Goal-Line Stands Shape Notre Dame Season

Jonathan Daniel/Getty Images

Stopping Stanford's Stepfan Taylor (33) inside the 1-yard line in overtime was one of the biggest plays of the season for the Notre Dame defense.

FORT LAUDERDALE, Fla. — Two series. Those are what defined Notre Dame’s defense in this season of resurgence, as the Irish fought to an undefeated regular season and the Bowl Championship Series national title game against Alabama on Monday night.

Two series with that Notre Dame defense backed up near its goal line, protecting a single-digit lead. Two series in which a pair of opponents ran straight ahead, up the middle, close enough to the end zone to measure by feet, or inches. Two series that clinched two victories in the final minutes.

For all the reasons Notre Dame arrived back at the national championship — reasons like Coach Brian Kelly, quarterback Everett Golson and linebacker Manti Te’o — none proved as important or overlooked as the work the defense did when it was backed up near the end zone. Notre Dame stopped Stanford there in overtime, inside the 1-yard line. The Irish also turned back Southern California at the 1-yard-line in their regular-season finale.

Had either of those teams gained that single yard, Notre Dame’s magical season would have ended in a series of almosts: almost undefeated, almost bound for the B.C.S. title game.

Instead, Notre Dame highlighted the art of the goal-line stand, a sequence among the most straightforward and difficult in football. It did so, according to the defensive coordinator Bob Diaco, because of the consistency of its approach.

“The goal-line stands are a function of players knowing clearly exactly what to do, playing with whole heart, whole body, whole mind,” Diaco said. “No situation will be too much for us to take on, and no place on the field will we get discouraged, no matter where the ball is placed.”

That mentality carried Notre Dame through so many close games this season. It made the difference between a good team and a great one. It was a mind-set, Te’o said, that the Irish lacked in recent seasons.

Notre Dame’s ability to stop offenses near the end zone, combined with Alabama’s ability to score once its offense closed in, provided an important subplot before the title game. The Crimson Tide scored roughly 8 times out of every 10 times they advanced inside an opponent’s 20-yard line. The Fighting Irish allowed opponents inside the 20 only 33 times, and in those instances, they yielded a scant eight touchdowns.

This led Alabama players and coaches to laud the Notre Dame defense throughout the week before the championship game. The offensive coordinator Doug Nussmeier labeled the Fighting Irish’s front seven the best the Crimson Tide would see this season. Receiver Kevin Norwood even paid Notre Dame the ultimate compliment.

“They’re like an SEC defense,” he said, referring to Alabama’s league, the Southeastern Conference, known for its tough, physical, stout defenses.

For as long as teams have played football, the goal-line stand has proved to be a game-changer, a brute-force sequence, man against man, power against power, strength against strength, greatly shifting momentum from a team that is about to score to a team that refuses to yield points.

There is little technical artistry involved, the focus instead on simple concepts and difficult execution. Defensive linemen must get underneath the pads of their offensive counterparts, gain leverage and push the offense backward. This is known as setting a new line of scrimmage. Linebackers must fill the gaps behind the linemen. Cornerbacks must cover receivers, should an offense pass, or pinch inside from the edge, wary of a running back leaping over the pile.

The defense cannot expect officials to call many penalties that close, in crucial moments. The sheer mass of bodies in such a confined space makes that difficult, as do the stakes involved.

“It’s fight or flight,” Notre Dame safety Zeke Motta said. “You have to make this stop. There’s no other option. You dream of situations like this your whole life.”

Like Notre Dame’s moment against Stanford in October. The Irish led, 20-13, after they scored first in overtime. Stanford drove to the 4-yard line. Four times the Cardinal handed the ball to Stepfan Taylor. Four times Notre Dame stopped him short, although in the final instance, Taylor inched so close to the end zone that many think he actually scored.

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Year-end Wii U sales steady, says Nintendo chief

KYOTO (Reuters) – Nintendo Co Ltd‘s year-end sales of its Wii U games console were steady, though not as strong as when its Wii predecessor was first launched, the Japanese game maker’s top executive told Reuters on Monday.

The company, which grew from making playing cards in the late 19th century into the blockbuster Super Mario video game series, is pinning its hopes on the Wii U after posting a first operating loss last year, as gamers ditch console games to play on smartphones and tablets.

“At the end of the Christmas season, it wasn’t as though stores in the U.S. had no Wii U left in stock, as it was when Wii was first sold in that popular boom. But sales are not bad, and I feel it’s selling steadily,” Nintendo President Satoru Iwata said in an interview.

Iwata gave no details on sales or forecasts, but said Nintendo needed to focus on developing attractive software for its 3DS handheld device to draw new users, and increase Wii U sales as it battles competition from popular mobile devices. The Wii U carries video content from Netflix Inc and Hulu, and has a dedicated social gaming network called Miiverse, which allows users to interact and share games tips.

