1 February 2014 ~ "TAKE NO AS A QUESTION "

Wednesday 26 February 2014

malik aayan.. on comments on HTC One dual sim, One mini prices slashed in India.



Thanks so much for this post. This is awesome post I ever seen on internet.cheap mobiles on HTC One dual sim, One mini prices slashed in India.

By
malik aayan..


Replied by admin:


  thank u very much malik AAyan.....


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Nancy Jackson comments on OLPC introduces two Android-based tablets for kids at CES 2014


Nancy Jackson comments on  OLPC introduces two Android-based tablets for kids at CES 2014

Nice post on apps for children’s. Now-a-days apps, android tablet become a demand of every child. It is the best medium to teach children. They will never feel bore while using it. It becomes your children clever and also increases the memory sharpness. on OLPC introduces two Android-based tablets for kids at CES 2014



BY
    Nancy Jackson..

thank u very much.... nancy


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Friday 21 February 2014

Acer Liquid E3 and Liquid Z4 unveiled ahead of MWC launch


Acer Liquid E3 and Liquid Z4 unveiled ahead of MWC launchacer_liquid_e3.jpg

Acer on Thursday has unveiled two new Android smartphones in its Liquid series, the Acer Liquid E3 and Acer Liquid Z4, ahead of a complete launch at MWC 2014.
The Acer Liquid E3 is a mid-range smartphone with a price tag of 199 euros (approximately Rs. 17,000) ,and the Liquid Z4 is a budget Android smartphone with a price tag of 99 euros (approximately Rs. 8500). Both the Liquid smartphones will hit the European market in April.
There are no details on the number of SIM cards support by either devices, but the pictures of the Liquid E3 suggest it is a single-SIM smartphone. Also both the devices will run Android 4.2 Jelly bean out-of-the-box, but the Liquid E3 users will receive an Android 4.4 KitKat update later this year while company has no update plans for Liquid Z4.
The Acer Liquid E3 features a 4.7-inch IPS display with a 720x1280 pixels resolution. It is powered by a 1.2GHz quad-core processor (unknown chipset) and a 1GB of RAM to support the processor.
The Liquid E3 comes with a 13-megapixel camera with LED flash, and a 2-megapixel front shooter with a flash as well. It has 4GB of inbuilt storage with expansion support up to 32GB via microSD card.
The Liquid E3 weighs 135 grams with a thickness of 8.9mm thickness. There are no details provided by the company on battery capacity and talktime. The Acer Liquid E3 will come with connectivity options like 3G, EDGE, GPRS, Wi-Fi, Bluetooth, and integrated GPS.
The other smartphone unveiled in the same Liquid series is a budget Android handset. The Acer Liquid Z4 features a 4-inch display with unknown resolution. It is powered by a 1.3GHz dual-core (unknown chipset) processor coupled with 512MB of RAM.
The Acer Liquid Z4 comes with a 5-megapixel camera with LED flash, and there is no front-facing camera. It has 4GB of inbuilt storage with the no details on expansion via microSD. It weighs 130 grams with is 9.7mm thickness, but no details of talktime and battery has been provided by the company.
Connectivity options on Liquid Z4 include 3G, EDGE, GPRS, Wi-Fi, Bluetooth, and GPS.
Both smartphones feature similar DTS Sound technology and Acer Rapid button on the back for one-hand control to unlock and/or wake-up the screen, launch the camera, take a picture, launch apps from home screen and pick up phone calls easily.

