|Day's range||4.6000 - 4.6000|
If you're reading this on the TechCrunch site, you can get this in your inbox here, and follow my tweets here. Just as Pets.com symbolized the ridiculousness that came to frame the tech industry preceding the Dotcom bubble burst at the start of the century, dog-walking startup Wag might symbolize that SoftBank's earthquaking investment overexposure may extend far beyond a one-time WeWork mistake. This week, the WSJ reported that SoftBank had tossed in the towel on Wag, selling off its massive "nearly 50% stake" in the startup.
(Bloomberg) -- Each morning, workers at Google get an internal newsletter called the “Daily Insider.” Kent Walker, Google’s top lawyer, set off a firestorm when he argued in the Nov. 14 edition that the 21-year old company had outgrown its policy of allowing workers to access nearly any internal document. “When we were smaller, we all worked as one team, on one product, and everyone understood how business decisions were made,” Walker wrote. “It's harder to give a company of over 100,000 people the full context on everything.”Many large companies have policies restricting access to sensitive information to a “need-to-know” basis. But in some segments of Google’s workforce, the reaction to Walker’s argument was immediate and harsh. On an internal messaging forum, one employee described the data policy as “a total collapse of Google culture.” An engineering manager posted a lengthy attack on Walker’s note, which he called "arrogant and infantilizing." The need-to-know policy "denies us a form of trust and respect that is again an important part of the intrinsic motivation to work here,” the manager wrote.The complaining also spilled into direct action. A group of Google programmers created a tool that allowed employees to choose to alert Walker with an automated email every time they opened any document at all, according to two people with knowledge of the matter. The deluge of notifications was meant as a protest to what they saw as Walker’s insistence on controlling the minutiae of their professional lives. “When it comes to data security policies, we’ve never intended to prevent employees from sharing technical learnings and information and we are not limiting anyone’s ability to raise concerns or debate the company’s activities,” said a Google spokeswoman in an email. “We have a responsibility to safeguard our user, business and customer information and these activities need to be done in line with our policies on data security.” The actions are just the latest chapter in an internal conflict that has been going on for almost two years. About 20,000 employees walked out last fall over the company’s generous treatment of executives accused of sexual harassment, and a handful quit over Google’s work on products for the U.S. military and a censored search engine for the Chinese market. Earlier this year, Google hired IRI Consultants, a firm that advises employers on how to combat labor organizing, and it recently fired four employees for what it said was violation of its policies on accessing sensitive data.The extent of Google’s employee rebellion is hard to measure—the company has tried to portray it as the work of a handful of malcontents from the company’s junior ranks. Nor are the company’s message boards unilaterally supportive of revolt. “We want to focus on our jobs when we come into the workplace rather than deal with a new cycle of outrage every few days or vote on petitions for or against Google’s latest project,” wrote one employee on an internal message board viewed by Bloomberg News. Still, the company seems stuck in a cycle of escalation. Walker’s internal critics say his Nov. 14 email is part of a broader erosion of one of Google’s most distinctive traits—its extreme internal transparency. The fight also illustrates the lack of trust between Google’s leadership and some of its employees, according to interviews with over a dozen current and former employees, as well as internal messages shared with Bloomberg News on the condition it not publish the names of employees who participated.The conflict comes as Google is changing in other ways, too. On Dec. 3, Sundar Pichai, who took over as Google’s chief executive office in 2015, became the head of Alphabet, its parent company. His elevation marks the end of the active involvement of Sergey Brin and Larry Page, who established Google’s distinctive culture when they founded the company as Stanford graduate students. Pichai has at times supported internal activism. He spoke at an employee protest against the Trump administration’s immigration policies and apologized to employees for Google’s track record on sexual harassment. His executives met repeatedly with critics of the company’s military work. Some Google managers began signaling that they're losing patience with internal activism even before the firings, according to one person who worked with them. Executives have not met with dissenting staff leadership in many weeks, according to one of the employees.While Walker wrote in the “Daily Insider” that organizations have to change as they grow, he simultaneously argued that the policies he described had always existed. “It was that way since the early days of Google, and it’s that way now,” he wrote. This particularly offended several long-time Googlers, who