Mobile devices: Should you go for large, medium or small?
By Paul Taylor
Published: February 15 2010 11:40 | Last updated: February 15 2010 11:40
When Compaq Computer unveiled the first IBM-compatible portable PC at the Waldorf Hotel in New York in November 1982, it was shaped like a portable sewing machine and at 28 pounds quickly became known as “luggable” rather than portable.
It featured an Intel 4.77 MHz 8088 processor, 128KB RAM, a 9-inch monochrome monitor, one 320Kb 5.25-inch disk drive and cost $2,995 – well out of reach of most consumers and many business users.
Ten years later, Nokia launched the world’s first commercially available GSM digital phone, the Nokia 1011. The handset (195mm x 60 x 45) could hold contact names and numbers, came with a two-line monochrome screen and needed an extendible antenna.
Since then, Moore’s Law and competitive markets have worked their magic and users can now choose from a vast array of integrated portable computing and communications devices ranging from a pocket-sized smartphone such as the iPhone 3GS, Palm Pre, HTC Hero or BlackBerry Bold, to the latest netbooks, smartpads and laptops.
Today it seems there is a mobile device to suit every taste and meet every need and most are “converged devices” that combine computing, communications and entertainment.
So what are the pros and cons of different types of device and what are they best for?
By Paul Taylor
Published: February 15 2010 11:40 | Last updated: February 15 2010 11:40
When Compaq Computer unveiled the first IBM-compatible portable PC at the Waldorf Hotel in New York in November 1982, it was shaped like a portable sewing machine and at 28 pounds quickly became known as “luggable” rather than portable.
It featured an Intel 4.77 MHz 8088 processor, 128KB RAM, a 9-inch monochrome monitor, one 320Kb 5.25-inch disk drive and cost $2,995 – well out of reach of most consumers and many business users.
Ten years later, Nokia launched the world’s first commercially available GSM digital phone, the Nokia 1011. The handset (195mm x 60 x 45) could hold contact names and numbers, came with a two-line monochrome screen and needed an extendible antenna.
Since then, Moore’s Law and competitive markets have worked their magic and users can now choose from a vast array of integrated portable computing and communications devices ranging from a pocket-sized smartphone such as the iPhone 3GS, Palm Pre, HTC Hero or BlackBerry Bold, to the latest netbooks, smartpads and laptops.
Today it seems there is a mobile device to suit every taste and meet every need and most are “converged devices” that combine computing, communications and entertainment.
So what are the pros and cons of different types of device and what are they best for?
Mainstream Laptops
Windows-based laptops still command a small price-premium over desktops and if you are looking for the ultimate in performance, you might be better off with a desktop system, particularly if you plan to upgrade the system on a regular basis with the latest technology.
But for most mainstream business users, consumers and students, a standard 15-inch or widescreen laptop, such as the Lenovo ThinkPad T500, may be the best option, certainly if it is required in more than one place.
Those using a laptop regularly in one place might also invest in a docking station, a large screen monitor such as the Viewsonic VG2427wm and wireless keyboard and mouse such as Logitech’s Wireless Desktop LX310. Alternatively, a laptop stand will elevate a laptop screen to a more comfortable height for viewing.
Thin-and-light Laptops
Slim, stylish and ultra-lightweight laptops have been around for more than a decade, but the latest machines, such as Apple’s MacBook Air, Dell’s Adamo and Lenovo’s ThinkPad X301 make fewer compromises than their predecessors.
For example, Intel’s family of Core 2 Duo processors has helped deliver desktop-like performance while minimising power consumption and extending battery life. High-density hard drives are expanding portable storage capacity and solid state drives are reducing weight and power consumption still further.
Most machines in this category weigh about 3lbs and have LED backlit screens of 13 inches or larger. But these features do not come cheap and ultra-lightweight machines typically command a significant price premium over more mainstream machines. For example, the MacBook Air costs from $1,500 while the ThinkPad X301 costs from $1,890.
As a result, these machines are particularly well suited to road warriors who need lightweight, high-performance laptops. They have also become popular as executive status symbols and as technology fashion statements.
Netbooks
Netbooks are the new kids on the portable computing block. They initially evolved about two years ago as an offshoot of efforts such as One Laptop Per Child to build low-cost computing devices primarily for education in developing countries.
Most of the first netbooks, such as the EeePC designed and built by Asus, the Taiwanese consumer electronics group, were powered by Intel Atom processors, ran Linux operating systems, 10-inch or smaller screens and had limited local storage capacity.
They were designed primarily for network-based or cloud computing using a wired or wireless wi-fi connection, hence the name Netbook.
Typically, they cost $399 or less and were immediately popular as second laptops or for travellers who did not want to carry a full-size machine around.
