FPT 2010[just for fun to con...]

After the successful establishment of the first University, FPT corporation launched its second private university in Vietnam, FPT University of Computer Knowledges (F.U.C.K). F.U.C.K students (a.k.a F.U.C.Kers) will be provided with the lastest IT falcilities, including the wireless broadband service from a unit of FPT Telecom, WiMax for Home and Office Remote Extension (W.H.O.R.E). W.H.O.R.E is responsible for ensuring that F.U.C.Kers are always in ready condition to study new technologies and techniques.

FPT's biggest company, FPT Integration Service, has changed its focus to High-techs solutions only, and changed its name to FPT Integration Service of High-technology (F.I.S.H). F.I.S.H has researched and developed its own network deployment methodology, System Hard Integration Techniques (S.H.I.T). During 2010, more than 300 companies in Vietnam have used S.H.I.T to build their information systems. Many companies even modified and improved S.H.I.T to adapt with their own scenarios. The most notable case is Baoviet with Baoviet Unified Legacy Logics S.H.I.T (B.U.L.L.S.H.I.T). B.U.L.L.S.H.I.T was rewarded "S.H.I.T of the year" by F.I.S.H.

FPT Distribution Channels also made remarkable improvement in 2010 with 2 new programmes: Distribution and Introduction Channel Knowledgebase (D.I.C.K) and Product User Satisfaction SurveY (P.U.S.S.Y). While D.I.C.K aims at providing potential customers a comprehensive database of FDC's services, products, distribution network and showrooms, P.U.S.S.Y collects customers feedbacks to measure the efficiency and profitability of each channel. D.I.C.K and P.U.S.S.Y are 2 undetachable parts and contribute a lot to FDC's successes. Both of them are products of F.U.C.Kers but P.U.S.S.Y utilizes W.H.O.R.E’s infrastructure to simplify the data gathering process.

FPT Mobile has cooperated with Hutchison to distribute the latest 3rd generation mobile phones and to bring into operation a 3G network. FPT Mobile has converted a lot of users from other mobile phone networks to its 3G service. 2009,2010 and 2011 are the 3-G Aggregation YearS (3-GAYS) for FPT Mobile.

FPT Software Solution, the least known company, has made incredible achievements with a security system to protect software users from possible attacks, namely Application Security System for Home, Orgranisations and Large Enterprises (A.S.S.H.O.L.E). A.S.S.H.O.L.E is adopted quickly by domestic companies just as S.H.I.T was and brough millions of dollars of revenue for FSS.

Finally, while other FPT companies focus on technology advancement and customer satisfaction, FPT Software's strategy is to increase profit by reducing human factor overhead in software processes. The most important activity was development of a technology that can automatically audit and patch software products. The system is called Software Upgrade and Correction Kits (S.U.C.K) and is still in beta. At the moment, it is being evaluated by selected users (S.U.C.Kers). Most of current S.U.C.Kers are F.U.C.Kers


Do you want to a F.U.C.Kers ??

Skype to launch domestic calling plans (continu...)

Skype calls are dialed over a high-speed Internet connection using either a personal computer, a cordless handset configured to communicate directly over a broadband modem, or certain cell phones with Wi-Fi capability. Each user can call other Skype users for free.

The new options were being launched a month after Skype, a subsidiary of eBay Inc., introduced a North American service offering unlimited calls within the United States and Canada with no connection or per-minute fees for about $30 per year — or less than half as much as Skype Pro appears likely to cost.

The company took a different approach in North America largely due to technical issues that prevented storage of credit card information for monthly recurring charges, Oberg said. The Skype Pro approach is preferable, he said, because consumers are more familiar with paying monthly fees for telephone service and connection charges are common in many nations.

The Skype Pro plans also will include free voice mail, a service for which Skype charges 15 euros ($19.40) per year. Subscribers also will be offered an as-yet-undetermined discount on a "SkypeIn" number that can be given out to receive calls from regular and wireless phones. That service currently costs 30 euros ($38.80) per year.

In tandem with the launch, Skype said it is also reducing its per-minute international rates up to 65 percent, to 1.7 euro cents (2.2 U.S. cents), for calls to the Czech Republic, Hungary, Israel, Luxembourg, and Malaysia, as well as Guam, Puerto Rico, Alaska and Hawaii in the United States.

The countries where Skype Pro is being offered are Australia, Austria, Belgium, Brazil, Denmark, Finland, France, Germany, Greece, Ireland, Italy, Japan, Luxembourg, the Netherlands, Norway, Poland, Portugal, Slovenia, Spain, South Korea, Sweden, Switzerland, Taiwan and the United Kingdom. It will also be offered in Hong Kong.

