Search

尹思哲

✎ Just do it ✎

Tag

nokia

強勢回歸?Nokia 今年將帶來全新 Android 手機

Nokia 這個品牌雖然早幾年被 Microsoft 收購裝置部門之後,逐漸淡出智能手機界,不過在大衆的心中仍然有一定的地位。最近 Nokia 方面就宣佈,在今年年底將會推出新手機。

Read more: http://bit.ly/1VRzRi5

Steve Ballmer 最後一封股東信

ImageViewfvmkD

好不容易,硬件、軟件、作業系統、手機平台、商店、廣告、等各方面的業務,來到這一刻,Microsoft終於齊全了,但Steve Ballmer亦要退下來。

Microsoft的轉型,目標是統一各業務部門,整合資源,達到「一個Microsoft」的整體用戶經驗(Total UX)的結果,就像Apple那種從手機到平板以至商店的用戶經驗。走到這一步,方向正確,奈何速度太慢,各條主要戰線除了XBox以外,尤其是Windows 8.1 和 Surface,看不見太多曙光。

Ballmer寄語Microsoft的黃金時代「尚未來臨」,作為他最後一封的股東信的最後一句話,與其說是一個寄望,聽上去似乎更像是一個遺託。

以下是 Steve Ballmer 股東郵件全文

TO OUR SHAREHOLDERS, CUSTOMERS, PARTNERS AND EMPLOYEES:

This is a unique letter for me — the last shareholder letter I will write as the CEO of the company I love. We have always believed that technology will unleash human potential and that is why I have come to work every day with a heart full of passion for more than 30 years.

Fiscal Year 2013 was a pivotal year for Microsoft in every sense of the word.

Last year in my letter to you I declared a fundamental shift in our business to a devices and services company. This transformation impacts how we run the company, how we develop new experiences, and how we take products to market for both consumers and businesses.

This past year we took the first big bold steps forward in our transformation and we did it while growing revenue to $77.8 billion (up 6 percent). In addition, we returned $12.3 billion (up 15 percent) to shareholders through dividends and stock repurchases. While we were able to grow revenue to a record level, our earnings results reflect investments as well as some of the challenges of undertaking a transformation of this magnitude.

With this as backdrop, I’d like to summarize where we are now and where we’re headed, because it helps explain why I’m so enthusiastic about the opportunity ahead.

Our strategy: High-value activities enabled by a family of devices and services

We are still in the early days of our transformation, yet we made strong progress in the past year launching devices and services that people love and businesses need. We brought Windows 8 to the world; we brought consistent user experiences to PCs, tablets, phones and Xbox; and we made important advancements to Windows Server, Windows Azure, Microsoft Dynamics and Office 365. We are proud of what we accomplished this year and continue to be passionate about delivering better devices and services more quickly.

To increase innovation, capability, efficiency and speed we further sharpened our strategy, and in July 2013 we announced we are rallying behind a single strategy as One Microsoft. We declared that Microsoft’s focus going forward will be to create a family of devices and services for individuals and businesses that empower people around the globe at home, at work and on the go, for the activities they value most.

Over time, our focus on high-value activities will generate amazing innovation and new areas of growth. What is a high-value activity? Think of the experiences people have every day that are most important to them — from communicating with a family member and researching a term paper to having serious fun and expressing ideas. In a business setting, high-value activities include experiences such as conducting meetings with colleagues in multiple locations, gaining insight from massive amounts of data and information, and interacting with customers.

Microsoft will enable these types of high-value activities with a family of devices — from both Microsoft and our partners — as well as with our services.

As we go to market, we will primarily monetize our high-value activities by leading with devices and enterprise services. In this model, our consumer services such as Bing and Skype will differentiate our devices and serve as an on-ramp to our enterprise services while generating some revenue from subscriptions and advertising. Enterprise services continue to be an area of great strength, growth and opportunity as businesses of all sizes look to Microsoft to help them move to the cloud, manage a growing number of devices, tap into big data and embrace new social capabilities.

Executing and accelerating

In the past year we took many bold steps forward in executing on our strategy.

