Informatica Corporation (NASDAQ: INFA) is a leading data integration enterprise that serves over 2,850 companies worldwide for their end-to-end data integration needs. The various enterprise-wide data integration and data quality solutions that its products support encompass a vast range including data consolidation, data synchronization, data governance, and data warehousing.
INFA’s data quality products also support such necessities like data migration, master data management, and cross-enterprise data integration. There is therefore a lot of business sense for it when Cognos (NASDAQ: COGN), the BI major, comes calling for sewing up a worldwide strategic relationship. >>>
Gannett in partnership with Belo Corporation, The McClatchy Company, Tribune Company and The Washington Post Company owns Classified Ventures. Classified Ventures’ objective is to collectively capitalize on the revenue growth in the online classified advertising categories of automotive, apartments, and real estate. Gannett’s various positions in the verticals are sometimes held by the company itself, often in collaboration with McClatchy, Tribune, and other newspaper companies, and sometimes held by Classified Ventures. In this section, we will take stock of what they own in which vertical, and how those online properties are doing. >>>
To TV or not to TV? That is the question. William Shakespeare would ask, if he were on the Internet today. According to eMarketer’s March 2007 report, 143 million Americans are using their PCs to go online and watch TV shows or other forms of video on-demand. The Internet continues to blur the picture between PC and TV. The new online darling, Joost, recently boasted that People are moving online to watch television, and they’re moving away from the TV for entertainment. >>>
Alcatel-Lucent (Euronext Paris and NYSE: ALU) is a leader in fixed, mobile and converged broadband networking, IP technologies, applications, and services with revenues of €18.3 billion in 2006. The merger between Alcatel and Lucent happened in December, 2006 and provided Alcatel with a foothold in the US market and an expanded product portfolio as well as a combined treasure of 25,000 patents. It also acquired Nortel’s universal mobile telecommunications system (UMTS) operations in January 2007. Alcatel-Lucent is organized around five business groups: Wireless, Wireline, Convergence, Enterprise, and Services Business Groups. >>>
SM: Please describe your personal background : Family, upbringing, early career, etc. leading up to this venture.
SS: I grew up in New Delhi, India and my dad was a senior military officer. We had a lot of change every two years as we moved from place to place. This taught me how to make new friends and how to adapt to survive in a way.
I got my BS in electrical engineering and had an opportunity in 1984 to go to the best management school in India or go to the US for graduate studies in computer science. I decided to go to the US, where I got my Masters degree in Computer Science from Virginia Tech.
After graduate school – around 1986, I started at Online Computer Systems, a software start-up focused on CD-ROM based systems. This was when the beginning of the information revolution and Online Computer Systems was a leading player. Reed Elsevier eventually acquired the company. >>>
Gannett (GCI) publishes 85 daily newspapers, nearly 1,000 non-daily publications and 23 television stations in the US. In the UK, Gannett publishes 17 daily newspapers and around 300 non-daily publications. Gannett’s popular newspaper USA TODAY with a circulation of 7.3 million is the US’s largest-selling newspaper. USA WEEKEND is a weekly newspaper with a circulation of 2.3 million. The company’s 23 television channels cover approximately 18% of the US and have a market reach of 20.1 million households. Gannett also operates a number of web sites.
Newspaper companies are struggling due to falling advertisement and circulation revenues and Gannett is no exception. In July 2007, Gannett’s newspaper advertising revenues were down 6.1% compared to the same period in 2006. Operating revenues for the period declined 4.3% compared with the same period in 2006. Local advertising revenues of Gannett declined 2.8% in July. National advertising revenues for the seventh period were down 9.1%. At USA TODAY, advertising revenues were 15.9% lower on paid ad pages of 276 versus 334 last year.
Classified revenues were down 8.3% during the period. Real estate revenues were down 11.0%, employment revenues were 7.2% lower and automotive revenues declined 13.3%. Classified results at Newsquest in the UK were significantly better than in the U.S. community newspapers. At U.S. community newspapers, classified revenues declined 13.5% for the seventh period reflecting declines of 19.7% in real estate revenues, 12.4% in employment revenues and 14.8% in automotive revenues. >>>
By Richard Laermer, Guest Author
In many respects nothing changes, like ever. For instance, I’ve been watching service businesses pull some serious crap for years. No matter what happens the practice of Bait & Switch (BAS) still persists.After downturns, price of coffee skyrocketing, the freaking mortgage collapse, terrorism, wars, famine, pestilence (okay not that) and Katrina, still firms sell people to new clients and have them disappear after the so-called Ink is dry.
BAS is when people come to YOUR meeting and sell a service and then run away after the agreement is filed and the work begins.It’s offensive. Facetious charm and canny fanciness is replaced by bargain youth. Not that there’s anything wrong with young people. It’s just not who was being proffered as the doer of deeds. Every now and then I’ll meet an executive who says to me “who actually does the work (at my firm, RLM)?” Then the flashback music plays and I start to consider: Hm. I guess the trend here is that that always seem to be changing. In every firm that offers a service you can’t simply decide who on a daily basis will handle your needed duties. You have to be flexible. Please remember that anyone being paid could jump at any time. These days, people often don’t show up for work because of the sniffles and sometimes leave because their boss didn’t phone at home to say Attaboy! And yet ever single fucking day someone has to do the actual servicing of customers.
By Utkarsh Rai, Guest Author, Author of “Offshoring Secrets”.
Recently this question has flooded the web and the print media. Some companies are thinking about pulling back from India.
So what is the real answer?
Globally, weakening of the dollar has impacted almost every country whether it is Israel, China, Malaysia or Poland, and therefore all offshore operations are becoming costlier. India, however, still retains a competitive and cost advantage over others. Let us explore why.
In the 90s the cost ratio between India and US used to be 1:6, which now has come down to 1:3.5 or so. The economic slowdown at the beginning of this decade together with reduced H1B visas has led to reduced availability of skilled people in the US. The companies, therefore, are bound to offshore many jobs. This is simply a matter of demand and supply. Inevitably, it is leading to escalation of salaries in India.
However, cost of the offshore operation should not be seen in isolation, but in the right perspective. It should be evaluated based on the following parameters: >>>