Category: Tech news

Poor T-Mobile. It was one thing when the iPhone was only available at AT&T, but then Verizon got it, and then Sprint, and then the bar dropped quite a bit as U.S. Cellular got it, and most recently Cricket Wireless joined ranks offering the iPhone as an unlocked prepaid device. But now, Sprint’s Virgin Mobile has taken on the device, according to the WSJ.

Again, poor T-Mobile. But enough of that; back to Virgin’s iPhone. (That sounds a bit like a Judd Apatow movie, right?)

We still don’t know how much the carrier will ask for the unlocked device, but we can expect something close to Cricket’s $499 price tag, for competitiveness’s sake. It’s also unclear whether or not Boost, another one of Sprint’s prepaid carriers, will carry the device.

See, Sprint owes Apple $15.5 million for the iPhone, as detailed in a contract they drafted around the launch of the iPhone 4S. Because of this, it only makes sense that the carrier would try to sell the device through as many channels as possible. That said, I expect to see an unlocked iPhone on Boost eventually, too.

It’s also unclear if Virgin will be offering the iPhone 4, iPhone 4S, or both.

Virgin Mobile’s unlocked iPhone will be available starting July 1, a little over a week after Cricket releases their model.

There are plenty of products out there promising to help online merchants reach out to visitors who leave without making a purchase. However, SeeWhy founder and Chief Strategy Officer Charles Nicholls says they’re all too narrow — he describes everything currently on the market as “point solutions” that don’t fix the whole problem. That’s why the company is launching a new hub for different technologies, which it’s calling SeeWhy CORE.

As part of the research around its existing product, the SeeWhy Conversion Manager (which uses automatic email and social media campaigns to bring back customers who just left a merchant’s website), Nicholls says the company realized that there’s still a big opportunity here. After all, 97 percent of all visitors to e-commerce websites don’t buy anything. However, the odds increase dramatically if they’re a return visitor, so SeeWhy CORE wants to integrate the disparate tools available to bring that visitor back.

“If you can join the dots, if you can integrate all those pieces and data flows, the world looks much better,” Nicholls says.

So SeeWhy CORE integrates with 27 other cloud services, including email service providers, CRM systems, ad retargeters, web analytics services, e-commerce platforms, chat services, and social networks. With those integrations, customers should be able to see all of their data together, correlating multiple data sources to determine consumer interest and familiarity with a brand or product, then act accordingly, whether it’s sending an email or delivering a retargeted ad.

Features also include the SeeWhy Slider, a “light box” that delivers customized messages and offers to visitors — for example, offering them a link when they’re leaving a site to return to their shopping cart later.

Consumers may have mixed-to-negative feelings about shopping cart recovery in general, and retargeted ads in particular (I certainly don’t enjoy seeing ads chase me across the Web after I visit a random startup’s website for research), but Nicholls says one of the keys is to treat it more like customer service. For example, when businesses send a follow-up email, instead of aggressively trying to convince them to buy something, they should ask if everything was okay about the experience. He also says that SeeWhy determines where a shopper is in the purchase process, and customizes its messaging accordingly.

Nicholls says SeeWhy will also be moving its existing customers (which include Bare Escentuals, Lucky Brand, Remington, and Visa) onto the new CORE platform.

Apparently it’s not unusual for Google to detect that some of its users’ accounts are under attack from “states or groups that are state-sponsored.” The attacks are so prevalent, it seems, that Google has now launched a new program that will warn users when it detects such an attack. Whenever Google now detects such that an account is under attack, it will show a warning at the top of the user’s screen, including a link to a page with additional information about how to best protect your Google account.

As Google’s VP of security engineering Eric Grosse notes in the announcement today, Google already puts up “extra roadblocks to thwart these bad actors” whenever it sees that such an attack is happening. Google, of course, doesn’t want to disclose how it knows that a specific attack is probably state-sponsored, but Grosse says that Google’s “detailed analysis—as well as victim reports—strongly suggest the involvement of states or groups that are state-sponsored.” Grosse also notes that these warnings don’t necessarily mean that an account has already been hijacked.

To secure your account (even if you don’t suspect that a rogue state might be interested in whatever you store on your Google Drive), Google recommends that you watch out for potential phishing attack and that you “create a unique password that has a good mix of capital and lowercase letters, as well punctuation marks and numbers; enable 2-step verification as additional security; and update your browser, operating system, plugins, and document editors.”

Google, has openly talked about how accounts from Chinese activists and journalists, for example, were compromised in 2011. Google also blamed China for an attack on its networks in 2010 (though it never directly accused the Chinese government of being behind these attempts to hack its systems).

Earlier this month, Microsoft decided to try something a little different when it came to selling the Xbox 360. Their plan: to kick off a pilot program under which customers could shell out a mere $99 for a shiny new 4GB Xbox 360 and a Kinect, provided they inked a two-year subscription deal to Xbox Live Gold.

Now, it seems the time has come for that pilot program to spread its wings. Microsoft recently announced that later this month, all Best Buy stores and certain GameStop locations would be selling those subscription-friendly Xbox 360s.

Well, for a little while anyway.

Since this is far from a hard launch, Microsoft’s Larry Hryb notes on his Major Nelson blog that “this next phase of the pilot program will be limited in terms of both timing and the number of units available.”

To add to the difficulty of nabbing a subscription-friendly Xbox, Microsoft Interactive Entertainment President Don Mattick has said that fans have (perhaps unsurprisingly) reacted enthusiastically to the new pricing model. There’s a very real chance that your local gaming retailer will blow through their allotment of sub Xboxs in a jiffy, so Hryb recommends that interested consumers give stores a call to lock down availability details.

A report from the Wall Street Journal helps shed some light on why Microsoft is so dedicated to the slow and steady approach. Part of the process involves making sure that purchasers of this subsidized hardware pass a credit check, and are training employees to position the console correctly to potential customers.

It’s been noted plenty of times now that the subscription model isn’t exactly the best deal for consumers — they ultimately end up spending nearly $40 more than if they had just bought the hardware and a 2-year Xbox Live Gold card all at once — but it could prove to be a huge ally in Microsoft’s war to control your living room.

By lowering up-front costs in a way that no other console manufacturer has done before, Microsoft is fighting to lower the barrier to Xbox adoption in an attempt to further expand their reach. Cheap(er) hardware is only part of the equation though, as Microsoft proved the other day with their slew of Xbox-related media announcements that their gaming platform is maturing into something much broader — a full-blown entertainment platform.

Facebook just made several changes to its self-serve ad options. The big one: That advertisers can now buy mobile-only news feed Sponsored Stories — potentially huge for app developers looking to buy installs.

