Sprint extends its lead in making 4G technology a reality for millions of customers by announcing more planned coverage across the country
OVERLAND PARK, Kan., Mar 23, 2010 (BUSINESS WIRE) — On a path to equip an expected 120 million Americans by end of the year with a mobile Internet experience that is turbo-charged, Sprint (NYSE:S) today announced plans to bring 4G technology to several additional markets, including Los Angeles and Miami. With 27 markets already equipped with 4G and more being planned for this year, Sprint is fulfilling its promise to light up major metropolitan areas with speeds that are up to 10 times faster1 than 3G.Newly announced markets that will see 4G in 2010 are Cincinnati, Cleveland, Los Angeles, Miami, Pittsburgh, Salt Lake City and St. Louis. Earlier this year Sprint announced that it planned to launch 4G in Boston, Denver, Kansas City, Houston, Minneapolis, New York, San Francisco and Washington, D.C., in 2010.
And unlike “concepts” and “lab tests” from other wireless companies, Sprint is the first national wireless carrier to actually test, launch and market 4G technology. The strength of Sprint 4G lies in its all-IP backbone, common architecture and 4G spectrum depth, which give the company considerable flexibility to ensure that customers have a top mobile experience and the most advanced 4G services available well into the future.
With Sprint 4G, the mobile Internet potential is virtually limitless, especially for those using a Sprint 4G-powered product, such as Overdrive(TM) 3G/4G Mobile Hotspot and Sprint 3G/4G USB Modem U301 by Franklin. This year, Sprint plans to introduce several 4G devices, including a single-mode 4G data card, embedded laptops and a 4G phone. Customers can purchase existing Sprint 4G products and plans at select Sprint retail stores, select Best Buy stores and local retailers, through business sales, via Sprint Telesales at 1-800-Sprint-1 or online at www.sprint.com/4G.
Sprint is harnessing the power of 4G as the majority shareholder of Clearwire, the independent company that is building the WiMAX network.
About Sprint Nextel
Sprint Nextel offers a comprehensive range of wireless and wireline communications services bringing the freedom of mobility to consumers, businesses and government users. Sprint Nextel is widely recognized for developing, engineering and deploying innovative technologies, including two wireless networks serving more than 48 million customers at the end of the fourth quarter of 2009 and the first and only 4G service from a national carrier in the United States; industry-leading mobile data services; instant national and international push-to-talk capabilities; and a global Tier 1 Internet backbone. The company’s customer-focused strategy has led to improved first call resolution and customer care satisfaction scores. For more information, visit www.sprint.com.
1“Up to 10x faster” based on download speed comparison of 3G’s 600 kbps vs. 4G’s 6 Mbps. Industry published 3G avg. speeds (600 kbps-1.7 Mbps); 4G avg. speeds (3-6 Mbps). Actual speeds may vary. Sprint 4G is available in more than 25 markets and counting, and on select devices. See www.sprint.com/4G for details.
Sprint seems serious about 4G now.
We thought the Dell Adamo XPS to be a truly beautiful creation, an innovative challenger that one-upped the MacBook Air. It had potential.
We’re truly sad to hear of its passing.
The Adamo XPS, a super portable spinoff from the original, hefty Adamo, was the most design-aggressive member of the Dell product family. It was a statement of what the company could do when it focused on form. And more importantly, it was different from anything else, not only that Dell produced, but that ANYONE produced. The Adamo XPS was unique. And uniqueness is a rare commodity in an industry that’s divided between Macbook clones and plastic PCs with so little grey in between.
We’re heartbroken to say farewell to the Adamo XPS and we hope that a new generation will be revealed at some point in the future. In the meantime:
Rest in Peace
Dell Adamo XPS 2009-2010
Send an email to Rosa Golijan, the author of this post, at firstname.lastname@example.org.
Oh Dell, you continue to be confused about what people want. BTW, I hear they’re still cranking out MacBook Airs.
Looks like you can do Twitter/Ping integration and have it automatically tell your peeps that you posted something new. Very cool.
If you’re a Mac user and an avid blogger, check out MacUpdate’s limited time, sale price offer of Blogo.
Blogo puts your blogging in one, simple and efficient console. It works with all the major blogging platforms including WordPress, MovableType and Expression Engine, including “miniblog” platforms, such as Tumblr. The software even supports hosted platforms like Blogger and Typepad. They’ve added micro-blogging as well, so now enjoy Twitter and Ping.fm posting right from Blogo.
Blogo allows you to set links, upload images, embed images, preview your post and more. Plus, you can even go back and edit your posts all without logging into your blog platform.
Finally, I’ve taken the plunge. Previously, I just couldn’t justify the price, considering how little I actually post a blog entry, but at $18.75 on sale, it’s a no brainer.
As many of you may be aware, and as I discussed on VexedTech, Jason Calacanis of Mahalo fame (as well as other ventures and who may be referred to as a new-media socialite), wrote his dissertation against Apple entitled, “The Case Against Apple-in Five Parts” to his email subscribers (link to blog post version). Below is my response to his email.
