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We examine several of these Big White Cloud (2007 Version) - Audio studies from a more technical perspective in our white paper on Top Challenges for Cloud Adoption in Betabrand est. The company struggled with the maintenance difficulties and lack of scalability of the bare metal infrastructure supporting their operations. Planning for and adding capacity took too much time and added costs.

They also needed the ability to better handle website traffic surges. They experienced no issues related to the migration, and Black Friday was a success. By Black Fridayearly load testing and auto-scaling cloud infrastructure helped them to handle peak loads with zero issues. Shopify est. Shopify wanted to ensure they were using the best tools possible to support the evolution needed to meet increasing customer demand.

Specifically, they wanted to ensure predictable, repeatable builds and deployments; simpler and more robust rollbacks; and elimination of configuration management drift. For Shopify customers, the increasingly scalable, resilient applications mean improved consistency, reliability, and version control. Spotify est. They started planning for migration to Google Cloud Platform GCP in Big White Cloud (2007 Version) - Audio, hoping to minimize disruption to product development, and minimize the cost and complexity of hybrid operation.

Ultimately, they split the effort into two parts, services and data, which took a year apiece. For services migration, engineering teams moved services to the cloud in focused two-week sprints, pausing on product development. Evernote est. Evernote, which had maintained its own servers and network since inception, was feeling increasingly limited by its infrastructure. It was difficult to scale, and time-consuming and expensive to maintain. To minimize service disruption, they hoped to conduct the on-premise to cloud migration as efficiently as possible.

Starting inEvernote used an iterative approach : They built a strawman based on strategic decisions, tested its viability, and rapidly iterated. They then settled on a cloud migration strategy that used a phased cutover approach, enabling them to test parts of the migration before committing.

Evernote successfully migrated 5 billion notes and 5 billion attachments to GCP in only 70 days. Etsy est. Etsy had maintained its own infrastructure from inception. In particular, they sought to improve site performance, engineering efficiency, and UX. They also wanted to ensure long-term scalability and sustainability, as well as to spend less time maintaining infrastructure and more time executing strategy.

Etsy undertook a detailed vendor selection processultimately identifying GCP as the right choice for their cloud migration strategy. Waze est. Though Waze moved to the cloud very early on, their fast growth quickly led to production issues that caused painful rollbacks, bottlenecks, and other complications. They needed to find a way to get faster feedback to users while mitigating or eliminating their production issues.

Waze decided to run an active-active architecture across multiple cloud providers — GCP and Amazon Web Services AWS — to improve the resiliency of their production systems. An open source continuous delivery platform called Spinnaker helps them deploy software changes while making rollbacks easy and reliable.

Continuous delivery can get you to market faster, improving quality while reducing risk and cost. AdvancedMD est. It also offered the simplicity and security they needed. ONTAP also provides the enterprise-level data protection and encryption they require. Dropbox est. Dropbox had developed its business by using the cloud — specifically, Amazon S3 Simple Storage Service — to house data while keeping metadata housed on-premise. Dropbox decided to take back their storage to help them reduce costs, increase control, and maintain their competitive edge.

While the task of moving all that data to an in-house infrastructure was daunting, the company decided it was worth it — at least in the US Dropbox assessed that in Europe, AWS is still the best fit. GitLab est. GitLab wanted to improve performance and reliability, accelerating development while making it as seamless, efficient, and error-free as possible.

They used their own Geo product to migrate the data, initially mirroring the data between Azure and GCP. The Cordant Group est. Over the years, the Cordant Group had grown tremendously, requiring an extensive IT infrastructure to support their vast range of services. It was also crucial to ensure ease of use and robust data backups. They began by moving to a virtual private cloud on AWSbut found that the restriction to use Windows DFS for file server resource management was creating access problems.

File and storage management is easier than ever, and backups are robust, which means that important data restores quickly. The solution also monitors resource costs over time, enabling more accurate planning that drives additional cost savings. As these 10 diverse case studies show, cloud strategies are not one-size-fits all.

Choosing the right cloud migration strategy for your business depends on several factors, including your:. These questions are only a starting point. But getting started — with planning, better understanding your goals and drivers, and assessing potential technology fit — is the most important step of any cloud migration process.

We hope these 10 case studies have helped to get you thinking in the right direction. While the challenges of cloud migration are considerable, the right guidance, planning, and tools can lead you to the cloud strategies and solutions that will work best for your business. Ready to take the next step on your cloud journey?

