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• jQuery Globalization Plugin from Microsoft

  - by ScottGu

  Last month I blogged about how Microsoft is starting to make code contributions to jQuery, and about some of the first code contributions we were working on: jQuery Templates and Data Linking support. Today, we released a prototype of a new jQuery Globalization Plugin that enables you to add globalization support to your JavaScript applications. This plugin includes globalization information for over 350 cultures ranging from Scottish Gaelic, Frisian, Hungarian, Japanese, to Canadian English.  We will be releasing this plugin to the community as open-source. You can download our prototype for the jQuery Globalization plugin from our Github repository: http://github.com/nje/jquery-glob You can also download a set of samples that demonstrate some simple use-cases with it here. Understanding Globalization The jQuery Globalization plugin enables you to easily parse and format numbers, currencies, and dates for different cultures in JavaScript. For example, you can use the Globalization plugin to display the proper currency symbol for a culture: You also can use the Globalization plugin to format dates so that the day and month appear in the right order and the day and month names are correctly translated: Notice above how the Arabic year is displayed as 1431. This is because the year has been converted to use the Arabic calendar. Some cultural differences, such as different currency or different month names, are obvious. Other cultural differences are surprising and subtle. For example, in some cultures, the grouping of numbers is done unevenly. In the "te-IN" culture (Telugu in India), groups have 3 digits and then 2 digits. The number 1000000 (one million) is written as "10,00,000". Some cultures do not group numbers at all. All of these subtle cultural differences are handled by the jQuery Globalization plugin automatically. Getting dates right can be especially tricky. Different cultures have different calendars such as the Gregorian and UmAlQura calendars. A single culture can even have multiple calendars. For example, the Japanese culture uses both the Gregorian calendar and a Japanese calendar that has eras named after Japanese emperors. The Globalization Plugin includes methods for converting dates between all of these different calendars. Using Language Tags The jQuery Globalization plugin uses the language tags defined in the RFC 4646 and RFC 5646 standards to identity cultures (see http://tools.ietf.org/html/rfc5646). A language tag is composed out of one or more subtags separated by hyphens. For example: Language Tag Language Name (in English) en-AU English (Australia) en-BZ English (Belize) en-CA English (Canada) Id Indonesian zh-CHS Chinese (Simplified) Legacy Zu isiZulu Notice that a single language, such as English, can have several language tags. Speakers of English in Canada format numbers, currencies, and dates using different conventions than speakers of English in Australia or the United States. You can find the language tag for a particular culture by using the Language Subtag Lookup tool located here:  http://rishida.net/utils/subtags/ The jQuery Globalization plugin download includes a folder named globinfo that contains the information for each of the 350 cultures. Actually, this folder contains more than 700 files because the folder includes both minified and un-minified versions of each file. For example, the globinfo folder includes JavaScript files named jQuery.glob.en-AU.js for English Australia, jQuery.glob.id.js for Indonesia, and jQuery.glob.zh-CHS for Chinese (Simplified) Legacy. Example: Setting a Particular Culture Imagine that you have been asked to create a German website and want to format all of the dates, currencies, and numbers using German formatting conventions correctly in JavaScript on the client. The HTML for the page might look like this: Notice the span tags above. They mark the areas of the page that we want to format with the Globalization plugin. We want to format the product price, the date the product is available, and the units of the product in stock. To use the jQuery Globalization plugin, we’ll add three JavaScript files to the page: the jQuery library, the jQuery Globalization plugin, and the culture information for a particular language: In this case, I’ve statically added the jQuery.glob.de-DE.js JavaScript file that contains the culture information for German. The language tag “de-DE” is used for German as spoken in Germany. Now that I have all of the necessary scripts, I can use the Globalization plugin to format the product price, date available, and units in stock values using the following client-side JavaScript: The jQuery Globalization plugin extends the jQuery library with new methods - including new methods named preferCulture() and format(). The preferCulture() method enables you to set the default culture used by the jQuery Globalization plugin methods. Notice that the preferCulture() method accepts a language tag. The method will find the closest culture that matches the language tag. The $.format() method is used to actually format the currencies, dates, and numbers. The second parameter passed to the $.format() method is a format specifier. For example, passing “c” causes the value to be formatted as a currency. The ReadMe file at github details the meaning of all of the various format specifiers: http://github.com/nje/jquery-glob When we open the page in a browser, everything is formatted correctly according to German language conventions. A euro symbol is used for the currency symbol. The date is formatted using German day and month names. Finally, a period instead of a comma is used a number separator: You can see a running example of the above approach with the 3_GermanSite.htm file in this samples download. Example: Enabling a User to Dynamically Select a Culture In the previous example we explicitly said that we wanted to globalize in German (by referencing the jQuery.glob.de-DE.js file). Let’s now look at the first of a few examples that demonstrate how to dynamically set the globalization culture to use. Imagine that you want to display a dropdown list of all of the 350 cultures in a page. When someone selects a culture from the dropdown list, you want all of the dates in the page to be formatted using the selected culture. Here’s the HTML for the page: Notice that all of the dates are contained in a <span> tag with a data-date attribute (data-* attributes are a new feature of HTML 5 that conveniently also still work with older browsers). We’ll format the date represented by the data-date attribute when a user selects a culture from the dropdown list. In order to display dates for any possible culture, we’ll include the jQuery.glob.all.js file like this: The jQuery Globalization plugin includes a JavaScript file named jQuery.glob.all.js. This file contains globalization information for all of the more than 350 cultures supported by the Globalization plugin.  