The future of integration platforms is prescriptive rather than descriptive – @gigaom


SUMMARY: The current middleman services that link connected devices and different web platforms are just the first step in building out a context-aware internet of things.

by Seema Jethani, Enstratius

The next generation of integration platforms will be prescriptive where they will be able to observe our behavior across various facets of life and automatically build or recommend integrations for us.

Image representing Zapier as depicted in Crunc...
Image by None via CrunchBase

The popularity of APIs today has given rise to vendors such as IFTTT and Zapier that help us tie various services together very easily, without requiring us to program to the APIs ourselves. Gartner likes to call such vendors iPaaS or Integration Platform as a Service providers.

The beauty of Google NOW is that it passively delivers information to us that it predicts we will want, based on our search habits… Leer más “The future of integration platforms is prescriptive rather than descriptive – @gigaom”

Dell teams with Airbus to help pilots take flight data digital – thnxz to @pcworld


 

By Antony Savvas, Computerworld UK

Airbus has partnered with Dell to provide electronic flight bag (EFB) systems for A320 airliner operators worldwide.

An EFB is an electronic system for viewing and interacting with flight crew functions and replaces paper operating manuals, performance calculations, airport charts, and navigation charts.

Dell Latitude e5430

Dell Latitude laptops, which will adhere to regulatory standards, will be preloaded with the FlySmart system with Airbus software, and installed as Class-2 EFB equipment. The initial agreement covers Airbus’ single aisle aircraft, but may be extended in the future to cover other types.

A Class-2 EFB system is a portable laptop which is connectable to the aircraft’s avionics systems and power supply via a docking station. Pilots can disconnect it from the aircraft, take it with them when leaving the aircraft and continue working with the data to prepare for their next flight.

Full article 🙂

 

Historia de Dell


La historia de Dell comienza cuando en 1984 su fundador Michael Dell aún era estudiante de medicina de la universidad de Texas en Austin, el fundó una compañía llamada PC Limited con un capital de 1.000 dólares, ésta compañía se dedicaba a vender PCs compatibles con IBM construidos con componentes disponibles en inventario.

historiasdegrandesexitos.com

En sus inicios solo vendía equipos informáticos directamente a los clientes, así en PC’s Limited entendían mejor las necesidades de sus clientes y le podrían ofrecer la mejor solución. En 1985, la compañía produjo su primer equipo con su propio diseño las denominaron “Turbo PC”, este equipo tenia un procesador de Intel 8088 compatible que funcionaba a una velocidad de 8 MHz. Anunciaban sus equipos en revistas y otras publicaciones especializadas para vender directamente al cliente, además ensamblaba los ordenadores según las necesidades de cada cliente dándole a escoger una serie de opciones, ofrecía los ordenadores a los precios más baratos del mercado pero a diferencia de sus competidores, ellos les instalaban el equipo a los usuarios. Aunque no fue la primera empresa en utilizar este método de venta, si fue el primero que obtuvo éxito.
Michael Dell deja los estudios para dedicarse a tiempo total a su empresa, consigue aumentar su capital a 300.000 dólares gracias a su familia con lo que el primer año ganó en total más de 6 millones de dólares.
 
En 1987, PC Limited instala sus primeros equipos “in situ” para compensar la carencia de personal especializado en las tiendas de informática. También en 1987, la compañía realiza sus primeras operaciones en el Reino Unido.
 
En 1988, la capitalización de mercado de Dell creció de 30 a 80 millones de dólares desde su oferta pública inicial de 3.5 millones de acciones a 8.5. También en ese año la compañía cambia el nombre por el de Dell Computer Corporation.
 
En 1990, Dell Computer intenta comercializar sus equipos en grandes almacenes y tiendas especializadas de informática, pero no obtuvo mucho éxito y cambió su estrategia enfocándose en el consumidor final.
 
En 1992, la revista Fortune incluyó a la corporación de Dell Computer en su lista de las 500 compañías más grandes del mundo.
 
En 1996, Dell comenzó a vender computadores a tráves de su sitio web.
 
En 1999, Dell sobrepasó a Compaq para convertir en el vendedor más grande de computadores personales en los Estados Unidos con ganancias de $25 millones de dólares reportadas en Enero del 2000. Leer más “Historia de Dell”

Dell mas verde


En el informe reportó que Dell donó $44 millones de dólares a trabajos benéficos, lo que representa el 1% de sus utilidades antes de impuestos.

