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Synthetic drugs that use legal compounds but mimic the highs of everything from marijuana to cocaine are proliferating among do-it-yourself pharma labs across the country. Bad trips—and fatal side effects—are increasing, too

19832 syntheticdrugs26  01  600 The Big Business of Synthetic Highs

Jamie Chung for Bloomberg Businessweek

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19832 syntheticdrugs26  02  190 The Big Business of Synthetic Highs


19832 syntheticdrugs26  03  190 The Big Business of Synthetic Highs

 The Big Business of Synthetic Highs

It’s a Friday afternoon in April, and Wesley Upchurch, the 24-year-old owner of Pandora Potpourri, has arrived at his factory to fill some last-minute orders for the weekend. The factory is a cramped, unmarked garage bay adjoining an auto body shop in Columbia, Mo. What Upchurch and his one full-time employee, 21-year-old Jay Harness, are making is debatable, at least in their eyes. The finished product looks like crushed grass, comes in three-gram (.11ounce) packets, and sells for about $13 wholesale. Its key ingredient is a synthetic cannabinoid that mimics tetrahydrocannabinol (THC), the active ingredient in marijuana. Upchurch, however, insists his product is incense. “There are rogue players in this industry that make the business look bad for everyone,” Upchurch says. “We don’t want people smoking this.”

From the outside the place looks abandoned. The only sign of life is a lone security camera. Inside, two flags hang above a makeshift assembly line. One shows a coiled snake and reads “Don’t Tread On Me.” The other has a peace symbol. The work space consists of a long, foldout table containing a pile of lustrous, green vegetation, a pocket-calculator-size electronic scale, a stack of reflective, hot-pink Mylar foil packets, and a heat sealer. Each packet has the brand name, Bombay Breeze, and is decorated with a psychedelic logo featuring a cartoon elephant meditating among abstract-looking coils of smoke and stars.

Upchurch supervises as Harness weighs out portions of the crushed foliage, dumps it into a packet, and slides the top through the heating machine to create an airtight, tamper-proof seal. He finishes about a dozen in 10 minutes, topping off what they will need for their deliveries: two shipments of more than 1,000 packets each. Upchurch points to a disclaimer near the bottom right-hand corner of each package that reads, in all caps: “NOT FOR CONSUMPTION.” Says Upchurch: “That’s to discourage abuse.”

His protests and disclaimers to the contrary, Pandora is getting smoked—it’s being packed into bongs and reviewed on sites such as YouTube (GOOG)—for its ability to alter the mind. Like many others, Upchurch is repackaging experimental medical chemicals for mainstream store shelves, most often with some clever double-entendre in the branding. He says he sells about 41,000 packets a month, delivering directly to 50 stores around the country and shipping the rest to five other wholesalers, some of whom use Pandora’s products to create their own brands. Upchurch says he ships mostly in bulk orders for larger discounts. He projects his company will earn $2.5 million in revenue with $500,000 in profits this year, depending on what federal and state laws pass. “I think my business model is based less on charts than it is on guts, or something,” he says.

“Incense” such as Upchurch’s, along with “bath salts” and even “toilet bowl cleaner,” have been popping up at gas stations, convenience stores, “coffee shops” that don’t sell much coffee, and adult novelty stores. Today, Upchurch’s shipments—he uses UPS (UPS)—are headed to places called Jim’s Party Cabin in Junction City, Kan., and the Venus Adult Superstore, in Texarkana, Ark. Instate, Upchurch sells to Coffee Wonk, a coffee shop in downtown Kansas City, Mo. There, 28-year-old owner Micah Riggs writes the names of his offerings in multiple colors on a dry erase board near the register. The packets themselves are kept beneath the counter. While Riggs doesn’t mind his customers talking about how they will use the incense, he’s as circumspect about what he is actually selling as Upchurch. Nearly everything he says is in code. He’ll say things like, “Is this your first foray?” and “There are different potencies of aroma.”

Customers report different reasons for trying Riggs’s products. Some say they need to pass a drug test; synthetics do not show up in standard tests. Others are businessmen in khakis who like the idea of buying from someone they trust. Riggs claims to sell mostly to the military, soccer moms, teachers, and lots of firefighters. “I don’t tell people what to do with it,” Riggs says. “This is a marketer’s dream. I underpromise and it overdelivers.”

