Android Mobile phone storming the market ??

Lately I gotten the Samsung Galaxy and dumped the HP912C with small touch screen and keypad that makes reading and texting a bit difficult for me. The Galaxy with “faster and more powerful performance” comes with some handy features, including being the first Android phone with built-in DivX support.

For an initial rundown, the Galaxy comes with an 800 MHZ application processor, 3.2-inch HVGA touchscreen, Bluetooth 2.1 and a 3.5mm headphone jack. Phone Scoop also reports that the 13.2mm device also has quad-band GSM/EDGE and 900/2100MHz HSDPA 3G at 3.6Mbps. Then, of course, there will be the usual Google features like GMail, YouTube, Maps, Search, etc. The speed is well fast and easy to use with lots of applications to be downloaded from the store. This phone needs to sign with Iphone plan with 12G of dataplan limit per month at $30plus should be enough for usage including surfing the net,etc.

The Google Android mobile operating system seems to be catching the market by storm though currently runs on less than 2 percent of the world’s smartphones, but research firm Gartner predicts the platform will grow to 14 percent of the global smartphone market in 2012 — beating Apple’s iPhone, Windows Mobile and RIM’s BlackBerry platforms. I think partly the reason being the amount of applications available and the ease of downloading with fast speed is pulling the crowd.

Android will pale only to the Symbian OS, installed mostly on Nokia devices. Nokia is the world’s No. 1 phone manufacturer worldwide, and Symbian runs on about half of all smartphones.

Symbian’s share will fall to 39 percent by 2012, Gartner predicts.

Some reasons why Android will probably beat iPhone, BlackBerry and Windows Mobile on the global stage :

Google backs Android, a major pipeline for its cloud services. Android is improving rapidly. The Cupcake 1.5 release was well-received, and Donut 1.6 has already been sent over the air to handset owners. [ Though I have not downloaded this latest version ]

Android is open, making it easier to quickly gain developers’ support. Android will run on phones from several manufacturers, which will help it quickly spread through the marketplace. HTC ( first model the Tattoo ), Motorola ( first model the DEXT ) and Samsung are already supporting handsets.

Android combines the best of what’s out there. It’s open, but it offers iPhone-like menus and apps, with Windows Mobile-esque icons, with Palm Pre-like multitasking. There’s another arms race afoot — the battle among Android handset makers as to which company can squeeze the most out of the OS.

Gartner forecasts the following market share in 2012:

Symbian: 203 million handsets, 39 percent of the market;
Google Android: 76 million handsets, 14.5 percent of the market;
Apple iPhone OS: 71.5 million handsets, 13.7 percent of the market;
Windows Mobile: 66.8 million handsets, 12.8 percent of the market;
RIM BlackBerry OS: 65.25 million handsets, 12.5 percent of the market;
Linux variants: 28 million handsets, 5.4 percent of the market;
Palm webOS: 11 million handsets, 2.1 percent of the market.

The main takeaway: Android’s the biggest gainer of the bunch, at the expense of RIM’s BlackBerry OS.

WATCH OUT, Mr NOKIA, Your Symbian platform maybe outdated ! !

The HP 912C which I had regretfully dumped recently, though quite useful and fast, but screen size too small for me and keypad with one or two keys starting to act insensitive to pressing. China assembled product ........ compared to what the Koreans can do........ read further below..........

Latest News :   The Samsung Wave was unveiled in Barcelona ahead of Mobile World Congress - the world's largest mobile phone trade show.

The Korean manufacturer is currently the world's second largest producer of mobile phones - behind Nokia - but wants a larger share of the rapidly expanding smartphone market, which is dominated by Apple's iPhone.Samsung's latest smartphone is packed with a specification to impress. Featuring a hi-tech organic LED screen (AMOLED) which is thinner, less reflective and more energy efficient than traditional LED displays which require back-lighting.

The Wave is also the first handset to run Samsung's new open source operating system (OS) Bada and features an iTunes-style apps store for downloading games, mapping, eBooks and lifestyle applications.
Bada, which means ocean in Korean, is the latest mobile phone OS to be launched in an increasingly congested market - joining Apple's iPhone OS, Google's Android, Microsoft's Windows Mobile, Blackberry's RIM and the class leading open-source Symbian OS.

