GameSpasm

Zalora, the Zappos-like fashion and beauty store for Southeast Asia, announced this morning that it has closed a $100 million financing round.

That’s a lot of lipstick and high heels.

Zalora focuses on 10 countries in Asia: Singapore, Indonesia, Malaysia, Brunei, the Philippines, Thailand, Vietnam, Taiwan, and Hong Kong. The year-old startup says it has already achieved “annualized double-digit million USD revenues.”

“Our company is one of the fastest growing e-commerce companies in Southeast Asia and has bright prospects,” said managing director Michele Ferrario. “It is an honor for us that investors of such great repute have invested into an e-commerce company as young as Zalora”

It is indeed an honor when a year-old startup with two or three million dollars in annualized revenue scores a $100 million investment. And it’s an unusual honor as well. But there’s method behind the madness.

The investment was secured by the German holding company that owns Zalora, Rocket Internet, which claims to be “the largest, fastest and most successful international online venture builder.” Founded by the infamous Samwer brothers — who Jason Calacanis has called “despicable thieves” —  its modus operandi has been to take successful models from American startups and apply them globally.

Genius, perhaps, if not very original. And very, very successful.

Rocket Internet sold Groupon clone CityDeal to Groupon for $126 million in 2010 and eBay clone Alando to eBay for $50 million, among many other lucrative deals. That history is undoubtedly part of what led the investment group, led by Summit Partners, Investment AB Kinnevik, and the Verlinvest and Tengelmann Group, to participate in this $100 million round.

A big chunk, 25 percent, of Zalora’s revenue comes from mobile commerce, and the company says its app is the top lifestyle app in all the countries it serves, and the top app overall for Singapore, Malaysia and Vietnam.

In other words, Rocket Ventures saw an opportunity to take a big slice of an emerging market, and is moving rapidly — and with massive investment — to own the space.

The capital will be used, Zalora said, to scale up operations and grow the number of local and international brands it carries.

The company has just delivered its millionth order.

photo credit: AehoHikaruki via photopin cc

Filed under: Business, Deals, Entrepreneur, Lifestyle, Mobile

Tags: asia, Beauty, Brunei, business, deals, entrepreneur, Fashion, hong-kong, Indonesia, lifestyle, m-commerce, malaysia, Mobile, mobile commerce, Samwer brothers, singapore, South-East Asia, taiwan, Thailand, the Philippines, vietnam, Zalora, zappos

Zalora, the Zappo’s-like fashion and beauty store for south-east Asia, announced this morning that it has closed a $100 million financing round.

That’s a lot of lipstick and high heels.

Zalora focuses on 10 countries in Asia: Singapore, Indonesia, Malaysia, Brunei, the Philippines, Thailand, Vietnam, Taiwan, and Hong Kong. The year-old startup says it has already achieved “annualized double-digit million USD revenues.”

“Our company is one of the fastest growing e-commerce companies in South-East Asia and has bright prospects,” said Michele Ferrario, Managing Director. “It is an honor for us that investors of such great repute have invested into an e-commerce company as young as ZALORA.”

It is indeed an honor when a year-old startup with two or three million dollars in annualized revenue scores a $100 million investment. An unusual honor, as well. But there’s method behind the madness.

The investment was secured by the German holding company that owns Zalora, Rocket Internet, which claims to be “the largest, fastest and most successful international online venture builder.” Founded by the infamous Samwer brothers — who Jason Calacanis has called “despicable thieves” —  its modus operandi has been to take successful models from American startups and apply them globally.

Genius, perhaps, if not very original. And very, very successful.

Rocket Internet sold Groupon clone CityDeal to Groupon for $126 in 2010 and eBay clone Alando to eBay for $50 million, among many other lucrative deals. That history is undoubtedly part of what led the investment group, led by Summit Partners, Investment AB Kinnevik, and the Verlinvest and Tengelmann Group, to participate in this $100 million round.

A big chunk, 25 percent, of Zalora’s revenue comes from mobile commerce, and the company says its app is the top lifestyle app in all the countries it serves, and the top app overall for Singapore, Malaysia and Vietnam.

In other words, Rocket Ventures saw an opportunity to take a big slice of an emerging market, and is moving rapidly — and with massive investment — to own the space.

The capital will be used, Zalora said, to scale up operations and grow the number of local and international brands it carries.