Nintendo said in October it aimed to sell 5.5 million Wii U devices by end-March. Wii U, the successor to the blockbuster Wii machine, went on sale in the United States on November 18. The company later said it sold more than 400,000 of the video game consoles in the first week.

Nintendo sold 638,339 Wii U consoles in Japan between December 8 and 30, according to data from game magazine publisher Enterbrain. The company has sold nearly 100 million of the original Wii units since its launch in 2006.

Rival Microsoft Corp sold more than 750,000 of its Xbox 360 console during the Black Friday week in November – one of the busiest U.S. consumer shopping periods of the year, beating sales of both Sony Corp’s

DOUBLE CHALLENGE

Iwata acknowledged the challenge of producing two Wii U models at the same time, as most customers wanted the premium package, which sold out quickly in many places, while there was a glut of the slightly cheaper Wii U model on store shelves.

“It was the first time Nintendo released two models of the game console at the same time … and I believe there was a challenge with balancing this. Specifically, inventory levels for the premium, deluxe package was unbalanced as many people wanted that version and couldn’t find it,” he said.

Iwata noted a weaker yen would have little impact on Nintendo’s profits this fiscal year, but would positively impact its foreign denominated assets.

Nintendo’s Osaka-listed shares earlier ended down nearly 2.1 percent on Monday at 8,980 yen, and have fallen 15 percent since the Wii U was launched.

(Editing by Ian Geoghegan)

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'Mary Poppins' to close on Broadway in the spring

NEW YORK (AP) — "Mary Poppins" is closing up its big umbrella on Broadway.

An official close to the show's producers said Monday that the 6-year-old musical will end performances in March at the New Amsterdam Theatre and eventually be replaced by a musical adapted from the film "Aladdin."

The official spoke to The Associated Press on condition of anonymity because he was not authorized to speak before the official announcement. The New York Post first reported the news, citing an anonymous source. A Disney representative did not immediately respond to a request for comment.

"Mary Poppins," co-produced by Disney and Cameron Mackintosh, is based both on the children's books by P.L. Travers and the 1964 movie starring Julie Andrews and Dick Van Dyke. It tells the story of the world's most practically perfect nanny in Edwardian London.

With a big cast, lavish sets and stunts that include Mary flying with her umbrella and Bert the chimney sweep tap dancing upside-down, the show was a hit after opening in 2006, two years after debuting in London.

The show is part of Disney Theatrical Productions' five big Broadway hits from seven attempts since 1994 — a profitable list that includes "The Lion King" and the more recent "Newsies." That's way above the 3-in-10 average recoupment of most Broadway shows. "Mary Poppins" routinely grosses over $1 million every week despite the presence of touring versions.

When it closes, it will have been performed 2,619 times and have been seen by more than 4 million people. It recouped its initial Broadway investment within a year, and has gone on to be among the top 10 grossing shows for the past six years and top five for attendance. It will rank as the 22nd longest-running show in Broadway history.

Its soon-to-be vacant home at the New Amsterdam Theatre will be taken by the musical "Aladdin," which has melodies by Alan Menken and lyrics by Howard Ashman and Tim Rice — the same team who created the animated film version that starred Robin Williams. The musical, with a book by Chad Beguelin, had its premiere in Seattle in summer 2011.

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Oil Sand Industry in Canada Tied to Higher Carcinogen Level

Todd Korol/Reuters

An oil sands mine Fort McMurray, Alberta.

OTTAWA — The development of Alberta’s oil sands has increased levels of cancer-causing compounds in surrounding lakes well beyond natural levels, Canadian researchers reported in a study released on Monday. And they said the contamination covered a wider area than had previously been believed.

For the study, financed by the Canadian government, the researchers set out to develop a historical record of the contamination, analyzing sediment dating back about 50 years from six small and shallow lakes north of Fort McMurray, Alberta, the center of the oil sands industry. Layers of the sediment were tested for deposits of polycyclic aromatic hydrocarbons, or PAHs, groups of chemicals associated with oil that in many cases have been found to cause cancer in humans after long-term exposure.

“One of the biggest challenges is that we lacked long-term data,” said John P. Smol, the paper’s lead author and a professor of biology at Queen’s University in Kingston, Ontario. “So some in industry have been saying that the pollution in the tar sands is natural, it’s always been there.”

The researchers found that to the contrary, the levels of those deposits have been steadily rising since large-scale oil sands production began in 1978.

Samples from one test site, the paper said, now show 2.5 to 23 times more PAHs in current sediment than in layers dating back to around 1960.

“We’re not saying these are poisonous ponds,” Professor Smol said. “But it’s going to get worse. It’s not too late but the trend is not looking good.” He said that the wilderness lakes studied by the group were now contaminated as much as lakes in urban centers.

The study is likely to provide further ammunition to critics of the industry, who already contend that oil extracted from Canada’s oil sands poses environmental hazards like toxic sludge ponds, greenhouse gas emissions and the destruction of boreal forests.