At 367KB minified, this file is not small. Because of the size of this file, unless you really need to use all of these cultures at the same time, we recommend that you add the individual JavaScript files for particular cultures that you intend to support instead of the combined jQuery.glob.all.js to a page. In the next sample I’ll show how to dynamically load just the language files you need. Next, we’ll populate the dropdown list with all of the available cultures. We can use the $.cultures property to get all of the loaded cultures: Finally, we’ll write jQuery code that grabs every span element with a data-date attribute and format the date: The jQuery Globalization plugin’s parseDate() method is used to convert a string representation of a date into a JavaScript date. The plugin’s format() method is used to format the date. The “D” format specifier causes the date to be formatted using the long date format. And now the content will be globalized correctly regardless of which of the 350 languages a user visiting the page selects.  You can see a running example of the above approach with the 4_SelectCulture.htm file in this samples download. Example: Loading Globalization Files Dynamically As mentioned in the previous section, you should avoid adding the jQuery.glob.all.js file to a page whenever possible because the file is so large. A better alternative is to load the globalization information that you need dynamically. For example, imagine that you have created a dropdown list that displays a list of languages: The following jQuery code executes whenever a user selects a new language from the dropdown list. The code checks whether the globalization file associated with the selected language has already been loaded. If the globalization file has not been loaded then the globalization file is loaded dynamically by taking advantage of the jQuery $.getScript() method. The globalizePage() method is called after the requested globalization file has been loaded, and contains the client-side code to perform the globalization. The advantage of this approach is that it enables you to avoid loading the entire jQuery.glob.all.js file. Instead you only need to load the files that you need and you don’t need to load the files more than once. The 5_Dynamic.htm file in this samples download demonstrates how to implement this approach. Example: Setting the User Preferred Language Automatically Many websites detect a user’s preferred language from their browser settings and automatically use it when globalizing content. A user can set a preferred language for their browser. Then, whenever the user requests a page, this language preference is included in the request in the Accept-Language header. When using Microsoft Internet Explorer, you can set your preferred language by following these steps: Select the menu option Tools, Internet Options. Select the General tab. Click the Languages button in the Appearance section. Click the Add button to add a new language to the list of languages. Move your preferred language to the top of the list. Notice that you can list multiple languages in the Language Preference dialog. All of these languages are sent in the order that you listed them in the Accept-Language header: Accept-Language: fr-FR,id-ID;q=0.7,en-US;q=0.3 Strangely, you cannot retrieve the value of the Accept-Language header from client JavaScript. Microsoft Internet Explorer and Mozilla Firefox support a bevy of language related properties exposed by the window.navigator object, such as windows.navigator.browserLanguage and window.navigator.language, but these properties represent either the language set for the operating system or the language edition of the browser. These properties don’t enable you to retrieve the language that the user set as his or her preferred language. The only reliable way to get a user’s preferred language (the value of the Accept-Language header) is to write server code. For example, the following ASP.NET page takes advantage of the server Request.UserLanguages property to assign the user’s preferred language to a client JavaScript variable named acceptLanguage (which then allows you to access the value using client-side JavaScript): In order for this code to work, the culture information associated with the value of acceptLanguage must be included in the page. For example, if someone’s preferred culture is fr-FR (French in France) then you need to include either the jQuery.glob.fr-FR.js or the jQuery.glob.all.js JavaScript file in the page or the culture information won’t be available.  The “6_AcceptLanguages.aspx” sample in this samples download demonstrates how to implement this approach. If the culture information for the user’s preferred language is not included in the page then the $.preferCulture() method will fall back to using the neutral culture (for example, using jQuery.glob.fr.js instead of jQuery.glob.fr-FR.js). If the neutral culture information is not available then the $.preferCulture() method falls back to the default culture (English). Example: Using the Globalization Plugin with the jQuery UI DatePicker One of the goals of the Globalization plugin is to make it easier to build jQuery widgets that can be used with different cultures. We wanted to make sure that the jQuery Globalization plugin could work with existing jQuery UI plugins such as the DatePicker plugin. To that end, we created a patched version of the DatePicker plugin that can take advantage of the Globalization plugin when rendering a calendar. For example, the following figure illustrates what happens when you add the jQuery Globalization and the patched jQuery UI DatePicker plugin to a page and select Indonesian as the preferred culture: Notice that the headers for the days of the week are displayed using Indonesian day name abbreviations. Furthermore, the month names are displayed in Indonesian. You can download the patched version of the jQuery UI DatePicker from our github website. Or you can use the version included in this samples download and used by the 7_DatePicker.htm sample file. Summary I’m excited about our continuing participation in the jQuery community. This Globalization plugin is the third jQuery plugin that we’ve released. We’ve really appreciated all of the great feedback and design suggestions on the jQuery templating and data-linking prototypes that we released earlier this year.  We also want to thank the jQuery and jQuery UI teams for working with us to create these plugins. Hope this helps, Scott P.S. In addition to blogging, I am also now using Twitter for quick updates and to share links. You can follow me at: twitter.com/scottgu

