Friday, November 12, 2010

MIS Case Study DATABASES BEHIND MYSPACE

Site: http://myspace.com/

Case Summary :

Myspace became the most popular social networking site in the United States in June 2006.[8] According to comScore, Myspace was overtaken internationally by its main competitor, Facebook, in April 2008, based on monthly unique visitors. This growth and failure to sustain the leadership are the lessons for managers to follow.

The CHALLENGE to MySpace 

MySpace.com was one of the fastest growing site on the Internet with 176 million MEMBER ACCOUNTS in May 2007 and 260,000 new users registering each day. Often criticized for poor performance, MySpace has had to tackle scalability issues few other sites have faced.

How did they do it?


When growth spruts so fast and un-anticipated for any business then the challenge is tough. In such a scenario the plans fail so frequently that management starts feeling that no planning is better. But that myth calls for the down fall.

Comparison Table of MySpace with News Other Sites

Initial Architecture of MySpace :


In the initial phase they adopted two web server architecture and


  • Data base server
  • MS SQL Server


This was suitable for small to medium sites for simplicity. As the members grew shartfalls in the initial setup start getting visible. MySpace team tried to attend and resolve them to a certain level.


The Problems & Resolution


Prob.1. : Database servers reached their I/O limits when MySpace reached 2 million accounts.


Effect was site lag behind in Content update


Solution Attempetd : MySpace switched to vertical partitioning model where separate database supported distinct functions like –

  • The Myspace.com Handbook: The Complete Guide for Members and ParentsLog-in Screens
  • User Profile 
  • Blogs

Problems-2  : When MySpace reached 3 million accounts some functions grew very large.


Effect was one database server proved insufficient

Resolution  : Requirement was scale up strategy. MySpace added many cheaper servers to share the database workload. And Distributed Architecture.


Data of 1 million accounts per separate instance of SQL server.


Problem.3 : Grwoth in accounts led to performance issues and waiting time increased drastically.


Resolution -In 2005 added layer of servers between database servers and web servers. This reduced load on database server.

Problem.4 :When MySpace Crossed 25 million accounts Effect was seen on the performance and I/O speeds

Resolution -Moved to 64-bit SQL server to work around their memory bottleneck issues. Their standard database server configuration uses 64 GB of RAM.


Failure isolation. Segment requests into web server by database. Allow only 7 threads per database. So if the database is slow only those threads will slowdown and the traffic in the other threads will flow.

Further Task for Developers
MySpace still faces overloads more frequently than other sites.
Login errors occurs at 20 to 40%.


Site activity continues to challenge the technology. Developers continue to redesign Database Software and Storage System. Task is never ending


Conclusion : 
Since the beginning, MySpace.com has operated in ad-hoc fire-fighting mode, evolving its architecture to oil whatever new squeaks presented themselves. MySpace.com continues to experience significant performance and reliability problems, but they’ve never been showstoppers. Lack of long term planning by the MySpace team gets reflected in the case and this has costed them the loss of leadership advantage. Face Book, Twitter and You Tube with similar business model have marched ahead.


Other Posts :


Handling Multinational market on web by Nokia


Loreal collaboration through MS Share Point


Mode and media for Communication.

Demand Paging

Thursday, October 21, 2010

Case Study Level 5 Leadership

The Idea in Brief Level 5 Leadership


Renowned management researcher Jim Collins studied 1,435 Fortune 500 companies and found that only 11 achieved and sustained greatness garnering stock returns at least three times the market’s for 15 years after a major transition period.

What did these 11 companies have in common? Each had a “Level 5” leader at the helm.

Ingredient for Level 5 Leadership

Level 5 leaders blend the paradoxical combination of deep personal humility with intense professional will. This rare combination also defies our assumptions about what makes a great leader.

Celebrities like Lee Lacocca may make headlines. But mild-mannered, steely leaders like Darwin Smith of Kimberly Clark boost their companies to greatness and keep them there.

Who are they?

