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ATP's Disappearance: No, We Were NOT Blocked (or hacked). Not Yet.

Posted on December 1, 2007
Filed Under >Adil Najam, >Owais Mughal, About ATP, Politics
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Adil Najam and Owais Mughal

Many of you have been writing to us today about the"disappearance" of the ATP page for nearly 13 hours.

We apologize for this inconvenience – believe us, we were even more concerned about this sudden "disappearance" than you were. It was caused because of technical problems at our server host, mediatemple, and not because of mischief on the part of government agencies or of hackers.

The government of the day in Pakistan should rightly be blamed for many things, but (despite the fears of some of our readers) cannot be blamed for this!

What is interesting, however, is that the dozens of messages we received (and even our own initial impulse) assumed that ATP had, in fact, been either blocked by the ‘authorities’ or hacked. This is important and worthy of note because we are either so very cynical as a people as to always assume the very worst, or because the probability of this happening is actually so very high that this becomes not only a probable but the likely reason for the inaccessibility of the site.

Our own sense of things is that it is both. We are, in fact, a fairly cynical bunch, quite prone to conspiracy theories (and the more fanciful it is the more we fall for it). But it is also true that a whole string of actions (many of which we have written about here, here, here, and here) by the omnipresent authorities would make this a fairly reasonable assumption to make. This is quite sad. On both counts. It is an unfortunate commentary not only on our state but also on our society. Maybe we should take a few seconds to think about why this is so.

While you do so, for those of you more technically inclined, according to mediatemple the original task was to be done between Midnight and 6AM, Saturday, Dec (USA Eastern Standard Time) and it was to:

facilitate proactive replacement of certain electrical systems in one of our Facility Power Segments at our EL-DC3 data center. In addition, an upgrade will be taking place to core components of the (gs), including the storage subsystem. This vendor-recommended upgrade required additional time and thus has been grouped with the data center activity in order to reduce customer impact.

This larger than normal maintenance period is a proactive measure to prevent power failure incidents as experienced by various other data centers mentioned in recent news. We would like to remind all customers that scheduled infrastructure maintenance and security related updates are a necessary and vital aspect of web hosting that ensures the long term uptime and reliability of your services.

Later messages from to mediatemple reported that the task was taking much longer than anticipated and, at around 1:13PM (EST) a message from mediatemple reported the following:

Given a failed upgrade from the vendor on (gs) Grid.Cluster.2’s storage segment, and then a failed rollback attempt, we either had to work to repair the systems so customers would have their “live” data — or recover from backup, potentially taking several days to get fully back online and rolling back some customers to their “last backed up” date. Though neither option was “pleasant”, we had good confidence that the “up to date” data was safe and accessible with the appropriate vendor involvement — this was seen as the best overall customer outcome. And so after several hours of troubleshooting, we have have managed to repair the systems preventing a restore situation.

We are continuing to validate the auxillary systems of the (gs) — database, database container, containers — at this time. All basic services such as web, email, and FTP have been restored.

We understand how frustrating situations like these can be and we sincerely appreciate your continued patience and understanding.

And, yes, the situation was frustrating. Very frustrating. Our ‘patience and understanding’ was also being stretched; especially because those managing the mediatemple phonelines were not always helpful. Our feelings about the company have been mixed. On the one hand some of their technical services (e.g., design of backend) is quite spectacular. On the other hand their customer service is a case study in how not to deal with customers and is singularly bad. We have been and continue to think about moving elsewhere. We have not yet decided whether we will, but this incident just might push us over the edge. So, there, now we have vented!

All that remains is for us to repeat to you what mediatemple said to us:

We understand how frustrating situations like these can be and we sincerely appreciate your continued patience and understanding.

Groupon slows in Chicago; Growth deceleration raises questions about IPO value.

Crain’s Chicago Business September 5, 2011 Byline: JOHN PLETZ As Groupon Inc. prepares to pitch its IPO to investors around the world, growth is sagging in hometown Chicago, its oldest market.

