Alibaba Acquires Controlling Stake in eCommerce Platform Lazada


HANGZHOU, China & SINGAPORE–(BUSINESS WIRE)–Alibaba Group Holding Limited and Lazada Group S.A. announced today that Alibaba entered into an agreement to acquire a controlling stake in Lazada, a leading eCommerce platform in Southeast Asia. The transaction consists of an investment of approximately USD500 million in newly issued equity capital of Lazada and acquisition of shares from certain shareholders of Lazada, for a total investment by Alibaba of approximately USD1 billion. The transaction is expected to help brands and distributors around the world that already do business on Alibaba’s platform, as well as local merchants, to access the Southeast Asian consumer market.

Lazada currently operates eCommerce platforms in Indonesia, Malaysia, the Philippines, Singapore, Thailand and Vietnam. These six countries combined have a population of approximately 560 million and an estimated Internet user base of 200 million, according to Internet Live Stats. With only 3% of the region’s total retail sales conducted online, Southeast Asia is expected to offer tremendous growth potential to both companies as internet penetration continues to rise.

“Globalization is a critical strategy for the growth of Alibaba Group today and well into the future,” said Michael Evans, President of Alibaba. “With the investment in Lazada, Alibaba gains access to a platform with a large and growing consumer base outside China, a proven management team and a solid foundation for future growth in one of the most promising regions for eCommerce globally. This investment is consistent with our strategy of connecting brands, distributors and consumers wherever they are and support our ecosystem expansion in Southeast Asia to better serve our customers.”

Max Bittner, CEO of Lazada Group added, “We are very excited about joining forces with Alibaba and see significant synergies that will drive great benefits to our customers in Southeast Asia. Southeast Asia is an attractive mobile-driven consumer market that is highly fragmented and diverse with significant barriers to entry and a nascent modern retail sector that has large headroom for growth. The transaction will help us to accelerate our goal to provide the 560 million consumers in the region access to the broadest and most unique assortment of products. Furthermore, leveraging Alibaba’s unique knowhow and technology will allow us to rapidly improve our services and provide an even more effortless shopping and selling experience.”

In connection with the transaction, Alibaba entered into a put-call arrangement with certain Lazada shareholders, giving Alibaba the right to purchase, and the shareholders the right to sell collectively, their remaining stakes in Lazada at fair market value during the 12 to 18 month period after the closing of the transaction.

Founded in 2012, Lazada is the one-stop eCommerce gateway for local and international brands and distributors to consumers in six distinct Southeast Asian markets: Indonesia, Malaysia, the Philippines, Singapore Thailand and Vietnam. By combining its regional presence with locally tailored capabilities in areas such as supply-chain, last-mile delivery and payment, Lazada has developed a unique solution for global brands and distributors wanting to enter this rapidly growing region.

Credit Suisse (Hong Kong) Limited acted as exclusive financial advisor to Alibaba and Goldman Sachs (Asia) LLC as exclusive financial advisor to Lazada.

Safe Harbor Statements

This press release contains forward-looking statements. These statements are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expect,” “future,” “continue,” “strategy” and similar statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement. Further information regarding these and other risks is included in Alibaba’s filings with the SEC. All information provided in this press release is as of the date of this press release and is based on assumptions that Alibaba believes to be reasonable as of this date, and Alibaba does not undertake any obligation to update any forward-looking statement, except as required under applicable law.


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Social shopping app Wiindi to focus on expansion in Vietnam

(By Ngoc Nguyen @ Discovery shopping website and app Wiindithat is among the first of Vietnamese startups to have joined Singapore-based JFDI Accelerate programme, said it aims to be the number one mobile shopping platform in Vietnam within the next 18 months.

Phuc Le, CEO of
Phuc Le, CEO of

It will be competing with Vietnam based e-commerce sites that online shoppers are more familiar with – the FPT-backed, groupon sites Muachung and Hotdeal, and foreign players Lazada and Zalora.

Currently, Lazada has the largest market share of 36 per cent, according to the local E-commerce and Information Technology Department.