Mobiles launched in February 2014

Display

4.70-inch

Processor

1.2GHz

Front Camera

2-megapixel

Resolution

720x1280 pixels

RAM

1GB

OS

Android 4.2

Storage

4GB

Rear Camera

13-megapixel

Battery capacity

Display

4.00-inch

Processor

1.3GHz

Front Camera

No

Resolution

RAM

512MB

OS

Android 4.2

Storage

4GB

Rear Camera

5-megapixel

Battery capacity



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Google 'Project Tango' 3D vision smartphone platform announced

Google 'Project Tango' 3D vision smartphone platform announcedgoogle_project_tango_youtube.jpg

Google announced a new research project Thursday aimed at bringing 3D technology to smartphones, for potential applications such as indoor mapping, gaming and helping blind people navigate.
The California tech giant said its "Project Tango" would provide prototypes of its new smartphone to outside developers to encourage the writing of new applications.
Project leader Johnny Lee said the goal of the project, which incorporates robotics and vision-processing technology, is "to give mobile devices a human-scale understanding of space and motion."
"What if you could capture the dimensions of your home simply by walking around with your phone before you went furniture shopping?" Google said on its Project Tango web page.
"What if directions to a new location didn't stop at the street address? What if you never again found yourself lost in a new building? What if the visually impaired could navigate unassisted in unfamiliar indoor places? What if you could search for a product and see where the exact shelf is located in a super-store?"
The technology could also be used for "playing hide-and-seek in your house with your favorite game character, or transforming the hallways into a tree-lined path."
Smartphones are equipped with sensors which make over 1.4 million measurements per second, updating the positon and rotation of the phone.
Partners in the project include researchers from the University of Minnesota, George Washington University, German tech firm Bosch and the Open Source Robotics Foundation, among others.
Another partner is California-based Movidius, which makes vision-processor technology for mobile and portable devices and will provide the processor platform.
Movidius said in a statement the goal was "to mirror human vision with a newfound level of depth, clarity and realism on mobile and portable connected devices."
"Google has paved the future direction for smart mobile vision systems and we're excited to be working with a company that shares our vision to usher in the next wave of applications that fundamentally alter how a mobile device is used to experience the world around us," said Remi El-Ouazzane, chief executive of Movidius.
"Project Tango is truly a groundbreaking platform and we look forward to seeing the innovation the developer community achieves," he added.



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Assessment Benefits Both Employers And Employees

Assessment Benefits Both Employers And Employees

Assessment Benefits Both Employers And Employees
According to a TimesJobs.com poll, 84 per cent IT professionals would like to be assessed and know about their core-competency ranking.

These days it is important for employees to understand how they are ranked against their peers in their core-competency. They also want to be assessed, from time to time, in order to know where they stand, in terms of their skills and domain knowledge, especially IT professionals. According to a poll conducted by TimesJobs.com, 84 per cent experienced IT professionals would like to know about their core-competency (skills/domain knowledge/etc.) ranking, as compared to your peers. They believe, this information, would help them evaluate their current standing and plan their training requirements.
Apart from candidates, even organisations would like to know about the strength and weaknesses of all their employees. This helps the overall performance of the organisation and therefore, most organisations today have in-house assessment centres or have outsourced their assessment process. “To achieve organizational performance goals, it is imperative for organisations to have competent people and thus assessment centres have become an integral part of the business process,” stated, Hema Parikh, director, Human Resources, Ajuba Solutions.
In an exclusive conversation with TimesJobs.com, Vijay L Sonawane, senior vice president – HR, Glodyne Technoserve Ltd stated that the techniques used in assessment centres enable assessors to observe and assess candidate’s behaviour in a number of different situations. This provides a more comprehensive and all rounded picture of the candidates.
Vaishali Vaid, VP, head – Global HR and Learning, KPIT Cummins, during one of the TimesJobs.com High-Tea Chat Session, stated that, to succeed in the IT sector, overall knowledge of technical space is essential, but apart from that, candidates must possess skills like business etiquette, good communication skills both spoken and written such as email writing and team spirit.
She feels that every employee has an innate desire to learn and grow in their career. Thus organisations should invest a lot in enabling training for their employees; also, designing special development programs. This ensures continuous value addition to an employee’s profile, showing them the right growth path and helps retain them.
“Core benefit of any training is to add to a candidate’s skill base and learning. This needs to be continuous. Candidates must internalise the learnings from training and implement it in their daily work. Only then will it really benefit them and help them grow,” she opined.






