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Today, Yahoo! and Nokia, announced a worldwide strategic alliance to extend the reach of their industry leading online services and offer people rich experiences that keep them connected to their world and the world around them. Building on more than five years of collaboration, Nokia and Yahoo! will leverage each others' strengths in e-mail, instant messaging and maps and navigation services, to provide consumers with access to world-class experiences on both PC and mobile devices. As part of the alliance: Nokia will be the exclusive, global provider of Yahoo!'s maps and navigation services, integrating Ovi Maps across Yahoo! properties, branded as "powered by Ovi." Yahoo! will become the exclusive, global provider of Nokia's Ovi Mail and Ovi Chat services branded as "Ovi Mail / Ovi Chat powered by Yahoo!" Nokia and Yahoo! plan to work on ID federation between their services, beginning by making it easy for people to use their Ovi user IDs across select Yahoo! properties to easily access the online content and services they need.

The field of navigation devices is interesting, because it is focused on product-services, which makes it difficult to apply the usual concept of "dominant design", and also because the business model can by quite tricky. This is especially true when a pureplay like TomTom must confront itself with competitors who have a much wider range of services and who can easily subsidize free navigation apps through its other businesses, such as Nokia and Google. In any case, TomTom made a smart move in 2007 by acquiring a critical and potentially monopolistic supplier of mapping data such as TeleAtlas.

Nokia is suffering from the emergence of smartphones, with the market share growth of RIM and Apple, and a constant decline in unit margins. Therefore, it is now trying to move into online services with its Ovi portal.

Yet another move by Google... becoming one of the first providers of NGN (Next Generation Networks) services, allowing ultra-fast connectivity and a new generation of services to emerge. Understanding the business logic behind such moves is of course difficult, but we are accustomed to the fact that Google quite often gets it right!

Radical innovation happens in services too. Companies like Mastercard and Visa are now facing strong competition from Internet-based players like PayPal and have to start developing new products. It is interesting that MasterCard has gone beyond the usual approach of acquiring smaller firms and has set up an R&D unit. This may help develop absorbtive capacity and avoid running into integration problems.

Mr. Joshi (the head of Hewlett-Packard's $24 billion printing empire) has spent years disputing the notion that people will print less as they do more on their hand-held devices. This week, he will see his ideas put into action as H.P. introduces a fleet of printers with Web access, their own e-mail addresses and touch screens. These products should open up new ways for people to print from Web services like Google Docs, and from smartphones and devices like the iPad from Apple. Mr. Joshi is going back to his roots as an engineer - as a young H.P. researcher, he figured out a way to make ink cartridges fire 45 million drops - and relying on new technologies, not slick marketing. But still, he will have to prove that customers will change their behavior and print more if given the right tools. That, Mr. Reitzes said, is crucial to how investors will evaluate the long-term prospects of H.P. "Investors are worried about printing," he said. "It's really important that they get this right." As the world's largest technology company, H.P. sells a wide variety of products but got much of its profit from printers and their pricey ink. More recently, H.P. has built up a large technology services arm as well, which has helped round out its business. But the printing division accounts for about a fifth of its revenue and a third of its profits. The new printers - which build on a limited experiment last year - will range in price from $99 to about $400. Every one will come with what H.P. executives billed as a breakthrough feature - its very own e-mail address. H.P.'s engineers hit on the e-mail address as an easy, familiar way for people to send print jobs to the Web-ready printers. You can, for example, take a photo with a phone, e-mail it to your printer's address and have the printout waiting for you at home. Or, you can share the printer's e-mail address with family and friends. This means that someone can buy Grandma a Web-ready printe

Something radically new. A pharmaceutical company integrating downstream to the point of setting up an e-payment system enabling it to sell direct to patients and to set up additional value-added services, such as checking prescription compliance.

Is private ownership of cars going to decline, in favor of pay-as-you drive car sharing schemes? The shfit from products to services seems to be making the first inroads - at least for younger generations - in what usually was considered a key status symbol and must-have object. Such a shift would of course require a completely different approach by carmakers. Moreover, it is likely to become a powerful force driving the change from traditional to electric cars. 