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• Is your team is a high-performing team?

  As a child I can remember looking out of the car window as my father drove along the Interstate in Florida while seeing prisoners wearing bright orange jump suits and prison guards keeping a watchful eye on them. The prisoners were taking part in a prison road gang. These road gangs were formed to help the state maintain the state highway infrastructure. The prisoner’s primary responsibilities are to pick up trash and debris from the roadway. This is a prime example of a work group or working group used by most prison systems in the United States. Work groups or working groups can be defined as a collection of individuals or entities working together to achieve a specific goal or accomplish a specific set of tasks. Typically these groups are only established for a short period of time and are dissolved once the desired outcome has been achieved. More often than not group members usually feel as though they are expendable to the group and some even dread that they are even in the group. "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable." (Katzenbach and Smith, 1993) So how do you determine that a team is a high-performing team?  This can be determined by three base line criteria that include: consistently high quality output, the promotion of personal growth and well being of all team members, and most importantly the ability to learn and grow as a unit. Initially, a team can successfully create high-performing output without meeting all three criteria, however this will erode over time because team members will feel detached from the group or that they are not growing then the quality of the output will decline. High performing teams are similar to work groups because they both utilize a collection of individuals or entities to accomplish tasks. What distinguish a high-performing team from a work group are its characteristics. High-performing teams contain five core characteristics. These characteristics are what separate a group from a team. The five characteristics of a high-performing team include: Purpose, Performance Measures, People with Tasks and Relationship Skills, Process, and Preparation and Practice. A high-performing team is much more than a work group, and typically has a life cycle that can vary from team to team. The standard team lifecycle consists of five states and is comparable to a human life cycle. The five states of a high-performing team lifecycle include: Formulating, Storming, Normalizing, Performing, and Adjourning. The Formulating State of a team is first realized when the team members are first defined and roles are assigned to all members. This initial stage is very important because it can set the tone for the team and can ultimately determine its success or failure. In addition, this stage requires the team to have a strong leader because team members are normally unclear about specific roles, specific obstacles and goals that my lay ahead of them.  Finally, this stage is where most team members initially meet one another prior to working as a team unless the team members already know each other. The Storming State normally arrives directly after the formulation of a new team because there are still a lot of unknowns amongst the newly formed assembly. As a general rule most of the parties involved in the team are still getting used to the workload, pace of work, deadlines and the validity of various tasks that need to be performed by the group.  In this state everything is questioned because there are so many unknowns. Items commonly questioned include the credentials of others on the team, the actual validity of a project, and the leadership abilities of the team leader.  This can be exemplified by looking at the interactions between animals when they first meet.  If we look at a scenario where two people are walking directly toward each other with their dogs. The dogs will automatically enter the Storming State because they do not know the other dog. Typically in this situation, they attempt to define which is more dominating via play or fighting depending on how the dogs interact with each other. Once dominance has been defined and accepted by both dogs then they will either want to play or leave depending on how the dogs interacted and other environmental variables. Once the Storming State has been realized then the Normalizing State takes over. This state is entered by a team once all the questions of the Storming State have been answered and the team has been tested by a few tasks or projects.  Typically, participants in the team are filled with energy, and comradery, and a strong alliance with team goals and objectives.  A high school football team is a perfect example of the Normalizing State when they start their season.  The player positions have been assigned, the depth chart has been filled and everyone is focused on winning each game. All of the players encourage and expect each other to perform at the best of their abilities and are united by competition from other teams. The Performing State is achieved by a team when its history, working habits, and culture solidify the team as one working unit. In this state team members can anticipate specific behaviors, attitudes, reactions, and challenges are seen as opportunities and not problems. Additionally, each team member knows their role in the team’s success, and the roles of others. This is the most productive state of a group and is where all the time invested working together really pays off. If you look at an Olympic figure skating team skate you can easily see how the time spent working together benefits their performance. They skate as one unit even though it is comprised of two skaters. Each skater has their routine completely memorized as well as their partners. This allows them to anticipate each other’s moves on the ice makes their skating look effortless. The final state of a team is the Adjourning State. This state is where accomplishments by the team and each individual team member are recognized. Additionally, this state also allows for reflection of the interactions between team members, work accomplished and challenges that were faced. Finally, the team celebrates the challenges they have faced and overcome as a unit. Currently in the workplace teams are divided into two different types: Co-located and Distributed Teams. Co-located teams defined as the traditional group of people working together in an office, according to Andy Singleton of Assembla. This traditional type of a team has dominated business in the past due to inadequate technology, which forced workers to primarily interact with one another via face to face meetings.  Team meetings are primarily lead by the person with the highest status in the company. Having personally, participated in meetings of this type, usually a select few of the team members dominate the flow of communication which reduces the input of others in group discussions. Since discussions are dominated by a select few individuals the discussions and group discussion are skewed in favor of the individuals who communicate the most in meetings. In addition, Team members might not give their full opinions on a topic of discussion in part not to offend or create controversy amongst the team and can alter decision made in meetings towards those of the opinions of the dominating team members. Distributed teams are by definition spread across an area or subdivided into separate sections. That is exactly what distributed teams when compared to a more traditional team. It is common place for distributed teams to have team members across town, in the next state, across the country and even with the advances in technology over the last 20 year across the world. These teams allow for more diversity compared to the other type of teams because they allow for more flexibility regarding location. A team could consist of a 30 year old male Italian project manager from New York, a 50 year old female Hispanic from California and a collection of programmers from India because technology allows them to communicate as if they were standing next to one another.  In addition, distributed team members consult with more team members prior to making decisions compared to traditional teams, and take longer to come to decisions due to the changes in time zones and cultural events. However, team members feel more empowered to speak out when they do not agree with the team and to notify others of potential issues regarding the work that the team is doing. Virtual teams which are a subset of the distributed team type is changing organizational strategies due to the fact that a team can now in essence be working 24 hrs a day because of utilizing employees in various time zones and locations.  A primary example of this is with customer services departments, a company can have multiple call centers spread across multiple time zones allowing them to appear to be open 24 hours a day while all a employees work from 9AM to 5 PM every day. Virtual teams also allow human resources departments to go after the best talent for the company regardless of where the potential employee works because they will be a part of a virtual team all that is need is the proper technology to be setup to allow everyone to communicate. In addition to allowing employees to work from home, the company can save space and resources by not having to provide a desk for every team member. In fact, those team members that randomly come into the office can actually share one desk amongst multiple people. This is definitely a cost cutting plus given the current state of the economy. One thing that can turn a team into a high-performing team is leadership. High-performing team leaders need to focus on investing in ongoing personal development, provide team members with direction, structure, and resources needed to accomplish their work, make the right interventions at the right time, and help the team manage boundaries between the team and various external parties involved in the teams work. A team leader needs to invest in ongoing personal development in order to effectively manage their team. People have said that attitude is everything; this is very true about leaders and leadership. A team takes on the attitudes and behaviors of its leaders. This can potentially harm the team and the team’s output. Leaders must concentrate on self-awareness, and understanding their team’s group dynamics to fully understand how to lead them. In addition, always learning new leadership techniques from other effective leaders is also very beneficial. Providing team members with direction, structure, and resources that they need to accomplish their work collectively sounds easy, but it is not.  Leaders need to be able to effectively communicate with their team on how their work helps the company reach for its organizational vision. Conversely, the leader needs to allow his team to work autonomously within specific guidelines to turn the company’s vision into a reality.  This being said the team must be appropriately staffed according to the size of the team’s tasks and their complexity. These tasks should be clear, and be meaningful to the company’s objectives and allow for feedback to be exchanged with the leader and the team member and the leader and upper management. Now if the team is properly staffed, and has a clear and full understanding of what is to be done; the company also must supply the workers with the proper tools to achieve the tasks that they are asked to do. No one should be asked to dig a hole without being given a shovel.  Finally, leaders must reward their team members for accomplishments that they achieve. Awards could range from just a simple congratulatory email, a party to close the completion of a large project, or other monetary rewards. Managing boundaries is very important for team leaders because it can alter attitudes of team members and can add undue stress to the team which will force them to loose focus on the tasks at hand for the group. Team leaders should promote communication between team members so that burdens are shared amongst the team and solutions can be derived from hearing the opinions of multiple sources. This also reinforces team camaraderie and working as a unit. Team leaders must manage the type and timing of interventions as to not create an even bigger mess within the team. Poorly timed interventions can really deflate team members and make them question themselves. This could really increase further and undue interventions by the team leader. Typically, the best time for interventions is when the team is just starting to form so that all unproductive behaviors are removed from the team and that it can retain focus on its agenda. If an intervention is effectively executed the team will feel energized about the work that they are doing, promote communication and interaction amongst the group and improve moral overall. High-performing teams are very import to organizations because they consistently produce high quality output and develop a collective purpose for their work. This drive to succeed allows team members to utilize specific talents allowing for growth in these areas.  In addition, these team members usually take on a sense of ownership with their projects and feel that the other team members are irreplaceable. References: http://blog.assembla.com/assemblablog/tabid/12618/bid/3127/Three-ways-to-organize-your-team-co-located-outsourced-or-global.aspx Katzenbach, J.R. & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School.