Wiindi, which  was also among the top 10 promising startups in Asia Pacific during the recent Echelon Summit 2015, has received a S$25,000 ($19,650) in cash from the Joyful Frog Digital Incubator. The funding will increase to S$50,000 for the next batch, said Phuc Le, co-founder and CEO of the shopping app.

The other Vietnamese startup to have joined JFDI is, a baby product e-commerce company, which raised six-figure seed funding in 2013.

Historically, the programme has seen over 50 per cent of its alumni raise seed funding of $500,000 or more.

Prior to the Echelon summit in June, the app had emerged as winner of Judges’ Choice and People’s Choice award at Vietnam Qualifier of Echelon’s Top100 Startups, in March.

Wiindi is a Pinterest for shopping, which helps shoppers discover, collect and track prices for their favourite products, and get the best deals to buy their desired items. Phuc said that “the platform also helps online merchants increase sale via understanding, engaging and interacting with their customers.”

The app deals with one of the current problems of the Vietnamese e-commerce market – shoppers do not have a place to centralise and remember all the products they discover online. Also, there was no system to track and provide notifications when their desired products went on sale.

On the business side, it addresses issues regarding continued visitor engagement. Typically, online retailers lose 98 per cent of their visitors (who leave without buying) and have no way to engage them again.

Wiindi allows users to create their own “wishlist” to save information about products that they want. It keeps an eye on those items and notifies users immediately if the products drop in price, via email, Facebook notification, or app notification. Meanwhile, the shop owners are able to view the analytics to see what is trending at the moment, which may influence their decisions to provide discounts to the right people.

Phuc believes in the potential of the Vietnamese market. The country has about 12 million online shoppers between the ages of 18 to 35 years old, and over 200,000 merchants who are selling those products online in the country, Phuc said.

He sees Vietnam as the market with most potential in the Southeast Asia, with e-commerce penetration almost tripling during 2011-2016.

With a 93 million population – 44 per cent of which are using internet- increasing 13 per cent year-on-year, social media accounts for an increase of 50 per cent year-on-year. “This is one of the highest speeds all over the world,” he commented.

When it comes to mobile, smartphone growth is 57 per cent, the second fastest rate in SEA, he added. “This shows a clear trend that mobile and social e-commerce is next to big thing in this market. Our vision is to take the number one position in mobile social shopping in Vietnam within 18 months, then expand to other markets such as Thailand, Malaysia and Indonesia,”he added.

Globally, Wiindi has to compete with similar apps such as Wanelo, Fancy, Polyvore, ShopperBoard and ShoppingIS.

Incorporated in Singapore since April (previously in Vietnam), Wiindi will target the Vietnamese market first, where it has become publisher for Japan’s affiliate marking firm Interspace in Vietnam.

The startup has has gained a monthly organic growth of 35 per cent on the consumer side, and a 20 per cent weekly growth in attracting merchants.

Vietnamese mobile startups focus on games

(By Buu Dien @ Three reasons have been cited to explain why most of the young founders of Vietnamese mobile content firms have decided to start their business by developing games.

The mobile device market has been growing at a rapid rate in recent years with more and more people using smartphones for work and entertainment.

A report showed that games are the most popular mobile apps, while the number of games is five times higher than other apps.

Vietnam ranks 17th in the world and the fourth in Asia in mobile internet usage level. The figures show the great potential of the Vietnamese mobile game market, where small successes are enough to bring big revenue to startups.

High profits

 The mobile game market is valued at VND500 billion per annum and the figure continues to rise.

Analysts say the profits are satisfactory, especially for startups. Online game distributors can expect revenue of $10 per user for MMORPG, or massively multiplayer online role-playing games. Meanwhile, Card Battle and SLG can bring turnover of $6 and $5 per user, respectively.

Developing games on iOS has also been a priority for game firms, which realized that 60 percent of mobile game revenue comes from the iOS operating system.

In general, internet-based products have an international market, and so do mobile games.