Download our white paper on top challenges for cloud adoption to get tactical and strategic about using cloud to transform your business. Key Takeaways With advance planning, cloud migration can be a simple process. In advance of actual migration, they created multiple clusters in GKE and performed several test migrations, thereby identifying the right steps for a successful launch. Cloud streamlines load testing. Betabrand was able to quickly create a replica of its production services that they could use in load testing.

Tests revealed poorly performing code paths that would only be revealed by heavy loads. They were able to fix the issues before Black Friday. Their cloud infrastructure scales automatically, helping them avoid issues and keep customers happy. This factor alone underlines the strategic importance of cloud computing in business organizations like Betabrand.

Key Takeaways Immutable infrastructure vastly improves deployments. Since cloud servers are never Big White Cloud (2007 Version) - Audio post-deployment, configuration drift — in which undocumented changes to servers can cause them to diverge from one another and from the originally deployed configuration — is minimized or eliminated. This means deployments are easier, simpler, and more consistent.

Scalability is central to meeting the changing needs of dynamic e-commerce businesses. Shopify is home to online shops like Kylie Cosmetics, which hosts Big White Cloud (2007 Version) - Audio sales that can sell out in 20 seconds.

Key Takeaways Gaining stakeholder buy-in is crucial. Spotify was careful to consult its engineers about the vision. Once they could see what their jobs looked like in the future, they were all-in advocates.

They carefully mapped all dependencies. They also worked with Google to identify and orchestrate the right cloud strategies and solutions. The line shows how much customers expect to pay on average to get different levels of the primary benefit. You can find the line that best fits the data by taking the slope associated with the portion of the price-benefit equation that links the primary benefit to prices.

Or you can look at the map and draw a line that runs roughly through the middle of the cloud of points; in other words, half the points should lie above the line and half should lie below. Research shows that in almost all industries, a straight line that rises to the right fits the data best.

Curved lines and negatively sloped lines are possibilities in theory, but they describe short-lived phenomena. Markets tend to converge on the same price for each benefit, and people tend to pay more for a higher level of benefit, so those trends create a straight line with a positive slope. Enterprises position a product or brand above the line to maximize profits, which they can do by simply raising the price in the short run.

They can also do so by enticing customers to pay a higher price for desirable secondary benefits. Companies can slot their offerings below the line to maximize market share by simply charging less than expected, or they may drop some secondary benefits to attract price-sensitive customers.

For example, if a calorie-free sweetener leaves an aftertaste, people will pay less for the same level of dieting benefit the sweetener gives them. Thus, deviations in price above or below the line are caused by the added or reduced value associated with secondary benefits or pricing strategies designed to milk or build market share. Let me illustrate the process and purposes of drawing a positioning map by returning for a moment to the challenges that Motorola faced in launching the Razr 2.

We also gathered all the data we could find on the iPhone. A regression analysis showed that advanced functionality accounted for most of the difference in the prices of cellular telephones. By advanced functionality, I mean high-tech features like the ability to play music in the MP3 format and to snap high-resolution photographs, the presence of sophisticated e-mail software, and a QWERTY keyboard.

Two other benefits contributed to price differences, albeit to a lesser degree: display quality color, high-resolution screens, and touch screens and advanced connectivity Bluetooth, 3G, and Wi-Fi technologies. These three benefits together accounted for Contrary to the popular perception that battery life and the clarity of sound while making and receiving calls matter to consumers, I found that competition had reduced those to hygiene factors indicated by the fact that their r-square values were extremely low.

Motorola had wisely spread its bets, positioning products in four of the five groups. Like all the other cellular telephone manufacturers, it had no product in the ultrapremium segment that the iPhone seems to be pioneering, but it had positioned products on both sides of the expected-price line. Sony Ericsson, Samsung, and LG had also positioned devices below the line, which suggested that the segment was becoming crowded and prices would soon go into freefall.

The LG VX had positioned itself above the line, because of the added pricing power of its superb color display. Plotting prices against the primary benefit products offer in a market makes it easy to see how that market looks to customers.

This price-benefit positioning map suggests there were five segments in the U. While some customers are likely to postpone purchases of cellular telephones until they can afford the iPhone, it is unlikely to have an impact on the rest of the market—initially.

However, Motorola will face a stiff challenge because Apple is deploying its iPod strategy in the cellular telephone market. If Apple continues to use the same strategy, the iPhone will move quickly from the ultrapremium to a midrange position. Plotting price against the primary benefit over time for a product line can make shifts in market strategy clear.

In this example, Apple has stayed ahead in the MP3-player market since October by giving customers more functionality and additional storage capacity at ever lower prices. That has made it tough for competitors like Sony, Dell, and Creative to gain toeholds.

