Apple Bans Google Mobile App Ads

Apple has changed the terms of its application developer agreement to block apps from using competitive ad networks operated by rivals such as Google.

That's ironic in light of "network neutrality" debates that some claim involve packet blocking, in the "restraint of trade" sense. Others point out that network management and grooming, as well as ability to create value-added services and features, are more the issue.

What is striking are the many ways packets are being groomed, blocked and shaped by application and device providers. Apple blocking Google ad network ads, or Apple refusing to share analytics with some third-party ad networks, are new examples.

Blunt instruments do not work well in a business and an ecosystem that changes this fast, especially when content pay walls, app stores, even operating systems and browsers can favor or deny access to "Internet bits."

Apple bans Google mobile app ads | News | New Media Age:

UC is Changing Channel Requirements

Channel organizations have faced change ever since IP communications began to displace older voice technologies, principally by increasing technology skills requirements.

The complexity of UC implementations, especially in multi-vendor environments, requires a significant vendor or channel partner implementation and integration expertise, notes Melanie Turek, Frost & Sullivan principal analyst.

Most companies with more than a few dozen employees will deploy UC across technology from at least two vendors. That will involve integration, and since it's unlikely those two vendors are plug-and-play today, that integration will require services, she says.

The nature of channel partnerships also is changing as IT and telecom staffs converge with the shift to software-centric solutions, and with businesses increasingly virtualizing their data centers and communications infrastructures.

http://www.nojitter.com/blog/archives/2010/06/the_channel_is.html

T-Mobile May Offer All Phones Free for Father's Day

T-Mobile might be gearing up to offer free phones for Father’s Day.

According to the copy of the script TmoNews apparently obtained, a voice-over says, “Starting early 8 a.m. this Saturday, T-Mobile is putting families first with another first. We’re making every single phone in the store free.”"

T-Mobile May Offer All Phones Free for Father's Day

http://www.tmonews.com/2010/06/june-19th-the-mother-of-all-fathers-day-sales/

Apple Will Bar Google (AdMob) From iPhones, iPads, iTouch Devices

Says AdMob CEO: Apple proposed new developer terms on Monday that, if enforced as written, would prohibit app developers from using AdMob and Google’s advertising solutions on the iPhone.  These advertising related terms both target companies with competitive mobile technologies (such as Google), as well as any company whose primary business is not serving mobile ads. This change threatens to decrease – or even eliminate – revenue that helps to support tens of thousands of developers. The terms hurt both large and small developers by severely limiting their choice of how best to make money.  And because advertising funds a huge number of free and low cost apps, these terms are bad for consumers as well.

Let’s be clear. This change is not in the best interests of users or developers. In the history of technology and innovation, it’s clear that competition delivers the best outcome. Artificial barriers to competition hurt users and developers and, in the long run, stall technological progress.

Since I started AdMob in 2006, I have watched competition in mobile advertising help drive incredible growth and innovation in the overall ecosystem.  We’ve worked to help developers make money, regardless of platform – iPhone, Android, Palm Pre, Blackberry, Windows, and others. In the past four years, AdMob has helped tens of thousands of developers make money and build real businesses across multiple operating systems.

I’ve personally worked with many iPhone app developers around the world, including one who created a fun and simple game in the early days of the App Store. He built the app because he was interested in the challenge. He built this single app into a multi-million dollar advertising revenue stream with AdMob, hired a whole team, and turned a hobby into a real business.

We see these stories all the time.  We want to help make more of them, so we’ll be speaking to Apple to express our concerns about the impact of these terms.

Google Voice to Integrate with Gmail

Google apparently is testing a new feature that makes Gmail chat more useful: users are able to make and receive Google Voice calls from inside the Gmail application, as they would using Skype on a PC.

A new phone icon opens a Gmail chat window with a dialpad, an option to find contacts, a credit balance and a call button.

Google Voice to Integrate with Gmail as a VoIP Service:

Sprint’s HTC EVO 4G Sold Even Where There is Only 3G

Sales of Sprint Nextel Corp.’s HTV Evo smartphone did well even in markets that don’t yet have access to the company’s new super-fast 4G wireless network, the company’s CFO told analysts Wednesday. Considering there is a $10 monthly surcharge for the 4G network feature, paid by all HTC Evo users, whether they have access to the network or not, that's something.

