I won't quit, says Nissan saviour Ghosn

June 20, 2007


Yokohama, Japan - Carlos Ghosn, the legendary chief executive who rescued Nissan, has refused to resign after net profits slipped for the first time under his command.

He said after a sometimes hostile shareholders conference: "As long as I have the shareholders' trust and the employees' trust, I will remain."

The globetrotting Ghosn was parachuted into Nissan in 1999 as the first foreigner to head a major Japanese company, winning over a loyal fan base by turning the firm from bankruptcy to high profits, but now he's been confronted by a small-level shareholder who called on him to quit over the last earnings report
'As long as I have the shareholders' trust and the employees' trust, I will remain'
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Ghosn replied: "A failure? The fiscal year 2006 is one of the best results Nissan has ever achieved!"

Nissan's net profit fell 11.1 percent in the fiscal year to March 31, the first time the company failed to meet its targets since Ghosn's arrival.

The fall came just after Ghosn took over as CEO of Renault, which holds a controlling stake in Nissan. Ghosn has since divided his time between Japan, France and the US.

Ghosn has talked of a "performance crisis" at Nissan and taken a series of measures in recent months that included reshuffling top management and laying off 1150 workers in a restructuring of the commercial division in Japan.

Another 1500 jobs will be eliminated at Japanese factories through voluntary retirements
'A failure? The fiscal year 2006 is one of the best results Nissan has ever achieved!'
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Ghosn said "We have to recognise our failure, to analyse it and to react." But he told the 2100 shareholders assembled in Yokohama to put the problems in perspective.

"They are very small compared to the problems we had in 1999; the negative articles we are reading today are a piece of cake compared to those in 1999, 2000 and 2001.

"Nissan is still a hugely profitable company, let's not forget about that," he said, while adding, "I understand and I share your frustration."

Scepticism of hybrid technology

Ghosn has faced particular criticism from shareholders for his open scepticism about hybrid technology, pioneered by Japanese rivals Toyota and Honda.

Nissan announced in late 2005 that it was working on its first hybrid vehicle to meet demand but Ghosn has insisted the cost benefits of the cars have not been proven.

"The hybrid is still a niche technology today," he said. "It's a fact. The numbers show it."

He said hybrids were pitted "head to head" in the US market against new, clean, diesel technologies which Nissan was also working on.

"When you go to the market, the decisions are going to be a function of the customers' reaction to the two technologies," Ghosn said. "Frankly, it is not obvious today."

Hybrid vehicles, which run on a conventional petrol engine combined with an electric motor, consume less fuel and are considered environmentally friendly but expensive.

When Ghosn took over Nissan was a "keiretsu," a clogged group of Japanese businesses which are closely linked and often own equity in one another. His first revival plan called for slashing purchasing costs by 20 percent in three years – which he did a year ahead of schedule. - AFP

After Shake-Up, What Now for Yahoo?

Should Yahoo stop trying to beat Google at its own game? Should it step up the pace and grow even larger through mergers and acquisitions?

As Jerry Yang takes over as Yahoo’s chief executive, all eyes are on the next steps that Mr. Yang, the company’s co-founder, untested as a top executive, will take to rejuvenate the troubled business.

In recent weeks, the News Corporation informally broached the idea of merging its MySpace unit into Yahoo, people briefed on the discussions said. The loose proposal, which was made through intermediaries, has yet to generate meaningful negotiations, but it was not immediately dismissed by Yahoo, these people said.

The resignation Monday of Terry S. Semel as chief executive may have prevented any discussions from moving forward. As part of such a deal, the News Corporation would want to take as much as a 25 percent stake in Yahoo. That would value MySpace above $10 billion. It is unclear whether Yahoo wants MySpace or would accept Rupert Murdoch, the News Corporation’s chief executive, as such a large shareholder.

Yahoo declined to comment, as did the News Corporation.

Short of a merger or an outright sale, few moves would seem more drastic than outsourcing the search business to Google and reassigning its people and dollars to projects like reinvigorating the Yahoo portal, buying hot start-ups and taking other initiatives that would differentiate Yahoo from the Internet search leader.

As radical as these ideas may seem, they have been contemplated by people in and outside Yahoo for a long time. And although Yahoo said it had no plans to get out of the Internet search business, the idea has again become fodder for debate.

“They should take a hard look at the search business, and it may well be the right time to stop trying to out-Google Google,” said Jim Breyer, an experienced Silicon Valley venture capitalist and a principal financial backer of Facebook.

Search is about locating information on the Web, but the business of search is about selling small text ads alongside those search results. It has been the hottest business on the Internet for the last few years and one that helps Google make more money in a quarter than Yahoo does in a year. Yet many have made the case for Yahoo to abandon the business for a number of reasons.

Competing with Google in search is costly, and there are no guarantees that Yahoo will ever match Google’s ever-improving algorithms.

Even it if it succeeds in narrowing the gap somewhat, Yahoo could make more money by simply outsourcing search to Google.

Google, whose search and search advertising technology is featured on many sites, including AOL, makes twice as much as Yahoo for every search, according to Wall Street analysts. Because Google passes an estimated 80 percent or more of the advertising revenue it earns on those sites to its search partners, Yahoo would come out far ahead.

