Google Phone Pricing Leaked: $530 unlocked, $180 on T-mobile
December 30, 2009
tipster just sent in these Nexus One screenshots that supposedly confirms two things: that Google will sell it unlocked and unsubsidized for $530, and that Google will sell it by themselves. Plus, some other very interesting details.
Some of the most important bits of info we extracted (assuming the tipster is accurate, and it seems like he is). Oh, and take a look at our hands on with the device in case you haven’t familiarized yourself with it yet.
• If you want it subsidized, you’ll have to sign up for a 2 year mandatory contract and pay $180 for the phone
• There’s only one rate plan: $39.99 Even More + Text + Web for $79.99 total
• Existing customers cannot keep their plan if they want a subsidized phone; they have to change to the one plan, and this only applies to accounts with one single line
• If that doesn’t fly with you, you have to buy the $530 unlocked version—this actually might save you money over two years if you already have a cheap plan
• Family plans, Flexpay, SmartAccess and KidConnect subscribers must buy the phone unlocked and unsubsidized for $530
• You can only buy five Nexus One phones per Google account
• There is language in the agreement of shipping outside the US
• Google will sell it at google.com/phone, which explains what they were doing with that page a few weeks ago
• Google will still call it the Nexus One apparently, and not the Google Phone
And here is a big one:
• If you cancel your plan before 120 days, you have to pay the subsidy difference between what you paid and the unsubsidized price, so $350 in this case. Or you can return the phone to Google. You also authorize them to charge this directly to your credit card.
One weirdness in the Terms of Sale that we quickly glanced through was that Google made sure you acknowledged that the manufacturer is HTC, and not Google.
SOURCE: Business Insider
Top 10 mobile phones of 2009 revealed
December 28, 2009
With Google Android, HTC has Surged
December 23, 2009
Taiwanese smartphone maker HTC is surging. This year alone, the company has released five Android handsets. Its next phone, the HTC Nexus One, aka the Googlephone, is among the most anticipated devices of 2010.
Just about a decade old, HTC looks like it has potential to pull ahead of much older and larger rivals such as Samsung and LG in worldwide phone market share. While the older companies’ strength lies is in now-declining “feature phones,” or inexpensive, less-capable handsets, HTC’s bet on the booming smartphone business is giving it a major boost. It has also acquired a powerful godfather in Google, the Goliath whose attention is now captivated by the mobile phone business and whose chosen partner is HTC.
“We have covered a distance in the last three years that many other companies haven’t in ten,” says John Wang, chief marketing officer for HTC.
About one in six smartphones in the United States in 2008 was a HTC phone, according to Neilsen Mobile. And with a slew of new handsets and a clever bet on Android, HTC is now the fourth biggest smartphone maker, after Nokia, Research In Motion and Apple.
“HTC got into bed very, very early with Google and that has helped them,” says Avi Greengart, research director for mobile devices at Current Analysis.
HTC has risen to prominence rapidly because it is young, ambitious and unencumbered by the legacy technology and old business that slow down its peers. Founded in 1997, HTC has always focused on designing and manufacturing smartphones — multifunctional devices with powerful processors — rather than inexpensive flip phones.
Placing the right bets
But it’s Android, the Google-designed open source operating system, that turned HTC from a boutique OEM (original equipment manufacturer, or contract manufacturer) into a mobile powerhouse. Over the last decade, HTC’s CEO Peter Chou has quietly networked to build a fat Rolodex and strong relationships with some of the most powerful names in the industry. Android creator Andy Rubin was one of them. Rubin’s company Danger had created the Sidekick, an extremely popular phone on the T-Mobile network. Chou’s HTC would later produce a similar phone called the MDA for T-Mobile.
In 2003, Rubin founded Android, a stealth startup whose mission was little known beyond the fact that it would create software for mobile phones. But Chou and Rubin were already talking. In 2005, Google acquired Android. As the new operating system began to take shape, HTC seemed like a good partner for the hardware.
HTC at a Glance
Employees: 9,353 (at the end of 2008, up 45.5 percent from previous year)
Headquarters: Taiwan
Founder and chairman: Cher Wang
CEO: Peter Chou
Revenue: $1.05 billion at the end of the third quarter 2009, a 10 percent decline from a year ago. Revenue grew 28.7 percent in 2008 to $4.2 billion.