Recently, Michael Arrington of TechCrunch fame, posted The Truth: What’s Really Going On With Apple, Google, AT&T And The FCC. This story is clearly another bleeding heart “that company won’t let the other company’s kid play in my playground,” which I find is prevalent in the computer industry. I’m not sure at what point people within the industry decided the computer business should be a democracy. I’m also mystified as to why people have such a sense of entitlement in regards to what can or cannot run on a device. This is the argument Arrington makes with his article, lambasting Apple for being a closed system and not letting others, in this case Google, play. In the real world of engineering and marketing, this is a completely bogus sediment, yet for some reason the computer industry’s customer base tends to expect this from its member companies. The funny this is, this rant from Arrington is not about a traditional computer at all–it’s about a mobile telephone.
Here’s a copy of my comment to his post:
Apple, Google, Microsoft and other titans of the industry can do whatever the hell they want when it comes to allowing things to work or not work on their devices. In the real world it’s been that way for years. I’m not sure how the computer industry has grown into this democracy, where its customers have this sort of sense of entitlement.
In the real world, companies like Panasonic make video cameras that don’t work with other people’s software. Other companies make remote controls that aren’t compatible with another brand’s remotes. Mercedes-Benz Nav system doesn’t allow BMW’s Nav discs, although they do the same thing. My blender doesn’t use the same carafe as any other company’s blender or even from the company that made mine. Closer to the techosphere, Grand Turismo is not available on any other console but PlayStation.
So why should Microsoft, Apple, Google, Oracle, Sony or anyone else create any software or service that works with anyone else’s devices? And worse, why is he government getting involved? Apple’s “monopolistic” practices with it’s phone are not any more closed than Microsoft’s Outlook Express database format.
Or how about how Verizon closes off bluetooth data on nearly all of the phones it sells? While AT&T or T-Mobile may sell the same phone (in GSM version of course), you cannot sync data to it or browse the phone with bluetooth if it’s on Verizon’s network. No one is investigating Verizon over that, yet they’ve closed many capabilities of handsets they sell, which are made by other manufacturers like Motorola, Samsung, Sony-Ericsson, etc for years!
If Apple came into this space as ACME Mobile Phone and created a phone that blew everyone away, had a theretofore unmatched user experience and the market responded with zeal, waiting in line to get one, would this discussion even be? I think because Apple is a computer company, this argument exists. If Apple were ACME, people would just buy a different phone and could care less about how open or closed the company is. It’s not a monopoly if you have choice and you have a choice to buy any other smart phone. Just like how you can download Firefox to replace IE. None of this is monopolistic, just competitive advantage.
When Ford makes a car with a catalytic converter that is compatible with one from BMW, and performs better and I have a choice to buy BMW’s version to replace Ford’s, then I’ll believe in this utopian society created by techies who argue about open source. The reality is a BMW’s catalytic wouldn’t fit on a Ford and probably wouldn’t work right on it anyway, because it wasn’t designed by the company that engineered the car in the first place. It may be a better catalytic, but it doesn’t fit on the Ford. Perhaps I should lobby the NHTSA to make sure BMW makes parts that fit on a Ford? Not in the real world.
A lot is being said about Microsoft’s lack of focus recently. John C. Dvorak claims that Microsoft suffers from “CADD: Corporate Attention Deficit Disorder” (Marketwatch.com, July 27, 2009). I have to agree wholeheartedly, yet I agree it’s more than that.
It seems to me that somewhere around Windows 3.1, Microsoft became star-struck. They were the darling of Wall Street, with stock and earnings rising and rising on an amazing growth trajectory. Suddenly, Microsoft’s operating system was touting as amazingly advanced and changing the business desktop, as Apple Macintosh fans snickered with their fancy graphical user interfaces.
With great fanfare, Microsoft launched Windows95, hired The Rolling Stones and received unbelievable press coverage. The pundits exclaimed Windows95 to be a huge breakthrough, while journalists wrote in nauseam, “just like a Mac.” Microsoft’s trajectory climbed at even a higher pace. Large corporate campuses in Redmond and Silicon Valley were added to house all the people needed to handle growth. Geeks became cool and they felt like they were like rock stars.
And the company grew and grew…
Bill Gates was a shrewd negotiator, even at 19 years old. His game was poker and he used his brilliance to adapt the ideals of poker to the bargaining table. This is why Microsoft landed that first huge deal with IBM. Microsoft had dogged determination to be the operating system of choice for the fledging computer industry. There was a real spirit at Microsoft–that of a forward thinking, dynamic company. In 1984, when the Macintosh was introduced, they got right behind it. Macs were on many desktops within Microsoft and they wrote some really great software. Microsoft Excel was first introduced on Mac, while Word really gained major acceptance on Mac. Macs were cool and Bill was enamored.
Windows95 launched and became wildly successful. Revenues and earnings shot through the roof, Bill became the richest man in the world and Microsoft gained a war chest of cash like no other. Microsoft, with it’s college-campus-like atmosphere and heretofore witnessed employee perks, was fat and happy.
