“25 days before my marriage, my first startup shut down” – Pankaj Judge, cofounder, Chai Thela

What would you do when you are about to get married in three months and things are not looking promising in your startup? Very soon your responsibilities are going to increase. In such a situation, one might advise you to sit tight and hope for things to get better. But Pankaj had less than a month to go until his wedding when his co-founder put his hands up and announced his departure from the venture. The startup was about to shut down. Getting a day job was not an option for Pankaj. He didn’t bat an eyelid and shared everything with his wife-to-be.  She knew he was about to go broke and business would shut down. She stood by him.
Pankaj decided to start again. He met his present Co-founder Nitin Chaudhary through a common friend and both of them agreed to start in the field of tea business. Pankaj says, “I discussed the idea of starting something with chai and he said, ‘Yes!  lets do it!’ I said let me come back after the wedding and start it. Even during my honeymoon period, I was pondering over [the startup] idea than getting lost in the beautiful beaches. Together, Nitin and I structured the idea into plan B, and it took two months to finally start.”

Chai is unofficially christened as the national drink of the country, and the consumption of tea is not confined to any one region. Compared to coffee, people in India drink eight times more tea. The good part about getting into tea business is that unlike coffee business where we already have big players like Cafe Coffee Day, Barista, and Starbucks, the market for tea has still not been  captured with only a few players in the field.
What is Chai Thela
Chai Thela is a chain of tea outlets based out of Noida looking to provide the experience of a road-side thela (cart). The main factor that differentiates them from others is that they provide freshly brewed tea. They don’t store tea in flasks and containers, but prepare tea on demand. Chai Thela has  a kiosk-based  model, and it’s focused on IT parks and colleges as their prime market. Started in February this year with a two-member team, they’ve grown to 32 employees and six outlets. At present, they’ve scaled to a volume of serving up to 500-600 cups from each outlet every day.

Challenges
Pankaj says the biggest challenge while starting up was access to capital. Nitin, Pankaj’s Co-founder, borrowed money from his brother; for Pankaj, his best friend came to the rescue and helped him out with some capital to startup. However, there was a bigger problem which lay ahead. Says Pankaj,
“A new married life needs and deserves time. And, time was the only constraint I had when it came to Shweta (my wife). The rituals of frequent dinners, outings & shopping were hardly followed. She would be frustrated at times. Even our first Valentine’s Day was spent with vendors and prep arrangements, because the first counter was to start three days later.“
They’re looking forward to opening 1000 more outlets in the next five years, and hope to expand to at least five cities by then. At present, they’re also looking to raise funds for expansion.
In recent years, the number of startups in this sector has been on the rise. Chai Point, the biggest contender, raised INR 10 crore earlier this year in a round by Saama Capital. Chaipatty, Infinitea, Tea Trails and other tea cafes that started in recent years have expanded to major metro cities to cater to the large market there. The current tea market in India is estimated to be around INR 20,000 crore, and most of it is yet to be penetrated. Most startups have not entered Tier-2 cities where the majority of the market lies. We are yet to see players entering that market.

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Are you an artist? This startup can help you monetize your assets better

Shaishav Todi, Justin Alva and Rituraj Dowerah have a nice mix of backgrounds- Shaishav is an internet geek with entrepreneurship running through his family, Justin has a background in marketing and technology while Rituraj is the hard core technology guy. The three of them have got together to solve a problem for artists. Scanning the market and talking to visual artists, they realized that monetization is a huge issue for upcoming artists and that is where they wanted to come in. Is there a big enough demand for art in India (and from India)? That’s what Cupick will figure out over time.
Cupick is a platform for artists to showcase and monetize their work by making it available on various consumables such as art prints, canvas, posters and cards (with a plan to expand to other products). “What sets Cupick apart from other merchandise focused platforms is our USP; empowering visual artists. We believe amassing creative content is a key aspect and we want to make artwork easy to share and sell,” says Justin. The focus for Cupick is on the artists. Artists signup and upload their work. They decide which products they’d want to sell on and the prices at which it’d be available. Cupick takes care of payments, printing and shipping when orders come through. “Transparency is a key factor, hence, a dashboard to track sales and earnings,” says Justin.

