2010 Annual Letter from Bill Gates:
Childhood Deaths

 

The improved health of children in poor countries is a great example of the power of innovation. In 2008, for the first time fewer than 9 million children under age 5 died. In 2005, the last time the number was measured carefully, it was just below 10 million. This is huge progress, and it is due to improvements like increased vaccinations and better malaria treatment and prevention.
  The pie chart to the right shows the primary causes of these deaths. Notice that all deaths for children under 30 days of age are grouped into a single category called “neonatal.” Because the world is making very little progress in reducing these deaths, but is making progress reducing deaths from other causes, the percentage of neonatal deaths has grown to account for more than 40 percent of all deaths in children under 5. If we make the progress we expect in preventing deaths from other causes, and still make no progress in preventing neonatal deaths, they will soon represent 60 percent of all deaths for children under 5.
Most charts showing childhood deaths don’t group all of the neonatal causes together. They are broken out into categories like birth asphyxia, pre-term births, or neonatal infection. This is partly because the field of children’s health used to be very siloed. The nutrition experts, for example, didn’t talk to the pre-term birth experts. But this is changing. In the past decade, public health experts have realized that having separate groups focused on each of these is not the best way to improve the situation. Now leaders in global health are talking about how all these problems are connected, and they are seeing the need to focus on these deaths in an integrated way that includes interventions to reduce mothers’ deaths and improve voluntary family planning. The foundation’s strategy has evolved in the same way. Over the past four years we funded several pilot projects and built a strong team to lead this work. The pilots showed that the right integrated approach made a huge difference. It involved educating the mothers and the birth attendants as well as giving them some new tools such as easy-to-use antibiotics. Based on some of the early success we’re seeing, we are now increasing our investment to see if we can scale up these approaches.
 

Melinda has a particular interest in this area and has several trips planned for 2010 to see these projects. Our working partnership makes it very comfortable for one of us to focus more intently on a particular area but always share what is being learned so we can work together in figuring out how it should fit into the overall strategy. I’ve always had a strong partner in the work I have done. In the early days of Microsoft it was Paul Allen, and in the later days it was Steve Ballmer. Although some people don’t need this kind of partnership, I have found that only when I have a partner who knows my strengths and weaknesses can we together have the confidence to take on projects that take a long time and are high risk. When one of us is being overly pessimistic or optimistic, the other can provide a balanced view.
 

In the next few sections of the letter, I’ll write about how innovation can help the world make progress on the other causes of childhood deaths.

2010 Annual Letter from Bill Gates ( Munkashaf - Ray Of Light)...

2010 Annual Letter from Bill Gates: Innovation

The Difference Between a Bleak Future and a Bright One

In India, just like everywhere else we work, the needs of the poor are greater than the resources available to help them solve their problems. It is important to get more money, but that alone will not solve the big problems. This is why Melinda and I are such big believers in innovations that allow you to do a lot more for the same cost.
During the last two centuries, there have been a huge number of innovations that have fundamentally changed the human condition—more than doubling our life span and giving us cheap energy and more food. Society underinvests in innovation in general but particularly in two important areas. One area is innovations that would mostly benefit poor people—there is too little investment here because the poor can’t generate a market demand. The second area is sectors like education or preventative health services, where there isn’t an agreed-upon measure of excellence to tell the market how to pick the best ideas.

If we project what the world will be like 10 years from now without innovation in health, education, energy, or food, the picture is quite bleak. Health costs for the rich will escalate, forcing tough trade-offs and keeping the poor stuck in the bad situation they are in today. In the United States, rising education costs will mean that fewer people will be able to get a great college education and the public K–12 system will still be doing a poor job for the underprivileged. We will have to increase the price of energy to reduce consumption, and the poor will suffer from both this higher cost and the effects of climate change. In food we will have big shortages because we won’t have enough land to feed the world’s growing population and support its richer diet.

However, I am optimistic that innovations will allow us to avoid these bleak outcomes. In the United States, advances in online learning and new ways to help teachers improve will make a great education more accessible than ever. With vaccines, drugs, and other improvements, health in poor countries will continue to get better, and people will choose to have smaller families. With better seeds, training, and access to markets, farmers in poor countries will be able to grow more food. The world will find clean ways to produce electricity at a lower cost, and more people will lift themselves out of poverty.

