MC207LL/A – K84 BEST BTR- USA
MC238LL/A – MAC MINI 2.26/2×1GB/160/SD/AP/BT-USA
MC239LL/A- MAC MINI 2.53/2×2GB/320GB/SD/AP/BT-USA
MC340LL/A – AIRPORT EXTREME (SIM DUALBAND) – USA
MC343LL/A – TIME CAPSULE 1TB (SIM DUALBAND) -USA
MC344LL/A – TIME CAPSULE 2TB (SIM DUALBAND) – USA
MC408LL/A – MAC MINI 2.53/2×2GB/1TB/NO ODD/AP-BT-USA
MC413LL/A – IMAC 21.5″/3.06/2×2GB/1TB/4670-256MB-USA
MC434LL/A – APPLE VESA MOUNT ADAPTER
MC461LL/A – MACBOOK 60W MAGSAFE POWER adaptor – USA

K84 Best BTR? Sounds like a new Bluetooth Keyboard. SIM dualband? Are the AirPort and Time Capsules tying in with cellphones? Apple VESA mount adapter? Since when Apple does that kind of accessory?

The new products will not be earth-shattering material—Apple won’t announce anything wowiezowie without an event—but I’m curious about the whole SIM dualband thing. [AppleInsider]

I’m looking at these images from a Hong Kong blog, and my opinion is that they look like The Real Thing™. They are blurry, but those applications and user interface definitely have Apple design. You can see the video capture screen, compass applications, and a voice recorder.

[The iPhone Blog via T]

Pioneer Announces Restructuring Measures
TOKYO — Pioneer Corporation has announced that at a meeting of its Board of Directors
held today, the Company approved new restructuring measures. Details are as follows.
I. Progress with Restructuring Measures Currently Under Way
Pioneer has been implementing restructuring measures mainly to improve profitability in the display business since 2008. These measures have included termination of inhouse plasma display panel production and implementation of early retirement programs including personnel in administrative and sales divisions. Overseas, we have started to streamline our sales structures and have decided to close plasma display production facilities. Plans call for ending production at our U.S. and U.K. display production facilities in April and February 2009, respectively. Pioneer expects to complete these restructuring measures within the first half of 2009.

Pioneer’s consolidated workforce decreased by approximately 5,900 employees from March 31, 2008 to roughly 36,900 employees as of December 31, 2008. The number of temporary employees also decreased by approximately 4,000 in the same period. However, Pioneer has been affected significantly by dramatic changes in economic conditions since the fall of 2008–an impact that has far outweighed the benefits being generated by the aforementioned restructuring measures. Pioneer is now forecasting a record net loss for fiscal 2009, the year ending March 31, 2009.

II. New Restructuring Measures
For these reasons, Pioneer will implement new restructuring measures as detailed below.
1. Business Portfolio Realignment
Pioneer will realign its business portfolio through further drastic restructuring measures in the Home Electronics business, an area where the Company has been unable to achieve improvements in profitability despite implementing various initiatives. Through this process, Pioneer aims to transform itself into an enterprise centered on the Car Electronics business.

(1) Home Electronics Business
Pioneer will terminate any further in-house display product development after its products currently available on the market, and withdraw from the display business by March 2010. Recent market conditions have changed far more than initially anticipated, and Pioneer has decided to withdraw from the display business after concluding that there are no prospects for improving profitability under current conditions. However, the Company will continue to provide after-sales services even after the withdrawal.

In the optical disc business, we are considering measures for improving profitability, including forming a joint venture. Looking ahead, Pioneer will develop Home Electronics business centered on three areas, namely audio products, DJ equipment and cable TV set-top box businesses. We will focus on our specialization in “sound,” as we take advantage of our extensive audio technologies and expertise developed over the years to develop new business domains.

(2) Car Electronics Business
The Car Electronics business, both in consumer and OEM business areas, is currently severely affected by lower demand for automobiles due to weakening economic conditions. Lackluster auto demand is expected to continue for some time, but should see signs of recovery in fiscal 2011, the year ending March 31, 2011. Looking to the future after this, Pioneer expects growing demand for higher levels of environmental performance and energy efficiency in the automotive field. Pioneer will shift business resources from display field into the Car Electronics business, and leverage its market position and technological expertise, to open up a range of new business opportunities. First, Pioneer will expand new lineups, including Blu-ray Disc compatible models and network-ready products, as well as strengthen the telematics business. In the medium term, we will aim to develop the telematics business into a key growth engine for the Car Electronics business.

