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Airlines
Indian Airlines - 1800 180 1407 Jet Airways - 1800 22 5522 Spice Jet - 1800 180 3333 Air India -- 1800 22 7722 Kingfisher - 1800 180 0101 Banks BANK OF MAHARASHTRA 1800222340 & 1800220888 ABN AMRO - 1800 11 2224 Canara Bank - 1800 44 6000 Citibank - 1800 44 2265 Corporatin Bank - 1800 443 555 Development Credit Bank - 1800 22 5769 HDFC Bank - 1800 227 227 ICICI Bank - 1800 333 499 ICICI Bank NRI - 1800 22 4848 IDBI Bank - 1800 11 6999 Indian Bank - 1800 425 1400 ING Vysya - 1800 44 9900 Kotak Mahindra Bank - 1800 22 6022 Lord Krishna Bank - 1800 11 2300 Punjab National Bank - 1800 122 222 State Bank of India - 1800 44 1955 Syndicate Bank - 1800 44 6655 Automobiles Mahindra Scorpio - 1800 22 6006 Maruti - 1800 111 515 Tata Motors - 1800 22 5552 Windshield Experts - 1800 11 3636 Computers/IT Adrenalin - 1800 444 445 AMD - 1800 425 6664 Apple Computers - 1800 444 683 Canon - 1800 333 366 Cisco Systems - 1800 221 777 Compaq - HP - 1800 444 999 Data One Broadband - 1800 424 1800 Dell - 1800 444 026 Epson - 1800 44 0011 eSys - 3970 0011 Genesis Tally Academy - 1800 444 888 HCL - 1800 180 8080 IBM - 1800 443 333 Lexmark - 1800 22 4477 Marshal's Point - 1800 33 4488 Microsoft - 1800 111 100 Microsoft Virus Update - 1901 333 334 Seagate - 1800 180 1104 Symantec - 1800 44 5533 TVS Electronics - 1800 444 566 WeP Peripherals - 1800 44 6446 Wipro - 1800 333 312 xerox - 1800 180 1225 Zenith - 1800 222 004 Indian Railway Indian Railway General Enquiry 131 Indian Railway Central Enquiry 131 Indian Railway Reservation 131 Indian Railway Railway Reservation Enquiry 1345,1335,1330 Indian Railway Centralized Railway Enquiry 1330/1/2/3/4/5/6/7/8/9
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Tuesday, October 9, 2012
Toll Free Numbers in India
Friday, October 5, 2012
The history of 404
Before
the beginning of time, when the Internet was
still very much under the spell of bare Unix shells
and Gopher, before SLIP or PPP became widely used, an
ambitious group of young scientists at CERN
(Switzerland) started working on what was to become
the media revolution of the nineties: the World Wide
Web, later to be known as WWW, or simply 'the Web'.
Their aim: to create a database infrastructure that
offered open access to data in various formats:
multi-media. The ultimate goal was clearly to create a
protocol that would combine text and pictures and
present it as one document, and allow linking to other
such documents: hypertext.
Because these bright young minds were reluctant to
reveal their progress (and setbacks) to the world,
they started developing their protocol in a
closed environment: CERN's internal network. Many
hours were spend on what later became the world-wide
standard for multimedia documents. Using the physical
lay-out of CERN's network and buildings as a metaphor
for the 'real world' they situated different functions
of the protocol in different offices within CERN.
In an office on the fourth floor (room 404), they
placed the World Wide Web's central database: any
request for a file was routed to that office, where
two or three people would manually locate the
requested files and transfer them, over the network,
to the person who made that request.
When the database started to grow, and the people at
CERN realized that they were able to retrieve
documents other than their own research-papers, not
only the number of requests grew, but also the number
of requests that could not be fulfilled, usually
because the person who requested a file typed in the
wrong name for that file. Soon these faulty requests
were answered with a standard message: "Room 404: file
not found".
Later, when these processes were automated and people
could directly query the database, the messageID's for
error messages remained linked to the physical
location the process took place: "404: file not
found".