The company has just delivered its millionth order.

photo credit: AehoHikaruki via photopin cc

Filed under: Business, Deals, Entrepreneur, Lifestyle, Mobile

Tags: asia, Beauty, Brunei, business, deals, entrepreneur, Fashion, hong-kong, Indonesia, lifestyle, m-commerce, malaysia, Mobile, mobile commerce, Samwer brothers, singapore, South-East Asia, taiwan, Thailand, the Philippines, vietnam, Zalora, zappos

Zalora, the Zappo’s-like fashion and beauty store for south-east Asia, announced this morning that it has closed a $100 million financing round.

That’s a lot of lipstick and high heels.

Zalora focuses on 10 countries in Asia: Singapore, Indonesia, Malaysia, Brunei, the Philippines, Thailand, Vietnam, Taiwan, and Hong Kong. The year-old startup says it has already achieved “annualized double-digit million USD revenues.”

“Our company is one of the fastest growing e-commerce companies in South-East Asia and has bright prospects,” said Michele Ferrario, Managing Director. “It is an honor for us that investors of such great repute have invested into an e-commerce company as young as ZALORA.”

It is indeed an honor when a year-old startup with two or three million dollars in annualized revenue scores a $100 million investment. An unusual honor, as well. But there’s method behind the madness.

The investment was secured by the German holding company that owns Zalora, Rocket Internet, which claims to be “the largest, fastest and most successful international online venture builder.” Founded by the infamous Samwer brothers — who Jason Calacanis has called “despicable thieves” —  its modus operandi has been to take successful models from American startups and apply them globally.

Genius, perhaps, if not very original. And very, very successful.

Rocket Internet sold Groupon clone CityDeal to Groupon for $126 in 2010 and eBay clone Alando to eBay for $50 million, among many other lucrative deals. That history is undoubtedly part of what led the investment group, led by Summit Partners, Investment AB Kinnevik, and the Verlinvest and Tengelmann Group, to participate in this $100 million round.

A big chunk, 25 percent, of Zalora’s revenue comes from mobile commerce, and the company says its app is the top lifestyle app in all the countries it serves, and the top app overall for Singapore, Malaysia and Vietnam.

In other words, Rocket Ventures saw an opportunity to take a big slice of an emerging market, and is moving rapidly — and with massive investment — to own the space.

The capital will be used, Zalora said, to scale up operations and grow the number of local and international brands it carries.

The company has just delivered its millionth order.

photo credit: AehoHikaruki via photopin cc

Filed under: Business, Deals, Entrepreneur, Lifestyle, Mobile

Tags: asia, Beauty, Brunei, business, deals, entrepreneur, Fashion, hong-kong, Indonesia, lifestyle, m-commerce, malaysia, Mobile, mobile commerce, Samwer brothers, singapore, South-East Asia, taiwan, Thailand, vietnam, Zalora, zappos

Naveen Tewari is the CEO and founder of mobile advertising company InMobi.

When I co-founded InMobi in 2007, we took a novel “east-to-west” approach to our growth, starting in India before moving into other developing markets, then finally into more traditional “Western” markets as well.

Because this method of expansion didn’t have any precursors, and mobile advertising was at the time still a very new field, we had to chart our own course and set our own example. And as a corollary, we would have to deal with a number of challenges as we discovered that the mobile landscape was different in each geography we entered, and learn to quickly recover from mistakes.

I’d like to talk about some of the challenges we faced and how we dealt with them, as I believe it will be of relevance to other businesses that are trying to build a global footprint:

Learning while doing

Because we were experimenting with a new business model, we often had to rely on intuition as we calculated our next moves. When you are trying to expand across multiple geographies at a rapid pace, you are bound to slip, and we were no exception. For example, our first forays out of India into other geographies, starting with Indonesia and South Africa, did not yield initial success, and we could not gain a strong foothold in the market. Our lack of understanding of the ways in which brands, advertisers, and consumers communicated and interacted in these markets, and incorrect hypotheses about the overall advertising ecosystem, led to delayed revenue streams. But we learned how the ecosystem worked and began expanding our reach in these emerging markets.

Likewise, when we had to extend the capabilities of our platform to serve multiple regions/countries, we almost ran the risk of jeopardizing existing business in India by shifting focus away from it.