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• Understanding the value of Customer Experience & Loyalty for the Telecommunications Industry

  - by raul.goycoolea

  Worried by economic woes and market forces, especially in mature markets, communications service providers (CSPs) increasingly focus on improving customer experience. In fact, it seems difficult to find a major message by a C-level executive in the developed world that does not include something on "meeting and exceeding customers' needs". Frequently in customer satisfaction studies by prominent firms, CSPs fall short of the leadership demonstrated by other industries that take customer-centric approaches to their bottom-line strategies. Consider the following:Despite the continued impact of global economic crisis, in July 2010, Apple Computer posted record revenue and net quarterly profit. Those who attribute the results primarily to the iPhone 4 launch should note that Apple also shipped around 30% more Macintosh computers than the same period the previous year. Even sales of the iPod line increased by 8% in a highly commoditized, shrinking media player market. Finally, Apple began selling iPads during the quarter, with total sales of more than 3 million units. What does Apple have that the others lack? Well, some great products (and services) to be sure, but it also excels at customer service and support, marketing, and distribution, and has one of the strongest brands globally. Its products are useful, simple to use, easy to acquire and augment, high quality, and considered very cool. They also evoke such an emotional response from many of Apple's customers, which they turn up their noses at competitive products.In other words, Apple appears to have mastered virtually every aspect of customer experience and the resultant loyalty of its customer base - even in difficult financial times. Through that unwavering customer focus, Apple continues to drive its revenues and profits to new heights. Other customer loyalty leaders like Wal-Mart, Google, Toyota and Honda are also doing well by focusing on customer experience as an essential driver of profitability. Service providers should note this performance and ask themselves how they might leverage the same principles to increase their own profitability. After all, that is what customer experience and loyalty are all about: profitability.To successfully manage all the critical touch points of customer experience, CSPs must shun the one-size-fits-all approach. They can no longer afford to view customer service fundamentally as an act of altruism - which mentality dates back to the industry's civil service days, when CSPs were typically government organizations that were critical to economic development and public safety.As regulators and public officials have pushed, and continue to push, service providers to new heights of reliability - using incentives and punishments - most CSPs already have some of the fundamental building blocks of customer service in place. Yet despite that history and experience, service providers still lag other industries in providing what is seen as good customer service.As we observed in the TMF's 2009 Insights Research report, Customer Experience Management: Driving Loyalty & Profitability there has been resurgence in interest by CSPs. More and more of them have stated ambitions to catch up other industries, and they are realizing that good customer service is a powerful strategy for increasing business performance and profitability, not an act of good will.CSPs are recognizing the connection between customer experience and profitability, as demonstrated in many studies. For example, according to research by Bain & Company, a 5 percent improvement in customer retention rates can yield as much as a 75 percent increase in profits for companies across a range of industries.After decades of customer experience strategy formulation, Bain partner and business author, Frederick Reichheld, considers "would you recommend us to a friend?" as the ultimate question for a customer. How many times have you or your friends recommended an iPod, iPhone or a Mac? What do your children recommend to their peers? Their peers to them?There are certain steps service providers have to take to create more personalized relationships with their customers, as well as reduce churn and increase profitability, all while becoming leaner and more agile. First, they have to define customer experience, we define it as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point - whether directly or indirectly linked to service providers and their partners - contributes to customer perception, satisfaction, loyalty, and ultimately profitability. Gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply - especially on the all-important bottom line. The scope of issues affecting customer experience is complex and dynamic.With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism.Customer loyalty = increased profitsAs stated earlier, customer experience programs are not fundamentally altruistic exercises, but a strategic means of improving competitiveness and profitability in the short and long term. Loyalty is essential to deriving long term profits from customers.Some of the earliest loyalty programs date back to the 1930s, when packaged goods companies offered embedded coupons for rewards to buyers, and eventually retail chains began offering reward programs to frequent shoppers. These programs continued for decades but were leapfrogged in the 1980s by more aggressive programs from the airlines.This movement was led by American Airlines, which launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer scheme. It was the first to reward frequent fliers with notional air miles that could be accumulated and later redeemed for free travel. Figure 1: Opportunities example of Customer loyalty driven profitOther airlines and travel providers were quick to grasp the incredible value of providing customers with an incentive to use their company exclusively. Within a few years, dozens of travel industry companies launched similar initiatives and now loyalty programs are achieving near-ubiquity in many service industries, especially those in which it is difficult to differentiate offerings by product attributes.The belief is that increased profitability will result from customer retention efforts because:•    The cost of acquisition occurs only at the beginning of a relationship: the longer the relationship, the lower the amortized cost;•    Account maintenance costs decline as a percentage of total costs, or as a percentage of revenue, over the lifetime of the relationship;•    Long term customers tend to be less inclined to switch and less price sensitive which can result in stable unit sales volume and increases in dollar-sales volume;•    Long term customers may initiate word-of-mouth promotions and referrals, which cost the company nothing and arguably are the most effective form of advertising;•    Long-term customers are more likely to buy ancillary products and higher margin supplemental products;•    Long term customers tend to be satisfied with their relationship with the company and are less likely to switch to competitors, making market entry or competitors gaining market share difficult;•    Regular customers tend to be less expensive to service, as they are familiar with the processes involved, require less 'education', and are consistent in their order placement;•    Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into higher customer satisfaction in a virtuous circle. Figure 2: The virtuous circle of customer loyaltyFigure 2 represents a high-level example of a virtuous cycle driven by customer satisfaction and loyalty, depicting how superiority in product and service offerings, as well as strong customer support by competent employees, lead to higher sales and ultimately profitability. As stated above, this is not a new concept, but succeeding with it is difficult. It has eluded many a company driven to achieve profitability goals. Of course, for this circle to be virtuous, the customer relationship(s) must be profitable.Trying to maintain the loyalty of unprofitable customers is not a viable business strategy. It is, therefore, important that marketers can assess the profitability of each customer (or customer segment), and either improve or terminate relationships that are not profitable. This means each customer's 'relationship costs' must be understood and compared to their 'relationship revenue'. Customer lifetime value (CLV) is the most commonly used metric here, as it is generally accepted as a representation of exactly how much each customer is worth in monetary terms, and therefore a determinant of exactly how much a service provider should be willing to spend to acquire or retain that customer.CLV models make several simplifying assumptions and often involve the following inputs:•    Churn rate represents the percentage of customers who end their relationship with a company in a given period;•    Retention rate is calculated by subtracting the churn rate percentage from 100;•    Period/horizon equates to the units of time into which a customer relationship can be divided for analysis. A year is the most commonly used period for this purpose. Customer lifetime value is a multi-period calculation, often projecting three to seven years into the future. In practice, analysis beyond this point is viewed as too speculative to be reliable. The model horizon is the number of periods used in the calculation;•    Periodic revenue is the amount of revenue collected from a customer in a given period (though this is often extended across multiple periods into the future to understand lifetime value), such as usage revenue, revenues anticipated from cross and upselling, and often some weighting for referrals by a loyal customer to others; •    Retention cost describes the amount of money the service provider must spend, in a given period, to retain an existing customer. Again, this is often forecast across multiple periods. Retention costs include customer support, billing, promotional incentives and so on;•    Discount rate means the cost of capital used to discount future revenue from a customer. Discounting is an advanced method used in more sophisticated CLV calculations;•    Profit margin is the projected profit as a percentage of revenue for the period. This may be reflected as a percentage of gross or net profit. Again, this is generally projected across the model horizon to understand lifetime value.A strong focus on managing these inputs can help service providers realize stronger customer relationships and profits, but there are some obstacles to overcome in achieving accurate calculations of CLV, such as the complexity of allocating costs across the customer base. There are many costs that serve all customers which must be properly allocated across the base, and often a simple proportional allocation across the whole base or a segment may not accurately reflect the true cost of serving that customer;  This is made worse by the fragmentation of customer information, which is likely to be across a variety of product or operations groups, and may be difficult to aggregate due to different representations.In addition, there is the complexity of account relationships and structures to take into consideration. Complex account structures may not be understood or properly represented. For example, a profitable customer may have a separate account for a second home or another family member, which may appear to be unprofitable. If the service provider cannot relate the two accounts, CLV is not properly represented and any resultant cancellation of the apparently unprofitable account may result in the customer churning from the profitable one.In summary, if service providers are to realize strong customer relationships and their attendant profits, there must be a very strong focus on data management. This needs to be coupled with analytics that help business managers and those who work in customer-facing functions offer highly personalized solutions to customers, while maintaining profitability for the service provider. It's clear that acquiring new customers is expensive. Advertising costs, campaign management expenses, promotional service pricing and discounting, and equipment subsidies make a serious dent in a new customer's profitability. That is especially true given the rising subsidies for Smartphone users, which service providers hope will result in greater profits from profits from data services profitability in future.  The situation is made worse by falling prices and greater competition in mature markets.Customer acquisition through industry consolidation isn't cheap either. A North American service provider spent about $2,000 per subscriber in its acquisition of a smaller company earlier this year. While this has allowed it to leapfrog to become the largest mobile service provider in the country, it required a total investment of more than $28 billion (including assumption of the acquiree's debt).While many operating cost synergies clearly made this deal more attractive to the acquiring company, this is certainly an expensive way to acquire customers: the cost per subscriber in this case is not out of line with the prices others have paid for acquisitions.While growth by acquisition certainly increases overall revenues, it often creates tremendous challenges for profitability. Organic growth through increased customer loyalty and retention is a more effective driver of profit, as well as a stronger predictor of future profitability. Service providers, especially those in mature markets, are increasingly recognizing this and taking steps toward a creating a more personalized, flexible and satisfying experience for their customers.In summary, the clearest path to profitability for companies in virtually all industries is through customer retention and maximization of lifetime value. Service providers would do well to recognize this and focus attention on profitable customer relationships.