Initially, most mainstream laptop makers shunned the new devices, arguing that they lacked the performance or usability of full-sized laptops and were not suitable for business use. Privately, they also feared that their success could threaten margins on higher priced laptops.
That left the emerging netbook market to companies such as Asus, MSI and Acer who quickly expanded the market by adding Windows XP-powered netbooks, boosting screen sizes and storage capacity.
By the end of 2008, netbooks were the fastest growing segment of the PC market and one that even the big PC makers, including Hewlett-Packard and Dell, could no longer afford to ignore.
Since then, a steady stream of netbooks has been launched that has found its way into corporate use as low-cost alternatives to laptops, with some offering higher-performance Intel Atom processors, larger screens (up to 13ins) and large hard drives.
Other “crossover” machines, such as Acer’s $600 Aspire Timeline 1810T, which has a relatively powerful dual-core Intel Ultra-Low Voltage processor and a bright 11-inch screen, come with Windows 7. Others come with built-in cellular data modems enabling them to connect to 3G cellular broadband networks as well as local wi-fi hotspots while on the move.
One of the most interesting new netbooks is the Nokia Booklet 3G, designed to be a communications and computing device for all-day use.
Smartphones
If 2008 was the year of the netbook, 2009 was the year of the smartphone. While laptops became smaller, lighter and better at wireless communications, mobile phones grew smarter and more like mini portable PCs with open operating systems, full web browsers and a wide range of downloadable third-party applications.
These converged devices, including the Apple iPhone 3GS, BlackBerry Bold 9700, Nokia N97, Palm Pre and Motorola Droid, are designed for far more than voice communications.
Most run one of a handful of smartphone operating systems such as Symbian, BlackBerry OS, Windows Mobile 6.5, Android, and Linux and take advantage of their built-in 3G radios, wi-fi and GPS chipsets to deliver a wide range of services.
Most feature cameras and many now use touchscreens as a primary user interface, or – like the Motorola Droid – combine a touchscreen with a thumb-operated Qwerty keyboard.
The first smartphones, including the early BlackBerrys, grew popular mainly because they supported push-e-mail and this remains a primary requirement for most corporate smartphone owners.
But, as Research in Motion, the Canadian manufacturer of the BlackBerry, has acknowledged, smartphones today need to appeal to both consumers and business users, and that means combining extensive multimedia and social networking features with more mainstream business features such as contact databases, mobile calendars and the ability to create, view and edit office documents.
For some, a smartphone may be a viable alternative to carrying a laptop. For others, particularly those who need to do a lot of typing, smartphones, at least for the moment, are complementary rather than laptop substitutes.
Apple’s iPad
The iPad, which will go on sale in the US towards the end of March, represents an interesting example of the convergence of technologies and devices.
It has a 9.7-inch multitouch-enabled screen, runs the iPhone operating system and comes with wi-fi and an optional 3G cellular modem and seeks to fill the gap between smartphone devices, the iPod touch digital media player, and the bottom of the laptop market.
While some analysts have characterised it as a “large screen iPod Touch”, Apple clearly envisages it providing a much broader platform enabling the delivery of a wide range of services.
Steve Jobs, Apple’s mercurial chief executive, positioned the iPad as primarily an entertainment device capable of running most of the third-party applications available in the iPhone App store. But he also highlighted its capabilities as a next generation e-Book reader that could challenge established rivals such as Amazon’s Kindle and Sony’s Reader family.
Some corporate IT directors also see a place for the iPad in business, as a “lite” portable PC, or as a display device, although, at least for the moment, the iPad’s lack of support for Adobe’s Flash technology could be a limiting factor.
Copyright The Financial Times Limited 2010. You may share using our article tools. Please don't cut articles from FT.com and redistribute by email or post to the web.
Mainstream Laptops
Windows-based laptops still command a small price-premium over desktops and if you are looking for the ultimate in performance, you might be better off with a desktop system, particularly if you plan to upgrade the system on a regular basis with the latest technology.
But for most mainstream business users, consumers and students, a standard 15-inch or widescreen laptop, such as the Lenovo ThinkPad T500, may be the best option, certainly if it is required in more than one place.
Those using a laptop regularly in one place might also invest in a docking station, a large screen monitor such as the Viewsonic VG2427wm and wireless keyboard and mouse such as Logitech’s Wireless Desktop LX310. Alternatively, a laptop stand will elevate a laptop screen to a more comfortable height for viewing.
Thin-and-light Laptops
Slim, stylish and ultra-lightweight laptops have been around for more than a decade, but the latest machines, such as Apple’s MacBook Air, Dell’s Adamo and Lenovo’s ThinkPad X301 make fewer compromises than their predecessors.
For example, Intel’s family of Core 2 Duo processors has helped deliver desktop-like performance while minimising power consumption and extending battery life. High-density hard drives are expanding portable storage capacity and solid state drives are reducing weight and power consumption still further.