 
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June 15, 2011, 7:10 PM EDT

By Dan Levy

(Updates Pandora share price in sixth paragraph.)

June 15 (Bloomberg) — A surge in wealth from technology stock sales and initial public offerings is spilling into the Silicon Valley real estate market as newly rich workers bid up home values in suburban cities south of San Francisco.

The median price of single-family houses sold in Palo Alto, home of Facebook Inc., climbed 20 percent in May from a year earlier to $1.63 million, the biggest jump since 2008, according to preliminary figures from research company DataQuick. In Mountain View, the base of LinkedIn Corp., prices rose 3.1 percent to $957,500, the ninth year-over-year gain in 12 months.

The advances are defying a U.S. housing slump that has sent national values to an eight-year low. Share sales such as the IPO of LinkedIn — which doubled on its first day of trading — and an expected offering from Facebook will fuel a boom in some Silicon Valley cities into 2013, said Kenneth Rosen, an economist at the University of California, Berkeley.

“It’s just the beginning of the story and I suspect we’ll see an explosion in the next couple years,” Rosen, chairman of the school’s Fisher Center for Real Estate and Urban Economics, said in a telephone interview. “You’ve got young people with real money, and it’s not surprising they want to have a house.”

IPO Filings

Almost 300 companies have filed for IPOs in 2011, the most for any year during the same period since 2000, and more than 10 percent of those are in California, according to data compiled by Bloomberg. Silicon Valley is the U.S. hub for early-stage companies, receiving almost 40 percent of the $23.3 billion in venture-firm investments last year, estimates from the National Venture Capital Association show.

Pandora Media Inc. climbed 8.9 percent today as shares began trading on the New York Stock Exchange. The online radio company, based about 35 miles (56 kilometers) north of Silicon Valley in Oakland, raised $234.9 million in its IPO. Shares were priced at $16, above the expected $10 to $12 range.

The real estate gains in Silicon Valley, located primarily in the San Jose metropolitan area, are mostly occurring in towns where million-dollar values are already the norm. The median price in Cupertino gained 12 percent last month from May 2010 to $1.08 million, and values in Saratoga rose 4.7 percent to $1.62 million, according to San Diego-based DataQuick.

U.S. Price Declines

Housing in much of the rest of the nation is struggling as foreclosures and unemployment of more than 9 percent weigh on consumer sentiment. Home prices in 20 U.S. cities dropped 3.6 percent in March from a year earlier to the lowest since 2003, according to the SP/Case-Shiller index of property values. The measure has declined 33 percent from its 2006 peak.

In Palo Alto, traffic at home showings has tripled in the last three weeks, with the average age of potential buyers dropping from about 50 to the mid-30s, said Daniel Siciliano, an associate dean at Stanford Law School who attends the tours because he’s in the market for a bigger house.

“People at startups have a lot of pent-up demand and tend to spend a portion of their new liquidity pretty quickly,” Siciliano said of his newfound competition for residential real estate. “They want to manifest their wealth.”

Past Silicon Valley property booms started in Palo Alto, adjacent to the Stanford campus, and Cupertino, home of Apple Inc., because of those institutional links and their coveted public schools, said Stephen Levy, director of the Center for Continuing Study of the California Economy in Palo Alto. Buyers from China have also been drawn by education resources in prestige valley locations and pushed up demand.

‘Happening Place’

“We’re a happening place because of the university and a lot of the folks that have been buying are relatively young,” said Levy, who has viewed downtown condominiums selling for double what he paid in 2005. “We have the best train service to San Francisco. I can be downtown in 35 minutes.”

Sean Scott, head of sales for Redwood City-based software firm Ingenuity Systems Inc., looked at a four-bedroom, two-bath home in Palo Alto last month priced at $1.8 million. The house has “soaring ceilings and generous living spaces,” two patios and a “lush backyard garden,” according to a marketing flyer.

A sale is pending for more than 20 percent above the asking price, or at least $2.2 million, after five bids were received, said Denise Simons, the listing agent at Alain Pinel Realtors.

“The market seems to be returning to the crazy days and the question is whether or not it is a false recovery or a sustained recovery,” Scott said in an e-mail after viewing two more homes at $1.25 million or more, and declining to make any offers. “I suspect that it is a sustained recovery, given the planned liquidity events with social-networking companies.”