R&D Expenses: $643 million (2009)
“Google’s OS required a pretty sophisticated handset and HTC knows how to do that,” says a former HTC executive who worked with the company for two years but didn’t want to be identified because he still works in the wireless industry. “HTC is aggressive and they have the speed of development to get a product to market early.”
For HTC it was an interesting opportunity, though not without its risks.
“When we started to work with Google, we had no visibility at all,” says Wang. “The (Android) platform probably would not even materialize and even if it did, it could be just another one in the market. But we shared the excitement.”
So for three years before the first Android phone would hit the market, HTC poured engineers and researchers into a project aimed to create a phone that would run a brand-new operating system.
“We made the first Google phone that Google engineers used to develop Android,” says Wang. “We had about 50 HTC people roaming around Google campus then, wearing the Google badge and eating the wonderful Google food. That was how deeply the two companies collaborated.”
It also speaks to HTC’s business model, says Greengart. “HTC likes to let someone else build the underpinnings for the phone and for them to work on higher-level stuff,” says Greengart.
Focus on design
Unlike Nokia, HTC has been quick to adapt to fast-changing consumer tastes in mobile phones. When slider phones were all the rage, HTC created the MDA for T-Mobile. Slim phones, touchscreens, Android devices — HTC has them all.
HTC’s ambitious expansion continues. Last year, HTC acquired One & Co., a San Francisco-based industrial design firm that has created products for Nike, Apple and Dell, among others. Over the next three years, it will spend $1 billion to create a new R&D facility near a Taipei suburb.
“We are the second or the third best design house in the world when it comes to mobile phones,” says Horace Luke, chief innovation officer at HTC. “The trick of design is it is not just styling but also great engineering.”
HTC has also been quick to understand that when it comes to mobile phones, looks alone don’t cut it.
“They have done a lot of innovation on software in terms of the user interface,” says Greengart. “HTC shipped a touch phone with a 3-D cube interface before most other handset makers.”
In June, HTC announced Sense, a UI skin that would sit on top of the Android OS. Sense offers widgets for adding new features, brings together contacts from different sources, and allows users to set different profiles for work and home.
“With a lot of smartphones out there you have to go to four different locations — your Gmail, Flickr, Facebook or Twitter — to find what’s up with one person,” says Luke. “But content is content. It doesn’t matter where its comes from.”
Personalization will be another big trend, says Luke. “I firmly believe that the phone you have should never look like the phone I have,” he says.”If you love stocks and financial news that’s what your phone should show. But if I am interested in Hello Kitty and manga then my phone should reflect that.”
It’s an idea Palm first offered up with the Pre. But since HTC’s announcement, Sense has become an important feature in new smartphones including Motorola’s Cliq.
Creating a brand
Apple’s iPhone or Research In Motion’s BlackBerry have become cultural icons. But when was the last time you heard someone say they wanted a “HTC phone?”
Even when the first Android phone was launched last October, it was called the ‘Googlephone’ or T-Mobile G1; the new Googlephone is called the Nexus One. Most customers forget the HTC brand in that context.
That’s what Wang says he wants to change next.
“For many years, HTC has been the company behind the scenes,” he says. “In the earlier days, we did not post our brand on the phones. But three years ago we made a decision within the company to build the HTC brand.”
It’s not just vanity. Smartphones are an intensely competitive market. At the top, Apple and Research In Motion both have strong brand recognition and a growing base of users. In the middle, producers such as Samsung and LG own a huge share of the feature-phone market, but are hungry to sell more smartphones. And at the bottom, contract manufacturers such as Acer and Asus are looking to crawl up the chain. For now, HTC still occupies the lower tiers of brand recognition. A stronger brand would translate to more clout, fatter margins and bigger revenues.
Branding is even more important in the smartphone world, where consumer tastes can shift quickly, crowning new winners and losers every few months. Having a powerful brand can shield a handset maker against some of these shifting winds.
“In my time at HTC, they went from $200 million in revenue to $1 billion,” says the former HTC executive. “But you can’t continue that unless you have a brand.”
“It was becoming harder to innovate from one generation to another without a brand,” admits Wang. “If you create a phone that sells well on one carrier it’s not enough. The next version resets everything.”