Many Vietnamese games developed by Dvmob, Tofu Games, B-gate, Joy Entertainment, M.D, Colorbox, Emobi Games, ZoyGame and Weplay are popular on Apple Store or Google Play.

Flappy Bird, Freaking Math, Ninja Revenge and School Cheater are the most popular games recently.

Vietnam-made games have been exported to many countries, including China, which is  a powerful game developer.

Shortage of funds

Lacking money to develop their ideas is believed to be the only weak point of Vietnamese game developers.

Some young founders of game studios attending OGDC 2014, an online game development workshop held some days ago, complained that they were meeting big difficulties in calling for investments to develop their ideas.

They have been advised to think of cooperating with game distributors. The success of Flappy Bird, a Vietnam-developed mobile game, in the world market has changed investors’ and distributors’ thoughts about the Vietnam’s mobile game industry development potentials.

Some game distributors have stated they are willing to support game studios to develop their games, from providing loans to distributing products.

Many game products have been brought into the world thanks to the cooperation. Emobi Games, for example, created “Dai Minh Chu” under cooperation with Soha Game, a distributor, while Joy Entertainment created “Chien Binh CS” under cooperation with CMN Online.

Buu Dien

An Example ScrumMaster’s Checklist

(By Michael James @

An adequate ScrumMaster can handle two or three teams at a time. If you’re content to limit your role to organizing meetings, enforcing timeboxes, and responding to the impediments people explicitly report, you can get by with part time attention to this role. The team will probably still exceed the baseline, pre-Scrum expectation at your organization, and probably nothing catastrophic will happen.

But if you can envision a team that has a great time accomplishing things you didn’t previously consider possible, within a transformed organization — consider being a great ScrumMaster.

A great ScrumMaster can handle one team at a time.

We recommend one dedicated ScrumMaster per team of about seven, especially when starting out.

If you haven’t discovered all the work there is to do, tune in to your Product Owner, your team, your team’s engineering practices, and the organization outside your team. While there’s no single prescription, I’ve outlined some things I’ve seen ScrumMasters overlook.

How is my Product Owner doing?  

You improve the Product Owner’s effectiveness by helping maintain the Product Backlog and release plan. (Note that only the Product Owner may prioritize the backlog.)

__  Is the Product Backlog prioritized according to his/her latest thinking?

__  Are all the requirements and desirements from all stakeholders for the product captured in the backlog? Remember the backlog is emergent.

__  Is the Product Backlog a manageable size? To maintain a manageable number of items, keep things more granular towards the top, with general epics at the bottom. It’s counterproductive to overanalyze too far past the top of the Product Backlog. Your requirements will change in an ongoing conversation between the developing product and the stakeholders/customers.

__  Could any requirements (especially those near the top of the Product Backlog) be better expressed as independent, negotiable, valuable, estimable, small, and testable user stories?

__  Have you educated your Product Owner about technical debt and how to avoid it? One piece of the puzzle may be adding automated test and refactoring to the definition of “done” for each backlog item.

__  Is the backlog an information radiator, clearly visible to all stakeholders?

__  If you’re using an automated tool for backlog management, is it actually working for you? Automated management tools introduce the danger of becoming information refrigerators without active radiation from the ScrumMaster.

__  Can you help radiate by showing everyone printouts?

__  Can you help radiate by creating big visible charts?

__  Have you helped your Product Owner organize backlog items into appropriate releases (e.g., front burner, back burner, fridge)?

__  Do all stakeholders (including the team) know whether the release plan still matches reality, based on the current velocity (e.g., story points per Sprint)?

__  Did your Product Owner adjust the release plan after the last Sprint Review Meeting? The minority of Product Owners who ship adequately tested products on time replan the release every Sprint, usually deferring some work for future releases as more important work is discovered. You might try showing everyone the Mike Cohn-style Product/Release Burndown Charts after the items have been acknowledged as “done” during every Sprint Review Meeting. This allows early discovery of scope/schedule drift.

How is my team doing?