Lido Anthony "Lee" Iacocca is an American businessman known for his revival of the Chrysler Corporation in the 1980s. He was CEO from 1978 till 1992

Darwin Smith – CEO at paper products maker Kimberly Clark from 1971 to 1991. Shy, awkward, shunning attention, but he also showed iron will, determinedly redefining the firm’s core business despite wall streets skepticism.

The formerly lackluster Kimberly Clark became the worldwide leader in its industry, generating stock returns 4.1 times greater than the general market’s.

Rule – 1 First who, Then What

Level 5 leaders instead of promoting their own visions, they get their best people together and grill them with penetrating questions to draw new strategies out of them.

Because Chief Executives can't decide what to do alone, they need the input of a team of smart associates.

They get the best "who" into a room and together decide the best "what." This makes them participative leaders.

Rule – 2 Confront the Brutal Facts - Sense the Change in surrounding

Four-step process adopted by level 5 Leaders to promote awareness of emerging trends and potential problems:

1) Lead with questions, not answers;

2) Engage in dialogue and debate, not coercion;

3) Conduct autopsies without blame; and

4) Build red flag mechanisms that turn information into information that cannot be ignored.

E.g. Kroger (Success in grocery Ind),

A&P (Failed to transform)

Rule – 3 The Hedgehog Concept - Simplicity Within the Three Circles

The way to make the transformation from Good to Great is often not doing many things well, but instead, doing one thing better than anyone else in the world.

Three criteria of Hedgehog Concept :

Determine what you can be best in the world at and what you cannot be best in the world at;

Determine what drives your economic engine; and

Determine what you are deeply passionate about.

E.g. Reliance Ind - Integrated Approach

Mafatlal Ind - Unrelated Diversification

Rule – 4 Culture of Discipline

Level 5 companies display three forms of discipline:
 

Rule – 5 Technology Accelerators

Technology should not be regarded as a potential panacea for all that ails a company.

Level 5 Leaders tend to apply technology in a manner that is reflective of their "hedgehog concepts" -- typically by selecting and focusing solely upon the development of a few technologies that are fundamentally compatible with their established strengths and objectives.

The ideal approach to technology is characterized by following cycle:

"Pause -- Think -- Crawl -- Walk -- Run."

Rule – 6 The flywheel and the Doom Loop

Two cycles that demonstrate the way that business decisions tend to accumulate incrementally in either an advantageous or a disadvantageous manner are :

1. Fly wheel

Positive momentum is created when decision to reinforce company’s competencies are executed. This energizes investment and loyalty of the staff.

2. Doom Loop

An over extension into too many diverse areas of concentration. This leads to short lived trends, frequent changes in leadership and personnel, loss of moral and disappointing results.

Apply the Flywheel and not the Doom Loops

Rule – 7 Not the Level 5 Leaders Alone

For sustaining in the long run besides level 5 leader Company should have :

A set of core values in order to achieve the kind of long-term, sustainable success that may lead to greatness

A higher purpose than mere profit generation in order to transcend the category of merely good.

Disciplined People :
When you have disciplined people, you don't need hierarchy.

Disciplined Thought
When you have disciplined thought, you don't need bureaucracy.

Disciplined Action.
When you have disciplined action, you don't need excessive controls.

When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance.
In Indian context Premier & Ambassador car makers did not feel and changed themselves and knocked out of the race whereas, Bajaj Scooter chnaged itself and survived.
In Indian context Ratan Tata can be one of the examples of level 5 leadership.

Wednesday, September 22, 2010

Handling the Multinational Market on Web - A Case Study of NOKIA MOBILE

Issues in making Website for a Multinational Companies :


A successful Web site presents information to the user in a format with which he or she is accustomed. It is a big challenge to build a Web site capable of addressing the information needs of racially, ethnically, and linguistically diverse populations.


In today's global marketplace, where companies market their products and services in different country markets, it is important for managers to know how to address customers in diverse cultures. One way to address these diverse cultures is to establish storefronts or company websites which are culturally sensitive and to respond to an increasing demand for national websites which are country specific.


