It's still a problem even if it's not the internal monitoring system. Customers use CloudWatch to detect problems with DynamoDB and get notified. This dependency means customers may not get notified if CloudWatch does not work as expected due to a DynamoDB problem.
Can't agree more. I can't figure out why this is possibly the case. Similarly I have lots of that I have seen (and rated in Netflix) presented on my home page. Why? I don't even have an hypothesis.
Netflix also don't have trailers, which means I have to go to IMDB or Youtube to see a trailer.
Looks very useful, congrats! Cassandra dependency may be an obstacle for wider adoption.
"Don't worry if you are not experienced with these technologies, Kong works out of the box"
These kind of statements are problematic. If you are not already using Cassandra, I'm not sure introducing another data store you don't have experience with would be a good move.
I'd recommend looking at Graylog. It uses Elasticsearch under the hood, surrounds it with an application that focuses on log management specifically. https://www.graylog.org/
The challenge is measurement. For sales people, it's easier to measure the individual sales, hence you can have commission based on individual performance. For developers it is much harder to measure individual performance.
We have implemented commission for developers based on overall sales number. Based on pre-announced targets, developers can get 1x, 2x, 3x salary as a bonus/commission at the end of the year. No caps.
The cost of the systems is almost irrelevant. The time of qualified people is far more expensive. Sot it's not just the elasticity. You have to look everything from the time perspective as well. What additional knowledge will I need? Will I need to learn load balancers, how to make them highly available? will I have to learn about SSL certificates and termination? Will I need to learn how to implement and operate a secure and highly available DNS service? How much is your time worth?
Our hosting costs are a fraction of a single worker's salary. Whether AWS is more expensive is essentially irrelevant. OP argues that it was not doing the job for them which is an entirely different issue.
Steve, have you considered the hybrid option, where you would have hubs, but still let some people to be remote?
May be this does not have to be an either or proposition. For some people remote works and others are energized by being together with people. It varies depending on their role as well (as you've stated).
started and abandoned. I'm not entering all that information before seeing what the value is. All my corporate data should not be necessary to show some quotes.
Agreed. Even when you have an in-house team, there are always other things that are core to your business to do. Growing a team is hard and expensive beyond the cost of the additional engineer. These SaaS tools let startups stay smaller, and that's priceless.
It doesn't work that way in practice. I've been to more than one enterprise where an in-house developed application was no longer maintained, original developers were not available, and no one knew how the application even worked. There are very high risks in in-house developed applications, particularly if they are not vital for the enterprise (harder to have resources to maintain/enhance). Risk of SaaS provider going out of business or raising prices is no higher than traditional on-premise enterprise vendors (one can argue it's a lot lower).
In short, there are risks in all approaches and they need to be managed. Good application architecture help manage those risks regardless of which route is chosen.
In my experience it's mostly due to convenience. When public transportation is available and more convenient, it's heavily used. It needs to be available everywhere and all/most of the time. Car pooling is similar, coordinating with other people, leaving home/work at the same time everyday is difficult, not convenient. If Lyft is widely used, it can solve this problem. No need to have advanced plans.
In fact, in Washington DC, I can see people offering these rides for free to a second person in the car and use the HOV lanes. This is already done from fixed locations without the help of an app. Lyft would make it so much easier.
It does not seem all that even. As I understand it Amazon is demanding Hachette to sell their books at a certain price. This is highly unusual. Amazon can demand higher percentage of the sales, etc. but controlling the price of your product? As a business I would never agree to such conditions. And due to Amazon's massive reach, this starts smelling like blackmail. Why do author's side with Hachette? I'd speculate that people are concerned with having a single player with such massive power, and this episode confirms their worst fears.
If we're to accuse someone of plagiarism, we have to present the evidence. Onus is on the accuser. OP has done a disservice to his cause by not providing any evidence.
That's what I was thinking. Stuff in my house is either too bulky or don't have much resale value (as stolen goods). Our house was burglarized while living in Switzerland, and they did not touch any of the electronics, presumably too bulky. Cost of replacing the broken window/frame was the most costly aspect.
From all the things listed, jewelry seems to be the most likely target.
Settlement free peering only happens if the traffic is balanced. In the case of Level3 and Verizon, it's not, hence Verizon's point (and apparently it was Level3's point when dealing with Cogent) is that the settlement free peering is not appropriate for such lop sided traffic and Level 3 needs to pay via alternative arrangement with Verizon.
+1 on showing the spreadsheet. It doesn't have to be on the docs, can be on the website. I'd put front and center, if you have this spreadsheet, it creates this API. You can even look into giving access to the sample spreadsheet for testing directly from the web pages.
Agreed. I was more commenting on the more recent trend of "risk averse VC investment". As the OP states at $1.5 ARR, they would be profitable. It feels like VC investment in B2B space has become highly risk averse, only funding expansions of proven business models (we'll give you money if you can prove that you don't need it). This is a fine investment model but not sure it qualifies as "venture" investment. Can you really expect 10x returns if you're also looking for essentially proven, almost profitable businesses?
If the requirement for VC investment is $1.5m in AAR and fast growth rate, there does not seem to be much of a "venture" in that. This sounds like what a bank would require to loan you money, an almost certainty that you can pay it back.
First this: "I would argue that 200 years of recent history confirms Friedman’s point of view."
Then this: "This is not a world we have ever lived in."
"We just know we will create an enormous number of them."
It's unfortunate to see even the mighty brains fall victim to rationalization. Dismissing anyone who is concerned the social impact of what's coming as Luddites hinted this was a output of an ideologue and not a philosopher, and it degraded from there.
"Out of Control" was one of the most influential books I had read while in grad school 20 years ago. The book had cataloged number of amazing developments in science. I probably bought a dozen books referenced in this book, on complexity theory, game theory, evolutionary biology, self organizing systems, etc.
Given the book is over 20+ years old, it'd be great to know what has happened since then.
I do appreciate the analysis and the message of the post that the total sales can mask problems, however neither of the examples are failures. Herbalife may expand to other products instead of additional companies. Amway, probably the most successful implementer of Herbalife's multi level marketing scheme, is over 50 years old and worth $11+ billion. Even the fictitious waffle shop can adjust by selling other products.
In short, creating a large distribution chain and reaching to many customers is tremendously valuable. The company can leverage that base and move to a sustainable model. If you're as successful as Groupon, you'll have plenty of runway to try different things.
An article attracts discussion is good? sure. I did not know about trak.io, now I do. The attitude in the article towards "freeloaders"? not so good. I won't argue whether it is better or not to have a freemium for "your" company. But commitment should not be broken so nonchalantly. Did you at least grandfather beta customers to a free plan? If not, you did a bait and switch, and that does not make me wanna do business with you (and I would have become a paying customer).