Start-up development

Managing your competition is an important skill that you need to have as a company. The management of competition can either be done by letting go of a market because it is too much to handle. You can also consider either selling yourself to a competition in a particular local market or acquiring them. Different companies adopted varied strategies according to the moment’s and the market’s demands.

Focus on Uber

Uber needs no introduction as a corporate or as a service provider. It has become synonymous with on-demand cab services and is slowly progressing towards providing many other services in the same fashion.

The phrase ‘Let's book an Uber’ has become common. In a decade, Uber has gained the status of a monopoly and has marked a prominent presence in more than 70 countries ever since its inception in 2009. However, it hasn't always been a bed of roses for Uber.

Uber has faced a lot of legal issues, some of them because of the legislature of the country, local drivers and passengers.

This is the final part of the series describing how we’re increasing our service availability in Citymobil (you can read the previous part here). Now I’m going to talk about one more type of outages and the conclusions we made about them, how we modified the development process, what automation we introduced.

1. Transporting prototypes

The idea of the DO-RA project originated in March 2011 after a nuclear disaster on the Fukushima Daiichi nuclear power plant in Japan. This gadget was conceived as a personal dosimeter/radiometer working with eponymous software (DO-RA.Soft) on mobile platforms (iOS, Android, WP) as well as on desktop platforms—Windows/Linux/MacOS.

At the end of 2017, a tourist from China brought in his backpack ten long-awaited prototypes from the DO-RA.Q test batch. They were manufactured in China based on our design documents and then transported from Shenzhen to Moscow. By the way, the development of design documents was assigned to the largest Design Centre in Eastern Europe—the PROMWAD company. The documents were clear and plain—prepared in IPC format and written in proper English—to enable the automated production of electronic devices in a foreign country.

This is the next article of the series describing how we’re increasing our service availability in Citymobil (you can read the previous parts here: part 1, part 2, part 3). In further parts, I’ll talk about the accidents and outages in detail.

1. Bad release: database overload

Let me begin with a specific example of this type of outage. We deployed an optimization: added USE INDEX in an SQL query; during testing as well as in production, it sped up short queries, but the long ones — slowed down. The long queries slowdown was only noticed in production. As a result, a lot of long parallel queries caused the database to be down for an hour. We thoroughly studied the way USE INDEX worked; we described it in the Do’s and Dont’s file and warned the engineers against the incorrect usage. We also analyzed the query and realized that it retrieves mostly historical data and, therefore, can be run on a separate replica for historical requests. Even if this replica goes down due to an overload, the business will keep running.

This is the next article of the series describing how we’re increasing our service availability in Citymobil (you can read the previous parts here and here). In further parts, I’ll talk about the accidents and outages in detail. But first let me highlight something I should’ve talked about in the first article but didn’t. I found out about it from my readers’ feedback. This article gives me a chance to fix this annoying shortcoming.

This is a second article out of a series «Citymobil — a manual for improving availability amid business growth for startups». You can read the first part here. Let’s continue to talk about the way we managed to improve the availability of Citymobil services. In the first article, we learned how to count the lost trips. Ok, we are counting them. What now? Now that we are equipped with an understandable tool to measure the lost trips, we can move to the most interesting part — how do we decrease losses? Without slowing down our current growth! Since it seemed to us that the lion’s share of technical problems causing the trips loss had something to do with the backend, we decided to turn our attention to the backend development process first. Jumping ahead of myself, I’m going to say that we were right — the backend became the main site of the battle for the lost trips.

In this first part of an article series «Citymobil — a manual for improving availability amid business growth for startups» I’m going to break down the way we managed to dramatically scale up the availability of Citymobil services. The article opens with the story about our business, our task, the reason for this task to increase the availability emerged and limitations. Citymobil is a rapid-growing taxi aggregator. In 2018, it increased by more than 15 times in terms of number of successfully completed trips. Some months showed 50% increase compared with the previous month.

The business grew like a weed in every direction (it still does): there was an increase in server load, team size and number of deployments. At the same time the new threats to service availability emerged. The company faced a task of the most importance — how to increase availability without compromising company growth. In this article, I’ll talk about the way we managed to solve this task in a relatively short time.

In the late 1930s, two Stanford students, William Hewlett and David Packard, were inspired by their professor’s plea to turn the Bay Area into the national capital of high tech. Operating out of the cheapest property they could find — a garage in suburban Palo Alto, they built their first commercial product, the HP200A oscillator. Now a private museum and a California Historic Landmark, this place is a living monument, commemorating the birth of the Silicon Valley startup culture.

This event preceded the similar and widely publicized success stories of Microsoft and Apple by more than 30 years. But it nonetheless perfectly defines the startup culture as we know it today. How come?

Entrepreneurs are constantly looking for new tools and possibilities to develop their businesses and enrich their knowledge. One of the ways of doing this is visiting themed events — meeting colleagues in real life, exchanging experiences, and communicating with potential investors.

In fact, there are thousands of tech-focused events taking place annually. The important thing is to pick the best, most useful and easily accessible ones to optimize your time and expenses.

Techstars Startup Digest solves this problem by sending its subscribers an email newsletter with a curated list of relevant and reasonably priced events for entrepreneurs. Currently, Startup Digest consists of more than 700 curators, is approaching 700K subscriptions, and is available in more than 300 cities all around the world. Today, I’d like to share its history, how the founders came up with the idea, what it looked like in the initial stages, and what it’s going through right now.

Let me share an interesting experience in promotion of a mobile game.

1. Introduction

I am going to describe all the benefits and of course show the final results. The example will be the mobile game Quick Brain which is available for Android и iOS. Quick Brain Android was released the first that's why its possibilities differ considerably from iOS version.

I have been always kept by the thoughts that everyone's talking about high returns in contrast with Android. I just couldn't resist such attractive prospects and started more active refinement of iOS version in order to feel less embarrassed about it.

After Google play iOS has become an absolutely new field for the games for me. During my comparative experiment I've found out that iOS version can bring comparable earnings to Android with daily audience 3 to 10 times less depending on the country.

I actively help companies from all over the world to prepare promotional content for English language resources. Today we will talk about common mistakes that are made by startups when working in this area and the erroneous expectations of their directors.

In 2017, the media heard a very interesting story about a startup that robotizes milking cows on industrial dairy farms. The company is called R-SEPT, and back then it received 10 million rubles of investment. But a year has passed, and there's still no news on what happened further. We contacted Aleksey Khakhunov (AlexeiHahunov), the founder of the startup, and discussed the development. It turns out that the whole year his team was getting the prototype of the robot into shape, and just a week ago they conducted their first field test on the farm.

Under the cut there's a story about a robotics student who grew up on his parents' farm, turned the University diploma into an industrial startup, as he collected the first manipulators with his friends, and then scaled up to the level of state programs for the robotization of agriculture. And the most important is how the iron hand of the robot and the machine vision are better than a living milkmaid.