__  Are team members spending most of their time in the state of flow?  Some characteristics of this state (from Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi):   Clear goals (expectations and rules are discernible and goals are attainable and align appropriately with one’s skill set and abilities);  Concentrating and focusing, a high degree of concentration on a limited field of attention;  A loss of the feeling of self-consciousness, the merging of action and awareness;  Distorted sense of time – one’s subjective experience of time is altered;   Direct and immediate feedback (successes and failures in the course of the activity are apparent, so that behavior can be adjusted as needed);   Balance between ability level and challenge (the activity is neither too easy nor too difficult);   A sense of personal control over the situation or activity;  The activity is intrinsically rewarding, so there is an effortlessness of action.

__  Do team members seem to like each other, goof off together, and celebrate each other’s success?

__  Do team members hold each other accountable to high standards, and challenge each other to grow?

__  Are there issues/opportunities the team isn’t discussing because they’re too uncomfortable? See Crucial Conversations: Tools for Talking When Stakes are High.  Or consider enlisting a professional facilitator who can make uncomfortable conversations more comfortable.

__  Have you tried a variety of formats and locations for Sprint Retrospective Meetings?  See Agile Retrospectives: Making Good Teams Great (Esther Derby/Diana Larsen) for some ideas.

__  Has the team kept focus on acceptance criteria? Perhaps you should conduct a mid-Sprint checkup to re-review the acceptance criteria of the product backlog items committed for this Sprint.

__  Does the Sprint Backlog reflect what the team is actually doing?  Interruptions and distractions that don’t contribute to Sprint goals are impediments.

__  Are your team’s task estimates and/or your taskboard up to date?

__  Are the team self-management artifacts (taskboard, Sprint Burndown Chart, etc.) visible to the team, convenient for the team to use?

__  Are the team self-management artifacts adequately protected from micromanagers?

__  Do team members volunteer for tasks?

__  Are technical debt repayment items (to address issues sapping your team’s velocity) captured in the backlog, or otherwise communicated with the Product Owner?

__  Are team members leaving their job titles outside the team room?

__  Does the entire team consider itself collectively responsible for testing, user documentation, etc.?

How are our engineering practices doing?

 __  Does your system in development have a “push to test” button so that anyone (same team or different team) can conveniently detect when they’ve broken it? Typically this is achieved through the xUnit framework (JUnit, NUnit, etc.).

 __  Do you have an appropriate balance between automated end-to-end system tests (a.k.a. “functional tests”) and automated unit tests?

__  Is the team writing both system “functional” tests and unit tests in the same language as the system they’re developing (rather than using proprietary scripting languages or capture playback tools only a subset of the team knows how to maintain)?  It’s possible.

__  Has your team discovered the useful gray area between system tests and unit tests?

__  Does a continuous integration server automatically sound an alarm within an hour (or minutes) of someone causing a regression failure? (“Daily builds are for wimps.” — Kent Beck)

__  Do all tests roll up into the continuous integration server result?

__  Have team members discovered the joy of continuous design and merciless refactoring, as an alternative to Big Design Up Front?  Refactoring has a strict definition: changing the internal structure of a system without changing its external behavior.  Refactoring should occur several times per hour, whenever there is duplicate code, complex conditional logic (visible by excess indenting or long methods), poorly named identifiers, excessive coupling between objects, excess responsibility in one object, etc.  Refactoring with confidence is practical with automated test coverage.  Holes in test coverage and deferred refactoring are cancers called technical debt.

__  Does your definition of “done” for each functional Product Backlog Item include full automated test coverage and refactoring?  You are unlikely to build a potentially-shippable products every Sprint without learning eXtreme Programming practices (as described by Kent Beck, Ron Jeffries, etc.).

__  Are team members pair programming most of the time?  Pair programming can dramatically improve code maintainability and reduces bug rates.  But it challenges people’s boundaries and sometimes seems to take longer (if we put quantity over quality).  Rather than force people to do this, lead by example by initiating paired workdays with team members.  Some of them will start to prefer working this way.

How is the organization doing?