The following points are required to be followed while designing the website for a multinational company:


1. The content parity from one to the other website


2. Cultural sensitivity of the nation.


3. Balance of Values of the company and the nation.


4. Legal Frame work of the country.


5. Language Jargon to fit the national culture.


6. Ease of navigation from one site to the parent site and vice versa.

Objective :


The following study is an attempt to uncover how culturally sensitive multinational companies address these challenges in their national websites by observing different websites of nokia, a Finland based company.


Background of Nokia :


Nokia Corporation is a Finnish multinational communications corporation that is headquartered in Keilaniemi, Espoo, a city neighbouring Finland's capital Helsinki.


Nokia's history starts in 1865 when mining engineer Fredrik Idestam established a groundwood pulp mill on the banks of the Tammerkoski in southwestern Finland, and started manufacturing paper. In 1868, Idestam built a second mill near the town of Nokia. The name of the town, Nokia, originated from the river which flowed through the town. Literal meaning of Nokia is small.

Throughout the nineteenth century to late twentieth century Nokia had its business in electric cable, rubber boots, tires, toilet paper and radio telephony utilities. By the 1980s, Nokia was close to bankruptcy due to the collapse of the Soviet Union which was Finland’s main trading partner. In 1992 Jorma Ollila became the President and CEO and decided to venture out of all its other business and concentrate only on mobile business.
Today, Nokia is engaged in the manufacturing of mobile devices and in converging Internet and communications industries, with over 123,000 employees in 120 countries, sales in more than 150 countries and global annual revenue of EUR 41 billion (Rs.2,48,050 Cr.) and operating profit of €1.2 billion (Rs.72,600 Cr.) as of 2009. It is the world's largest manufacturer of mobile telephones: its global device market share was about 33% in Q2 2010.


Nokia is a public limited liability company listed on the Helsinki, Frankfurt, and New York stock exchanges. Nokia plays a very large role in the economy of Finland; it is by far the largest Finnish company, accounting for about a third of the market capitalization of the Helsinki Stock Exchange.


There are many competing mobile phone companies in the market and more and more new entrants everyday. Nokia is one of the leading companies in the mobile phone industry and has more than 30 market segments in different countries around the world.

Methodology :


To compare the Nokia’s market line in different countries different websites in four different countries and the main corporate website were observed: Nokia United Kingdom, Nokia India, Nokia Middle East and Nokia Finland the differences were analysed for layout and content.

1. http://www.nokia.fi/  is the site for the Finland.


2. http://www.nokia.co.uk/  is for the United Kingdom


3. http://www.nokia.co.in/  is for India


4. http://www.nokia.com/  is the main corporate site


5. http://www.mea.nokia.com/  is for the middle east countries and Africa


OBSERVATIONS :


First point worth mentioning is the difference in languages for the various websites of different countries. Observing this we see the localization necessary so that the local people can absorb the content and feel ease to navigate.


To succeed in different markets, knowing people's tastes and habits are very important. For example the Nokia N8 is offered in UK and Finland but is not offered in India and Middle East.


In those countries instead of N8 model Nokia C3 is offered as an excellent tool to remain in touch via multiple email account and twitter all accessible through Nokia C3.


Nokia N8 is yet to be launched and the UK site offers pre-order facility at Streling pound 429 (Rs 30,588). This smart phone will be loaded with new Symbian^3 OS and is being promoted to compete the recent launches of Apple and Samsung in the British market.


The features ofNokia C3 are user friendly home screen with changing the background, theme and icons. Get shortcuts for live Facebook and Twitter feeds right on the home screen and many other dedicated widgets for communication and multimedia. The sites do not mention the offer price of the product in India or Africa. However, this product on .UK is offered at Sterling Pound 109 (Rs 7,772)


Indian Site :


In the home page the main banner is of Nokia C3. On the bottom side there are tabs displaying the three recent products of the company viewed and navigates to the comparison of theirs with Nokia C3


The main banner back ground is light Grey coloured with multiple bright colour decoration effect to signify the trendy looks of C3.


About Nokia page is simple with four sub categories :
  • Careers
  • Community
  • Press
  • Environment
On the right hand column is a link to latest Press release. The press release co-relates Nokia with most popular game in the continent – Cricket and IPL. However, they are about six months old. No recent updates.