La línea Make a Difference, que actúa como centro de donaciones y actividades, cuenta con 45,000 miembros activos y ofrecieron más de 418,000 horas dentro de sus comunidades. En México se destinaron 400 horas para la limpieza del Bosque de Chapultepec, donación de sangre y de apoyo a la fundación “Ojos que Sienten”.

Via: Dell

Chikanadas

Desde el 2008 Dell ha reducido en un 16% su huella de carbono en instalaciones y actualmente redujo su nivel de desperdicios a cero. Esto gracias al 98% de reciclaje de sus desechos no peligrosos de manufactura.

Ver la entrada original 143 palabras más

Diez desafíos de desarrollo personal en un mundo globalizado


Via Scoop.ithuman being in – perfección

Por José Manuel Vecino

Las tendencias y modas gerenciales, (que se aprovecharon del esnobismo directivo) comenzaron a declinar como opción de mejoramiento en la productividad. De autores como Deming y Goldratt, pasando por Drucker, Tom Peters, Goleman Senge, Porter hasta prahalad y Hamel, Kaplan y Norton y una pléyade de profesores, investigadores y gurús de la administración que llevaron a la cumbre teorías, modelos y herramientas gerenciales como TQM, CRM, BSC, COACHING, MENTORING, OCÉANO AZUL, E-LEARNING (y toda la familia e-).

Amén de los cientos de títulos de mejoramiento empresarial como “Si no está roto rómpalo”, “Quién se llevó mi queso”, “Negocios en la base de la pirámide” etc… vamos pasando ahora a los nuevos protagonistas que recorren los pasillos de las organizaciones; son los nuevos vientos fundados más en los éxitos autobiográficos (Steve Jobs, Branson, Bill Gates, Dell, Trump, etc) que en experiencias colectivas producto de estudios juiciosos pero poco inspiradores.

Via manuelgross.bligoo.com

Infographic of the Day: The Blistering Rise of iPad and Tablet Computing

Keep in mind, a few early reviewers panned the iPad, saying they couldn’t understand what you’d use it for. (Never mind that these people tended to miss the point of a new paradigm in relaxed, “lean-back” computing.)

But what might be the most insightful points on the infographic are at the end. The gaming industry probably stands to be rocked the hardest by tablets, since they relegate most handheld gaming systems to the trash heap. But device makers who jump on the tablet bandwagon will probably be wracked at how cannibalistic the sales of tablets are — after all, you buy a tablet instead of a netbook, which means that players such as Dell won’t be able to catch Apple simply by entering iPad’s market.


http://www.fastcodesign.com/1662689/infographic-of-the-day-the-blistering-rise-of-ipad-and-tablet-computing 

Is iPad an iFad?  Think again.

If you’re not much of a tech nerd, you’d be forgiven for thinking the iPad and the ensuing tablet boom are merely some kind of hype machine. You’d also be wrong, if industry analysts are right. Long story short, 2010 was just the barest tip of the tablet onslaught. In two years time, they’ll be more numerous than mosquitos in July, as this infographic lays out.

The data below, produced by Morgan Stanley and Forrester, among others, and then laid out by Focus, presents hockey-stick growth scenarios for iPad and its ilk. What’s probably most surprising is how mainstream their appeal is — a whopping 14% of online shoppers say they plan to purchase an iPad in the next five months; total sales are expected to rise 1000% by 2014.

 

Leer más “Infographic of the Day: The Blistering Rise of iPad and Tablet Computing”

Empezó la temporada de pronósticos: cómo será la tecnología 2011

Arrancó la temporada de pronósticos. Deloitte se adelantó al difundir sus 10 predicciones y tendencias en el sector tecnológico para la temporada 2010/2011: así que vaya anotando, porque la lista es larga y compleja: entre otras cosas, la consultora pronostica un aluvión de Net Tablets (iPad y clones de casi todas las marcas); los procesadores serán más potentes pero también más caros; habrá más escritorios virtuales, tecnologías limpias y la digitalización de archivos; y la computación en la nube será un concepto menos vaporoso de lo que parece.

El contexto económico, para la consultora, es positivo pero la incertidumbre continúa. “La mayoría de las economías van a recuperarse”, dice Deloitte, pero agrega: “En el momento de redactar este informe, los gobiernos eran optimistas; las empresas, más pesimistas, y los economistas no se ponían de acuerdo”. El tema costos, para el mundo corporativo, será la estrategia predominante.

“Cada predicción ha sido elaborada para provocar o avivar un nuevo debate, no para cerrarlo”, dijo Ernesto Sainz Nadales, de Deloitte, a modo de presentación del estudio.