Skype to launch domestic calling plans

NEW YORK - The Internet phone service Skype is introducing new domestic calling plans for 24 countries, plus Hong Kong, where users will pay a monthly subscription and a connection fee but no per-minute charges.

The monthly fees for the new Skype Pro plans have not yet been finalized, but they were expected to be set at less than 5 euros, or about $6.50, an executive told The Associated Press on Wednesday.

The per-call connection fee for Skype Pro calls within a given country to a regular phone or mobile device within that same country will be 3.9 euro cents, or roughly 5 U.S. cents, said Stefan Oberg, general manager for Skype Telecoms.

Special High Intensity Training [just for fun]

In order to assure the highest levels of quality work and productivity from employees, it will be our policy to keep all employees well trained, through our program of Special High Intensity Training (S.H.I.T.).

We are trying to give our employees more S.H.I.T. than anyone else. If you feel that you do not receive your share of S.H.I.T. on the job, please see your manager. You will be immediately placed at the top of the S.H.I.T. list, and our managers are especially skilled at seeing that you get all the S.H.I.T. you can handle.

Employees who do not take their S.H.I.T. will be placed in Departmental Employee Evaluation Programs (D.E.E.P. S.H.I.T.). Those who fail to take D.E.E.P. S.H.I.T. seriously will have to go to Employee Attitude Training (E.A
Viet Thang Pham: Employees who do not take their S.H.I.T. will be placed in Departmental Employee Evaluation Programs (D.E.E.P. S.H.I.T.). Those who fail to take D.E.E.P. S.H.I.T. seriously will have to go to Employee Attitude Training (E.A.T. S.H.I.T.).

Since your managers took S.H.I.T. before they were promoted, they do not have to do S.H.I.T. anymore, because they are full of S.H.I.T. allready.

If you are full of S.H.I.T., you may be interested in a job, training others. We can add your name to our Basic Understanding Lecture List (B.U.L.L. S.H.I.T.). Those who are full of B.U.L.L. S.H.I.T. will get S.H.I.T. jobs, and can apply for promotion to Director of Intensity Programming (D.I.P. S.H.I.T.).

If you have any questions, please direct them to our Head Of Training Special High Intensity Training (H.O.T. S.H.I.T.)
:D

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Small drives cross performance threshold

Seagate announced a new, faster class of 2.5-inch hard drives on Tuesday, an important part of the effort to get the smaller devices to replace the 3.5-inch drives that currently prevail in much of the server market.

Seagate's new Savvio 15K spins at 15,000 revolutions per minute, which means data can be found and retrieved faster than with preceding 10,000rpm 2.5-inch models.


That's important in particular for servers, which often run multiple jobs simultaneously and therefore need to access data scattered across the drive. And computing jobs often are constrained by the time it takes for a hard drive to start sending requested data as well as the speed with which it can send it.

The feature is arriving later than expected, though. Hewlett-Packard had hoped for 15K 2.5-inch drives by the end of 2005; the company is a major proponent of the smaller drives for its ProLiant line of x86 servers.

The 15K drives take up less room, which is important for small systems such as blade or rack-mounted servers, but Seagate also said the drives consume 30 percent less power than current 3.5-inch 15K drives.

The Savvio 15K drives are Serial Attached SCSI (SAS) models geared for servers.

YouTube rivals look for answers

For months, analysts have predicted a shakeout in the much-hyped video-sharing sector, a business made famous by YouTube.

It increasingly looks like they were right.

Revver, a Los Angeles video-sharing company noted for being among the first to share advertising revenue with videographers, announced last month that two of the company's three co-founders and an undisclosed number of "support staff" were no longer with the company. Among those who left were Rob Maigret, Revver's chief technology officer, and David Tenzer, the head of media partnerships.


Industry insiders say Revver and other smaller video-sharing sites are in turmoil because of the sheer domination of their nascent market by YouTube. Named recently by Time magazine as "Invention of the Year," YouTube, which was acquired by Google last year, has so taken control of the video-sharing market that many rivals now are switching business models to avoid going head-to-head with the YouTube juggernaut, shaking up their executive ranks, or selling out.

"I think we can all acknowledge that YouTube has won the big prize," Thomas McInerney, the former CEO of Guba, said in an interview with CNET News.com two weeks ago.


