After a few weeks of mysterious adverts promising a better alternative to iPhone, Motorola’s $200 Droid phone finally hit the shelves in Verizon wireless stores on Friday. Unsurprisingly, the launch failed to attract anything like the frenzy of an iPhone launch, which had people camping out for days at its peak.

Still, all the advertising, and the positive reviews from bloggers and gadget gurus including David Pogue and Walt Mossberg, did help to lure some customers to Verizon stores.

Tech website Cnet’s Marguerite Reardon said that she found about 100 enthusiasts lining up for Verizon’s special midnight opening in New York under what could hardly be described as balmy weather conditions. This morning, in a follow up story, her headline read “Slow start for the Motorola Droid?”.

In a research note entitled “Droid is no iPhone, not even Storm,” Jefferies analyst Bill Choi said the launch didn’t compare well with Verizon’s launch of the  much criticized BlackBerry Storm last year.

But Choi noted that store traffic was higher than usual in the locations he checked out and he said “anywhere between 5-7 people huddled around the Droid station at any given time.”

While some of the Droid phones being sold today are HTC’s new cheaper device, dubbed Droid Eris, Choi noted that all stores were reporting far better demand for Motorola Droid than that of HTC.

The “Motorola brand is helping and people really like the keyboard” said Choi who estimated that Verizon could sell as many as 750,000 of the Motorola Droid devices by year end.

That’s no iPhone, but it’s somethign, especially for Motorola’s Sanjay Jha who is betting the future of the entire company on Google’s Android system.

(Reuters Photo of Motorola’s Droid)

Verizon Wireless and Motorola have unveiled what could be their best shot yet in the battle against Apple Inc’s iPhone — the long expected Droid. Motorola says Droid is the most technically advanced smartphone out there. Its promises:

• A speedy Cortex A8 ARM Processor and a Texas Instruments OMAP application chip that it says makes the device run 30 percent to 50 percent faster than other smartphones, including iPhone.
• First dibs on Android 2.0, the newest version of Google’s mobile software.
• A new free navigation service to battle dedicated GPS makers like Garmin and TomTom.
• A higher resolution screen that’s better than iPhone

“Once they see the display I think they’ll be hooked,” Motorola Chief Executive Sanjay Jha told Reuters.

Verizon’s Chief Marketing Officer John Stratton promised to spend more money advertising this device than any phone in its history. He said that it could be seen as a ”big risk” for Verizon,  which started working with Motorola a year ago, to bet on a handset maker that had been steadily losing ground.  But he said his company liked working Motorola so much that it plans to sell more Motorola Android phones in 2010.

“It almost looks like there’s a whole Droid army lining up,” said Michael Gartenberg, an analyst at research firm Interpret. Gartenberg likes the phone’s design, but reserves criticism for how it syncs consumers’ music. Not easily, apparently.

Verizon and Motorola showed off the highlights of the device today.

Tongues are still wagging about Apple’s blowout quarter, which saw the company brush past Wall Street forecasts, sending its shares north of $200. But as Wall Street waited breathlessly for the latest iPhone numbers, it was the company’s Mac line that stole the headlines, posting blockbuster 17 percent unit growth.

So what was the deal with the iPhone? Unit shipments rose 7 percent to 7.4 million units, far from chopped liver but just below the consensus estimate. What? Apple missed? Well it wasn’t quite that simple. Seems the company simply couldn’t keep up with all the folks clamoring to get their hands on the latest model, the 3G S.

Apple COO TIm Cook called it “a nice problem to have in the scheme of things,” and called 3G S demand “phenomenal.” He said demand simply outstripped supply in most of the countries where it was selling the device.

“We did improve supply markedly in September, and supply and demand converged in the vast majority of countries, either in September or in early October…we now have about 2.4 million units in the channel and that’s an additional 585,000 from the previous quarter end.”

When asked whether he was comfortable with that level, given the upcoming China launch, Cook said “I would have liked to have had more, honestly, because we were still short in some countries at quarter end.”

Cook was also asked about the wave of new smartphones that are coming onto the market. A new Android device from Verizon and Motorola has recently been taking shots at Apple in new ads.

“Frankly, I think that people are really just trying to catch up with the first iPhone that was announced two years ago, and we’ve long since moved beyond that,” Cook replied.

BlackBerry-maker Research In Motion is a victim of its own success. Having dominated the market for corporate e-mail devices for years, it is being forced to seek out growth in consumer markets, where, so far, it has had trouble differentiating its products.

Going mainstream has helped vastly expand its consumer base -- which now represents half of all BlackBerry subscribers. Fully 80 percent of its new subscribers now come from outside its traditional corporate base.

But that success is coming at a growing cost to the once lofty average selling price of its phones, the latest quarterly results show. Profits for its second fiscal quarter dipped 3.5 percent, amid weak subscriber growth. Product prices appear under pressure at both ends of its business, both among corporate users and with consumers.

