Re: Nokia resmi gandeng Windows Phone 7

by **hieruma** Fri Feb 11, 2011 7:27 pm

d4re wrote:
hieruma wrote:bc ini gan.liat disadvantages.y bejibun
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Mungkin dgn device brbeda dr sblumnya x gan.
Smga aj yg main disadvantge nyabak ntu bs dikurangi di nokia

Bnr jg gan... Skrg patokannya gni
-hp canggih -> iphone
-hrga ekonomis -> pocin
Krna nokiyem kgak murah n dlm teknologi jg ga bgitu canggih. Mkanya mw di naikin dgn gaet mikocok..
Tp bg ane mah handset2 ntu adanya cuma dimimpi doank

smg ja berkurang main disadvantages.y .tp walau gt aplikasi yg dipkai kn 80% berbayar.gk gratis ky symbian .gk cocok di indo.tp yg bkal hbt di bidang office ama game

by **DE4DBOYZ** Fri Feb 11, 2011 7:45 pm

wah nokia mo pake wp7 y,
os yg Lumayan mahaL tuh kLo bwt hape..
Apa mampu bersaing ma andro yg skrg hargany udah muLae terjangkau..

by **Dimas_dwi95** Fri Feb 11, 2011 7:58 pm

katanya ovi store contact bkaln gbung ma window pingen liat hpnya kyk apa

by **hieruma** Fri Feb 11, 2011 8:04 pm

d tunggu aja gan.tp pas d mwc bsk pling symbian 3 yg bnyk beredar.plus 1 wp7,yaitu n9.cmiiw

by **DE4DBOYZ** Fri Feb 11, 2011 8:25 pm

iy g mungkin juga nokia Langzung ninggaLin os symbian cz tentuny udah punya pangza pazar tersendiri dihati para peminatny.. Pazti mazih ngembangin Lg os symbian ^3 ny..

by **ryan89** Fri Feb 11, 2011 9:04 pm

tetep cinta ama s60v3.
Ru ngumpulin duit bwt bli c5 touch.

by **CHRISH** Fri Feb 11, 2011 10:25 pm

Kurang seru y?
ne symbi s60v2 puny saya..masih awet..

by **nokia 5800** Sat Feb 12, 2011 4:18 am

harusnya Nokia mikir n nyiptain Symbian n Meego lbh keren lg, ngalahin OS2 laen.

by **hieruma** Sat Feb 12, 2011 5:58 am

skrng WP7 jd prioritas utama,meego cadangan.symbian hangus.

by **hieruma** Sat Feb 12, 2011 6:04 am

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.