According to Gigaom, Google has signed up its first reseller, a company called RightScale, which is offering a “cloud management platform”.
It helps an enterprise automate routine tasks, monitor usage and monthly costs, and control security options.
As a reseller RightScale works with other major providers of Internet-delivered computing power and storage, including Amazon, RackSpace, HP Cloud, and Windows Azure. But its products have always worked with Compute Engine since Google launched the cloud service in June.
What this means is that Google has finally woken up and realised that its enterprise customers not only need someone to sell them the products, but also hold their hands if something goes tits up.
One of the difficulties that Google has had is that the company is so big, that getting information on its products, particularly when something goes wrong, is difficult.
But there are some elements of self-protection here. This partnership announcement comes a week after Amazon launched a new service called OpsWorks, which competes with RightScale. This means that by having resellers Google and the reseller can protect each other from the Amazon juggernaut.
In the long term Google will probably do better than Amazon. It has a lot more experience running Apps on the Cloud, and soon its products will be faster and cheaper but this announcement is a reminder that even super-companies like Google need resellers to get their products out there.
Google is also the new kid on the block and many corporate customers will not be aware that it is out there yet. Having a reseller pushing product is one way of raising the profile.
Microsoft lowered Windows Azure price on SQL Reporting Services, which is used for business intelligence-type applications.
The SQL Reporting Service is now measured at increments of 30 reports at $0.16 per hour. The previous charge was measured at $0.88 per hour in increments of 200 reports.
Writing in its bog Vole claims that “the smaller report increment will give customers better use of the service and lower effective price points”.
Like most of the postings that Microsoft has made on its cloud offerings this one is as clear as mud. That is one of the things that resellers have been moaning about when it comes to Azure. The licensing arrangements are so Byzantine you have to be Constantine the Great to understand how they all work.
Customers have to pay for the compute time, data storage and data access and the bandwidth of the data transferred out of the cloud. Those various services get priced per GB. Then there is a monthly fee rolled into the overall cost if an organization uses SQL Azure.
To make matters worse, at the end of last year, Vole started reducing the price for Windows Azure Storage (WAS), claiming that costs could be reduced by 28 percent. WAS offers geo-replication storage support, as well as lower cost “redundant storage”. The geo-replication storage service is turned on by default.
However according to RPC magazine the service cannot be that good because when there was a two-day Windows Azure service disruption in December, Vole did not bother using it. If it had, Microsoft would have lost customer data.
Microsoft is apparently planning a few price more cuts which look even more complex as they are discounts based on spending tiers.
All this is because of the effectiveness of Amazon, particularly Amazon Elastic Cloud Compute (EC2) and Amazon Web Services (AWS). Amazon cut data transfer prices by as much as 83 percent. In addition, Amazon decreased some EC2 on-demand prices by up to 13 percent.
All up this is making the life of the reseller trying to sell Azure based offerings a little harder. Price cuts would make things a lot more competitive, if the original pricing structure was not so complex. Trying to sell such a complex structure to a client is a tough sell, particularly when the customer does not know what they are getting into.
HMV’s pooch has been put down. Staring into a rifle rather than a gramophone, Nipper’s one of the latest goners in the struggling high street. The question is just why exactly he and the chain have taken this long to croak.
His Master’s Voice had been shouting – with a sickly sore throat – for quite some time about how it is still relevant. HMV tried to launch a digital on-demand service, it committed more of its shelf space to electronics, and attempted to lift itself out of an inevitable quagmire. All the nostalgia is fair enough considering the brand’s longstanding legacy (though this Telegraph article makes a compelling case otherwise) – what doesn’t make sense is the illogical idea that Britain’s high street is integral to its national character or even its larger economy. Britain went through the luddite movement once already. Haven’t we learned our lesson? Once the technology is out there, you can’t turn back the clock, and trying to do so is understandable, but stupid.
Shopping online makes sense. This is why it is so successful. Given the choice between getting on a bus, standing in a queue, paying more, and with a limited selection – compared to one click ordering in under a minute, cheap, for exactly what you want or need – is it any surprise the consumer has largely chosen the web? It is possible that a retailer will figure out a hybrid model at some point in the future, and bargain or pound shops are unlikely to have many problems in a recession, but for the sort of commodities that don’t need to be tried on, the internet is a better option.
Any sympathies in wake of the bust must be directed toward the thousands of staff that lost their jobs because management refused to innovate in an age where taking risks and doing so is the only way to succeed. Consistently playing catch-up, and thoroughly outpaced, it is a miracle HMV managed to hold on as long as it did. As for the unfortunate staff: let the demise of HMV, and all the others, work as a warning that in a permanently connected society it’s now nearly impossible to rest on your laurels and run a successful operation. HMV, of course, is only one of the most recent. Jessops (which previously shared the same chief executive as HMV’s last) was another casualty, before it, Comet, and before that, more. It has just been announced that Blockbuster will go into administration – South Park aired an episode about the inevitability of this outcome in October 2012.
Britain’s high street hasn’t been about some vague and nostalgic notion of community for a long time. Its steady transformation from local merchants and butchers to identikit hubs of big brand shops, that look the same in every British suburb, was complete years ago.
Adam Smith described Britain as a nation of shopkeepers, and that – first published in 1776 – is still true today. But it is something that must change. The high street’s death rattle has only just begun. An economy committed to hiring people to sell products – let alone barely producing – is bound to fail, and we can only expect more casualties to come.
According to some critics, the blame is solely in the hands of management. Speaking with ChannelEye, Luke Ireland, business strategy adviser and non-executive director, said: “It is no surprise that we see three more major retailers succumb to the power of the internet.
“Don’t blame tax avoidance or government policy blame the management for not embracing the internet.
“It’s not going away and unless you fundamentally build it into everything you do your business will fail. I feel for the staff but if you work for a retail business which ignores the internet I’d look for another job.”