This could be a key step for Facebook to monetize its massive mobile audience in a significant way — a constant topic among skeptics in the run-up to the company’s IPO. Facebook was already moving into mobile advertising, but this new option should be especially attractive to advertisers who want to reach a mobile-only audience.

For example, this could be a big opportunity for smartphone app developers, who can now target potential users when they’re actually on their phones, offering them a link that goes directly to the download page in the app store. This could also be tempting to local businesses (especially when coupled with Facebook’s zip code-level ad targeting) who want to reach users when they’re out-and-about on their phones.

Here’s the full list of placements that Facebook says advertisers can now buy through its API and Power Editor:

• All placements: this option includes right-hand side + News Feed desktop + News Feed mobile
• All desktop placements: this option includes right-hand side + News Feed desktop
• News Feed (desktop and mobile): this option includes News Feed desktop + News Feed mobile
• News Feed desktop: this option includes News Feed desktop only
• News Feed mobile: this option includes News Feed mobile only

What’s better than one GoPro camera? Two, naturally. But what about 50?

Well, control over 50 GoPro Hero cameras is exactly what you’ll get with the freshly announced WiFi BacPac + WiFi Remote Combo Kit.

The combo will allow you to WiFi-enable both your HD Hero and HD Hero2 cameras, a la BacPac, which is an attachable casing. Then, the WiFi Remote will go with you wherever your creative and sport-tastic desires may lead, including underwater, to control up to 50 GoPro cameras at a time from up to 600 feet.

The BacPac will also allow you to control just as many cameras from your smartphone or tablet, as soon as the GoPro App is available. The company promises it’s “coming soon.” The app will then allow you to not only control the cameras, but live preview and play back videos and photos taken with your GoPro. You can also transfer content from the GoPro to your smartphone or tablet via WiFi, as well as livestream GoPro content direct to your phone.

To celebrate the launch, GoPro paired up with skater Ryan Sheckler who skated through Manhattan with 50 GoPros set up along his path. The result is this:

The Wi-Fi BacPac + Wi-Fi Remote Combo Kit is now available for $99.99 on GoPro.com and other various retailers in the U.S. and Europe.

Any.DO, the gorgeous to-do app for Android, has finally made its way to the iPhone and the web today. Developed by the team behind Taskos, one of the most popular to-do list applications on the Android Market, Any.DO launched last November backed by $1 million in angel funding, making a few iPhone users (ahem *clears throat*) jealous of something on Android for a change.

Besides the basics of t0-do list management, the app supports gestures, auto-predictive text, and voice-to-text recognition, all of which are packaged in easy-to-use and attractive interface.

Of course, the iPhone is a more competitive landscape than Android when it comes to these things. And being both pretty and useful are (more often) par for the course on iOS, not features to make one take note. (Look, I rocked a Nexus S for a year and a half, but my favorite Android apps let me hack away at the phone – they weren’t necessarily what I’d call elegant. Your mileage may vary.)

Plus, in the time since Any.DO’s original debut, the iPhone has seen new, buzzy-worthy to-do list makers appear, like the heavily-anticipated app Clear, which changed the traditional paradigm by ditching menus in favor of an all-gesture UI.

But unlike Clear, which goes for simplicity, Any.DO focuses on integrations with other services, like Facebook and Twitter, for example.

However, this is a team that knows how to build a product. The company’s Taskos app, launched for “research purposes” only, had topped a million downloads by the time of Any.DO’s arrival. And Any.DO grabbed half a million downloads in just 30 days on Android. It’s now used by “millions,” the company says.

For a seemingly simple to-do app, Any.DO has a ton of investors, including Eric Schmidt’s Innovation Endeavors, Blumberg Capital, Genesis Partners, Palantir’s Joe Lonsdale, Felicis Ventures (Aydin Senkut) and Brian Koo, as well as advisors Erick Tseng, head of mobile products at Facebook, and Elad Gil, VP of Corporate Strategy at Twitter. So perhaps you might guess that Any.DO’s bigger vision goes beyond the mere to-do item. The company is working towards a more intelligent system for helping people actually get things done, but details on what that really means are still sparse.

Also new today is Any.DO for Chrome, a plugin for managing to-do’s from the browser. Note that when you go to install Any.DO for iPhone, there’s another app by that name already there. Make sure you grab the right one: Any.DO is here.

Editor’s note: Charles Moldow is a general partner at Foundation Capital, focusing on consumer Internet companies. He was previously a founding executive at TellMe Networks and at @Home.

The recent Broadway revival of Arthur Miller’s Death of a Salesman got me thinking about the differences between the pitches I hear from entrepreneurs, and why some succeed and others don’t.

Willy Loman’s character did much to lower our society’s already low opinion of sales and selling, but the fact remains that the concept, if not the actual act, of selling is a vital process in our economic system. For example, if you’re an entrepreneur looking for financing, you are selling an idea to a buyer – usually a venture capitalist like me.

Overcoming the Attention Deficit Problem

Everyone with a smart phone is suffering from an attention deficit problem, including VCs. Your future prospects and customers are inundated with too much information and too many choices. Translation: Get to the point. Now. In fact, I should have started this article by telling you that!

It sounds simple… yet rare is the pitch I sit through that includes a concise summary of the mission and values of the company and a one sentence explanation of what the company does. This is problematic, because part of what we look for when investing in a company are people who can chop complexity out of the business and clearly articulate what they do and why it’s important. Often when I ask for clarity on these points, I don’t get clear and simple answers.

The real problem with an inability to nail “the what” is that it suggests that you have not thought through your business sufficiently to explain it in a concise manner. It was the 15th century mathematician Blaise Pascal who wrote, “I am sorry to have wearied you with so long a letter but I did not have time to write you a short one.”

I’m sure you get the point. An elevator pitch is not important because you can deliver it to a guy in an elevator, it’s important because it demonstrates you’ve thought through your business sufficiently to know why it matters.

What really gets my attention is a concise description of why the thing you are most passionate about matters to the rest of us. If I’m listening to four new business ideas each day, they can’t all be good enough to make me sit up and take interest. Make sure yours is the one that breaks through the noise. Otherwise, all of the distractions I have in my life will creep back into my brain and crowd out the message you are trying to convey.

So start with your lead, not your market slide. And if you can’t tell me clearly your company’s value-add, the problem it solves and why your idea is different in under a minute, you shouldn’t be pitching it yet.

Overcoming “No”

The fundraising process is tough, and it’s made tougher by the fact that venture capitalists say “no” most (read: almost all) of the time. Statistically, we fund less than one-half of one percent of the ideas that come through the door. Those are pretty daunting odds. But they’re not unlike the odds of success you’ll face once you’re in business.

