Yet that’s exactly what a group of researchers at the University of Illinois have created — a cradle that wraps around an iPhone and turns it into a biosensor that can detect, according to a university press release, “toxins, proteins, bacteria, viruses and other molecules.” Inside that cradle are about $200 worth of mirrors, lenses and a photonic crystal that the researchers claim can identify these substances as accurately as a $50,000 spectrophotometer in the lab.

The cradle is essentially there for support, though, while the phone’s camera and processor do the real work. With everything firmly aligned in front of the camera, a scientist would simply snaps a photo and the CPU processes the result. What it’s processing is the difference in wavelength that the photonic crystal, primed to react to a specific molecule, reflects. The team demonstrates the device and app in the video embedded below.

And if you’re into this type of mobile data collection, another group of University of Illinois researchers actually created a smartphone-powered water-pollution device called MoboSens

Like all things mobile or sensor, though — from SkinScan (now SkinVision) to health care apps like Ginger.io — the biggest value might come from data that has nothing to do with what the app is primarily measuring. Rather, when data about a certain condition, air quality or what have you is tagged with time and geodata, for example, it becomes the basis for mapping how situations are spreading or where there might be safe haven.

Imagine a team of scientists with iPhones dispersed throughout a city after a disaster, painting a real-time picture of what areas are most affected by a particular toxin (or maybe radiation). Taking a longer term approach, researchers could track how situations are evolving over time. Throw in even more data that smartphones are capable of detecting — temperature, ambient noise, vibration, etc. — and we might unlock entirely new ways to think about how diseases spread through the air or what conditions tend to favor the spread of foodborne bacteria.

In some ways, though, this is more than another cool thing you can do with a smartphone. It’s the furtherance of something we’ll discussing in depth at our Structure conference next month, which is how we rethink IT when computation and data are no longer bound within a single server or even the corporate network somewhere. The biological data this app will collect isn’t much use locked inside the phone; it needs a way to reliably and securely connect with other datasets and other services, likely distributed across the country or even the world. That’s where the real opportunity lies.

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While Box has been taking an industry-by-industry approach to enterprise adoption, the Crocodoc buy showed that Box is also serious about serving up a slick and intuitive consumer-grade user experience for the enterprise. The Folders deal is more proof of that, and offers important capabilities that keep Box competitive as enterprises let employees bring their own devices — many are iOS based — into the workplace.

Folders code viewer. Source: Folders

Users can also search files stored across Box, Dropbox or Google Drive. But perhaps this support for multiple clouds could fall away as Folders gets absorbed into Box — Google and Dropbox, after all, are key competitors against Box in the fight to be the Dropbox of the enterprise.

The Folders technology will be worked into “the next generation Box for iOS” that’s currently in the works, according to the Box blog post from Sam Schillace, Box’s vice president of engineering. (Schillace will talk with my colleague Derrick Harris at GigaOM’s Structure conference in San Francisco on June 20.)

The Folders app was designed by Martin Destagnol, the CEO of Reedian. It’s unclear how Reedian will be affected by the acquisition.

Even though getting enterprise adoption is important, in day-to-day reality, sometimes it’s the small things that matter to people. If enterprise employees see that they can open certain documents on their mobile phones, they might be less likely to get annoyed. And if employee discontent is minimal, companies could end up sticking with Box instead of flocking to other cloud-storage providers. The Folders deal looks like it will help Box move closer in that direction.

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Apple has started introducing trade-in offers that are particularly favorable to students. ZDNet reports:

Students who trade-in their old smartphones while upgrading to an iPhone will get 7,777 rupees (US$144). Non-students will be paid 7,000 rupees (US$130).

That’s in addition to an incentive for customers who use an American Express credit card to buy a new iPhone on a payment plan. Those customers will get 10 percent of their purchase back. Apple doesn’t have its own retail stores in India, but sells through a network of local, authorized retailers, many of whom only sell Apple products.

It’s a bit unusual for Apple to wheel and deal. But the iPhone maker has been tweaking its pricing strategy and incentive offerings in markets where smartphone ownership has only recently begun to take hold. Earlier this year, Apple introduced low and no-interest payment plans for iPhone buyers in India; similar to what it is offering in China. India is a country bearing huge potential — it is an example of what CEO Tim Cook means when he notes the potential of billions of people who have yet to own a smartphone. And as Om noted recently, there are 900 million mobile connections, and so far there are just 2.5 million iPhones in use.

As the iPhone matures especially in established markets, Apple is turning to fast-growing regions whose people are just now joining the smartphone revolution. It knows it can’t sell $600 smartphones to everyone. And so little by little we’re seeing Apple customize its approach to different markets, including selling older model iPhones through carriers, allowing brand-conscious young people to pay for the cachet of the iPhone brand in installments, or reaching customers through deals with local institutions.

