The power of ten - enterpriseinnovation.net

viewpoint Samson Tam writes on promoting Hong Kong R&D page 27 The power of tenTen mainland companies to watch Page 12SINCE 1984bizpeopleMicrosoft inthe Middle Kingdomwww.cw.com.hkPage 8chinawatchChina’s Internet usersoutnumber US populationPage 28backwatchHow to avoidbeing a cyber victimPage 50Sept 2009 Computerworld Hong Kong 1

c o n t e n t s September 20094 upfrontTime for a change6 news34 CIOinsightSurviving IT project failuresCreate business accountability36 industryBiz opportunities? They’re in the caveInteractive “caves” allow customer anduser interaction in real spacecoverstoryMainland companies thatare taking on the worldPage 12Check: www.cw.com.hk for daily newsand online features.8 bizpeopleMicrosoft in the Middle KingdomCWHK editor Stefan Hammondinterviews Microsoft China chief SimonLeung27 viewpointPromoting Hong Kong R&DSamson Tam writes that Hong Kong lagsbehind other regions in technologicalresearch and development28 chinawatchChina’s Internet users outnumber USpopulation, and open-source adoptionfaces extra obstacles in the MiddleKingdom30 insiderwatchAccenture’s Peter Yen explains thatapp renewal review should be part of anenterprise’s IT management framework32 careerwatchYou can upgrade your own skill-setwithout spending a lot of money38 watchNokia Booklet 3G refines the netbookdesignDell looks to Linux to expand netbookpresence42 securitywatchIs your PC bot-infested?Here’s how to tellBotnets are rogue networks ofcompromised “zombie” PCs—is your PCalready among “the undead”?44 productwatchWindows 7 MCE targets ease-of-usefor HDTV on laptops, Nikon projectorcamera and Takara Bowlingual Voice46 techwatchLast of the red hot Sun serversSun’s Nehalem-powered Sun Fire X2270and Sun Fire X4270 promise to put somesizzle into Oracle’s hardware business50 pageHow to avoid being a cyber victimRobert Clark analyzes the changingeconomics of stolen dataOur AnalystWatch columnthe airline involved in an emergencylanding in the USA. The correct airline isUS Airways. Computerworld Hong Kongregrets any misunderstanding.www.cw.com.hkSept 2009 Computerworld Hong Kong 3

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BIZPEOPLEMicrosoft in theMiddle Kingdomgets,and they will be at the forefront.of partners there.the capabilities of Windows 7, and get-problem—getting them to pay [for it] isa bigger challenge. But that said, Windows7 is a lot harder to “crack”...and webelieve a lot of the XP and Vista userswill get onboard.CWHK: What’s your greatest challengein recruiting workers in greater China?CWHK editor Stefan Hammond interviews Microsoft Chinachief Simon Leungsoft’saffable Simon Leung here to see him interviewed on BloombergTelevision’s “Asia Tonight” show. TheBloomberg interviewer tossed “sound-visionrequires brevity). I think there’s abit more content in our interview:CWHK: What’s your biggest obstacle inthe upcoming Windows 7 release?Simon Leung: The biggest obstacle toWindows 7 right now is the availabilityof the software—consumers and enterpriseswant it now because they can usetheir current machines, they don’t needto go out and upgrade. We’ve already ing]but the scheduled release date isOctober 22.We’re working closely with our partnersand we believe the new OS willthink about going through buying a newthat’s also good news. Simon Leung: growing so fast that retaining staff is-steadof getting into a price war, we preferto work with our employees—makethem feel more comfortable, they knowtheir work has impact on the companyand offer them a longer-term perspectiveon where their career can take them.For the longest time, graduates wouldsay their goal is to work for a foreigncompany. But now, they have the perceptionthat by joining a local company,they do not have a ”glass ceiling.” Also,- salaries and perks.CWHK: What areas are you targeting inChina for R&D, geographically?continued on page 10 8 Computerworld Hong Kong Sept 2009 www.cw.com.hk

What is Managed Print Services (MPS)? The 5 Key Customer Concerns The Ricoh MPS Approach www.cw.com.hk Phase 1:AssessPhase 2:DesignOffice Consulting ServicesPhase 3:ImplementTransformationServicesOperationManagement FleetManagementMPS & Beyond Phase 4:ManageSupportServicesContinuousImprovement Sept 2009 Computerworld Hong Kong 9