Cupick launched the private beta on 20th August, 2014 and opened shop to the public on 21st October, 2014. They currently have close to 2500 artworks uploaded, 350+ artists using the platform and a total of 1000+ artist registrations. Regarding the revenue model, Cupick makes money on every sale.”We set a base price for each product which include our costs and margin. Artists then add their markup above this which then determines the selling price,” says Justin.
With their launch, Cupick took the ‘Design for Kashmir’ initiative. Design for Kashmir is a collective started by designers, Prathima and Unnati. The two got together and decided to make a difference through art by crowdsourcing work from designers across the country. Cupick has helped monetized the contributed artwork and all proceeds from sales go toward the rehabilitation of those affected by the floods in Kashmir. They also have an editor’s pick and put artists under the spotlight for a time period. For instance, the home page is currently taken over by Charbak Dipta’s artwork.
On the consumer side, Cupick hasn’t revealed any numbers with respect to number of transactions but it is still very early days. This is where they’ll have to focus a lot more because at the end of the day, the customers will drive the monetization and that is what would bring artists to the platform. Even the FAQ section at the moment is totally focused on the artists but for me, as a buyer, I’d like to know things like if Cupick ships internationally. Cupick has consciously taken the artist focused route and moving ahead, they can pivot to something like a Behance for Visual Artists. Currently, Redbubble an Society6 are the dominant players and the torch bearers internationally. “Closer to home, we don’t have a like for like competitor though Postergully and Bluegape operate in the product lines we operate,” says Justin.
To begin with, Cupick received INR 10 lakh from an HNI for building the platform and getting initial traction. They’re now looking to raise funds to help them continue working on adding new features, expanding products lines and scaling our user-base.

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Facebook wants you to Say Thanks, with videos

Remember those Facebook Year-in-review video updates from everybody and their cousin’s friend hogging your news feed? It seems Facebook is going to pull a similar stunt yet again.
With Thanksgiving around the corner, the social networking giant has come up with another video idea — say Thank You. This is a feature inside Facebook where you can share a personalized ‘Thanks’ video with a friend, your spouse, a relative, a coworker, an old friend – or anyone else in your life whom you want to thank.
The company has said, there is no limit to how many Thank You videos you can send. What’s more, unlike the look-back video, Facebook is pushing the launch on desktop as well as on mobile at the same time.

Here’s how it works:
To create a Say Thanks video, visit facebook.com/thanks. Once you choose a friend, Facebook will generate a preview of the video. You can select a different theme and edit photos and posts that represent your friendship.
When you’re satisfied with the video, click “Share” and it will offer option of writing a personalized message before posting. The video will post on your Timeline and your friend will be tagged, so it will show up on their Timeline as well.
Your friends will get tagged to the video and it will be posted your timeline. It’s very similar to creating a regular video, but this will be directed at your friends with a “thanks” theme decorated.
According to Facebook, Say Thanks will be rolling out today globally on both desktop and mobile. LinkedIn also does similar viral activity by sending people an email telling them their profile is  “Top 1%, 5%, 10% most views profile for the year 2014″. This is such a digital ego massaging activity.
What’s Facebook really doing?
This is yet another push by Facebook to promote videos on its news feed.  The company is already YouTube’s biggest contender for video views, and last month it even surpassed the Google video platform in the  US, according to Comscore.
The company is slowly but surely paving a way for the future of video centric social network and video-ads.
So, let’s go and make some thank-you videos and spam each other till the fad dies out. And I’m going on a Facebook sabbatical. How about you?

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Blowhorn, the Uber for logistics in India raises seed investment

Blowhorn is a Bangalore-based online marketplace for last mile logistics. Blowhorn offers a tech platform connecting customers who want to move goods quickly and effortlessly to owners of mini-trucks. Unitus Seed Fund, a venture seed fund supporting startups innovating for the masses, announced that it has led the seed round investment in Blowhorn. This investment marks Untius’ second in the mobile-on-demand sector, following mGaadi, which currently has have over 9,000 drivers available in Bangalore via their mobile apps. (Uber for X in India)

Making Last Mile Logistics More Profitable
Blowhorn is organizing a massive disorganized market: mini-truck drivers. Their technology is easily used by both consumers and by truck owner/drivers, making it simpler for consumers to move goods or household possessions around a city. “I am thrilled to see Blowhorn disrupting the inefficient and unorganised logistics market in India. I believe they have a solid team and a good plan to execute,”
said Tim Draper, founder and managing partner of Draper Associates who has also invested in Blowhorn’s seed round.
There is a mismatch in the market where Blowhorn wants to come in. Mini-truck drivers suffer from inefficient utilization, sometimes not getting a booking for a load to carry for a day or more. At the same time, consumers have ever-increasing needs to move things around the crowded streets of India’s major metros. The market for mini-truck transportation in India is estimated to be between thirty and sixty thousand crore rupees ($4.8-9.6 billion USD) annually. “We see enormous upside in improving logistics for consumers and at the same time increasing the take-home profits of low-income mini-truck drivers,” said Srikrishna Ramamoorthy, Partner at Unitus Seed Fund.
About Blowhorn
Based out of Bangalore, Blowhorn is spearheaded by Mithun Srivatsa and Nikhil Shivaprasad. Mithun is a mechanical engineer, an MBA from Cambridge and a trained ‘hero’ from Draper University of Heroes. He has broad experience in logistics, supply-chain and technology companies. They started out this year itself and together, the aim is to build Blowhorn as a logistics marketplace focused on the last mile.
Logistics as a sector is seeing a fresh new wave of innovation in India with a bunch of startups doing some interesting things- Loginext is into analytics, urDelivery charges nothing if they fail to deliver, Grofers is another hyperlogistics company being built from Gurgaon, etc. This investment in Blowhorn is a sign of confidence in the market and will help them grow quickly, beginning from Bangalore.