said on internal message boards that Walker’s comments didn’t square with their own memories. For some of them, the incident illustrated a broader breakdown in their trust of leadership. “I want to believe that executive management is saying everything—disclosing the truth, the whole truth and nothing but the truth,” said Bruce Hahne, a Google technical project manager. “I don’t think we are currently under those conditions.”Hahne, 51, doesn’t meet the Google management’s profile of internal protestors. He joined the company in 2005, a year after Pichai, partly because he was attracted to its mission to organize the world’s information. His disillusionment crept in gradually during the company’s myriad controversies. In an online essay, Hahne compared Google to a “rogue machine” that was “originally created for good but whose psyche has turned corrupt and destructive,” much like Hal 9000 from the movie 2001: A Space Odyssey. “You don’t treat a rogue machine like family,” wrote Hahne, “instead you come up with a plan, you disable or dismantle the dysfunctional parts of the machine, and you seek to reprogram the machine to serve its original purpose.” When it was founded two decades ago, Google established an unusual corporate practice. Nearly all of its internal documents were widely available for workers to review. A programmer working on Google search could for instance, dip into the software scaffolding of Google Maps to crib some elegant block of code to fix a bug or replicate a feature. Employees also had access to notes taken during brainstorming sessions, candid project evaluations, computer design documents, and strategic business plans. (The openness doesn’t apply to sensitive data such as user information.)The idea came from open-source software development, where the broader programming community collaborates to create code by making it freely available to anyone with ideas to alter and improve it. The philosophy came with technical advantages. “That interconnected way of working is an integral part of what got Google to where it is now,” said John Spong, a software engineer who worked at Google until this July.Google has flaunted its openness as a recruiting tool and public relations tactic as recently as 2015. "As for transparency, it’s part of everything we do," Laszlo Bock, then the head of Google human relations, said in an interview that year. He cited the immediate access staff have to software documentation, and said employees "have an obligation to make their voices heard."Google’s open systems also proved valuable for activists within the company, who have examined its systems for evidence of controversial product developments and then circulated their findings among colleagues. Such investigations have been integral to campaigns against the projects for the Pentagon and China. Some people involved in this research refer to it as "internal journalism."Management would describe it differently. In November, Google fired four engineers who it said had been carrying out “systematic searches for other employees’ materials and work. This includes searching for, accessing, and distributing business information outside the scope of their jobs.” The engineers said they were active in an internal campaign against Google’s work with the U.S. Customs and Border Protection, and denied violating the company’s data security policies.Rebecca Rivers, one of the fired employees, said she initially logged into Google’s intranet, a web portal open to all staff, and typed the terms: “CBP” and “GCP,” for Google Cloud Platform. “That’s how simple it was,” she said. “Anyone could have stumbled onto it easily,” she said.In an internal email describing the firings, Google accused one employee of tracking a colleague’s calendar without permission, gathering information about both personal and professional appointments in a way that made the targeted employee feel uncomfortable. Laurence Berland, one of the employees who was fired recently, acknowledged he had accessed internal calendars, but said they were not private. He used them to confirm his suspicions that the company was censoring employees. Berland, who first joined Google in 2005, added that he felt the company was punishing him for breaking a rule that didn’t exist at the time of the alleged violations. Google declined to identify the four employees it fired, but a company spokeswoman said the person who tracked calendars accessed unauthorized information.Other employees say they are now afraid to click on certain documents from other teams or departments because they are worried they could later be disciplined for doing so, a fear the company says is unfounded. Some workers have interpreted the policies as an attempt to stifle criticism of particular projects, which they allege amounts to a violation of the company’s code of conduct. These employees point to a clause in the code that actively encourages dissent: “Don’t be evil, and if you see something that you think isn’t right—speak up!” Workers are "trying to report internally on problematic situations, and in some cases are not being allowed to make that information useful and accessible,” said Hahne. There is now a “climate of fear” inside Google offices, he said.Google’s permissive workplace culture became the prime example of Silicon Valley’s brand of