19 Nov 2013
When HP launched Chromebooks running Google Chrome operating system, it had high hopes for offering consumers and businesses an alternative to Windows-based PCs.
Now, it’s suffering a minor setback as it pulls Chromebook 11 models from circulation because over overheating power supplies. HP began pulling Chromebook 11 — the 11-inch version — of the Google-based PC from retail outlets and channel distribution because it had received a handful of reports that its micro-USB power supplies were overheating and creating a fire hazard.
“Google and HP are pausing sales of the HP Chromebook 11 after receiving a small number of user reports that some chargers included with the device have been damaged due to overheating during use. We are working with the Consumer Product Safety Commission to identify the appropriate corrective action, and will provide additional information and instructions as soon as we can,” wrote Caesar Sengupta, vice president of product management at Google in a blog post.
HP and Google say Chromebook 11 owners shouldn’t use the original power supply and cord that came with their devices. Instead, they recommend using alternative micro-USB charger approved by Underwriters Laboratories. Many chargers that come with common tablets and smartphones will suffice.
There’s no telling when Chromebook 11 will return to market. HP Chromebook 14, the larger version of the Chrome-based PCs, are unaffected by the power supply issue.
While a setback, Chromebook 11’s power supply problem is likely just a minor incident. HP seems committed to the notion of carrying PCs that operate on different platforms and lessening its dependence on Microsoft Corp. for operating systems.
The HP Chromebooks are a direct response to Microsoft continuing to push its Windows-based tablets, Surface, to market in competition with similar tablets produced by PC vendors. HP CEO Meg Whitman recently cited Microsoft as a competitor because of the Surface tablet.
HP isn’t the only PC vendor offering Chrome-based machines. Lenovo, Samsung and Acer all offer Chrome-based PCs. However, HP is the only vendor making a major push in the retail and business-to-business channels with the Microsoft alternative. By many indications, the Chromebook 11 was selling well prior to the suspension.
Chances are it will return to distribution once the power supply problem is diagnosed and corrected. There’s little chance this incident will slow the growing list of Microsoft alternatives.
As part of our special editorial relationship, CRN is republishing this article from Channelnomics
04 Nov 2013
The ESET philosophy is that the end-user is buying peace of mind...protection for their IT systems and a path to a less stressful, more enjoyable working environment.
Purchasing the licence is only the start of this process.
Channel partners form a key role in bringing protection to end users by providing high-level pre-sales and after-sales service and support to ALL end-users which we would not be able to provide ourselves.
This enables workers to focus on what they are good at whatever their business, with the confidence that their infrastructure will support them.
As our channel partners have such an integral role in our business we go out of our way to support them, and here is how we do it; All our resellers have a dedicated ESET account management team including a territory sales manager and an internal partner account manager.
This allows us to work closely with our resellers’ in-house sales teams whilst ensuring someone is available within our offices at all times to provide account support. We also offer monthly training sessions to engage with our partners and keep them updated with the latest product and technical developments.
Our technical training focuses on offering the best possible first-line support to which our customers are accustomed, whilst our sales & product sessions focus on providing attendees with a detailed understanding of the product range and advice on attracting and retaining new business.
A key benefit of ESET’s reseller support is our fast response; UK-based technical assistance is available seven days a week. Whilst we expect our partners to provide first-line support to their customers, should they not be available the end user can come direct to us.
Our marketing resource centre provides partners with a wide range of resources including web pages, banners and product datasheets. Many of the items within the resource centre have been produced due to requests from our existing channel partners, showing our commitment to listening, supporting and adapting to our channel partner requirements, and we continue to adapt this resource based on our partner’s feedback.
For unsurpassed marketing, sales & technical support join the ESET movement today!
Georgie Messenger is reseller marketing executive at ESET
08 Oct 2013
Despite it being arguably the UK's best-known distribution brand, the name Computer 2000 has been a comic gift for the comperes of the CRN's Channel Awards down the years.
Everyone from Jimmy Carr to Ed Byrne has not believed their luck to discover that one of our industry's main protagonists has a bizarrely outdated moniker that immediately conjures up images of the millennium bug, brick-like mobile phones and dial-up internet.
Not great for a firm striving to be at the cutting edge of technology.
That all changed this week when C2K announced its brand had been confined to the annals of history as it finally adopted the name of its parent - Tech Data - 15 years after it was acquired by the US-based goliath distributor.