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Students Should Be Involved In Research-Oriented Projects: Hollander



Students Should Be Involved In Research-Oriented Projects: Hollander

Students Should Be Involved In Research-Oriented Projects: Hollander
Prof. Jane den Hollander, vice chancellor, Deakin University, Australia 

How important do you think is industry-academia collaboration in bridging the skills gap? 
Earlier universities used to be only about teaching and research. However, today, they are well positioned to help drive the innovation that will create future jobs.
Part of that is about aligning industry needs with academic rigour and discovery, so that educational institutions can nurture job ready graduates ready to take their place in the rapidly changing global economy. Not only this, they should also empower students to the extent where they are not only job ready, but also become job creators.
Preparing students for the future jobs and skills is critical to the achievement of strong economic growth and towards the development of vibrant and sustainable communities.
What are the various ways through which institutes can collaborate with industry to enhance the students’ employability quotient? Please share some examples of such collaborations that your university is involved in. 
It is very important to ensure graduates are ready to add value and contribute to the growing needs of the industry. Students should be involved in research-oriented projects that are directly focused on addressing some of the critical problems facing the world. Institutions should proactively consider the partnerships with the corporate located not only within their country, but outside their geographical space to provide the best of experience to the students of different cultural backgrounds.
The Energy and Resources Institute (TERI) of India and Deakin University will undergo a major expansion to meet the growing need for scientific solutions to issues, including food security for a growing population, sustainable agricultural practices and environmental sustainability.
Under this collaboration, most students would also have the chance to travel to Australia and spend six months undertaking critical experiments using the complementary facilities at Deakin.  Students will therefore, have access to leading facilities and experts in India as well as a highly valuable overseas experience.
The Carbon Nexus research facility at our Waurn Ponds Campus is another great example of how Deakin is developing industry-academic partnerships and the technical capability and scientific capacity needed to lead industry development.
Carbon Nexus is a pivotal point for industry engagement and development. Carbon Nexus is the world’s first, dedicated, pilot scale research plant capable of producing large-scale quantities of industrial and aerospace quality carbon fibre and world-class research into carbon fibre.
How important is the govt.’s role in such collaborations? 
The government plays a very important role. It is important in providing a platform for the creation and growth of these collaborations, as well as potential locations, grants and investment funding that helps us produce tangible results for the communities we serve.
What are the ways by which the challenges associated with this collaboration can be curbed?
One of the key to a sustainable collaboration is local presence, whether in our local communities or close and longstanding partners like India.
However, these partnerships are about far more than dollars. Deakin’s presence in India for nearly two decades is one of the key success points; with a strong focus on building deep and long-term relationships.
I believe, universities in Australia and here in India must continue to build partnerships, if we want to nurture students with a truly global mindset and help us get the most out of the collaborations we build.
Do you believe that customising curriculum as per industry requirements is a good idea? 
In a global market, an internationalised curriculum, with a broader, multidisciplinary and multi-perspective understanding is important. It is also important to tailor relevant curriculum to the requirements of industry.

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Traditional v/s Creative Resumes

Traditional v/s Creative Resumes

Traditional v/s Creative Resumes
HR managers give extra credit to creative resumes during hiring

