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2013: A POETIC INSIGHT INTO A NEW YEAR

In ANYTHING, Uncategorized on January 14, 2013 at 9:15 am

2013

by Bayo Akinloye

Staring but not seeing…

Are there clairvoyant eyes

Peeking into Nostradamus’ cauldron

Of concocted tomorrows

I behold twenty colours of confusion

And thirteen of convolution

Pessimistic!

Isn’t 2013 a magical era

Fireworks, tongues of fire heralding it

Billions keeping vigil just for a sight

While eternity passes us by

2013

At twenty why are we still acting like a blasphemous teen

Popular Actress Nkiru Sylvanus Kidnapped, N100 Million Ransom Demanded

In Uncategorized on December 17, 2012 at 8:14 am

The Special Assistant to the Imo state Governor on Public Affairs and Popular Nollywood Actress Miss Nkiru Sylvanus has been kidnapped in Owerri the Imo state capital, South East Nigeria.

Sources close to the Nollywood actress said she was Kidnapped yesterday night around Concorde hotel in Owerri where she went for an official engagement.

However sources said the Kidnappers have contacted the Imo State Government demanding for the sum of N100 million for her release.

When contacted, the Imo state Police PRO, Mr Vitalis Olugu, said he is yet to be informed about the kidnap.

This development comes barely one week after the kidnap of Prof. Kanene Okonjo, mother of Nigeria’s Finance Minister Ngozi Okonjo Iweala.

NIGERIA: BOKO HARAM TO STRIKE ON SALLAH DAY

In Uncategorized on October 24, 2012 at 8:52 am

The Joint Military Task Force claimed on Tuesday it had uncovered plans by Boko Haram to strike  in the North during Eid-el-kabir (Thursday and Friday).

The JTF also alleged that the Islamic fundamentalists had been receiving assistance from foreign militants to carry out their deadly attacks.

In a statement, the  JTF  spokesman, Lt.-Col. Sagir Musa, said  the group was  planning to attack worship centres and other public places.

The statement said, “Information available to the Joint Task Force indicates that the Boko Haram terrorists are planning to launch massive attacks on military and civilian targets in Borno State before, during and after the forthcoming Sallah celebrations.

“The terrorists have invited foreign militant groups to assist them in the anticipated attacks.

“We know where they are coming from but we don’t want to disclose that because we don’t want to pre-empt our security arrangement to tackle them.”

Boko Haram members are believed to have sought training in northern Mali from Al-Qaeda in the Islamic Maghreb and its allies. There has been intense speculation over whether other links have been formed with foreign groups.

The JTF  has claimed that insurgents from neighbouring Chad have previously fought alongside Boko Haram.

Man Caught Having Sex with Ass

In Uncategorized on October 2, 2012 at 6:58 am

A middle aged man,  Anayochukwu Okarih, has been arrested for allegedly having sex with a donkey belonging to one Mrs Nnedi Moses of Umuhu, Eha-Amufu in Isi-Uzo Local Government Area of Enugu State.

An eyewitness told the Nigerian Tribune in Enugu that the suspect, who hails from Umujovu, Eha-Amufu, was handed over to the police after he was allegedly paraded naked around the town at the weekend.

Reports said the slaughter house where the suspect was alleged to have committed the act had been deserted shortly after the suspect was taken to Ikem Divisional Police Station for further interrogation.

However, the complainant, Mrs Nnedi Moses, who spoke to reporters, said she became apprehensive when she caught the suspect fumbling with his manhood, adding that he might have contracted HIV and was looking for a way to spread the disease.

When contacted, the Police Public Relations Officer,  Ebere Amarizu, said the suspect had confessed to the crime but asked for pardon, saying that he did not commit it with his right senses.

WHY I STILL HAVE A BLACKBERRY

In Uncategorized on September 27, 2012 at 1:48 pm

Markets await RIM results
I love my BlackBerry Bold, but I’d be oh, so tempted to at least look at the iPhone if I had to pay for the thing myself.

And therein lie some of RIM’s troubles.

I have a BlackBerry through The Globe and Mail – Note to bosses: I really appreciate it and I’m not asking for a new iPhone 5 – but some companies aren’t wedded to Research In Motion Ltd. any longer. And not everyone’s a journalist who needs a tiny keyboard.