The Internet flashed onto the scene and Netscape suddenly appeared. While Microsoft yawned, Netscape files for one of the most successful IPOs in history. Netscape made a Web browser, yet had no real business model, but it’s really a cool company. People bank on Netscape’s unknown future, just like they did with Microsoft, albeit more risky.
Asleep at the wheel, the noise about Netscape and other fledgling Internet companies began to wake the sleeping giant. Microsoft threw together Internet Explorer, which became the standard on Windows98. Not long after that, Microsoft decided it should own the internet and began to develop services and languages to run its way, instead of using open standards.
Fast forward to today. Open standards are just that, “standard.” Microsoft’s arrogance has finally met its match with a community resistance that has rejected their imperious attempts.
This and their still not cool.
This quick background story is a true example of Microsoft history, which could be framed in a variety of situations in the company’s history. Over and over, Microsoft jumps into whatever is trendy; after all, it has billions of dollars in the bank, why not hedge bets? Online services, online media, search engines (galore), games, toys, publishing, music players, online music and more. Sony is cool and built a revolutionary game console, so Microsoft jumps into the fray, losing money on each device it ships. Apple changes the world with iPod, perhaps the coolest device to ever be introduced, so Microsoft counters with Zune, albeit years later. Apple’s iTunes Store takes the world by storm. iTunes does little for Apple’s profits, but sells iPods. Microsoft, who already spent millions promoting its Windows Media DRM “Plays for Sure” system, decides to come up with the Zune Store, entirely incompatible with the “Plays for Sure” standard it conned its vendors into the year before.
So think about this: name 5 products that Microsoft currently markets. What did you come up with? Let’s take a guess: 1) Office (Word, Excel, Powerpoint), 2) Windows, 3) XBox, 4) Internet Exploer, 5) Bing. Right? If you think of any others, leave it in the comments. The only reason Bing is on the list is probably because you’ve been hit with its $30-million ad campaign. Of the five answers above, or the five answers you arrived at, how much money is spent marking the first 3 on your list? Probably very little compared to the stuff not on your list, sans #5’s $30-million dollar campaign currently in effect.
Shouldn’t Microsoft be spending more money on its next generation products that enrich its core businesses?
Microsoft is a company that’s truly lost its way. However, unlike Sony, which was cool and not only lost its way, but lost its mojo, Microsoft keeps grasping for the cool and trendy, but never really had the mojo to begin with. Microsoft is akin to a celebrity who had their place in the spotlight, continues to act like a snobby celebrity, while desperately grasping for attention. Fiona Apple comes to mind as a prime example, no pun intended.
Even the culture at Microsoft’s campuses reflect this, especially Redmond. Employees there are possibly the most snobbish, arrogant people on the planet. If you need proof, dine with some of them at a local restaurant sometime or interview a local restaurant worker. Most of them feel like they are the cats meow and look down upon those who use iPods, even within their own circles.
The solution for Microsoft is simple, really. The company needs to start shedding programs and divisions that do not work, stop trying to chase after companies like Google and Apple and come up with a cohesive global plan for software and services that are interoperable–with both open standards and its own. Microsoft needs a strong leader with less competitive ego for wanting to beat everyone else at their own game and focus on Microsoft’s game. Steve Ballmer is not that guy. He’s a sales guy, a cheerleader and staunchly competitive. Unfortunately, his focus is not clear and either is the company’s. Their plans are fragmented little businesses that don’t even communicate with each other. Sort of like Sony.
Sony builds computers and is competitive in the space. Sony also has a software division that sells a video editing title called Vegas. This group has been seen at various trade shows demonstrating their software on Dell computers. That would be like the head of Ford showing up to a NASCAR race driving a Toyota. Unreal.
Microsoft is heading down the path to be the next Sony, but cannot fall back on its cool factor as Sony has ridden so long upon. While Microsoft keeps its vendetta against Apple going, other focused companies are truly innovating in their respective space–like Oracle and IBM. Microsoft continues to spend millions on a marketing campaign that may help Dell, Sony and HP sell more laptops, yet does little for Microsoft’s image, all while validating Apple as a cooler, premium brand. Why is Microsoft so focused on battling Apple publicly? What are they afraid of? Apple has less than 10% of the operating system installed base world-wide, so why fight them?
Perhaps there’s more to this picture, but the author feels this is all about ego. As if to say, “damn you, Apple, how dare you make fun of us!” and combat that with a multimillion ad campaign. All the while, Apple has dominated the music player industry and is quickly gaining on the smart-phone business, the latter of which Microsoft was a one-time market leader. Blackberry took this market over, yet strangely it wasn’t until Apple got involved that Microsoft started to fight for market share.
As long as Ballmer is at the top, his ego and Microsoft’s CADD will persist. Perhaps the shareholders should wake up, realize Microsoft is not cool and force change upon the company’s management before it’s too late. When Windows, which has already lost its luster, and Office become less and less relevant, so will Microsoft itself and that’s really not cool.
So trying out this blogging software, called Blogo. First impressions? It’s quite pretty. Maybe I’ll blog more with software on my machine that’s always available and makes integration easy.