But, so far, HTC has not shown its commitment by allocating a hefty marketing budget for branding, says the former HTC executive.
Throwing money around won’t help, says Wang.
“Brand value is like respect, you have to earn it,” he says. “You can’t buy respect. You can spend all the money you want to build the recognition but that doesn’t mean anything. I want the HTC brand to stand for a great experience.”
Creating a global culture
HTC doesn’t want to be just another Taiwanese handset manufacturer. Despite its strong Asian roots, the company has tried to build an international business culture. Almost all of HTC’s senior management is of Asian origin. The company has its headquarters in Taiwan and is listed only on the Taiwanese stock exchange.
Yet the company’s primary language is English. User documentation, technical papers and even all e-mails and staff meetings at HTC’s office in Taiwan are done in English.
“When Peter started at this company, he demanded everyone take an English test before they come in,” says Luke. “He always had a vision that the company would go global.”
Many of HTC’s executives, including company founder Cher Wang, went to graduate school in the United States. But Wang, who belongs to one of Taiwan’s richest families (her father, a plastics tycoon, was named the second-richest man in Taiwan by Forbes magazine last year), rarely grants media interviews.
HTC has also imbibed one of the greatest ideas of American business: It’s okay to fail. HTC’s R&D division called has a “target failure rate” of 95 percent, says Luke. “A research lab has to come up with enough ideas that fail fast and fail early so you can learn and harvest the right ones,” he says. “That’s very different from the culture at Taiwan, where you have to be successful all the time.”
While HTC is unmistakably aligning its future with Android, the company isn’t willing to give up on Windows Mobile — at least publicly.
“Our commitment to Windows Mobile platform is unwavering,” says Wang. “Both platforms are important. They match different people.”
For HTC, the last 10 years have been a rocket-like rise. But the battle to stay ahead of the game has just begun.
SOURCE: WIRED
Palm posts disappointing Q2 results
December 19, 2009
Weak sales of Palm Pre and Palm Pixi see falls of 29% on previous quarter
Poor sales of the Palm Pre and the Palm Pixi have sent Palm Inc’s shares tumbling.
The disappointing sales emerged after Palm Inc posted its Q2 results which revealed a 59% revenue fall from last year and a fall in phone sales of 29% on the previous quarter.
Palm Inc’s shares fell 10% to $10.46 in preopen trading today.
Revenue totaled $78.1 million. International sales accounted for more than 10 percent of total revenue. On a non-GAAP basis, which includes revenue deferred from the sale of certain smart phone devices, the company said revenue for the quarter was $302 million.
Wall Street had predicted a much smaller loss of 32 cents per share on revenue of $266.2m.
Palm shipped 783,000 smart phones during Q2, up 41 percent year–on-year but down 5 percent from the first quarter. Phones sales fell by 4% year-on-year to 573,000 but fell 29% on the previous quarter.
The manufacturer has been hit by increasing competition from the likes of RIM and Apple in the smartphone arena. In contrast RIM reported a 59 percent increase in third-quarter income in its results this week, which it attributed to a growing consumer base and record sales of its smart phones.
Observers say Palm Inc has been too slow to broaden the availability of its smartphone range. In the US both handsets, which operate on Palm’s newly built webOS platform, are exclusive to network operator Sprint. In the UK, where the Palm Pre is exclusive to O2, sales staff are also reporting sluggish sales. The Palm Pixi is due to be launched in the UK in January.
Palm chairman and CEO Jon Rubenstein remained upbeat.
‘We’re still in the early stages of a long race, and we’re energized by the opportunity to compete in this exciting market. We remain confident that Palm’s innovative product design capabilities, integrated cloud services and the differentiated and delightful Palm webOS experience will provide the foundation for our sustained success.’
He added that Palm’s strategy of ‘owning and controlling every part of the product experience including the operating system, hardware design and services infrastructure’ will give it the advantage over ‘those competitors who depend on others for their core software.’
However some analysts believe Palm Inc needs to adopt a more radical strategy.
Jon Delaney of IDC told Mobile: ‘These Q2 results were pretty much make or break time for Palm – this should be the last shot by Palm at a device which has its own platform on it. Palm needs to start looking at developing devices using existing platforms – maybe even Android. It is a leading handset maker which has tried to hang on to the hardware and software but it really needs to focus on the hardware.’