A wounded RIM is expected today to report another brutal quarter, though it buoyed some optimism earlier this week, sending its shares higher, when it disclosed that its subscriber base has climbed to 80 million and reiterated that its new BlackBerry smartphones, BB10, were still on track for early next year.

RIM shares have collapsed amid disappointing results and loss of market share to the likes of Apple Inc.’s iPhone and the Google Inc. Android system.

Analysts expect RIM to post a drop in revenue to about $2.5-billion (U.S.), and a loss in adjusted earnings per share of 47 cents, when it reports second-quarter results after markets close today.

And while the fatter subscriber base, up from 78 million at last report, is certainly good news, there are questions surrounding the “quality” of the increase.

Many new subscribers would be in the emerging markets, where RIM sells cheaper devices, said Raymond James analyst Steven Li.

“With an aging BB7 portfolio and intensifying competition at the lower end of the market, we believe RIM’s fundamentals likely continued to deteriorate in 2Q,” Mr. Li said in his projections for today’s results.

Analyst Todd Coupland of CIBC World Markets said he expects the “typical seasonal increase” to be tempered by people delaying a new BlackBerry until BB10 models are available.

“We believe the share price will continue to stagnate in the mid- to upper single digits until after the BB10 launch,” he said in a research note. “… We believe the risk is too high for investors until BB10’s popularity worldwide is better understood.”

Michael Babad, The Globe and Mail

18 Tips For Success From Richard Branson

In Uncategorized on September 18, 2012 at 12:09 pm

Melissa Stanger*
Richard Branson founded Virgin in 1970 at the age of 20, and he hasn’t looked back.

He’s the only entrepreneur to have built eight separate billion-dollar companies in eight different industries — and he did it all without a degree in business.

“Had I pursued my education long enough to learn all the conventional dos and don’ts of starting a business I often wonder how different my life and career might have been,” he writes in his new book, Like a Virgin: Secrets They Won’t Teach You at Business School.

We’ve compiled some of the best tips from his book here.

Don’t do it if you don’t enjoy it.

Running a business takes a lot of blood, sweat, and tears (and caffeine). But at the end of the day, you should be building something you will be proud of.

Branson says, “When I started Virgin from a basement in west London, there was no great plan or strategy. I didn’t set out to build a business empire … For me, building a business is all about doing something to be proud of, bringing talented people together and creating something that’s going to make a real difference to other people’s lives.”

Be visible.

Branson received some timeless advice when building Virgin Airlines from Sir Freddie Laker, a British airline “tycoon.”

“Make sure you appear on the front page and not the back pages,” said Laker. “You are going to have to get out there and sell yourself. Make a fool of yourself, whatever it takes. Otherwise you won’t survive”.

Branson always makes a point of traveling often and meeting as many people as he can. This, he says, is how he came by some of the best suggestions and ideas for his business.

Choose your name wisely.

The unique name and brand that Virgin employs is one of the things that has made the company a success. Branson makes sure that the name ‘Virgin’ represents added value, improved service, and a fresh, sexy approach.

Branson says that he is asked all the time about the origin of the Virgin name, back when Virgin was just starting. “One night, I was chatting with a group of sixteen-year-old girls over a few drinks about a name for the record store,” he says. “A bunch of ideas were bounced around, then, as we were all new to business, someone suggested Virgin. It smacked of new and fresh and at the time the word was still slightly risqué, so, thinking it would be an attention-grabber, we went with it.”

You can’t run a business without taking risks.

Branson thinks of one of his favorite sayings when advising about taking business risks: “‘The brave may not live forever—but the cautious do not live at all!’”

Every business involves risks. Be prepared to get knocked down, says Branson, but success rarely comes from playing it safe. You may fail, but Branson also dares to point out that “there’s no such thing as a total failure.”

The first impression is everything. So is the second.

The first impression you make on customers will probably be when you acquire them. The first impression is extremely important, says Branson, but the second is equally as important.

The second time a customer usually contacts Virgin, it’s because he or she is having problems with the product or service. How you present yourself and your brand in these situations says a lot about how your brand maintains good customer relationships and handles obstacles.

Perfection is unattainable.

“There’s an inherent danger in letting people think that they have perfected something,” says Branson. “When they believe they’ve ‘nailed it’, most people tend to sit back and rest on their laurels while countless others will be labouring furiously to better their work!”