Although innovation is unpredictable, there is a lot that governments, private companies, and foundations can do to accelerate it. Rich governments need to spend more on research and development, for instance, and we need better measurement systems in health and education to determine what works.

Melinda and I see our foundation’s key role as investing in innovations that would not otherwise be funded. This draws not only on our backgrounds in technology but also on the foundation’s size and ability to take a long-term view and take large risks on new approaches. Warren Buffett put it well in 2006 when he told us, “Don’t just go for safe projects. You can bat a thousand in this game if you want to by doing nothing important. Or you’ll bat something less than that if you take on the really tough problems.” We are backing innovations in education, food, and health as well as some related areas like savings for the poor. Later in the letter I talk about why we don’t currently see a role for the foundation in energy.

We have a framework for deciding which innovations we get behind. A key criterion for us is that once the innovation is proven, the cost of maintaining it needs to be much lower than the benefit, so that individuals or governments will want to keep it going when we are no longer involved. Many things we could fund don’t meet this requirement, so we stay away from them. Another consideration for us is the ability to find partners with excellent teams of people who will benefit from significant resources over a period of 5 to 15 years.

Our framework involves funding a range of ideas with different levels of risk that they could fail. The ones with low risk are where the innovation has been proven at a small scale and the challenge is to scale up the delivery. High-risk innovations require the invention of new tools. Some are at the frontiers of science, such as finding a new drug and running a large trial to see how well it works. Other high-risk efforts involve changing social practices, such as persuading men at risk of getting HIV to get circumcised.

It is critical that we understand in advance what might prevent an innovation from succeeding at scale. For work in developing countries, the lack of skilled workers or electricity might be a key constraint. For work with teachers, we need an approach to measuring their effectiveness that they will welcome as a chance to improve rather than reject because they think it’s more overhead or fear that it might be capricious. Even with the best efforts to make sure we understand the challenges, we need intermediate milestones so we can look at what we have learned about the technology or the delivery constraints and either adjust the design or decide that the project should end. We are focused on strong measurement systems and sharing our results where we have successes but also where we have failures. Innovation proceeds more rapidly when different parties can build on each other’s work and avoid going down the same dead end that others have gone down.

To provide some examples, in the chart below, I show nine innovations we are investing in, broken into sections for each of the foundation’s three divisions. Overall we have about 30 innovations we are backing. Although the list below includes only one new vaccine and one new seed, we are funding vaccines for several diseases (malaria, AIDS, tuberculosis, etc.) and new seeds for many crops (corn, rice, wheat, sorghum, etc.). For each innovation I show the time frame, beneficiaries, and constraints. A few things we do, like disaster relief and scholarships, do not fit this model, but over 90 percent of our work does. 

2010 Annual Letter from Bill Gates ( Munkashaf - Ray Of Light)...

This is my second annual letter. The focus of this year’s letter is innovation and how it can make the difference between a bleak future and a bright one.

2009 was the first year my full-time work was as co-chair of the foundation, along with Melinda and my dad. It’s been an incredible year and I enjoyed having lots of time to meet with the innovators working on some of the world’s most important problems. I got to go out and talk with people making progress in the field, ranging from teachers in North Carolina to health workers fighting polio in India to dairy farmers in Kenya. Seeing the work firsthand reminds me of how urgent the needs are as well as how challenging it is to get all the right pieces to come together. I love my new job and feel lucky to get to focus my time on these problems.
 

The global recession hit hard in 2009 and is a huge setback. The neediest suffer the most in a downturn. 2009 started with no one knowing how long the financial crisis would last and how damaging its effects would be. Looking back now, we can say that the market hit a bottom in March and that in the second half of the year the economy stopped shrinking and started to grow again. I talked to Warren Buffett, our co-trustee, more than ever this year to try to understand what was going on in the economy.
 

Although the acute financial crisis is over, the economy is still weak, and the world will spend a lot of years undoing the damage, which includes lingering unemployment and huge government deficits and debts at record levels. Later in the letter I’ll talk more about the effects of these deficits on governments’ foreign aid budgets. Despite the tough economy, I am still very optimistic about the progress we can make in the years ahead. A combination of scientific innovations and great leaders who are working on behalf of the world’s poorest people will continue to improve the human condition.
 