BIZPEOPLEcontinued from page 8Leung: We have a lot of R&D staff inBeijing, and also Shanghai. But that’sbecoming a bit of a problem from a costand availability standpoint, so we havealso have a presence in Shenzhen.We are very open into going into the”Tier-2” cities to attract talent, so trendswill see us going into different cities. I- areas of interest are Xi’an and Dalian.If you look at university graduates,[Xi’an] has a lot. They have a good technologybase and costs are much lowerweihas a facility there [and] they have agood educational system. is a huge province—there’s 120 millionin that province—same as the populationof Japan! Plus Sichuan-people are verystable, they don’t like to move around,What digital device or deviceswon’t you leave home without?Leung: My “converged device”—aPalm Treo—which runs Windows Mobile,so it’s my phone and my emaildevice. I’m also “test-driving” an HTCDiamond with a different UI—it’s alsoWhat website or websites do youcheck daily?Leung: My default site is bing.com.After that I hit MSN.What do you think will be the next“disruptive technology”?Leung: Cloud computing. It levels theof companies and it’s really excitingat this stage.and turnover is very costly for a company,so that’s another attraction.CWHK: So what’s your general roadmapfor China?Leung: soft:the US, the rest of the world, andingmore attention to IPR (IntellectualProperty Rights) protection, which isvery encouraging. The other big thing iscloud computing, which could be as bigan impact on people’s lives as Windows the best technology and business model forward into this space. It’s a low-costbarrierentry-point because it’s pay-as- this technology to close the gap betweenthemselves and larger enterprises.CWHK: How would you describe Microsoft’srelationship with the PRC government?Is there a danger of being tooclose?Leung: I don’t think so. I think the clos- the better you understand them. And youcan bring the outside world to them andexplain it. Our experience with working is that they are opening to the outsideworld, gradually.CWHK: What’s your response to thosethat criticize you—along with Yahoo andGoogle—for accepting China’s policieson Internet censorship?Leung: What we try to do is strike a balance.Yes, we’re in favor of transparencyand freedom of speech. But at the sametime we’ve got to respect what peopleconsider as threats to national security.Often, the truth lies somewhere in between,so, at a minimum, by workingclosely with the government, at least wecan understand where they’re comingfrom.CWHK: How do you envision your workforceten years from now—how will theycommunicate and collaborate?Leung: Tech changes all the time, butthe Internet changes the whole picture. -move closer to the rest of the world thanmany people realize.CWHK: What is Hong Kong’s edge ingreater China now, and what does HongKong need to do to stay competitive inthe future? What about the Microsoftishingas China grows more important?Leung: it’s more advanced, so it’s like the “light- years ahead.to get back on an innovative path. I thinkwe need the government along with theprivate sector to get back to creatingvalue using different technologies. Of technology, but other technology is goodtoo.important going forward—we have tak-cialsystem, etc. Is it sustainable, whenShanghai gets to the point where it hasall the right things in place? We need torun fast and stay ahead of the curve. 10 Computerworld Hong Kong Sept 2009 www.cw.com.hk

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COVERSTORYChina’s tech powerson the marchTen mainland firms fly the flag in pursuit of global leadershipBy Chee Sing ChanAmade it into the Global For-marks the mainland’s best ever performancein the annual rankings of businessesmeasured by total revenue.While this is a strong indication ofare many that point to the lack of over--on the domestic market.It’s arguable that with an economy growth potential still to come, there’sno pressure to look overseas whenmany markets have yet to be fullytapped. But with the pace of globalizationshowing no sign of slowing down,set their sights on dominating marketsbeyond their own shores and stampingSo who in the technology space can-ever be seen as a topdog on a worldscale?Ten top tips- our team of experts believe are mak-potential to lead in overseas markets intheir respective sector.which involved gathering of feedbackfrom analysts and consultants fromSelection criteria included:erationsand clear expansion plan achieving leadership in overseasmarketsDuring the selection process, referenceswere also made to the followingstudies and reports: BusinessWeek Top100 InfoTech Firms, Deloitte Technol- ports,plus the Financial Times GlobalBrands Report.Innovation lead 12 Computerworld Hong Kong Sept 2009 www.cw.com.hk

COVERSTORY and massively scalable but low on costand low on quality.do not roll off the tongue of most for- acknowledged by those in the knowas serious global players. The transformation—fromprovider of low-endmobile phones and batteries to providerof high end networking equipmentfor the world’s largest telecomscompanies and global businesses—hasbeen rapid and hugely successful.It’s commitment to innovation hasplications.At 1,737 patent applicationspersPanasonic and Philips. ingby one place, to become the sixthweitops the charts this year, only oneLong MarchThe road to global success is undeniablytough and frankly speaking very successful in overseas markets, noted to the strategies adopted by historicallyand Procter & Gamble. “The modeland aligning different cultures,” said issue as they expand overseas. these precise issues when they movedtheir headquarters to the US after ac- will not necessarily work in other mar-This point applies particularly tomesticallybased on their economies ofscale and their ability to reliably supplya market with consistent and attractivelypriced offerings. That won’talways succeed in other markets.“You must understand your market—-Growing painsAnother key pillar of success ishaving the patience and perseveranceto work at relationships, particularlywhen joint ventures are concerned. Of-as a stepping stone to new markets. added that when the global players problems and issues for companies likeProcter & Gamble who had many years “The problems are inevitable but partsucceed.”The culture issue challenge is sig- noted Wei Ping, assistant manager,In the West, market communities andcustomer feedback is particularly vo-prepared for the high level of feedbackon products and services that is commonfor most global multinationals. and services may still suffer from theperception of lower cost and lower Group have successfully over timecreated a brand that consumers equatewith quality but this takes a long timeto create organically,” she added.“For emerging companies looking togrow faster, the path of mergers and acquisitionsmay prove to be a better pathto growth and to gaining the brand requiredto reach new markets,” Ping said.IT outsourcing is a huge area of po- much easier than say for manufacturers.But many have yet to reach the requiredmass to compete head-on withdriven ambitions of doing everythingthemselves and like other mainlandactivities to fast-track themselves tosuccess overseas.www.cw.com.hkSept 2009 Computerworld Hong Kong 13