Battles are also under way over the proposed construction of the Keystone XL pipeline, which would move the oil down through the western United States and down to refineries along the Gulf Coast, or an alternative pipeline that would transport the oil from landlocked Alberta to British Columbia for export to Asia.

The researchers, who included scientists at Environment Canada’s aquatic contaminants research division, chose to test for PAHs because they had been the subject of earlier studies, including one published in 2009 that analyzed the distribution of the chemicals in snowfall north of Fort McMurray. That research drew criticism from the government of Alberta and others for failing to provide a historical baseline.

“Now we have the smoking gun,” Professor Smol said.

He said he was not surprised that the analysis found a rise in PAH deposits after the industrial development of the oil sands, “but we needed the data.” He said he had not entirely expected, however, to observe the effect at the most remote test site, a lake that is about 50 miles to the north.

Asked about the study, Adam Sweet, a spokesman for Peter Kent, Canada’s environment minister, emphasized in an e-mail that with the exception of one lake very close to the oil sands, the levels of contaminants measured by the researchers “did not exceed Canadian guidelines and were low compared to urban areas.”

He added that an environmental monitoring program for the region announced last February 2012 was put into effect “to address the very concerns raised by such studies” and to “provide an improved understanding of the long-term cumulative effects of oil sands development.”

Earlier research has suggested several different ways that the chemicals could spread. Most oil sand production involve large-scale open-bit mining. The chemicals may become wind-borne when giant excavators dig them up and then deposit them into 400-ton dump trucks.

Upgraders at some oil sands projects that separate the oil bitumen from its surrounding sand are believed to emit PAHs. And some scientists believe that vast ponds holding wastewater from that upgrading and from other oil sand processes may be leaking PAHs and other chemicals into downstream bodies of water.

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On the Road: T.S.A. Experiments With Behavior Screening

The Transportation Security Administration is taking another step back from its one-size-fits-all security screening that requires all airline passengers to remove their belts, shoes and coats at checkpoints.

The agency already makes some exceptions, including allowing some frequent travelers who have passed background checks to move more quickly through security — an E-ZPass, of sorts, called PreCheck for passengers traveling in the United States.

Now, the agency is testing a new behavior detection program where officers use on-the-spot observations and conversations with passengers to select some for the quicker pass through the checkpoint.

The program, which the T.S.A. calls “managed inclusion,” is being tested at airports in Indianapolis and Tampa, Fla. If the tests are successful, the agency plans to expand the program to more airports this year.

The idea is to selectively identify certain passengers who appear to pose no threat and invite them to use special lanes dedicated to the PreCheck program that the agency began in October 2011.

For several years, the T.S.A. has been looking for alternative screening methods to address public dissatisfaction with the current system. But one of those methods, behavior science, has its own critics, who warn of the potential for racial and ethnic profiling. Some critics also question whether the T.S.A. gives adequate training to its behavior detection officers. The officers had been receiving only four days of training, though the agency said recently it was expanding the program to provide “additional specialized training.”

One reason for the expanded program, the agency’s administrator, John S. Pistole, said, is to “make sure that the T.S.A. PreCheck lanes are being fully utilized” throughout the day, rather than just at peak hours. In a year-end report to employees, Mr. Pistole cited as an example what occurred at the Indianapolis airport on the day before Thanksgiving. Nearly a third of all passengers were chosen to go through a dedicated PreCheck lane, rather than the usual less than 5 percent, he said.

David Castelveter, a T.S.A. spokesman, explained how managed inclusion would work if the test phase was deemed successful. “As you are in the queue, behavior detection officers will be observing you, and if they feel that there is nothing that alarms them, you might be asked to come out of the queue, and invited to go through the PreCheck lane,” he said. Behavior detection officers, some with explosive-sniffing dogs, already routinely survey checkpoint lines.

Given the random nature of managed inclusion, there are no guarantees that anyone waiting in a regular checkpoint line will be invited to use one of the exclusive PreCheck lanes. “From time to time you might be pulled out of the line” and invited to use PreCheck, Mr. Castelveter said. Those passengers are able to keep their shoes on and their laptops in their cases, though they still have to go through metal detectors or body-imaging machines at the checkpoints. Their carry-ons are also still put through magnetometers.

It seems to me that the managed inclusion initiative is notable because it is based on the on-site judgment of behavior detection officers, rather than on the background checks that the PreCheck program requires.

Behavior detection officers use techniques familiar in some overseas airports, engaging passengers in casual conversation to look for suspicious behavioral clues.

But the Government Accountability Office has raised questions about the technique. In a 2010 report evaluating the T.S.A. behavior detection program, the G.A.O. cited a National Academy of Sciences study that said “a scientific consensus did not exist on whether behavioral detection principles could reliably be used for counterterrorism purposes.” The T.S.A. disputed that, saying the study did not specifically address airport security, and adding that it was conducting its own detailed research.