RIM beats expectations on strong BlackBerry sales
December 18, 2009
On the day that Research In Motion suffered another nationwide mobile e-mail outage, it announced it beat analyst expectations in the fiscal third quarter of 2009 with strong sales of its BlackBerry smartphones.
BlackBerry Bold
(Credit: Research In Motion)
The company’s earnings were up 59 percent compared to the same quarter a year ago. For the period that ended November 30, the company reported earnings of $628.4 million, or $1.10 per share, compared to $396.3 million, or 69 cents a share, for the fiscal third quarter last year.
Analysts had expected the company to report earnings of $1.04 per share on revenue around $3.78 billion.
The company said it shipped 10.1 million smartphones during the quarter. And it added about 4.4 million new subscribers. Analysts were expecting shipments of 9.5 million with 4.1 million new subscribers.
Some industry watchers have wondered if the new Motorola Droid that uses Google’s Android operating system would hurt BlackBerry sales. The Droid is one of two Android devices being sold for Verizon Wireless, and it is the closest competitor offered on Verizon’s network to the Apple iPhone, which is sold exclusively in the U.S. for AT&T’s wireless network.
Strong sales on RIM’s part indicate that the Droid and other Android devices introduced during RIM’s fiscal third quarter did not present a major threat to the smartphone maker.
Still, Verizon is spending more money marketing the Droid than it has on any other phone that it has sold on its network. But RIM’s co-CEO Jim Balsillie said that Verizon continues to be an important strategic partner. And he said that the market is growing so fast that there is enough business to go around.
“The proportion of smartphones to the total market is crossing 50 percent,” he said. “And we see that going to 100 percent. It’s just a question of when. The overall market is growing for smartphones and we have a very important place to play in that.”
But he admitted that RIM can’t afford to rest on its laurels. The company’s devices are favorites among corporate customers.
“At the end of the day, you can’t force love,” he said. “You have to earn it every day. There is no free ride in this. But we have a good sense of what we are doing in this quarter and we feel we create value everyday.”
RIM’s strong earnings report comes on the same day the company experienced a nationwide e-mail outage for consumers using its BlackBerry devices. Earlier Thursday before the company reported results, RIM confirmed that some BlackBerry customers were unable to get Web-based e-mail. Users getting e-mail through corporate servers were not affected, though, and phone service and text messaging were also not affected by the outage.
The problem seemed to affect customers across all major carrier networks, including Verizon Wireless, T-Mobile USA, and Sprint Nextel. AT&T would not comment and referred questions to RIM, but several AT&T customers in California and in other parts of the country said they had problems as well.
RIM said it has resolved the e-mail service problems, though e-mail may be slow to come back to some customers. The company is still looking into what caused the outage.
“RIM has isolated and resolved the issue that was impacting some BlackBerry customers earlier this morning,” a company spokeswoman said in an e-mail. “Some customers may still experience delays as e-mail queues are processed. RIM is continuing to investigate the cause of the issue and apologizes for any inconvenience.”
SOURCE: Cnet
The Untold Story: How the iPhone Blew Up the Wireless Industry
December 16, 2009
It was a late morning in the fall of 2006. Almost a year earlier, Steve Jobs had tasked about 200 of Apple’s top engineers with creating the iPhone. Yet here, in Apple’s boardroom, it was clear that the prototype was still a disaster. It wasn’t just buggy, it flat-out didn’t work. The phone dropped calls constantly, the battery stopped charging before it was full, data and applications routinely became corrupted and unusable. The list of problems seemed endless. At the end of the demo, Jobs fixed the dozen or so people in the room with a level stare and said, “We don’t have a product yet.”
The effect was even more terrifying than one of Jobs’ trademark tantrums. When the Apple chief screamed at his staff, it was scary but familiar. This time, his relative calm was unnerving. “It was one of the few times at Apple when I got a chill,” says someone who was in the meeting.
The ramifications were serious. The iPhone was to be the centerpiece of Apple’s annual Macworld convention, set to take place in just a few months. Since his return to Apple in 1997, Jobs had used the event as a showcase to launch his biggest products, and Apple-watchers were expecting another dramatic announcement. Jobs had already admitted that Leopard — the new version of Apple’s operating system — would be delayed. If the iPhone wasn’t ready in time, Macworld would be a dud, Jobs’ critics would pounce, and Apple’s stock price could suffer.