The difference between the entrepreneurs who overcome those odds and those who don’t are those who won’t take no for an answer. And that’s a quality we screen from the very first meeting.

Presenting your idea is not enough. You have to sell your idea and passionately convince an investor that you’re worthy of the risk you’re asking them to take—as well as the time and money they will invest in your company.

You also have to convince your investors that you have the courage of your convictions. We want to know if you’re the kind of leader who will break through barriers and keep going despite countless setbacks. You’re going to face a lot of rejection and you need to be fearless.

Now even though I’ve just said you have to break through barriers, the catch is that I don’t want you to be hard-headed.

We want people who are convinced they have an answer, but not operating with the belief that they have all the answers. There’s a difference. Good sales people are good listeners, naturally inquisitive and they actively ask their buyers for feedback. After your next pitch, try asking the firm’s partners what they think.

Surprisingly, very few ask that question, but it is a question that signifies the entrepreneur who is flexible, self-aware, and would probably make a good partner. Don’t be afraid – you might be surprised with what you hear and you’ll probably glean some useful insights that will make your next presentation even stronger.

Finally, ask about next steps and send a follow-up note. I’m always shocked with the lack of follow up from entrepreneurs who have come in and pitched me, but leave it in my court to follow up.

The start-up world lives and dies based on the cash it raises. During its lifetime, the average start-up will likely require several rounds of funding, so being good at raising money is critical. Being a good salesman is also important because the act of selling doesn’t just happen when you’re asking for money – it happens when you’re building a team, when you’re selling your first product, when you’re looking for partners, and when you’re trying to inspire your employees. So be concise.

Show passion. Be fearless in your follow up. And finally, be brave enough to ask for feedback. All of these things will make you more credible, and most importantly, more likeable. Because you don’t want to end up like Willy Loman.

Editor’s note: This is a guest post by Mick Hagen (@mickhagen), founder and CEO of Undrip. He was previously the founder of Zinch which was acquired by Chegg last year. He made headlines in the Fall with his rap campaign – an unorthodox approach to fundraising. You can learn more about him at MickHagen.com.

Last summer when I started working on Undrip, I was in a tough spot. I grew up doing web and graphic design so I was a pretty good front-end developer and designer. But I knew nothing about back-end web development – loops, branches dictionaries or functions were all foreign concepts to me. I was a single founder who couldn’t code.

Against the Odds

Every week I get emails from entrepreneurs seeking my advice asking how I did it before, and how I’m doing it now. They find themselves in similar situations in that they’re looking to build a tech startup with little to no technical skills. They’re frustrated by their inability to make forward progress and they usually either give up and fail, or outsource if they have some extra cash (which usually leads to failure).

If you’re a single founder who can’t code, your chances for startup success are near zero. However, there’s still a chance.

And a chance is all you need.

Inspire or Die

There’s only one skill in the world that can make up for your lack of design or dev skills. It’s a skill you have to learn and learn to do well: You must learn to inspire.

Your survival will hinge on your ability to inspire, persuade, and convince makers that they should join you on this adventure. It’s the only chance you have. You know you can’t do this alone. You shouldn’t do this alone. And you won’t do this alone.

Easier Said Than Done

Some non-technical entrepreneurs are so incredibly charismatic, persuasive and charming that all they need is a clean napkin and a wide smile to sell the vison and get people excited. They’re able to attract talent with no problem. If that’s you, congrats. Run with it. As long as you have creators, makers and builders on your team, you’re in the game and able to fight. Give them the equity they deserve (a lot!). Make them owners not mercenaries. Your idea is worthless without them – accept that now and nobody gets hurt.

As for the rest of us, we’ve got more convincing to do.

When I was recruiting people to help build Undrip, I could have just dazzled people with designs. For many folks, that’s all you need to help inspire. But I wanted to take things up a notch. I wanted to personally build something that potential teammates could see, feel, touch and play with. I wanted to share a fully functional product that I would muscle together with my bare hands – Chuck Norris style. So I had to learn to code.

Becoming a Builder

I spent all last summer learning how to code [0]. I practically lived on StackOverflow, Github, IRC channels, and Google… soaking it all in like a sponge and working on a real product that would force me to learn. I had afew friends who answered my dumb questions and guided me through some snags. In the end, I built the first version of Undrip almost all on my own. It was perhaps one of the greatest accomplishments of my life. At the end of last summer, I felt like I could I do anything. It was an incredible experience [1].

It was never about learning to code so that I could be a one-man army. And it certainly wasn’t about creating a large-scale, production-ready web app that millions could use. In fact, not even a dozen people could use it [2]. It was all about inspiration – putting more arrows in my quiver so that I could get out and inspire people to join me. I wanted to demonstrate that I could dig in and learn, and that Undrip was a product worth fighting for.

Handshakes & Smiles

As much as networking sucks, it’s a necessary evil when you need builders. You can’t inspire people if you don’t know anybody to inspire. I’d much rather be working, designing and getting stuff done.

Throughout the summer of me learning how to code, I did everything I could to meet engineers. I would go to python meetups and other hacker gatherings. I would search directories, github and twitter lists for python engineers in the Bay Area who I could meet with in person. It was never about asking them to work with me – that’s the wrong approach. it was always about cultivating the relationship and learning from them as I was doing my best to speak their language (python/django). They felt like they were “giving back” and helping a n00b. I remember meeting Mike Malone, Kenneth Love and so many others at coffee shops in the Bay Area. I drove to a small town in the East Bay to meet Kenneth at a local Starbucks. I was immersing myself into their world and building as many relationships as I could. Inspiration always starts with a relationship.

Money Can’t Buy Everything

When you can’t inspire people to join you, it’s very tempting to use that cash in your piggybank to hire a contractor/freelancer. You wanna pay to play.

That rarely works.

I was a design freelancer in college. I would ask for as much money as possible, and I would try to spend as little time on it as possible. That was the name of the game. Contractors just aren’t invested in the long-term success of your product. They’re gypsies moving from one thing to the next. The lack of ownership and commitment will cost you more money, more time and more heart ache in the long run.

What happens when your freelancer is “done”? We all know products are never done. So soon you find yourself back at square one, having to pay someone to fix bugs, tweak features, etc. That hole in your pocket gets larger and larger.

For most that’s just not sustainable. Sooner or later you’re gonna need to inspire people to join you. You’re gonna need partners, owners, motivated team members. A little contract work is never bad when you’ve got people who can maintain, manage, and build the product where it leaves off.

