So who's sporting a Windows Phone 7?

[oj88]

Last November 2010, I was looking forward to getting the WP7 but ended up getting an HTC Desire Z due to the hardware keyboard being my "thing".

I plan to upgrade my mobile plan to unlimited data and the HTC Mozart (WP7) can be had for like 18k with the plan. I intend to give the unit to my wife. I was wondering if anyone has any first impressions on it (ie. stability, ease of use, etc.) She's into social networking, taking pics and vids of our kids, and maybe play a few games in between, etc.

I'm also looking into the Nokia N8 (about 8.5k with the plan) as an alternative and cheaper choice.

[roninblade]

also curious about this. i don't think i've come across or even heard of anybody using windows phone 7.

[oj88]

Constant crashing with early versions of WinMobile made it a very unpopular phone OS. They somewhat fixed most problems in v6.x but the damage was done.

The youtube vids of Windows Phone 7 are impressive. Definitely a total departure from the previous versions. Then again, everything looks good on paper. There's still this stigma of doubt on everyone's mind of how clunky MS' phone OS is. Although, I used to own a Windows Mobile 6.1 phone (Samsung i780). Crashed approx. 2-3x a month . Loved it, nevertheless, but it was getting old. Can't play Angry Birds on that dinosaur. :D

As of the moment, I'm about 60-40 in favor of the N8. Hmmm... Never had a Symbian phone before... let alone v3.

[hondaboot]

di muna ako bumili ng HTC, napagana ko ang Push Email (Blackberry style) sa nOkia E52 ko using any WiFi on spot na madaaanan ko. okey din yun Snaptu, biles ng facebook and twitter grabeh!

imagine an entry level phone doing the things that major smartphones can do. dun kayo tumambay sa symbianize, puro noypi dami apps sobra

[Monseratto]

Windows Phone 7...in a Nokia?

http://www.telegraph.co.uk/technolog...ogle-exec.html

Nokia moving to Microsoft, suggests Google exec
A tweet from Google VP Vic Goduntra apparently criticises Nokia's rumoured decision to use Windows Phone 7
By Matt Warman, Consumer Technology Editor 12:41PM GMT 10 Feb 2011

Speculation that Nokia is about to announce a deal with Microsoft’s Windows Phone 7 software has been heightened by a tweet from a senior Google executive.

Vic Gundotra, the search giant’s vice president of engineering, said that “Two turkeys do not make an eagle”. Nokia had been rumoured to be considering beginning to use either Google’s own Android operating system or Microsoft’s, but Gundotra’s tweet appears to suggest that Android has not been selected.

Gundotra’s tweet also used the hashtag #feb11, apparently referring to Nokia’s capital markets day in London tomorrow. Stephen Elop, Nokia’s CEO and a former Microsoft employee, is expected to use the day to make announcements on the firm’s strategy. A memo was leaked earlier this week suggesting that he believes the company must embrace “radical change”.

Nokia itself, however, has used the same phrase: in 2005 the firm’s Anssi Vanjoki used it to refer to the merger of Siemens and Benq, claiming that the two companies would magnify each other’s problems rather than diminish them.

If Nokia does announce some use of Windows Phone 7, it is likely to be as an operating system for some smartphones; its existing Symbian operating system is expected to continue as a platform for its midrange handsets.

[marg]

NOKIA is DESPERATE.

CEO Stephen Elop to employees via Memo last week:

Hello there,

There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.

As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.

He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.

We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.

Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.

I have learned that we are standing on a burning platform.

And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.

For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.

In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.

And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.

Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.

While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.

The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.

We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.

At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.

At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.

And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.

The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem. This means we're going to have to decide how we either build, catalyse or join an ecosystem.

This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.

On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.

Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.

How did we get to this point? Why did we fall behind when the world around us evolved?

This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.

Nokia, our platform is burning.

We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.

The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.

Stephen.

They will adopt Windows Phone 7 since Android family is too crowded.