Every time you apply for a job and send your resume to a prospective employer, you wish that your resume would stand out among the heap of other resumes. To ensure that employers take note of their resumes, job-seekers have started adding creative zing to their resumes. But does it always work? Are they better than the good old traditional resumes?
According to Aditya Narayan Mishra, president – Staffing and director – Marketing, Randstad India, in the tough job market, a candidate who presents a resume outside the traditional format will always stand out in the crowd. The new formats of presenting resume in the form of videos and info-graphics have helped the employer to distinguish the candidate carefully.
Sanjeev Dixit, chief people officer, Allied Blenders and Distillers, believes that there is no harm to have a mix of traditional and creative resumes, ultimately resumes that make sense to the hiring/HR manager clicks. He stated that he would definitely hire a candidate with a creative resume, provided it is extremely lucid and consistent.
Aparna Sharma, country head – HR, Lafarge India Pvt Ltd believes content is the key.  She believes that resumes that present important facts and gives an insight to the candidature’s profile is what matters. Just creativity without content is a passé.
Creative resumes should be role-specific
Although a creative resume has to be visually appealing, factual and descriptive with regard to the candidate’s skills and employment history, it should be role specific as well. “A creative director, or a person focused on innovation or user experience, can take this creative approach. However, if the role is more traditional, weightage to creative elements would be less; rather importance would be given to content and experience,” states Mishra.
Jacob Jacob, chief people officer, Apollo Hospitals Enterprise Ltd, believes that creative resumes are not recommended unless the profile, for which you are applying, requires a creative flair – like an ad agency executive, creative writer, branding expert and internal communication executives.
Varda Pendse, director, Cerebrus Consultants believes that creative resumes are good for only certain roles – designers/architects/media personnel/marketing roles. Creative resume in traditional sectors or roles actually may not create impact and may act as a distraction from the individual.
“I recently received a video clip as a resume for a manufacturing role. It was amusing to go through the video and see the individual share his experience and knowledge through a video clip. But I believe, unless one is interviewing for a role which requires analysing attributes such as poise and voice modulation, such a resume would be discarded by the HR manager,” she averred.
Although, the appeal of creative resumes seems to be growing with every passing day, experts believe that these resumes can never completely phase out traditional resumes. “With technology paving way for candidates to present creative resumes, applicants, however, should always bear in mind that the basic version of the resume is very important and cannot change at any point,” concludes Mishra.



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6 Steps To Build Successful Career In Retail

6 Steps To Build Successful Career In Retail

6 Steps To Build Successful Career In Retail
New entrants need to focus on analytical skills, creativity and decisiveness

According to industry experts, career prospects in the Retail sector look promising in 2014. The boom in the sector is mostly led by multi-national corporations adding retail outlets in India seeing the changing demand and preferences of the Indian Consumers. Owing to soaring consumer demand, retail companies will continue their hiring spree in 2014, especially at entry level and front-line roles.
Vaibhav Singhal, MD & CEO, Savemax shares a 6-step guide to build a successful career in the Retail sector during a *TimesJobs.com High-Tea session:
  • Education: Technically, one does not need any specialised education to get into the Retail industry. The nuances of retail and categories can be picked up on the job as well.

  • Skills: There is an ample growth and development opportunities in the Retail sector. The new entrants in this sector should focus on analytical skills, creativity, and decisiveness and risk tolerance. At the store level, one needs to understand the store planning, people management, inventory control, understanding of operations and customer management skills well, apart from being good with data.

  • Jobs: Demand for talent will grow in functions such as store operations, supply chain management, merchandising, human resource, finance and marketing. The industry will require qualified graduates/MBAs to execute these jobs.

  • Experience v/s Expertise: Expertise cannot be compromised in any field. One cannot get a good experience if there is lack of expertise to begin with. However, expertise gets enhanced with experience as well. So it is a cycle. One needs to start well and then progress (learn) better.

  • Job profile v/s brand name: Having a clear job profile is important for all employees. For a candidate it’s important to have a clear picture about the company’s vision, future plans, financial strength, and culture before he comes on board. The candidate should also have adequate knowledge about people who are leading the company.

  • Focus on customer delight: Retail is a business where focus is on customer delight. New entrants should possess the right attitude, enthusiasm and maturity to serve their prospective and existing customers effectively.Companies can then train them with ground level understanding of consumption patterns in the Retail industry and strategies to attract new customers as good customer service plays an essential role in building a network of loyal customers, which will result in business growth and development. This has to be backed by sound retail fundamentals, basic common sense and the right service attitude.



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India’s love affair with WhatsApp


India’s love affair with WhatsApp


India’s love affair with WhatsApp
A recent survey by US-based Jana Mobile found that 55% of mobile messaging users in India use WhatsApp.

BANGALORE: Mahesh Murthy, founder of digital marketing firm Pinstorm, is holidaying in Peru's capital Lima. But he's also using the holiday to plan a high school reunion in Kerala some time in August this year.