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It’s almost gospel in the mobile tech media and among mobile enthusiasts that Apple reports the actual number of iPads, iPhones (and Macs and iPods) it sells directly to consumers during each quarter in its earnings reports. Those numbers are often used disparagingly against other mobile companies when third-party market research firms like IDC report shipment estimates. Still, it’s difficult to get a totally accurate picture of the market; we’ve struggled with it here along with everyone else.

The most common interpretation is that Apple is being open about its shipment totals while its competitors are too shy or scared to share their actual sales numbers. The latter is partly true: Samsung and Amazon, for example, two of the most prominent Android device vendors, famously refuse to share either shipment or sales totals in their quarterly results. There are no legal requirements that companies do so. But that secrecy can be used to imply that Samsung or Microsoft or ZTE or whomever are “channel stuffing,” which is retail lingo for shipping a bunch of products to a distributor even if a business can’t or won’t sell them, just to make it look like there’s demand for its product.

But in this case, it’s not quite that simple.

Apple’s “sold” numbers are really its shipment numbers, according to several prominent financial analysts who obsessively follow every word and number that emerges from Cupertino. Horace Dediu, who writes the Asymco blog, told me that “Apple’s reports show shipments not sales.” He added, “All vendors as far as I know report shipment data since that is what they can record.” He has written about the nuances of what being “sold” actually means as well.

When is a sale a sale?

An Apple store in China.

An Apple spokesman pointed me to the company’s earnings statements. Here’s what it says about how it recognizes revenue from the sale of a product:

The Company recognizes revenue when persuasive evidence of an arrangement exists, delivery has occurred, the sales price is fixed or determinable, and collection is probable. Product is considered delivered to the customer once it has been shipped and title and risk of loss have been transferred. For most of the Company’s product sales, these criteria are met at the time the product is shipped. For online sales to individuals, for some sales to education customers in the U.S., and for certain other sales, the Company defers revenue until the customer receives the product because the Company retains a portion of the risk of loss on these sales during transit.

Apple is certainly different from companies like Samsung: it has a pretty enviable outlet through which to hawk its own products. There are a little over 400 Apple Stores worldwide and they, along with Apple’s own website, do a lot of the heavy lifting when it comes to getting Apple products in the hands of customers. And products sold through Apple’s retail channels are indeed products sold directly to customers.

But Apple doesn’t only sell direct: it has retail partners too. We’re talking about big companies like Best Buy, Walmart, Target, to name just a few, and mobile carriers worldwide. Note that in Apple’s most recent earnings release, it reported $5.2 billion in net sales through its retail channel, but about $38 billion in net sales through all of its geographic regions, which represent the location of customers when they purchased products.

When Apple says it sold 37.5 million iPhones and 19.5 million iPads, as it did in its second fiscal quarter press release, this is often interpreted as Apple declaring that 37.5 million iPhones and 19.5 million iPads have been purchased and are currently in purses, pockets, backpacks and briefcases somewhere. But Apple, as several financial analysts pointed out, reports something called “channel inventory too,” which it announces during those same earnings calls.

“Their reported numbers are ‘sell in,’” Toni Sacconaghi, research analyst who follows Apple for Bernstein & Co., said. That number includes product sales to retail partners. “They typically state during their earnings call how much channel inventory changed in the quarter, allowing one to compute to sell out units for both iPhone and iPad.”

The “channel” is its collection of retail partners, which have grown steadily over the years to include retail powerhouses like Walmart and Best Buy. Apple knows how many iPhones and iPads it sent to AT&T or to Best Buy — during the most recent earnings call, CFO Peter Oppenheimer noted the company had “11.6 million iPhones in channel inventory, a sequential increase of about 1 million iPhones” during the quarter. Apple also said it had about “four to six weeks of channel inventory.” That means it takes about four to six weeks for its inventory going to retailers to sell out.

Making it count

But Apple has already marked those 11.6 million iPhones as “sold,” since the company has transfered the product to its retail partners, in this case the “customer” as outlined in the revenue recognition criteria above. Therefore, to understand the bigger picture of how Apple is doing versus its competition, it’s best to count those 37.5 million iPhones as “shipped:” Apple doesn’t technically know if all 11.6 million iPhones sold to retail partners have actually been sold to end users, and for the purposes of recording a sale, it doesn’t care.

Obviously Apple doesn’t want iPhones or iPads piling up on store shelves, and there is certainly no reason to believe that is actually happening. It’s a good indication to Apple whether those products sold based on how often the retailer partner reorders products. So while demand for Apple products remains pretty high, automatically assuming that Apple sold all 37.5 million iPhones to actual people during that three-month period is wrong.

It seems like a small thing, but it is important to keep in mind when evaluating the mobile market, especially as it matures and multiple sales channels are employed. In order to present the clearest possible picture of how demand for Apple’s products stands in relation to its competitors, we will be referring to Apple’s announced numbers as “shipped” from now on.