employment. But transparency is hardly universal. Apple Inc. and Amazon.com Inc. demand that workers operate in rigid silos to keep the details of sensitive projects from leaking to competitors. Engineers building a phone’s camera may have no idea what the people building its operating system are doing, and vice versa. Similar restrictions are common at government contractors and other companies working with clients who demand discretion.The specifics of Google’s business operations traditionally haven’t required this level of secrecy, but that is changing. Google’s cloud business in particular requires it to convince business clients it can handle sensitive data and work on discrete projects. This has brought it more in line with its secrecy-minded competitors. The protests themselves have also inspired new restrictions, as executives have looked to cut off the tools of the activists it argues are operating in bad faith.Google’s leaders have acknowledged the delicacy of adjusting a culture that has entrenched itself over two decades. “Employees today are much, much more active in the governance in the company,” Eric Schmidt, Google’s former CEO and chair, said at an event at Stanford University in October. Amy Edmonson, a professor of leadership and management at Harvard Business School, said that Google’s idealistic history increases the burden on its executives to bring along reluctant employees as it adopts more conventional corporate practices. “It’s just really important that if you’re going to do something that is perceived as change that you’re going to explain it,” she said.Bock, the company’s former HR director who is now CEO of Humu, a workplace software startup, suggested that Google hasn’t succeeded here. “Maybe Alphabet is just a different company than it used to be,” he wrote in an email to Bloomberg News. “But not everyone’s gotten the memo.” (Corrects Berland comment in 19th paragraph.)\--With assistance from Josh Eidelson.To contact the authors of this story: Ryan Gallagher in London at email@example.comMark Bergen in San Francisco at firstname.lastname@example.orgTo contact the editor responsible for this story: Joshua Brustein at email@example.comFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
FT subscribers can click here to receive #techFT every day by email. Hong Kong protest tactics have come to mainland China. The spark? Huawei and the Chinese government’s alleged mistreatment of an ex-employee. ...
Amazon Alexa can now play podcasts from Apple, making Amazon's line of Echo devices the first third-party clients to support the Apple Podcasts service without using AirPlay. Before, this level of support was limited to Apple's HomePod. According to Amazon, the addition brings to Alexa devices Apple's library of more than 800,000 podcasts.
Amazon had a big week with government issues, a host of new deals and announcements at its annual conference and developments in India.
(Bloomberg) -- YouTube has signed up more than 800,000 subscribers for its paid services in India since debuting in March, according to people familiar with the matter, vaulting it past some competitors in one of the world’s fastest-growing media markets.The services have been growing faster than rival paid music offerings in India, including Spotify and local players Gaana and JioSaavn, according to the people, who asked not to be identified because the subscriber data hasn’t been released. Apple Music also competes in the market, but it’s been tight-lipped about its subscriber figures.Gaana, owned by Times Internet, has more than 1 million paid subscribers, according to a representative. But it’s been around for almost a decade and has more than 125 million monthly users, who mostly use the free version of the service.YouTube has long struggled to to gets users to pay for its services, especially since the company’s main website is synonymous with free videos. But the Google division has started to gain traction, and the numbers out of India suggest it’s having particular success in the world’s second-most-populous country.YouTube sells two paid services in India: YouTube Music Premium and YouTube Premium. The music service offers a library of songs on-demand, much like Spotify, as well as the ability to download tracks, listen to music without ads and play tunes while using other apps. YouTube Premium offers the traditional YouTube video service without ads -- and the ability to play clips offline. But music is the driving force behind YouTube’s appeal, especially in India.Bhushan Kumar, the Bollywood Boss Behind YouTube’s Top ChannelThe country has emerged as a battleground for online music services, which are eager to sign up users in a country with more than 1.3 billion people. Unlike China, where online media services are tightly controlled by the government, India offers a similarly massive population without the same level of regulation.Western companies such as Apple Music, Spotify and YouTube compete with local services, and will soon contend with Resso, a platform from Chinese tech giant ByteDance.ByteDance is testing Resso in India and Indonesia before rolling out a paid version of the app next year. ByteDance’s short-form video app TikTok has more than 200 million users in India, enough to be a real challenger to YouTube and Instagram.Major PresenceBut YouTube already