PreCheck, which is now at 35 airports in the United States, is still limited in scope. The T.S.A. said PreCheck was used five million times last year. It is open to high-frequency travelers selected by the five major airlines that so far participate — Delta, United, American, US Airways and Alaska. The T.S.A. is working with other domestic airlines to increase participation.

Once they are cleared in background checks, those invited passengers are eligible for boarding passes encoded to allow them to use PreCheck lanes. But randomness is deliberately built into PreCheck, so eligible passengers have no guarantee that they will be allowed to use a PreCheck lane on any given trip.

In addition to the high-frequency passengers selected by airlines, members of the Global Entry program of the Customs and Border Protection agency also are eligible for PreCheck. Global Entry costs $100 for five years and requires a background check and a personal interview. It provides expedited entry via an automated kiosk for airline passengers arriving from overseas, usually allowing them to avoid long lines at Customs and immigration.

I recently got a Global Entry card. The whole process, including the online questionnaire and the subsequent personal interview and fingerprinting at a Customs office, was easy to navigate. Enrollment information is at www.Globalentry.gov.

Managed inclusion, incidentally, is only one of several initiatives that Mr. Pistole has been proposing for this year to expand the population of so-called trusted travelers eligible for less intense checkpoint security. Security experts say that the more frequently people travel, the more “trusted” they become, since their travel patterns are easily determined. Of the roughly 640 million passengers who pass through T.S.A. checkpoints in a year, as many as 40 percent are frequent travelers, “the same people time and time again,” Mr. Pistole said.

Another possible initiative is what Mr. Pistole calls “Global Entry Light.” Details have not yet been worked out, but the basic idea is to adopt some aspects of the international traveler Global Entry program for domestic use by the T.S.A. At a lower enrollment fee, and perhaps with participation by private companies, Global Entry Light would offer expedited screening to qualifying domestic travelers who don’t also travel enough internationally to need the regular Global Entry.

That would be another part of the T.S.A.’s increasing effort this year to “move away from the one-size-fits-all construct” in airport screening and greatly expand the population of so-called trusted travelers eligible for PreCheck, Mr. Pistole said.

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Banks Win an Easing of Asset Rules

A group of top regulators and central bankers on Sunday gave banks around the world more time to meet new rules aimed at preventing financial crises, saying they wanted to avoid the possibility of damaging the economic recovery.

The rules are meant to make sure banks have enough liquid assets on hand to survive the kind of market chaos that followed the collapse of Lehman Brothers in 2008. Meeting in Basel, Switzerland, the committee, made up of bank regulators from 26 countries, also loosened the definition of liquid assets.

The decision marks the first time regulators have publicly backed away from the strict rules imposed by the Basel Committee in 2010. The easing takes some pressure off banks, which have complained that the new guidelines would throttle lending and hurt economic growth.

Mervyn A. King, governor of the Bank of England and chairman of the group, said there was no intent to go easier on lenders. “Nobody set out to make it stronger or weaker,” he said of the rules in a conference call with reporters, “but to make it more realistic.”

Still, the decision was a public concession from the authors of the so-called Basel III rules that the regulations could hurt growth if applied too rigorously. It was endorsed unanimously by participants, including Ben S. Bernanke, chairman of the Federal Reserve, and Mario Draghi, president of the European Central Bank.

The rules were drafted by the Basel Committee on Banking Supervision, named after the Swiss city where many of the discussions have taken place. The Basel rules are not binding on individual countries, but there is substantial international pressure for countries to comply.

Much of the debate so far has focused on increasing the amount of capital that banks hold in reserve to absorb losses. After Lehman’s collapse, trust among financial institutions evaporated and banks refused to lend to one another. Many banks discovered that they did not have enough cash or readily salable assets to meet short-term obligations. In some cases, banks that were otherwise solvent faced collapse.

The rules require banks to have enough cash or liquid assets on hand to survive a 30-day crisis, like a run on deposits or a credit rating downgrade. They will not take full effect on Jan. 1, 2015, as originally planned, but will be phased in more gradually and not take full effect until Jan. 1, 2019.

This so-called liquidity coverage ratio also defines what qualifies as liquid assets: the assets cannot be already pledged as collateral, for example, and they must be under the control of a bank’s central treasury, so it can act quickly to raise cash if needed.

On Sunday the central bankers and regulators broadened the definition of liquid assets. For example, banks will be allowed to use securities backed by mortgages to meet a portion of the requirement.

A large majority of big banks already meet the requirements, but some do not, Mr. King said. The decision reduces pressure on those banks to hold more cash or buy high-quality government bonds to meet the rules on liquid assets.

The panel said it was continuing to discuss another set of regulations aimed at preventing banks from becoming overly dependent on short-term funds. But it did not announce any new decisions Sunday.

Before the Lehman bankruptcy, some institutions made long-term loans using money borrowed for very short periods. The practice is a normal part of banking, but it can, if carried to extremes, make a bank vulnerable to market disruptions.