We learned quickly from such wrong moves, and this helped us templatize our forays into new countries, and that is the key takeaway:

An experiential learning approach works well if you can recover from your mistakes quickly and identify patterns and models from within a few iterations.

Recalibrating world view frequently

Working with an evolving technology and business model, and one that had numerous dependencies on the moves of key players in the mobile device and platform platform markets, brought with it another set of challenges: frequently making informed decisions on the roadmap of our technology platform, which was the pivot of our business.

In addition, our geographic expansion plan also compelled us to be agile and flexible.  Once we had tasted initial success, we laid out a plan to simultaneously expand in Southeast Asia (Thailand, Malaysia, and Singapore), Western Europe and Japan. Each of these markets had its own characteristics and was very different from one another. Western Europe was developed, and so was Japan, but the latter is a contained market with little in common with the European market. The emerging markets, on the other hand, were evolving and needed a totally different approach.

Clearly, we had to tailor our approach to suit each market, and this meant that we literally had to revisit our assumptions and plans every quarter.

In all of the above, our overall commitment to speed — in thinking and in action — helped, and our approach of trying out and making course corrections, rather than waiting and watching, stood out. To me, the key takeaway from this experience is staying committed to a strategy for the future, while adapting the tactics to the present.

Shaping Management Mindset

While the first two sets of challenges emanated from the market, the third was more internal and had to do with adopting the right mindset.

As a startup with global ambitions, we had several mental hurdles to cross. Learning to think big while being small was one of them. Some of us had a tendency to want to do one thing very well as opposed to developing broader competencies and skills, which is a prerequisite to build scale. Another issue was balancing our short-term needs with our long-term goals. Nowhere was it a bigger challenge than when we opened offices in new geographies and set out to hire the regional anchors. How much to pay, how long to wait for the right candidate, what profile should we opt for?  These were real questions we had to find answers for. We made a few errors of judgment here as well, like hiring candidates about whom we were not completely convinced, before we made the tough call to wait for the right candidates and pay them the right compensation.

The last thing we had to do, of course, was to transform our thinking, speaking and actions to reflect those of a truly global organization, and make the transition from being part of an “Indian” team to a cross-cultural one. This entailed creating a consistent corporate culture with frequent interactions between teams based in India and those in the other markets. By encouraging two-way travel, we ensured that teams from India understood market and cross-cultural nuances early on.

In sum, we learned to be open, introspective and aware of the consequences of your behavior and actions.

Thinking back, what allowed us to surmount the challenges we faced and mold our thinking and actions to suit the purpose was our total commitment to our vision and the excitement of creating an innovative and valuable business model.

That is the overarching message I’d like to leave you with: clarity of vision and purpose is the glue that binds a team together and acts as a lubricant to mitigate the friction caused by obstacles along the way.

For more information on InMobi’s East-to-West strategy, see Naveen Tewari’s first post, here.

Naveen Tewari is InMobi’s CEO and founder. He graduated from Harvard Business School and worked at Charles River Ventures and McKinsey & Company before starting InMobi. InMobi, based in Bangalore with offices in Singapore and San Francisco, currently employs more than 900 people and has taken $216 million to date in venture funding.

photo credit: Stuck in Customs via photopin cc

Filed under: Business, Entrepreneur, Mobile, VentureBeat

Tags: asia, business, entrepreneur, Europe, India, Mobile, mobile advertising, startup, VentureBeat

Naveen Tewari is the CEO and founder of mobile advertising company InMobi.

When I co-founded InMobi in 2007, we took a novel “east-to-west” approach to our growth, starting in India before moving into other developing markets, then finally into more traditional “Western” markets as well.

Because this method of expansion didn’t have any precursors, and mobile advertising was at the time still a very new field, we had to chart our own course and set our own example. And as a corollary, we would have to deal with a number of challenges as we discovered that the mobile landscape was different in each geography we entered, and learn to quickly recover from mistakes.

I’d like to talk about some of the challenges we faced and how we dealt with them, as I believe it will be of relevance to other businesses that are trying to build a global footprint:

Learning while doing

Because we were experimenting with a new business model, we often had to rely on intuition as we calculated our next moves. When you are trying to expand across multiple geographies at a rapid pace, you are bound to slip, and we were no exception. For example, our first forays out of India into other geographies, starting with Indonesia and South Africa, did not yield initial success, and we could not gain a strong foothold in the market. Our lack of understanding of the ways in which brands, advertisers, and consumers communicated and interacted in these markets, and incorrect hypotheses about the overall advertising ecosystem, led to delayed revenue streams. But we learned how the ecosystem worked and began expanding our reach in these emerging markets.