Only One Way Out

In the end, you’ve got just one path ahead. There’s no other way around it.You have to inspire. You can learn to code. You can learn to design. You can learn to hustle. You can learn to do a lot of things. But all of them should be mere tactics to your end goal: inspiring others to believe in you, your vision and your product. That inspiration needs to be so strong that they leave everything they’re doing to jump on that life raft with you to start paddling.

It’s insanely hard. It’s insanely crazy. And it’s insanely rare.

But it’s possible. May the odds be ever in your favor.

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Footnotes:

[0] I started off with the Head First Programming book. I then moved on to Google’s Python Class and MIT’s OpenCourseWare class. I also used Think Python, Learn Python the Hard Way, and Dive Into Python as additional resources. Most importantly, I used friends and the interwebz to get through snags.

[1] It’s not like riding a bike where once you know it, you’re done. I have a good foundation of understanding to work from… but I still have so much more to learn. I’m confident in my ability to learn and progress though. Something special about having ideas and also being able to execute on those ideas.

[2] The entire app would crash when more than just a few people would use it. It was incredibly unstable and shaky. We’ve since had to rewrite and gut the entire thing now that we have experienced engineers – which explains why we’re still in private beta. Nonetheless, I’m still contributing and love it.

Editor’s note: Eli Portnoy is the CEO and co-founder of ThinkNear, which helps advertisers target mobile ads based on location and real-world context.

Mary Meeker’s presentation this week on mobile shone light on the mobile monetization problem and argued that “ad $ follow eyeballs, it just takes time.” However, she failed to address the reason for the mobile monetization issue and missed the clear implications for anyone looking to seize the opportunity.

Mobile is exploding. Over 100 million people in the US have smartphones, consumers are spending over 60 minutes a day consuming media on these devices, and people glance at their phone about 40 times a day. That is a massive and very active user base. You would think that advertisers would be rushing to take advantage of this untapped goldmine of an opportunity to reach consumers. However, as Meeker showed there is a huge discrepancy in the amount of time people spend on their phones and the number of advertising dollars allocated to mobile. The mis-equilibrium numbers vary, but estimates range between consumers spending 10% to 24% of their media time on mobile and advertisers putting only 0.5% to 1% of their budgets there.

To many this is the great mobile opportunity. They theorize that the discrepancy in mobile spend means that advertisers are slow to catch on and that as they do a tidal-wave of money will flow. That is the hope of the Facebooks and Pandoras who are getting crushed in the equity markets because they are living and breathing proof that having lots of pageviews in mobile does not equal lots of money.

I personally disagree strongly that if you build it, they will come. Advertisers and their agencies are not stupid. They all have smartphones, they all live and breathe their iPhones and Androids, and they are paid to understand what is new and exciting. Mobile is taking no one by surprise in 2012.

So why isn’t the money flowing to mobile?

Advertisers know that the golden ticket to performance is relevance, and by that I mean the ability to target and reach your potential customer base as accurately as possible. I live in Los Angeles, and you are going to have a tough time trying to sell me snow boots in the summer. The more you can target the ads, the more likely you can generate the desired action and the more successful the campaign. The current mobile eco-system allows almost no targeting criteria and demands that advertisers take a spray and pray approach to their campaigns. This leads to poorly performing campaigns and unhappy advertisers that are unwilling to keep pushing more money down the rabbit hole that is mobile.

Why are mobile campaigns so lacking?

The answer most people give is that cookies, which are the mechanism used in the online ad world, don’t work on mobile. Without getting into the technical reasons as to why this is the case, I challenge the argument because even if cookies did work I still don’t think you would see an advertising windfall. Fundamentally, cookie targeting lets advertisers build a profile about your browsing history and retarget you based on that data. However, in mobile the use case is different and this advertising paradigm starts to break. Using myself as a datapoint of one, when I am on a computer I tend to research specific items and create a browsing history that is rich with information and clearly paints a picture of my intents. However, on mobile my browsing and app history is sporadic and incoherent. I pick up my phone when I have time to kill, when I want to look something specific up, or as part of my everyday. Trying to create a profile from this activity would lead to few actionable insights.

The answer lies in history

If we look back at the historical evolution of ads on digital mediums, it becomes clear that what we are living with mobile is nothing unique. When the first search engines emerged some 15 years ago, they were all slapping ads on their homepages and not really offering advertisers a great product. It was all about their reach and inventory and not at all about their targeting efforts. Then Overture and Google came along and started to tie the ads to the search terms people were typing in and advertisers finally had a targeting parameter that directly led to intent. And the money started flowing and flowing and flowing.

A few years later banner ads on websites were still struggling along. Advertisers knew people were online, but very little money was spent advertising to them because the only advantage to this medium was scale and reach (and some accountability). And then the cookie revolution emerged and advertisers could target people based on their browsing history. Advertisers jumped on the opportunity and the industry grew, and grew, and grew and is now about a $25 billion dollar a year industry.

So what is the campaign type that makes mobile go pop?

As I think about mobile. the opportunity to close the gap between time spent and advertising spend is clearly in finding the right targeting parameter that gets advertisers stoked. It is not just about waiting and hoping, but about figuring out what really makes mobile work.

Many have talked about location, and the reasons are obvious. Mobile is a device that is portable, that people carry with them 16 hours a day, and that they look at 40 times a day as they interact with the real world. Not only that, but most smartphones have a built in GPS and can provide very targeted location information.

However, most in the industry think of location as a geo-fence. The idea that you can target nearby people with relevant ads based on what is around them. But mobile and location is about so much more. It is about understanding where people are, what they are doing, and what is happening around them.

The guys who understand the concept of mobile best are the street vendors in New York City. They set-up carts on the street corners and they sell all sorts of items like DVDs and sunglasses and purses. But when they feel a few drops of rain, they all quickly flip their carts over and start selling umbrellas. This is a brilliant sales strategy because they are adjusting their marketing based on what people are doing (walking around NYC) and what is happening around them (it is raining) to deliver a message and product that really resonates.

With mobile and the use of location, advertisers now have the same opportunity. Using location capabilities marketers can infer a lot about what people are doing. If they are in an airport they are likely travelers, if they are in a shopping mall they are likely shopping, and so on and so forth. And because the advertiser can know where they are delivering the ads, they can also tell things about the environment and context of the person seeing the ad such as the weather, traffic, and nearby events. This creates a massive opportunity to tailor each and every message and finally begins to unlock the power of mobile ads.