has a big presence in India, giving it an edge as it tries to get subscribers to pay fees. More than 265 million people use the free YouTube service in the country, making it YouTube’s largest market. India is also home to the channel with the most subscribers, T-Series, the country’s largest record label. Google has plowed resources into India in its bid to find new internet users and markets.The growth is also notable because India isn’t typically hospitable to paid services. The country is one of the poorer major economies, making its average citizen very sensitive to price. The leading free music services, Gaana and JioSaavn, have tens of millions of users, but few paying subscribers.Representatives for Gaana and JioSaavn didn’t immediately respond to emails seeking comment.Netflix Inc., the world’s most popular paid online video service, has had to cut its price to compete in the country. It introduced a cheaper, mobile-only plan in India earlier this year and said this week it’s testing other pricing models.Netflix Is Spending $420 Million on Indian Content, CEO SaysYouTube has convinced people to pay by selling its service at a low price -- less than $2 a month -- and offering special features to subscribers. People who want to listen to music while not actively using the app -- a popular feature known as background listening -- must pay for it. The other apps offer background listening for free.Spotify has said that its Indian service has outperformed its expectations so far, though most of its growth has been from users of its free service.(Updates with Gaana subscriber figures in third paragraph.)\--With assistance from Ragini Saxena.To contact the reporter on this story: Lucas Shaw in Los Angeles at firstname.lastname@example.orgTo contact the editors responsible for this story: Nick Turner at email@example.com, Dave McCombsFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
(Bloomberg) -- Terms of Trade is a daily newsletter that untangles a world embroiled in trade wars. Sign up here. A possible truce in the U.S.-China trade war would offer a pre-holidays reprieve to companies like Apple Inc., Walmart Inc. and Hasbro Inc. that had been at risk of new tariffs on about $160 billion of Chinese-made consumer goods.With President Donald Trump agreeing to the first phase of a trade deal with China, according to people familiar with the matter, the U.S. will not impose duties scheduled to take effect on Sunday. The Trump administration has yet to make an official announcement.As the U.S. enters an election year, companies should have little reason to worry the threat of additional tariffs will reappear in 2020, according to Ian Bremmer, president of Eurasia Group.“Trump does not have a lot more ammunition in the run-up to elections to hit the Chinese on U.S. consumer durables,” Bremmer said in a Bloomberg Television interview. “Nobody believes we’re likely to see much escalation on the trade front from Trump toward the Chinese.”The proposed tariffs would have included popular items such as Made-in-China smartphones, tablets and laptops, and therefore would have delivered “a major gut punch” to Apple and semiconductor makers, according to Wedbush Securities analyst Dan Ives.The Dec. 15 tariffs would have also included a 10% duty on toys imported from China, a change that would have especially penalized Hasbro, which produces nearly 70% of its goods in the country. China’s exports of traditional toys to the U.S. last year totaled $7.2 billion, according to data from the China Toy and Juvenile Products Association, which organizes the China Toy Expo.Retailers like Walmart would have also been hit by the December tariffs, which the U.S. would have applied to footwear and apparel that had escaped earlier rounds of tariffs.To be sure, the two parties in the trade war are still far from a final peace deal. The U.S. already imposed a 15% import duty in September on the majority of Chinese-made shoes and clothing, providing more incentive for companies to move their sourcing to lower-cost alternatives such as Vietnam and Cambodia.The new truce won’t change that trend, according to Catherine Lim, a Bloomberg Intelligence analyst.“The ongoing shift away from China could continue to accelerate into next year even if an initial phase one deal is reached between the two countries,” she wrote in a report published Dec. 12.To contact the reporter on this story: Bruce Einhorn in Hong Kong at firstname.lastname@example.orgTo contact the editors responsible for this story: Emma O'Brien at email@example.com, Jeff Sutherland, Lisa DuFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
Apple has bought Spectral Edge, a Cambridge-based photography technology start-up, the tech giant confirmed on Friday. Spectral Edge, which was spun out of a University of East Anglia research lab in 2014, specialises in software that fuses together multiple versions of the same image to improve photo quality, including versions taken on the invisible infrared spectrum. Doing so typically introduces pixelation or distortions to a picture, but the start-up says it uses machine learning technology to eliminate these issues, producing usable photos.
GameStop (GME) shares plummeted over 15% at one-point Wednesday as Wall Street widely sold off the stock after it reported its rough Q3 financial results.