Likewise, when we had to extend the capabilities of our platform to serve multiple regions/countries, we almost ran the risk of jeopardizing existing business in India by shifting focus away from it.

We learned quickly from such wrong moves, and this helped us templatize our forays into new countries, and that is the key takeaway:

An experiential learning approach works well if you can recover from your mistakes quickly and identify patterns and models from within a few iterations.

Recalibrating world view frequently

Working with an evolving technology and business model, and one that had numerous dependencies on the moves of key players in the mobile device and platform platform markets, brought with it another set of challenges: frequently making informed decisions on the roadmap of our technology platform, which was the pivot of our business.

In addition, our geographic expansion plan also compelled us to be agile and flexible.  Once we had tasted initial success, we laid out a plan to simultaneously expand in Southeast Asia (Thailand, Malaysia, and Singapore), Western Europe and Japan. Each of these markets had its own characteristics and was very different from one another. Western Europe was developed, and so was Japan, but the latter is a contained market with little in common with the European market. The emerging markets, on the other hand, were evolving and needed a totally different approach.

Clearly, we had to tailor our approach to suit each market, and this meant that we literally had to revisit our assumptions and plans every quarter.

In all of the above, our overall commitment to speed — in thinking and in action — helped, and our approach of trying out and making course corrections, rather than waiting and watching, stood out. To me, the key takeaway from this experience is staying committed to a strategy for the future, while adapting the tactics to the present.

Shaping Management Mindset

While the first two sets of challenges emanated from the market, the third was more internal and had to do with adopting the right mindset.

As a startup with global ambitions, we had several mental hurdles to cross. Learning to think big while being small was one of them. Some of us had a tendency to want to do one thing very well as opposed to developing broader competencies and skills, which is a prerequisite to build scale. Another issue was balancing our short-term needs with our long-term goals. Nowhere was it a bigger challenge than when we opened offices in new geographies and set out to hire the regional anchors. How much to pay, how long to wait for the right candidate, what profile should we opt for?  These were real questions we had to find answers for. We made a few errors of judgment here as well, like hiring candidates about whom we were not completely convinced, before we made the tough call to wait for the right candidates and pay them the right compensation.

The last thing we had to do, of course, was to transform our thinking, speaking and actions to reflect those of a truly global organization, and make the transition from being part of an “Indian” team to a cross-cultural one. This entailed creating a consistent corporate culture with frequent interactions between teams based in India and those in the other markets. By encouraging two-way travel, we ensured that teams from India understood market and cross-cultural nuances early on.

In sum, we learned to be open, introspective and aware of the consequences of your behavior and actions.

Thinking back, what allowed us to surmount the challenges we faced and mold our thinking and actions to suit the purpose was our total commitment to our vision and the excitement of creating an innovative and valuable business model.

That is the overarching message I’d like to leave you with: clarity of vision and purpose is the glue that binds a team together and acts as a lubricant to mitigate the friction caused by obstacles along the way.

For more information on InMobi’s East-to-West strategy, see Naveen Tewari’s first post, here.

Naveen Tewari is InMobi’s CEO and founder. He graduated from Harvard Business School and worked at Charles River Ventures and McKinsey & Company before starting InMobi. InMobi, based in Bangalore with offices in Singapore and San Francisco, currently employs more than 900 people and has taken $216 million to date in venture funding.

photo credit: Stuck in Customs via photopin cc

Filed under: Business, Entrepreneur, Mobile, VentureBeat

Tags: asia, business, entrepreneur, Europe, global startup, India, Mobile, mobile advertising, startup, VentureBeat

While volunteering at an orphanage in Ecuador, former Amazon executive David Risher came across a padlocked library. When he asked the orphanage’s leader why it was locked, she said that the key was lost, the books were out of date, and the children were uninterested in reading. That’s when Risher decided to set out to make books more accessible to people in the developing world.

He founded Worldreader in 2009, a nonprofit organization that puts Kindles and electronic books (e-books) in the hands of children and their families. Today, WorldReader expanded its program by launching a mobile application that will deliver e-books to millions of people around the world.