So what took it so long?
Well, although Tech Data had wanted to roll its brand to the UK for years, outside of introducing the prefix 'TD' to some parts of the business it wasn't able to do this due to the existence of another similarly named local distributor, security specialist Tekdata.
Word has it that - after years of wrangling - Tekdata owner Micro-P finally accepted a fat wad of cash from Tech Data to make the name go away and in April Tekdata was rebranded as Micro-P Security.
C2K's name change rectifies an anomaly by finally bringing it in line with the rest of Tech Data, a much more powerful brand globally and one that is already known even among its UK reseller base.
But why did the two parties - Tech Data and Tekdata - finally reach a deal now? It's hard to say but maybe Micro-P felt it was finally the right time to retire the brand of a firm it acquired way back in 2007. But the agreement was also likely spurred on by Tech Data's desire to ditch C2K before the integration of recent acquisition SDG is completed. This means SDG's reseller and vendor partners will only have to endure one system change as opposed to two.
Tech Data UK marketing director Andy Dow would not confirm or deny whether money changed hands between the two distributors but told us it was "critical" the rebrand occurred before the SDG integration was completed."
"With Micro-P no longer using the Tekdata name, there was no conflict in the distribution channel and we were able to go ahead and use the name," he said.
Dow admitted that Tech Data "feels a lot more current" than C2K, adding that he was not even sure whether '2000' referred to a year or a number.
"Computer 2000 is a stronger name [than Tech Data] in the UK, however vendors deal with us as Tech Data across Europe and we spend a lot of time explaining why one country is different," he said. "Many resellers also refer to us as Tech Data - it's not a big change as this is a name they are familiar with.
In any case, the UK's largest distributor could finally go under the radar of this year's Channel Awards compere as they scan the list of nominees for comedy gold.
02 Sep 2013
Recently Amazon's hosting service, EC2, went down for several hours causing customers such as Airbnb, Instagram, Netflix and Vine to go offline, plus a myriad of lesser known companies.
The lesson that cloud providers still don't seemed to have learned from the Amazon outage is that you should never have a single point of failure, and trusting 100 per cent of your hosting to one supplier - no matter how big they are - is a single point of failure.
Every datacentre and hosting provider goes down once a year; there are just so many links in the chain to keep unbroken 24/7/365.
If cloud providers are serious about uptime they need to spread the load across multiple data centres or hosting providers across two disparate datacentres, geographically separate and each with different power and internet connections and have a facility to switch the service when one system fails.
But that is tricky to do with services like EC2. It is technically possible to have a failover system for EC2 in place, but it would be costly to have a system sufficiently powerful enough to handle all your load just twiddling its thumbs for 364 days in the year.
Load balancing across that system and EC2 would be complicated, to say the least. You really need to have two hosting providers, of equal size and with identical architecture, then spread the load across each, but with both having the capacity to handle the whole load if needed in an emergency.
If cloud providers are serious about customer satisfaction, they need to change their mindset so that downtime is not acceptable, and build their architecture accordingly.
28 Aug 2013
Cybercrime is not a myth, it is a significant abuse that impacts us all, but the reality is that we rarely know how much it truly costs us all. For example, do we know exactly how many hundreds of millions banks lose to identity theft each year? The answer is no, we don't know the exact figure. The primary reason for this is that only researched and reported events come to light, while most simply remain unrecorded, or even worse in some cases, undetected.
We should also consider the hidden cost of cybercrime. The IT team dealing with protecting you from daily network and system attacks are dedicating significant resources doing so but don't account for their costs because many would not consider this daily management as a ‘security incident'. Yet a significant part of the cost of cybercrime is in the amount spent in defending against it. This simply means that true ‘cost of cybercrime' figures can never be entirely accurate, as we saw recently with McAfee's CTO Mike Fey saying he regretted the $1trn cost of cybercrime figure the firm had previously released.
The truth is it is very difficult to get really accurate data about cybercrime in all its varying forms. We know cybercrime exists, we know it has a major, sometimes devastating impact on individuals and organisations, but it is really hard to quantify its overall costs to us all accurately. This brings its own set of problems.