(Bloomberg) -- Terms of Trade is a daily newsletter that untangles a world embroiled in trade wars. Sign up here. Apple Inc. avoided 15% tariffs on its most important products, the iPhone, iPad and MacBooks, after U.S. President Donald Trump signed off on a trade deal with China.The new import duties were due to kick in Dec. 15 and could have added about $150 to the price of iPhones during the crucial holiday shopping season, according to Wedbush Securities analyst Dan Ives.“Trump delivered an early Christmas present to Apple,” Ives wrote in a note to investors following news of the trade deal. “If this tariff went through it would have been a major gut punch for semi players/Apple and could have thrown a major wrench into the supply chain and demand for the holiday season.”Holding product prices steady while swallowing additional tariffs would have cut Apple earnings per share by about 4% next year. If the company reacted by raising iPhone prices, demand would shrink 6% to 8% in 2020, Ives estimated.Apple already is paying duties on the Apple Watch, AirPods headphones, iMac desktop computer and HomePod speaker. Some of those levies may be rolled back. The deal presented to Trump on Thursday included a promise by the Chinese to buy more U.S. agricultural goods. Officials also discussed possible reductions of existing duties on Chinese products, according to people familiar with the matter.Although the Dec. 15 tariffs were averted, the broader trade war has exposed a weakness at the heart of Apple’s business. The world’s largest technology company relies on suppliers and manufacturing partners that are mostly based in China. Apple can’t quickly move production to other countries, so it has counted on a furious White House lobbying campaign this year, led by Chief Executive Officer Tim Cook, to protect its key products from tariffs.Cook met frequently with Trump this year, and even took criticism for standing beside the president as he blasted the media and House speaker Nancy Pelosi at a Mac Pro assembly facility in Texas last month.Trump said at that event that it isn’t fair for Apple to be taxed on iPhones built in China given that South Korean rival Samsung Electronics Co. wouldn’t have to pay the duties.“Cook has become so crucial in these ongoing China negotiations,“ Ives wrote on Thursday. Apple “more than any company out there has the most to lose if this tariff war does not see a truce going forward.”To contact the reporter on this story: Mark Gurman in Los Angeles at firstname.lastname@example.orgTo contact the editors responsible for this story: Tom Giles at email@example.com, Alistair Barr, Andrew PollackFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
(Bloomberg) -- Adobe Inc. reported sales that topped Wall Street estimates, signaling strong demand for the company’s creative and marketing software.Revenue was $2.99 billion in the fiscal fourth quarter, the San Jose, California-based company said Thursday in a statement. Analysts, on average, expected $2.97 billion.Adobe shares rose about 3% in extended trading after closing at $305.96 Thursday in New York. The stock has climbed 35% this year.Chief Executive Officer Shantanu Narayen is trying to maintain sales growth of at least 20% to convince investors Adobe is worth its lofty valuation. To do so, he’s making acquisitions, including VR business Oculus Medium this month, and investing in new products, such as Photoshop for Apple Inc.’s iPad.“Fiscal 2019 was a phenomenal year for Adobe as we exceeded $11 billion in revenue -- a significant milestone for the company,” Narayen said in prepared remarks for the company’s earnings call with analysts. “Our record revenue and EPS performance in 2019 makes us one of the largest, most diversified and profitable software companies in the world.”Despite the upbeat reception from investors, Adobe projected it will slip below the 20% growth threshold in fiscal 2020 with revenue of about $13.15 billion. Sales will increase 17% in the first half of the year, and 18% in the second half, Chief Financial Officer John Murphy said in the prepared remarks.“Adobe is about to become the first large cap software company in the SaaS era to decelerate below the 20% revenue growth threshold,” Canaccord analyst Richard Davis wrote in a note ahead of the report.In the fiscal fourth quarter, marketing software sales rose 24% to $859 million. Adobe said the unit will grow 15%, year-over-year, in the current quarter.Products from Marketo, a marketing company Adobe acquired in 2018, saw more momentum among mid-sized clients, Murphy said in the prepared remarks. Executives said in September that Adobe would invest more money to boost sales in the unit, which at that time wasn’t growing as fast as anticipated.Revenue from the creative and document cloud division, which includes Photoshop, climbed 22% to $2.08 billion in the quarter and is projected to increase 19% in the current period.(Updates with comments from CEO in the fifth paragraph.)To contact the reporter on this story: Nico Grant in San Francisco at firstname.lastname@example.orgTo contact the editors responsible for this story: Jillian Ward at email@example.com, Andrew Pollack, Molly SchuetzFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
Shares of Amazon (AMZN) have slipped 6% in the past six months, while the S&P 500 climbed 9%. So when will Wall Street and investors start to think about buying Amazon stock again?