“Worldreader has this crazy vision that every child on the planet should have access to the books they need to improve their lives,” Risher said in an interview with VentureBeat. “Mobile phones are the way people in the developing world stay connected and learn about the world around them. This is an opportunity to have an enormous impact on education in these parts of the world.”

Fifty percent of schools in sub-Saharan Africa have few or now books, while the USAID found that nearly ever home in sub-Saharan Africa has access to at least one mobile phone. Worldreader Mobile is designed for low-end feature phones most commonly used by people in Africa and Asia. Users download the free app and have access to a library of 1,200 books, ranging from romance novels to health textbooks. Feature phones don’t high processing capabilities and usually operate on slower 2G networks. Furthermore, users cannot afford to spend a large amount on data.

The new mobile program takes all of this into account. Worldreader partnered with BiNu, a platform that improves Internet connectivity on mass-market phones, to develop the app. All the data processing happens in the cloud, rather than on the phone, and the data is compressed so people do not rack up high charges while reading.

After months of beta testing, Worldreader Mobile is already on five million feature phones around the world. The organization has over 500,000 active readers a month, and they spend 60,000 hours reading on their phones. In January alone, people consumed roughly 17,000 books on their mobile phones. Risher said the biggest mobile market is India, with 106,000 users, and that the app see use from teachers caregivers, siblings, parents, and children.

Risher formerly served Amazon’s senior vice president for retail and marketing. After leaving Amazon, he took a trip around the world with his wife, their two daughters, and two Kindles, which were just coming to market. Growing up, Risher spent hours at the library and went on to major in comparative literature at Princeton. Reading has always been his passion, he said, and many of the opportunities he had were a result of having books in his hands.

“We heard there were 200 million kids in sub-Saharan Africa with no books,” he said. That is a whole generation of children who are growing up in a world with no culture of reading. Publishing, printing, and shipping books is expensive and books are often out-of-date. But beaming books into kids hands over a cell network should be easy.”

The first Worldreader program began in Ghana in 2010, which distributed e-readers to 20 students. Worldreader works with publishers around the world including international companies and small local publishers alike, to distribute their content, and the digital library includes over 440,000 e-books. This mobile program is a significant step for the organization because it does not require procuring and delivering devices, but works with the technology people already own. It will greatly expand Worldreader’s reach and scale and make books of all kinds and subject in the hands of those who need them most.

“Worldreader is a combination of my pragmatic and romantic vision,” Risher said. “It was opportunity to take technology and put it to a higher use. As I look at my own background, loving books and working at Amazon, it was a way to tie it all together and find a way to change world that taps into my passion and skills.”

 Photo credit: Worldreader

Filed under: Cloud, Mobile

Tags: Africa, asia, Books, Cloud, developing world, feature phone, library, literacy, Mobile, non-profit, Reading

While volunteering at an orphanage in Ecuador, former Amazon executive David Risher came across a padlocked library. When he asked the orphanage’s leader why it was locked, she said that the key was lost, the books were out of date, and the children were uninterested in reading. That’s when Risher decided to set out to make books more accessible to people in the developing world.

He founded Worldreader in 2009, a nonprofit organization that puts Kindles and electronic books (e-books) in the hands of children and their families. Today, WorldReader expanded its program by launching a mobile application that will deliver e-books to millions of people around the world.

“Worldreader has this crazy vision that every child on the planet should have access to the books they need to improve their lives,” Risher said in an interview with VentureBeat. “Mobile phones are the way people in the developing world stay connected and learn about the world around them. This is an opportunity to have an enormous impact on education in these parts of the world.”

Fifty percent of schools in sub-Saharan Africa have few or now books, while the USAID found that nearly ever home in sub-Saharan Africa has access to at least one mobile phone. Worldreader Mobile is designed for low-end feature phones most commonly used by people in Africa and Asia. Users download the free app and have access to a library of 1,200 books, ranging from romance novels to health textbooks. Feature phones don’t high processing capabilities and usually operate on slower 2G networks. Furthermore, users cannot afford to spend a large amount on data.

The new mobile program takes all of this into account. Worldreader partnered with BiNu, a platform that improves Internet connectivity on mass-market phones, to develop the app. All the data processing happens in the cloud, rather than on the phone, and the data is compressed so people do not rack up high charges while reading.

