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Thursday, December 18, 2014

Micromax and Cyanogen launch phone at Rs 8,999




Micromax and Cynogen Inc on Thursday launched their first phone under Yu Brand. The phone is called Yureka. It has been priced very aggressively at 8,999 and will be available exclusively at Amazon India website.
The Yureka is powered by Qualcomm Snapdragon 615, which is an octa-core processor running at 1.5GHz. It has a 5.5-inch screen and 2GB RAM. The phone will support 4G networks in India although for now 4G is not widely available in Indian cities. It also supports dual-SIM feature. The screen of Yureka has 720p resolution. The screen has a layer of Gorilla Glass 3.
The rear camera uses a 13-megapixel image sensor made by sony with an aperture of F2.2. Up to 1080p video recording in 30FPS is supported with this camera. The front camera uses a 5-megapixel sensor. The device has 16GB internal memory. More can be added through a microSD card. The battery has a capacity of 2500 mAh. The one has a thickness of 8.8mm. Initially, it will be available in black colour.
The Yureka will use CyanogenMod, an operating system based on Android KitKat, that has been created by CyanogenMod Inc.
In fact, Micromax hopes to use CyanogenMod as a key selling point for the phone. The company has entered into a partnership with Cyanogen which will allow it to use CyanogenMod exclusively in India. Recently, this created controversy because OnePlus One, a phone launched in India on December 2, was also powered by CyanogenMod. Cyanogen has clarified that only Yu phones will get its update in India.
Unveiling the new brand, Micromax co-founder Rahul Sharma said, "The future is moving from an app driven experience to a services-driven experience and Yu in partnership with Cyanogen is a platform that is going to lead that transformation. We will work directly with developers' community and brands to build services right on the OS layer and offer a differentiated consumer experience. For Yu, services will be the core focus."
Kirt McMaster, CEO of Cyanogen, added. "India is the fastest growing smartphone market and we are excited to partner with Yu. We will deliver a groundbreaking software experience in the form of intuitive, powerful and highly customised devices, beginning with Yureka."
While Micromax is selling Android phones for several years now, its partnership with Cyanogen to create a new brand looks like a move aimed at countering threat from Chinese competitors like Xiaomi that offer phones with extremely customisable software. For example all Xiaomi phones are powered by MiUI, an Android-based operating system, similar to that of CyanogenMod.
Micromax said that Yu phones would feature a lot of options that would allow users to customise their phones in a big way. "Yu will usher a new era of android development in India, as it will allow users to root their devices, without voiding the warranty," said a Micromax spokesperson.
Micromax is also setting up a web forum for the Yu brand, where it wants Android geeks and phone enthusiasts to gather and talk about the software on their phone. This is similar to the web forums that MiUI runs where its users can talk about various software features MiUI operating system.
Micromax is even borrowing a few ideas from its Chinese competitors in how it wants to sell the Yureka. It said that people who wants to buy Yureka phone will be able to "register" for the sale on Amazon website from December 19. This means the company may use "flash sale mode" to sell Yureka phone.

Wednesday, December 17, 2014

The SAP Money Pit: Plenty of Waste in Need of SaaS Efficiencies - Forbes

There’s a giant sucking sound emanating from most large enterprise IT departments. It’s called SAP. The devilishly complex ERP product cum application platform has a life of its own that resists all attempts at efficiency, simplification and IT budget cutting. SAP is the enterprise equivalent of an out-of-control defense contract with C-level business managers playing the part of U.S. Defense Secretary, endlessly shoveling money at overdue and over-budget projects. This characterization may seem harsh until you read the book SAP Nation by Vinnie Mirchandani, which catalogs the real and hidden costs of using SAP. Mirchandani, a former IT analyst and outsourcing executive is a long-time observer of SAP, its ecosystem and users who now runs his own consulting practice specializing in IT deal negotiation, RFPs and due diligence.
stock-footage-money-pit-vortex
According to a comprehensive financial model and cost analysis that includes purchasing, configuring, operating and supporting SAP and its users — costs that a span internal IT staff, outsourcing and consulting firms, the hardware used to run SAP and associated apps and software and support licenses — Mirchandani estimates the total spent in what he calls the SAP Economy comes to $1 trillion since the end of the great recession, or about $200 billion per year. It’s a big number, particularly when you consider that the aggregate profits of the S&P 500 are about $250 billion (chart 9). Granted, the sum is spread across over a quarter million companies companies that Mirchandani calculates use one or more SAP product, but that still comes to almost $800,000 per year, two-thirds of which is spent on labor, not software or infrastructure, for the average SAP customer.
Of course, the expenses go towards automating a company’s most important business processes, but the book makes a compelling case that SAP’s customers aren’t getting their money’s worth because, like any large bureaucracy, which indeed is what SAP has become within most enterprises, much of this money is wasted. Mirchandani writes:
“What’s striking is SAP’s own charges to customers, while very high-margin, are only a tenth of the run rate. The rest is outsourcer/offshore firm fees, consultant travel expenses, customer staff, hosting/other infrastructure, MPLS/WAN charges, other software costs — many not very efficiently applied.”
SAP-Nation_crop

