Find what you love and let it kill you.
Let it drain you of your all. Let it cling onto your back and weigh you down into eventual nothingness.
Let it kill you and let it devour your remains.
For all things will kill you, both slowly and fastly, but it’s much better to be killed by a lover.
~ Falsely yours
When people say, “You’re thinking too big”, be smart enough not to listen. And when they ask, “How can you do that?” Look them in the eyes and say, “I’ll figure it out.”
A lot of progress in the world is driven by the delusional optimism of some people
Whatever can happen, will happen…
Augustus (Murphy) De Morgan
As for me, I am tormented with an everlasting itch for things remote. I love to sail forbidden seas…
Herman Melville, Moby-Dick
Visions without execution are hallucinations.
Facebook has always been in the spot light somehow since its kick-off and it never stops to amaze us with its growth rate. From 2004 til 2011 the company increased its headcount approx. 50% every year and has about 2000 employees as of today.
However, the impact factor of Facebook is not the its own economy, but rather the eco-system it created around itself. In this regards, since one of the most strategic movements of the company, to open the Facebook API to 3rd party developers in 2009, the job listings including the Facebook keyword increased 245% according to SimplyHired reports. These listings involve mostly non-engineering positions, as well as engineering positions, including a variety of domains such as application development, data analysis, marketing and PR.
If we analyze the numbers, we see an incredible growth and even more important an increasing growth rate. Today, there are more than 550 000 active Facebook applications. Considering it took only 4 years to reach that count, this is pretty huge. However, it is even more striking how much added value these application bring. Even if only Zynga is considered, which is a social gaming company significantly fueled by Facebook, its value is estimated to be around 7 billion $. Another example is Facebook fueled social match making company Snap Interactive, which doubles the 2009 revenues and lists 6.7 million $s revenues in 2010. Quite remarkable!
As it seems, while Twitter is still trying to figure out a profitable business model, Facebook is already in a very different page.
– this post has been published in dijitolog
Air transportation has always been a domain of interesting and complex problems in terms of operation management. It involves numerous uncertainties from planning to implementation, while requiring long resource planing and scheduling horizon.
While you can buy a ticket conveniently with couple clicks, there is an incredible e-commerce infrastructure with parallel processing capability (simultaneous ticketing for a spot from numerous agencies), fleet management (harmonization of airplanes for the highest efficiency) and numerous other logistics solutions such as crew management and airport/gate/check-in planning in the back-end. Further uncertainty is induced by the break down/maintenance and unexpected delays.
The situation is similar for the capacity planning and pricing of such a complex system. The flexible ticketing options emerged by the demands of the customers induce further uncertainties. In the world of production and service systems, uncertainties have a significant consequence: MORE COST. More costs reflect as higher prices to the consumers. Simply put, the extra capacity needed because of the uncertainties is compensated by the customer – in the lack of competition-.
In this case, competition is an important catalyst for the airlines to develop new ways to cope with and compensate the uncertainties as the profit margins are shrinking (such as overbooking). An article in New York Times illustrates how extra we are actually paying and how significant the impact of competition is.
If the figure is analyzed, tickets to hub-cities dominated by a carrier, where the competition is weak, are extremely expensive. In fact so expensive, that if a connecting flight is added to a destination city with a more competitive market, the prices go down. For example Fargo – Chicago flight costs $528, whereas Fargo – Chicago – New York flight costs $213. Unbelievable isn’t it?
In conclusion, if you buy a ticket for Fargo – Chicago – New York and don’t take the connection flight, you can get the half price for Fargo – Chicago ticket. This situation is not apparent in Turkish Airlines domestic pricing, but for international flights, where the market is much more competitive, this is a viable strategy to consider. At the same time this type of inconsistencies, which seem irrational for the customer obviously affect the trust and loyalty of the customer.
— this post has been published in dijitolog