Facebook IPO

Speculation that Facebook will go public in the next year is mounting even as the world’s largest social-media site remains silent about its plans. The company may have an IPO in the first quarter of 2012 with a valuation as high as $100 billion, cable channel CNBC reported June 13, citing people familiar with the matter.

Some investors have already cashed in equity in their companies through private share sales, boosting Silicon Valley housing demand and contributing to price gains, Rosen said. Stakes in closely held firms can be sold on secondary exchanges such as SharesPost Inc., which connects buyers and sellers. The exchange values Facebook at almost $53 billion.

Shares granted to employees of public companies can’t be sold until 180 days after the IPO, under U.S. securities rules.

New Millionaires

“You will probably see hundreds, if not thousands, of newly minted millionaires in the next two or three years,” said Steve Eskenazi, a tech investor in Hillsborough, north of Palo Alto, where the minimum lot size is a half acre (0.2 hectare). He sold his portion of an online advertising network to Sunnyvale-based Yahoo! Inc. in 2007.

“Most people in their 20s who find themselves millionaires feel it’s their inalienable right to buy real estate, and they’re typically not price sensitive,” Eskenazi said.

Facebook founder Mark Zuckerberg, 27, bought a house this year in Palo Alto, said Larry Yu, a company spokesman. He declined to disclose details. Zuckerberg paid $7 million for a 5,000-square-foot (465-square-meter), seven-bedroom home in a “leafy and affluent” neighborhood, the San Jose Mercury News reported May 5, without saying where it got the information.

The purchase was made before Facebook’s scheduled move to Menlo Park, just north of Palo Alto.

15 Miles

As more firms go public and workers cash in shares, real estate within 15 miles of the office will climb, said Rosen, who gave a presentation at Google Inc.’s Mountain View headquarters before the company’s 2004 IPO to educate employees on housing. Sales are usually concentrated in the “middle to upper end,” he said.

In Cupertino, about 12 miles from Palo Alto, a three- bedroom home listed for $908,000 got more than a dozen offers and sold for $950,000 on June 8, said Albert Kao, an agent at Giant Realty Inc. in the city. The prior owner, who bought the property in 2002, decided to sell after her children graduated from the public schools. She made a $290,000 profit before commissions, Kao said.

Lower-priced areas are still struggling with weak demand. In all of Santa Clara County, which encompasses some Silicon Valley cities, prices decreased 5.1 percent in May from a year earlier to $498,000 as distressed sales pulled values down in the broader market, DataQuick said in a report today. The drop was smaller than in the rest of the San Francisco Bay area, with the nine-county median in the region tumbling 9.3 percent.

Groupon, Zynga

Groupon Inc., an online coupon provider based in Chicago, filed for an initial share sale June 2 and is hiring engineers in California, according to its website. As early as March, Groupon was in talks with bankers about an IPO that would value the company at as much as $25 billion, two people familiar with the matter said at the time.

Zynga Inc. of San Francisco, the largest maker of games for Facebook and valued at $8.8 billion on SharesPost, may file for an IPO by the end of the month, a person with knowledge of the matter said June 3.

Those firms are among the companies that will help Silicon Valley grow by about 20,000 workers in 2011, said Levy, the California economist. Software publishers and Web portals accounted for 5,600 of the 13,400 jobs added in the year through April in the San Jose metropolitan area, according to the California Employment Development Department.

“We’re at the beginnings of an expansion of the job base,” said Levy. “There will be a lot of hiring.”

Simons, the agent for the four-bedroom Palo Alto home, said there were five “excellent” offers for the 2,257-square-foot residence. It was constructed in 1973 by California developer Joseph Eichler, who built thousands of “progressive” tract houses in middle-class neighborhoods, according to a website devoted to the properties.

“There are people who want to get in and they’re willing to pay,” Simons said outside the home, which was repainted, landscaped and staged with furniture before the public showings. “We’re just starting to see the market come back.”