After months of beta testing, Worldreader Mobile is already on five million feature phones around the world. The organization has over 500,000 active readers a month, and they spend 60,000 hours reading on their phones. In January alone, people consumed roughly 17,000 books on their mobile phones. Risher said the biggest mobile market is India, with 106,000 users, and that the app see use from teachers caregivers, siblings, parents, and children.

Risher formerly served Amazon’s senior vice president for retail and marketing. After leaving Amazon, he took a trip around the world with his wife, their two daughters, and two Kindles, which were just coming to market. Growing up, Risher spent hours at the library and went on to major in comparative literature at Princeton. Reading has always been his passion, he said, and many of the opportunities he had were a result of having books in his hands.

“We heard there were 200 million kids in sub-Saharan Africa with no books,” he said. That is a whole generation of children who are growing up in a world with no culture of reading. Publishing, printing, and shipping books is expensive and books are often out-of-date. But beaming books into kids hands over a cell network should be easy.”

The first Worldreader program began in Ghana in 2010, which distributed e-readers to 20 students. Worldreader works with publishers around the world including international companies and small local publishers alike, to distribute their content, and the digital library includes over 440,000 e-books. This mobile program is a significant step for the organization because it does not require procuring and delivering devices, but works with the technology people already own. It will greatly expand Worldreader’s reach and scale and make books of all kinds and subject in the hands of those who need them most.

“Worldreader is a combination of my pragmatic and romantic vision,” Risher said. “It was opportunity to take technology and put it to a higher use. As I look at my own background, loving books and working at Amazon, it was a way to tie it all together and find a way to change world that taps into my passion and skills.”

 Photo credit: Worldreader

Filed under: Cloud, Mobile

Tags: Africa, asia, Books, Cloud, developing world, feature phone, library, literacy, Mobile, non-profit, Reading

While volunteering at an orphanage in Ecuador, former Amazon executive David Risher came across a padlocked library. When he asked the orphanage’s leader why it was locked, she said that the key was lost, the books were out of date, and the children were uninterested in reading. That’s when Risher decided to set out to make books more accessible to people in the developing world.

He founded Worldreader in 2009, a nonprofit organization that puts Kindles and electronic books (e-books) in the hands of children and their families. Today, WorldReader expanded its program by launching a mobile application that will deliver e-books to millions of people around the world.

“Worldreader has this crazy vision that every child on the planet should have access to the books they need to improve their lives,” Risher said in an interview with VentureBeat. “Mobile phones are the way people in the developing world stay connected and learn about the world around them. This is an opportunity to have an enormous impact on education in these parts of the world.”

Fifty percent of schools in sub-Saharan Africa have few or now books, while the USAID found that nearly ever home in sub-Saharan Africa has access to at least one mobile phone. Worldreader Mobile is designed for low-end feature phones most commonly used by people in Africa and Asia. Users download the free app and have access to a library of 1,200 books, ranging from romance novels to health textbooks. Feature phones don’t high processing capabilities and usually operate on slower 2G networks. Furthermore, users cannot afford to spend a large amount on data.

The new mobile program takes all of this into account. Worldreader partnered with BiNu, a platform that improves Internet connectivity on mass-market phones, to develop the app. All the data processing happens in the cloud, rather than on the phone, and the data is compressed so people do not rack up high charges while reading.

After months of beta testing, Worldreader Mobile is already on five million feature phones around the world. The organization has over 500,000 active readers a month, and they spend 60,000 hours reading on their phones. In January alone, people consumed roughly 17,000 books on their mobile phones. Risher said the biggest mobile market is India, with 106,000 users, and that the app see use from teachers caregivers, siblings, parents, and children.

Risher formerly served Amazon’s senior vice president for retail and marketing. After leaving Amazon, he took a trip around the world with his wife, their two daughters, and two Kindles, which were just coming to market. Growing up, Risher spent hours at the library and went on to major in comparative literature at Princeton. Reading has always been his passion, he said, and many of the opportunities he had were a result of having books in his hands.

“We heard there were 200 million kids in sub-Saharan Africa with no books,” he said. That is a whole generation of children who are growing up in a world with no culture of reading. Publishing, printing, and shipping books is expensive and books are often out-of-date. But beaming books into kids hands over a cell network should be easy.”