(Bloomberg) -- Apple Inc. acquired a U.K.-based startup with technology that improves photos taken on smartphones.According to filings made public in the U.K. on Thursday, Apple corporate lawyer Peter Denwood was recently named a director of Cambridge, U.K.-based Spectral Edge Ltd., while the startup’s other advisers and board members were terminated.The documents show that Apple now controls Spectral. Similar filings in the past have revealed other startup acquisitions by the Cupertino, California-based tech giant, such as the purchase of digital marketing startup DataTiger earlier this year.A purchase price for Spectral Edge could not be ascertained. The startup said last year that it raised more than $5 million in funding.Apple didn’t respond to requests for comment. The U.S. company has opened offices in Cambridge in recent years to work on artificial intelligence for products like the Siri digital assistant.Spectral Edge uses a type of AI called machine learning to make smartphone pictures crisper, with more accurate colors. Its technology takes an infrared shot and blends it with a standard photo to improve the image.Photography has become a key differentiator in the smartphone market. Apple has rapidly added new camera features to the iPhone, including a triple-lens system in the iPhone 11 Pro earlier this year. It’s also planning to add a 3-D camera to iPhones next year for improved depth sensing and augmented reality.Spectral Edge’s technology could contribute to the AI Apple already uses in its Camera app by continuing to improve the quality of photos in low-light environments. The startup has said its technology can be applied via software or chips. Apple’s latest devices include custom processors that assist with picture taking.Apple’s purchase of the firm is one of several deals it has made this year, including buying Drive.ai’s self-driving car team and acquiring Intel Corp.’s smartphone modem business.To contact the reporter on this story: Mark Gurman in Los Angeles at firstname.lastname@example.orgTo contact the editors responsible for this story: Tom Giles at email@example.com, Alistair Barr, Andrew MartinFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
Given the huge success of Disney's streaming service, investors could tap the opportune moment with consumer ETFs having the largest exposure to this global media and entertainment company.
(Bloomberg) -- Apple Inc. has recently seen weak iPhone sales in China, according to Credit Suisse, adding to recent caution about the region.Shipments of the iPhone fell 35.4% on a year-over-year basis in November, “significantly lagging the 0.2% y/y increase in the broader Chinese smartphone market,” analyst Matthew Cabral wrote to clients, citing MIIT data. Cabral has a neutral rating and $221 price target on the stock.While monthly data is “volatile” and the timing of recent iPhone launches could be skewing comparisons, “the drop in November marks the second straight double digit decline.” This “sustained softness” is “an incremental concern,” although Credit Suisse is reluctant to extrapolate the trend to other regions.Shares of Apple fell as much as 1.3% on Thursday, though the stock pared those declines after President Donald Trump tweeted that the U.S. was “getting VERY close to a BIG DEAL with China.” Apple shares have been highly correlated to issues surrounding the U.S.-China trade war.Credit Suisse wrote that the lower-priced iPhone 11 was the most popular model, following similar commentary from KeyBanc Capital Markets about North America and Western Europe. The lower average selling price of this model “likely adds further pressure to Apple’s Greater China sales,” Credit Suisse wrote.The comments come after UBS wrote that “overall iPhone demand in China was down ~35% YoY in the month of November,” a trend that was “likely impacted” by the timing of model launches.“If we look at the data over the last five months, which normalizes the impact of launch timing, iPhone shipments are down 5% versus 3.3% overall market decline,” wrote analyst Timothy Arcuri in a note dated Dec. 11. UBS has a buy rating and $280 price target on Apple.Apple derived nearly 17% of its 2019 revenue from the greater China region, according to data compiled by Bloomberg. The iPhone accounted for nearly 55% of its total 2019 revenue.Earlier this week, Rosenblatt Securities wrote that Apple may cut production of its iPhone 11 Pro and iPhone 11 Max by about 25%, due to weaker demand for the two models.(Updates stock to market open in fourth paragraph, adds Trump tweet)To contact the reporter on this story: Ryan Vlastelica in New York at firstname.lastname@example.orgTo contact the editors responsible for this story: Catherine Larkin at email@example.com, Steven FrommFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
Tik Tok-parent ByteDance's new music app Resso is expected to challenge the dominance of Spotify (SPOT) and Apple in the music streaming space.
Dec.13 -- Wedbush Securities analyst Dan Ives and Bloomberg's Alistair Barr talk about how Apple will be impacted by the U.S. trade war deal with China. They appear on "Bloomberg Technology."