–With assistance from Ari Levy, Emily Chang, Douglas MacMillan, and Nick Turner in San Francisco and Jeff Green and Lee Spears in New York. Editors: Kara Wetzel, Daniel Taub

To contact the reporter on this story: Dan Levy in San Francisco at dlevy13@bloomberg.net

To contact the editor responsible for this story: Kara Wetzel at kwetzel@bloomberg.net

 
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Betting on internal growth, it wants to persuade more people in more places to use its brands

fc11f 1125 mz comp21 proctergamble P&G: Growth from Within

In India, only half of men shave at home, something PG hopes to change YouTube

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fc11f thumb mz 1125 comp21 proctergamble P&G: Growth from Within

YouTube (5)

 P&G: Growth from Within

Every Monday morning, Procter Gamble (PG) Chief Executive Officer Bob McDonald gathers with a half dozen executives around a football-shaped table at company headquarters in Cincinnati. He and his team gaze up at a 360-degree digital map of the world and plot their next moves. Red areas of the map signal regions where PG is being challenged by Unilever, Kimberly-Clark (KMB), and others. Areas where the company is meeting or beating goals are highlighted in green.

McDonald, a graduate of the U.S. Military Academy at West Point, is crafting PG’s strategy as he would a military campaign. After taking PG’s helm two years ago, McDonald, 57, bet he could build the consumer-products giant the hard way—by systematically converting more of the world’s people into PG customers. Unlike his predecessor, A.G. Lafley, who spent $57 billion in 2005 to acquire Gillette—which last year accounted for more than 10 percent of PG’s $78.9 billion in revenue—McDonald isn’t hunting for a big acquisition. Instead, he’s counting on myriad extensions of existing brands. That means persuading men in India to shave with disposable razors, convincing African women of the benefits of Western feminine hygiene products, and selling more teeth whiteners to Americans.

“It’s my and other executives’ responsibility to figure out how to get our growth goals without an acquisition,” says McDonald, who spent eight of his 31 years at PG working in Asia, with additional postings in Canada and Europe. “If one comes along, it’s serendipitous.” Still, he says the bar would be high. “We have so much opportunity that, any acquisition that would come along, we’ve got to measure the value of that acquisition against, for example, [the potential of] entering oral care in Brazil.”

That’s why McDonald has adopted a plan of “serving more customers in more parts of the world at both higher and lower price tiers.” To do this, McDonald walks the aisles of drugstores and supermarkets as he travels around the world to make sure PG products are prominently displayed. He regularly e-mails the company’s largest retail customers, whether in Boston or Bangalore, as well as ordinary shoppers. And he endlessly analyzes data gleaned from PG’s proprietary computerized marketing information systems, which can crunch up to 10,000 scenarios simultaneously and predict, say, whether premium-priced diapers will be a bust in Morocco or the impact a toothpaste promotion could have in Brazil.

McDonald’s focus on internal growth carries plenty of risks. First, PG’s sheer size means it needs a massive flow of new sales—more than the total revenue of competitor Church Dwight (CHD), maker of Arm Hammer products—just to achieve the 4 percent sales growth analysts forecast for this year. The current strategy of expanding further into markets outside the U.S.—already the source of 60 percent of PG sales—also means the company will have a harder time increasing profits because its foreign margins are lower than those for its American businesses. That’s why some investors worry that McDonald’s organic growth focus may not be sufficient to jog the company’s stock price, which now hovers around $65 a share, well below the $73 mark it hit in December 2007.

“We haven’t seen an obvious short-term catalyst that would help them blast through,” says Peter Kwiatkowski, a portfolio manager at Fifth Third Asset Management, which owns 1.9 million PG shares. “It’s difficult at this point to say, ‘Wow, this is going to move the needle.’ ”

 
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Published 13th June 2011
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The clear front-runner to lead the International Monetary Fund is smart, polished, and a welcome relief after the Strauss-Kahn scandal. Is she up to the challenge?

cac3c 1125 mz  64  lagarde Is Christine Lagarde Right for the IMF?

Lagarde on the carpet in her Paris office Lionel Charrier/MYOP

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Potential Challengers for IMF Chief Bloomberg (3)

 Is Christine Lagarde Right for the IMF?

Things were unraveling fast as the council of European finance ministers rushed to Brussels on the afternoon of Sunday, May 9, 2010, to try to rescue the euro. The previous week, global markets had plunged on fears that Greece’s sovereign debt crisis could spread to other euro zone countries, exposing already weakened banks to possible defaults. With Asian trading set to open in a few hours, the ministers were under pressure to act quickly to avoid a panic sell-off of Europe’s common currency. Then, just as council Chairwoman Elena Salgado of Spain was calling the meeting to order in a cavernous hall buzzing with ministers, aides, and translators, more bad news arrived: Wolfgang Schaeuble of Germany, Europe’s biggest economy and a key player in the talks, had fallen ill and been hospitalized. The Germans were sending a replacement, who wouldn’t arrive for more than an hour. Christine Lagarde, the French finance minister, called for a recess, then withdrew to a private office down the hall.