Las tabletas digitales, la computación en las nubes, los escritorios virtuales y la ecología son los segmentos de mayor potencial.

PorDamián Kantor
dkantor@clarin.com

Además de Apple, son varias las marcas que lanzan al mercado tabletas digitales, entre ellas Samsung y Dell

Además de Apple, son varias las marcas que lanzan al mercado tabletas digitales, entre ellas Samsung y Dell

Folio 100, la Tablet PC de Toshiba (2)

Folio 100, la Tablet PC de Toshiba (2)

Folio 100, la Tablet PC de Toshiba (1)

Folio 100, la Tablet PC de Toshiba (1)

GalaxyTab, la Tablet PC de Samsung (2)

GalaxyTab, la Tablet PC de Samsung (2)

GalaxyTab, la Tablet PC de Samsung (1)

GalaxyTab, la Tablet PC de Samsung (1)

Arrancó la temporada de pronósticos. Deloitte se adelantó al difundir sus 10 predicciones y tendencias en el sector tecnológico para la temporada 2010/2011: así que vaya anotando, porque la lista es larga y compleja: entre otras cosas, la consultora pronostica un aluvión de Net Tablets (iPad y clones de casi todas las marcas); los procesadores serán más potentes pero también más caros; habrá más escritorios virtuales, tecnologías limpias y la digitalización de archivos; y la computación en la nube será un concepto menos vaporoso de lo que parece.

El contexto económico, para la consultora, es positivo pero la incertidumbre continúa. “La mayoría de las economías van a recuperarse”, dice Deloitte, pero agrega: “En el momento de redactar este informe, los gobiernos eran optimistas; las empresas, más pesimistas, y los economistas no se ponían de acuerdo”. El tema costos, para el mundo corporativo, será la estrategia predominante.

“Cada predicción ha sido elaborada para provocar o avivar un nuevo debate, no para cerrarlo”, dijo Ernesto Sainz Nadales, de Deloitte, a modo de presentación del estudio.

Leer más “Empezó la temporada de pronósticos: cómo será la tecnología 2011”

Teens Deliver Word of Mouth

There were also large gaps when it comes to products/services in “telecommunications” (63 percent of the 13-17s, 39 percent of the general public), “retail & apparel” (59 percent vs. 38 percent), “sports, recreation & hobbies” (63 percent vs. 42 percent) and “personal care & beauty” (45 percent vs. 26 percent).

The research tabulated the brands that get the most word of mouth from 13-17-year-olds. The top 10: Coca-Cola, Apple Computer, Verizon, iPod, Ford, Pepsi, McDonald’s, AT&T, Sony and Nike. For comparison, the top 10 among total respondents consisted of Coca-Cola, Verizon, Walmart, AT&T, Pepsi, Ford, Apple Computer, McDonald’s, Sony and Dell.


– Mark Dolliver, Adweek
Anyone who has tried to shut a teenager up will be unsurprised to learn that teens produce a disproportionate amount of “word of mouth” about products and services. A recent report from Keller Fay Group has the numbers to document this phenomenon.

Based on data collected during a one-year period (July 2009 through June 2010), the report says teens “engage in a significantly higher level of word of mouth about all categories than the total public.” For instance, 78 percent of 13-17-year-olds, vs. 57 percent of the general public, engaged in word of mouth about “media & entertainment” brands during that period; 67 percent of 13-17s, vs. 39 percent of the public in general, talked about “technology” products. Leer más “Teens Deliver Word of Mouth”

Why I.B.M. Took a Different Path in Storage

Updated to correct the name of the company that EMC purchased last year.

The high-stakes sumo match between Hewlett-Packard and Dell ended on Thursday, with H.P. paying about $2.3 billion for 3Par.

I.B.M. has said it looked at 3Par and other companies more than two years ago, when it was building up in the field of clustered storage, an important technology in handling data remotely for so-called cloud computing systems. Instead of 3Par, it bought an Israeli clustered-storage specialist, XIV.

I.B.M. did not report the price tag on XIV. But analysts estimate it probably paid less than $200 million for a business that now generates more sales than 3Par’s revenue of $194 million last year.

I.B.M. will not comment on those estimates, but it does point to the XIV deal as an example of how its research labs are used to inform the company’s merger, acquisition and divestiture strategy.


Image representing IBM as depicted in CrunchBase

By STEVE LOHR

Updated to correct the name of the company that EMC purchased last year.