Even as he soaks in the churches and monasteries of Lima, Murthy is constantly onWhatsApp to unite his jet-setting friends from Seattle, Norway and Holland at the Kerala reunion.

"It's such a smart chat app to stay in touch with the group," Murthy told TOI on the phone from Lima. WhatsApp is India's preferred mobile messaging application. The youth are obsessed, the older folk too are increasingly shifting from SMS to mobile messaging services, especially WhatsApp. This can be a huge benefit for Facebook.

A recent survey by US-based Jana Mobile, an organization focused on redirecting advertising budgets to mobile phones, found that 55% of mobile messaging users in India use WhatsApp. Another estimate puts WhatsApp's monthly active users in India at 36 million, rival Hike's at 15 million and Line's at 16 million. There are also other messaging services including WeChat, Rocketalk, JaxtrSMS, Gupshup Messenger and Nimbuzz. WeChat says it was the second most downloaded app on Apple iOS in India last year.

Sanjay Vijaykumar, founder of Kerala-based mobile internet company MobMe, said the company had a board meeting on Thursday and they circulated the minutes to 25-30 senior members of the leadership team through WhatsApp. "Even before we put out the minutes on paper or email, we sent it using WhatsApp. I trust WhatsApp to circulate critical information. For me, it's a simple, effective tool to connect with multiple groups and get office work done in a jiffy," he said.

Aayush Bagaria, 22, an engineering graduate, said one big attraction was that WhatsApp was free and therefore more cost effective than SMS. "The phone's contacts list auto syncs with WhatsApp, which is not the case with Blackberry or Hike. You can do group chats, and I have several groups including of my college and school friends. But the biggest advantage is the ease with which you can share files like images, videos and audios with large groups," said Bagaria, who recently gifted his aunt a smartphone, partly so that she could get on to WhatsApp.

Kavin Mittal, creator of the Hike messenger service, said India was following a growth trajectory similar to the global one in the messaging space with the proliferation of cheaper smartphones and data plans. Mittal said users will soon be able to do much more on messaging apps. "We've just scraped the surface of what's possible with the mobile internet," he added
.


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Not converting good starts, says Virender Sehwag



Not converting good starts, says Virender Sehwag


Not converting good starts, says Virender Sehwag
35-year-old Virender Sehwag still has the urge to play top-flight cricket and he intends to stay fit to be in contention. (TOI Photo)
CHENNAI: Virender Sehwag had a poor domestic season when he averaged less than 20 in seven games with only one half-century to his credit.

But the dashing right-hander doesn't see too many mistakes in his game as he tries to make a comeback to the Indian team. 

"When I watched the videos of my game, I did not find too many mistakes. The only mistake was that I was not converting the good starts into big ones," Sehwag, who has been picked up by Kings XI Punjab for the forthcoming IPLseason, said. 

The opener, in his prime, used to score heavily on green-tops across the world, but Delhi's decision to play on wickets with some grass this season didn't help him. "There were times when I could not score runs because of the grass on the wicket," Sehwag said, adding that "it's not an excuse". 

The 35-year-old still has the urge to play top-flight cricket and he intends to stay fit to be in contention. "Fitness is crucial and the domestic first-class season helped me stay in shape." 

Sehwag met a few underprivileged children on the request of his friend S Ramakrishnan, a former video analyst of the Indian team.


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Fine-tuning has limits; it's time to create.....In his first interview as Microsoft CEO, Nadella,...Short look of his Interview

Fine-tuning has limits; it's time to create

Fine-tuning has limits; it's time to create
File photo: Satya Nadella
When Microsoft tapped Satya Nadella as its third chief executive, the technology giant turned to a longtime engineering executive and company insider. He takes over at a critical time, as Microsoft grapples with both strategic and cultural challenges. In his first interview as CEO, Nadella, just weeks into his job, talks about leadership lessons from his predecessors, his management style and fostering innovation. This interview has been edited and condensed.