__  Is the appropriate amount of inter-team coordination happening?  Scrum of Scrums is only one way to achieve this.  Also consider sending ambassadors to other teams’ standups.

__  Is the inter-team coordination done by the people with their hands dirty in the work, as recommended?

__  Are your ScrumMasters meeting with each other, working the organizational impediments list?

 __  When appropriate, are the organizational impediments pasted to the wall of the development director’s office? Can the cost be quantified in dollars, lost time to market, lost quality, or lost customer opportunities? (But remember Ken Schwaber’s discovery: “A dead ScrumMaster is a useless ScrumMaster.”)

__  Is your organization one of the few with career paths compatible with the collective goals of your teams? Answer “no” if there’s a career incentive to do programming or architecture work at the expense of testing, test automation, or user documentation.

__  Are you helping to create a learning organization?

__  Has your organization been recognized by the trade press or other independent sources as one of the best places to work or a leader in your industry?

Quang Trung Software City 2 to go up in Tan Binh District

(By The HCMC government has chosen a location in Tan Binh District to house Quang Trung 2 Software City (QTSC 2).

Le Thai Hy, director of the HCMC Department of Information and Communications, told the Daily that the site was adjacent to the HCMC University of Technology and covered more than 40 hectares, which is equivalent to the area in District 12 where the existing QTSC 1 is located.

Hy said the compensation cost of site clearance for the second software park was not too high as most of the chosen land was under the management of Vietnam Posts and Telecommunications Group (VNPT) and Vietnam Post Corp. (VNPost). Good infrastructure facilities for telecommunications have been developed on the area.

There are two investment options for the project under consideration. The developer of QTSC will invest in or mobilize capital from the State budget and investors to build the project.

Hy said the existing QTSC focused on software development and outsourcing while information technology services, human resource development, and research and development (R&D) would play a major role in the second project. The second software park will also provide products and services related to cloud computing, big data, mobility and digital content.

“This key information technology and communications project in HCMC is expected to attract many local and foreign technology enterprises in the coming years,” Hy added.
Earlier last month, Nguyen Hai Long, deputy director of Quang Trung Software City (QTSC), said the QTSC 2 project would be submitted to the HCMC government in June this year and three locations for this project were being considered at that time.

QTSC is working with Lam Dong and Nam Dinh provinces on small-sized software parks. Besides, QTSC is coordinating with Nam Dinh Province to build a data center to serve the demand of enterprises and organizations in the province.

QTSC1 is now home to 110 companies, including 49 foreign ones. This park reported total revenue of VND 678.10 billion in the first quarter of this year, a jump of 34% year-on-year. Export earnings in the period were estimated at US$16.82 million, up 37.4% compared to the same period in 2013.

Last year, the combined revenue of companies at QTSC 1 exceeded VND2.8 trillion, a surge of 35.5% versus a year before. Their export revenue was put at US$70.85 million, up 39.7% against 2012.

Scrum project management: Estimating with story points

francino-yvette(By Yvette Francino @ Story points are used, typically in Scrum project management, as a way of estimating development effort for features or requirements. Traditional project managers are so used to estimates being time-based that they may have difficulty grasping the concept of story points, or “relative sizing.” However, once this concept is mastered, project managers realize the advantages of using story points and know when to use the technique appropriately.

What are story points?
Story points are an arbitrary measure used to indicate the size of something, relative to something similar. In Agile software development, story points are used to measure stories, that is, the features or requirements of the application.

Using story points rather than time to estimate allows development teams to be less precise. They may not know exactly how long a particular feature will take to develop, but they understand that this feature is more complex than others, so as a result assign it more story points. Many teams use the Fibonacci numbering system in assigning story points because the bigger the story gets, the more difficult it becomes to give an accurate estimate. Using a Fibonacci sequence allows teams to recognize the uncertainty that comes with estimating large and complex stories.