One particular highlight from the year came last summer, when I traveled to India to learn about innovative programs they have recently added to their health system. The health statistics from northern India are terrible—nearly 10 percent of children there die before the age of 5. In response, the Indian government is committed to increasing its focus and spending on health. On the trip I got to talk to Nitish Kumar, the chief minister of Bihar, one of the poorest states in India, and hear about some great work he is doing to improve vaccination rates. I also got to meet with Rahul Gandhi, who is part of a new generation of political leaders focused on making sure these investments are well spent. The foundation is considering funding measurement systems to help improve these programs. Rahul was very frank in saying that right now a lot of the money is not getting to the intended recipients and that it won’t be easy to fix. His openness was refreshing, since many politicians won’t say anything that might discourage a donor from giving more. He explained how organizing local groups, primarily of women, and making sure they watch over the spending is one tactic he has seen make a big difference. The long-term commitment to measuring results and improving the delivery systems that I heard from him and other young politicians assured me that health in India will improve substantially in the decade

William (Bill) H. Gates III Co-chair and Trustee

Bill Gates is co-chair of the Bill & Melinda Gates Foundation. Along with co-chair Melinda Gates, he shapes and approves grantmaking strategies, advocates for the foundation’s issues, and helps set the overall direction of the organization.
Bill and Melinda Gates work together to expand opportunity to the world’s most disadvantaged people by collaborating with grantees and partners. They also participate in national and international events and travel extensively to focus attention on the issues the foundation champions.
Gates began his major philanthropic efforts in 1994, when he created the William H. Gates Foundation, which focused on global health. Three years later, he and Melinda created the Gates Library Foundation, which worked to bring public access computers with Internet connections to libraries in the United States. Its name changed to the Gates Learning Foundation in 1999 to reflect its focus on ensuring that low-income minority students are prepared for college and have the means to attend. In 2000, to increase efficiency and communication, the two groups merged into the Bill & Melinda Gates Foundation.
In 1975, Gates left Harvard University in his junior year to focus on Microsoft, the company he founded with his childhood friend Paul Allen. As chief software architect and chairman, Gates led the company to become the worldwide leader in business and personal software, services, and solutions. In July 2008, Gates transitioned into a new role as chairman of Microsoft and advisor on some key development projects. (See Microsoft’s web site for more information on his work with the company.)
Gates also founded Corbis, which is developing a comprehensive digital archive of art and photography from public and private collections around the globe. He is a member of the board of directors of Berkshire Hathaway Inc.
Gates grew up in Seattle with his two sisters. His father, William H. Gates Sr., is a co-chair of the foundation and a retired attorney. His late mother, Mary Gates, was a schoolteacher, University of Washington regent, and chairwoman of United Way International. The Gateses have three children.