If ever there was a moment for Lagarde to show how she might handle a crisis as head of the International Monetary Fund, this was it. For the next several hours, her temporary office became the hub of global negotiations that produced an unprecedented trillion-dollar rescue package for the euro. Seated on a couch, Lagarde juggled dozens of phone calls from government officials, according to an aide who did not wish to be identified. Among them was a conference call with U.S. Treasury Secretary Timothy F. Geithner and other non-European finance ministers. Every 30 minutes or so, Lagarde dialed in to Basel, Switzerland, where European central bankers and IMF Chief Dominique Strauss-Kahn had gathered. When Schaeuble’s sub, Interior Minister Thomas de Maizière, landed in Brussels, he came to Lagarde’s office to brief her on Germany’s position. Others drifted in and out, including Salgado and Olli Rehn, the European Union Commissioner for Monetary Affairs. Occasionally, Lagarde took people aside for one-on-one chats.

By 2 a.m., consensus had formed around a plan to backstop troubled euro zone economies by issuing bonds guaranteed by the 16 euro zone members as well as other EU countries and the IMF. As day broke in Asia, stock and bond markets rose after the ministers released a communiqué detailing the plan. Despite her outward composure during the talks, Lagarde admitted to Bloomberg News later that she had been frightened the euro might collapse. “I felt like, ‘Oh my God, it could all go down the tubes.’”

Lagarde’s role that night helps explain why she’s now the leading candidate for one of the most important jobs in global economic policy. By June 30, the IMF is expected to name a replacement for Strauss-Kahn, who resigned on May 18 to defend himself against charges of sexually assaulting a New York hotel maid. Lagarde appears to be the one to beat, though critics say it’s time the IMF named a leader from an emerging-market country. Among those who have expressed interest are Agustin Carstens, Mexico’s central bank governor, as well as Trevor Manuel, a former finance minister of South Africa, and Grigoriy Marchenko, the central bank governor of Kazakhstan. So far, none has gained traction, while European leaders have rallied around Lagarde, 55, who announced her candidacy in Paris on May 25. “She has what it takes,” British Prime Minister David Cameron said on May 27.

People take note when Lagarde walks into a room. At six feet tall, she’s an imposing figure who favors well-cut suits, speaks perfect English, and boasts negotiating skills honed during 24 years as a corporate lawyer, six of them as chairman of Baker McKenzie, an international law firm, in Chicago. Sometimes she can be glimpsed doing leg lifts and ankle flexes under the conference table, a reminder that she is a former champion synchronized swimmer who stays in shape by doing laps and yoga.

 
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June 07, 2011, 3:49 AM EDT

By Adam Satariano and Peter Burrows

(Updates with German trading in 17th paragraph.)

June 7 (Bloomberg) — Apple Inc. Chief Executive Officer Steve Jobs, by introducing a service that shares files across different Internet-linked devices, takes another step toward sidelining the personal-computer industry he pioneered.

Jobs, who helped popularize home computers with the Apple II and the Mac in the 1970s and ‘80s, is counting on the new iCloud product to let users synchronize and access data on Apple devices and Windows PCs running iTunes.

Jobs aims to make Apple the center of consumers’ digital lives, further decreasing dependence on Microsoft Corp.’s once- dominant Windows software and Hewlett-Packard Co.’s market- leading PCs. With iCloud, files will be stored by Apple in remote data centers — known as the “cloud” in technology parlance — and automatically synchronize. That means the same content is available from any Apple gadget, without it cluttering up users’ hard drives.

“The PC will be the most visible casualty of the cloud revolution,” said Steve Perlman, a former Apple engineer and the CEO of online game company OnLive Inc. “Apple knows it.”

Apple is trying to parlay the success of the iPhone and iPad into the leading role in the “post-PC” era. Already, customers have bought 25 million iPad tablets, eating into PC sales. Both Microsoft and Hewlett-Packard disappointed investors with their earnings last quarter, hurt in part by tablets weighing on the industry.

‘Demote the PC’

In all, Apple has sold more than 200 million iOS devices, a category that includes the iPad, iPhone and iPod Touch, the Cupertino, California-based company said yesterday when it unveiled iCloud. Apple’s App Store now has more than 425,000 applications that work with iOS.