The room numbers remained in the error codes in the
official release of HTTP (Hyper Text Transfer
Protocol) when the Web left CERN to conquer the world,
and are still displayed when a browser makes a faulty
request to a Web server. In memory of the heroic boys
and girls that worked deep into the night for all
those months, in those small and hot offices at CERN,
Room 404 is preserved as a 'place on the Web'. None of
the other rooms are still used for the Web. Room 404
is the only and true monument to the beginning of the
Web, a tribute to a place in the past, where the
future
was shaped.
still very much under the spell of bare Unix shells
and Gopher, before SLIP or PPP became widely used, an
ambitious group of young scientists at CERN
(Switzerland) started working on what was to become
the media revolution of the nineties: the World Wide
Web, later to be known as WWW, or simply 'the Web'.
Their aim: to create a database infrastructure that
offered open access to data in various formats:
multi-media. The ultimate goal was clearly to create a
protocol that would combine text and pictures and
present it as one document, and allow linking to other
such documents: hypertext.
Because these bright young minds were reluctant to
reveal their progress (and setbacks) to the world,
they started developing their protocol in a
closed environment: CERN's internal network. Many
hours were spend on what later became the world-wide
standard for multimedia documents. Using the physical
lay-out of CERN's network and buildings as a metaphor
for the 'real world' they situated different functions
of the protocol in different offices within CERN.
In an office on the fourth floor (room 404), they
placed the World Wide Web's central database: any
request for a file was routed to that office, where
two or three people would manually locate the
requested files and transfer them, over the network,
to the person who made that request.
When the database started to grow, and the people at
CERN realized that they were able to retrieve
documents other than their own research-papers, not
only the number of requests grew, but also the number
of requests that could not be fulfilled, usually
because the person who requested a file typed in the
wrong name for that file. Soon these faulty requests
were answered with a standard message: "Room 404: file
not found".
Later, when these processes were automated and people
could directly query the database, the messageID's for
error messages remained linked to the physical
location the process took place: "404: file not
found".
The room numbers remained in the error codes in the
official release of HTTP (Hyper Text Transfer
Protocol) when the Web left CERN to conquer the world,
and are still displayed when a browser makes a faulty
request to a Web server. In memory of the heroic boys
and girls that worked deep into the night for all
those months, in those small and hot offices at CERN,
Room 404 is preserved as a 'place on the Web'. None of
the other rooms are still used for the Web. Room 404
is the only and true monument to the beginning of the
Web, a tribute to a place in the past, where the
future
was shaped.
INTERESTING SURVEY : Top Ten Outsourcing Survey
Top Ten Outsourcing Survey
Executive Survey: The Outsourcing Institute's Annual Survey of
Outsourcing End Users
Top 10 Reasons Companies Outsource
1. Reduce
and control operating costs
2. Improve company focus
3. Gain access to world-class capabilities
4. Free internal resources for other purposes
5. Resources are not available internally
6. Accelerate re engineering benefits
7. Function difficult to manage/out of control
8. Make capital funds available
9. Share risks
10. Cash infusion
2. Improve company focus
3. Gain access to world-class capabilities
4. Free internal resources for other purposes
5. Resources are not available internally
6. Accelerate re engineering benefits
7. Function difficult to manage/out of control
8. Make capital funds available
9. Share risks
10. Cash infusion
Source: Survey of Current and Potential Outsourcing End-Users
The Outsourcing Institute Membership, 1998
The Outsourcing Institute Membership, 1998
Top 10 Factors in Vendor Selection
1.
Commitment to quality
2. Price
3. References/reputation
4. Flexible contract terms
5. Scope of resources
6. Additional value-added capability
7. Cultural match
8. Existing relationship
9. Location
10. Other
2. Price
3. References/reputation
4. Flexible contract terms
5. Scope of resources
6. Additional value-added capability
7. Cultural match
8. Existing relationship
9. Location
10. Other
Top 10 Factors for Successful Outsourcing
1.