Our Approach: HIV/AIDS

Foundation Fact Sheet Guided by the belief that every life has equal value, the Bill & Melinda Gates Foundation works to help all people lead healthy, productive lives. In developing countries, it focuses on improving people’s health and giving them the chance to lift themselves out of hunger and extreme poverty. In the United States, it seeks to ensure that all people—especially those with the fewest resources—have access to the opportunities they need to succeed in school and life. Based in Seattle, Washington, the foundation is led by CEO Jeff Raikes and Co-chair William H. Gates Sr., under the direction of Bill and Melinda Gates and Warren Buffett. Grantmaking Areas Global Development Program Global Health Program United States Program We also have a small Charitable Sector Support initiative. Locations Headquarters – Seattle, Washington East Coast Office – Washington, D.C. Avahan Initiative – Delhi, India China Office – Beijing, China Europe Office – London, United Kingdom Leadership Bill Gates, Co-chair Melinda French Gates, Co-chair William H. Gates Sr., Co-chair Jeff Raikes, Chief Executive Officer Warren Buffett, Trustee Allan C. Golston, President, United States Program Dr. Tadataka “Tachi” Yamada, President, Global Health Program Sylvia Mathews Burwell, President, Global Development Program Richard Henriques, Chief Financial Officer, Operations Connie Collingsworth, General Counsel Martha Choe, Chief Administrative Officer Geoff Lamb, Managing Director of Public Policy Franci Phelan, Chief Human Resources Officer Kate James, Chief Communications Officer Dale Christian, Chief Information Officer Patty Stonesifer, Senior Advisor to the Trustees Global Development Program Team Global Health Program Team United States Program Team Operations Team Statistics Number of employees: approximately 858(1) Asset trust endowment: $33 billion(1) (2) Total grant commitments since inception: $22.93 billion (1) Total 2009 grant payments: $3.0 billion Geographic Reach The foundation supports grantees in all 50 states and the District of Columbia. Internationally, we support work in more than 100 countries. Illustrative Grant Commitments The GAVI Alliance, expanding childhood immunization - $1.5 billion United Negro College Fund, Gates Millennium Scholars Program - $1.37 billion Alliance for a Green Revolution in Africa (AGRA), improving seeds and soil for African farmers - $456 million Rotary International, polio eradication - $355 million PATH Malaria Vaccine Initiative (MVI) - $287 million Save the Children, Saving Newborn Lives - $112 million United Way of King County - $85 million World Food Programme, increasing small farmer income -  $66 million TechnoServe, helping small coffee farmers improve crops and fetch higher prices - $47 million Heifer International, helping small farmers grow local and regional dairy markets - $43 million Alliance for Financial Inclusion (AFI), a coalition of countries from the developing world making savings accounts, insurance, and other financial services available to people living on less than $2 a day - $35 million Consultative Group to Assist the Poor (CGAP), testing and promoting the use of information and communications technologies to deliver microfinance products - $24 million Achieve, Inc. and the American Diploma Project Network, assisting states in aligning high school standards with the expectations of college and career - $23 million Opportunity Online Program, multiple library systems - $16.4 million Opportunity International Inc., developing and expanding a network of commercial banks in Africa - $15.4 million Gateway to College, expanding a program that enables colleges to serve students who need remedial academic help - $7.28 million Building Changes, helping create the Washington Families Fund and supporting efforts in King, Pierce, and Snohomish counties to reduce family homelessness - $17.5 million (1) As of June 30, 2010 (2) Endowment includes $1.6 billion from the first installment of the gift from Warren Buffett recorded August 24, 2006, the second installment of $1.76 billion recorded on July 11, 2007, the third installment of $1.8 billion recorded on July 1, 2008, and the fourth installment of $1.25 billion recorded on July 1, 2009.

Fighting the HIV/AIDS epidemic requires global coordination, and we’re working with partners around the world to strengthen efforts to prevent the disease. We support the following strategies:

Implement model programs for HIV prevention

Male circumcision, replacement therapy for intravenous drug users, youth behavior change, and counseling and testing are just some of the proven methods that can prevent HIV from spreading. We’re investing in comprehensive and effective HIV-prevention programs that will ensure that these methods are delivered to those in need.

Improve and develop safe, effective, and affordable prevention technologies.

Current non-vaccine biomedical approaches to HIV prevention, such as antiretroviral drugs, offer the promise of preventing infections, but more research and development is needed. Our goal is to develop or improve effective non-vaccine biomedical interventions for HIV prevention, namely male circumcision, vaginal microbicides, and pre-exposure prophylaxis strategies.

Develop an HIV vaccine

A vaccine against HIV could have the most profound effect on the AIDS pandemic. We’re supporting a range of efforts to apply new scientific knowledge and cutting-edge research techniques to create and evaluate novel HIV vaccine candidates.

Advocate for policies and financing

Globally, funding for HIV prevention is decreasing, particularly for vaccine research and development in light of recent failed trials. Our greatest long-term hope for stopping the epidemic lies in preventing new HIV infections through the discovery, development, and delivery of new prevention tools. We’re engaged in efforts to increase access to policies and strategies and additional funding for developing and delivering new prevention tools to save lives.

EVERY PERSON DESERVES THE CHANCE TO LIVE A HEALTHY, PRODUCTIVE LIFE.

Letter from Bill and Melinda Gates Our friend and co-trustee Warren Buffett once gave us some great advice about philanthropy: “Don’t just go for safe projects,” he said. “Take on the really tough problems.” We couldn’t agree more. Our foundation is teaming up with partners around the world to take on some tough problems: extreme poverty and poor health in developing countries, the failures of America’s education system. We focus on only a few issues because we think that’s the best way to have great impact, and we focus on these issues in particular because we think they are the biggest barriers that prevent people from making the most of their lives. For each issue we work on, we fund innovative ideas that could help remove these barriers: new techniques to help farmers in developing countries grow more food and earn more money; new tools to prevent and treat deadly diseases; new methods to help students and teachers in the classroom. Some of the projects we fund will fail. We not only accept that, we expect it—because we think an essential role of philanthropy is to make bets on promising solutions that governments and businesses can’t afford to make. As we learn which bets pay off, we have to adjust our strategies and share the results so everyone can benefit. We’re both optimists. We believe by doing these things—focusing on a few big goals and working with our partners on innovative solutions—we can help every person get the chance to live a healthy, productive life. Bill Gates and Melinda F. Gates Co-Chairs

Microsoft Kin Launched!!!