Why not use SaaS?
SAP is so entrenched in critical, revenue-producing business processes and IT infrastructure that the product and ecosystem have so far been immune to the radical changes wrought by cloud infrastructure and software services that are upending many other IT systems and dramatically lowering IT capital and operating expenses. While other applications, including complex systems like CRM, HR and legal document analysis move to the cloud, SAP blithely rolls on sucking up a disproportionate amount of IT’s budget spent of pricey outsourcing and consulting contracts and immense, gold-plated on-premise systems. Indeed, SAP’s imperviousness to outside cloud influences is a key reason Mirchandani wrote the book:
“When you compare how nicely IT costs via software-as-a-service (SaaS) applications, cloud infrastructures and mobile broadband have dropped in the last few years, you have to ask why those in the SAP economy have not followed that trend. Likewise, when you see all the front-office technology opportunities — in product and customer-facing areas — you wonder how many are being crowded out by the SAP back office.”
One theory is that they account for most of its revenue SAP caters to its largest customers with the most complex needs and doesn’t believe they want or trust multi-tenant cloud delivery for mission critical services. As Mirchandani points out, SAP co-founder Hasso Plattner is on the record saying, “large companies do not want to share [computing space] with competitors, they want to be within a firewall. Ask any of the large SaaS [software as a service] suppliers – when they get a huge customer, they get a private system.” That may be true, but what about the other 259,000 SAP customers? There are SaaS ERP offerings like NetSuite and Infor that cater to SMEs, but so far adoption has been limited with NetSuite estimated to have about 20,000 customers.
SAP: The Microsoft Office of Backend Software
There are plenty of SaaS products that address specific enterprise software functions, however the big challenge for SAP’s SaaS challengers is that none match its breadth in covering the full range of business applications. Instead, each focuses on a particular niche, whether HR, CRM, IT service management, etc. Writes Mirchandani, “The recent wave of cloud challengers — Workday, Salesforce.com, NetSuite, ServiceNow, Plex Systems, Kenandy, Kinaxis and others — are merely nibbling around the edges of SAP. Few have launched a full frontal assault.” Indeed, Mirchandani writes that “several SAP customers have called and pleaded with these cloud players to expand their functional footprint.”

One reason there isn’t a comprehensive, all-in-one cloud-based alternative to the full SAP suite is that the concept of vertically and tightly integrated software goes against the cloud ethos of lean, focused services extensible and integrable using published APIs that users can lash together to create software tailored for their specific needs. The cloud zeitgeist is about mashups, not suites.  Indeed, this is just the sort of software foundation that Salesforce.com is building and there are already four major cloud ERP providers that work with the Salesforce1 platform.
Source: Salesforce.com
Source: Salesforce.com
Yet change in enterprise IT is never easy, particularly when it involves core application architecture and infrastructure, whether network routing and switching systems or enterprise application platforms like SAP. As Mirchandani puts it, “Surrounded by SaaS customers who are seeing painless and multiple release upgrades a year, SAP’s customers are frozen in place petrified by the cost and risk of upgrades in their settings.” The largest of these customers are probably stuck writing checks to SAP and its partners unless, like post-split HP, they redesign IT from scratch, taking a blank slate approach to the entire organization, service catalog and implementation details (at HP’s recent earnings call, CEO Meg Whitman said HP’s split provides “an opportunity to create an IT infrastructure for each company that isn’t based on our legacy IT system and isn’t based on a manufacturing system which for so many years it has been.”). 
For the thousands of smaller SAP users, doing a full cost analysis of their SAP-related spending will prove both enlightening and alarming. If Mirchandani’s model is remotely accurate, such a TCO assessment could provide enough shock value to overcome IT inertia and seriously investigate cloud-based alternatives for ERP and other key business processes. It’s time for more businesses to extend SaaS from the front to back office.

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