Understanding company goals and objectives
2. A strategic vision and plan
3. Selecting the right vendor
4. Ongoing management of the relationships
5. A properly structured contract
6. Open communication with affected individual/groups
7. Senior executive support and involvement
8. Careful attention to personnel issues
9. Near term financial justification
10. Use of outside expertise
2. A strategic vision and plan
3. Selecting the right vendor
4. Ongoing management of the relationships
5. A properly structured contract
6. Open communication with affected individual/groups
7. Senior executive support and involvement
8. Careful attention to personnel issues
9. Near term financial justification
10. Use of outside expertise
Top 10 Drivers Behind Today's Outsourcing
Decisions (in alphabetical order)
- Accelerate reengineering benefits
- Access to world class capabilities
- Cash infusion
- Free resources for other purposes
- Function difficult to manage or out of control
- Improve company focus
- Make capital funds available
- Reduce operating costs
- Reduce risk
- Resources not available internally
Accelerate re engineering benefits
Re engineering aims for dramatic improvements in critical measures of performance such as cost, quality, service and speed. But the need to increase efficiency can come into direct conflict with the need to invest in core business. As non-core internal functions are continually put on the back burner, systems become less efficient and less productive. By outsourcing a non-core function to a world class provider, the organization can begin to see the benefits of re engineering.
Re engineering aims for dramatic improvements in critical measures of performance such as cost, quality, service and speed. But the need to increase efficiency can come into direct conflict with the need to invest in core business. As non-core internal functions are continually put on the back burner, systems become less efficient and less productive. By outsourcing a non-core function to a world class provider, the organization can begin to see the benefits of re engineering.
Access
to world class capabilities
World class providers make extensive investments in technology, methodologies, and people. They gain expertise by working with many clients facing similar challenges. This combination of specialization and expertise gives customers a competitive advantage and helps them avoid the cost of chasing technology and training. In addition, there are better career opportunities for personnel who transition to the outsourcing provider.
World class providers make extensive investments in technology, methodologies, and people. They gain expertise by working with many clients facing similar challenges. This combination of specialization and expertise gives customers a competitive advantage and helps them avoid the cost of chasing technology and training. In addition, there are better career opportunities for personnel who transition to the outsourcing provider.
Cash
infusion
Outsourcing often involves the transfer of assets from the customer to the provider. Equipment, facilities, vehicles and licenses used in the current operations have value and are sold to the vendor. The vendor then uses these assets to provide services back to the client. Depending on the value of the assets involved, this sale may result in a significant cash payment to the customer.
Outsourcing often involves the transfer of assets from the customer to the provider. Equipment, facilities, vehicles and licenses used in the current operations have value and are sold to the vendor. The vendor then uses these assets to provide services back to the client. Depending on the value of the assets involved, this sale may result in a significant cash payment to the customer.
When these assets are sold to the vendor, they are typically sold
at book value. The book value can be higher than the market value. In these
cases, the difference between the two actually represents a loan from the
vendor to the client which is repaid in the price of the services over the life
of the contract.
Free
resources for other purposes
Every organization has limits on the resources available to it. Outsourcing permits an organization to redirect its resources, most often people resources, from non core activities toward activities which serve the customer. The organization can redirect these people or at least the staff slots they represent onto greater value adding activities. People whose energies are currently focused internally can now be focused externally -- on the customer.
Every organization has limits on the resources available to it. Outsourcing permits an organization to redirect its resources, most often people resources, from non core activities toward activities which serve the customer. The organization can redirect these people or at least the staff slots they represent onto greater value adding activities. People whose energies are currently focused internally can now be focused externally -- on the customer.
Function
difficult to manage or out of control
Outsourcing is certainly one option for addressing this problem. It is critical to remember that outsourcing doesn't mean abdication of management responsibility nor does it work well as a knee jerk reaction by a company in trouble.
Outsourcing is certainly one option for addressing this problem. It is critical to remember that outsourcing doesn't mean abdication of management responsibility nor does it work well as a knee jerk reaction by a company in trouble.
When a function is viewed as difficult to manage or out of
control, the organization needs to examine the underlying causes. If the
requirements expectations or needed resources are not clearly understood, then
outsourcing won't improve the situation; it may in fact exacerbate it. If the
organization doesn't understand its own requirements, it won't be able to
communicate them to an outside provider.
