Apple, Huawei, Amazon Gain in Sluggish Tablet Market: IDC, Strategy Analytics

Apple, Huawei, Amazon Gain in Sluggish Tablet Market: IDC, Strategy Analytics


  • Overall tablet sales dropped to 37.9 million
  • Apple saw nearly 15 percent boost in iPad sales from a year ago
  • Samsung remained the number two vendor with a 15.8 percent market share

Apple, Huawei and Amazon boosted tablet sales over the past quarter, despite the ongoing slump in the overall market for the devices, surveys showed Thursday.

Overall tablet sales dropped 3.4 percent from the same period last year to 37.9 million, according to a survey by research firm IDC.

Apple’s nearly 15 percent boost in iPad sales from a year ago gave it a 30 percent share of the global market, IDC said.

IDC said Apple’s gains came from consolidating its lineup and introducing new tablets, including a 10.5 inch iPad Pro, which encouraged some consumers to upgrade.

Samsung remained the number two vendor with a 15.8 percent market shares as sales dipped one percent, the report said.

China-based Huawei meanwhile bucked the overall trend with a strong 47 percent gain in sales, vaulting to the number three position with an eight percent market share, the research firm reported.

IDC estimated that Amazon – whose sales figures are not reported – boosted its Fire tablet sales by 51 percent from last year to capture the fourth spot at 6.4 percent.

China’s Lenovo was fifth with a 5.7 percent market shares as sales dropped 14.6 percent from last year, the report said.

A separate survey by Strategy Analytics estimated a seven percent decline in global tablet sales to 43.8 million units in the April-June period.


Independent Agency Periscope Expands Its Creative and Strategy Departments With Several New Hires

(L. to r.) Rhea Hanges, Jen Stocksmith, Brian Boord, Renae Hermen and David Hahn

Periscope announced several new senior-level hires in its creative, strategy and media departments as it moves to reposition itself as an “agency of the future.”

The Minnesota shop, one of the country’s largest independent agencies, added nine names to its lineup, as people from as far afield as Atlanta and Kansas City made the move to Minneapolis.

They include group creative director Brian Boord (formerly of DDB Chicago), creative director Rhea Hanges (BBDO Atlanta), Jen Stocksmith (New York’s VaynerMedia), creative David Hahn (Barkley of Kansas City), associate media director Caitlin Curran (BPN Chicago) and senior brand strategist Tony Smith (FCB Chicago).

Newly hired group director of integrated media strategy Renae Hermen and strategy director Maggie Summers join Periscope from fellow Minneapolis agencies Novus Media and Peterson Milla Hooks, respectively, while Erik Jacobs leaves area shop Olson to become the director of Periscope Creative Studios, the agency’s in-house content unit.

Hanges called Periscope “one of our industry’s best-kept secrets” while Boord, a former Periscope art director who spent five years at DDB working on such brands as Skittles, State Farm and McDonald’s, said, “I am excited to come back to an agency that has grown and changed into an industry leader.”

The phrase “agency of the future” is not unique to Periscope. But what does it mean?

According to CEO Liz Ross and chief creative officer Peter Nicholson (who joined from McKinney just over a year ago), independence and an integrated, full-service business model are key differentiators.

“When I came here a year ago, my vision was to evolve Periscope from a regional leader to a top creative shop,” Nicholson said in a statement, citing such recent work as the Trolli Beardsketball campaign. Ross added, “We have so much we can offer not only to clients but to our teams by being an independent and integrated agency. The collaboration is easier, and bigger, bolder ideas are free-flowing.”

At last year’s Advertising Week, the two told AdExchanger that Periscope has been able to unite its media and creative departments more completely because its leadership doesn’t have to answer to a holding company. Senior innovation strategist Carter Jensen also discussed Snapchat, location-based mobile beacons and other digital initiatives in a recent Adweek profile.

“The advertising industry, particularly those with holding companies, is playing catch-up with this full-service integrated model,” Hermen said of her new employer. “It was a no-brainer to join a team that’s leading in that method.”

Periscope’s clients currently include Target, Best Buy, Walgreens, ExxonMobil, Petco, UnitedHealth Group and Autotrader, among others.


LeEco Confirms Layoffs in India and Other Regions; Talks About Revamped Strategy

LeEco Confirms Layoffs in India and Other Regions; Talks About Revamped Strategy

siness strategy for the coming year, based on the “overall volatility and uncertainty that is forecast for the global economy.” Recently, the company admitted expanding too fast too soon, and has since been scrutinising plans. This overhaul will imply several changes across the markets in which it operates, including India, where the company has confirmed layoffs are planned.

To recall, LeEco entered the Indian market in January this year, and the company has enjoyed some time in the limelight since. The company entered the offline market in the country in June by bringing the Le 1s to brick-and-mortar stores, and then expanded its retail partnerships the next month.

(Also see: LeEco CEO Admits to Cash Crunch, Says Company ‘Over-Extended’)
Now, LeEco in a statement to Gadgets 360 reacting to recent reports about its planned slowdown in the country, said that it was downsizing its operations in India. This “right sizing exercise” applies to “all its offices in various geographies” the company specified, with India just one of these markets. It added that India is one of the top three markets for the company globally, but mentioned that it is also a “fledgling operation”.