The first Worldreader program began in Ghana in 2010, which distributed e-readers to 20 students. Worldreader works with publishers around the world including international companies and small local publishers alike, to distribute their content, and the digital library includes over 440,000 e-books. This mobile program is a significant step for the organization because it does not require procuring and delivering devices, but works with the technology people already own. It will greatly expand Worldreader’s reach and scale and make books of all kinds and subject in the hands of those who need them most.

“Worldreader is a combination of my pragmatic and romantic vision,” Risher said. “It was opportunity to take technology and put it to a higher use. As I look at my own background, loving books and working at Amazon, it was a way to tie it all together and find a way to change world that taps into my passion and skills.”

 Photo credit: Worldreader

Filed under: Cloud, Mobile

Tags: Africa, asia, Books, Cloud, developing world, feature phone, library, literacy, Mobile, non-profit, Reading

Last month, Apple released a list of its 748 suppliers. According to a new data visualization by ChinaFile, more than 600 of them are in Asia, and more than half of those are in China.

That’s not surprising: we know Apple sources a lot of product — in fact almost all of its products — from Asia, where the company has had significant challenges with suppliers maintaining legal and ethical labor standards, in spite of efforts by CEO Tim Cook and others to improve working conditions.

But it is interesting to see the breakdown. Here’s a partial list of the countries Apple sources product from:

• Mainland China: 331 suppliers
• Japan: 148 suppliers
• United States: 76
• Taiwan: 35 suppliers
• Malaysia: 27
• Singapore: 25 suppliers
• Philippines: 23 suppliers
• Thailand: 17 suppliers
• United Kingdom: 7 suppliers
• Israel: 5 suppliers
• Austria: 4 suppliers

I guess that’s the definition of a multination corporation right there. Overall, with 88 percent of Apple’s supply chain in Asia, only 11 percent of Apple’s suppliers are in its home country of the United States, and even fewer — seven percent — of Apple’s suppliers are in Europe and the Middle East.

Apple has planned to bring some manufacturing back to the United States. Tim Cook announced last last year that Apple would be spending over $100 million to bring some manufacturing back to the U.S., a move that some have derided as a mere publicity stunt.

A bit expensive for a stunt, perhaps.

That manufacturing appears to be for Apple’s desktop lineup of iMacs, a product category that makes up a tiny fraction of its overall $55 billion in sales last quarter. In contrast, iPhone, iPad, and iPod account for over three quarters of Apple’ revenue — 76 percent, in fact.

But it does represent a start. And one that American workers probably would appreciate.

Image credit: Google, ChinaFile

Filed under: Business, Enterprise, VentureBeat

Tags: Apple, asia, business, China, enterprise, Japan, malaysia, manufacturing, singapore, suppliers, taiwan, tim-cook, VentureBeat

Last month, Apple released a list of its 748 suppliers. According to a new data visualization by ChinaFile, more than 600 of them are in Asia, and more than half of those are in China.

That’s not surprising: we know Apple sources a lot of product — in fact almost all of its products — from Asia, where the company has had significant challenges with suppliers maintaining legal and ethical labor standards, in spite of efforts by CEO Tim Cook and others to improve working conditions.

But it is interesting to see the breakdown. Here’s a partial list of the countries Apple sources product from:

• Mainland China: 331 suppliers
• Japan: 148 suppliers
• United States: 76
• Taiwan: 35 suppliers
• Malaysia: 27
• Singapore: 25 suppliers
• Philippines: 23 suppliers
• Thailand: 17 suppliers
• United Kingdom: 7 suppliers
• Israel: 5 suppliers
• Austria: 4 suppliers

I guess that’s the definition of a multination corporation right there. Overall, with 88 percent of Apple’s supply chain in Asia, only 11 percent of Apple’s suppliers are in its home country of the United States, and even fewer — seven percent — of Apple’s suppliers are in Europe and the Middle East.

Apple has planned to bring some manufacturing back to the United States. Tim Cook announced last last year that Apple would be spending over $100 million to bring some manufacturing back to the U.S., a move that some have derided as a mere publicity stunt.

A bit expensive for a stunt, perhaps.

That manufacturing appears to be for Apple’s desktop lineup of iMacs, a product category that makes up a tiny fraction of its overall $55 billion in sales last quarter. In contrast, iPhone, iPad, and iPod account for over three quarters of Apple’ revenue — 76 percent, in fact.

But it does represent a start. And one that American workers probably would appreciate.

Image credit: Google, ChinaFile

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