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How Ace Turtle is helping merchants embrace omni-channel retailing

Omni-channel retailing is catching up gradually in India as retailers don’t leave any chance to make consumers experience an exceptional one. Biggies like Raymond and Arvind Mills have recently opened their online store, and small merchants are leveraging marketplace majors like Amazon, Flipkart and Snapdeal’s platforms to have an additional sales channel.

Besides selling on marketplaces, small merchants are also using e-commerce enablers platform to run online store on shoe-string budget. To equip small merchants with an online arm, Bangalore-based Ace Turtle offers whole suite of e-commerce development tools and services with a focus on omni-channel solutions. This is a relevant proposition for those with strong brick and mortar presence and willing to build/integrate with e-commerce.
Brainchild of Nitin and Berry Singh – Ace Turtle is an end-to-end enterprise solution for brands & retailers looking to engage and transact with today’s omni-channel consumers. “Our sole purpose is to grow our client’s online business and achieve their strategic objectives. Unlike other technology or logistics companies we are focused on driving commerce for retailers and brands,” says Nitin Chhabra, CEO of Ace Turtle.
The platform offers features like single view of orders and inventory, store locator system for ROPO (Research Online Purchase Offline), integrated loyalty program, product finder or assistant and easy integration with online marketplaces and online multi-brand stores for consistency in brand presentation.
Evolution of omni-channel retailing
As more consumers embrace technology, more smartphones get sold; the more behavioural changes in consumers will become evident. This fuels the buying behaviour of a generation which demands “now and here”. However, this change propels huge opportunities for brands and retailers. Most of the brands have been working in a multi-channel environment and have tried to keep themselves abreast with technological developments which they have used specifically for each channel.
However, most of the brick and mortar retailers have  created silo’s in the organisations as there are clear lines which demarcate each channel and processes,  people and roles are defined to handle these channels independently to avoid any channel conflict. Omni-channel can be defined as “ensuring multi-channel seamlessly”, it is delivering a seamless experience to your customers. The customer chooses the channel, medium, method they wish anytime, anywhere. It is about optimizing the journey from a prospect’s first consideration to final sale.
How to start omni-channel retailing?
Whether the brick and mortar retailers want to evolve as a business or not, the consumer has become an “omni-channel consumer.” This consumer will become a central force in shaping the future of  brick and mortar and e- commerce stores alike.
“The first step on getting started with omni-channel is by understanding the needs and behaviour of your customers. This will lead to the next step of designing the experiences that fits your brand into their natural habits and day to day lives. Finally, the selection and deployment of right technologies will optimise and deliver these experiences in an efficient, cohesive and consistent manner to the consumer. Brands that can deliver this will create value and increase loyalty,” adds Nitin.
Adoption and transformation are key for delivering omin-channel experience
Moving towards omni-channel is a combination of mind-set shift which needs to flow across the organisation with a buy in from all the key stakeholders and more importantly patience. “The optimization efforts are usually done in silos though the efforts need to be managed holistically to achieve real benefits. Is it sustainable in the long run? Yes, but it needs to survive in the short term and gain some quick wins. There will be advent of newer technologies and applications for companies to be able to assess and adopt each one of them,” points out Nitin.
Competing in the omni-channel world may also require partnerships with others in the retail value chain. The fundamental success of an omni-channel environment will not depend on the amount of investment but on adoption and transformation.
Web will influence around 30% of the total organised retail by 2016
The Web’s influence on retail is increasing every day impacting both offline and online sales. According to a Deloitte – Forrester research report, 36% of US retail sales today are influenced by the Web and this is poised to increase to 70% of US retail by 2017.
The organised retail market in India is estimated to be $76 billion. “Our estimation is that the Web will influence 30% of the total sales of the organized retail market by 2016,” outlines Nitin.
Competition and road ahead
“Most of the companies that are operating in this space are focused on only a part of the solution we offer to our clients. We haven’t come across a company which is offering an integrated service like us targeted to the enterprise clients,” reveals Nitin.
Besides Ace Turtle, startups like Primaseller helps retailers adopt omni-channel. Unlike other omni-channel solutions available in the market, it doesn’t replicate typical ERPs which have user interfaces that only specialised tech-friendly users can use.
“We are on the verge of launching couple of mono brand online stores in varied categories, and we are also in discussion with multiple Indian and international brands for their foray in the online space. We have also started receiving traction from clients outside of the lifestyle space and we are in discussions with some market leaders in other segments,” concludes Nitin.