The opportunity is immense, but location is not without its problems. The industry is immature and running these campaigns is not easy. There are privacy considerations that advertisers need to be mindful of. The tools to track and report on metrics are still being developed. But fundamentally, to get real performance from mobile and to unlock the pent up budgets of advertisers, we need to truly understand what makes mobile unique and play to its strength. Location and portability are that opportunity.

StartX, the startup accelerator for Stanford University students, held its Spring 2012 Demo Day this past week at AOL headquarters in Palo Alto, California. Seven very diverse startups presented to a room of investors, media, and tech industry folks — the latest batch of StartX startups range from a new method of doing DNA sequencing, to truly educational children’s toys, to a new way for women to buy jewelry, and more.

TechCrunch TV was there, and in the video embedded above you can see the general scene and also our interview with StartX’s founder Cameron Teitelman. We also got six of the presenting companies to give TechCrunch their pitches directly, along with two other companies that were in StartX’s spring session but opted not to present on-stage since they were not raising funding. You can watch those in the video embedded below.

A bit more about StartX: The program, which was started in 2010 (it was then known as SSE Ventures) to give entrepreneurially-minded Stanford students tools and advice they need to actually get businesses off the ground, has seen some impressive growth in the past two years: More than 160 founders have started 60 companies with StartX, and 80 percent of them are funded and still growing.

StartX is unique in a few ways: It’s not exactly a student group, as it’s financially and legally completely separate from Stanford University. But it’s not an incubator in the Y Combinator sense, since it’s a non-profit and takes no stake in the startups that participate in the program. It is a very smart set-up, and it would not be surprising to me if it expanded to other regions or universities in the months and years ahead.

In the order in which they appear in the above video, here are the StartX Spring 2012 companies:

Appfluence (co-founders Hai Nguyen, Pablo Diaz-Gutierrez, and Luis Adarve): Productivity software for the iPad

Genapsys (co-founders Hesaam Esfandyarpour and Leila Restegar): Aiming to facilitate ultra-low cost and fully-integrated DNA sequencing on a mass scale

Gauss (co-founders Siddarth Satish, Milt McColl, and Mark Gonzalgo): An iPad-based mobile platform for monitoring blood loss during surgical procedures

Roominate (co-founders Bettina Chen, Alice Brooks, and Jennifer Kessler): The first product from Maykah, a company aimed at creating toys for young girls that will foster their interest in science, technology, engineering and math

Crowd Jewel (co-founders Courtney McColgan, Janelle Tiulentino, and Deborah van Dam): A community-driven jewelry design platform that brings to market the jewelry designs that win a crowd vote

LessThan3 (co-founders Ari Evans, Bryant Williams, and Josh Bennett): A social website where people can show off and share their music collections

Watchup (co-founders Adriano Farano, Jonathan Lundell and Jessi Rymill): Making an iPad app specifically for watching video news content

Vergence Labs(founders Jon Rodriguez and Erick Miller): Creating “smart, stylish, computer-enabled eyewear” aimed at bringing online content into our everyday lives. We were not able to pull these guys aside for a pitch — they were swarmed by investors wanting to try on the glasses themselves — but you can read TechCrunch’s coverage on them from earlier this month right here.

PicPlz, the mobile photo sharing app that is perhaps known best for being an early and direct competitor with Instagram, will shut down permanently on July 3.

PicPlz delivered the news through a short post on its company blog as well as in a brief email to users that read:

“On July 3, 2012, picplz will shut down permanently and all photos and data will be deleted.

Until then, you can log in and download your photos by clicking on the download link next to each photo in your photo feed.

Thank you for your support of picplz and we apologize for any inconvenience this may cause you.”

Visitors to PicPlz’s website now see the following message on the homepage:

This is not a completely surprise move. Instagram began pulling ahead in the filtered mobile photo sharing space more than a year ago and in 2011, PicPlz pivoted into being part of Mixed Media Labs, a broader smartphone app development company. Mixed Media Labs went on to spin out PicPlz as its own independent entity and has since spawned new products such as mobile platform App.net.

When Instagram was acquired by Facebook for $1 billion back in April, some used it as a time to rehash the story of how PicPlz and its investors “lost” the battle for mobile photo sharing. This chatter prompted PicPlz co-founder Dalton Caldwell to take to the Internet and defend his company’s track record.

We’ve reached out for more comment on the shutdown and details on what the future may hold. We will update this post with any information we receive.

UPDATE:

Dalton Caldwell, who remains on the board of directors at PicPlz, said in an email that the team that is operating PicPlz still has other projects in operation:

“As a board member I have been supportive of the strategic decisions they have been making.

In terms of this specific move, as has been stated before, the team that is operating picplz has been bootstrapping (ie not raising money). As part of this bootstapping effort, they recently launched a a paid iPad app for Pinterest users called pinflip: https://app.net/pinflip

pinflip has been doing very well and is currently the #5 paid iPad app in social networking in the US.”

This article has also been updated to clarify the relationship between Mixed Media Labs and PicPlz. Last year PicPlz was spun out of Mixed Media Labs entirely, and it has since operated as its own standalone company led by Ali Aydar.

A couple weeks ago I ran this post showing how one Hong Kong developer, Animoca, tests its Android games. The company, which has had more than 70 million downloads, tests every one of their apps on about 400 different devices. The photo above is from their headquarters and is just a taste of all the Android phones and tablets they use.

Needless to say, that post pissed Android supporters off. Some commenters said it intimidated would-be developers, who might get scared off by Android fragmentation and the perception that you have to support hundreds of devices, screen sizes and densities and versions of the OS.

So, I asked around to see how other mobile game developers do quality assurance testing for Android. This is what I got:

Red Robot Labs: (Backed by Benchmark Capital. Veteran founding team from EA, Playdom and Crowdstar. More than 3.5 million downloads. They currently have the #27 top-grossing game in the Google Play store.)

Red Robot uses about 12 devices in-house and has a quality assurance team of two people. They then use a U.K.-based company called Testology to get further coverage with 35 handsets.

“I applied a common sense filter,” says co-founder Pete Hawley, who hails from EA and has more than 15 years’ experience in the gaming industry. He goes by an 80/20 rule in trying to identify a low number of devices that will cover the widest amount of users. They start with the basic data from Google that shows overall distribution of different versions of Android and screen size densities. Then they look at their analytics to find which devices are most widely used by their players. Finally, they’ll look at player requests and support tickets.

He says it’s good to be selective about which devices to support, especially with all sorts of lower-end handsets coming in from Asia.

“Saying no to players with small, poor, outdated phones or old OSs is important too,” he says. ”Overall, I’d say the process of staying on top of all the handsets, carriers, OS’s and carriers wasn’t as hard as I expected. It’s not a great deal of work to keep the 80 percent well-covered.”