The high-stakes sumo match between Hewlett-Packard and Dell ended on Thursday, with H.P. paying about $2.3 billion for 3Par.

I.B.M. has said it looked at 3Par and other companies more than two years ago, when it was building up in the field of clustered storage, an important technology in handling data remotely for so-called cloud computing systems. Instead of 3Par, it bought an Israeli clustered-storage specialist, XIV.

I.B.M. did not report the price tag on XIV. But analysts estimate it probably paid less than $200 million for a business that now generates more sales than 3Par’s revenue of $194 million last year.

I.B.M. will not comment on those estimates, but it does point to the XIV deal as an example of how its research labs are used to inform the company’s merger, acquisition and divestiture strategy. Leer más “Why I.B.M. Took a Different Path in Storage”

The Most Dangerous Jobs in Technology

In the world of information technology, some professions are particularly perilous. Whether you’re risking psychological stress or your very life, these fields aren’t for the faint of heart. Some people in these roles thrive on adrenaline, climbing thousands of feet to fix communications towers. Others risk only emotional damage, getting paid to consume disturbing Internet content.

Workplace deaths in the United States have dropped in recent years, along with the employment rate. In the developing world, though, certain countries have a long way to go before some technology-related working conditions can be called humane.


In the world of information technology, some professions are particularly perilous. Whether you’re risking psychological stress or your very life, these fields aren’t for the faint of heart. Some people in these roles thrive on adrenaline, climbing thousands of feet to fix communications towers. Others risk only emotional damage, getting paid to consume disturbing Internet content.

Workplace deaths in the United States have dropped in recent years, along with the employment rate. In the developing world, though, certain countries have a long way to go before some technology-related working conditions can be called humane. Leer más “The Most Dangerous Jobs in Technology”

The Price Isn’t Right

By Detlef Schoder and Alex Talalayevsky

Thanks to the Internet, companies have lost control of their pricing power. Here’s how they can get it back.

Everyone knows that companies have rock-bottom prices they’re willing to offer in emergencies. Think goods and services whose value is about to expire: hotel dates, plane tickets, last season’s fashions, packaged food.

But until recently, not many people knew what those prices were. Keeping them under wraps is a key part of how companies maintain pricing power.

Well, the secret is out. Now, thanks to the Internet, consumers are able to figure out those prices. And that is creating huge headaches for the companies.

Online shoppers today aren’t just buyers; they’re also product reviewers, technical consultants and scouts for legions of fellow shoppers hunting for bargains. Many use Web sites where links are posted for online coupons and cash-back offers—deals that some companies didn’t intend to circulate so widely. Others go to sites where people discuss how to find the lowest bids acceptable on travel-service auction sites. Even shoppers for big-ticket items like cars get an edge from sites that reveal prices paid for new and used cars.

Questions to Ask Yourself

1. Does your company deal in products or services whose value is highly perishable or time-sensitive?
2. Do you offer online coupons or have multiple discount strategies that can be used by unlimited numbers of consumers?
3. Are your resellers sometimes discounting your goods without your authorization or knowledge?
4. Is your company unaware of what’s being said on bargain-hunting and other shopping-related Web sites about its prices and products?
5. Do you make last-minute offers at cut-rate prices without full appreciation as to how that might undermine your established pricing schemes or your brand image?

If you answered yes to any of these questions, your company may need to reassert control over its pricing power by pushing back against the increasing ability of online shoppers to obtain your lowest acceptable prices. Selling unlabeled, marked-down merchandise through an intermediary is one strategy, as is bundling the goods with additional offerings so that the base value you’ve assigned to the products is less clear.

Further assisted by search engines and so-called shopping bots that find the lowest prices for any number of products, shoppers today have unprecedented power to buy products at the sellers’ rock bottom. But if they come to expect such prices all the time, companies could see their long-term pricing power erode and profits slashed.
Here are eight tactics companies can use to limit the ability of bargain hunters to find their deepest discounts and lowest acceptable prices.


Marketing

By Detlef Schoder and Alex Talalayevsky
http://sloanreview.mit.edu

Thanks to the Internet, companies have lost control of their pricing power. Here’s how they can get it back.

Everyone knows that companies have rock-bottom prices they’re willing to offer in emergencies. Think goods and services whose value is about to expire: hotel dates, plane tickets, last season’s fashions, packaged food.

But until recently, not many people knew what those prices were. Keeping them under wraps is a key part of how companies maintain pricing power.