What is more, some Yahoo insiders say that Mr. Semel’s quest to catch up with Google with a new advertising system, known internally as Project Panama, starved many other projects of much-needed resources.

But giving up on the search business also carries enormous risks for Yahoo. As advertising dollars move the Internet, marketers have increasingly wanted to be able to purchase all types of online ads on all types of Web sites from a single source — whether small text ads or graphical and even video ads.

“I don’t think they need to get out of the search business,” said Douglas Anmuth, a securities analyst with Lehman Brothers. “They just need to do it a whole lot better than they are doing it now. That would mean they could get a greater share of advertising budgets.”

Yahoo executives have said they hope to do just that. “We have invested a great deal in search,” a spokeswoman, Joanna Stevens, said. “We intend to remain a principal in search.”

The management shake-up may not portend any bold shift in strategy. Mr. Yang and Susan L. Decker, who was promoted to president on Monday, said that Yahoo’s plan was to stay the course, while rebuilding morale, and attracting and retaining top talent.

They intend to use a three-pronged business model developed under Mr. Semel that includes selling search and display advertising on the Yahoo portal, which attracts some 500 million visitors each month; selling ads on the Web sites of a growing list of partners, like eBay, Comcast and some 260 newspapers; and becoming an ad broker on sites across the Web through RightMedia, a company that Yahoo has agreed to acquire and that runs a marketplace where advertisers bid for ad space in real time.

“I believe that Yahoo has all the assets it takes to win, and we’re well positioned to do just that,” Mr. Yang said on Monday.

Abandoning search and Project Panama at this time would be wrenching. The bulk of the initial investment has already been made, and Yahoo has said that the Panama technology would eventually become central to selling other types of advertising. Ms. Decker said Monday that the new system would begin this quarter to deliver double-digit increases in revenue for every search, slightly ahead of schedule.

That is the kind of news that would typically brighten the mood of investors. But it was eclipsed by word that advertising on the Yahoo portal was going to be weaker than expected, erasing for now any gains from improvement in search advertising.

So after a brief run-up in its share price after hours on Monday, following the announcement of Mr. Yang’s appointment, Yahoo shares fell 49 cents yesterday, to $27.63; the company’s shake-up seems to have left investors with more questions than answers.

A Yahoo executive who agreed to speak only on condition of anonymity said that ceding the search business to Google was not an option being considered now.

But that could change, the executive said, adding: “The Panama effort is actually really working. The question is whether the slope of the improvement is such that we’ll catch up, or get close enough. My guess is that the executive team is going to give it six or nine months and see if we are there, and if not, they’ll ask the question again.”

Microsoft to buy shares in China TV giant

Microsoft China is buying 15 million shares of China's Sichuan Changhong Electric, one of the mainland's largest television makers.

Microsoft will pay 94.05 million yuan for the shares at a price of 6.27 yuan each and they will not be tradable for 36 months from the end of Changhong's non-public offering of 400 million shares, a statement from Changhong said.

Changhong is raising 2.5 billion yuan to develop its plasma display panel (PDP) production line by selling 400 million shares for a minimum 6.27 yuan each.

The statement prompted Changhong Electric shares to surge by the 10-percent daily limit on Monday to 10.92 yuan, following up a9.97-percent increase due to speculation on Thursday.

Roger Chen, a Microsoft spokesman in Beijing, said Microsoft made the investment because Changhong was competitive and had advantages in digital entertainment products.

Changhong, the company based in southwestern city of Chengdu, refused to give further information.

Microsoft signed a memorandum of understanding with Changhong on Friday to cooperate in a project named Media Galaxy to develop products that connect televisions with computers and the Internet, said the statement.

Chen said Microsoft's digital media technologies would be used in the products, but declined to give more details on Media Galaxy.

In 2004, Changhong and Microsoft signed an agreement to cooperate in the field of multimedia, which Changhong said would help consolidate and develop its market share in China's multimedia market.

The investment of Microsoft showed investors were optimistic about the development of Changhong, observers said.

Last year, Changhong acquired a 75-percent stake in the Republic of Korea's third largest PDP producer Orion PDP Co.Ltd., entering the upper level of the production value chain.

Changhong realized a record 18.8 billion yuan in main operating turnover last year, up 24.5 percent from the previous year. About 50 percent of the total came from color TV business. SOURCE: Government of China

Burj Dubai - Tallest Building in The World

Towering skyscrapers of dubai and Downtown Dubai.
Picture Courtesy to Emaar Properties PJSC.

Burj Dubai Facts.
Architect: Adrian Smith (SOM).
Construction : 2004-30.12.2008
Construction Company: Samsung E&C.
Cost : $8 billion compared to Petronas Tower 1.6 billion back in 1998.
Design company: Skidmore, Owings, and Merrill (SOM).
Elevators : 66 double deckers moving at the speed of 18m/s (40mph), making it the worlds fastest.
Facade: Ferroconcrete, steel-frame.
Floors : 110*
Foundation: Concrete with 55 m(84 ft)tall piles attached into the ground.
Frame: Reflecting glazing to cool and save energy.
Gross Floor Space: 314,000 m² (3,378,137.6 sqft).
Height : 705 m (2,313 ft)*.
Observation deck: Indoor and outdoor at the 124 th floor, 34 floors abow the current leader Taipei 101.
Project size: 190 hectares including artificial lake and downtown Dubai.