First, we are well underway in implementing the new organization structure announced in July. The teams are working together in new and exciting ways. The key change we made is deceptively simple but profoundly powerful: Instead of organizing our teams around individual products, we’ve organized by function, including, for example, engineering, sales, marketing and finance. It ensures we have one strategy and work as one team with one set of shared goals.

Second, in September we announced we are purchasing Nokia’s Devices and Services business — including its smartphone and mobile phone businesses; award-winning engineering and design teams; manufacturing and assembly facilities around the world; and teams devoted to operations, sales, marketing and support. This is a signature event in our transformation and will bring together the best mobile device work of Microsoft and Nokia. It will accelerate our growth with Windows Phone while strengthening our overall device ecosystem and our opportunity.

Third, in September, we also announced a new segment-reporting framework. We have five new reporting segments tightly aligned with our focus on delivering innovative devices and services for both our enterprise and consumer customers. This framework was designed to give valuable insight into our progress in the key transformations we are undertaking in our businesses to drive long-term growth.

As I think about what’s ahead, I’m incredibly optimistic about what Microsoft will deliver. We are accelerating as we bring to market Windows 8.1 PCs and tablets with our partners, Surface 2, Xbox One and new phones; advance our enterprise services including Windows Server, Windows Azure, Microsoft Dynamics and Office 365; and innovate on new high-value activities.

Moving forward

With the decisions we’ve made this year, the strategy we’ve put in place, the organization we’ve designed, the world-class talent we have, and the devices and services we are creating, we are well-positioned to deliver growth and world-changing technology long into the future.

We have seen incredible results in the past decade — delivering more than $200 billion in operating profit. I’m optimistic not only as the CEO but as an investor who treasures his Microsoft stock.

Working at Microsoft has been a thrilling experience — we’ve changed the world and delivered record-setting success — and I know our best days are still ahead.

Thank you for your support.

Steven A. Ballmer
Chief Executive Officer
September 27, 2013

諾基亞告別手機業務 557億賣給微軟

Nokia_evolucion_tamaño

Steve Ballmer發信給Microsoft員工,宣佈公司以54.4億歐元(約557億港元)收購諾基亞的手提電話業務。

Nokia歷史近150年,曾幾何時,市場佔有率逾四成,公司市值一度高達2萬億港元。但自從遇到來自iPhone和Android手機的挑戰,勢力和影響力已是江河日下。

終於,又一個時代的終結。

問題是,在某程度上,Microsoft在各方面的發展亦同樣裹足不前,接收Nokia之後是否就能扭轉局勢,現實是不容許投資者樂觀的。

想了解更多,以下文章必看:

1. Steve Ballmer email to Microsoft employees on Nokia Devices & Services acquisition

2. Nokia to sell Devices & Services business to Microsoft in EUR 5.44 billion all-cash transaction

3. Microsoft Explains the Rationale Behind the Nokia Deal

自從Steve Jobs離世,蘋果增長速度放慢,是不爭的事實。與此同時,作為蘋果的緊密拍檔,鴻海的首季收入亦下跌19﹪,純利下跌2.9﹪。

關於鴻海的對策,WSJ做了一個有趣的報導,結論是鴻海亦跟Google和Amazon等互聯網企業一樣,以不同的角度去進軍內容業務,以下是部分有關內容:

Samsung Electronics Co.’s strong mobile sales haven’t benefited Hon Hai because Apple’s closest rival doesn’t outsource to the Taiwanese company.

Besides Apple, Hon Hai also assembles PCs for Hewlett-Packard Co., PlayStations for Sony Corp. and mobile phones for Nokia Corp.

The company has already made some headway with clients in China. It is assembling large liquid-crystal-display TVs for Chinese Internet-TV operator LeTV.com, smartphones for Huawei Technologies Co., and smartphones and TVs for U.S. TV maker Vizio, said people familiar with the projects. It also plans to manufacture a six-inch smartphone for Chinese TV station Hunan TV, which will come loaded with exclusive TV content.

Hon Hai’s ultimate aim is to be able to supply content for all of the devices it assembles, executives familiar with the company’s strategy said. The company is hiring software engineers for its research and development center in southern Taiwan, who will focus on developing mobile applications, cloud-computing technology for servers and applications for smartwatch devices. Company executives declined to disclose the amount of investments being made in software and content.