Depfa, an Irish bank owned by Hypo Real Estate of Germany, issued long-term loans to governments using money it borrowed in short-term money markets. The bank made a profit from the difference between what it could charge for the long-term loans and what it paid to borrow short term. But after Lehman collapsed, Depfa was no longer able to roll over its obligations by borrowing on international money markets. Its parent company required a taxpayer bailout to survive.

The new rules seek to ensure that banks have a variety of fund sources and are not overly dependent on one market or lender.

Although the Basel Committee drafts global banking rules, it is up to individual countries to write them into law. The United States has lagged countries including China, India and Saudi Arabia in putting the rules into force, according to an assessment by the Basel Committee in September. The American delay has led to some grumbling from other members.

Bank industry representatives have argued that stricter capital and liquidity requirements increase banks’ financing costs, which they must pass on to customers. One of the most vocal critics of the new regulations is the Institute of International Finance in Washington, whose members include many large American and European banks, including Goldman Sachs, Morgan Stanley and Deutsche Bank.

In October, the institute issued a report arguing that the rules would make banks less willing to issue longer-term loans or hold debt issued by smaller companies, whose bonds usually have lower credit ratings. The rules would also penalize banks in emerging countries, the institute said, because they have less access to low-risk assets.

Proponents of the new rules argue that banks will be able to raise money more cheaply if they are perceived as being less vulnerable, thus offsetting the cost of the new rules. They point out that American banks have generally recovered from the crisis more quickly than European banks because United States regulators forced them to raise new capital.

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Handset makers scurry to join Year of the Phablet

SINGAPORE/HONG KONG (Reuters) – Call it phablet, phonelet, tweener or super smartphone, but the clunky mobile phone – closer in size to a tablet than the smartphone of a couple of years back – is here to stay.

A surprise hit of 2012, it is drawing in more users, more handset makers and is shaping the way we consume content.

“We expect 2013 to be the year of the phablet,” said Neil Mawston, UK-based executive director of Strategy Analytics‘ global wireless practice.

While Samsung Electronics Co Ltd has blazed a trail with its once-mocked Galaxy Note devices, now other manufacturers are scurrying to catch up.

At this week’s Consumer Electronics Show in Las Vegas, Chinese telecommunications giants ZTE Corp and Huawei Technologies Co Ltd will launch their own.

ZTE, which collaborated with Italy’s designer Stefano Giovannoni for the Nubia phablet, is scheduled to launch its 5-inch Grand S, while Huawei brings out the Ascend Mate, sporting a whopping 6.1-inch screen, making it only slightly smaller than Amazon’s Kindle Fire tablet.

“Users have realized that a nearly 5-inch screen smartphone isn’t such a cumbersome device,” said Joshua Flood, senior analyst at ABI Research in Britain.

Driving the phablet’s shift to the mainstream is a confluence of trends. Users prefer larger screens because they are consuming more visual content on mobile devices than before, and using them less for voice calls – the phablet’s weak spot.

And as WiFi-only tablets become more popular, so has interest among commuters in devices that combine the best of both, while on the move.

According to the latest Ericsson Mobility Report, the monthly data traffic for every smartphone will rise fourfold between now and 2018 to 1,900 megabytes.

The upshot is a market for phablets that will quadruple in value to $ 135 billion in three years, according to Barclays. Shipments of gadgets that are 5 inches or bigger in screen size will surge by nearly nine-fold to 228 million during the same period, though estimates vary because no one can agree on where smartphones stop and phablets start.

But that’s the point, some say.

“I think phone size was a preconceived notion based on voice usage,” said John Berns, a Singapore-based executive who works in the information technology industry. He recently upgraded his Note for the newer Note 2 and bought another for his girlfriend for Christmas. “Smaller was better until phones got smart, became visual.”

Samsung has been both the engine and beneficiary. While other players shipped devices with larger screens earlier – Dell Inc launched its Streak in 2010 – it was only when the Korean behemoth launched the Galaxy Note in late 2011, with its 5.3-inch screen, that users took an interest.

“The Streak was launched at a time when 3-inch smartphones were standard and the leap to a 5-inch Streak was a jump too far for consumers,” says Strategy Analytics’ Mawston.

“The Galaxy Note was launched when 4-inch smartphones had become commonplace, and the leap to 5-inch was no longer such a chasm.”

THE BIGGER, THE BETTER

Since then Samsung has bet big on bigger: its updated Note has a 5.5-inch screen and its flagship Galaxy S3 – the best-selling smartphone in the third quarter of 2012 – has a screen that puts it in the phablet category for some analysts.

Samsung accounted for around three quarters of all phablets shipped last year, according to Barclays’ Taipei-based analyst Dale Gai.

Samsung’s marketing heft has paved the way for others. LG Electronics Inc accounted for 14 percent of shipments in the third quarter of last year, according to Strategy Analytics.