In the consumer business, Pioneer has been working to expand business in emerging markets centered on the BRICs nations, and these efforts are steadily producing results. Although these markets are currently experiencing stagnant growth due to worsening economic conditions, the Company will strengthen its efforts to stimulate demand in these markets in order to revive growth in these markets and to offset contraction in the Japanese, U.S. and European consumer markets.

In the OEM business, Pioneer will work to win a broader range of orders, especially in the car navigation business. With this aim, Pioneer will vigorously propose new value generating solutions to automobile manufacturers by leveraging its expertise in consumer markets, where the Company has won high acclaim for its network compatibility and introduction of high added-value products.

Pioneer will strive to enhance the operating structure of the Car Electronics business primarily by reducing costs and reviewing its business structure, in order to generate earnings in challenging market conditions. In software development for car navigation systems, which is an area with burgeoning costs, we will simplify processes in order to raise development efficiency. At the same time, we will promote the use of common hardware platforms, thereby curbing development expenses related to both hardware and software. To this end, Pioneer is discussing possible collaboration with other companies. In other areas, Pioneer will also reduce costs to ensure that the Company steadily improves profitability. For example, we will work to lower distribution costs; raise production efficiency by consolidating production facilities for the entire Pioneer Group, and overhaul sales structures.

Although a difficult business environment is expected to persist for some time, Pioneer will work to complete enhancing its operating structure as early as possible and lay a firm foundation for new growth after market conditions improve.

2. Streamlining the Business Framework of the Entire Pioneer Group
Pioneer will take action to streamline the business framework of the entire Pioneer Group. We will consolidate our network of production facilities in Japan and overseas by taking the following actions: we will withdraw from the display business; review our production system in the Car Electronics business to achieve optimum efficiency; and consolidate production facilities as part of ongoing efforts to integrate the speaker business. We intend to reduce our current 30 production companies around the world by roughly 30% in number in order to reduce production costs.

Regarding our sales structures, we are currently formulating detailed plans to adjust our sales framework to match the business scale in line with restructuring measures in the Home Electronics business. These plans include an overhaul of sales structures in Japan and overseas.

In addition, we plan to adjust headquarters and R&D functions to a scale that matches the new business structure.

Through these measures, we plan to reduce personnel by around 6,000 employees worldwide compared with our workforce as of December 31, 2008, including restructuring measures currently in progress. To this end, we will begin discussions with labor unions in various regions. In addition, we plan to reduce the number of temporary employees by approximately 4,000.

3. Improving Our Financial Position
Pioneer will work to improve its financial position by reducing inventories, accelerating trade receivables collections, curbing capital expenditures, selling idle assets, and cutting directors/executive officers’ remuneration and employees’ salaries. Basic portion of directors/executive officers’ remuneration has been reduced since July 2008, and beginning in February 2009 the reduction will be some 20% to 50% until March 2011. No bonus payments for directors/executive officers will continue. We are also considering financial partnerships for enhancing our future financial position.

4. New Businesses for Future Growth
We are working to identify new businesses that will drive future growth. Pioneer holds a number of superior technologies, including next-generation hard disk manufacturing equipment based on optical disc production and fine processing technologies, as well as high-value-added electronic components using ultra-sensitive imaging elements. We will work hard to commercialize these technologies for industrial use as early as possible. Pioneer is also working hard to achieve further growth through creating new businesses such as developing products built into homes and research into “sound” in daily life, in addition to just conventional ordinary home-use electronics products.

Through the above restructuring measures, Pioneer is determined to restore profitability. Full details on these restructuring measures will be announced once they have been finalized.

The AP is reporting that two satellites just crashed about 800km above Siberia in the first-ever in-orbit collision of two spacecrafts.

“We knew this was going to happen eventually,” Johnson Space Centre orbital debris scientist Mark Matney told reporters, in what I imagine was the most Onion-esque quote from a NASA scientist this year.

One of the crafts was a 560kg Iridium communications satellite sent up in 1997, and the other was a 900kg Russian satellite launched in 1993 that was presumed to be nonfunctioning—and out of control. NASA is pinning the blame on the Russians.