And what would AT&T think? After a year and a half of secret meetings, Jobs had finally negotiated terms with the wireless division of the telecom giant (Cingular at the time) to be the iPhone’s carrier. In return for five years of exclusivity, roughly 10 percent of iPhone sales in AT&T stores, and a thin slice of Apple’s iTunes revenue, AT&T had granted Jobs unprecedented power. He had cajoled AT&T into spending millions of dollars and thousands of man-hours to create a new feature, so-called visual voicemail, and to reinvent the time-consuming in-store sign-up process. He’d also wrangled a unique revenue-sharing arrangement, garnering roughly $10 a month from every iPhone customer’s AT&T bill. On top of all that, Apple retained complete control over the design, manufacturing, and marketing of the iPhone. Jobs had done the unthinkable: squeezed a good deal out of one of the largest players in the entrenched wireless industry. Now, the least he could do was meet his deadlines.
For those working on the iPhone, the next three months would be the most stressful of their careers. Screaming matches broke out routinely in the hallways. Engineers, frazzled from all-night coding sessions, quit, only to rejoin days later after catching up on their sleep. A product manager slammed the door to her office so hard that the handle bent and locked her in; it took colleagues more than an hour and some well-placed whacks with an aluminum bat to free her…
CONTINUE READING THE FULL ARTICLE HERE
Wireless Association Skyrocketing Traffic Report
December 15, 2009
Compete.com claims it has recorded a 1000% increase of traffic for the Wireless Association LLC (wassociation.com) in 2009 compared to last year’s mild figures. The skyrocketing increase was advanced from search engines such as google, yahoo, and bing, and direct URL hits. Compete.com claimed that unique Trade Floor ads plus news and information has greatly contributed to the influx of unique visitor traffic to the site. The growth is of no surprise since Wireless Association has propagated its presence in the wireless industry through numerous active advertising campaigns, and through loyal customers coming time and again to do active trade business. Wireless Association’s competitors have reported either decline or a mild increase of visitor-ship this year (see chart above).
Compete.com Internet activity is tracked from 100′s of analytical sources, and then aggregated, enhanced, and normalized to represent accurate traffic figures. The multitude of data sources that contribute to the Compete community gives the best picture of the average report eliminating any bias that may appear from a singular source. Despite the economic downturn, this analytical data presents an overall positive picture for the wholesale sector of the wireless industry that is eager to make it through the tough economic landscape.
Can Nokia Recapture Its Glory Days?
December 14, 2009
IF there’s anywhere left in the world where it’s still impolite to flash a BlackBerry or an iPhone, it’s Nokia’s annual analyst meeting.
Although Nokia, based near Helsinki in Espoo, still commands 37 percent of the world’s handset market, it’s facing bruising competition in the lucrative high end of the industry, where Apple’s iPhone and Research in Motion’s BlackBerry have grabbed the cool factor in smartphones that can surf the Web and handle e-mail.
“The whole user experience is a nightmare,” moans Nick Jones, a senior analyst with Gartner, which tracks the technology sector. “It’s just not in any sense a competitive experience with iPhone.”
Olli-Pekka Kallasvuo, the company’s taciturn chief executive, admits the mood out there is gloomy, especially on Wall Street. “We are not getting the benefit of the doubt,” he said in an interview the day after the analysts’ meeting. “We need to change that.” Read more
Google Phone Coming in January, Unlocked, Thinner Than iPhone
December 14, 2009
At last, the Googlephone has appeared. Forget the Droid, the G1 and all those other Android wannabees. Google will begin to sell its own reference Android 2.1 handset, designed by Google, made by hardware partner HTC, and called the Nexus One. The phone will be sold online by Google itself.
The Nexus One will, crucially, be sold unlocked, giving Google complete control over the hardware and software with no pesky carrier interference. Even the iPhone, which has had almost unprecedented autonomy in its functionality is still constrained by carriers: AT&T’s anti-tethering paranoia is a good example.