For this reason, Branson never gives anyone a 100% perfect review of their work. He believes that no matter how “brilliantly conceived” something is, there is always room for improvement.

The customer is always right, most of the time.

The customer is always right… unless they’re wrong. After all, they’re only human too. Your customers’ opinions are important, but “you should not build your customer service system on the premise that your organisation will never question the whims of your clients,” says Branson.

Branson warns that many entrepreneurs think if they provide ‘the-customer-is-always-right’ service that it will improve their businesses. This is only sometimes true. Beware not to damage relationships with customers or staff with your customer service policies.

Define your brand.

When it comes to defining your brand, Branson advises entrepreneurs to do the opposite of what he did with Virgin, which is spreading out all over the place. And while it’s true that Virgin branches into many different industries, Branson says the company is actually quite focused on one thing: “finding new ways to help people have a good time.”

Stick to what you know. Underpromise and overdeliver. Because if you don’t define your brand, your competitors will.

Explore uncharted territory.

Branson compares exploring new territory in business to exploring new territory in science or geography.

“We will find new species and better understand the make-up of the deep-level waters,” says Branson.

Business translation: There are still many things out there that haven’t been discovered, invented, achieved. Exploring little- or uncharted areas can spark new ideas and innovations.

Beware the “us vs. them” environment.

A workplace should be one in which the boss and his or her employees communicate well and work together toward the same goal. “If employees aren’t associating themselves with their company by using ‘we’, it is a sign that people up and down the chain of command aren’t communicating,” says Branson.

If you think there might be discrepancies or tension between employees and management, Branson advises to check with the middle management first to try to uncover the source of the problem and address it head-on.

Build a corporate comfort zone.

Employees must feel free and encouraged to openly express themselves without rigid confines so they can do better work and make good, impactful decisions.

“This may sound like a truism,” begins Branson, “But it has to be said: It takes an engaged, motivated and committed workforce to deliver a first-class product or service and build a successful, sustainable enterprise.”

Not everyone is suited to be CEO.

A manager needs to be someone who “brings out the best in people,” someone who communicates well with others and helps an employee learn from a mistake instead of criticizing them for it.

Not everyone does this well, and that’s okay.  The founder can but doesn’t have to be the CEO; if the fit isn’t right, he or she should know when the role is meant for someone else.

Seek a second opinion. Seek a third.

Branson says you must learn to be a good listener in order to succeed, and that means bouncing “every idea you have off numerous people before finally saying, ‘We’ll give this one a miss,’ or ‘Let’s do it.’”

That means being thorough and deliberate before executing any decisions. In business, seeking a variety of opinions “can save you a lot of time and money,” says Branson. “Don’t tell people about others’ suggestions until you’ve heard what they have to say. In the end you may decide that the best advice is to walk away—and later find out it was the very best solution.”

Cut ties without burning bridges.

Business ventures with another person, be it a friend or a partner, don’t always work out. If this is the case, successful entrepreneurs know when to part ways.

But just because you decide to go in another direction doesn’t mean things have to end badly, especially with a friend, says Branson. Handle any problems quickly and head-on, and end the relationship as amicably as possible.

Pick up the phone.

It’s great to be tech-savvy, but don’t text or email when you should be calling. “The quality of business communications has become poorer in recent years as people avoid phone calls and face-to-face meetings, I can only assume, in some misguided quest for efficiency,” Branson says.

Problems are more difficult to solve by text or email, and “there is nothing efficient about allowing a small problem to escalate,” says Branson, when it could have been easily addressed with a phone call.

Change shouldn’t be feared, but it should be managed.

“Companies aren’t future-proof,” says Branson, and nothing lasts forever. An entrepreneur should be prepared to adapt, and avoid being nostalgic about the company itself.

“Sometimes you have to take your company in a new direction because circumstances and opportunities have changed.” If this is the case, Branson advises that you should “find ways to inspire all employees to think like entrepreneurs … so the more responsibility you give people the better they will perform.”

When it comes to making mistakes, bounce back, don’t fall down.

Your decision will not always be the best decision. Everyone makes mistakes, but the best thing you can do in the face of a mistake is own up to it.