The IT security industry wants to highlight the impact of an attack to businesses to show the tangible consequences. We want to stress to users, businesses and all technology users that cybercrime is a very real threat and they need to act to address it. Certainly with the rise and rise of mobile coupled with the increase in mobile malware, time is of the essence for users to protect their data. Yet there is some apathy with many users. The belief that ‘it'll never happen to me' is rife amongst consumers and businesses. So much so that some in the IT security sector have resorted to shock tactics to force users into action but this cannot continue.
The security industry has often been accused of using FUD (Fear, Uncertainty & Doubt) to scaremonger and that has to stop - we need to cut the FUD, the fear and the frenzied reaction it instigates. People look at statistics from a security expert and they believe them. If they are inaccurate, this could have a knock-one effect. In a business scenario, an organisation could very well build its security procedures based on figures being discussed in the IT security world. If such statistics are wrong, then that could undermine that business' approach to security, and break the trust that businesses have in the security sector.
In order to beat cybercrime, we need to clearly understand its inner workings, objectives and impact. And that information must be accurate. The security industry needs to be especially trustworthy - being even remotely dishonest impacts our role in helping users protect themselves against criminals. The information we provide also needs to be transparent, provide context to its use of statistics, and be rigorous in defining the implications of those statistics. Only then will we ensure the security of consumers and businesses alike.
George Anderson (pictured, above left) is enterprise product marketing manager at Webroot
02 Aug 2013
In an era of austerity and budget cuts, it is small wonder that G-Cloud, and its potential to deliver a range of benefits across government agencies, has remained one of the public sector’s biggest talking points of the last year.
The issue has gained greater clarity in recent weeks however, with senior delegates at last week’s G-Cloud in Practice conference being told that thanks to emerging technology, the public sector faces a very real opportunity to make significant cost savings, improve front line public services and help reinvigorate the UK economy.
The primary message to come out of the event was that there is broad consensus that traditional, siloed approaches to public ICT have proved over complex, expensive and ultimately unsuccessful. That’s paired with a growing appreciation that G-Cloud presents the opportunity to share costs and engage services on a Pay-as-you-Go basis, offering not only a significant opportunity to save substantial sums of money, but also to enable a renewed focus on improving the delivery of front line services.
That’s a key point: G-Cloud is not about cutting costs by reducing headcounts. It’s about slashing the time and resource invested in maintaining ICT infrastructures in order to enable existing teams to focus on core operational issues rather than technical housekeeping. It’s crucial to remember that cost cutting is not the only factor at play.
One of the primary drivers behind the push for cloud adoption is that ultimately, its main focus is on accessing some of the most critical skills in British industry to become better at delivering key services.
Cloud has enormous potential to have a positive impact upon the bigger picture. Ultimately we are creating an ecosystem where rather than engaging solely with monolithic international players, the public sector now has the opportunity to not only exploit the benefits of working with a dynamic, innovative range of SMBs, but also to spend within the national economy, promoting our native technology sector and ultimately strengthening the country’s financial position.
24 Jul 2013
Editor’s note: As part of our special editorial partnership, CRN is publishing this recent article from Channelnomics in the US.
Like an aging Olympian whose running stride had seen better days, Apple limped across the second quarter finish line with one per cent overall growth.
While beating Wall Street estimates and its own forecast, Apple’s growth has been stunted by rapidly falling tablet demand. Returning to growth, the company says, may include getting more aggressive in sales to businesses, and that would require a channel.
The iPhone smartphone remains the dominant product in the Apple portfolio, having sold 31.2 million units in the second quarter when analyst had forecast sales of 26.1 million. However, Apple only sold 14.6 million iPad tablets, down 14 per cent from the previous year. Apple and analysts believe sales and revenue will pick up in the Autumn when back-to-school season kicks in and the holidays approach.
Expected new models of both the iPhone and iPad are expected to stimulate sales. And rumored large-screen versions of the iPad could also help drive new demand.
Hurting Apple is a variety of market factors, including stiff competition in all markets by cheaper smartphones with more features, foreign currency exchange fluctuations, and a general market saturation of mobile products putting pressure on pricing.
Apple and observers believe new products, such as a larger iPad, different iPhone models at different price points, and the anticipated smartwatch will help lift sales and revenue.
Few expect any of these products to be runaway hits like the iPhone, iPad and iPod were; growth will have to come from somewhere, and CEO Tim Cook is already intimating that expanded channels could be the answer.