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• Reference Data Management and Master Data: Are Relation ?

  - by Mala Narasimharajan

  Submitted By:  Rahul Kamath  Oracle Data Relationship Management (DRM) has always been extremely powerful as an Enterprise Master Data Management (MDM) solution that can help manage changes to master data in a way that influences enterprise structure, whether it be mastering chart of accounts to enable financial transformation, or revamping organization structures to drive business transformation and operational efficiencies, or restructuring sales territories to enable equitable distribution of leads to sales teams following the acquisition of new products, or adding additional cost centers to enable fine grain control over expenses. Increasingly, DRM is also being utilized by Oracle customers for reference data management, an emerging solution space that deserves some explanation. What is reference data? How does it relate to Master Data? Reference data is a close cousin of master data. While master data is challenged with problems of unique identification, may be more rapidly changing, requires consensus building across stakeholders and lends structure to business transactions, reference data is simpler, more slowly changing, but has semantic content that is used to categorize or group other information assets – including master data – and gives them contextual value. In fact, the creation of a new master data element may require new reference data to be created. For example, when a European company acquires a US business, chances are that they will now need to adapt their product line taxonomy to include a new category to describe the newly acquired US product line. Further, the cross-border transaction will also result in a revised geo hierarchy. The addition of new products represents changes to master data while changes to product categories and geo hierarchy are examples of reference data changes.1 The following table contains an illustrative list of examples of reference data by type. Reference data types may include types and codes, business taxonomies, complex relationships & cross-domain mappings or standards. Types & Codes Taxonomies Relationships / Mappings Standards Transaction Codes Industry Classification Categories and Codes, e.g., North America Industry Classification System (NAICS) Product / Segment; Product / Geo Calendars (e.g., Gregorian, Fiscal, Manufacturing, Retail, ISO8601) Lookup Tables (e.g., Gender, Marital Status, etc.) Product Categories City à State à Postal Codes Currency Codes (e.g., ISO) Status Codes Sales Territories (e.g., Geo, Industry Verticals, Named Accounts, Federal/State/Local/Defense) Customer / Market Segment; Business Unit / Channel Country Codes (e.g., ISO 3166, UN) Role Codes Market Segments Country Codes / Currency Codes / Financial Accounts Date/Time, Time Zones (e.g., ISO 8601) Domain Values Universal Standard Products and Services Classification (UNSPSC), eCl@ss International Classification of Diseases (ICD) e.g., ICD9 à IC10 mappings Tax Rates Why manage reference data? Reference data carries contextual value and meaning and therefore its use can drive business logic that helps execute a business process, create a desired application behavior or provide meaningful segmentation to analyze transaction data. Further, mapping reference data often requires human judgment. Sample Use Cases of Reference Data Management Healthcare: Diagnostic Codes The reference data challenges in the healthcare industry offer a case in point. Part of being HIPAA compliant requires medical practitioners to transition diagnosis codes from ICD-9 to ICD-10, a medical coding scheme used to classify diseases, signs and symptoms, causes, etc. The transition to ICD-10 has a significant impact on business processes, procedures, contracts, and IT systems. Since both code sets ICD-9 and ICD-10 offer diagnosis codes of very different levels of granularity, human judgment is required to map ICD-9 codes to ICD-10. The process requires collaboration and consensus building among stakeholders much in the same way as does master data management. Moreover, to build reports to understand utilization, frequency and quality of diagnoses, medical practitioners may need to “cross-walk” mappings -- either forward to ICD-10 or backwards to ICD-9 depending upon the reporting time horizon. Spend Management: Product, Service & Supplier Codes Similarly, as an enterprise looks to rationalize suppliers and leverage their spend, conforming supplier codes, as well as product and service codes requires supporting multiple classification schemes that may include industry standards (e.g., UNSPSC, eCl@ss) or enterprise taxonomies. Aberdeen Group estimates that 90% of companies rely on spreadsheets and manual reviews to aggregate, classify and analyze spend data, and that data management activities account for 12-15% of the sourcing cycle and consume 30-50% of a commodity manager’s time. Creating a common map across the extended enterprise to rationalize codes across procurement, accounts payable, general ledger, credit card, procurement card (P-card) as well as ACH and bank systems can cut sourcing costs, improve compliance, lower inventory stock, and free up talent to focus on value added tasks. Change Management: Point of Sales Transaction Codes and Product Codes In the specialty finance industry, enterprises are confronted with usury laws – governed at the state and local level – that regulate financial product innovation as it relates to consumer loans, check cashing and pawn lending. To comply, it is important to demonstrate that transactions booked at the point of sale are posted against valid product codes that were on offer at the time of booking the sale. Since new products are being released at a steady stream, it is important to ensure timely and accurate mapping of point-of-sale transaction codes with the appropriate product and GL codes to comply with the changing regulations. Multi-National Companies: Industry Classification Schemes As companies grow and expand across geographies, a typical challenge they encounter with reference data represents reconciling various versions of industry classification schemes in use across nations. While the United States, Mexico and Canada conform to the North American Industry Classification System (NAICS) standard, European Union countries choose different variants of the NACE industry classification scheme. Multi-national companies must manage the individual national NACE schemes and reconcile the differences across countries. Enterprises must invest in a reference data change management application to address the challenge of distributing reference data changes to downstream applications and assess which applications were impacted by a given change. References 1 Master Data versus Reference Data, Malcolm Chisholm, April 1, 2006.