Honesty isn’t just the best policy, it’s the only policy, notes Branson. When a mistake is made, don’t let it consume you. Uncover the problem and get to work fixing it.

Be a leader, not a boss.

Branson sees the classic image of “the boss” as an anachronism. Being bossy is not a desirable trait in a manager, he says. A boss orders while a leader organizes.

“Perhaps, therefore, it is odd that if there is any one phrase that is guaranteed to set me off it’s when someone says to me, ‘Okay, fine. You’re the boss!'” says Branson. “What irks me is that in 90 percent of such instances what that person is really saying is ‘Okay, then, I don’t agree with you but I’ll roll over and do it because you’re telling me to. But if it doesn’t work out I’ll be the first to remind everyone that it wasn’t my idea.'”

A good corporate leader is someone who doesn’t just execute his or her own ideas, but also inspires others to come forth with their own.

*Melissa Stanger writes for Business Insider’s War Room and Lists & Rankings verticals.

18 Executives Who Lead By Fear

In Uncategorized on September 18, 2012 at 12:07 pm

Everybody thinks they’ve had a bad boss.

But few have had one whose mere presence can send people scrambling back to their desks to work through the night.

Some of these people have crossed the line at times. Many others are or were at the top of their fields.

Whether such tactics are worth the results is something that’s always up for debate.

Weinstein Company Co-Chairman Harvey Weinstein

Weinstein’s outbursts of rage are legendary in Hollywood and beyond. He once put a reporter of the New York Observer in a headlockbefore throwing them out of a party.

He’s described in a New York Magazine profile as “unbelievably hard on staff.” Continuous battles with Disney executive Michael Eisner saw him leave his company, Miramax, in 2005.

Zynga CEO Mark Pincus

Zynga is not all fun and games. Dealbook’s Evelyn Ruseli describes a culture where Pincus obsessively tracks analytics for all staff, sets harsh deadlines, and aggressively pushes his employees to meet them.

That management style fits the personality of Mr. Pincus, who is described by analyst Michael Pachter as being “driven to the point of a madman.

Oracle CEO Larry Ellison

Ellison is well-known for his lavish lifestyle. He’s also an incredibly aggressive and ruthless executive. A biographer described him as “a modern day Genghis Kahn”.

He’s known for his incredibly aggressive and hostile takeover maneuvers. During the takeover of PeopleSoft Ellison pre-announced 5,000 firings and repeatedly insulted the then-CEO.

Yahoo CEO Marissa Mayer

Perhaps experience and being on top have softened her, but despite her reputation at Google for being incredibly smart and hard working, the Wall Street Journal reports that she has a brusque and micromanaging style that made her a difficult boss.

The WSJ cites an obsession with detail that went down to variations in shades of color in new Google products.

JP Morgan CEO Jamie Dimon

Dimon is intensely involved in every aspect of his banks business and will interrogate subordinates for hours over numbers and possible disaster scenarios.

A New York Times profile describes him as extremely blunt and a “famously bad listener,” someone who routinely interrupts and finishes other people’s sentences.

News Corporation CEO Rupert Murdoch

Rupert Murdoch has a well-earned reputation for ruthlessness. There are allegations that those who attempted to investigate the recent phone hacking scandal came under intense pressure from his organization.

When Murdoch attempted to break the power of the Fleet Street print unions who made up his workforce, he fired 6,000 union workers at one stroke and moved his operation to a plant in Wapping “with razor wire and prison-like security systems.”

Film and theater producer Scott Rudin

Scott Rudin is notorious as one of the all time most terrifying people to work for. The Wall Street Journal reports that Rudin went through some 250 assistants in just 5 years, driving them away for things as trivial as producing a confusing chart, or minor lateness.

He occasionally sent them on their way with thrown projectiles.

Martha Stewart, Chair of Martha Stewart Living Omnimedia

In contrast with her cheerful and domestic public image, Martha Stewart can be a very intimidating boss. She’s not great at giving up control either.

Stewart pushed out two different CEOs, Susan Lyne and Wenda Millard, within one year.

Her attitude towards others has backfired. Testimony from a Merrill Lynch broker’s assistant whom she was particularly rude to helped lead to her conviction on insider trading charges.

InterActiveCorp chief Barry Diller

Barry Diller is one of the most successful media executives in history, turning Fox into the giant we know today and building a massive internet media conglomerate.