Most machines in this category weigh about 3lbs and have LED backlit screens of 13 inches or larger. But these features do not come cheap and ultra-lightweight machines typically command a significant price premium over more mainstream machines. For example, the MacBook Air costs from $1,500 while the ThinkPad X301 costs from $1,890.
As a result, these machines are particularly well suited to road warriors who need lightweight, high-performance laptops. They have also become popular as executive status symbols and as technology fashion statements.
Netbooks
Netbooks are the new kids on the portable computing block. They initially evolved about two years ago as an offshoot of efforts such as One Laptop Per Child to build low-cost computing devices primarily for education in developing countries.
Most of the first netbooks, such as the EeePC designed and built by Asus, the Taiwanese consumer electronics group, were powered by Intel Atom processors, ran Linux operating systems, 10-inch or smaller screens and had limited local storage capacity.
They were designed primarily for network-based or cloud computing using a wired or wireless wi-fi connection, hence the name Netbook.
Typically, they cost $399 or less and were immediately popular as second laptops or for travellers who did not want to carry a full-size machine around.
Initially, most mainstream laptop makers shunned the new devices, arguing that they lacked the performance or usability of full-sized laptops and were not suitable for business use. Privately, they also feared that their success could threaten margins on higher priced laptops.
That left the emerging netbook market to companies such as Asus, MSI and Acer who quickly expanded the market by adding Windows XP-powered netbooks, boosting screen sizes and storage capacity.
By the end of 2008, netbooks were the fastest growing segment of the PC market and one that even the big PC makers, including Hewlett-Packard and Dell, could no longer afford to ignore.
Since then, a steady stream of netbooks has been launched that has found its way into corporate use as low-cost alternatives to laptops, with some offering higher-performance Intel Atom processors, larger screens (up to 13ins) and large hard drives.
Other “crossover” machines, such as Acer’s $600 Aspire Timeline 1810T, which has a relatively powerful dual-core Intel Ultra-Low Voltage processor and a bright 11-inch screen, come with Windows 7. Others come with built-in cellular data modems enabling them to connect to 3G cellular broadband networks as well as local wi-fi hotspots while on the move.
One of the most interesting new netbooks is the Nokia Booklet 3G, designed to be a communications and computing device for all-day use.
Smartphones
If 2008 was the year of the netbook, 2009 was the year of the smartphone. While laptops became smaller, lighter and better at wireless communications, mobile phones grew smarter and more like mini portable PCs with open operating systems, full web browsers and a wide range of downloadable third-party applications.
These converged devices, including the Apple iPhone 3GS, BlackBerry Bold 9700, Nokia N97, Palm Pre and Motorola Droid, are designed for far more than voice communications.
Most run one of a handful of smartphone operating systems such as Symbian, BlackBerry OS, Windows Mobile 6.5, Android, and Linux and take advantage of their built-in 3G radios, wi-fi and GPS chipsets to deliver a wide range of services.
Most feature cameras and many now use touchscreens as a primary user interface, or – like the Motorola Droid – combine a touchscreen with a thumb-operated Qwerty keyboard.
The first smartphones, including the early BlackBerrys, grew popular mainly because they supported push-e-mail and this remains a primary requirement for most corporate smartphone owners.
But, as Research in Motion, the Canadian manufacturer of the BlackBerry, has acknowledged, smartphones today need to appeal to both consumers and business users, and that means combining extensive multimedia and social networking features with more mainstream business features such as contact databases, mobile calendars and the ability to create, view and edit office documents.
For some, a smartphone may be a viable alternative to carrying a laptop. For others, particularly those who need to do a lot of typing, smartphones, at least for the moment, are complementary rather than laptop substitutes.
Apple’s iPad
The iPad, which will go on sale in the US towards the end of March, represents an interesting example of the convergence of technologies and devices.
It has a 9.7-inch multitouch-enabled screen, runs the iPhone operating system and comes with wi-fi and an optional 3G cellular modem and seeks to fill the gap between smartphone devices, the iPod touch digital media player, and the bottom of the laptop market.
While some analysts have characterised it as a “large screen iPod Touch”, Apple clearly envisages it providing a much broader platform enabling the delivery of a wide range of services.
Steve Jobs, Apple’s mercurial chief executive, positioned the iPad as primarily an entertainment device capable of running most of the third-party applications available in the iPhone App store. But he also highlighted its capabilities as a next generation e-Book reader that could challenge established rivals such as Amazon’s Kindle and Sony’s Reader family.
Some corporate IT directors also see a place for the iPad in business, as a “lite” portable PC, or as a display device, although, at least for the moment, the iPad’s lack of support for Adobe’s Flash technology could be a limiting factor.