At the Intel Investor Conference on Tuesday, Intel's Paul Otellini opened his remarks by taking a step back to survey the results of the major restructuring that Intel has been implementing since 2006. This change has turned Intel from a company that makes chips into a company that sells platforms, software, and services-the whole stack. "The company has been transformed in a way that is remarkable, and in the aggregate reflects a different kind of company than we've ever had before," Otellini said. Much of this transformation was about getting costs down (read: layoffs) and boosting per-worker productivity, but the most interesting and important part of the story was the software and services piece. Early on in his talk, Otellini set the tone by naming silicon process technology and software as two of Intel's key differentiators from the competition. At a later point in the talk, he went on to explain that back in 2000, "we were just a chip company... over the years we've added a number of things. We've got platforms, software, and services increasingly being added."

An interesting paper on the future of mobility, merging transportation science with computing. Maybe mobility will not rely that much on cars (i.e. the product) as much as on the intelligent trasport infrastructure of the future (i.e. the service)

For years now, hotel chains have been toying with alternative ways to letting patrons check-in, access their room and run up their bill with all-too-convenient in-room services. Marriott began testing smartphone check-ins way back in 2006, and select boutique locations (like The Plaza Hotel in New York and Boston's Nine Zero) have relied on RFID, iris scanners, biometric identifiers and all sorts of whiz-bang entry methods in order to make getting past a lock that much easier (or harder, depending on perspective). This month, InterContinental Hotels Group announced that they would soon be trialing OpenWays at Chicago's Holiday Inn Express Houston Downtown Convention Center, enabling iPhone owners to fire up an app and watch their room door open in a magical sort of way. Other smartphone platforms will also be supported, and as we've seen with other implementations, users of the technology will also be able to turn to their phone to order additional services, extend their stay or fess up to that window they broke. There's no word on when this stuff will depart the testing phase and go mainstream, but we're guessing it'll be sooner rather than later. Video after the break, if you're interested.

Defence suppliers have shifted their business model from simply selling products to ensuring the avaialibility of the related functionality (or "outcomes"). The article provides an overview and a few examples of this change.

Story about IBM's move from software to services science. There is an interesting sideways remark on the fact that this effort will also act as determinant for developing the "internet of things"

Motorola is a bit of a maverick in the field of smartphones. Originally a supporter of Symbian, it then switched sides for Microsoft and is now firmly grounded in the Google Android camp. The problem is that it is not clear whether dominance in the industry will depend on the device, the operating system, or in the wider ecosystem (e.g. apps and services) that rotates around it, or in the integration between the three (provided that integration is an issue at all).

Success in business models often comes unexpected and generally is due to complementary products and services. For instance, the app store has been one of the main drivers behind the success of i-phones and has been widely imitated by other smartphone manufacturers. However, it appears that Apple hadn't viewed it as such an important element of its strategy at launch

Nokia has decided to place free mapping and navigation services on its smartphones. A reaction to Google's decision to do the same on Android-powered devices and a big blow to makers of dedicated devices such as Tomtom and Garmin. But this also implies a different business model that has yet to be defined. In the meanwhile, it certainly is good news for customers.

Talking about changing paradigms on the Internet, it is becoming clear that in the world of social networking the idea of privacy is changing (if not disappearing at all). One of the most extreme cases is Blippy, a seemingly successful Twitter-like service that captures all of your expenses and shows them to all on the web.

Innovation leads to imitation. This is especially true for inventions that are somewhat easy to copy, like Nestlé's Nespresso capsules. It is interesting that, to ward off price-based competition, Nestlé has chosen to keep firm in its positioning of Nespresso as a high-end and "affordable luxury" offering. This requires accurate branding, advertising, complementary services, and so on. Of course, some enforcement of its  1700 patents might also come in handy

Can David beat Goliath? Or, can Spotify successfully challenge Apple's iTunes? Yet another challenge coming from services built around the cloud computing paradigm against traditional client-server alternatives. 

Twitter is trying to become a real company, based not only on an impressive user base but with a real business model. The idea is to operate on advertising and value-added services created by communities of developers. Not an easy feat, given that users might not appreciate it, and that players like Google and Facebook are not going to sit on their hands in the meanwhile.