Headquartered in San Bruno, Calif., YouTube's traffic grew from a few thousand to 30 million visitors in a year. The company's success is based largely on having a video player that didn't require any software downloads and by providing users with an easy way to upload clips. Another important factor was the decision by YouTube executives not to prescreen videos before they were posted--a controversial policy that allowed people to share snippets from popular TV shows, music videos and movies without the copyright holder's permission.

Said Revver co-founder Oliver Luckett in an interview Thursday: "YouTube has won round one. It has absorbed everything."

A Revver spokeswoman said Maigret and Tenzer have "transitioned to consulting positions." But Tenzer's departure was particularly startling to some observers. He was wooed away from the Creative Artists Agency, one of Hollywood's most powerful talent agencies, only seven months ago. In his nearly 25 years at CAA, Tenzer earned a reputation for packaging major entertainment deals and was brought to Revver to help the start-up form partnerships with Hollywood studios.


Tenzer declined to be interviewed. Maigret has left to collaborate with Luckett, who left Revver for a video project. Luckett said Revver, founded in 2004, is healthy and that he believes the company will succeed. He declined to give specifics on why he walked away.

"Let's just say I see a different opportunity," he said last week.

Sources close to Revver say it will now focus on improving the core businesses: video sharing and ad distribution, and is less concerned with big studio deals.

San Francisco-based Guba saw three executives leave the company last month, including CEO McInerney. Guba has recently hired banker Blake Warner of Thomas Weisel Partners to help find a buyer, according to a report in the blog GigaOm.

Operations at both Guba and Revver continue unimpeded by the upheaval, say sources within the companies. But the competitive landscape, which features more than 200 start-ups with few that have reported a profit, is sure to see more shakeups in the coming year, said Josh Martin, an analyst at Yankee Group Research.

"I'd be very surprised if some of these companies don't go out of business this year," Martin said. "Too many of (them) are distributing the same kind of content."

Throughout YouTube's meteoric rise, none of its competitors has mounted a serious challenge. A check of Alexa.com, an Internet tracking system, shows that YouTube is now one of the Internet's top 10 most trafficked sites on the Web, while none of the company's top competitors has cracked the top 100.

According to Hitwise, another traffic-measuring company, YouTube was the No.1 most visited video-sharing site in December, with 45.9 percent of all visits by U.S. Web users. Revver was 27th with 0.08 percent of visits, and Guba came in 32nd with 0.05 percent.

Google paid $1.65 billion in October to acquire YouTube, and some thought that would fire interest in at least some of the video-sharing site's competitors. Yet the market hasn't seen another blockbuster deal since. McInerney offered a bleak assessment of the situation when he said the "billion-dollar opportunity" has come and gone.
YouTube may be the only video-sharing player to have earned a profit, said two executives who have seen the company's financial books. YouTube, the sources said, recorded a relatively narrow profit in at least one of its recent quarters.

"We're all still experimenting with how we're going to make money," said Veoh Networks CEO Dmitry Shapiro. "We know we can make money through advertising. We don't know whether we can do that by serving an ad with every video or every other video or whether the ads will be served before a user watches the video or after...The only thing we know for sure is that we will make money."

Others have responded to YouTube's success in recent weeks by overhauling Web sites or revamping business models.

Veoh, whose investors include Time Warner and former Disney Chairman Michael Eisner, recently announced that it has begun helping videographers charge for videos. The company also said it can post a video to any of the top video-sharing sites, including YouTube, saving a consumer time and effort.

YouTube's competitors may recognize the company's tight grip on the sector, but say they don't necessarily think the company can hold it for long. Luckett, for example, predicted that YouTube's legal troubles with copyright violations, when people post unauthorized video clips to the site, are likely to plague Google.

A YouTube representative declined to comment for this story.

So if video-sharing companies are no longer following in YouTube's footsteps, in which direction do they plan to go?

Luckett and Maigret plan to continue working in online video but aren't ready to discuss details. They do say they learned one crucial lesson from YouTube: The public wants professionally crafted video made available on the Internet. Clips from TV shows such as NBC's "Saturday Night Live" and other copyright material are to a certain extent responsible for YouTube's popularity, Luckett asserts. Eventually the TV and movie producers will want greater control. Helping them do this is what Luckett says he plans to do in the future.

"Among the public, there will be a flight to quality," Luckett said. "The amateur-made stuff found on these (user-generated) sites is the same content found on 'America's Funniest Home Videos.' It was one of the most syndicated shows of all time. It's a fabulously funny show, but it's not an industry. Hollywood studios own the content people want. They should be dictating the business models."

(news.com)