Well, the secret is out. Now, thanks to the Internet, consumers are able to figure out those prices. And that is creating huge headaches for the companies.

Online shoppers today aren’t just buyers; they’re also product reviewers, technical consultants and scouts for legions of fellow shoppers hunting for bargains. Many use Web sites where links are posted for online coupons and cash-back offers—deals that some companies didn’t intend to circulate so widely. Others go to sites where people discuss how to find the lowest bids acceptable on travel-service auction sites. Even shoppers for big-ticket items like cars get an edge from sites that reveal prices paid for new and used cars.

Questions to Ask Yourself

  1. Does your company deal in products or services whose value is highly perishable or time-sensitive?
  2. Do you offer online coupons or have multiple discount strategies that can be used by unlimited numbers of consumers?
  3. Are your resellers sometimes discounting your goods without your authorization or knowledge?
  4. Is your company unaware of what’s being said on bargain-hunting and other shopping-related Web sites about its prices and products?
  5. Do you make last-minute offers at cut-rate prices without full appreciation as to how that might undermine your established pricing schemes or your brand image?

If you answered yes to any of these questions, your company may need to reassert control over its pricing power by pushing back against the increasing ability of online shoppers to obtain your lowest acceptable prices. Selling unlabeled, marked-down merchandise through an intermediary is one strategy, as is bundling the goods with additional offerings so that the base value you’ve assigned to the products is less clear.

Further assisted by search engines and so-called shopping bots that find the lowest prices for any number of products, shoppers today have unprecedented power to buy products at the sellers’ rock bottom. But if they come to expect such prices all the time, companies could see their long-term pricing power erode and profits slashed.
Here are eight tactics companies can use to limit the ability of bargain hunters to find their deepest discounts and lowest acceptable prices. Leer más “The Price Isn’t Right”

Dell, HP bidding war for 3Par heats up

HP’s latest offer of $2B is tenfold premium over 3Par’s market value
By Lucas Mearian

Computerworld – In less than two weeks, the bids for grid-storage vendor 3Par have nearly doubled, from $1.15 billion to $2 billion with Hewlett-Packard’s latest tit-for-tat bid against Dell.

The two technology behemoths are fighting for what is arguably the last independent vendor of enterprise-class data storage on the market. But when do the offers become too outrageous? Or can they? 3Par, an 11-year-old company that sells a high-end, highly scalable storage platform, had sales of about $200 million last year, so the latest bid represents a tenfold premium over the revenue 3Par generates.

“Regardless of what anyone claims, money is the only factor that will determine the outcome,” said Steve Duplessie, lead analyst at research firm Enterprise Strategy Group.


Image representing Dell as depicted in CrunchBase
Image via CrunchBase

HP’s latest offer of $2B is tenfold premium over 3Par’s market value

By Lucas Mearian

Computerworld – In less than two weeks, the bids for grid-storage vendor 3Par have nearly doubled, from $1.15 billion to $2 billion with Hewlett-Packard’s latest tit-for-tat bid against Dell.

The two technology behemoths are fighting for what is arguably the last independent vendor of enterprise-class data storage on the market. But when do the offers become too outrageous? Or can they? 3Par, an 11-year-old company that sells a high-end, highly scalable storage platform, had sales of about $200 million last year, so the latest bid represents a tenfold premium over the revenue 3Par generates.

“Regardless of what anyone claims, money is the only factor that will determine the outcome,” said Steve Duplessie, lead analyst at research firm Enterprise Strategy Group. Leer más “Dell, HP bidding war for 3Par heats up”

Dell’s Aero smartphone now available in U.S.

IDG News Service – Dell on Tuesday dived into the highly competitive smartphone market, releasing the Aero in the U.S.

The Aero phone comes with a 3.5-inch touch screen and is available through Dell’s Website for $99.99 with a two-year mobile contract with AT&T and for $299.99 without a contract.

Aero is the second mobile device announced by Dell with smartphone capabilities. On Aug. 12, Dell started shipping its Streak mobile device, which has a 5-inch screen. The Streak — termed a tablet by Dell — is a mobile Internet device with voice capabilities. But Dell considers the Aero to be its first wireless handset, the company said as it launched the smartphone.


By Agam Shah

IDG News Service – Dell on Tuesday dived into the highly competitive smartphone market, releasing the Aero in the U.S.

The Aero phone comes with a 3.5-inch touch screen and is available through Dell’s Website for $99.99 with a two-year mobile contract with AT&T and for $299.99 without a contract.