Kin (often stylized as KIN) is the name of a family of phones from Microsoft.They are part of the larger Windows Phone family. On 12 April 2010, Microsoft announced two Kin models, both available online on May 6, 2010 and in stores on May 13, 2010 exclusively from Verizon Wireless for the U.S.; the phones are for release in autumn of 2010 on Vodafone for Europe. The Microsoft-designed phones are manufactured by Sharp. The new Kin platform is aimed at users of social networking. Microsoft described the phones' target demographic as men and women between the ages of 15 and 30.

The Kin platform was heavily influenced by Microsoft's acquisition of Danger, which built the Danger Hiptop/T-Mobile Sidekick, and its architecture has been described as a family of mobile devices running a bespoke operating system as part of a client–server system that is then licenced to mobile carriers.The Kin is based on Windows CE and is distinct from Microsoft'sWindows Mobile and Windows Phone 7 platforms.

Development

Kin evolved from Microsoft's purchase of Danger Hiptop in 2008. In September 2009, a ZDNetsource reported that Kin (then code-named Project Pink) would bring an entirely new software stack and services. Some reports predicted that the new mobile phone platform would be based on the Zune media device.

Kin was developed inside Microsoft's Premium Mobile Experiences (PMX) division by a group that included employees from Danger Inc.. Reports suggest that Kin was originally going to be based on Windows Phone 7. Due to delays with Windows Phone 7, however, Kin is instead based directly upon Windows CE

The Business Insider has criticized Microsoft for having too many phone platforms and failing to focus its efforts on just one.

Unveiling

The unveiling of Microsoft Kin began when the company sent out invitations to select reporters for a mystery event in San Francisco on April 12, 2010. The tagline on the invitation said "It's time to share". However, merely hours later a source confirmed that the event was about Project Pink (the codename for Microsoft Kin, the official name not having been announced yet). The event was held in a night club called Mighty and featured a presentation given by Robbie Bach, president of Microsoft's Entertainment and Device division.

Microsoft was criticised for an online video advertisement for Kin that depicted a male teenager putting a Kin under his shirt to photograph his naked chest. He was then shown sending the image to a female teenager. The Consumer Reports group described the Kin advertisement as a "downright creepy sequence," suggesting that it promoted sexting. Microsoft deleted the inappropriate portion of the Kin video.

Features

Microsoft describes Kin devices as "social phones. The devices are feature phones, with an emphasis on social networking and sharing of content.

Social networking

The home screen on Kin is called Loop, and serves as an aggregator for social networking connections from Facebook, Twitter, Windows Live, and MySpace as well as web content from web feeds.

Commentators have highlighted Loop's 15-minute delay for updates, which CNET's Ina Fried described as "odd" and PC World argued was at odds with Microsoft's claim that the phone is "always-connected".Users cannot adjust Kin's 15-minute interval between message updates,however the user can simply hit a refresh button on-screen or "Lock" then "Unlock" the phone.Microsoft cites battery life and immature social networking APIs as reasons for the delay; Engadget speculates that Microsoft may also be using the delayed messaging to encourage Verizon to offer lower-priced data plans, which would be attractive to the platform's teenage target audience.

Kin does not support uploading photos or videos to Twitter. Retweets, direct messages, viewing single person updates, and opening Twitter links from the Loop are also not supported.

Spot is a feature that allows users to add an e-mail address or telephone number to an SMS or MMS, or to attach content (eg text, URLs or photos) to emails.

The Spot is represented as an omnipresent green dot near the bottom center of the screen. To add an address field, the user drags a recipient's photo to the Spot, then clicks on the Spot, and a page will open allowing the user to create a new email, SMS or MMS.

The Spot can also be used to set up e-mail attachments. However, Kin only supports email attachments, and does not support attachments to other media (like MMS). To attach content to an email, the user drags the content to the Spot, then drags the recipient's photo to the Spot, after which an email can be sent containing those attachments.