Q: What leadership lessons have you learned from your predecessor, Steve Ballmer?

A: The most important one I learned from Steve happened two or three annual reviews ago. I sat down with him, and I remember asking him: "What do you think? How am I doing?" Then he said: "Look, you will know it, I will know it, and it will be in the air. So you don't have to ask me, 'How am I doing?' At your level, it's going to be fairly implicit."

I went on to ask him, "How do I compare to the people who had my role before me?" And Steve said: "Who cares? The context is so different. The only thing that matters to me is what you do with the cards you've been dealt now. I want you to stay focused on that, versus trying to do this comparative benchmark." The lesson was that you have to stay grounded, and to be brutally honest with yourself on where you stand.

Q: And what about Bill Gates?

A: Bill is the most analytically rigorous person. He's always very well prepared, and in the first five seconds of a meeting he'll find some logical flaw in something I've shown him. I'll wonder, how can it be that I pour in all this energy and still I didn't see something? In the beginning, I used to say, "I'm really intimidated by him." But he's actually quite grounded. You can push back on him. He'll argue with you vigorously for a couple of minutes, and then he'll be the first person to say, "Oh, you're right." Both Bill and Steve share this. They pressure-test you. They test your conviction.

Q: There's a lot of curiosity around what kind of role Bill is going to play with you.

A: The outside world looks at it and says, "Whoa, this is some new thing." But we've worked closely for about nine years now. So I'm very comfortable with this, and I asked for a real allocation of his time. He is in fact making some pretty hard trade-offs to say, "OK, I'll put more energy into this." And one of the fantastic things that only Bill can do inside this campus is to get everybody energized to bring their A-game. It's just a gift.

Q: What were some early leadership lessons for you?

A: I played on my school's cricket team, and there was one incident that just was very stunning to me. I was a bowler - like a pitcher in baseball - and I was throwing very ordinary stuff one day. So the captain took over from me and got the team a breakthrough, and then he let me take over again.

I never asked him why he did that, but my impression is that he knew he would destroy my confidence if he didn't put me back in. And I went on to take a lot more wickets after that. It was a subtle, important leadership lesson about when to intervene and when to build the confidence of the team. I think that is perhaps the No. 1 thing that leaders have to do: to bolster the confidence of the people you're leading.

Q: Tell me about your management approach in your new role.

A: The thing I'm most focused on today is, how am I maximizing the effectiveness of the leadership team, and what am I doing to nurture it? A lot of people on the team were my peers, and I worked for some of them in the past. The framing for me is all about getting people to commit and engage in an authentic way, and for us to feel that energy as a team.

I'm not evaluating them on what they say individually. None of them would be on this team if they didn't have some fantastic attributes. I'm only evaluating us collectively as a team. Are we able to authentically communicate, and are we able to build on each person's capabilities to the benefit of our organization?

Q: Your company has acknowledged that it needs to create much more of a unified "one Microsoft" culture. How are you going to do that?

A: One thing we've talked a lot about, even in the first leadership meeting, was, what's the purpose of our leadership team? The framework we came up with is the notion that our purpose is to bring clarity, alignment and intensity. What is it that we want to get done? Are we aligned in order to be able to get it done? And are we pursuing that with intensity? That's really the job.

Culturally, I think we have operated as if we had the formula figured out, and it was all about optimizing, in its various constituent parts, the formula. Now it is about discovering the new formula. So the question is: How do we take the intellectual capital of 130,000 people and innovate where none of the category definitions of the past will matter? Any organizational structure you have today is irrelevant because no competition or innovation is going to respect those boundaries. Everything now is going to have to be much more compressed in terms of both cycle times and response times.

So how do you create that self-organizing capability to drive innovation and be focused? And the high-tech business is perhaps one of the toughest ones, because something can be a real failure until it's not. It's just an absolute dud until it's a hit. So you have to be able to sense those early indicators of success, and the leadership has to really lean in and not let things die on the vine. When you have a $70 billion business, something that's $1 million can feel irrelevant. But that $1 million business might be the most relevant thing we are doing.