On the page of Find Product , the Banner has models representing Europe and India that signifies the association of company to these countries. The drop down list gives selection of activity preference.The page also has feature to compare the various mobile model.


Community page talks of the core values respected by Nokia towards employees, customers and social community in different countries.


Contact opens a new window where Nokia Head Office address is given and link to regional head offices is provided. There is also a link to get feedback on the website errors from the visitors.


Middle East and African Site :


For African continent and the middle east countries there is a common site - www.mea.nokia.com


There are three language options : English, French and Arabic The content in all the three languages is same..


Under the Support tab there is a online support feature for various devices and software services. Select the model and it takes to the online user manual of the product.


This site like Indian version does not offer online shopping.


Finland Site :


http://www.nokia.fi/  is the site for the Finland audience. The language is Finish. The navigation bar is green coloured and shades of green to highlight the selection of tabs. This site like UK site has online purchase facility.


The main banner displays N8 model with the option to buy online @ the rate 499 Euro (Rs 30,190). Other models offered are Nokia E5 @ 279 Euro (Rs 16,880), Nokia N900 @ 489 Euro (Rs 29,585) and Nokia X2 @ 129 Euro (Rs 7,805)


There is a tab to select the mobile model best suited for the specific work profile and the related accessories. It also displays online discount offers. Nokia N90C is offered at Euro 489 (Rs 29,585) against the original price of Euro 549 (Rs 33,215). Nokia 3120 and Nokia 5800 model are also on discount sale.


Corporate Site :


http://www.nokia.com/  is the corporate site of the company. It provides information about the company, history, activities, management, technology etc.


The company information is subdivided into three parts


  1. Strategy
  2. Management and
  3. Story of Nokia.
The corporate Responsibility page has main Dynamic Banner giving lead navigation to Video of Employee experiences.


Career Page informs about the Nokia Values as the foundation for an evolving culture and basis of their operational mode.


A tab with drop down menu is there to select the country to which aspirant candidate wishes to apply. This drop down menu has list of six countries. If US is selected it takes to the HR page of http://www.nokiausa.com/ 


The Home page has a link to select the national site in which the visitor is interested. If he/ she wants to navigate to a particular national site through the corporate site a check box needs to be selected and then site remembers the computer IP for future.
Conclusion :


The websites content is grouped with sensitivity and the background banners represent the link to the location. The websites also adapted sales approaches to national cultures in order to communicate effectively with visitors to the websites.


The main pages are designed in a similar format with some variations in the layout. A visitor can understand the websites info and review the product line.


The observation of these sites show that company is culturally sensitive in their website design, specifically with regard to use of the national / communication language of that country and the buying habits of the customers. In the countries like India and Middle East where people prefer to buy over the counter the company has not given option of the online purchase, which is there in European sites

Thursday, August 5, 2010

Today’s Dynamic Work Place

Social, political, financial events continue to change work place conditions from year to year. Forces that affects the entry to job market.

1.Stability:- The career today is not as stable as in previous generation time.

The career today is affected by:-

A) Globalisation

B) Mergers & acquisitions

C) Demanding stockholders (Short Term)

D) Ethical upheavals

E) Relentless quest for lower costs

On the positive side of today are new opportunities, new companies, and even entire industry can appear almost overnight. So career might not be as predictable as career used to be, it could well be more an adventure.

2. Life Time Employment :- This idea where employees spend their entire working time with a single firm that takes care of them through out their careers is gone in many industries.

Boeing, the Chicago based aerospace giant, speaks of life time employability.

Rather than life time employment, putting the responsibility on employees to track market needs and keep their skills up to-date, even changing careers if necessary.

Today employees not only changes employers multiple times but even change careers any where from three to five times over their working lives.

It is always good idea to continue improving your skills, in order to distinguish your self more valuable to current and potential employers. Acquire as much technical knowledge as you can, build broad based life experience and develop your social skills. Share what you know with others instead of hoarding knowledge in the hope of becoming indispensable , helping others excel in skill too.