Copyright The Financial Times Limited 2010. You may share using our article tools. Please don't cut articles from FT.com and redistribute by email or post to the web.
Showing posts with label Mobile Content. Show all posts
Showing posts with label Mobile Content. Show all posts
Monday, February 15, 2010
Wednesday, December 09, 2009
Does IT work? Monitoring staff requires care
Does IT work? Monitoring staff requires care
By Stephen Pritchard
Published: December 9 2009 16:29 | Last updated: December 9 2009 16:29
New devices and faster networks are driving up productivity by giving mobile workers direct access to corporate e-mail and applications on the move.
Analysis by Research in Motion, maker of the BlackBerry, found improvements in productivity in field service and sales of more than 20 per cent – the equivalent of an additional customer visit each day.
But managing an increasingly mobile workforce poses challenges for businesses.
Tools for managing the mobile devices themselves, such as the BlackBerry Enterprise Server, Microsoft’s System Center Mobile Device Manager (SCMDM), or LogMeIn Mobile are now reasonably mature and give strong levels of control over device content management and security. But managing the staff using the devices is more complicated, and more controversial.
Smartphone and personal digital assistant technology allows businesses to monitor where employees are, at any time, via GPS (global positioning system) chips.
With more smartphones and PDAs now offering GPS to support mapping and navigation software, businesses can tap into the data via specialist software that reports employees’ locations by linking location data to a business application, or through fleet management and tracking systems.
Businesses can also monitor their employees much more accurately by looking at the workflow information produced by mobile versions of CRM, salesforce automation, or other enterprise applications.
Monitoring technology, though, raises concerns about employee privacy, as well as the impact such data collection has on workforce autonomy, incentives, and management practice.
Although the technology exists to track exactly where someone is, if not what they are doing, it is often a poor substitute for supervision by experienced foremen and managers.
“Workforce tracking is a natural outgrowth of knowing where your assets are,” says Kevin O’Marah, chief strategy officer at AMR Research, an analyst company that specialises in technology for vertical markets such as retail, distribution and manufacturing.
“Tracking [individual] people is much more sinister, but the technology makes it very obvious where people are. Most of the value in track-and-trace comes from tracing assets such as trucks, and from areas such as speed monitoring. You can find out if a truck has been racing along at 85 miles per hour, and then the driver took a long break. Companies care because of fuel efficiency.”
Drivers of vehicle and industrial plant – often with price tags of $250,000 or more – accept a certain degree of monitoring as part of their jobs. And, according to Bob Walton, president of Qualcomm Enterprise Services, the potential downsides can be offset by providing services the drivers value, such as the ability to complete paperwork and training via an in-cab console.
Use of tracking systems does become more contentious if employees are expected to carry monitored devices outside the cab; extending the technology further, to an individual’s BlackBerry or iPhone, is even more likely to raise concerns.
“It is being done, especially monitoring where people are, in order to route them to the next job,” says Nick White, telecoms director at Deloitte, the professional services firm. “But there is absolutely an issue about privacy.”
Much depends on the degree of autonomy that different types of worker need, or expect. “If you try to control a salesforce to the nth degree, you will get resistance,” says Mr White. “If it is engineering, you want the workforce to be focused on the task, not worrying about what the next job will be.”
Some people will even appreciate a degree of monitoring, for example if they work alone in potentially hazardous or dangerous areas. Lone worker monitoring has already proved popular among groups including taxi drivers, and health care workers, who appreciate the improved sense of safety it brings.
Then there is the question of making up lost time, especially for employees who work on commission.
“People cancel appointments, so a salesperson wants to know who is the next best person to call on, who are the nearest customers or perhaps, those who recently ordered from the competition,” says David Perry, a director at Cognito, a specialist mobility vendor.
Mobile device user Mitie Pest Control uses device tracking to allocate employees to jobs, to monitor how long jobs take and also to ensure customers sign for any work carried out.
Although the company does use the technology to track the productivity of individuals, managing director Peter Trotman stresses this will not work if the result is simply heavy-handed management. There has to be feedback and training for staff who perform less well.
“There was some scepticism and resistance initially, as with any technology,” he says. “But because it replaces tedious paperwork and provides more accurate information, our staff have found it helps. They accept it as a useful tool, not an inconvenient management oversight.”
Copyright The Financial Times Limited 2009. Print a single copy of this article for personal use. Contact us if you wish to print more to distribute to others.
By Stephen Pritchard
Published: December 9 2009 16:29 | Last updated: December 9 2009 16:29
New devices and faster networks are driving up productivity by giving mobile workers direct access to corporate e-mail and applications on the move.
Analysis by Research in Motion, maker of the BlackBerry, found improvements in productivity in field service and sales of more than 20 per cent – the equivalent of an additional customer visit each day.