HTC Corp’s 5-inch Butterfly – called the Droid DNA in the United States – has been selling well in places where Samsung is less dominant, according to Taipei-based Yuanta Securities analyst Dennis Chan. The first batch sold out soon after its December launch in Taiwan.

“I don’t think we can say that Samsung invented phablets,” said Lv Qianhao, head of handset strategy at ZTE. “But it did do a lot to promote this product category, which helped create tremendous demand.”

Phablets are also proving popular in emerging markets.

A poll of nearly 5,000 readers of Yahoo’s Indonesian website chose Samsung’s Galaxy Note 2 as their favorite mobile phone of 2012, ahead of the iPhone 5.

Kristian Tjahjono, a technology journalist who posted the poll, said phablets were a natural fit for Indonesians who liked tablets but also liked making phone calls.

But while those in such markets who can afford them are going for the high-end devices, the door is opening for cheaper models. Tjahjono pointed to Lenovo’s 5-inch S880, which has a lower resolution screen and sells for about $ 250, which is around a third of the price of Galaxy Note 2.

SWEET SPOT

Falling component prices will add to demand. The total cost of an upper-end phablet, its bill of materials, will likely fall to 2,000 yuan ($ 323) this year, says Gai from Barclays, and will halve within two years.

“One thousand yuan is a very sweet spot for China,” he said.

India is also a fan.

Vivek Deshpande, who manages global strategy for Shenzhen-based mobile phone maker Zopo, says that while the Indian and Chinese markets are different, they both share a common appetite for aspirational devices: phones big enough for their owners to show off. This is changing the direction of lower end players.

“Zopo’s primary focus is now on phablets,” said Deshpande.

Even Samsung is pushing its own creation downmarket: In Las Vegas it will unveil the Galaxy Grand, a 5-inch device that lacks some of the resolution and muscle of its bigger brethren but will be aimed at markets like India. There is a version offering a dual SIM slot, a popular feature for those wanting to arbitrage cheaper call and data plans.

As phablets slide into the mainstream, handset makers are trying to find ways of differentiating.

As well as hiring Italian designer Giovannoni better known for his minimalist, sleek bathrooms, ZTE also came up with an onscreen keypad that inclines to one side of the screen, depending on whether the user is left- or right-handed.

Samsung, however, not only has first mover advantage, it can also build on its expertise in display.

Barclay’s Gai says Samsung is expected to introduce a thinner, unbreakable AMOLED screen which will leave room for bigger batteries.

“That will put Samsung in good stead to still dominate the market,” he said. Despite pressure in China, Gai estimates Samsung’s share of smartphones with 5-inch or larger screens to fall only from 73 percent in 2012 to 58 percent in 2016, which is still the lion’s share.

By then consumers will see the phablet for what it is, says Horace Dediu, a Finnish analyst who runs a technology blog asymco.com. Its rise is part of a wider march of computing power into wherever we reside – the living room, the train, bed or work.

“It makes sense that we’re moving towards a time where we are served not by a computer or a netbook or a phone, but rather that we have these screens scattered around and available for us to play with,” he said. “In a way the phablet is not a bulky phone but a very delicate computer.”

(Editing by Emily Kaiser)

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NBC execs say it's not a 'shoot-'em-up' network

PASADENA, Calif. (AP) — NBC executives said Sunday they are conscious about the amount of violence they air in the wake of real-life tragedies like the Connecticut school shooting, but have made no changes in what has gone on the air or what is planned.

NBC isn't a "shoot-'em-up" network, said network entertainment President Jennifer Salke.

The level of violence on television, in movies and video games has been looked at as a contributing factor — along with the availability of guns and a lack of mental health services — in incidents such as the Dec. 14 attack in a Newtown, Conn., school where 20 first-graders and six educators were killed.

Like many in Hollywood, NBC questioned a link between what is put on the air and what is happening in society.

"It weighs on all of us," said NBC Entertainment Chairman Robert Greenblatt. "Most of the people at this network have children and really care about the shows that we're putting out there. It's always something that's been on our mind but this brought it to the forefront."

NBC hasn't needed to take any tangible steps like minimizing violence in its programming or deemphasizing guns, Salke said, because NBC didn't have much violence on the air. It might be different "if we were the 'shoot-'em-up' network, she said.

She didn't name such a network, but said violence might be an issue on a network that airs many crime procedural shows. That's a staple of CBS' lineup. Greenblatt, who was head of Showtime when the "Dexter" series about a serial killer was developed, said CBS' "Criminal Minds" is "worse than 'Dexter' ever was."

Within an hour after both executives spoke, NBC showed reporters at a news conference highlights of its show "Revolution" that included a swordfight, a standoff between two men with guns, a bloodied man, a building blown up with a flying body and a gunfight.

Later clips of the upcoming series "Deception" featured several shots of a bloodied, dead body.

