MySpace lays off 500 to "streamline operations"
Yes, it’s true. If you have a MySpace account, chances are, you haven’t logged into the site since you’ve been so entranced with Facebook and Twitter. MySpace was the leader in social media several years ago, but has become more well-known for its music-friendly platform for budding artists looking to share their music for free to the millions of users.
MySpace is owned by Rupert Murdoch’s News Corp. (in which it paid $580 million for the Beverly Hills-based company in 2005) and has laid off about 47 percent, or 500 people, of MySpace’s 1,100-member staff. With recent reconfigurations of the website and branding to be a social entertainment focused website, MySpace has still been unable to attract the massive audience with the likes of Facebook and other social websites.
MySpace Chief Executive Mike Jones said the job cuts were necessary to streamline operations and put the site on a path toward profitability. "These changes were purely driven by issues related to our legacy business, and in no way reflect the performance of the new product," Jones said in a statement. "The new organizational structure will enable us to move more nimbly, develop products more quickly, and attain more flexibility on the financial side."
MySpace is now looking to international sites for success as it will be entering local partnerships in the UK, Australia and Germany to manage advertising sales and content. The website will also be working with .Fox Networks, which it has partnered with in other international territories.
The website first announced plans to revamp its interface in October to become more of an entertainment hub, rather than a place for friends. MySpace’s audience has hit 81.5 million members in Nov. 2010 from 108.1 million in Nov. 2009. In the past year, Facebook went from 350 million users to 500 million.
Giving efficiency the full throttle at NASCAR
The NASCAR organization has long been synonymous with speed, agility and innovation. And so by extension, partnerships at NASCAR hold a similar reputation. One such partner for the organization has been CDW – a leading multi-brand provider of information technology solutions to businesses, government, education and healthcare customers in the United States, the United Kingdom and Canada. CDW provides a broad array of products and services ranging from hardware and software to integrated IT solutions such as security cloud hybrid infrastructure and digital experience. Customer need is the driving force at CDW, and the company helps clients by delivering integrated services solutions that maximize their technology investment. So how does CDW help their customers achieve their business goals? Troy Okerberg, Field Sales Manager - North Florida at CDW adds “We strive to provide our customers with full stack expertise, helping them design, orchestrate and manage technologies that drive their business outcomes.”
NASCAR acquired International Speedway Corporation (ISC) in 2019, merging its operations into one, new company moving forward. The merger represents an important step forward for NASCAR as the sport creates a unified vision to embrace its long history of exciting, family-oriented racing experiences while developing strategic growth initiatives that will drive the passion of core fans and attract the next generation of race fans. CDW has been instrumental in bringing the two technology environments together to enable collaboration and efficiency as one organization. Starting with a comprehensive analysis of all of NASCAR’s vendors, CDW created a uniform data platform for the data center environment across the NASCAR-ISC organization. The IT partner has also successfully merged the two native infrastructure systems together, while analyzing, consulting and providing an opportunity to merge Microsoft software licenses as well.
2020 turned into a tactical year for both organizations with the onset of the pandemic and CDW has had to react quickly to the changing scenario. Most of the initial change included building efficiencies around logistics, like equipment needing to be delivered into the hands of end users who switched to a virtual working environment almost overnight. CDW’s distribution team worked tirelessly to ensure that all customers could still access the products that they were purchasing and needed for their organizations throughout the COVID timeframe. Okerberg adds that today, CDW continues to optimize their offering by hyper-localizing resources as well as providing need-based support based on the size and complexity of their accounts. Although CDW still operates remotely, the company commits to adapting to the changing needs of their clients, NASCAR in particular. Apart from the challenges that COVID-19 brought to the organization, another task that CDW had been handed was to identify gaps and duplicates in vendor agreements that the two former single-entity organizations had in place and align them based on services offered. CDW further helps identify and provide the best solution from a consolidation standpoint of both hardware and software clients so that the new merged organization is equipped with the best of what the industry has to offer.