But managing an increasingly mobile workforce poses challenges for businesses.
Tools for managing the mobile devices themselves, such as the BlackBerry Enterprise Server, Microsoft’s System Center Mobile Device Manager (SCMDM), or LogMeIn Mobile are now reasonably mature and give strong levels of control over device content management and security. But managing the staff using the devices is more complicated, and more controversial.
Smartphone and personal digital assistant technology allows businesses to monitor where employees are, at any time, via GPS (global positioning system) chips.
With more smartphones and PDAs now offering GPS to support mapping and navigation software, businesses can tap into the data via specialist software that reports employees’ locations by linking location data to a business application, or through fleet management and tracking systems.
Businesses can also monitor their employees much more accurately by looking at the workflow information produced by mobile versions of CRM, salesforce automation, or other enterprise applications.
Monitoring technology, though, raises concerns about employee privacy, as well as the impact such data collection has on workforce autonomy, incentives, and management practice.
Although the technology exists to track exactly where someone is, if not what they are doing, it is often a poor substitute for supervision by experienced foremen and managers.
“Workforce tracking is a natural outgrowth of knowing where your assets are,” says Kevin O’Marah, chief strategy officer at AMR Research, an analyst company that specialises in technology for vertical markets such as retail, distribution and manufacturing.
“Tracking [individual] people is much more sinister, but the technology makes it very obvious where people are. Most of the value in track-and-trace comes from tracing assets such as trucks, and from areas such as speed monitoring. You can find out if a truck has been racing along at 85 miles per hour, and then the driver took a long break. Companies care because of fuel efficiency.”
Drivers of vehicle and industrial plant – often with price tags of $250,000 or more – accept a certain degree of monitoring as part of their jobs. And, according to Bob Walton, president of Qualcomm Enterprise Services, the potential downsides can be offset by providing services the drivers value, such as the ability to complete paperwork and training via an in-cab console.
Use of tracking systems does become more contentious if employees are expected to carry monitored devices outside the cab; extending the technology further, to an individual’s BlackBerry or iPhone, is even more likely to raise concerns.
“It is being done, especially monitoring where people are, in order to route them to the next job,” says Nick White, telecoms director at Deloitte, the professional services firm. “But there is absolutely an issue about privacy.”
Much depends on the degree of autonomy that different types of worker need, or expect. “If you try to control a salesforce to the nth degree, you will get resistance,” says Mr White. “If it is engineering, you want the workforce to be focused on the task, not worrying about what the next job will be.”
Some people will even appreciate a degree of monitoring, for example if they work alone in potentially hazardous or dangerous areas. Lone worker monitoring has already proved popular among groups including taxi drivers, and health care workers, who appreciate the improved sense of safety it brings.
Then there is the question of making up lost time, especially for employees who work on commission.
“People cancel appointments, so a salesperson wants to know who is the next best person to call on, who are the nearest customers or perhaps, those who recently ordered from the competition,” says David Perry, a director at Cognito, a specialist mobility vendor.
Mobile device user Mitie Pest Control uses device tracking to allocate employees to jobs, to monitor how long jobs take and also to ensure customers sign for any work carried out.
Although the company does use the technology to track the productivity of individuals, managing director Peter Trotman stresses this will not work if the result is simply heavy-handed management. There has to be feedback and training for staff who perform less well.
“There was some scepticism and resistance initially, as with any technology,” he says. “But because it replaces tedious paperwork and provides more accurate information, our staff have found it helps. They accept it as a useful tool, not an inconvenient management oversight.”
Copyright The Financial Times Limited 2009. Print a single copy of this article for personal use. Contact us if you wish to print more to distribute to others.
Wednesday, November 25, 2009
Gartner: Die Top 10 der Mobilanwendungen für private Nutzer im Jahr 2012
Das IT-Marktforschungs- und Beratungsunternehmen Gartner hat die 10 Mobilanwendungen für Privatanwender identifiziert, die im Jahr 2012 am wichtigsten sein werden.
"Mobilanwendungen und Services für Consumer sind nicht mehr nur die Domäne der Mobilfunkbetreiber", kommentiert Sandy Shen, Research Director bei Gartner. "Das wachsende Interesse der Verbraucher an Smartphones, das Engagement der Internet-Player im Mobil-Bereich sowie die Entstehung von Application Stores und branchenübergreifenden Services reduziert die Dominanz der Mobilfunkbetreiber. Jeder Marktteilnehmer hat Einfluss darauf, wie die Anwendung zum Kunden kommt und von ihm wahrgenommen wird. Und die Kunden treffen mit ihrer Aufmerksamkeit und ihrer Kaufkraft die letzte Entscheidung."