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New office leases to create over 2.7 lakh jobs: CBRE

New office leases to create over 2.7 lakh jobs: CBRE

Office space leasing of around 23 million sq ft in the country’s seven major cities in the first nine months this year has a potential to generate over 2.7 lakh job opportunities, property consultant CBRE said today.
Based on space leased during January-September, Bangalore tops the cities with most opportunities, CBRE said.
“Consequent to corporate real estate transaction closures during the first nine months of the year across the leading seven cities in the country, CBRE notices the potential generation of office employment opportunities of over 2,70,000,” CBRE South Asia CMD Anshuman Magazine said.
About 23 million sq ft of office space has been leased in seven cities — Delhi-NCR, Mumbai, Kolkata, Chennai, Bangalore, Pune and Hyderabad.
“The major demand driver for corporate real estate during the first three quarters of 2014 was predictably the IT/ITeS sector which absorbed about 8 million sq ft of office space across the key commercial districts — accounting for nearly 32 per cent of this overall potential employment opportunity,” CBRE said.
It witnessed a steady demand growth for office space from other sectors like Banking, Financial Services and Insurance (BFSI) – almost 16 per cent, manufacturing and engineering (about 10 per cent) and consulting and research (10 per cent), among others.
“Commercial leasing in the first nine months of 2014 indicate Bangalore to be the top city in India to offer potential office employment opportunities, with about 30 per cent share of the overall opportunity generated across sectors in the leading seven cities,” CBRE said.
The Garden City is followed by Mumbai and Delhi-NCR. “The key reasons behind Bangalore being the centre of such real estate activity could be attributed to more rational commercial property values and abundant quality investment- grade office space at a fraction of the cost of the other major metropolitan cities of Mumbai and the NCR,” Magazine said.

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6 unique workplace traits of Gen Y

6 unique workplace traits of Gen Y

Comfort level with technology, collaboration through social media networks and being always connected are some of the key traits of Gen Y which are essential in driving the fast paced business environments, says Rajiv Dutta, director for talent acquisition, Convergys India and China
According to the Economic Survey 2011-12, India is set to be one of the youngest nations by 2020, with the average Indian age being 29 years. This young and vibrant Gen Y workforce would drive the Indian business, going forward.
In a recent interaction, Rajiv Dutta, director for talent acquisition, Convergys India and China, highlighted some key traits of the emerging Gen Y which is changing the workplace dynamics and benefitting the business in interesting ways. Here are six such traits of Gen Y workforce:

• Comfort level with technology: Having grown up in a digital world, Gen Y is extremely comfortable with a variety of technologies. They are also very quick to adapt to the fast-changing technological landscape. Their flexibility to change and ability to adapt as quickly as the technology evolves is a great quality which is important for quick turn around time essential in the fast paced business environments.

• Collaboration via social media: Being social media savvy is not a choice anymore – it is a need. The ease with which Gen Y has imbibed the social media technologies and knows intuitively about how to leverage it for collaboration with peers and industry leaders is brilliant. This generation, in the true sense, is using social media in a way which is making the world smaller and borderless.

• Always connected: The operative word is ‘always’. Gen Y is not just connected via one medium. They are generally available on more than one communication platforms, be it social media networks, chats, email, voice or video calls. Their constant connectivity through many avenues for communication means it is easy to reach them for work, even when they might not be physically present in the office.

• Celebrating diversity and inclusion: Gen Y has grown up in a world experiencing globalisation. They have been largely exposed to multi-cultural and diverse workforce and anti-discrimination legislation. They value work environments which celebrate diversity and inclusion. This virtue makes it effortless for them to collaborate with diverse workforce with equal ease.

• Belief in self-expression: Gen Y is entrepreneurial in nature and keeps exploring various work related choices. When exploring a particular job opportunity, some of the typical questions they ask are – What’s in it for me? Is the work environment flexible according to my needs?  Does the organisation give me avenues for personalisation and self-expression?

This eagerness to express themselves and create their own identity is quite strong in Gen Y. This streak reflects in their workplace commitment as well, where they want to do their best and leave imprints of their expertise on their deliverables.

• Socially responsible: With greater access to a large online information pool, Gen Y is well aware of modern day challenges such as climate change, educational barriers and needs of the society. Gen Y’s entrepreneurial spirit not only fires their passion for work but also their genuine intent to bring a positive change in the society they live in. Socially responsible Gen Y employees, in turn, build a socially responsible organisation.