COVERSTORYAlibaba eyes global dominationCash-rich and on a high after 10 years, Jack Ma has his sights set onoverseas ramp-up By Chee Sing ChanAt US$1.7 billion, AlibabaGroup recorded the secondlargest Internet IPO ever afterGoogle’s 2004 Nasdaq listing. So to Alibaba. years ago by a former English teacher along with 17 other founders establishedthe original trading platform tomarket their products online.The operation is now the world’slargest B2B online marketplace forsmall and medium businesses and allowsmillions of buyers and suppliersaround the globe to perform transactionson a daily basis. Its three keymarketplaces—alibaba.com for globaltrade, alibaba.com.cn for mainlandtrade and the Japanese marketplace alibaba.co.jp—forma total community of42 million registered users from aroundthe world. via its international site but its ambitionsstretch much further.Wooing the USIn August, Alibaba.com also launched US as part of a US$30 million global adcampaign to increase awareness for theinternational marketplace. The companyacknowledges that its US user basecould be improved further. The WallStreet Journal recently reported that as istered.“Our mission is to make it easy for “Globalization is our vision and a keystrategy for us is to leverage on stronglocal partners in our key markets.”2008 Revenue: RMB3 billion(US$327 million)Employees worldwide: 15,000+Overseas operations: HK, Taiwan,Japan, US and UKShe added that Alibaba has declared2009 as a year of investment and expansionand it will take advantage ofthe current downturn to increase investmentsin customers, people and technologyto be ready for further growth.Buying spree? -dia,making it one of the top B2B e-commerce marketplaces in India. Whilein July this year, Alibaba announcedthe extension of its top Gold Suppliermembership to suppliers outside Great- further diversify the supplier base. sioninclude:Nov 2007 Successfully listed on theAlibaba’s Splinder: Alibaba has declaredHong Kong Stock Exchange.May 2008 Formed an associated company,Alibaba Japan, with Softbank totake over the operation of the Japanesemarketplace.Jul 2008 Introduced the Gold Sup-Dec 2008 to expand its presence in EuropeJul 2009 Launched Gold SupplierInternational Edition to serve suppliersoutside of Greater China.The company is also cash-rich at themoment with media reports claiming David Wei has been reported as sayingthe investment targets are not globalcompanies but further details have yetto be disclosed.Wei noted Alibaba.com has enoughcash to complete the transactions evenafter paying a special share dividend tocelebrate the company’s 10th anniversary.14 Computerworld Hong Kong Sept 2009 www.cw.com.hk

COVERSTORYMore subscribers than anyother mobile phone operatorChina Mobile’s success? UnprecedentedBy Stefan HammondI heavyweight. As the leading mobile --world’s largest mobile network and theworld’s largest mobile subscriber base.all with full expectation of service-levels tomers.Only in a digital business couldthis level of scalability and expectationexist. Their subscriber-base currentlystands at around half a billion.2008 revenue: RMB 412.3 million(US$60.3 million)Worldwide employees: 138,396tals,Hong Kong SAR, and Pakistan - Incorporation and growth - the basis of mobile telecom assets in of acquisitions and achieved externalgrowth while keeping organic growth,” - -subsidiary.Future expansion“Searching for quality overseas telecommunicationassets as investment opportunitiesand as a way to explore internationaldevelopment has been one ofour company’s development strategies,”said Wang. “The company pays attentionto the emerging market and looksout for acquisition opportunities that willcreate synergy and enhance shareholdervalue.” Pakistan—a wholly-owned subsidiary overseas operation came about when it--Pak markets its products under the brand censeto offer and operate voice, dataand all value-added services in the entireProducts for build-outIn August of this year, the 3Gwas announced for shipment inSeptember. The handset willmobile operating system. “Ophone,” the name for - tativesaid in early August. The handset Access), a domestically developed 3Gstandard that the government has tappedThe Lenovo phone, called the O1, willcordingto the company. It will also add offerings, combating the lack of attractivehandsets that analysts say has helpedBut the latest handset involves crossstraitco-operation, as Taiwan-basedin late August that it will launch seven bile’snext-generation mobile standardby the end of next year.- hopes to see the standard used outside to gain credibility for its work on anext-generation 4G standard, TD-LTE (TD Long Term Evolution),said Bertram Lai, an analyst at — IDG staff contributed tothis storyChina Mobile’s Wang:external growth whilewww.cw.com.hkSept 2009 Computerworld Hong Kong 15