Aus der Original-Pressemeldung:
The top ten consumer mobile applications in 2012 will include:
No. 1: Money Transfer
This service allows people to send money to others using Short Message Service (SMS). Its lower costs, faster speed and convenience compared with traditional transfer services have strong appeal to users in developing markets, and most services signed up several million users within their first year. However, challenges do exist in both regulatory and operational risks. Because of the fast growth of mobile money transfer, regulators in many markets are piling in to investigate the impact on consumer costs, security, fraud and money laundering. On the operational side, market conditions vary, as do the local resources of service providers, so providers need different market strategies when entering a new territory.
No. 2: Location-Based Services
Location-based services (LBS) form part of context-aware services, a service that Gartner expects will be one of the most disruptive in the next few years. Gartner predicts that the LBS user base will grow globally from 96 million in 2009 to more than 526 million in 2012. LBS is ranked No. 2 in Gartner’s top ten because of its perceived high user value and its influence on user loyalty. Its high user value is the result of its ability to meet a range of needs, ranging from productivity and goal fulfilment to social networking and entertainment.
No. 3: Mobile Search
The ultimate purpose of mobile search is to drive sales and marketing opportunities on the mobile phone. To achieve this, the industry first needs to improve the user experience of mobile search so that people will come back again. Mobile search is ranked No. 3 because of its high impact on technology innovation and industry revenue. Consumers will stay loyal to some search services, but instead of sticking to one or two search providers on the internet, Gartner expects loyalty on the mobile phone to be shared between a few search providers that have unique technologies for mobile search.
No. 4: Mobile Browsing
Mobile browsing is a widely available technology present on more than 60 per cent of handsets shipped in 2009, a percentage Gartner expects to rise to approximately 80 per cent in 2013. Gartner has ranked mobile browsing No. 4 because of its broad appeal to all businesses. Mobile web systems have the potential to offer a good return on investment. They involve much lower development costs than native code, reuse many existing skills and tools, and can be agile - both delivered and updated quickly. Therefore, the mobile web will be a key part of most corporate business-to-consumer (B2C) mobile strategies.
No. 5: Mobile Health Monitoring
Mobile health monitoring is the use of IT and mobile telecommunications to monitor patients remotely, and could help governments, care delivery organisations (CDOs) and healthcare payers reduce costs related to chronic diseases and improve the quality of life of their patients. In developing markets, the mobility aspect is key as mobile network coverage is superior to fixed network in the majority of developing countries. Currently, mobile health monitoring is at an early stage of market maturity and implementation, and project rollouts have so far been limited to pilot projects. In the future, the industry will be able to monetise the service by offering mobile healthcare monitoring products, services and solutions to CDOs.
No. 6: Mobile Payment
Mobile payment usually serves three purposes. First, it is a way of making payment when few alternatives are available. Second, it is an extension of online payment for easy access and convenience. Third, it is an additional factor of authentication for enhanced security. Mobile payment made Gartner’s top ten list because of the number of parties it affects - including mobile carriers, banks, merchants, device vendors, regulators and consumers - and the rising interest from both developing and developed markets. Because of the many choices of technologies and business models, as well as regulatory requirements and local conditions, mobile payment will be a highly fragmented market. There will not be standard practices of deployment, so parties will need to find a working solution on a case-by-case basis.
No. 8: Mobile Advertising
Mobile advertising in all regions is continuing to grow through the economic downturn, driven by interest from advertisers in this new opportunity and by the increased use of smartphones and the wireless Internet. Total spending on mobile advertising in 2008 was $530.2 million, which Gartner expects to will grow to $7.5 billion in 2012. Mobile advertising makes the top ten list because it will be an important way to monetise content on the mobile internet, offering free applications and services to end users. The mobile channel will be used as part of larger advertising campaigns in various media, including TV, radio, print and outdoors.
No. 9: Mobile Instant Messaging
Price and usability problems have historically held back adoption of mobile instant messaging (IM), while commercial barriers and uncertain business models have precluded widespread carrier deployment and promotion. Mobile IM is on Gartner’s top ten list because of latent user demand and market conditions that are conducive to its future adoption. It has a particular appeal to users in developing markets that may rely on mobile phones as their only connectivity device. Mobile IM presents an opportunity for mobile advertising and social networking, which have been built into some of the more advanced mobile IM clients.
No. 10: Mobile Music
Mobile music so far has been disappointing - except for ring tones and ring-back tones, which have turned into a multibillion-dollar service. On the other hand, it is unfair to dismiss the value of mobile music, as consumers want music on their phones and to carry it around. We see efforts by various players in coming up with innovative models, such as device or service bundles, to address pricing and usability issues. iTunes makes people pay for music, which shows that a superior user experience does make a difference.
Weitere Informationen finden Sie in der Original-Pressemeldung (s.o).