Groupon’s gross revenue in Chicago rose 13% to $24.3 million in the second quarter from the first quarter. That’s half the first quarter’s rate and down sharply from 48% sequential growth a year earlier. Overall growth is slowing, too. Total revenue increased 36% in the second quarter to $878.0 million vs. a 63% sequential increase in the first quarter and 97% a year earlier. (Groupon keeps 39% of gross revenue, after sharing the take with merchants.) The sharp slowdown in Chicago suggests that as other markets age, growth will stall there, too, undermining forecasts that the company’s much-anticipated IPO would value the three-year-old outfit at as much as $25 billion. “The period of rocketing quarter-to-quarter growth has come to an end for Groupon,” says Lou Kerner, a New York-based analyst at Wedbush Securities Inc.

The revenue deceleration is just one of the issues CEO Andrew Mason has to explain as he hits the road soon to persuade mutual funds and other institutional investors to buy shares in Groupon. Another is his recent memo to employees in which he, despite securities regulations intended to limit public comments before shares are issued, rebutted skeptical analysts and hinted at improving financials. in our site groupon nyc

“I love the business they’ve created, but management isn’t doing itself any favors by the way it’s communicating to Wall Street,” says A. B. Mendez, an analyst at GreenCrest Capital LLC, a New York boutique research firm. “In the kind of shaky markets we’re in, investors want a little more TLC to get comfortable with a story they’ve never seen.” Profit–or lack of it–is another problem. Groupon has posted a $720.8-million loss since its inception. The company hasn’t put out forecasts, but Dan Kurnos, an analyst at Benchmark Co. LLC in Delray Beach, Fla., doesn’t see Groupon turning an operating profit until at least 2013.

In addition, Groupon’s management team has been in flux since its IPO filing in June. Christopher Muhr, who arrived with Groupon’s 2010 acquisition of Berlin-based CityDeals, recently took over as head of sales. Managers of SoSasta, a daily-deal site in India that Groupon acquired in January, have been replaced, while Groupon has reorganized its Chinese operations. And Brad Williams, the newly hired head of communications from Verisign Inc. and Yahoo Inc., abruptly left the company Aug. 24.

Groupon declines to comment, citing quiet-period restrictions.

Mr. Mason is counting on investors to look past these pesky topics. Analysts think many will. Like LinkedIn Corp., Groupon is one of the few ways to get in on a social-media outfit today. And in terms of revenue growth, Groupon still stands out in an economy that some economists warn is teetering on the brink of another recession. go to site groupon nyc

“There have been plenty of warning signs lately. But if you’re a tech fund, and Groupon comes public, you’ve got to own it,” Mr. Kurnos says. “If it turns out to be the next Amazon, you’re going to want to own it early.” Groupon dominates the local daily-deal space, with 49% of industry revenue, more than twice the 21% share of its closest rival, Washington, D.C.-based LivingSocial.com, according to Yipit.com, a deal aggregator in New York.

The question is how much investors will pay. With equity markets down more than 10% since Groupon filed its prospectus, its monster valuation whispered by bankers last spring is clearly in doubt.

After Groupon piled up a $117-million loss in the first quarter, Mr. Mason cut back marketing outlays by more than half in the second quarter. He argued in his memo to employees: “Eventually we’ll ramp down marketing just as fast as we ramped it up . . . because even if we wanted to continue to spend at these levels, we would eventually run out of new subscribers to acquire.” The company may be reaching that point in metro Chicago. It already has 1.9 million subscribers, or 44% of the population between the ages of 25 and 64. Subscribers rose 25% sequentially in the second quarter, down from 37% in the first quarter. However, a source familiar with Groupon’s financials says that existing customers are buying more deals on average.

Long term, investors are going to want to see it make some money from these customers.

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17 comments posted

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  1. Qausain says:
    March 23rd, 2009 12:55 pm

    ATP Khappay!

Comment Pages: [3] 2 1 » Show All



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