“We’re going to demote the PC and the Mac to just be a device — just like an iPad, an iPhone or an iPod Touch,” Jobs, dressed in a black sweater and jeans, said yesterday. “We’re going to move the hub of your digital life to the cloud.”

Apple recently completed a $1 billion data center in North Carolina that will serve as the backbone of the iCloud service. It will help devices synchronize calendar items, contacts, mail, iTunes songs, photos, apps and other files.

“If you don’t think we’re serious about this, you’re wrong,” Jobs said while showing pictures of the data center. Yesterday’s event marked Jobs’s second public appearance of 2011. Though he has been on medical leave since Jan. 17, Jobs remains involved in Apple’s decision making. His absence is the third since 2004 as he copes with a rare form of cancer.

Amazon, Google

In racing to the cloud, Apple is competing with Amazon.com Inc., the biggest online retailer, and Google Inc.’s Android software, which runs rival smartphones and tablet computers.

Amazon is the top seller of e-books, and offers its own cloud service. Google’s Android, meanwhile, runs smartphones from Samsung Electronics Co., HTC Corp. and Motorola Mobility Holdings Inc. Android accounted for 36 percent of smartphone sales in the first quarter of 2011, compared with 17 percent for iPhone, according to Gartner Inc.

A major piece of Apple’s effort to dislodge the PC is eliminating the need for customers to plug their devices into a computer for updates. With the software upgrades announced by Apple yesterday, devices will synchronize wirelessly. For example, a picture that’s taken with an iPhone will become immediately available to view on an iPad or Mac.

“Keeping these devices in sync is driving us crazy,” Jobs said yesterday.

Closed Ecosystem

The various Internet services Jobs introduced will only work with Apple’s mobile devices. That improves the chance customers will stay within its ecosystem of gadgets and services, said Gene Munster, an analyst for Piper Jaffray Cos. in Minneapolis.

“Apple is increasing the likelihood that consumers buy multiple Apple devices,” he said in a note to clients.

At the same time, Apple’s closed approach presents an opportunity for rivals, including Google and online file-storage service Dropbox Inc., said Marc Benioff, CEO of Salesforce.com Inc. in San Francisco, which offers cloud services to businesses. Those competitors can offer services that will work with different platforms, not just Apple’s, he said.

Apple fell $5.40, or 1.6 percent, to $338.04 yesterday on the Nasdaq Stock Market, mirroring a broader decline in the markets. The shares have climbed 4.8 percent this year. Today, the stock dropped 0.7 percent to the equivalent of $339.58 in German trading as of 9:14 a.m. in Frankfurt.

As part of iCloud, Apple introduced a $24.99 music feature called iTunes Match that will scan every song in users’ libraries and match it with a copy in the cloud. That means customers don’t have to upload all their music song by song — a requirement on services introduced by Google and Amazon.

Free Download

ICloud will be available as a free download when Apple releases the new version of iOS this fall. The feature will include 5 gigabytes of free storage for users’ files, plus unlimited room for purchased apps and books, and recent photos.

The new version of iOS will come with a notification system to alert users when they get text messages and updates from applications such as Facebook. It also will make it easier to see Web articles and save them for future reading.

A new Twitter Inc. partnership will help users access the social-networking service and post photos. And a feature called Newsstand lets customers purchase and organize newspaper and magazine subscriptions for the iPad and iPhone.

New Features

Apple also is adding 250 new features to the Mac OS X Lion software, including more touch-control options and a service called AirDrop that shares files over Wi-Fi. The Lion operating system will be available for downloading in July for $29.99.

The company’s earlier foray into Web-based services, MobileMe, got off to a slow start, dogged by breakdowns, including one that kept users from sending or receiving e-mails. MobileMe, with a $99 annual subscription fee, eventually gained 3 million users, according to Forrester Research Inc. That’s a fraction of the potential customer base for iCloud.

“We learned a lot,” Jobs said yesterday. MobileMe “wasn’t our finest hour.”

–Editors: Nick Turner, Lisa Rapaport

To contact the reporters on this story: Adam Satariano in San Francisco at asatariano1@bloomberg.net; Peter Burrows in San Francisco at pburrows@bloomberg.net

To contact the editor responsible for this story: Tom Giles at tgiles5@bloomberg.net

 
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