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Aspects the first time entrepreneurs must address right in the beginning

Aspects the first time entrepreneurs must address right in the beginning

You have come up with this brilliant idea, know it will add value to your target segment and have even had the gumption to start your own venture. Something you had always wanted to do. Then you are faced with several issues that you need to take care of. Things you hadn’t even remotely thought about
“From an entrepreneurship perspective some of these are essential safe guards that must be taken. Yet we tend to try and circumvent it or DIY it to cut costs,” says Kalyan C Kankala, CEO, serial entrepreneur and CEO of IP Banana. “From my previous experiences I would strongly recommend taking certain steps to stem issues before they become problems at a later date.”
TechGig talked to several successful CEOs of SMEs and investment consultants to come up with a few key steps that budding entrepreneurs must address from the word go.
Hiring a corporate lawyer:
“Entrepreneurs often try to get around this with an eye to cut cost,” says Ramesh Brindagiri, legal adviser specialising in corporate law. “If you are planning to launch the next big thing and are looking for funds from a funding agency, may even list the company later on. Then, isn’t it better to start `right’ from the word go. Yes, it is expensive but in the long term it is worth the money because all external agencies you come in touch with, from angels to VCs, look into the legal aspects before putting in money. A perception of professionalism will actually add value to your company.”
Forming a legal operating entity:
“Forming a legal operating entity, earlier on, provides not only access to tax advantages, but also addresses issues that may spring up once you have made it and the company is a decade old success,” says Sanjay Chugh, CA and Tax Consultant at SV Business Services. “Without early formation of these entities, you have only general agreement documents which are open to disagreements about ownership on technology and company at a later time. The number of companies which have split and subsequently fallen by the way, primarily due to this aspect, are way too many to even record.”
There is also another side to this.
“Earlier, startups were founded by people who shared a similar view of the new idea. Today, in their eagerness to become entrepreneurs, friends with different interests and skills are joining hands to form the core team. A big problem,” says Anjana Vivek, founder-director VentureBean Consulting Private Limited. “The chances of such an enterprise floundering or splitting are much higher. In such circumstances, it is always good to rely on a formal legal operating entity clearly mentioning accountability of each tool and code.”
The product/services is not the company
“In an urge to be funded, budding entrepreneurs start believing that the only thing of value is the service provided or the product they develop. In fact, the true value is much more multi-faceted. Value of the company is the value you bring to the customers, the range or number of customers it affects positively, your employee-skill levels and the customer-employee satisfaction quotient,” says Rajasekhar Dandapani, former director, commercial loans, SBI. “This is an all-comprehensive value that is evaluated and should be suitably developed.”
“Entrepreneurship is a long haul, even for serial entrepreneurs like me,” says Kankala. “For this one needs to consider who-all and at what stage you need to make the sailing smooth. You cannot do it alone and at the same you cannot be hands-off too much either. It is all about balancing the passion-funding-innovation with practical aspects and uncompromising commitment to values at all levels that make it for an entrepreneur in the business space. “

https://plus.google.com/u/0/110777722299656177460/
Kanchana Dwarakanath is an integrated communications professional with diverse experience in journalism & Marketing Communications. Her current focus areas include real estate, infrastructure, urban management and the skill development market. 

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Tech giants scouting for cloud computing specialists

Tech giants scouting for cloud computing specialists

Are you an IT professional with a proven expertise in cloud computing technologies?  If yes, then tech giants like IBM, SAP Labs, Wipro and HP might be looking for you!
Cloud computing has been the hottest buzzword in the tech industry in the last five years. Tech product companies are currently in the phase of aggressively building their cloud solutions and to do this, they are scouting for IT professionals specialising in cloud computing technologies.
A deep dive into TimesJobs.com data highlighted that tech solution providers such as IBM, HP, SAP Labs, Wipro, Cisco, among others, are now specifically demanding such ‘cloud computing specialists’ who can build, test, implement and do the post-delivery support for their cloud solutions.
So if you are an IT professional with sound domain knowledge of cloud computing technologies, this might just be the right time for you to make a move into such a ‘cloud specialist’ role.
Analysis of TimesJobs.com data revealed that there are three core cloud computing centric job profiles that the IT industry is currently demanding.
We bring to you the skills and experience for these profiles:
Developer – Cloud system software
•    The profile calls for BE/BTech professionals with expertise in software development
•    Demand exists within tech companies such as SAP Labs, IBM, Oracle, which are specifically focusing on building cloud computing software
Job role: IT professionals applying for this profile would have to work with other developers and cloud solution product owners to brainstorm, develop and deliver cloud computing software framework.
Experience: 2-4 years in the tech industry.
Skills in demand
•    Excellent knowledge of cloud based frameworks on Platform as a Service (PaaS) infrastructures like Cloud Foundry, Heroku, AWS Elastic Beanstalk, Force.com
•    Working know-how of designing and building application extensions in the cloud and Internet of Things (IoT)
•    Excellent programming know-how in JAVA/JavaScript or in other languages, especially framework development
•    Sound knowledge in Object Oriented Programming Principles, Design Patterns and Software Architecture
Cloud systems architect
•    Profile requires expertise in both software and hardware and also in their integration to deliver a complete cloud computing
•    Demand exists within cloud solution providers such as IBM, Intel, Oracle and HP focusing on building complete cloud architecture for its clients
Job role: The IT professionals need to engage with the tech company’s client at a business level, understand their requirement of cloud solutions and ultimately translate it into technology solutions by architecting the complete cloud solution for them.
Experience: More than 5 years of industry experience.
Skills in demand
•    Ability to identify potential problem areas in cloud architecture
•    Expertise to build feasible cloud architecture by estimating cost, implementing, doing system integration and ultimately ensuring its successful working
•    Proven expertise in areas of server, storage, networking and data centre consolidation
•    Hands on experience in the field of virtualisation technologies from vendors such as IBM, VMware, Microsoft and Redhat
Cloud administrator
•    Profile requires IT professionals with proven IT hardware skills
•    Demand exists within tech companies such as CtrlS and Wipro, which are in the business of data centers offering IaaS
Job role: IT professionals would have to lead the management of the entire data center technology infrastructure administration, its maintenance and provisioning infrastructure for different clients.
Experience:  Minimum 2 years of experience in cloud computing environments.
Skills in demand
•    Knowledge of tools and scripts that enable close monitoring of cloud infrastructure
•    Understanding of how to provision required compute infrastructure via infrastructure management portal and maintain billing system
•    Knowledge of tools that enable generation of reports for the infrastructure and capacity management
•    Ability to manage all service level agreements and take lead in vendor management.