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If you get motion sickness easily, I’d be cautious watching the video: It’s taken with all three phones at night with some parts on a moving roller coaster called The Hurricane.

After watching the video, I can’t see anyone disputing the Lumia 928 as a clear winner. It handles the low-light extremely well and uses optical image stabilization to smooth out the bumps and turns while riding the coaster. And it’s smart of Nokia to focus — no pun intended — on the features and expertise it brings to smartphones. Hopefully, this footage is from an actual Lumia 928: I’d hate to see a repeat of Nokia’s camera demo faux pas from last year.

But there’s a reason why iPhone models take up the first three spots in the top five most-used cameras on Flickr: They take all-around great shots and they’re super simple to use. Will the Lumia 928 win out over its peers in low-light situations? Most assuredly, although the HTC One is quite good in the same scenario. What else will the Lumia 928 offer to sway buyers, however? That’s the missing piece of this picture.

This post was updated at 3:12pm to reflect the Galaxy S 3 was used for comparison.

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Although the branded net customer additions numbered only 3,000, it was the first time that figure was positive since the first quarter of 2009. Customers on the network only tell half of the story though: Measuring monetization of customers through ARPU, or average revenue per user, is just as important.

ARPU fell by 6.3 percent year-over-year to $54.07 for postpaid subscribers as the company says 36 percent of the customer base has switched to either a Value or Simple Choice plan. Once again, however, prepaid customers came to T-Mobile’s rescue: ARPU for this group rose 11.3 percent to $28.25.

T-Mobile sold approximately 500,000 iPhones in just under a month; Sprint, Verizon and AT&T monthly numbers were found by dividing Q1 iPhone sales by three.

In March, T-Mobile introduced the Simple Choice offerings when it decoupled service plans from the price of hardware. As the company gains new customers — or has existing ones switch to newer phones — it will have an even greater number of people on the Simple Choice plans, which range from $50 to $70 per month.

The company highlighted its $1.1 billion capital expenditures for the quarter, investing large sums in network modernization. T-Mobile began to move some services to different frequencies last year on its network in order to pave the way for LTE services. This also allows T-Mobile to carry a standard GSM iPhone, which will likely bring new customers. By the end of 2013, T-Mobile expects to cover up to 200 million people with its new LTE network.

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There are millions of people worldwide who are poised to buy their first smartphone over the next few years, CEO Tim Cook is fond of pointing out in discussions of the iPhone’s growth potential. But those people need a carrier too. And as Bloomberg notes, the number of carriers amenable to Apple’s terms for selling the iPhone is a shrinking number: there are 240 carriers that sell the iPhone today; only a handful more than when the iPhone 4S was introduced in fall 2011.

Bloomberg says there are 2.8 billion customers Apple is missing out on because of its current carrier policies.

The most often cited holdouts are China Mobile and NTT DoCoMo, two of the biggest carriers in Asia. China Mobile has technical issues, but both have also said in the past that the subsidies they’d need to provide to make the iPhone affordable for enough customers is too much.

And those concerns are in addition to the requirement that carriers buy a certain number of iPhones up front, which puts them under intense pressure to be able to subsidize and sell $600 to $800 phones. We’ve seen some carriers already having trouble with this, such as prepaid provider Leap Wireless and Telefonica Czech.

So rather than wondering if Apple can make a lower-priced iPhone that still has the consumer appeal of a high-quality device worthy of Apple’s brand name, a more pressing question is whether Apple can build an iPhone with the same cachet and price it at a way that international operators won’t find too risky.

Looking ahead to the release of the next generation of the iPhone, Apple will need to respond to this in some way. The “innovation” Apple’s recent critics say they are missing from the company may come in the form of business deals that open up bigger markets in addition to new whiz-bang hardware features.

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ComScore found Apple’s share of the smartphone market, already tops in the U.S., grew from 36.3 percent to 39 percent between December and March. In second place was Samsung, which stayed about the same during the quarter, rising a smidge from 21 percent to 21.7 percent. Meanwhile, the rest of the top five smartphone makers didn’t fare as well:

There were 136.7 million people who owned smartphones in the U.S. — 58 percent of all mobile subscribers — and Apple and Samsung’s dominance of that market continues mostly unchallenged. Together they now own 91 percent of smartphone users as HTC, Google-owned Motorola, and LG lost share, ComScore’s survey says.

On the smartphone software front, Apple’s iOS remained No. 2 behind Android, but made modest gains. iOS picked up about 2.7 perent share to reach 39 percent of all smartphones, while Android dipped a bit from 53.4 percent to 52 percent.

In other words, the U.S. smartphone story didn’t change too much in the first quarter of 2013: Android is still used by more than half of all smartphones and the iPhone is still by far the most popular smartphone in the U.S. The momentum, which was nominally in Apple’s favor last quarter, may shift a bit when we look at this survey three months from now though. Several flagship Android phones will start selling in larger quantities during that time, including the Samsung Galaxy S and the HTC One.

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