Here’s a snapshot of how Red Robot’s device distribution looked last fall. (It’s a very fragmented pie!)

Pocket Gems: (Backed by Sequoia Capital, Redpoint Ventures. More than 70 million downloads. Newer to Android, but they had two of the top 10 grossing iOS games for all of last year according to Apple’s iTunes Rewind. #35 top-grossing game in Google Play.)

So Pocket Gems’ QA testing is actually run by a former Air Force colonel(!) named Ray Vizzone. They use a little more than 40 devices evaluated in a matrix they explain in the video below. They make sure they include both tablets and phones and then high-resolution and low-resolution devices. They also make sure to include all five major graphic processing units (GPUs) including Adreno, PowerVR, Tegra, Mali and Vivante.

Their QA process is designed to be hyper-speedy as the gaming industry has changed in some fundamental ways over the last few years. Like what Zynga has done in the social gaming industry, today’s mobile games are more like services rather than finished products you pick up off the shelf. So they require constant updates with fresh content every few days.

For the San Francisco-based startup, quality assurance testing is a 24-7 process that involves teams both in the U.S. and abroad. After the U.S. team designs and performs tests during the day, they hand their work to an offshore team that has all of the exact same 40 or so Android devices. This team does extra compatibility testing overnight and files all of the bugs into a defect tracking system, which go back to the U.S. team in the morning.

Pocket Gems tests all features in three phases. They have 1) new features testing 2) integration testing and 3) release candidate testing. Even as developers design new features for their games, Pocket Gems’ QA teams are already at work designing tests for them so they can be checked the moment they’re ready. Once those features are stabilized, they’re integrated into the games and tested a second time.

“As the bugs are found and fixed during integration testing, the product managers and test leads begin their risk assessment as to when to freeze the code base in preparation for shipping,” co-founder Harlan Crystal explains. “Once this decision is made, a full regression test pass is started.”

That final pass involves a full suit of tests that examine memory, performance and device compatibility. “If we don’t find any new or critical bugs during this RC test pass, we bless the bits and ship it!” he says.

Storm8: (More than 300 million downloads. Totally bootstrapped. Four games in Android’s top-grossing 50. Founders are early Facebook alums.)

Storm8 uses between 30 and 50 devices, which they divide into groups of high-end, mid-range and low-end devices.  They intentionally buy devices for each category. After they launch games, they have the apps send back different KPIs (key performance indicators) back to the company’s servers.

“This way, we can tell if we need to further fine-tune a certain class of devices, or even specific devices, to squeeze the last bit of performance from the devices,” says chief executive Perry Tam.

Animoca: (More then 70 million downloads. Backed by IDG-Accel and Intel Capital).

After the original post ran, Animoca ran a longer piece explaining why it does quality assurance testing with so many devices. The main reason is because the company has a huge user base in mainland China and other parts of Asia where there is a plethora of lower-end and non-compatible Android devices (meaning phones that are based on the OS but aren’t certified to run Google applications or the official Android app store).

“If we had taken the approach that 90 percent compatibility is good enough, we’d be lacking support for 7 million of [our] downloads,” the company explains. “Several millions of consumers would have had a bad experience as a result of our decision, and our app revenues would probably be short by around 10 percent.”

Keep in mind that Animoca is not exactly a young company. It’s a mobile gaming-centric arm of a more than 10-year-old company called Outblaze that has focused on digital media and apps for years. So they have lots of experience in doing compatibility and quality assurance testing.

The company’s chief executive Yat Siu feels that their comprehensiveness is a part of why they perform decently on the platform, with “double-digit” millions of dollars in revenue per year from Android. Animoca doesn’t have any games in the top-grossing 50 right now in the U.S., but they make up for it with high rankings in Asian markets and in the sheer number of apps they publish per year.

Conclusion: If this still freaks you out, just remember that it was way worse in the days of feature phones. (At least, that’s what Rovio’s Peter Vesterbacka tells us. Rovio says compared to the J2ME/Brew era, Android is actually easy! They had to make more than 50 games before they created uber-hit Angry Birds.)

Just for reminders about how hard it was then, here are two slides from JAMDAT’s original IPO slidedeck in 2005. JAMDAT was the seminal mobile gaming acquisition of the feature phone era when they were bought by Electronic Arts for $680 million. The company had to spend five years building relationships with more than 90 carriers in about 40 countries and it was standard to support about 400 devices.

So while Android fragmentation seems like a headache, your dad’s mobile app maker was trudging seven miles uphill in the snow QA testing with 400 different phones and dealing with business development people from a hundred carriers.

It’s also easier now with specialty shops handle mobile QA testing now like Testology, which Red Robot uses, and uTest. That said, the very biggest developers still want to do most everything in-house.

Editor’s Note: John Greathouse is a general partner at Rincon Venture Partners and has held a number of senior executive positions with successful startups during the past fifteen years, including Computer Motion, Citrix Online and CallWave. 

My son recently tried to call one of our older relatives. He dialed the number and quickly hung up with a confused look on his face. I asked him what was wrong and he replied, “I don’t know. There’s something wrong with their phone, it kept beeping.” I called the number and was amused to hear a landline busy signal, something my cell phone centric pre-teen had never encountered.

My son is similarly unacquainted with cable TV. Other than the occasional NBA game, he consumes his video content via our iPad and Xbox. Most of his online viewing is spent on YouTube. He is not alone.

Mark Suster, fellow venture capitalist and serial entrepreneur, has written extensively about YouTube’s evolution from dogs-on-skateboards to its current status as an entertainment medium rivaling cable television networks. Mark provides an excellent primer regarding the future of Internet TV HERE.

YouTube has over 800 million monthly unique visitors who consume over 4 billion videos EACH DAY. Its evolution has resulted in a new class of entertainment entrepreneur, the creators of professional YouTube content, affectionately known as YouTubers.

Feeding The New Networks

Running an immensely profitable business has many benefits, including the ability to jumpstart an ecosystem which directly drives revenue to one of your core offerings. During the latter half of 2011, Google awarded a number of leading YouTubers and nascent Internet TV networks grants of $1 million to $2 million. Although estimates of Google’s total investment vary, the industry insiders I spoke with believe it exceeded $100 million. Earlier this month, Google announced that it will spend an additional $200 million to promote YouTube content.

Despite the snarky rumors that Google’s content development program was poorly managed at its outset (e.g., some of the money was spent by YouTubers to purchase homes and not create videos), the majority of the funds were properly deployed by the emerging community of professional YouTubers. In fact, all of the most prominent Internet TV networks were recipients of such grants, including: Maker Studios, Big Frame, Machinima and FullScreen.