The Spot cannot be used to send content to social media sites

Cloud storage

Content from the Kin phone, like photos, videos and messages, is automatically synchronized to a cloud service called Kin Studio and is accessible through a browser. The Kin Studio website is written in Silverlight and its appearance is similar to the Kin UI, even including a Spot for sharing content.

Camera

The Kin One features a 5 megapixel camera with standard definition video recording capabilities. The Kin Two includes an 8 megapixel camera with 720p video recording. Photos are automatically geocoded. The handset does not store photos or videos. Instead, every photo and video taken on the Kin is uploaded to Microsoft's server, known as 'Kin Studio'.There is no photo editing software for Kin.

Media playback

For media, Kin devices sync with Zune desktop software. In addition, Kin is compatible with Zune Pass. Much like current Zune devices, Kin can also stream music over a WiFi connection in addition to a 3G on the carriers network For Mac users, Microsoft in collaboration with Mark/Space has provided a media syncing tool that pulls audio and video files from iTunes and photos from iPhoto.Kin does not currently support playing video from sites such as YouTube or Hulu.

Applications

Kin has no app store and no 3rd party apps can be installed on Kin. PC World described this as "baffling".Further, the Kin web browser does not support Flash web applications., and there are no games for Kin. Microsoft has claimed that the Kin and Windows Phone 7 platforms will eventually be merged, and downloadable apps will be available for the combined platform.Matt Hamblen (12 May 2010)."Microsoft, Verizon defend Kin's monthly pricing, noting cloud backup"

Missing features

Reviewers have highlighted a number of notable omissions from Kin's initial feature set

• Kin has no calendar or appointment application, nor any ability to sync with Outlook calendar or Google Calendar. Some commentators have suggested that a social phone should be able to share a social events calendar.

• Kin is unable to Instant Message (IM), or use any IM client,which is considered odd for a phone built for messaging, and aimed at the youth market.

• There is no spelling correction or predictive text input on the Kin.

• There are no MicroSD or memory expansion slots.

• Kin will not sync or transfer contact lists from some non-Microsoft services (eg Gmail and Yahoo! Mail). It only syncs contacts fromWindows Live and Facebook accounts. A workaround is available to sync Gmail contacts via the phone's Exchange functionality.

Network charges

In the United States, cellular telephone provider Verizon Wireless sells Kin with a voice plan costing $39.99 per month. However, this must be joined with an additional standard Verizon smartphone plan for data, costing an additional $29.99 per month.An optional Zune Pass costs $14.99 per month for music access.

The monthly network rate ($70 to $85 per month in the US for a two year contract) for the Kin has drawn criticism from reviewers as being more appropriate for fully-fledged smartphones than for feature phones such as the Kin; Verizon maintains that the charge is warranted due to the large amount of network bandwidth consumed by the automatic backup of video and photos taken by the phone. ZDNet described the contract pricing as "extortionate" and Engadget called it "insulting to consumers".

Relationship to Windows Phone 7

The Microsoft Kin has been described as a "close cousin" to Windows Phone 7. Both have similarities in the interface.

According to Microsoft:

"Both KIN and Windows Phone 7 share common OS components, software and services. We will seek to align around a single platform for both products as well as consistent hardware specifications."

Microsoft said that the underlying fundamentals of Kin and Windows Phone 7 will be held together by similar core technologies. Both Kin and Windows Phone 7 run the same Silverlight platform. Microsoft has stated that over the long-term, Windows Phone 7 would be merged with Kin

Devices

Kin One

• Originally codenamed Turtle
• QWERTY keyboard that slides up and lies on top of the phone
• 2.6" TFT, QVGA (320 x 240) Display
• Capacitive touch screen
• 5 megapixel camera, with LED flash
• 4GB of memory, 256MB DDR RAM
• Mono Speaker
• GPS
• Accelerometer
• Bluetooth 2.1 with A2DP
• Wi-Fi
• USB (for charging, syncing with Zune Software)

Kin Two

• Originally codenamed Pure
• Side-sliding QWERTY keyboard
• 3.4" TFT, HVGA (480x320) pixel Display
• Capacitive touch screen
• 8 megapixel camera, with Lumi LED flash
• 720p Video Recording
• 8GB of memory, 256MB DDR RAM
• Stereo Speaker
• GPS
• Accelerometer
• Bluetooth 2.1 with A2DP
• Wi-Fi
• USB (for charging, syncing with Zune Software)....Catch Yours Today!!!