On the earnings call yesterday, Cook said there are a number of “levers” that can push on to stimulate growth, including increasing sales to business through expanded channels and expansion in emerging markets. In both cases, Apple will need channel partners who have relationships with end user customers for designing, selling and supporting Apple products.
In other words, Apple could soon be having a the same moment Dell had in 2006 when it decided to abandon its direct sales-only model and build a broad channel program. Apple does already have a partner program, but it’s dominated by application developers.
While Apple does work with many solution providers, it’s generally apathetic toward the channel. The same do not disturb message has been on the Apple partner application page for more than two years.
It reads: “Thank you for your interest in the Apple Channel Programs. Apple is not currently accepting reseller or service provider applications. Please check the Apple Channel Programs page periodically for new information.”
VARs get around the Apple blockade by not selling products but integrating and supporting them with other business solutions. They tell Channelnomics that it’s easier and more profitable to provide services to Apple customers than trying to deal with Apple itself.
To date, Apple has been able to dictate terms to its partners because it was the belle of the ball.
Now that the shine has come off Apple and it may need to embrace the channel, it may find a less receptive reseller community.
The point is the tide is turning rapidly for Apple and it will need to make some serious decisions about how it wants to play in a market it never wanted to play in.
Attending Cisco's partner summit this week has felt a bit like watching The Truman Show for the first time. (I should clarify, for any members of Cisco's legal or public relations team that may be reading, that I don't mean to imply it has been a terrifying dystopian vision of the effects of big-brother society.)
To illustrate what I mean, let me take you back 16 years. In my early and mid teens I was a huge Jim Carrey fan (and I don't mind admitting that I remain so to this day). My friends and I howled with laughter at genre classics like the Ace Ventura films, The Mask, Dumb and Dumber, and even the forgettable Liar, Liar and the criminally underappreciated Cable Guy.
You knew what you were getting with Carrey: a cornucopia of funny faces, exemplary physical comedy and a generous portion of impeccably delivered toilet humour-based one liners. The 14-year-old me loved him for it, but he typically found a less unreservedly appreciative audience among film critics.
Then a funny thing happened. He starred in The Truman Show and suddenly a host of people who (wrongly) found Ace Ventura puerile and charmless were queuing up to heap plaudits on the film and his performance.
Much like screwball-era Carrey, for many years you knew where you were with Cisco. They made products - most famously networking - and then they created lots and lots of badges and channel programmes and rebate structures for the channel to sell them. This year is my fourth partner summit and the first three were marked by an avalanche of meat-and-potatoes channel announcements.
Cisco has long had something of a reputation for having one of the more, shall we say, intricate partner frameworks for resellers to work within. And, reporting from the last three conferences, I did not find this hard to believe; in each case new channel programmes and certifications were launched, on average, at a rate of about one every ten minutes, for three days non-stop.
This year has been far different. The glut of programme launches has not been served up. The patchwork of new badges has not materialised. So what am I to report on?
Well, perhaps this: the fact that it feels like a crucial time in Cisco's (comparatively) long history. A turning point. A Truman Show moment, if you will.
The theory of everything
Within the first five minutes of John Chambers' opening keynote this much was evident: Cisco wants to be taken seriously. His stated aim is to make his company not just the world's biggest networking, telecoms or even datacentre player, but its largest IT firm full stop. Given that he believes that three of the existing top five will have fallen by the wayside within five years, the odds are not stacked in his favour.
But you cannot doubt how earnest or sincere his intentions are. For a channel hack used to writing about margins, mergers and management mishaps, it can be a bit hard to know what to make of Chambers' bold vision of ‘the internet of everything'. (And they really do mean everything - even donkeys and stalks of corn will become connected devices. Apparently.) But, if Chambers' prediction of imminent "brutal consolidation" among the world's leading vendors is right, we won't have to wait too long to know whether all Cisco's strategising has paid dividends and it does, indeed, become the standard-bearer for the entire IT industry.
Meanwhile I am delighted to report that, following The Truman Show, Carrey became the kind of actor who could make such diverse, but equally brilliant, films as The Grinch, Me, Myself and Irene, and Eternal Sunshine of the Spotless Mind. I look forward, with interest, to reporting on whether Cisco has equal success in achieving its ambitious aims.
Sam Trendall is special projects editor at CRN
A blog that explores the views of some of the CRN editorial team as well as guest bloggers from the channel. Do get in touch with email@example.com if you are interested in being a CRN guest blogger for a week.