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Sony Xperia Z4 Tablet, Z4 Ultra, Z4 Compact specifications leaked: Report

According to a report by technology website Android Origin, the specifications of Sony Xperia Z4, its variants Z4 Compact and Z4 Ultra and Xpera Z4 Tablet have leaked.

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NEW DELHI: It hasn't been long since the rumoured specifications of Sony Xperia Z4 emerged, and now new reports have listed the specifications of the Japanese company's flagship smartphone (Xperia Z4) and its variants (Z4 Compact and Z4 Ultra) along with the Xpera Z4 Tablet.

According to a report by technology website Android Origin, Sony Xperia Z4 Tablet will be launched alongside the Xperia Z4 smartphone. It is said to sport a 10.1-inch display; the report says that it will have a QHD display (1440x2560p), even though Sony is testing a 3840x2160p panel for the device.

Sony will emulate the design it introduced with this year's Xperia Z3 Tablet in the next-generation model, marked by thinner bezels and twin stereo speakers. Xperia Z4 tablet will also have a 13MP rear camera and 8MP front camera. The rest of the hardware of the tablet will be similar to that of Xperia Z4.

The report also added that Sony Xperia Z4 will have Qi-wireless charging support as well as water- and dust-resistance. However, Sony is doing away with the flaps that cover the microUSB port in the current Xperia Z series of smartphones; it is likely that Sony will use a nano-coating to protect it from water damage, like HTC Butterfly and Samsung Galaxy S5.

About the upcoming Xperia Z4 Ultra phablet, the report said that Sony will have the same screen size as the Xperia Z Ultra (6.4-inch), but get a resolution bump — from Full HD (1080p) to QHD (1440p). Similarly, Xperia Z4 Compact will get an upgrade in screen resolution next year, going from HD (720p) to Full HD (1080p).

According to an earlier report by the same website, Sony Xperia Z4 is said to sport a 5.5-inch screen with QHD resolution. It will be powered by Qualcomm 2.8GHz octa-core Snapdragon 810 CPU, designed on 64-bit chipset architecture.

Both RAM and internal storage will reportedly get an upgrade compared to the current Xperia flagships; therefore, Xperia Z4 will have 4GB RAM and 32GB built-in storage. It is also said to have a better sound quality with an improved amplifier.

The camera is said to be have the same resolution (20.7MP) as Xperia Z3, with an upgrade in the sensor from IMX220 to a curved Exmor RS CMOS. Xperia Z4 will be the first Sony smartphone to have LTE Cat.6 connectivity and Bluetooth 4.1.

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Alibaba founder Jack Ma says being rich is 'a great pain'

China’s richest man, who created the internet giant from his flat 15 years ago, processed $9.3bn (£5.9bn) of sales during the country’s annual Singles Day yesterday.

He has an estimated fortune of $23.9 billion — but Alibaba founder Jack Ma has said that being rich isn't all it's cracked up to be.

China's richest man, who created the internet giant from his flat 15 years ago, processed $9.3bn (£5.9bn) of sales during the country's annual Singles Day yesterday.

It was just the latest in a series of triumphs for the so-called Chinese eBay, which has grown to become the world's biggest e-commerce business, last year handling $248 billion in transactions - more than eBay and Amazon combined.



However, former school teacher Ma said that having huge amounts of money is actually "a pain."

"This month I'm not very happy - I think too much pressure," he told CNBC.

"Maybe I think too much about the future and have too many things to worry about."