Fixing these issues will take time, several quarters at least, something which investors who have bid the stock up more than 100 percent in the past year were not prepared to hear: they sent RIM stock tumbling 17 percent, to below $70, on Friday.

The trouble is that RIM must develop and introduce new products that can recapture customer attention in increasingly crowded markets. Phone companies must be convinced to sell the new BlackBerrys in their stores. Consumers must get the message. Rivals have to be kept at bay.

And RIM no longer has the luxury of retreating to its corporate base. There has been a proliferation of rival devices from the Apple iPhone to newer phones from HTC and Motorola based on Google's Android operating system, all of which now offer customers secure access to Microsoft Exchange e-mail and contacts.

The company is desperate for a hot new product to replace its three-year-old Pearl phone, its first device to make a splash in consumer markets. Its standout keyboard for text input is less special than it once was. Rival mobile phone makers offer better cameras, more memory and a wider selection of zippy software for their devices.

But Research In Motion has a plan that involves more than just waiting for the global economy to recover.

A solid step in that direction is the new low-cost Curve, which offers many of the features found in pricier smartphones. It has seen early success in the United States and Europe convincing phone operators to market it to teenagers. This mass-market device is an example of RIM's land-grab strategy in action. It won't improve RIM's finances any time soon, but the goal here appears to be market share.

Rather than trying to always be first to lead with cool new features, RIM's contrarian theory is that by building products that handle data more efficiently, they are more likely to become the preferred devices sold by network operators. It's akin to the strategy that made BlackBerry so popular with corporate technology managers.

Another part of its strategy, no doubt egged on by the success of the iPhone, is to improve not just how its phones make use of the Web, but the basic software that defines what users see and do on BlackBerrys, says Ben Wood, a mobile device analyst with UK-based CCS Insight. Toward this end, RIM acquired Torch Mobile, the maker of an innovative Web browser for mobile phones, in August.

The problem is that -- in a bid to grab market share from rivals like Apple and Nokia -- RIM says it must accept far lower average selling prices on its phones than when it was known mainly as the preferred supplier of secure corporate email.

This strategy will take time -- not a few quarters, but years to play out. RIM effectively is asking investors to have faith that it can repeat its miraculous rise in the corporate e-mail market, only this time in fickle consumer ones.

You can read some of Eric's recent colums here. 

(Photo credit: Reuters/Mike Cassese)

If you want to take a bite out of Apple’s piece of the staggeringly huge (but difficult to quantify in $$$ terms) smartphone market pie, you’d better either have the magical new “thing” or be willing to spend to buy it.

As Anupreeta Das reports, Palm – one of the stalwart originals in the mobile handset space -- has remade itself into a terrific target with the success of its Pre. Palm’s stock got a jolt this week on talk that Nokia could be considering a bid. But as she explains, Palm may prove to be too pricey a purchase, even for those with deep pockets.

Since introducing the Pre, Dell, Microsoft, Nokia and Motorola have been mentioned as possible suitors. If one of these cash-rich companies was to bid for Palm today, it would be targeting a stock that has quadrupled this year. Complicating matters, “details on how many units it has sold are skimpy, making it difficult to value the success of Palm's turnaround story,” she reports.

Palm's market capitalization is $2.4 billion. Based on the average 34 percent premium that technology, media and telecommunications companies have been sold for this year, according to Thomson Reuters data, this means a price tag of about $3.2 billion.

Dell is already in the early stages of buying up Perot Systems, but will still have nearly $7 billion in cash on hand should it choose to go on a spree. Microsoft, while a cagey customer, as shown in its dealings with Yahoo, has buckets more. For big tech players, the price itself is not the problem.

“To them, Palm is a thousand-dollar used model locomotive. Now you have to buy the other cars, and the tracks, and fake trees, etc. You have enough to pay for it, but you don’t even know if it works properly,” said a guy here at Reuters when the subject was being kicked around.

Check out Motorola’s new phone, the Cliq. Reuters reporter Sinead Carew scored a demo after Motorola debuted the phone in San Francisco.

It’s easy to frame the latest tech business developments as epic clashes of giants and alliances of superpowers.

But Motorola co-CEO Sanjay Jha finds more inspiration for his metaphors in saloon bar lovers.

After unveiling the Cliq smartphone at the Mobilize 09 event in San Francisco on Thursday, Jha explained to the crowd how it was he turned to Google executive Andy Rubin and the Google Android operating system for the new phone.

“Actually it was two drunks in a bar finding each other and then finding that really it was the only solution that we had,” Jha said.

Jha called Google’s Rubin within the first day or two that he took the reins at Motorola, in August 2008, he said.

“Andy I’ve got to come to see you, we have some big decisions to make,” Jha recalled saying.

The resulting Cliq phone features some innovative software that integrates various social media and communications applications in the phone. But it faces tough competition in the Apple’s popular iPhone.

The next few months will tell whether Motorola’s embrace of Android was a game changing move or a case of beer goggles.