The company said that the decision to downsize operations in India was not “led by performance or competence parameters but entirely guided by business imperatives.” The statement further explained the reasons behind the move, “As we transit to a more s




trategic phase of our operations in India, it is the appropriate time to assess and take steps to ensure the sustainability and profitability of our business.”

(Also see: LeEco Unveils LeSee Self-Driving Car in US But Cannot Make It Drive)

Speaking about the layoffs in India, LeEco said it is doing what it can to alleviate struggles of “affected employees.” It said it is “open to offering outplacement services to affected employees who specifically seek assistance”
Referring to reports that it was exiting the offline sales market it had entered under six months ago, LeEco didn’t confirm its actual exit – however, it did say it was now focused on its online channels. LeEco said that it was at its core an Internet company, and that it “intends to concentrate on and bolster its online business.” The company said its “proven O2O model” will be vital to its business in India, but how this applies to actual offline sales isn’t clear yet.

(Also see: LeEco to Invest Rs. 1,330 Crores on Content Aggregation in India: Report)

The statement also shed some light on the company’s roadmap for India, pointing specifically to improving online channels with a “more consumer-centric” LeMall marketplace. LeEco also said it has a “robust product pipeline in the offing.”

In August, LeEco set up a manufacturing unit in Greater Noida, with an initial production capacity of 60,000 smartphones a month anticipated to ramp up to 200,000 units a month by the end of the year. At the same time, it announced it had managed to sell 1 million smartphones in the country since launch.

While LeEco is silent on if there’s a rethink on its Make in India plans, the company says it “will adopt a laser-sharp focus on overall organisational efficiency, capacity-building and talent nurturing while remaining unwaveringly committed to maintaining a sustainable and profitable business model.”

Tags: LeEco, LETV, Mobiles, Android, LeEco India, India, Internet


“Creative Strategy Generation” Reveals the True Art of Planning



If you KNOW that you need to take a new fresh new look at your strategic planning and what you’ve seen out there so far has left you uninspired, then “Creative Strategy Generation” will give you a fresh new look at creating a business strategy that not only inspires you, but engages your team and disrupts your competition.

creative strategy generation

Did you ever wonder how some of the companies or leaders that you admire came up with the strategies that have made their businesses so successful? You’re not alone.

Author Bob Caporale (@bobcaporale) wondered the same thing. As he looked around the business strategy landscape, he noticed that there are three primary ways to approach corporate strategy; there is the academic, case study approach, the consultative approach and the personal experience approach.

In “Creative Strategy Generation: Using Passion and Creativity to Compose Business Strategies That Inspire Action and Growth” Caporale explores a fourth way of looking at strategy — applying your own creative process to the art of strategic planning.

An Interesting New Way to Think About Strategic Planning

“Creative Strategy Generation” explores the connections between theoretical and functional techniques and demystifies the complexities of developing a strategic plan. The book will show you how to:

    • Clear your mind for new ideas by condensing and organizing your existing business knowledge, data and beliefs;
    • Find your strategic inspiration and turn it into the vision, goals and objectives that will drive your plan;
    • Deeply understand your target customers and formulate strategies that address their needs and wants;
    • Use storytelling to create messages and generate interest and engagement by establishing an emotional connection.

The author leans heavily on his experience as both a composer and a business strategist to draw parallels between inspired music and business strategy.

About the Author

Caporale describes himself as an “Author, Composer, Speaker.” He isn’t just a business strategist. He’s a music composer as well. In fact, his musical expertise and experience heavily influenced this book. Caporale’s compositions can be heard on the Web and in a variety of corporate and video soundtracks.

He is also the president of Sequent Learning Networks, a New York City-based training and advisory firm specializing in product management, product marketing and strategic planning.

Caporale has held leadership and executive roles in engineering, marketing, product management and general management for multi-billion dollar companies. It’s this broad base of experience that lends such practicality and depth to “Creative Strategy Generation.”

What Happens When You Use Left and Right Brain Thinking?

The best thing about this book has to be the unusual comparison between composing a musical piece and creating a business strategy. This is something that only someone with enough experience in both can do, but that all of us can appreciate.

Another element I really liked was the appendix in the back of the book. “Creative Strategy Generation” has many processes that are hard to keep track of, so the appendix in the back is a really useful add-on and will help you and your team work through each of the elements of Caporale’s planning process.

Written for Experienced Planners

“Creative Strategy Generation” is primarily written for medium sized businesses with employees and infrastructure. The tone and style of the book is directed at business owners, product managers and professional marketers who have some experience in strategic planning.

If you are a newbie or a startup with limited experience, you’ll enjoy this book for the context and general information, but you might find some elements of it to feel overwhelming.

Reimagining Stale Planning Elements Opens Up New Opportunities

You’ll want to read “Creative Strategy Generation” for the sheer curiosity of seeing how Caporale intertwines foundational principles of music composition with strategic planning. I was blown away by how my brain immediately went to new ideas and new possibilities for differentiation from competitors.

For example, in the section on the typical “SWOT” analysis in Chapter 3, Caporale re-frames this tired process by simply adding elements of time (present and future) and the structure of internal and external. These simple additions instantly elevate this tired exercise and lead you to a more constructive and useful outcome.

Experienced strategic planners will LOVE “Creative Strategy Generation” because it takes a familiar topic and puts it in a context that you’ve never really thought of before.