NBC also is developing a drama, "Hannibal," based on one of fiction's most indelible serial killers, Hannibal Lecter. An airtime for the show hasn't been scheduled, but it could come this spring or summer.

Salke said there is more violence in Fox's upcoming drama "The Following," also about a serial killer, than there will be in "Hannibal." Much of the violence in the upcoming NBC show, created by former "Heroes" producer Bryan Fuller, is implied and not gratuitous.

"We respect the talent and like what he is doing, so we are standing behind him," Salke said. She said there's been a spate of programs about creepy killers because they've been such indelible characters.

Greenblatt said he wasn't trying to be glib, but one of the best tonics for people upset about real-life violence is to watch an episode of NBC's "Parenthood." He said it's a great example of a family that loves each other and grapples with many issues.

"Ultimately, I think you feel good at the end of the day," he said.

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Drug-Testing Company Tied to N.C.A.A. Draws Criticism

KANSAS CITY, Mo. — A wall in one of the conference rooms at the National Center for Drug Free Sport displays magazine covers, each capturing a moment in the inglorious history of doping scandals in sports.

Steve Hebert for The New York Times

The National Center for Drug Free Sport, in Kansas City, Mo., tries to deter doping with programs for high school, college and professional leagues.

Monica Almeida/The New York Times

Don Catlin, formerly of U.C.L.A.’s Olympic Analytical Lab, has raised questions about drug testing at colleges.

The images show Ben Johnson, the sprinter who lost his 1988 Olympic gold medal after testing positive; and Barry Bonds, the tarnished home run king; and Lyle Alzado, one of the first pro football players to admit to steroid use.

“People always assume that it’s the athletes at the top of their sport or the top of their game that are using,” said Frank Uryasz, Drug Free Sport’s founder and president. “But I can assure you that’s not the case. There’s always that desire to be the best, to win. That permeates all level of sport — abuse where you just wouldn’t expect it.”

Over the past quarter-century, athletes like Johnson, Bonds and Alzado stirred widespread concern about doping in sports.

Professional leagues without drug-testing programs have put them in; leagues with drug-testing programs have strengthened them. Congress and medical experts have called on sports officials at all levels to treat doping like a scourge.

It was in this budding American culture of doping awareness that Uryasz found a niche business model. He has spent the past decade selling his company’s services to the country’s sports officials.

The company advises leagues and teams on what their testing protocols should look like — everything from what drugs to test for to how often athletes will be tested to what happens to the specimens after testing. It also handles the collection and testing of urine samples, often with the help of subcontractors.

Drug Free Sport provides drug-testing programs for high school, college and professional leagues.

A privately held company with fewer than 30 full-time employees, it counts among its clients Major League Baseball, the N.F.L., the N.B.A., the N.C.A.A. and about 300 individual college programs.

Many, if not all, of the players on the field Monday night for the Bowl Championship Series title game between Alabama and Notre Dame have participated in a drug-testing program engineered by Drug Free Sport.

Uryasz says his company’s programs provide substantial deterrents for athletes who might consider doping.

Critics, however, question how rigorous the company’s programs are. They say Drug Free Sport often fails to adhere to tenets of serious drug testing, like random, unannounced tests; collection of samples by trained, independent officials; and testing for a comprehensive list of recreational and performance-enhancing drugs.

The critics, pointing to a low rate of positive tests, question Drug Free Sport’s effectiveness at catching athletes who cheat. Since the company began running the N.C.A.A.’s drug-testing program in 1999, for example, the rate of positive tests has been no higher than 1 percent in any year — despite an N.C.A.A. survey of student-athletes that indicated at least 1 in 5 used marijuana, a banned substance. (The N.C.A.A. tests for marijuana at championship competitions but not in its year-round program.)

Uryasz said the rate of positive tests was not meaningful. “I don’t spend a lot of time on the percent positive as being an indicator of very much,” he said.

Independent doping experts contend that having a contract with Drug Free Sport allows sports officials to say they take testing seriously without enacting a truly stringent program.

Don Catlin, the former head of U.C.L.A.’s Olympic Analytical Lab, best known for breaking the Bay Area Laboratory Co-operative doping ring, oversaw the testing of many of Drug Free Sport’s urine samples when he was at U.C.L.A. He said the work by Drug Free Sport and similar companies could be used to mislead fans.

“The problem with these schools is they all want to say they’re doing drug testing, but they’re not really doing anything I would call drug testing,” he said.

A Company’s Origins

Uryasz said he became interested in working with student-athletes while tutoring them as an undergraduate at Nebraska. After he graduated, he earned an M.B.A. from Nebraska and worked in health care administration in Omaha. He said he heard about an opening at the N.C.A.A. through a friend.

Driven in part by scandals in professional sports, the N.C.A.A. voted at its 1986 annual convention to start a drug-testing program.

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Advertising: Ad Agency Goodby, Silverstein Opens a New York Office

AN advertising agency is rewriting a lyric of “New York, New York” to proclaim, “If I can make it anywhere, I’ll make it there.”