What is velocity?
Agile teams determine their velocity by tracking how many story points they are able to complete during each iteration. In the article, “Estimation approaches in Agile development,” Chris McMahon explains that, “Over time, these values become quite consistent, and Agile teams using this way of estimating become knowledgeable and reliable as to how many points they can achieve for each iteration.”

Once a team has gelled, members become very familiar with using story points to estimate. And over time, they have a clear sense of what they can accomplish during each iteration. Because the stories in the backlog are also assigned story points, product owners can prioritize the features that will give them the best bang for their story point buck.

Some disadvantages of using story points
In Scrum project management, story points can be misleading when used as a measure of productivity. Different teams use story points in different ways. They are a relative measure, which means Team A might assign a story 5 points, while Team B gives it 10 points. In that case, Team B’s velocity appears to be twice as fast as Team A’s. But in reality, Team B is simply using more story points for the same amount of work. Unless all teams are calibrated, confusion can result.

Once a team has achieved a certain velocity, members may be tempted to cut corners and sacrifice quality in order to maintain that velocity.

Advantages of using story points

Though not appropriate for all situations, story points allow for relative rather than absolute sizing of estimates. This is especially helpful when there are unknowns.

When using story points and tracking velocity over a period of time, a team becomes better at predicting the amount of work that it can accomplish.

Some teams use T-shirt sizes — small, medium or large — to estimate the amount of work a story requires. Like story points, T-shirt sizes are a relative measure. But I recommend using story points, because teams can apply them to planning purposes and use them to determine velocity.

When to use story points
Expert Mike Cohn, author of Agile Estimating and Planning, advises teams to use story points for estimating the backlog, but not for sprint planning. He believes story points are best used for long-term, rather than short-term, planning.

In his upcoming presentation, “Advanced Discussion of StoryPoints for Project Management,” planned for the Scrum Alliance event in Las Vegas in May, Scrum trainer Dan Rawsthorne is expected to teach advanced story points techniques and how project managers can use them for budgeting and metrics.

As project managers become familiar with using story points as a means of estimating, they will also find ways to apply these concepts outside of Scrum development teams.


Retention: The key metric in outsourcing that isn’t measured

(By Kaushal Amin @ KMS Technology) If you have a tight deadline that you can’t meet with your existing workforce, or you lack the budget to pay your U.S. based staff to complete a new project, then there’s a good chance you’ll consider outsourcing as the solution. Most companies focus on metrics that assess the cost and productivity of outsourced projects. All too often staff retention is overlooked but it can have a devastating impact.

Growing Demand Leads to Competition for Skills

The outsourcing market has exploded in recent years as more and more companies look to cut costs and take on more work by employing teams abroad. Sales presentations from outsourcing firms build convincing arguments about ROI and highlight the skill set your investment will secure. What they fail to mention, and what many buyers fail to ask about, is their staff retention rate.

As demand has grown, many outsourcing firms have experienced serious problems with staff retention and turnover ratios in excess of 30 percent are not unusual. As workers chase higher wages and compete for limited promotion opportunities it is inevitable that many of them will leave. Contracts rarely tie workers down for more than a couple of years and once employees have gained marketable skills they’ll naturally want to sell them to the highest bidder. So what happens if a team member jumps ship in the middle of your project? It could well be that the expertise you thought you had secured is in fact fleeting because employee turnover is high.

Impact of High Staff Turnover

There are some serious potential knock-on effects when an experienced member of the outsourced staff leaves a project before completion. The costs can be much higher than expected and they aren’t always obvious. If you’re outsourcing a project and your vendor loses key members of their staff, then consider these factors:

  • They have to find and train a replacement

They may offer you a new employee for free for a month as they swallow the cost of training, but how long will it really be before that new employee is as productive as the person they are replacing?

  • Loss of undocumented knowledge

Even if your vendor has the most organized documentation in the world, important knowledge is lost when an employee leaves. The incoming replacement will not understand the history of the current project or past projects, they won’t know the key players within your company, and they’ll be prone to repeating mistakes that have already been made.

  • Schedule must be extended

The necessity of training a new staff member inevitably leads to missed deadlines and schedule extensions. You also have to consider the impact on existing staff because they will be the ones doing the training.