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• Down Tools Week Cometh: Kissing Goodbye to CVs/Resumes and Cover Letters

  - by Bart Read

  I haven't blogged about what I'm doing in my (not so new) temporary role as Red Gate's technical recruiter, mostly because it's been routine, business as usual stuff, and because I've been trying to understand the role by doing it. I think now though the time has come to get a little more radical, so I'm going to tell you why I want to largely eliminate CVs/resumes and cover letters from the application process for some of our technical roles, and why I think that might be a good thing for candidates (and for us). I have a terrible confession to make, or at least it's a terrible confession for a recruiter: I don't really like CV sifting, or reading cover letters, and, unless I've misread the mood around here, neither does anybody else. It's dull, it's time-consuming, and it's somewhat soul destroying because, when all is said and done, you're being paid to be incredibly judgemental about people based on relatively little information. I feel like I've dirtied myself by saying that - I mean, after all, it's a core part of my job - but it sucks, it really does. (And, of course, the truth is I'm still a software engineer at heart, and I'm always looking for ways to do things better.) On the flip side, I've never met anyone who likes writing their CV. It takes hours and hours of faffing around and massaging it into shape, and the whole process is beset by a gnawing anxiety, frustration, and insecurity. All you really want is a chance to demonstrate your skills - not just talk about them - and how do you do that in a CV or cover letter? Often the best candidates will include samples of their work (a portfolio, screenshots, links to websites, product downloads, etc.), but sometimes this isn't possible, or may not be appropriate, or you just don't think you're allowed because of what your school/university careers service has told you (more commonly an issue with grads, obviously). And what are we actually trying to find out about people with all of this? I think the common criteria are actually pretty basic: Smart Gets things done (thanks for these two Joel) Not an a55hole* (sorry, have to get around Simple Talk's swear filter - and thanks to Professor Robert I. Sutton for this one) *Of course, everyone has off days, and I don't honestly think we're too worried about somebody being a bit grumpy every now and again. We can do a bit better than this in the context of the roles I'm talking about: we can be more specific about what "gets things done" means, at least in part. For software engineers and interns, the non-exhaustive meaning of "gets things done" is: Excellent coder For test engineers, the non-exhaustive meaning of "gets things done" is: Good at finding problems in software Competent coder Team player, etc., to me, are covered by "not an a55hole". I don't expect people to be the life and soul of the party, or a wild extrovert - that's not what team player means, and it's not what "not an a55hole" means. Some of our best technical staff are quiet, introverted types, but they're still pleasant to work with. My problem is that I don't think the initial sift really helps us find out whether people are smart and get things done with any great efficacy. It's better than nothing, for sure, but it's not as good as it could be. It's also contentious, and potentially unfair/inequitable - if you want to get an idea of what I mean by this, check out the background information section at the bottom. Before I go any further, let's look at the Red Gate recruitment process for technical staff* as it stands now: (LOTS of) People apply for jobs. All these applications go through a brutal process of manual sifting, which eliminates between 75 and 90% of them, depending upon the role, and the time of year**. Depending upon the role, those who pass the sift will be sent an assessment or telescreened. For the purposes of this blog post I'm only interested in those that are sent some sort of programming assessment, or bug hunt. This means software engineers, test engineers, and software interns, which are the roles for which I receive the most applications. The telescreen tends to be reserved for project or product managers. Those that pass the assessment are invited in for first interview. This interview is mostly about assessing their technical skills***, although we're obviously on the look out for cultural fit red flags as well. If the first interview goes well we'll invite candidates back for a second interview. This is where team/cultural fit is really scoped out. We also use this interview to dive more deeply into certain areas of their skillset, and explore any concerns that may have come out of the first interview (these obviously won't have been serious or obvious enough to cause a rejection at that point, but are things we do need to look into before we'd consider making an offer). We might subsequently invite them in for lunch before we make them an offer. This tends to happen when we're recruiting somebody for a specific team and we'd like them to meet all the people they'll be working with directly. It's not an interview per se, but can prove pivotal if they don't gel with the team. Anyone who's made it this far will receive an offer from us. *We have a slightly quirky definition of "technical staff" as it relates to the technical recruiter role here. It includes software engineers, test engineers, software interns, user experience specialists, technical authors, project managers, product managers, and development managers, but does not include product support or information systems roles. **For example, the quality of graduate applicants overall noticeably drops as the academic year wears on, which is not to say that by now there aren't still stars in there, just that they're fewer and further between. ***Some organisations prefer to assess for team fit first, but I think assessing technical skills is a more effective initial filter - if they're the nicest person in the world, but can't cut a line of code they're not going to work out. Now, as I suggested in the title, Red Gate's Down Tools Week is upon us once again - next week in fact - and I had proposed as a project that we refactor and automate the first stage of marking our programming assessments. Marking assessments, and in fact organising the marking of them, is a somewhat time-consuming process, and we receive many assessment solutions that just don't make the cut, for whatever reason. Whilst I don't think it's possible to fully automate marking, I do think it ought to be possible to run a suite of automated tests over each candidate's solution to see whether or not it behaves correctly and, if it does, move on to a manual stage where we examine the code for structure, decomposition, style, readability, maintainability, etc. Obviously it's possible to use tools to generate potentially helpful metrics for some of these indices as well. This would obviously reduce the marking workload, and would provide candidates with quicker feedback about whether they've been successful - though I do wonder if waiting a tactful interval before sending a (nicely written) rejection might be wise. I duly scrawled out a picture of my ideal process, which looked like this: The problem is, as soon as I'd roughed it out, I realised that fundamentally it wasn't an ideal process at all, which explained the gnawing