They still don’t know how many pieces of debris were generated from this event, nor were they clear on how it would impact the ISS that’s floating at about half that orbital height. There’s a shuttle mission scheduled for Feb. 22, which may be delayed.

Previous collisions have involved discarded pieces and parts, apparently. This is the first time that two whole satellites have pulled off a no-loser chicken tourney. [AP]

The China Central Television headquarters is a 6.45 million square foot complex that involves twin leaning towers connected by two massive sections in midair. It’s an amazing feat of engineering, but everyone in Beijing is now worried that it might collapse if the building directly next to it, right now said to be the incompleted Mandarin Oriental hotel, isn’t put out quickly (It’s been on fire for a good three hours now).

Right now it’s the Lantern Festival, the 15th day of the first month of the new year on the Chinese calendar, and quite inauspiciously, one of the most important landmarks of new Communist China and the message it’s trying to portray – is this close to getting obliterated.

Probably not surprisingly, I can’t find any news of this on local Chinese television (though some channels over here in Shanghai are mysteriously silent). Rather, I’m relying on blogs and Chinese twitter feeds for updates. [Shanghaiist]

The video shows the building burning from the first moments after the fire broke out.

So what exactly does this mean for current Vodafone and 3 customers? We’re not 100% certain just yet – we’ve put in the call and we’re waiting to hear back from various people. We’ll keep you posted as soon as we know more. In the meantime, you can read the press release for yourself below the fold.

HUTCHISON AND VODAFONE AGREE TO MERGE AUSTRALIAN TELECOM OPERATIONS TO FORM A 50:50 JOINT VENTURE
Vodafone and Hutchison Telecommunications (Australia) Limited (”HTAL”), a listed subsidiary of Hutchison Whampoa Limited (”Hutchison Whampoa”), announced today an agreement to merge their telecommunications businesses in Australia, Vodafone Australia Limited (”Vodafone Australia”) and Hutchison 3G Australia Pty Limited (”H3GA”), which delivers its mobile services under the “3″ brand. Both Vodafone and HTAL will have an equal ownership of 50% in the joint venture, which will be renamed VHA Pty Limited (”VHA”). VHA will market its products and services under the Vodafone brand, but will retain exclusive rights to use the 3 brand in Australia during a transition period and thereafter. To equalise the value difference between the respective businesses, Vodafone will receive a deferred payment of A$500 million from VHA.

Commenting on the transaction, Vittorio Colao, Chief Executive of Vodafone, said: “This transaction will benefit customers in Australia as it creates a company with the necessary scale to compete strongly in the mobile market. Customers can look forward to a wider portfolio of voice and data services, delivered under the Vodafone brand over a high quality network, which through ongoing investment will bring 3G coverage to around 95% of the population. This is an important step in the transformation of the Australian mobile industry.”

Canning Fok, Group Managing Director of Hutchison Whampoa and Chairman of HTAL said: “Since its inception, 3 has established a track record of innovation – from challenging the status quo by launching Australia’s first 3G network with new services such as mobile TV and mobile internet, to changing the market with the introduction of cap plans. Combining with the strengths of Vodafone in Australia means that our partnership will deliver leading propositions, products and services to Australian businesses and consumers across the full range of their mobile communications needs.”

Transaction benefits
* The transaction creates a stronger mobile operator better positioned to compete in the Australian telecommunications market with approximately 6 million customers and combined total revenues of approximately A$4 billion for the twelve months ended 30 June 2008.
* Utilising existing network arrangements and planned network build, VHA will operate an advanced and comprehensive mobile network with at least 95% population coverage, of which 63% will have access to high speed 3G services. Upon completion of additional network roll outs, VHA’s 3G population coverage is planned to increase to 95%.
* Drawing from the best offerings of both Vodafone and 3, VHA will have an even broader product offering, and will continue to provide innovative consumer and business services to the Australian market.
* The in-market nature of the transaction is expected to create significant value. Economies of scale across procurement, product development, IT, network, commercial operations and administrative expenses are expected to deliver significant cost savings. The net present value of operating expense and capital expenditure synergies is currently expected to be in excess of A$2 billion, net of integration costs.
* The transaction is expected to be enhancing to HTAL’s and Vodafone’s adjusted earnings per share, as well as to the consolidated EBIT performance of Hutchison Whampoa’s 3 Group, from the first full year post completion (after synergies and excluding the impact of intangible asset amortisation and one-off costs).