Nokia’s problem haunts Microsoft

傳聞HTC同Facebook合作,起新平台。若果屬實,基本大勢力分佈:

陣營1:Apple
陣營2:Google + Samsung
陣營3:Microsoft + Nokia
陣營4:Facebook + HTC

其餘RIM、Sony、LG… 只會繼續積弱,直至game over。

HTC, Facebook jointly developing smartphone, say sources.

Nokia絕地反擊

自從 iPhone推出後,寫了許多將快樂建築於 Nokia痛苦的文章,直至一年前,寫過一篇《 Nokia討回歡心的 4個方法》,其實只是 4個小貼士,靈感來自男女之間的離合,那時候我想,若都源自人的六慾,那麼情愛關係的因果,也許還適用於人與物的關係吧?

一年後, Nokia和 Microsoft合作,推出運行 Windows Phone 7.5(代號 Mango)的 Lumia 800,在正式發售之前,着我試用和寫寫。對話匣子是我自己開的,我當然樂意接受邀請。回顧當日的 4個貼士,基本上都算做到了:

(一)減少接觸愛侶:過去一年,印象中 Nokia算是比較低調,最有記憶的新聞大概是管理層的吧。
(二)冷靜分析錯處: 1年前, Nokia最錯是硬件一流,軟件九流;來到今天, Lumia 800的 Mango作業系統令人眼前一亮,雖有點遲,但 Nokia的確有對症下藥。
(三)切忌模仿情敵:所謂情敵, iPhone是一個, Android是一個, Nokia沒有出 Android Phone,而 Mango的使用經驗又截然不同,是走對了路。
(四)保持風度:市場競爭激烈,如胸襟不足,很容易就祭起 anti-apple或 anti-android的廣告。 Nokia沒有這樣做,有大將之風。

而我用了 Lumia 800一兩個星期,心情起伏,最初感覺良好,覺得初步的使用經驗,相比 iPhone,竟可以有過之而無不及。問題是缺乏 Apps,相信未來一年, Nokia和 Microsoft將投放不少資源,用於支援和建立開發者社群。

我甚至認為,推出時,香港方面最好在《爽報》登全版廣告,最好連續登一段時間,因為只有《爽報》的「爽」,才匹配去形容此機的使用經驗,才足以令消費者心領神會。可惜,用了幾天,我又發現,為甚麼只用半天,就已經沒電?試過興致勃勃地給友人試用,誰知他拿上手就沒電關機,實在「不爽」,可惜,可惜。幸好 Nokia作出承諾,將透過軟件升級解決電力問題。有不少分析員指 Nokia不推出更受歡迎的 Android實屬不智,我不同意, Mango的使用經驗不遜色於 Android,而且對 Nokia而言,這是一場絕地反擊的戰役,需要一個心態相近的拍檔,選 Microsoft絕對是個明智的決定。

2011年12月10日刊於蘋果日報

Nokia討回歡心的4個方法

繼iPhone4之後,最近又輪到Nokia N8和Windows Phone登場。智能手機這個表演舞台,就像名利場一樣,新人舊人前浪後浪推推撞撞,永遠不愁寂寞。

早兩晚出席Nokia的活動,雖說是產品發佈會,但基本上,整晚的感覺跟演唱會無異。N8是否一部好手機,銷售成績如何,思哲相信,作為本欄的讀者,Nokia於智能手機市場的困境,大家自然是了解,我也不用再敘。我想大家有興趣的,是Nokia可以如何討回消費者的歡心。又或許,一般坊間愛情專家的意見,都有值得Nokia參考的地方。

1. 減少接觸
愛侶變心後,請別主動聯絡,向對方說「我已經為你作出改變」,對方不會因此而發現你的價值。相反,刻意保持距離,大家可有記掛 Nokia的穩定通話和貪食蛇?