Apple also created a full line of iPod products, making it tough for rivals to find uncontested spaces. For instance, having a haptic touch screen on the Razr 2 is a novel benefit. Do customers want it? Perhaps—but it comes second to the advanced functionality they are more willing to pay for. Positioning maps help companies penetrate the fog that shrouds the competitive landscape.

Many companies, especially in industrial markets, seek to retain customers by offering intangible benefits. To that end, they spend a great deal of money to offer supplementary services without knowing if customers want them enough to pay for them. This often proves to be a drain on corporate resources. Companies can avoid the problem by calculating the premiums they earn for intangible secondary benefits.

That was driven home to me when my colleagues and I conducted an analysis of the U. According to a regression analysis, in the early s, variations in engine power, as measured by displacement, explained much of the difference in motorcycle prices. These benefits had helped Harley-Davidson create the impression that its customers were rebels, that they enjoyed an adventurous lifestyle, and that they belonged to a macho club.

Harleys had attained cult status, especially among the baby boomer generation. However, the positioning map revealed a different picture. The price of a Harley was still higher than that of equivalent Japanese motorbikes, but it no longer commanded the highest premiums in the market.

The market leader was leaving money on the table, possibly because its image no longer appealed to customers. The analysis was an early indicator that Harley-Davidson was in trouble, despite the fact that industry experts insisted it would remain dominant owing to its history and market share. Through these efforts, we welcome more and more African-Americans, Hispanics, women, and younger riders into the family every year.

Harley-Davidson is also using its new Buell line to reach out to younger riders who want to have fun rather than portray a macho image. Companies can employ the price-benefit equation to get ahead of rivals in markets where consumers keep demanding different benefits. Once they have identified what benefits appeal to customers, executives can use the equation to decide which features to develop, at what cost, and how soon they must create the next differentiator. Take the case of a major U.

The food business is notoriously fickle, so I decided to conduct a three-year historical analysis of the 1, restaurants in the city on which Zagatthe restaurant guide, had data. The longitudinal study helped identify several trends and strategies.

This suggested the hotel chain would do better if it placed restaurants outside its properties, with an entrance from the lobby. That was a convincing argument for adding dancing to the menu—something the W Hotels chain, which turns its lobbies into clubs, has successfully done. The premium on seafood and Russian food rose during the period while it declined for French and Japanese cuisines, indicating that the hotel chain could earn more by repositioning its sushi bars as seafood restaurants and setting up restaurants that served Russian Big White Cloud (2007 Version) - Audio.

Interestingly, the expected-price line became steeper over the three years of the study, an indication of a more intense demand for the primary benefit. It seemed plausible that as incomes rose in the city over the period, more people frequented upscale restaurants. In its budget hotels, the chain lowered the price of the food to match or undercut local rivals because those restaurants needed traffic to make money. To extend the use of price-benefit maps, companies can throw more data into the mix.

A map that includes unit sales and sales growth, for instance, can help companies identify areas with low competitive intensity. In the s, when I worked with a major U. A regression analysis showed that the most important driver of price in that segment was a measure that combined several automobile characteristics such as engine power, chassis size, passenger capacity, gasoline tank capacity, trunk capacity, and crashworthiness.

Adding more data to a price-benefit map can make it easier to spot opportunities to reposition products. In this case, including indicators of sales growth and decline, best-sellers, and withdrawn models revealed subsegments of the midsize-car market in which competition was less intense and were therefore good opportunities to pursue.

Inas the dotted ovals show, three subsegments of the U. Automakers quickly slotted more products into those niches, and byall three had become crowded. Even the middle subsegment remained competitive owing to the overwhelming dominance of the Toyota Camry. When we created a price-benefit positioning map forwe found some subsegments with few big sellers or products whose sales were growing markedly, an indication of low competitive intensity.

In niches like the pricey low-end where the low-end versions of luxury brands like Mercedes and Volvo residecompanies were withdrawing models from the market. This suggested that a manufacturer with the right price-platform mix and some desirable secondary benefits could find untapped customers by offering products in those spaces.

Auto aficionados will remember that in the mids, many experts criticized BMW for trying to enter the pricey low-end subsegment of the U. The map indicated that there was an opportunity—and history tells us that BMW capitalized on it. Many experts criticized BMW for repositioning the 3 Series. The map indicated there was an opportunity at the pricey low end—and history tells us that BMW capitalized on it. Fast-forward toBig White Cloud (2007 Version) - Audio, and you will see that there were few open segments left that is, segments with fewer than a couple of big sellers or fast-growing models.

Most companies had moved from intensely competitive positions in into less competitive positions.

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