feeling of cognitive dissonance I'd been wrestling with all week, whilst I'd been trying to find time to do this. Here's what I mean. Automated assessment marking, and the associated infrastructure around that, makes it much easier for us to deal with large numbers of assessments. This means we can be much more permissive about who we send assessments out to or, in other words, we can give more candidates the opportunity to really demonstrate their skills to us. And this leads to a question: why not give everyone the opportunity to demonstrate their skills, to show that they're smart and can get things done? (Two or three of us even discussed this in the down tools week hustings earlier this week.) And isn't this a lot simpler than the alternative we'd been considering? (FYI, this was automated CV/cover letter sifting by some form of textual analysis to ideally eliminate the worst 50% or so of applications based on an analysis of the 20,000 or so historical applications we've received since 2007 - definitely not the basic keyword analysis beloved of recruitment agencies, since this would eliminate hardly anyone who was awful, but definitely would eliminate stellar Oxbridge candidates - #fail - or some nightmarishly complex Google-like system where we profile all our currently employees, only to realise that we're never going to get representative results because we don't have a statistically significant sample size in any given role - also #fail.) No, I think the new way is better. We let people self-select. We make them the masters (or mistresses) of their own destiny. We give applicants the power - we put their fate in their hands - by giving them the chance to demonstrate their skills, which is what they really want anyway, instead of requiring that they spend hours and hours creating a CV and cover letter that I'm going to evaluate for suitability, and make a value judgement about, in approximately 1 minute (give or take). It doesn't matter what university you attended, it doesn't matter if you had a bad year when you took your A-levels - here's your chance to shine, so take it and run with it. (As a side benefit, we cut the number of applications we have to sift by something like two thirds.) WIN! OK, yeah, sounds good, but will it actually work? That's an excellent question. My gut feeling is yes, and I'll justify why below (and hopefully have gone some way towards doing that above as well), but what I'm proposing here is really that we run an experiment for a period of time - probably a couple of months or so - and measure the outcomes we see: How many people apply? (Wouldn't be surprised or alarmed to see this cut by a factor of ten.) How many of them submit a good assessment? (More/less than at present?) How much overhead is there for us in dealing with these assessments compared to now? What are the success and failure rates at each interview stage compared to now? How many people are we hiring at the end of it compared to now? I think it'll work because I hypothesize that, amongst other things: It self-selects for people who really want to work at Red Gate which, at the moment, is something I have to try and assess based on their CV and cover letter - but if you're not that bothered about working here, why would you complete the assessment? Candidates who would submit a shoddy application probably won't feel motivated to do the assessment. Candidates who would demonstrate good attention to detail in their CV/cover letter will demonstrate good attention to detail in the assessment. In general, only the better candidates will complete and submit the assessment. Marking assessments is much less work so we'll be able to deal with any increase that we see (hopefully we will see). There are obviously other questions as well: Is plagiarism going to be a problem? Is there any way we can detect/discourage potential plagiarism? How do we assess candidates' education and experience? What about their ability to communicate in writing? Do we still want them to submit a CV afterwards if they pass assessment? Do we want to offer them the opportunity to tell us a bit about why they'd like the job when they submit their assessment? How does this affect our relationship with recruitment agencies we might use to hire for these roles? So, what's the objective for next week's Down Tools Week? Pretty simple really - we want to implement this process for the Graduate Software Engineer and Software Engineer positions that you can find on our website. I will be joined by a crack team of our best developers (Kevin Boyle, and new Red-Gater, Sam Blackburn), and recruiting hostess with the mostest Laura McQuillen, and hopefully a couple of others as well - if I can successfully twist more arms before Monday.* Hopefully by next Friday our experiment will be up and running, and we may have changed the way Red Gate recruits software engineers for good! Stay tuned and we'll let you know how it goes! *I'm going to play dirty by offering them beer and chocolate during meetings. Some background information: how agonising over the initial CV/cover letter sift helped lead us to bin it off entirely The other day I was agonising about the new university/good degree grade versus poor A-level results issue, and decided to canvas for other opinions to see if there was something I could do that was fairer than my current approach, which is almost always to reject. This generated quite an involved discussion on our Yammer site: I'm sure you can glean a pretty good impression of my own educational prejudices from that discussion as well, although I'm very open to changing my opinion - hopefully you've already figured that out from reading the rest of this post. Hopefully you can also trace a logical path from agonising about sifting to, "Uh, hang on, why on earth are we doing this anyway?!?" Technorati Tags: recruitment,hr,developers,testers,red gate,cv,resume,cover letter,assessment,sea change

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• Is the PowerPC (G4) architecture better than Intel x86 architecture for certain types of application

  - by ralphc

  I have a PowerMac G4 from around the year 2000. It's a serviceable Unix machine but I don't do much with it since I have plenty of Pentium 4 machines around with Linux on them. I was wondering if the PowerPC based machine is capable of handling certain tasks faster or "better" than Intel based machines, or is it just another computer to use. I have OSX 10.4 Tiger for it, and I don't mind installing Yellow Dog Linux or UbuntuPPC if that will make it more useable.

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• USB 3 vs. eSATA

  - by Robert Nickens

  Will the full speed advantages of the future USB 3.0 be negated by the fact the most HD being mass produced are SATA 3? If so, what would you suggest a person do? For performance reasons go with eSATA or 1394 for external HDs. Why spend the money on USB 3.0 next year,even if the prices come down quickly. Given that SATA 6 is not here and may be a while.

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• 2 - 2ghz quad core processors or 2 - 3.0ghz dual core processors

  - by Josh

  I'm trying to decide which spare server I should use to build a backup file/print server. These are both Dell PE2950 machines that haven't been used in about a year or so. One has 2 2.0 ghz quad core procs, and the other has 2 3.0 ghz dual core procs. None of these are the Nehalem procs since they're 2-3 years old. Thanks!