25.11.2009, Sabine Minar, Text 100 GmbH
"Mobilanwendungen und Services für Consumer sind nicht mehr nur die Domäne der Mobilfunkbetreiber", kommentiert Sandy Shen, Research Director bei Gartner. "Das wachsende Interesse der Verbraucher an Smartphones, das Engagement der Internet-Player im Mobil-Bereich sowie die Entstehung von Application Stores und branchenübergreifenden Services reduziert die Dominanz der Mobilfunkbetreiber. Jeder Marktteilnehmer hat Einfluss darauf, wie die Anwendung zum Kunden kommt und von ihm wahrgenommen wird. Und die Kunden treffen mit ihrer Aufmerksamkeit und ihrer Kaufkraft die letzte Entscheidung."
Aus der Original-Pressemeldung:
The top ten consumer mobile applications in 2012 will include:
No. 1: Money Transfer
This service allows people to send money to others using Short Message Service (SMS). Its lower costs, faster speed and convenience compared with traditional transfer services have strong appeal to users in developing markets, and most services signed up several million users within their first year. However, challenges do exist in both regulatory and operational risks. Because of the fast growth of mobile money transfer, regulators in many markets are piling in to investigate the impact on consumer costs, security, fraud and money laundering. On the operational side, market conditions vary, as do the local resources of service providers, so providers need different market strategies when entering a new territory.
No. 2: Location-Based Services
Location-based services (LBS) form part of context-aware services, a service that Gartner expects will be one of the most disruptive in the next few years. Gartner predicts that the LBS user base will grow globally from 96 million in 2009 to more than 526 million in 2012. LBS is ranked No. 2 in Gartner’s top ten because of its perceived high user value and its influence on user loyalty. Its high user value is the result of its ability to meet a range of needs, ranging from productivity and goal fulfilment to social networking and entertainment.
No. 3: Mobile Search
The ultimate purpose of mobile search is to drive sales and marketing opportunities on the mobile phone. To achieve this, the industry first needs to improve the user experience of mobile search so that people will come back again. Mobile search is ranked No. 3 because of its high impact on technology innovation and industry revenue. Consumers will stay loyal to some search services, but instead of sticking to one or two search providers on the internet, Gartner expects loyalty on the mobile phone to be shared between a few search providers that have unique technologies for mobile search.
No. 4: Mobile Browsing
Mobile browsing is a widely available technology present on more than 60 per cent of handsets shipped in 2009, a percentage Gartner expects to rise to approximately 80 per cent in 2013. Gartner has ranked mobile browsing No. 4 because of its broad appeal to all businesses. Mobile web systems have the potential to offer a good return on investment. They involve much lower development costs than native code, reuse many existing skills and tools, and can be agile - both delivered and updated quickly. Therefore, the mobile web will be a key part of most corporate business-to-consumer (B2C) mobile strategies.
No. 5: Mobile Health Monitoring
Mobile health monitoring is the use of IT and mobile telecommunications to monitor patients remotely, and could help governments, care delivery organisations (CDOs) and healthcare payers reduce costs related to chronic diseases and improve the quality of life of their patients. In developing markets, the mobility aspect is key as mobile network coverage is superior to fixed network in the majority of developing countries. Currently, mobile health monitoring is at an early stage of market maturity and implementation, and project rollouts have so far been limited to pilot projects. In the future, the industry will be able to monetise the service by offering mobile healthcare monitoring products, services and solutions to CDOs.
No. 6: Mobile Payment
Mobile payment usually serves three purposes. First, it is a way of making payment when few alternatives are available. Second, it is an extension of online payment for easy access and convenience. Third, it is an additional factor of authentication for enhanced security. Mobile payment made Gartner’s top ten list because of the number of parties it affects - including mobile carriers, banks, merchants, device vendors, regulators and consumers - and the rising interest from both developing and developed markets. Because of the many choices of technologies and business models, as well as regulatory requirements and local conditions, mobile payment will be a highly fragmented market. There will not be standard practices of deployment, so parties will need to find a working solution on a case-by-case basis.
No. 8: Mobile Advertising
Mobile advertising in all regions is continuing to grow through the economic downturn, driven by interest from advertisers in this new opportunity and by the increased use of smartphones and the wireless Internet. Total spending on mobile advertising in 2008 was $530.2 million, which Gartner expects to will grow to $7.5 billion in 2012. Mobile advertising makes the top ten list because it will be an important way to monetise content on the mobile internet, offering free applications and services to end users. The mobile channel will be used as part of larger advertising campaigns in various media, including TV, radio, print and outdoors.