Thursday, March 18, 2010

B.Tech. (ICT) 2010 Admission for - Indian Students & NRI

Dhirubhai Ambani Institute of Information and Communication Technology has initiated the process of admission to B Tech (Information and Communication Technology)  for tenth batch commencing from July 2010.


Candidates should have passed 12th standard or its equivalent with Mathematics, Physics and Chemistry/Computer Science,  or must have appeared for exams this year.

Age :   Must have born on or after 01 October 1985.

Selection Process:
Desiring candidates need to submit a separate application to DA-IICT in the prescribed Application Form available from 18th March, 2010.

For Indian Residents it is based on the scores of  AIEEE 2010 examination being conducted by CBSEon 25 April 2010.

Short-listed candidates will be called for counselling at DA-IICT in the month of June.

A limited number of seats will be offered through a separate channel called ‘Direct Admission of Foreign and NRI Students’ (DAFS) to Non Resident Indians, Foreign Nationals and Persons of Indian Origin.

How to Apply:
The DA-IICT Application Form will be made available through the following channels:

At selected Branches of Axis Bank (formerly UTI Bank), as given below, by paying Rs. 1000/-.

Sending a demand draft of Rs. 1050/- to the Institute.

The draft should be in favour of DA-IICT and payable at Ahmedabad.

Apply online at http://www.daiict.ac/ .in by making an online payment (through credit card) of Rs. 1000/-


DA-IICT offers merit and merit-cum-means scholarships for B Tech students. In each category upto five students are awarded scholarships equivalent to full tuition fees.

How to Apply: A candidate can submit an application either online (preferably) or offline. The application fee is Rs. 1000/- (online) and Rs. 1050/- if a candidate downloads the form and sends the hard-copy. In both cases, the draft needs to be sent by courier/registered post.

To Apply Online click here :

Important Dates

Sale of Application Material    from  18 March 2010 to  30 April 2010

Last date of receiving complete application form is 5 May 2010

Expected Expences  :

For Indian Resident the per  semester is about Rs 40,000  including hostel fees.  Staying in hostel is compulsory.


Axis Bank branches for availing B Tech Application Forms

DELHI (Ashok Vlhar. Greater Kaiiash-I. Greenpark Mainmarket. Padam Singh Road Karol Bagh, Matviya Nagar).

Gujarat  :
AHMEDABAD (Vastrapur, Ellisbridge, Shahibaug), BHAVNAGAR (Waghawadi Road), GANDHIDHAM (Sector 12B), GANDHINAGAR (Sector 16), JAMNAGAR (Near Joggers Park). RAJKOT (Kalawad Road). SURAT (Ghod Dod Road). VADODARA (Race Course Cirlce). 

Uttar Pradesh/ Uttarnchal
Agra (Sanjay Place),  ALLAHABAD (MG Mar? Civil Lines). DEHRADUN (Rajpur Road), LUCKNOW (Sikanderbagh Chaurha). MEERUT (Boundary Road), Kanpur (The Mall Road), ROORKEE (Civil Lines),
VARA NASI (Sigra),

Punjab / Haryana
AM BALA (JLN Marg),  AMRITSAR (Court Road). GURGAON (Sector 1 d), HISSAR (Urban Estate No.l). CHANDIGARH (Sector 3S-B), LUDHIANA (The Mall). ROHTAK (Delhi Road).

Karnataka / Andhra Pradesh/ Tamilnadu:
BANGALORE (Jayanagar). CHENNAI (Shastrinagar). HYDERABAD (Jubilee Hills), SECUNDERABAD{Modi Square, Rasthrapati Road),

Rjasthan
JAIPUR (Ashok Marg).JODHPUR (Chopasni Road),  KOTA (shopping Centre),  SRIGANGANAGAR (Jawaharnagar), UDAIPUR {Saheli Marg),

Madhya Pradesh
BHOPAL (MP Nagar), GWALIOR (Madhavrao Scindia Marg).  INDORE (Yeshwant Niwas Road), JABALPUR (Model Road, Wright Town),
UJJAIN (Dewas Road),