Before the creation of YouTube networks, a handful of leading YouTubers were generating over $100,000 in revenue per year, simply by running run-of-site YouTube ads. Networks have significantly increased YouTubers’ advertising revenue by negotiating sponsorships and large ad purchases with major brands.

Rather than simply act as old-world talent agencies, Internet TV networks offer their talent a number of differentiating advantages which are difficult for YouTubers to secure on their own, including:

Critical Mass – Even though some of the most successful YouTubers routinely generate several million views per video, large advertisers are challenged to spend efficiently within the medium, because even millions of views results in a relatively small advertising spend. This paradox is aptly illustrated in the following graphic, courtesy of Big Frame.

By allowing advertisers to purchase ads across a cadre of YouTubers, Internet TV networks can achieve their efficiency and reach goals.

Cross-Promotion – The rap industry has proficiently utilized cross-promotions since its inception. For instance, over twenty years ago, Dr. Dre featured then unknown Snoop Dogg on his solo debut The Chronic, effectively launching Snoop’s career. Similar opportunities exist on YouTube, in which YouTubers with large audiences can introduce and promote up-and-coming artists. For instance, Kids React reviewed a video by DeStorm, while the Gregory Brothers incorporated Kids React into their hilarious Chuck Testa video.

Better Content –The average YouTuber is chiefly interested in creating engaging content, not negotiating insertion orders, trafficking ads or tracking down delinquent advertiser payments. Thus, Internet TV agencies not only increase a YouTuber’s income, they also free them to focus on what they do best – create engaging content. The additional revenue generated by each video allows the YouTubers to leverage better (and more costly) special effects, which beget better quality content. Better videos engage more viewers, which attract additional advertising dollars.

Subscriptions and Social Sharing – In the last century, magazine and newspaper subscriptions drove readership, which sold print ads. The same phenomenon is true in the YouTube ecosystem, but with a social media twist.

YouTube allows viewers to subscribe to their favorite channels. Each time a new video is posted by a YouTuber, its subscribers are immediately notified. Although the shareing settings are configurable by user, when most people Like or Tweet a video, the action is broadcast within their social graph.

Such YouTube subscriptions are the engine of a virtuous circle of views, which leads to social sharing, which, in turn, generates additional subscriptions.

Better Ads – Product placement ads have been around since the 1800’s when notable novelists, including Jules Verne, were lobbied by business people to mention their products and technologies in their books.

The effectiveness of product placements was reduced dramatically in the mid-1990s when the practice became so overt and numerous, especially in major motion pictures, it became distracting and, in some instances, outright laughable. Learning from the mistakes of the past, YouTubers have created clever ways to embed advertising messages into entertaining content.

One of the best examples of this integration is DeStorm’s November 2011 video in which he raps about Ryobi tools while running through the aisles at Home Depot. True to the cross-promotional nature of the YouTube landscape, fellow YouTuber MysteryGuitarMan makes a cameo appearance.

DeStorm delivers the Ryobi rap lyrics in an engaging and, from an advertising standpoint, informative manner:

I ain’t afraid to dismantle it,
I can handle it, ‘cause,
I got the tools.
I got the power.
Yea, I got the tools,
To change everything around me.

I can take control of everything ahead of me,
cause it’s all controlled by the same battery.

The pairing of Home Depot, Ryobi and DeStorm is effective because the relatively inexpensive tools, which use a common battery, are targeted at a subset of DeStorm’s young, male audience: young renters and first-time home buyers, many of whom are tool deficient. DeStorm is extremely talented – if you are curious, you can check out the Ryobi video HERE.

Climbing A Mountain With No Hands

I recently spoke with a talented gaming executive who noted that creating a top-ten mobile game is akin to trying to, “climb a mountain with no hands.” It can be done, but it is a grueling process.

However, once you create a hit game, it is much easier to replicate the initial game’s success by launching related titles. The same phenomenon is true in the YouTube ecosystem. With a little help from Google, and a lot of hard work, today’s leading Internet TV networks have reached the summit and are in the process of launching new YouTubers who will benefit from the networks’ high-velocity virtuous circles.

Google’s continued oversight and backing, combined with professionalized content and ongoing ad optimization, will ensure that Internet TV will eventually eclipse its legacy brethren, allowing you to store your cable television in your garage, right next to your landline phone. Soon cable TV will be a distant memory, much like a landline telephone’s busy signal.

You can follow my startup-oriented Twitter feed here: @johngreathouse. I promise I will never Tweet about celebrities, cable TV shows or that killer burrito I just ate.

Short Version

The Evo 4G LTE is a fine phone. There certainly aren’t any glaring issues: Sense has been considerably streamlined, and it’s really good at what it was made to do, which is entertain. The design language is a little loud, though maybe that’s what it takes to shake things up in the land of Android. (LAndroid.) But unlike the Evos that have come before it, this latest iteration doesn’t really bring any truly special features to the table.

I mean, consider the name. It’s the Evo 4G LTE, yet Sprint’s 4G LTE network isn’t set to go live for another month, at the very earliest. And even if that weren’t the case, LTE is no longer a wow factor. It’s a soon-to-be norm, which means that the Evo needs something more than fast data to be a big deal.

Does it have what it takes? Let’s find out together, yes?

Pros:

• Excellent camera
• Pretty solid battery life
• Thin and light (in a good way)

Cons:

• The plastic on the back gets marked up with prints easily
• It’s a 4G phone, but Sprint LTE won’t be around for a while

Features:

• 4.7-inch 720p display
• Sprint 4G LTE (eventually)
• Android 4.0.4 Ice Cream Sandwich/Sense 4
• 1.5GHz Snapdragon S4 dual-core proc
• 8-megapixel rear camera (1080p recording)
• 1.3-megapixel front-facing camera
• MSRP: $199.99 on-contract

Long Version

Hardware/Design:

As I mentioned before in my initial impressions post, the Evo feels like business in the front and a party in the back. The bezel is quite thin, which means that HTC managed to comfortably fit a rather large 4.7-inch display onto a smaller frame (thumbs-up for that!), and the top bezel near the speaker grill is finished with soft-touch rubber.

On the back, however, the Evo tells a different story. A strip of shiny red metal separates a soft-touch bottom and a shiny, black plastic top. Within the plastic area, the camera is square in the middle, with a little extra Evo-esque red lining. I’m a huge fan of the soft-touch and honestly wish that the entire backside of the phone was finished in it. It’s comfortable and doesn’t take prints much at all.