Following its record-breaking initial public offering in September, Alibaba is now valued at $240 billion.

But despite his achievements Ma, who is unable to walk down the street without being recognised, said that his wealth has a downside.

"People say, 'Well Jack, rich... is good'," he said.

"Yeah it is good, but not the richest man in China. It's a great pain because when you're (the) richest person in the world, everybody (is) surrounding you for money."

The entrepreneur said he is looking at ways to put his earnings to good use and is considering setting up a foundation to "spend money in a business way".

But he conceded that he would be going up against Bill Gates to see "who can spend money more effectively".

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Apple sued over vanishing iPhone text messages

Apple was ordered to face a US federal lawsuit claiming it failed to tell consumers that its messaging system would block them from receiving text messages if they switched to Android-based smartphones.

Apple Inc was ordered to face a US federal lawsuit claiming it failed to tell consumers that its messaging system would block them from receiving text messages if they switched to Android-based smartphones from iPhones.

US District Judge Lucy Koh in San Jose, California said Apple must face plaintiff Adrienne Moore's claim that the message blocking interfered with her contract with Verizon Wireless for wireless service, which she kept after switching in April to a Samsung Galaxy S5 from an iPhone 4.

Moore, who seeks class-action status and unspecified damages, claimed that Apple failed to disclose how its iOS 5 software operating system would obstruct the delivery of "countless" messages from other Apple device users if iPhone users switched to non-Apple devices.





In a Monday night decision, Koh said Moore deserved a chance to show Apple disrupted her wireless service contract and violated a California unfair competition law, by blocking messages meant for her.

"Plaintiff does not have to allege an absolute right to receive every text message in order to allege that Apple's intentional acts have caused an actual breach or disruption of the contractual relationship," Koh wrote.



The judge also dismissed some claims tied to another California consumer protection law.

Apple did not immediately respond to requests for comment. Roy Katriel, a lawyer for Moore, did not immediately respond to similar requests.

In court papers, Apple said it never claimed that its iMessage service and Messages application, which ran with iOS 5, would recognize when iPhone users switched to rival devices.


"Apple takes customer satisfaction extremely seriously, but the law does not provide a remedy when, as here, technology simply does not function as plaintiff subjectively believes it should," the Cupertino, California-based company said.

For its fiscal year ended September 27, Apple reported sales of 169.2 million iPhones.

Apple now has an online tool to help people who switch to non-Apple smartphones retrieve messages from iPhone users.

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Vishal Sikka finds Indian IT’s focus on costs depressing

Infosys CEO Vishal Sikka

BENGALURU: Infosys CEO Vishal Sikka said he found the Indian IT industry's focus on lowering costs "somewhat depressing".

"All of us in the industry find ourselves in a downward spiral, it's like a treadmill of increasingly lower cost, hiring people faster and faster from more and more mediocre places, training people less and less, putting them into jobs faster and faster. I think that is a wrong direction," he said in a pre-recorded keynote address delivered through a video link at Cebit India in Bangalore on Wednesday.

The better idea, he said, was to innovate, and move towards automation, artificial intelligence. "That is the future that our clients are looking for, that is what they are looking to India for," he said.

Sikka, who has just completed 100 days at Infosys as CEO, said software was reshaping the IT industry and the sector could look at ways to do new things than do things cheaper.

Sikka also raised concerns about how Indian IT firms deliver services without raising issues with clients. "When I look at the feedback from our clients, not only for us but also for the entire industry, I see the primary thing is that we don't speak up. We are great at following orders but we are not great at raising issues and we are not great at raising opportunities that we see for our clients. That change in mindset is what we (Infosys) fundamentally go after. I think the way to get there is to rely on our greatest strength -- education," he said.

Infosys, he said, had in just a few months trained over 5,200 people in its Mysore campus on new ways of thinking about software solutions.

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YouTube introduces a paid service called Music Key

YouTube also is unveiling a new tab devoted exclusively to music on its mobile apps and website. This option is meant to make it easier for the video site's 1 billion users to find specific songs and entire albums, even if they aren't subscribers.

SAN FRANCISCO: Google is remixing the music on its YouTube video site with the addition of ad-free subscription service ``Music Key'' and a new format designed to make it easier to find millions of songs that can still be played for free.

The subscription service is part of Google's effort to mine more revenue from YouTube as the video site approaches the 10th anniversary of its inception. Music Key has been speculated about for months while Google Inc. wrangled over the licensing terms with recording labels. The service, priced initially at $8 a month, is comparable in cost to other digital music subscription services sold by Spotify, Apple Inc's Beats and Google's own 18-month-old streaming service tied to its Android ``Play'' store. But Music Key subscribers will be able to stream through the Google Play service at no additional charge, too.

YouTube also is unveiling a new tab devoted exclusively to music on its mobile apps and website. This option is meant to make it easier for the video site's 1 billion users to find specific songs and entire albums, even if they aren't subscribers.