 
Maharashtra
PUNE (Kothrud),

 BHILAI ISupela Chowk). BHUBANESWAR (Satyanagar), BOKARO (Hotel Blue Diamond).  CUTTACK (Dolamondai Badambadi Sqaure).   DHANBAD (Bank More),  GUWAHATI (GS Road Dispur).   JAMMU (Rail Head Complex),  JAMSHEDPUR (Bistupur),  KOCHI (Rajaji Road Emakulum), KOLKATA (Gariahat Road Complex, Sector-1 Saltlake City. Muktichamber CIrve),  PATIALA (The Mall Road). PATNA (Dak Bungalow Crossing), RAIPUR (Jeevan Bima Marg Pandri).  RANCHI (AlbertEkka Chowk).   SHIMLA (Kasumpti). VTJAYAWADA (Benz Circle), VTSHAKAPATNAM (Old Gajuwaka). N.B.;

Complete address of the branches is available at DA-IICT website.


PROCEDURE FOR NRI CANDIDATES
Admission to this batch for Non-Resident Indians (NRIs) and Foreign Nationals (FN) will be through a separate channel called Direct Admission of Foreign and NRI Students (DAFS). For the purpose of Admission, Persons of Indian Origin (PIO) will be regarded as Foreign Nationals.



Definitions

Non Resident Indian (NRI) in this context means, Non Resident Indian as defined in Income Tax Act, 1961 with the following clarifications:

An individual is Non Resident when he is, “not a resident” or who is “not ordinary resident”. A person is treated as “not ordinary resident” when any of the following conditions is satisfied:

I. If he/she has not been resident in India in nine out of ten preceding years;

or

II. If he/she has not been in India for a period of 730 days or more during the preceding seven years.

“Foreign National” (FN) in this context means an individual having citizenship of a foreign country (citizens of all countries other than India) and not having the status of “NRI”.

Selection Process

Admission will be granted based on the performance in the 12th standard or equivalent examination.

Preference for admission under this category will be given to the candidates who have

Obtained a total score of 1500 or more in the SAT Subject Tests (formerly SAT II) of Physics, Chemistry and Mathematics Level 2 (formerly Mathematics II- C)

and / or



have performed well at A-levels or equivalent standard examination of UK education system in Physics, Chemistry and Mathematics

Candidates will have to request the SAT Program to send their SAT Tests scores directly to Dhirubhai Ambani Institute of Information and Communication Technology, Gandhinagar, Gujarat, India. The scores must reach the Institute by 12 May 2010.




M.Sc IT and M.Tech (ICT) Admission 2010

Seven SoulsRural Development: Principles, Policies and Management (Sage Texts)
Dhirubhai Ambani Institute of Information and Communication Technology has initiated the process of admission to M.Sc. IT program for 2010-2011 Session. The forms are available from the institute, Axis Bank an online from today 18th March.  DA-IICT is  a UGC recognised statutory university and is a major educational and research institution of Reliance ADAG group.

Eligibilty :
For  M Sc (Information Technology) is Graduation in  any discipline with minimum 60% of marks

M Sc (ICT in Agriculture and Rural Development) Bachelor in Agriculture or allied disciplines  in I Class.

Selection Process:
Admission to M Tech (ICT) program will be based on valid GATE Score.
Adimmison to M.Sc (IT)  will be through an entrance test and/or interview at select cities.
Detailed procedure is available at DA-IICT website :http://www.daiict.ac.in

How to Apply:
A candidate can submit an application either online (preferably) or offline. The application fee is Rs. 1000/- (online) and Rs. 1050/- if a candidate downloads the form and sends the hard-copy. In both cases, the draft needs to be sent by courier/registered post.



To Apply Online click here : http://www.daiict.ac.in  



Important Dates



Sale of Application Material commences on 18 March 2010



Sale of Application Material closes on 30 April 2010



Last date of receiving complete application form is 5 May 2010



Entrance Test    :   30th May, 2010
 
Result of Enterance Test :  3rd Week of  June
 
Admission Completion  :  June Last Week