2. 冷靜分析錯處
提出分手一方總有許多理由,請不要相信表面的解釋,要冷靜下來,謙虛地分析 到底那裡出錯。如果問題出在軟件,請對症下藥,不要只顧加強硬件。

3. 切忌模仿情敵
一個女人愛 你,是由於你的自信。別想靠模仿另一個男人或情敵而討回歡心,拜託Nokia不 要推出iClone或Android phone。

4. 保持風度
請勇於承認自己的問題,冒失衝撞、欠風度等只會壞事,例如不要見人就問「為什麼不用我們的手機」或禁止員工使用其他牌子的手機。

活動當晚我身邊有位博客朋友,他曾在某次產品活動中,在Nokia香港話事人Bruce的手上,拿走了一部N900手機作為禮物,那天晚上,這位博客用的卻竟 然是iPhone4,而且當場斷正,被滿場飛的Bruce給發現了,Bruce笑著對他說:「早知道你還是喜歡iPhone。」,這就是風度。Nokia 要從情敵如iPhone、HTC、Samsung的手上,討回用戶的歡心,沒有高質素的誠意、耐性、自信和風度,絕不可能成功。

《2010年11月6日刊於蘋果日報》

《尹思哲隨筆》Ovi Store上架!

雖然我沒甚麼使用Ovi Store的經驗,公務上還是經常面對它,卻沒想到,在Ovi Store申請和啟動一個軟件,竟這樣方便。

不久前,收到Nokia的邀請,試用他們那Ovi app wizard beta來替博客上架到Ovi,結果試了,感覺就像設定Facebook note或開始一個新tumblr,審批的過程很快,只花了兩天左右,自己工作上處理過的iPhone App至少都要2、3週才可以完成,這樣算起來Ovi Store可以跟Android market的審批速度看齊了。

由於我本身打算新書推出後,才開始啟動我網誌的iPhone App,因此Ovi算是先拔頭籌了,這可能這與nokia hk直接邀請試用有關,要感謝nokia hk方面的協助,同時這樣也凸顯了他們與App Store相比起來的優勢。

其實我家也不是沒有Nokia手機,家傭用的正是INQ1,也許可以看看能否連上Ovi Store… 糟了,原來INQ1並不是Nokia的出品呢!

國產無印手機

最近才知,國產無印手機在大陸的使用者,原來比我想像中還多。

所謂的無印手機,就是那些在硬件上看不見品牌,造型多變,功能又完整的手機。據國家信息產業部統計,像這樣的無印手機,大概佔了四分一的市場。由於長期以來,一個手機品牌要在大陸市場立足,必須獲得阿爺另的核準牌照。換言之,曾幾何時內地市面上流通著數以千萬計的非法手機。

不過,隨著去年十月,阿爺決心開放手機市場,取消了「中國手機牌照核准制」,這些無印國產手機隨即由非法變成正規。據統計,現在國產手機和國際品牌佔內地市場的比例,大約是四比六。

事實上,無印手機有點像我們的組裝電腦,它的配件和架構各自開放,什麼衛星定位、三卡待機已屬小兒科,聽過最抵死還有八喇叭、太陽能充電、香煙型手機、變形金剛手機,諸如此類。

另一方面,無印手機的另一個變奏,卻是那些故意模仿國際品牌的手機,例如什麼「NOKIR」、「SAMSING」或「Sunyericcsun」等等。雖是冒牌貨,但功能通常倒也很齊全,有別於一般的次貨。其實萬變不離其宗,無印手機有個共通點,那就是相對起國際品牌,售價通常平了一大截,對於平均收入不高的中國消費者,這是唯一的優勢。

只不過,競爭到最後,如果只是一場鬥成本低的遊戲,世上也大概沒那個品牌,可以跟出貨量最高的Nokia一較高下。iPhone去年不是賣了400萬部嗎?Nokia可能全球賣幾天就有這個數量了。Nokia最了不起在於一方面壓低成本,一方面打造品牌,數全球手機品牌,現時只得Nokia還有雙位數的profit margin。

遇上主打中低檔市場的無印手機,以Nokia為首的國際品牌,想必會進一步推低售價,加強推廣,進一步吞併這塊龐大的市場。只懂模仿人家設計的NOKIR還有什麼招數,難道要打愛國主義牌?

《2008年4月23日刊於蘋果日報》

Create a website or blog at WordPress.com

Up ↑