Goodby, Silverstein & Partners, a leading agency with headquarters in San Francisco, is opening an office in New York. The office, temporarily located at 7 World Trade Center, gives Goodby, Silverstein, which was founded in 1983, a New York presence for the first time.

It is the agency’s second office outside of San Francisco, after one in Detroit that opened in 2010 as Goodby, Silverstein, which is owned by the Omnicom Group, began creating campaigns for the Chevrolet division of General Motors.

Two senior executives have relocated from San Francisco to lead the New York office, which will employ 15 to 25 people. They are Christian Haas, 39, who becomes partner and executive creative director, and Nancy Reyes, 37, who becomes associate partner and managing director.

The agency is occupying the temporary space while its permanent location, 200 Varick Street at Houston Street, is being remodeled. Plans call for an opening in April.

The office opens with work from current clients like Comcast, Elizabeth Arden, Google and YouTube. Goodby, Silverstein’s other clients include Adobe, the California Milk Processor Board, Cisco, Frito-Lay, the National Basketball Association, Nestlé and Sonic. Ms. Reyes and Mr. Haas say they are eager to look for new business in New York with the help of the agency’s co-chairmen and creative directors, Jeff Goodby and Rich Silverstein.

In the “Mad Men” era, only a handful of American ad agencies with heavyweight creative credentials were located outside New York, a city so widely regarded as the heart of advertising that the phrase “Madison Avenue” became shorthand for the industry.

That changed in the 1970s as the business began to decentralize, partly because the dire financial and quality-of-life problems in New York led many talented executives to pursue careers elsewhere. Agencies like Goodby, Silverstein became known almost as much for not being in New York — opting instead for cities like Austin, Tex.; Boston; Los Angeles; Miami; Minneapolis; Portland, Ore.; Richmond, Va.; and San Francisco — as for the ads they created.

Some of those agencies eventually added New York outposts. Some opened in New York but later retreated, and some still eschew New York. But declining to take a bite out of the Big Apple is becoming less appealing, primarily because New York has overcome the perception issues that once cost it so dearly.

“We just lose so many people to New York,” Mr. Goodby said in a phone interview last week from San Francisco. “It’s crazy not to access that.”

The executives who founded agencies outside New York did so to “kindle a ‘creative shop’ feeling,” Mr. Goodby said: a feeling they did not believe they could cultivate in a city dominated by giant, tradition-minded agencies. “I don’t think Rich and I felt we needed a New York office,” he said. “In fact, it was more unique to not have one.”

In his presentations to prospective East Coast clients, Mr. Goodby normally includes a slide that addresses why the agency has its headquarters on the West Coast. It reads: “You call it distance. We call it perspective.”

“I think I’m going to ask to have that slide retired,” he said, laughing.

Goodby, Silverstein was started as Goodby, Berlin & Silverstein by three colleagues at Hal Riney & Partners in San Francisco. The third founder, Andy Berlin, left for New York in 1992, three months after Omnicom acquired the 62.5 percent of the agency that it had not already owned, and he has spent the rest of his career there.

There was talk then that Omnicom would transform the agency into its third worldwide network, joining DDB and BBDO, in an expansion that would start with the opening of an office in New York. But a year later, Omnicom bought TBWA International, now TBWA Worldwide, and made that its third network instead.

“San Francisco is so livable, but there’s nothing like New York,” Mr. Silverstein said in an interview last week in Midtown Manhattan, at which he was joined by Mr. Haas and Ms. Reyes. “It’s a cliché, but it’s true. Go East, young man, go East.”

The executives acknowledge the risks of the move. They do not want other agencies to conclude that Goodby, Silverstein is trying to ride in like the cavalry to rescue Madison Avenue. “There’s nothing wrong with what’s going on in New York,” Mr. Silverstein said. “New York doesn’t ‘need’ another ad agency.”

Likewise, Ms. Reyes said, “there’s nothing wrong with what’s going on at Goodby, Silverstein in San Francisco.”

What became clear was that Goodby, Silverstein was losing prospective employees to New York. It was “less about them saying, ‘I’ve got to go to that agency in New York,’ than, ‘I want to be in New York,’ ” Mr. Silverstein said.

In fact, he said, a major reason he and Mr. Goodby finally decided to open an office in New York was that Ms. Reyes and Mr. Haas had confided that they wanted to move there.

Mr. Haas has worked in São Paulo, Brazil, in addition to San Francisco, but he has never worked in New York. “São Paulo is, in a weird way, kind of like New York,” he said, but “the energy, the buzz” of New York are difficult to duplicate.

Ms. Reyes worked at New York agencies like D’Arcy Masius Benton & Bowles and Ogilvy & Mather before leaving in 2003 to join Goodby, Silverstein.

In the last decade, “we lost lots of people in San Francisco to New York,” she said. “We’ll call on them.”

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