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• Mouse pointer strange problem...

  - by pask

  Hi all, i have last ubuntu installed (10.10), but from an year and thousand updates, video drivers updates, an hundreds of tricks, the mouse pointer is showed like an UGLY square... These are the screenshots: http://www.albertopasca.it/temp/ubuntu_mouse_1.jpg http://www.albertopasca.it/temp/ubuntu_mouse_2.jpg I have no idea what to do to solve this problem. Anyone of you have an idea to solve it? thanks, A

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• How can I find out the screen resolution and dpi on my mac book pro

  - by michael

  Hi, Can you please tell me how can I find out the screen resolution and dpi for the screen on my mac book pro (I got it last year, 2009). Thank you.

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• What is a good ratio of consultant to full time employees?

  - by Andre

  We are looking at significantly increasing our development next year and we are wondering how many consultants we could support without alienating long term employees and remaining relatively efficient? Any thoughts? Thanks, Andre

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• Paste string of date format mm/dd/yy to iWork-Numbers

  - by David.Chu.ca

  I have trouble to paste a list of strings in the format of 'mm/dd/yy' into iWork-Numbers. For example: 04/01/10 04/03/10 04/13/10 The result will be: 2004-01-10 2004-03-10 04/13/10 It looks like that Numbers convert the mm into year, then month and last day. Is there any way to paste whatever as they are? Do I have to change settings in Numberers or System preference?

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• Nagios Statistics for Notifications/Alerts

  - by bread555

  We have had our Nagios installation up for a year, and we are now required to give some statistics on how much it has worked and what it has done in the environment. As such, I was wondering if anyone knows if Nagios also holds data records on how many alerts and notifications it sends out? I am not necessarily looking for reports on what it alerted on, but just some raw statistics for a powerpoint. TL:DR Can I extract how many notifications and alerts Nagios has produced in it's existence or between certain dates?

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• What to do with old OS install media?

  - by dwj

  I'm doing an end-of-the-year clean up and found some old OS install media - Mac OS X 10.3.5, Windows 2000, Windows XP. It seems wrong to just throw them out but they can't have a home with me anymore.  Is there some place I can donate them to?  Anyone know of anyone collecting this stuff for posterity?

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• How do I automate OS installation on 500+ machines?

  - by Igor

  My company has to image a large amount of machines by the end of the year. Each of the machines will have hardware RAID 1 and running CentOS 6. What options do I have for automating the OS installation on these systems? I have a little mini desktop I can set up as an install server, and we can get a switch to create an installation network, but I'm not sure how to go about actually performing the automated installs.

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• How long do Lithium Ion batteries normally last?

  - by Zifre

  On the laptop I have, I've had to buy a new Li-Ion batter roughly every year. I do use this computer quite a lot, but I'm wondering if this is normal. Right now, my battery is completely dead (it lasts for about 0.1 seconds), so I plan on buying a new one soon. Is there anything you can do to prevent Li-Ion batteries from going dead so quickly?

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• What is this very short power cable called?

  - by Portman

  I have a couple of networking components in my rack that take giant AC adapters ("power bricks") that don't fit neatly into my rackmount PDU. I have one "thingy" that is shown below, and I need to buy a few more. But I have no idea what I'm searching for because I don't know what the "thingy" is called. Yes, this drawing is terrible. I would ask my 4-year-old to draw it for me because she's a better artist, but she's taking a nap.

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• Little girl friendly versions of Linux (or themes for Linux)

  - by Hamish Downer

  I'm going to install Linux on a PC for a daughter (age 7) of a friend of mine. I recently came across Hannah Montana Linux. The parents don't want a commercially branded thing going on, so no Hannah Montana. But I was wondering if there were other linux distros - or desktop themes - that would be cool for a 7 year old girl. All suggestions welcome.

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• Performance Tweaks for Adobe After Effects?

  - by Roy Rico

  I am a new user to Adobe After Effects. I have a 2 year old system, which i just upgraded to 8GB of ram (from 3GB). I've also switched my windows page file to a seperate physical drive. I'm looking for additional suggestions for After Effects.

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• HP Pavilion DV6 doesn't recognize wireless networks

  - by Mike N.

  Okay so about a few weeks after I got my laptop the wifi would connect and disconnect, off and on. And every time I troubleshoot it, a message comes up saying there's a network cable not properly plugged in or broken... It's been doing this for about a year and I usually just tap the bottom of the laptop or something and the wifi connects again but now it refuses to turn back on, how do I fix this?

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• How do you use 4GB of RAM?

  - by Xeoncross

  I have a Quad Core Intel PC with 4GB of RAM - I've been using it over a year to run web server stress tests (ab.exe -n 5000 -c 500), encode HD video, play games, open hundreds of tabs in multiple browsers (simultaneously), worked on multi-layered +8000px art in photoshop and just about every other thing you can think of. As of yet I've never passed 2.3GB of RAM usage. How in the world do you use all 4GB? Is there any use for it?

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• How would health insurance businesses be able to stay viable if the Senate bill is passed?

  - by Clark Edison

  As I understand it, the bill forces all Americans to have health insurance. However, I think that the fine for having no health insurance is around $750. But after the year 2014, health insurance companies will not be able to turn customers away for preexisting conditions. Why wouldn't someone pay the fine or buy low end coverage until they got ill and supplement the coverage or buy an extensive plan?

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• MacBook Pro Intermittent Wireless Connection

  - by Pisaro

  I bought a macbook pro last year (I liked it a lot but I am still getting use to it), and since then I have been experiencing intermittent wireless connection. I researched a lot in internet about what could be causing this but there are many reason that it could be affecting I posted my questions in Apple's help forum and I haven't received any help yet I am wondering if anybody had or still has the same problem than me Any info would be more than appreciated thanks Pisaro - London

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• Major computer speed problems

  - by Glen654

  I've been running Windows 7 on my laptop for about a year now, and have had no issues regarding speed. About a month ago, my computer had what I refer to now as an "episode" where it runs extremely slow, when I open Task Manager I see no significant processes running, nothing out of the ordinary, but my computer is at 100% CPU usage. Usually restarting fixed this problem, but it seems to have gotten worse to the point where restarting does not fix this problem, and it's interfering with my work. What should I do?

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• Is there any natural way to cite a newspaper article in BibTex/LaTeX?

  - by Rob

  I'd like to be able to cite a newspaper article in LaTeX, but Bibtex seems to have no date field (it has year and month, but that doesn't seem sufficient). Is there any good way around this?

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