However, his employees have reason to be fearful. Fortune Magazine describes a meeting in which Diller hurled a video tape at an executive with such force that it went through a wall.

Goldman Sachs President and COO Gary Cohn

Gary Cohn is one of Goldman Sach’s CEO Lloyd Blankfein‘s closest deputies.

However, he’s known for an intimidating management style. Bloomberg reports that Cohn told a colleague that he “can’t remember the last person he yelled at.” He’s also known to practice the silent treatment on those that displease him.

Morgan Stanley CEO James Gorman

After there was discontent over bonuses earlier this year, James Gorman was less than sympathetic. Gorman told Bloomberg that employees that define happiness by their yearly compensation have bigger problems, and anyone that was unhappy could get up and leave, because “life is too short.”   

Ford Executive Vice President Mark Fields

Mark Fields is apparently set to be named Ford’s COO and heir apparent to Alan Mulally.

He’s known for being particularly passionate about the job. Bloomberg cites an incident from a book by Bryce Hoffman in which Fields nearly came to blows with the company’s CFO over proposed budget cuts to one of his ad campaigns.

CEO of Landry’s Restaurants Tilman Fertitta

Tilman Fertitta has gobbled up a huge array of restaurant brands, including Morton’s and The Rainforest Cafe.

He hasn’t necessarily made friends on the way. A recent Forbes profile called his style ruthless and controlling, and cited the book of one of his targets as calling him “a brash, arrogant, bargain-basement, bottom-feeding acquisition nemesis.”

Fertitta drastically cuts costs at his acquisitions, and involves himself in everything from fabric choices to the composition of dishes.

Mesa Air Group CEO Jonathan Ornstein

Ornstein’s company has had a fair amount of success flying shorter routes for larger airlines.

However, he’s known as a particularly volatile boss. His former assistant told the New York Times that she used to monitor his moods in order to warn away executives when he was particularly angry. She describes him as being in an unapproachable bad mood 60 percent of the time.

US Airways President Scott Kirby describes him as someone who is “…loud, volatile, insulting, doesn’t listen to the other perspective.”

Microsoft CEO Steve Ballmer

Steve Ballmer’s temper is known to get the best of him from time to time. Though Ballmer asserts the story’s an exaggeration, former employeeMark Lucovsky claimsBallmer threatened to “kill Google” and hurled a chair across a room on learning he was leaving the company.

AIG CEO Robert Benmosche

Appointed Chief Executive of AIG shortly after it’s bailout, Benmosche has what’s been described by the FT as a “short temper and a robust management style”.

The Wall Street Journal reports that he quickly garnered a reputation for being provocative and upsetting others in pursuit of his goals. Benmosche threatened to quit just three months into the job over Congressional restrictions on pay.

WPP Chief Executive Martin Sorrell

Head of the world’s largest advertising company, Sorrell pays intense attention to every one of the component companies in his business.

The Telegraph reports that employees wonder if his constant contact indicates that he’s implanted with a Blackberry chip. He’s also been known to resort to legal measures to delay employee departures.

MTV Founder and Clear Channel CEO Robert Pittman

Bob Pittman helped create MTV and build AOL in some of its best years.

The Guardian points to abrusque and abrasive management style as a reason Pittman was pushed out of the combined AOL Time Warner shortly after their merger.

BONUS: Steve Jobs, Jack Welch, and Andy Grove

Steve Jobs: An undeniably brilliant executive, Jobs could be incredibly abrasive to coworkers. One of the less obscene examples from Walter Isaacson’s biography of Jobs is his response to a request to give Pixar employees two weeks’ notice before terminating them:

“Okay,” he said, “but the notice is retroactive from two weeks ago.”

Jack Welch: He certainly got results, but his management style was famously terrifying. Businessweek describes how, on a yearly basis, he would rank all of his managers and fire the bottom 10 percent.

Welch combined that ruthlessness with omnipresence. He constantly drove his staff to perfection. Employees throughout the organization would get handwritten notes outlining their success and failures, and would hear it repeatedly if their performance was not up to standards.

Andy Grove: Though incredibly successful as the co-founder of Intel, Grove could be aggressive, even paranoid. He has something of a sense of humor about it, titling one of his books “Only The Paranoid Survive”

He was named as one of America’s toughest bosses by Fortune in 1984, and imposed a strict 8 A.M. arrival time and strict discipline for everybody, from blue collar workers to his fellow managers.