Management
The Chairman of VHA will be Nick Read (CEO of Vodafone Asia-Pacific & Middle East Region), the CEO will be Nigel Dews (currently CEO of HTAL and H3GA) and the CFO will be Dave Boorman (currently CFO of Vodafone Australia). Russell Hewitt (currently CEO of Vodafone Australia) will be a non-executive Director of VHA.

Other transaction considerations
The A$500 million deferred payment will be structured as a shareholder loan from Vodafone to VHA and take precedence over any shareholder returns and over the repayment of interest and principal of any other VHA indebtedness. The loan is on an arm’s length basis and is expected to be repaid or refinanced within 18 months from completion.

Vodafone will receive an annual brand licensing fee from VHA equivalent to 1% of service revenues.

Following completion of the transaction, Vodafone, HTAL and Hutchison Whampoa will account for VHA as a joint venture.

Board approval and HTAL Directors’ recommendation
The HTAL Board considers that the transaction is in the best interest of HTAL shareholders and has unanimously recommended that HTAL shareholders vote in favour of the transaction (and intend to vote any HTAL shares they own in favour of the transaction) subject to no superior proposal emerging and the independent expert determining that the transaction is fair and reasonable for HTAL shareholders.

Implementation Agreement
The parties have entered into an Implementation Agreement that provides for exclusivity, break fees, and a standstill over Hutchison Whampoa’s shares in HTAL. These arrangements are summarised in the attachment to this release.

Conditions to completion
The transaction is expected to close by mid-2009, subject to the approval of the Foreign Investment Review Board, clearance from the Australian Competition and Consumer Commission and HTAL shareholders’ approval.

HTAL shareholders will be asked to approve the transaction and it is expected that an extraordinary general meeting will be held in April 2009 to enable HTAL shareholders to vote on the transaction. HTAL shareholders will shortly be sent a Notice of Meeting and Explanatory Statement (including an independent expert’s report on the transaction) which will contain detailed information relating to the transaction, including the basis for the HTAL Directors’ recommendation.
- ends -

[Twitter]

The headline only piece reported by CNBC is followed up by All Things D with the full memo, below.

Team,
I am sure all of you saw my letter last week sharing something very personal with the Apple community. Unfortunately, the curiosity over my personal health continues to be a distraction not only for me and my family, but everyone else at Apple as well. In addition, during the past week I have learned that my health-related issues are more complex than I originally thought.

In order to take myself out of the limelight and focus on my health, and to allow everyone at Apple to focus on delivering extraordinary products, I have decided to take a medical leave of absence until the end of June.

I have asked Tim Cook to be responsible for Apple’s day to day operations, and I know he and the rest of the executive management team will do a great job. As CEO, I plan to remain involved in major strategic decisions while I am out. Our board of directors fully supports this plan.

I look forward to seeing all of you this summer.

Steve

The memo has been posted by MDS, here.

The letter above clearly notes that his health issues are more complex than previously thought, but his reasons for stepping down include the fact that stories about his health distract the company from doing its core work.

We got a lot of heat for breaking the unpopular rumor of Steve being too sick to present at Macworld a few weeks ago, and speculated that he was resigning months ago. Peers at CNBC and All Things D and others were not convinced, because it was hinging on one particular source, and in conflict with what Apple and other sources have told them. Apparently, they believe the story now, regardless of traditional process, with Goldman contradicting statements made earlier.

The silver lining is that Steve is looking “forward to seeing everyone this summer”. I hope his rest goes well and he returns well in June.

[CNBC and All Things D]

• 1/6 blame children or dogs
• 3/100 run over their camera with a car
• 3/4 drop their cameras onto a “hard surface”, into water, or by falling onto it and using it to cushion their fall

More stats on people who fall over:
• 1/10 “fell over” when taking shots, “often into water.”
• 9/100 fall with their camera in their pocket or in their hand

One photographer reported: ‘I was taking some shots in the garden. As I changed the lens I lost my grip on the camera. I tried to cushion its fall by sticking out my foot but ended up “volleying” it across the concrete slabs and down the steps.’

[Amateur Photographer via Digital Camera Tracker]