Bob Brust, appearing at a New York analyst event, said that first-day sales of the HTC EVO 4G on Friday “did really well across the country, not just in 4G areas” and that the Overland Park-based company was “working hard to remedy” a rash of stores that sold out of the devices.

CFO: Sprint’s HTC EVO 4G smartphone sells well in non-4G markets - Kansas City Business Journal

Is Sprint Finally Turning Its Business Around?

"Assuming it can execute on its current plans, the worst is behind it," says Yankee Group analyst Carl Howe.

Sprint is winning back consumers the old-fashioned way: with hard-nosed cost management, good customer service, and simpler and cheaper services, says Howe, despite a tough period since about 2005 when the Nextel deal and then operational issues caused huge customer defections.

Sprint Nextel’s annualized customer churn rate in the first quarter of 2008 was 38.2 percent, one of the highest in the wireless industry, and a disproportionate share of those losses came from the Nextel portion of the customer base.

In the first quarter of 2008, in fact,  Sprint posted a $29.7 billion write-down of the $36 billion it paid for Nextel. It isn't clear what might have happened had Sprint not purchased Nextel, but it seems clear now that it was a mistake.

But Sprint has been clawing its way out of a hole for the past few years. Annual churn is down to about 33 percent, which is higher than Sprint probably wishes it were, but is a vast improvement.

Based on our North America Mobile Carrier Monitor, annualized customer churn at Sprint has fallen to just over 33 percent.

And though some might view the segment as unappetizing, Sprint has focused much of its marketing efforts on prepaid plans, the fastest growing segment of the mobile phone market.

Sprint has improved its customer satisfaction significantly since 2008 as well. Howe says the average satisfaction of Sprint customers is 7.3, just slightly higher than the industry average of 7.2, and higher than AT&T according to the May 2010 American Customer Satisfaction Index.

While not yet profitable again, Sprint has been slowly and steadily improving its financial performance.

And while some might scoff at the model, Sprint also is restructuring its business as wireless providers in some other markets (India and Europe) also have done, focusing on marketing and outsourcing technical elements of the business.

Basically, Sprint is trying to externalize all functions non-core to service differentiation, customer acquisition and retention. It has spun off network operations management, though not ownership, to Ericsson AB.

That agreement moved 6,000 Sprint employees to Ericsson, while reducing Sprint’s operational expense.

Spirnt also is sharing mobile infrastructure. In 2008, Sprint sold off more than 3,000 of its mobile towers to TowerCo and agreed to lease these towers back for its operations. By leasing instead of owning the towers, Sprint was able to free up capital.

The operator also has roaming agreements with Verizon, giving Sprint the flexibility to exchange operational cost for coverage when it doesn’t feel capital expenditures for coverage are warranted.

While Verizon and AT&T are swapping maps and million-dollar advertising budgets fighting to capture postpaid customers, Sprint has no fewer than four brands focusing on prepaid subscribers: Assurance for government-subsidized plans, Common Cents for Walmart shoppers, Boost for voice-focused consumers, and Virgin Mobile for data-oriented young consumers.

With the postpaid wireless market saturated and prepaid plans now accounting for the majority of growth in wireless, Sprint is focused on serving customers that the other carriers aren’t.

Sprint also was first out of the gate with a fourth-generation network, though some might now say it faces a switch of air interface again from WiMAX to Long Term Evolution.

It is not completely clear whether consumers will see WiMAX, Wi-Fi features Sprint is emphasizing and its approach to retail pricing as the differentiators Sprint hopes they will be, but there is no question Sprint is trying.

Any consumer considering a higher-end smartphone purchase these days probably will find Sprint's approach a lot easier to understand, as users now must decide how many voice minutes they want, how many text messages they need, whether they want or need multimedia messaging service, which data plan is best, and so forth. It simply is more complicated to buy a device and service today, than it used to be.
Sprint is trying pretty hard to simplify all of that.

Yankee Group believes that it will rebound this year more strongly than its competitors might think, says Howe.