No. 9: Mobile Instant Messaging
Price and usability problems have historically held back adoption of mobile instant messaging (IM), while commercial barriers and uncertain business models have precluded widespread carrier deployment and promotion. Mobile IM is on Gartner’s top ten list because of latent user demand and market conditions that are conducive to its future adoption. It has a particular appeal to users in developing markets that may rely on mobile phones as their only connectivity device. Mobile IM presents an opportunity for mobile advertising and social networking, which have been built into some of the more advanced mobile IM clients.
No. 10: Mobile Music
Mobile music so far has been disappointing - except for ring tones and ring-back tones, which have turned into a multibillion-dollar service. On the other hand, it is unfair to dismiss the value of mobile music, as consumers want music on their phones and to carry it around. We see efforts by various players in coming up with innovative models, such as device or service bundles, to address pricing and usability issues. iTunes makes people pay for music, which shows that a superior user experience does make a difference.
Weitere Informationen finden Sie in der Original-Pressemeldung (s.o).
25.11.2009, Sabine Minar, Text 100 GmbH
Monday, October 01, 2007
FT.com / Companies / Telecoms - Nokia takes big step into mobile content
FT.com / Companies / Telecoms - Nokia takes big step into mobile content
Nokia takes big step into mobile content
By Robert Anderson in Stockholm and Paul Taylor in New York
Published: October 1 2007 19:44 | Last updated: October 1 2007 23:55
Nokia, the world’s largest mobile telephone manufacturer, is to take a giant step into the fast-growing mobile content and services market by acquiring Navteq, the leading provider of digital map information, for $8.1bn in cash.
Nokia, which is trying both to diversify away from handsets and offer customers more reasons to buy its handsets, will pay $78 in cash for each Navteq share, a 34 per cent premium to the price a month ago when takeover speculation started to push the shares higher.
The deal is the biggest in Nokia’s latest spending spree. In recent months, the Finnish handset maker has announced plans to acquire Loudeye, a digital music company, for $60m, Twango, a social networking community, for a reported $100m, and Enpocket, a mobile marketing company, for an undisclosed sum.
Analysts suggested the price was expensive, given that TomTom, the market leader in car navigation devices, recently agreed to pay €1.8bn ($2.6bn) for Tele Atlas, the number two in the digital map market.
However, they noted that Nokia might have been forced to raise its offer to outbid potential buyers, rumoured to have included both Google and Microsoft.
To justify the price, analysts suggested Nokia would have to work hard to ensure that Navteq retained its customer base.
Nokia believes location and content services will be key in future mobile services, allowing users to find restaurants and locate friends nearby in real time, while providing opportunities for targeted advertising.
US-based Navteq, which was founded 22 years ago and is headed by chief executive Judson Green, has 3,000 employees and reported revenues of $582m last year, creates the digital maps and content that power GPS navigation and location-based devices in cars, on websites, mobile phones, and for governments and businesses.
Nokia will finance half the acquisition, expected to be completed next year, from its €8.3bn cash pile and half from loans.
Nokia’s shares on Monday closed down €1.54 at €26.23.
Copyright The Financial Times Limited 2007
Nokia takes big step into mobile content
By Robert Anderson in Stockholm and Paul Taylor in New York
Published: October 1 2007 19:44 | Last updated: October 1 2007 23:55
Nokia, the world’s largest mobile telephone manufacturer, is to take a giant step into the fast-growing mobile content and services market by acquiring Navteq, the leading provider of digital map information, for $8.1bn in cash.
Nokia, which is trying both to diversify away from handsets and offer customers more reasons to buy its handsets, will pay $78 in cash for each Navteq share, a 34 per cent premium to the price a month ago when takeover speculation started to push the shares higher.
The deal is the biggest in Nokia’s latest spending spree. In recent months, the Finnish handset maker has announced plans to acquire Loudeye, a digital music company, for $60m, Twango, a social networking community, for a reported $100m, and Enpocket, a mobile marketing company, for an undisclosed sum.
Analysts suggested the price was expensive, given that TomTom, the market leader in car navigation devices, recently agreed to pay €1.8bn ($2.6bn) for Tele Atlas, the number two in the digital map market.
However, they noted that Nokia might have been forced to raise its offer to outbid potential buyers, rumoured to have included both Google and Microsoft.
To justify the price, analysts suggested Nokia would have to work hard to ensure that Navteq retained its customer base.
Nokia believes location and content services will be key in future mobile services, allowing users to find restaurants and locate friends nearby in real time, while providing opportunities for targeted advertising.
US-based Navteq, which was founded 22 years ago and is headed by chief executive Judson Green, has 3,000 employees and reported revenues of $582m last year, creates the digital maps and content that power GPS navigation and location-based devices in cars, on websites, mobile phones, and for governments and businesses.
Nokia will finance half the acquisition, expected to be completed next year, from its €8.3bn cash pile and half from loans.
Nokia’s shares on Monday closed down €1.54 at €26.23.
Copyright The Financial Times Limited 2007
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