Aero is the second mobile device announced by Dell with smartphone capabilities. On Aug. 12, Dell started shipping its Streak mobile device, which has a 5-inch screen. The Streak — termed a tablet by Dell — is a mobile Internet device with voice capabilities. But Dell considers the Aero to be its first wireless handset, the company said as it launched the smartphone. Leer más “Dell’s Aero smartphone now available in U.S.”

Miracle Film Turns Any Surface into a Touchscreen

Here’s one for all you lovers of futuristic interfaces. An interactive hardware company called Displax has begun marketing Skin, a paper-thin, flexible film that would transform any non-metal surface into an interactive touchscreen.

You could place Skin on any surface, transparent or opaque, flat or curved, and use it to display any interactive content you like. Displax’s multi-touch technology can detect up to 16 fingers at once and can also detect air movement.

Skin is completely transparent and works on surfaces that are also transparent; you can place Skin on a glass surface and interact with content displayed under the glass.

This unique hardware operates via a grid of nanowires embedded Skin’s polymer film. Each time a user makes contact with the surface, either by blowing on it or directly touching it, “a small electrical disturbance is detected allowing the micro-processor controller to pinpoint the movement or direction of the air flow,” according to Displax.


Jolie O’Dell

Here’s one for all you lovers of futuristic interfaces. An interactive hardware company called Displax has begun marketing Skin, a paper-thin, flexible film that would transform any non-metal surface into an interactive touchscreen.

You could place Skin on any surface, transparent or opaque, flat or curved, and use it to display any interactive content you like. Displax’s multi-touch technology can detect up to 16 fingers at once and can also detect air movement.

Skin is completely transparent and works on surfaces that are also transparent; you can place Skin on a glass surface and interact with content displayed under the glass.

This unique hardware operates via a grid of nanowires embedded Skin’s polymer film. Each time a user makes contact with the surface, either by blowing on it or directly touching it, “a small electrical disturbance is detected allowing the micro-processor controller to pinpoint the movement or direction of the air flow,” according to Displax. Leer más “Miracle Film Turns Any Surface into a Touchscreen”

The Dell Streak Shows The CE World How To Be Relevant In An iDevice World

Someone at Dell deserves a raise. Actually, a bunch of people probably deserve a monetary reward for the Dell Streak as it takes many people to get a product to market. It’s the fact that the Dell Streak actually made off an engineer’s computer and to retail stores is something that should be celebrated. In an iPad and iPhone world, Dell threw out the mold and made something actually different. That’s awesome.

Dell finally released the Streak’s price and release date yesterday: available August 13th for $300 on contract, $550 off. A bit more than the norm, yes, but the Streak isn’t your average phone/tablet. It’s the convergence of two form factors and Dell must have known it wasn’t an iPad killer or any of that nonsense from the start. It really seems like the company just wanted to offer consumers something a bit different.

I’m not here to debate the Streak’s merits. I’ve only spent a few minutes with the device at E3. John did the full review and he liked it it quite a bit. I’m simply trying to give Dell a bit of credit that’s so rare recently. These days it seem as if everything has to be a killer of some sort; an iPad killer, a Kindle killer, a Prius killer. God help a product like the Streak that was clearly never meant to kill anything. Those devices instantly are wrote off, deemed also-rans and predicted to fail.


Someone at Dell deserves a raise. Actually, a bunch of people probably deserve a monetary reward for the Dell Streak as it takes many people to get a product to market. It’s the fact that the Dell Streak actually made off an engineer’s computer and to retail stores is something that should be celebrated. In an iPad and iPhone world, Dell threw out the mold and made something actually different. That’s awesome.

Dell finally released the Streak’s price and release date yesterday: available August 13th for $300 on contract, $550 off. A bit more than the norm, yes, but the Streak isn’t your average phone/tablet. It’s the convergence of two form factors and Dell must have known it wasn’t an iPad killer or any of that nonsense from the start. It really seems like the company just wanted to offer consumers something a bit different.

I’m not here to debate the Streak’s merits. I’ve only spent a few minutes with the device at E3. John did the full review and he liked it it quite a bit. I’m simply trying to give Dell a bit of credit that’s so rare recently. These days it seem as if everything has to be a killer of some sort; an iPad killer, a Kindle killer, a Prius killer. God help a product like the Streak that was clearly never meant to kill anything. Those devices instantly are wrote off, deemed also-rans and predicted to fail. Leer más “The Dell Streak Shows The CE World How To Be Relevant In An iDevice World”