  • Knock-on negative effects
    The loss of a staff member can spiral out of control and create a negative work environment. Employees have to get used to a new person, social relationships have to be built anew, and a close-knit team can be very intimidating for a newcomer. There is also the risk that the person leaving persuades others to join him or her. Many recruiters target specific people as anchor employees and then ask them to recommend staff members worth poaching

The bottom line is that there is no substitute for experience and if your outsourcing vendor is losing skilled employees then you may no longer be getting the service you paid for when the contract was initially drawn up.

Best Practices for Retaining Employees

There is plenty that outsource vendors can do to retain employees. It’s always worth looking out for these three key factors in potential outsourcing vendors:

  • How well does the outsource vendor engage with their employees? Do they have a genuine interest in employee development?
  • How good is communication? Do employees have input? Do you as a client have the opportunity to communicate directly with your outsourced staff? Direct communication is an essential requirement for any project.
  • Is their work environment pleasant? Cutting costs is great up to a point but having people work in poor conditions is always counterproductive.

Protect Yourself 

When shopping for an outsourcing vendor you simply cannot afford to assume that they will retain their staff. Don’t let them skip over this issue. Ask for details of their retention rate. Discuss how they ensure that employees are happy and productive. Ensure that penalties are applied and a workable strategy is in place just in case the vendor does lose staff. Make sure your vendor is clear about what you are investing in: Skills and people.

By focusing only on the bottom line in terms of completion rates and fixed costs you can miss important peripheral issues that will actually have an impact on both. 

FPT, 1st Vietnamese Company Named as a Leader in IAOP 2014 Global Outsourcing 100 List

(By The Wall Street Journal) HANOI, Vietnam, Feb. 18, 2014 /PRNewswire/ — FPT Corporation (VNINDEX: FPT) is, a Vietnam’s leading provider of IT outsourcing, today announced it has been featured in the prestigious International Association of Outsourcing Professionals(R) (IAOP(R)) 2014 Global Outsourcing 100 list. FPT is the first Vietnam-based company to be selected by IAOP for its excellent performance across all four survey assessment categories namely: size and growth, customer satisfaction, organizational competencies, and management capabilities. Last year, FPT was recognized by IAOP among the 10 best companies in Japan and 10 best leaders in South East Asia.

The office of FPT Software. Photo:
The office of FPT Software. Photo:

The recognition from IAOP has reaffirmed FPT’s position as a leading IT outsourcing company in South East Asia and the largest in Vietnam. The company has been serving over 250 customers worldwide, of which nearly 40 are Fortune 500 in the industries of manufacturing, semiconductors, healthcare, oil & gas, financial services and satellite TV. From delivery centers across the United States, Japan, Europe, Asia Pacific, Australia and Vietnam, FPT deliver world-class services in Mobility, Cloud, Embedded System, Q&A testing, Legacy Migration, Package Implementation, Application Service, and BPO.

With 25-year-experience in software engineering and 15 years in IT outsourcing, FPT has distinguished itself among outsourcing providers through its relentless focus on improving clients’ business performance while reducing cost. The company’s efforts to leverage business with technology have helped companies to increase speed to market, solve resource shortages and enhance customer relationships.

“It is our great honor to be recognized as an industry leader.” — said Mr. Nguyen Thanh Lam, CEO, FPT Software — “At FPT, we believe customers satisfaction and their business achievement defines and shapes our own success. FPT is constantly striving to improve the ways in which we serve and bring value to clients and to be acknowledged by top industry experts is a concrete testament to the success we have achieved through that commitment. We would like to extend our most sincere thanks to our clients for their continued support and confidence in our solutions and services.”