Reasons companies failed ?

We see companies started mostly the same way and become successful as smooth as it went with a  "marketable" idea. Such an idea has to be driven by passion and not just special skill or tactic alone. It provides a business its energy to get going and with cash and experience, these are valuable assets to drive success, but in most cases those were not there at the beginning. Apple, Microsoft, Google and many others were all started by 20-somethings with no experience in big business and no deep pockets of money. Venture entrepreuner will tell you, the number of failures or marginal successes among startup companies greatly outnumber the home runs. Like a shock from a defibrillator, a personal and visceral crusade is what jump-starts a company from a daydream to something tangible. But passion can only get a company so far. The reason the some of new businesses fail in just a few years is that to bring a vision to life, a company needs structure without it would lead to sure doom. You need good systems, processes and experience human resource to allow an organization to thrive on something beyond the passion. For those few founders who know how to build structure, their companies will not only survive; they will grow. But for a structure to continue to grow, that passionate crusade is still needed ... and that is what leaves a company after its founder moves on.


For some lucky ones with successes, their leaders become obsessed with the results forget why the company was founded in the first instance. The original strategies were developed to provide for the cause and the results measured with the progress. When the cause is forgotten, strategies are developed only to advance the results.  It is not the departure of the key leader or founder that triggers the decline, but it is the failure to properly articulate that original cause, the inability to extract the "Why" from the person and build it into the core of the company.

For many successful entrepreneurs, the big house, fancy cars and big pay packet are great, but many complain that it doesn't "feel" like it used to. For the few organizations that are able to keep the passion and the cause alive enough to grow to gigantic proportions, it is the ability to keep that sense of purpose clear that eludes them. Regardless of the measurable success achieved, many entrepreneurs long for that same excitement they had when they made a fraction of the money and worked in a basement with a handful of their friends and people completely devoted to a common pursuit.

  The reason the companies are at risk is because they all have founder/leaders who have either just left or will likely leave in the not-too-distant future. Steve Jobs left in the mid-eighties to the detriment of his company and sends shivers down shareholders' spines every time he shows up on stage ten pounds lighter. Bill Gates, an optimist devoted to helping people be more productive so they can achieve their greatest potential, has decided to move on from "a PC on every desk" to helping Africa and other nations realize their own potential by overcoming disease. His cause is the same. His market place and his products are different.

Business leaders are more prepared than ever to test, tweak and redesign their core activities. In fact, business models are changing as often as product designs. So are partnerships, revenue models and whole host of core business decisions. It is very similar to the way designers keep improving products in light of customer experiences and preferences.  Successful innovators, we found, are ones that use hard information to understand customer expectations earlier and more thoroughly than their competitors. They also use it to establish priorities for their businesses, to model the end results based on differing views and finally to configure or tune their businesses while still relying on existing plans. Just as today's smart phones can be quickly updated and improved with new software downloaded over the air, business models need to be tested and revised to suit the vast customer requirements.

Successful business innovators are always aligned with what their customers value. Lining up all aspects of their operations with customer values allows them to anticipate and act on the need for change before competitors do.


Aligning itself with customer values such as convenience is also important. Adaptability to fast-changing conditions in the industry has to remain at the core of the operating model. Instead, it would focus on finding partners that could embed the software in a wide range of existing devices, including game consoles.

The characteristics of analytics, alignment with customers and adaptability are some of the business model innovation.  Adaptability is able to bring about change by creating flexible operations that can be quickly modified without requiring massive overhauls of ongoing processes.
Analytical, which makes possible the aligning with customers and swiftly adapting. In today's interconnected world, there is no way to make quick enough moves to keep revenue growing without making the most of new streams of intelligence for immediate feedback and alerts.

Successful business model innovators use massive quantities of data, from both inside and outside their organizations, in creating their innovative business models. They combine insight and foresight to be able to understand new opportunities and the potential impact of new technologies, emerging customer segments and new sets of product or service capabilities.

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