Most music subscription services own the rights to the same catalogues, making their ability to learn listeners' preference to create appealing playlists particularly important. Music Key, though, will offer the unique distinction of being able to show artists performing their songs too.

That difference could help lure listeners away from Spotify, which says it has about 50 million users, including 12.5 million subscribers, said Mark Mulligan, a longtime industry analyst with Midia Research. And YouTube's redesigned library of free music could do even more damage to Spotify and other services, such as video site Vevo, where people flock to check out songs at no cost. Expanding the audience that listens to free music would be profitable for Google because that would yield more opportunities to show ads _ the main way that the Mountain View, California, company makes its money anyway.

``A cynic might say that Google is only doing this subscription service on YouTube so it would get the rights to do what it always wanted to do with the free service,'' Mulligan said.

Google's main goal ``is to make the music experience better on YouTube,'' said Christophe Muller, who oversees the company's music partnerships.

Music Key initially will be offered on an invitation-only basis in the US, United Kingdom, Spain, Portugal, Italy, Ireland and Finland. The first batch of offers will be sent out next week to YouTube viewers with a history of watching a lot of music clips. Anyone interested in an invitation can request one at http://YouTube.com/MusicKey . After a free six-month trial period, Music Key will temporarily cost $8 per month before escalating to its standard price of $10 per month.

Besides removing all ads, Music Key also gives subscribers two other perks: the ability to continue playing songs while the screens of mobile devices are locked and the option to download tracks so they can be played without an Internet connection. The offline music can only be played in Music Key's mobile app.

Google Inc. bought YouTube for $1.76 billion in 2006, a price that some analysts questioned at the time of the deal because the service barely had any revenue and was drowning in copyright complaints about pirated clips of music videos, television shows and movies. After Google took over, YouTube set up a more stringent system for blocking pirated content to placate copyright owners. Recording labels now use the video site to help promote new songs and artists. The ads running within those music clips have generated more than $1 billion for the performers and recording labels, according to Google.

The world's three largest music labels —Universal, Sony and Warner — all have reached licensing deals with YouTube as part of the new subscription services. Hundreds of independent labels, including some that had been holding out for better terms, also are on board. Financial details haven't been disclosed.

YouTube is expected to sell $7.2 billion in advertising this year, based on estimates from the research firm eMarketer. Google has never disclosed how much revenue flows through YouTube. Music Key will be doing well if it attracts enough subscribers to generate $500 million in revenue after its first year in business, said Midia's Mulligan.

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Call drops on the rise, says Trai report

Trai's report for the quarter ended June 2014 shows that 14% of all 3G operators surveyed had call drops in June as compared to 9% in March. 

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CHENNAI: "Hello, are you there?" This is something we hear more often now as 'call drops' become more frequent.

The Telecom Regulatory Authority of India's (Trai) 'Indian Telecom Services Performance Indicators' report for the quarter ended June 2014, released in November, shows that 14% of all 3G operators surveyed had call drops in June as compared to 9% in March. Of the 94 3G operators, two operators could not set up even basic calls.

In the case of 2G service, the TRAI report said 24 of the 183 service providers or 13% surveyed have call drops of more than the prescribed 3%. During the March quarter, only 6% of service providers reported call drops.

Four out of 183 2G licensees (2%) have not met the call set-up benchmark of 95% compared to 1% in the March quarter, the report said. Thus, "the subscriber you are calling cannot be reached now" is becoming more pronounced.



Jaideep Ghosh, partner at KPMG, says it's not just a capacity issue. "There are gaps in coverage which may be due to improper planning by service providers while setting up towers. This coverage issue can plague both urban and non-urban areas," said Ghosh.

A spokesperson of Cellular Operators Association of India (COAI) admits that increasing incidence of call drops worries them. He cited inadequate spectrum and insufficient towers, compared to the growing subscriber base, as the root causes.



As per TRAI data, total wireless subscribers as of August were 924.32 million and this base grows at almost 1% every month. COAI says the number of towers is not growing at a rate to match this traffic.

"One tower can service around 20,000 subscribers and the moment the load crosses 20,000 there is a need to set up a new tower nearby. Two key issues have led to the muted growth of towers - delay in permission from local administrations and unsubstantiated fear of health hazards from towers," said the COAI official.



Operators attribute the occurrence of call drops to network congestion. Among 3G service providers, 4% of operators did not meet benchmarks as compared to 1% in March, the TRAI report said.

COAI has written to the PMO to convey the release of requisite spectrum. The letter dated November 11, 2014, states: "As a first priority, additional spectrum should be made available on an urgent basis in 800 MHz, 900 MHz, 1800 MHz and 2100 MHz bands."

The core of customer service enhancement for a telecom service provider is to offer seamless call connectivity and ensure minimum disruptions but practical experience and data point to a gap in service.

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