Motorola launched its Hail Mary pass in the smartphone market and it goes by the name of Cliq, or Dext, depending on where you live. One would assume plenty of branding research went into the names (Cliq in the U.S. and Dext elsewhere), as this is the company that created such easy-to-remember names as Razr, Rokr and Rizr.

Motorola, once a cellphone leader producing iconic products, has fallen well behind the competition as the smartphone market continues to sizzle and consumers flock to devices like the iPhone (which, incidentally, goes by the name “iPhone” everywhere it sells).

With so many new smartphones coming to the market, analysts say the key to success is differentiation — which is often a software issue rather than a hardware one. Motorola hopes its MOTOBLUR software, based on Google’s Android platform, will help it carve out a niche.

The company calls the Cliq/Dext “the first phone with social skills.” It says MOTOBLUR integrates contacts, emails, texts, postings, photos and the like from sources like Facebook, Twitter and Gmail and makes them easier to manage.

Motorola has put all its eggs in Android’s basket, reorganizing its handset unit around the platform, but it faces quite a challenge. Many of its rivals have already integrated social-networking function into their phones.

“Not only do you have to design and build interesting phones and get them into carriers, but also can you make money on it?” said Macquarie Research analyst Phil Cusick. “The smartphone landscape is exploding and there is tons of opportunity here for somebody who can build a great device, but you also have a ton of competition. Not only the traditional smartphone guys like Apple, Palm, and HTC, but LG and Samsung - who are phenomenal executors - getting into the smartphone space as well with Android.”

In a wide-ranging interview with Charlie Rose earlier this week, Verizon CEO Ivan Seidenberg danced around questions about cellphones but was more forthcoming about the U.S. telecom giant’s long-term expansion ambitions.

Asked to confirm a report that Verizon will sell an Android-based phone from Motorola this year Seidenberg said, “It might be true what you said. I can’t quite disclose…”

And as for any plans to sell iPhone, the executive said that would be Apple’s decision.

Seidenberg was more comfortable talking about his dreams of global expansion and seemed to hint that the company would aim for an overseas acquisition in wireless.

“We want at some point a global retail play in wireless,” said the executive, whose wireless unit is 45 percent owned by U.K. based international service provider Vodafone. Verizon has long said that it would like to buy out Vodafone’s stake in Verizon Wireless, a move that Soleil analyst Michael Nelson said would likely be its first acquisition priority.

Instead of asking how Verizon might expand overseas, Rose questioned the executive about whether he would consider buying Sprint. But Seidenberg said Verizon is already big enough in the United States.

“Sprint is U.S based and we’re thinking global. I don’t know that that would make a lot of sense. We’re thinking differently, and bigger,” he said, suggesting that the “home run” would be to have global communications companies with the same kind of scale as companies like Fedex.

However this dream will likely take time and Seidenberg noted that the bulk of his company’s growth should come from internal projects. Around half to two thirds of growth will come organically with only about a third coming from acquisitions, he said. The executive noted that Verizon had grown from a small New York utility to become a major U.S. company. “In the next 10 years we may figure out how to go past that,” he said.

(Reuters photo of Ivan Seidenberg in July 2008)

While we were at The Cable Show last week, Comcast filed a documents with securities regulators detailing its 2008 executive compensation. The filing showed that Chief Executive Brian Roberts received $23.7 million in 2008 up from $20.8 million in 2007 but below his 2006 payout of $26 million.

Roberts, as the AP points out, has long been criticized by shareholders for the size of his pay package. His increase comes after Comcast shares fell some 7.6 percent in the calendar year 2008, but this outperformed most of the major market indexes, which fell between 30 to 45 percent last year.

In February Roberts and other executives agreed to forgo a pay rise in 2009 and cut back on personal benefits, including a previous agreement which had guaranteed the payment of his base salary and cash bonus to his heirs for up to five years after his death — a so called ‘golden coffin’ package.

According to Comcast’s compensation committee, Roberts and other top executives are compensated in line with other executives in similar sized companies both in the entertainment/media sector and beyond.

As Comcast filed on April 3rd, it was not included in the New York Times/Equilar Special Report on executive pay which ran in Sunday’s paper. The Times report was based on data reflecting pay for 200 chief executives that had filed their annual proxies by March 27 and whose companies had revenue of at least $6.3 billion.

Based on the Times’ chart of top earners, Roberts would have come in as the 13th highest paid chief executive — just below the newly appointed Motorola co-CEO Greg Brown ($24.2 million) and above Lockheed Martin chief Robert Stevens ($22.9 million).

In the entertainment/media sector Roberts came in third behind Walt Disney’s Bob Iger ($51.1 million) and News Corp chief Rupert Murdoch ($30.1 million). Motorola’s other co-CEO Sanjay Jha was at the top of the overall list with $104.4, mainly made up of stock options used to lure him to join the company last year from Qualcomm.

(Photo of Roberts/Reuters)