Although not yet officially announced, Google has coyly admitted that the phone is real and will be on sale early in the new year. In fact, it has provided the handset to its employees in order to test it out in the wild. The Google Mobile Blog explains, somewhat cryptically:
We recently came up with the concept of a mobile lab, which is a device that combines innovative hardware from a partner with software that runs on Android to experiment with new mobile features and capabilities, and we shared this device with Google employees across the globe. This means they get to test out a new technology and help improve it.
Unfortunately, because dogfooding is a process exclusively for Google employees, we cannot share specific product details. We hope to share more after our dogfood diet.
The phone is already in use. Nerdy John Gruber of Daring Fireball found this user agent string in his site’s logs:
Mozilla/5.0 (Linux; U; Android 2.1; en-us; Nexus One Build/ERD56C) AppleWebKit/530.17 (KHTML, like Gecko) Version/4.0 Mobile Safari/530.17
It makes sense to identify yourself as Mobile Safari, if only to get proper mobile Webkit pages served to you.
Characteristically, and in contrast to Apple’s secrecy, photos of the Googlephone are already being posted openly by Googlers, or being handed to their friends. The picture above, posted on Twitpic by blogger Cory O’Brien, shows the handset (taken on an iPhone and with a BlackBerry in the background). According to O’Brien, “Google Phone = iPhone + a little extra screen and a scroll wheel. Great touch screen, and Android”.
The hardware specs are also leaking. Erick Schonfeld at TechCrunch says that the Nexus will run on Qualcomm’s speedy Snapdragon chip, sport an OLED display, be thinner than the iPhone (with no physical keyboard) and feature two microphones along with a “weirdly large” camera.
Those hoping to get an iPhone-caliber phone on Verizon are out of luck. The Nexus will be a GSM phone, which means T-Mobile and AT&T in the US. Worse, if you do opt for AT&T, your data connection could be EDGE-only. Gruber again, from Twitter.
The bummer I’m hearing about Nexus One: it’s GSM and unlocked, but on T-Mobile’s 3G band, so it works on AT&T but EDGE-only.
According to the Media Memo blog at the Wall Street Journal, the choice to use GSM was prompted by Verizon’s refusal to carry the Nexus. Verizon already sells the Android-based Droid, but this odd decision looks like a repeat of the one made when the carrier turned down the iPhone.
This may turn out to be a Zune-like move, where Microsoft alienated hardware makers by ignoring PlaysForSure in favor of its own new DRM scheme. Or the Nexus could be a light that burns twice as bright as all the existing confusion of Android handsets combined, thus building a brand that can rival the iPhone. Either way, we won’t have to wait for long to see. The Nexus should be on sale in early January, and if these last two days are any indication, then Googlers will have “leaked” all the hardware and software well before the launch.
SOURCE: Wired
Apple’s Counter Sues Nokia for Patent infringements
December 14, 2009
Apple filed a countersuit against Nokia, claiming Nokia is infringing on 13 of its patents. The action comes a little less than two months after Nokia sued Apple, claiming its iPhone infringes on 10 Nokia patents. Apple’s countersuit, filed in U.S. District Court in Delaware, denies Apple has been infringing on Nokia’s patents.
Apple laid out in fiery rhetoric–and in no uncertain terms–its position on the matter. “Other companies must compete with us by inventing their own technologies, not just by stealing ours,” Bruce Sewell, Apple’s general counsel, said in a statement. Apple is looking to have Nokia’s complaint dismissed.
In its counterclaim, Apple said the iPhone caused a “revolutionary” change in the mobile industry. In contrast, the filing said, Nokia “made a different business decision and remained focused on traditional mobile wireless handsets with conventional user interfaces.”
“As a result, Nokia has rapidly lost share in the market for high-end mobile phones. Nokia has admitted that, as a result of the iPhone launch, ‘the market changed suddenly and [Nokia was] not fast enough changing with it,’” according to Apple’s filing. “In response, Nokia chose to copy the iPhone, especially its enormously popular and patented design and user interface.”
When Nokia sued Apple in October, the company argued Apple was “attempting to get a free ride on the back of Nokia’s innovation” since Apple refused to agree to “appropriate” terms for licensing Nokia’s intellectual property.
A Nokia representative said that the company was aware that Apple had responded to its suit, and that it was studying Apple’s filing and would “respond in due course.”
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