“With the recent announcement FPT has been granted into the IAOP 2014 Global Outsourcing 100, I am very happy and glad to have the opportunity, on behalf of Neopost, to congratulate FPT” — commented Jerome Modolo, Neopost Software Community Director. “This signifies that FPT is officially recognized as one of the Top IT players in the world, which is something that we at Neopost have been always seeing in our partner. Furthermore, having been here and working daily with them for 7 years, I have been witnessing the major transformations in technologies and across the organization to phase with new digital challenges, while always keeping in mind the needs of their customers and ensuring a permanently dynamic motivation to their employees.”

The Global Outsourcing 100 list, now in its ninth year, recognizes the world’s best outsourcing service providers that provide the full spectrum of outsourcing services – not just information technology and business process outsourcing, but also facility services, real estate and capital asset management, manufacturing and logistics. The rankings are based on applications received and evaluated by an independent judging panel organized by IAOP.

“At a time when there is a growing need to outsource, The Global Outsourcing 100 has become an invaluable reference tool to help companies research service providers,” said Debi Hamill, IAOP CEO. “FPT has demonstrated their expertise following a rigorous, independently judged process and represent the top in the industry.”

About FPT:

FPT (VNINDEX: FPT) is the largest IT Company in Vietnam with over US$1.36 billion revenue and 17,000 employees. Qualified with CMMI 5 & ISO 27001:2005, FPT delivers IT-enabled business solutions globally and has presence in US, Japan, Europe and Asia Pacific. FPT’s domain expertise includes manufacturing, semiconductors, healthcare, oil & gas, financial services and satellite TV.

About IAOP

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Excellent IT student becomes hackmaster

(By VietnamNet.vnNguyen Van Hoa has given all the money he earned from selling stolen credit card information to his father, and used it to buy land plots in Binh Duong and HCM City.

Nguyen Van Hoa. Photo:
Nguyen Van Hoa. Photo:

The Police have discovered the “underground world” (UG) of the crimes using high technology, arresting some subjects of the group of hackers who tried to hack foreigners’ credit card information to appropriate billions of dong.

To their surprise, one of the subjects, called the “hack master” is a university student. Nguyen Van Hoa, 23, from Dong Ha City in Quang Tri province, is now a student of the HCM City Technology University’s specialized training class for talented engineers.

Hoa has been arrested and prosecuted for illegally accessing computing networks, telecom network, Internet network and others’ digital devices.

Hoa is the hack master of the forums in the UG.

Hoa is an excellent student, and he is very good at information technology. The passion for technology allows Hoa to spend long hours and days writing computing programs.

What made Hoa become a criminal was his decision to join the UG’s forums and become an “instrument” for others to earn money illegally.

Hoa said he began joining the underworld in 2010. Hoa used his information technology knowledge to hack foreign websites, stealing foreigners’ credit card information.

After that, Hoa sold the information to domestic buyers. All the money has been remitted to Hoa’s account at Dong A Bank. Until the arrest, VND7 billion had been remitted to the account.

The police believe that Hoa hacked a lot of websites and successfully stole the information about 300,000 credit cards. Supposing that the crimes appropriated VND3 million from every card, then the total sum of money the foreigners lost could be VND900 billion.

Though having earned a lot of money, Hoa did not intend to spend the money. He even did not care about himself. When arresting Hoa, the police officers felt surprised when seeing Hoa in dirty clothes and hands. The room where Hoa lived was so untidy.

Hoa said that he has remitted all the money he earned to the father, Nguyen Dong H, who has used the money to buy land in Binh Duong and HCM City.

Educators have expressed their pity for Hoa, saying that Hoa could be a big talent of the country if he can be led on the right track.

Hoa, an excellent student, has lost his opportunity to study at a prestigious university, while he is expecting the appropriate punishment in accordance to the laws.

Educators have pointed out that Hoa’s case should be seen as a lesson for the young capable students.

The students, who entertain the illusion about their talents and yield to the temptation, may waste their lives to commit crimes. Meanwhile, they could become the useful citizens in the society if they can receive reasonable education.

Meanwhile, the educators say parents need to keep an eye over their children even when they are over 18 years old. A parent in Hanoi said he could not understand why Hoa’s parents did not doubt about the big sum of money the son could earn, while he was still a school student.