. (Lefteris Pitarakis/Associated Press)

If the Fairfax bid is successful BlackBerry, which went public in 1997, would disappear from stock markets. But it would gain time to fix its business away from the public scrutiny that comes with quarterly results and coverage by analysts, and the media.

“Taking it private [is] the only way to save anything,” said Iain Grant of technology research and strategy firm SeaBoard Group.

“Otherwise just continue circling the drain — every quarter losses continue, confidence evaporates, no magic [equals] no value,” Grant said in an email to CBC News.

Fairfax Financial, which is led by Prem Watsa, already owns about 10 per cent of BlackBerry. Watsa served on the BlackBerry board from January 2012 until August 2013, when he stepped down citing a potential conflict of interest.

Ian Sprott, assistant professor at the Sprott School of Business, said he is leaning toward viewing this as a new beginning for BlackBerry.

“Prem Watsa and Fairfax are really sharp operators,” Spott said on Power and Politics with Evan Solomon

“If anybody can do it, I think they can,” he added.

blackberry-stock

It’s not immediately clear what Fairfax might have in mind for the Waterloo, Ont.-based firm, including what parts of the business might be kept and what might be discarded.

Independent technology analyst Carmi Levy said the Fairfax consortium “stands a better chance than most of keeping the bulk of the BlackBerry’s assets together instead of selling them off for parts.”

“As the largest BlackBerry shareholder … Fairfax was buying more shares when everyone else was heading for the exits: a clear sign that the holding company values and appreciates the company it wants to acquire,” Levy said. “Fairfax has traditionally not been a buy-and-break-up holding company, anyway, instead choosing to identify and invest in value.”

Misek said BlackBerry should focus on its services business.

“Job number one is shut down as much of the handset business as possible. Refocus, retool on services. Make sure you’re the number one mobile device management provider, cloud provider for Android and iPhone and mobile devices globally,” he said.

Levy called the company’s handset division an “albatross around the rest of the company’s neck.”

BlackBerry’s software, services, global secure network and related encryption technology, and its intellectual property stockpile are “highly desirable assets that could be worth more than the sum of their parts as long as they are retained as a cohesive unit,” he said.

Fading Consumer Handset Operation

“But those headlines focused on one consumer-facing aspect of the business. The other profitable units toiled away in anonymity while investors focused on the fading consumer handset operation.”

BlackBerry’s fortunes over the years have been well-documented.

​Started in 1984, Research in Motion, as the company was formerly called, launched its first BlackBerry device in 1999.

By 2007, the same year Apple unveiled its iPhone, Research in Motion had 10 million customers, and a $67-billion market capitalization — the highest on the Toronto Stock Exchange.

RIM’s share price topped out in 2008 at $149.90, but has been decimated since then.

Misek says 2009 was the point when things went wrong for BlackBerry.

“The iPhone had been out for two years. BlackBerry had come up with its response and felt that its existing operations system was OK, that consumers did not want to surf internet on their mobile devices, that they did not want all these apps because the BlackBerry OS could not handle that.”

“That was a grave mistake,” he said.

Buying at discount

At $9 US a share, the Fairfax-led group could buy BlackBerry at a significant discount even to last week’s share price. On Sept. 20, after BlackBerry issued its earnings warning, its share tumbled 16 per cent to $9.08.

On Monday, BlackBerry shares were unchanged.

The Fairfax consortium has six weeks to carry out its due diligence, during which time BlackBerry can solicit or negotiate other bids.

Reaction on stock market to the takeover bid was tepid, perhaps suggesting the market doesn’t expect another bid to emerge. Some analysts have suggested Monday’s bid is the only way shareholders are going to get a solution to their problems.

Discussion Questions:

1. Blackberry sold 3.7 million phones in three months, how many   iphones 5’s  were sold by Apple , during its one weekend launch!Click on link!

 2.  Why do you suppose Blackberry is losing money?

3. Do you agree that by taking the company Private, it will be saved?

4. What businesses should Blackberry concentrate on?

Read more about Blackberry: Visit CBC News online.

Posted by & filed under Accounting Careers, Canadian Economy, International Accounting, International Business Operations, Marketing & Strategy.

International Business Opportunities in China:

China

A new survey by the Asia Pacific Foundation (APF) of Canada highlights the opportunities and challenges Canadian companies face while doing business in China.

 

APF Canada, a Vancouver-based non-profit think tank on Canada-Asia relations, launched the survey examining how Canadian companies perform in the world’s most populous country as a follow-up to a 2010 study on the same topic.

 

A solid majority, 75% of respondents, reported profitability in their Chinese operations, on par with 76% in 2010. Exporters were the most profitable at 84%, followed by importers at 75% and companies with operations in China at 68%.

 

“China is rising,” says Kenny Zhang, the report’s author and a senior analyst with APF Canada. “It’s not just an opportunity to sell your products into the Chinese market or buy something cheaper. There is a wide range of opportunities across the production chain for Canadian businesses to get involved.”

 

That wide range of opportunities was certainly illustrated by the variety of sectors in which respondents operate. Manufacturers had the strongest showing, representing 20% of all surveyed, followed by professional services at 19% and hi-tech/IT and education, each at 8%.

 

While Canadian businesses of all sizes were included in the survey, companies earning less than $10 million in revenue in 2011 made up 58% of those polled. By comparison, 20% reported revenue of $100 million or above in 2011.

 

“The opportunities for SMEs (Small Medium Enterprises) in the Chinese market don’t necessarily mean it will be an easy go,” says Zhang. “There are many challenges, from cultural and legal perspectives to differences in business practices.”

 

Of the entrepreneurs polled, 70% said doing business in China is more difficult than in other international markets. The top challenges respondents listed were China’s intellectual property rules and practices, inconsistent interpretation of regulations and laws, and weak dispute-settlement mechanisms. Zhang suggests entrepreneurs looking at China “need to be aware and be prepared” by engaging professional service providers experienced in developing defensive marketing strategies.

 

 To read more visit the site: Profit Guide.com

Article written by Kim Hart Macneill , as shown on Profit Guide magazine

Discussion Questions:

1. If 75% of respondents showed profitability: What considerations did these entrepreneurs take into account in order to be so successful?

2. Would you find it easy to successfully launch a new business venture in China?

3. Would starting a new business in your own country be a first step before starting a new business abroad?