The plastic, on the other hand, picks up prints like it’s being paid to do so. It feels a bit like HTC ran out of budgeting dollars and simply said “F&#* it! Let’s just slap some plastic on this last bit.” It’s the only part of the phone that feels cheap, even in the way that it creaks a bit when you stress the phone.

HTC nailed the kickstand, as you can prop the phone up with it in the traditional sense, as well as turn it right over so that the kickstand is resting against the table. Either way it works, which means that you can plug your phone into the charger while you’re kickstanding.

Just as you’d expect, the lock button and 3.5mm headphone jack are up top, microUSB is on the top left-hand side, and volume rocker is on the left. There’s also a dedicated camera shutter button on the bottom right-hand side of the phone.

Software:

As I already briefly covered, Sense 4 is far more attractive than earlier iterations. HTC clearly took a hard look at the UI and realized that too much fluff on top of Android is a big no-no. That said, this streamlined, clean version of the custom overlay offers only what you need.

One nice touch is the ability to drag and drop icons from the lock screen into the circle used to unlock the device. By doing so, you’re taken straight into the dragged app. The less clicks the better, am I right?

At the same time, we’re not seeing anything incredibly new here. No pop-up play, like on the Galaxy S III. No brand new operating system, like on the Galaxy Nexus. But that’s not to say that HTC doesn’t offer up some solid, albeit a bit played out, features.

For one, you’ll get 25 free GB of Dropbox storage with this bad boy, along with Beats Audio integration. I see the former as much more of a selling point. Oh, and Google Wallet comes pre-loaded, as well.

Sprint’s loaded this thing up with plenty of its own content, including Sprint Zone and Sprint Hotspot, and unfortunately it doesn’t seem that you can uninstall them.

Camera:

The camera on this phone rocks. It employs the Sense camera app on the software side of things, which means you’ll have easy access to plenty of Instagram-esque filters even in the viewfinder. A couple of my personal faves are Vintage, Solarize, and Aqua.

There are also plenty of settings for ISO, white balance, etc., and zoom is on the left. Shooting modes include auto, HDR, Panorama and portrait, but there seems to be some sort of auto-burst mode inherent in the app. In other words, when you hold down the shutter, you get a continuous stream of shots.

The shutter button itself is incredibly fast, snapping pictures as soon as you touch it. It’s also very solid — no shakiness or looseness in its socket — and can be half-pressed to focus and then full-pressed to shoot (just like on a DSLR).

Color reproduction was excellent, though I think that HTC tends to blow out warmer colors like reds and yellows to make pictures more beautiful, but not necessarily realistic. Low light shots turned out better than expected, and video recording only takes a second to focus and switch between bright and low light.

The camera app has some nice features to it, as well, like the fact that it goes into a thumbnail mode if you start swiping through pictures quickly. It’s like the phone knows you want a photo that’s way on down the line, and wants to help you get there. The only problem is that it only works like half the time.

Comparison shot between the Evo 4G LTE (left) and the iPhone 4S (right):

Display:

There’s more to a display than resolution or size. It’s the marriage of these two factors, along with the technology behind the screen that makes an excellent display. In the case of the HTC Evo 4G LTE display, this marriage is a harmonious one. The 720×1280 display measures in at 4.7-inches diagonally, which yields a ppi of 312. This is pretty good.

For reference, the iPhone has a 326ppi, so the Evo isn’t far off but with much more real estate. At the same time, the Evo has a TFT LCD display, rather than the more favorable AMOLED-style displays we see on most Samsung phones. I still found the display to be excellent, with little to no differentiation from pixel to pixel and bright, brilliant colors.

I also think it’s worth taking a moment to talk about the size of this display as it relates to using the phone. Most phones with 4.3-inch or greater screens tend to get a bit uncomfortable. It can be difficult to reach across the screen while performing one-handed actions, depending on the aspect ratio.

But HTC has found a way to master slapping giant displays on comfortably small frames. The Titan II is a great example of this, and the new tradition only continues here on the Evo. Well done, HTC.

Performance:

Performance is becoming less and less of a factor. The spec is dead, in many cases. In fact, the only specs I consider useful on a smartphone are the display and camera specs, and even then a solid understanding of the numbers and their context is necessary. But rarely — very rarely — a phone’s performance will be so smooth in real-world use that it’s reflected in the testing.

So is the case with the Evo 4G LTE, and really most of HTC’s handsets lately. The Titan II was an incredibly smooth phone, but on a different platform like Windows Phone it’s unfair to compare. But the HTC One S, another Android 4.0/Sense 4 combo, was also found to be exceptional in browsing, app play, and the like.

Here are the numbers:

In Quadrant, a full-fledged benchmarker with a focus on graphics performance, the Evo 4G LTE scored a 4285. The only phone I’ve had that’s tested better is the One S, with most others staying well below the 3000 mark. In Browsermark, a web browsing test, the phone scored a 90,995, which is again just below the One S’s score of 100,662, but exceeding most others in its category.

Data speeds averaged around 1.4Mbps down and .72Mbps up, but that should go up once Sprint’s LTE network goes live.

Battery:

The new Evo’s battery is considerably larger than its predecessors and really most other smartphones on the market, at 2000mAh. The Droid Razr Maxx, which is basically built around its battery performance, has a 3300mAh battery. That said, the Evo 4G LTE lasted four and a half hours in testing, which includes an always-waking constant Google image search. The Droid Razr Maxx lasted for eight hours and fifteen minutes.

But still, the Evo 4G LTE’s battery is definitely better than most. It would hang with me for more than a full day on some occasions, with easy use. On days I spent fully reviewing the phone, it still got past dinner time, which is sadly very good these days. The battery is not removable.

Head-To-Head With The Galaxy Nexus And iPhone 4S:

Check out our thoughts on this match-up here.

Hands-On Video: Fly or Die

Conclusion

To be quite honest, the biggest issue I have with this phone is its design. I’m not a fan of the bubbly camera sensor that bulges out of the backside of the phone. I’m uncomfortable with this shiny black plastic, and the red stripe across the back is a bit much for me. But that’s totally my preference, and there are probably plenty of people out there who enjoy this type of differentiation.

That said, I can’t find much else wrong with it. The Evo 4G LTE is thin and light, but not so light that it feels cheap. It has a great display with plenty of real-estate, yet still manages to be comfortable in the hand. The camera is excellent, as is the software paired with it, and I never really noticed too much lag or any freeze-ups during a week of testing. Throw in 25 free GB of Dropbox storage and the promise of LTE in the next few months and then ask me: Should you spend $200 and sign a two-year contract for Sprint’s unlimited data? (While you still can?)

I can’t see why not.

Check out all of our Evo 4G LTE review posts here.