 

Written by Max Nisen          mnisen@businessinsider.com

 

 

 

 

 

 

 

 

 

 

 

TEN NIGERIAN TEENAGE GIRLS KILLED

In Uncategorized on September 13, 2012 at 3:01 pm

Ten teenage girls drowned on their way to a wedding in Taraba, while traveling by canoe on Tuesday.

The tragedy, according the head of Red Cross in Taraba State, Manja Agwe Mathew, occurred late Tuesday when the canoe capsized on the Karim River, noting that 3 persons were still missing.

“The bodies of 10 passengers in the canoe were recovered by local fishermen, while search for the remaining three is still on,” he said.

Mr Agwe added that the accident occurred “while the group was traveling to a wedding ceremony in another village across the river.”

Meanwhile, the NGO earlier in the week disclosed that at least 137 people in Nigeria have died since July from flood-related incidents.

APPLE, SAMSUNG, BLACKBERRY: HOW MAKERS OF PHONES, TABLETS ARE DOING?

In Uncategorized on September 4, 2012 at 2:50 pm

Many companies including Nokia and Research in Motion have been struggling to compete with Apple and manufacturers of devices running Google‘s Android software. That shows in some of the earnings reports released so far for the latest quarter.

Additional mobile devices are expected to be unveiled in the coming weeks. Nokia Corp. and Google Inc. have events planned Wednesday, and Amazon.com Inc. has one Thursday.

Here’s a look at how makers of phones and tablet computers are doing:

— July 10: BlackBerry maker Research in Motion Ltd. asks disgruntled investors at a shareholders meeting for patience as it develops new devices to rival the iPhone and Android smartphones. The company reiterates a warning that the next several quarters will be challenging. It also expects to report another operating loss in the current quarter, which ends Sept. 1, as the company cuts prices to sell its older BlackBerry models.

— July 19: Nokia Corp. says its net loss nearly quadrupled in the second quarter on sagging sales of smartphones, which fell 39 percent from a year ago to 10.2 million. The company’s stock jumped, however, as sales of low-end phones buoyed revenue and shipments of the new Lumia phones, which run on Windows software and will replace the older smartphone models, were not as bad as feared. In North America, sales of the Lumia phones offset declines in traditional Symbian devices.

Google Inc., which completed its purchase of Motorola Mobility during the quarter, says it saw strengths in North America with Verizon Wireless, driven by the Razr Maxx device. But it says international sales of basic cellphones and mid-tier smartphones declined. Google reiterates that 1 million new Android devices from various phone makers are being activated each day, with more than 400 million activated worldwide.

— July 24: Apple Inc. says it sold 26 million iPhones, 28 percent more than a year ago. It also sold 17 million iPads, an 84 percent increase and a quarterly record. But average selling prices for both products were down.

— July 25: LG Electronics reports a lower quarterly profit as its mobile phone division sank to a loss. Basic handset sales declined while expenses to promote its new smartphones went up. The company says profitability at the mobile communication business will not be too bad for the rest of the year with new high-end mobile device launches due in North America and Japan. But it stops short of guiding investors on when the company can fully turn around its mobile business

— July 27: Samsung Electronics Co. reports another record-high quarterly profit as customers flocked to Galaxy smartphones. Samsung benefited as rivals including Apple had yet to release new models. The performance in mobile phones helped offset a slowdown in other consumer electronics businesses such as televisions.

IDC reports that Samsung has extended its lead over Apple in smartphones. Samsung had a market share of 33 percent in the second quarter, up from 17 percent a year ago. Apple’s fell slightly to 17 percent, from 19 percent a year ago. The drop is typical several months after the release of a new iPhone model.

— Aug. 2: Sony Corp. says revenue in its mobile division more than doubled, but that’s largely because it took full ownership of Sony Mobile, once a joint venture with LM Ericsson. Had the transaction been reflected in the year-ago quarter, growth would have been about 14 percent. Sony says more people have been buying smartphones rather than the cheaper, basic phones. It’s also sold more smartphones, mostly because of strong performance of Xperia S and Xperia acro HD.