Improve
company focus
Outsourcing lets a company focus on its core business by having operational functions assumed by an outside expert. Freed from devoting energy to areas that are not in its expertise, the company can focus its resources on meeting its customers' needs.
Outsourcing lets a company focus on its core business by having operational functions assumed by an outside expert. Freed from devoting energy to areas that are not in its expertise, the company can focus its resources on meeting its customers' needs.
Make
capital funds available
There is tremendous competition within most organizations for capital funds. Deciding where to invest these funds is one of the most important decisions that senior management makes. It is often hard to justify non-core capital investments when areas more directly related to producing a product or providing a service compete for the same money.
There is tremendous competition within most organizations for capital funds. Deciding where to invest these funds is one of the most important decisions that senior management makes. It is often hard to justify non-core capital investments when areas more directly related to producing a product or providing a service compete for the same money.
Outsourcing can reduce the need to invest capital funds in
non-core business functions. Instead of acquiring the resources through capital
expenditures, they are contracted for on an "as used" operational
expense basis. Outsourcing can also improve certain financial measurements of
the firm by eliminating the need to show return on equity from capital
investments in non core areas.
Reduce
operating costs
Companies that try to do everything themselves may incur vastly higher research, development, marketing and deployment expenses, all of which are passed on to the customer. An outside provider's lower cost structure, which may be the result of a greater economy of scale or other advantage based on specialization, reduces a company's operating costs and increases its competitive advantage.
Companies that try to do everything themselves may incur vastly higher research, development, marketing and deployment expenses, all of which are passed on to the customer. An outside provider's lower cost structure, which may be the result of a greater economy of scale or other advantage based on specialization, reduces a company's operating costs and increases its competitive advantage.
Reduce
risk
Tremendous risks are associated with the investments an organization makes. Markets, competition, government regulations, financial conditions and technologies all change extremely quickly. Keeping up with these changes, especially those in which the next generation requires a significant investment, is very risky.
Tremendous risks are associated with the investments an organization makes. Markets, competition, government regulations, financial conditions and technologies all change extremely quickly. Keeping up with these changes, especially those in which the next generation requires a significant investment, is very risky.
Outsourcing providers make investments on behalf of many clients,
not just one. Shared investment spreads risk, and significantly reduces the
risk born by a single company.
Resources
not available internally
Companies outsource because they do not have access to the required resources within the company. Outsourcing is a viable alternative to building the needed capability from the ground. New organizations, spin-offs, or companies expanding into new geography or new technology should consider the benefits of outsourcing from the very start.
Companies outsource because they do not have access to the required resources within the company. Outsourcing is a viable alternative to building the needed capability from the ground. New organizations, spin-offs, or companies expanding into new geography or new technology should consider the benefits of outsourcing from the very start.
Three major areas companies outsource
How Do
You Compare?
Executives on our network told us areas that they were currently outsourcing, and what they were considering outsourcing in the near future. Sixty percent of the executives were senior executives. Almost every industry was represented, from advertising and brewing through government and healthcare to manufacturing and utilities. The companies ranged from small (under 499 employees) to very large (over 10,000 employees).
Executives on our network told us areas that they were currently outsourcing, and what they were considering outsourcing in the near future. Sixty percent of the executives were senior executives. Almost every industry was represented, from advertising and brewing through government and healthcare to manufacturing and utilities. The companies ranged from small (under 499 employees) to very large (over 10,000 employees).
Information
Technology
This is the fastest growing area for outsourcing today.
This is the fastest growing area for outsourcing today.
Executives are currently outsourcing:
- maintenance/repair
- training
- applications development
- consulting and reengineering
- mainframe data centers
Executives are considering outsourcing:
- client/server
- networks
- desktop systems
- end-user support
- full I/T outsourcing
Operations
Administration
Executives are currently outsourcing:
Executives are currently outsourcing:
- printing and reprographics
- mailroom
- consulting and training
Executives are considering outsourcing:
- records management
- administrative information systems
- supply/inventory
- printing and reprographics
Customer Service
Executives are currently outsourcing:
- field service
- field service dispatch
- telephone customer support
Executives are considering outsourcing:
- customer service information systems
- field service dispatch
- telephone customer support
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