To me, that is perhaps the big culture change - recognizing innovation and fostering its growth. It's not going to come because of an org chart or the organizational boundaries. Most people have a very strong sense of organizational ownership, but I think what people have to own is an innovation agenda, and everything is shared in terms of the implementation.

Q: How do you hire?

A: I do a kind of 360 review. I will ask the individual to tell me what their manager would say about them, what their peers would say about them, what their direct reports would say about them, and in some cases what their customers or partners may say about them. That particular line of questioning leads into fantastic threads, and I've found that to be a great one for understanding their self-awareness.

I also ask: What are you most proud of? Tell me where you feel you've set some standard, and you look back on it and say, "Wow, I really did that." And then, what's the thing that you regret the most, where you felt like you didn't do your best work? How do you reflect on it?

Those two lines of questioning help me a lot in terms of being able to figure people out. I fundamentally believe that if you are not self-aware, you're not learning. And if you're not learning, you're not going to do useful things in the future.

Q: What might somebody say in a meeting that, to you, sounds like nails on a chalkboard?

A: One of the things that drives me crazy is anyone who comes in from the outside and says, "This is how we used to do it." Or if somebody who's been here for a while says, "This is how we do it." Both of them are such dangerous traps. The question is: How do you take all of that valuable experience and apply it to the current context and raise standards?

Q: Any final big-picture thoughts on how you're going to approach your new role?

A: Longevity in this business is about being able to reinvent yourself or invent the future. In our case, given 39 years of success, it's more about reinvention. We've had great successes, but our future is not about our past success. It's going to be about whether we will invent things that are really going to drive our future.

One of the things that I'm fascinated about generally is the rise and fall of everything, from civilizations to families to companies. We all know the mortality of companies is less than human beings. There are very few examples of even 100-year-old companies. For us to be a 100-year-old company where people find deep meaning at work, that's the quest.



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Tuesday 11 February 2014

Samsung Galaxy Star Trios with triple-SIM support listed on Brazilian site

Samsung Galaxy Star Trios with triple-SIM support listed on Brazilian sitesamsung_galaxy_star_trios_released_brazil_specs.jpg

Following LG, Samsung introduced its triple-SIM handset in Brazil, called the Galaxy Star Trios. The low-end handset supports three SIM cards, and features refreshed specifications compared to its predecessor, the Samsung Galaxy Star S5280, which got released in first half of 2013. For now, pricing and availability details have not been provided.
Listed on the Brazil's official Samsung website, the Galaxy Star Trios runs on Android 4.1 Jelly Bean without promises or expectations for any software updates. The Galaxy Star Trios features a 3.1-inch QVGA (240 x 320 pixels) TFT display. The smartphone is powered by a single-core 1GHz Snapdragon S1 processor paired with 512MB of RAM.
The Galaxy Star Trios misses out on front-facing camera but includes a 2-megapixel rear shooter. The budget device comes with a 4GB of built-in storage that is expandable via microSD card (up to 32GB). The smartphone also supports Wi-Fi 802.11 b/g/n, 3G connectivity and Bluetooth 4.0.
A 1300mAh battery backs the smartphone. The handset also measures 61 x 106 x 11mm and weighs around 105 grams. The Samsung Galaxy Start Trios is available in Black colour variant.
Recently, a new budget Android-powered handset from LG, the Optimus L1 II Tri, was also found to belisted on the company's official Brazilian website along with its price and specifications.
The LG Optimus L1 II Tri runs on Android 4.1 Jelly Bean OS. It has been also noted that the handset comes with support for three SIM cards, which are also the most highlighted features of the device. The screen size and resolution along with camera, memory and built-in storage closely resemble the Samsung Galaxy Star Trios' specifications.

Display

3.10-inch

Processor

1GHz

Front Camera

No

Resolution

320x240 pixels

RAM

512MB

OS

Android 4.1

Storage

4GB

Rear Camera

2-megapixel

Battery capacity

1300mAh



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