— Aug. 3: Taiwan smartphone maker HTC Corp. reports a 58 percent drop in profit, its third consecutive quarterly decline as intensifying competition from Apple Inc. and Samsung Electronics Co. hurt sales. The company had hoped to win back some of its market with the launch of “HTC One” series, which offers users a better camera and music experience. But following the huge popularity of Samsung’s Galaxy handsets, the model’s key U.S. carrier, AT&T, recently slashed the prices of “HTC One” by half. HTC says the U.S. will continue to be an important market, but that China “will be a key driving force for our future growth.”

— Aug. 8: Research group IDC says the success of Samsung’s Android phones helped Google’s operating system extend its dominance in the smartphone market. There were four Android phones for every iPhone shipped in the second quarter, up from a ratio of 2.5 to 1 in the same period last year. The gains come largely at the expense of BlackBerry phones made by Research in Motion Ltd. and Symbian phones made largely by Nokia Corp. Apple’s market share dropped slightly, but the company shipped more iPhones than a year ago.

— Aug. 13: Google says it’s cutting about 4,000 jobs at its Motorola Mobility cellphone business and will close or consolidate about one-third of its 90 locations. The reductions represent about 20 percent of Motorola Mobility’s 20,000 employees, and 7 percent of Google’s overall work force. Two-third of the job cuts will take place outside of the U.S., Google said. The job eliminations come three months after Google bought the once-dominant U.S. cellphone maker for $12.5 billion, chiefly with a view to using its large patent portfolio to bolster its legal defenses.

— Aug. 15: Rating agency Standard and Poor’s downgrades Nokia Corp.’s long-term corporate credit rating further into junk status amid concerns over the cellphone company’s deteriorating profitability.

— Aug. 16: Samsung Electronics Co. begins selling the Galaxy Note 10.1 tablet in the U.S., the U.K. and South Korea. It has a digital pen and a faster processor than the iPad, but has a lower screen resolution.

Lenovo Group Ltd. says smartphone shipments grew 44 percent for a market share of 11 percent. Lenovo says it sold 5 million smartphones in China in the latest quarter, passing PC sales by number of units for the first time.

— Aug. 23: Sony’s cellphone division says it’s cutting 1,000 jobs, or 15 percent of its global workforce, mostly in Sweden over the next two fiscal years through March 2014. Sony Mobile Communications says the job cuts are an effort to reduce costs and boost profits. They are part of Sony Corp.’s already announced plan to reduce 10,000 jobs, or 6 percent of its global workforce, by March 2013.

RIM says it has begun showing its new BlackBerry smartphones to wireless carriers around the world, but the struggling company says it is still months away from starting to sell them.

Coming up:

— Sept. 27: Research In Motion Ltd.

 

 

 

Copyright 2012 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.

MACHETE ATTACK: SON KILLS FATHER IN NIGERIA

In Uncategorized on September 4, 2012 at 7:57 am

ENUGU—TRAGEDY struck at Obodoukwu Imoha, Nkerefi community in Nkanu East Local Government Area of Enugu weekend, when a young man allegedly went berserk and inflicted several machete cuts on his father, killing him instantly.

The suspect identified by the police as Chinedu Umahi, was said to have killed his father, Mr. Uwanuakwa Umahi while he was resting in his house about 6 pm on Saturday, September 1, with a sharp machete with which he gave him deep cuts in his body.

The police said in Enugu that the man became unconscious following severe bleeding and was rushed to a hospital at Agbani in the neighbouring Nkanu West Local Government Area where he died few hours later. Chinedu is now said to be in police custody where he had allegedly admitted killing his father.

The State Police Public Relations Officer, PPRO, Mr. Ebere Amaraizu, confirmed the incident yesterday, saying that the command has already commenced investigations into the incident.

He said: “We are investigating an incident in which a son gave his father several machete cuts at Obodoukwu Imoha, Nkerefi in Nkanu East local Government Area of the state for a yet to be established reason. The victim, one Uwanuakwa Umahi was alleged to have been macheted by his own son Chinedu.

“The victim was said to be resting in his house that fateful day when his son suddenly came in and started cutting him with the machete. The man tried to escape through the window but he could not because of severe injuries he had already sustained hence he became unconscious. The man was later rushed to the General Hospital Agbani for treatment but he was confirmed dead.”

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