COVERSTORYHuawei: Footprint in over 100 countriesHuawei derives three-quarter of its revenues from outside its hometurf, says Robert Fox from Huawei By Teresa Leung with a startup fund of less thanUS$4,000, according to Robert Fox, lessProduct Line. Less than a decadeafter its founding, Guangdong-basedmarket.“To maintain our leadership in All-IP integrated core network product line,with 6,000 engineers engaged in R&Dsupported by a service team of 2,000professionals around the globe to providecustomers with consultation, planning,delivery maintenance, and trainingservices.”According to Fox, localization, partnerships,and delivery of value proposition—aswell as comprehensive offeringsthat lead to lower opex—are the global market. Philippines.telecom operators in more than 20 countriesare our customers,” said Fox.wireless contracts awarded in the region’skey markets such as India, Ban-pore,according to Fox.- “We provided Telus and Bell with Northworks.We also won the phase 2 networkexpansion contract by Leap in the US,”said Fox.top 50 operatorsother areas such as switches, access networks,and wireless technologies, Foxsaid.ternationalexpansion drive, Fox noted.Rapid motionFast response to market needs is key tosuccess on the global stage. For instance, systems in 2006 as a response to thelatest trends in the telecommunicationsStellar resultsare derived overseas, and we serve 36of the world’s top 50 operators,” saidFox. markets of Europe when it was selectedto build the 3G mobile network forDutch carrier Telfort. Subsequent winsinclude those with British Telecom, Fox noted. ingrecognition in the region, especiallyfrom leading operators including -in Singapore, Optus in Australia, BSNLand Reliance in India, Telkomsel, Ex- -Next: Emerging markets opportunities in emerging markets. Ac--2008 Revenue: US$18.33 billionHeadcount worldwide: More than87,500--Turkmenistan, Azerbaijan, Georgia, Tajikistan,Ukraine, and Belarus.The company has operations in 13Latin American countries, a presencein 35 countries in North Africa and the-regional division.16 Computerworld Hong Kong Sept 2009 www.cw.com.hk

As property prices start to spike upwards,enterprises are squeezed ever-tighterfor space. Pressure to keep costs down isconstant yet the need to cater to growingstaff requirements continues. And as workerscontinue to shift locations, the industrytrend of creating dynamic workspaces formobile workers must keep pace.According to Gartner’s Top 10 Predictions,by end-2013, 40% of enterprise knowledgeworkers will have abandoned their deskphone. Drivers include expensive complexdesk phones costing several hundred dollarsper unit, and growing moves towardsremote workers. With Wi-Fi and mobiletelephony becoming ever more sophisticated,workers can “telecommute” withgreater ease.The solution? Hot-desking.What’s Hot-desking?It’s a business practice which unlinks anthe increasing number of mobile and remoteworkers.don’t necessarily need a permanent desk—(a “hot desk”): a standard desk not permanentlyassigned to anyone, but used by anyvisiting individual or company employee. worker from a particular space while keepwww.cw.com.hking them accessible via a singlephone number.How Does Hot-deskingWork?This solution provides the userwith a simple, customizable webuser interface to temporarily assignany phone as the user’sprimary business phone. Anyincoming call to the user’s singlebusiness phone number is automaticallyre-routed to the assignedhot desk phone. The hotdesk phone can be any phone: internal orexternal, desk phone or even mobile phone.Nortel’s CommunicationsEnabled Business SolutionportfolioNortel has introduced its new Hot Desk-applications from Nortel’s CommunicationsEnabled Business Solution portfolio. Nortel’sHot Desking solution provides a rapid ROI byoptimizing existing IT environments throughintegration with a multi-vendor network infrastructure.Nortel’s hot desking application is designedto run on any IT environment as part ofNortel’s vendor-agnostic Agile CommunicationsEnvironment (ACE) software platform,announced earlier this year.“Optimization of IT resources is a key partof any CIO’s agenda in 2009,” says KarinaChan, Leader, Applications and Solutions,Nortel Greater China. “What we’re addressingwith ACE is the question of how you canleverage your existing investment to address,improve or innovate new businessprocesses.”“One of the fundamental steps in achievingapplication innovation is to recognize thathuman delays slow business processes andthat this costs enterprises real money,” saysChan. “By decreasing or eliminating thesehuman delays, you can experience positivetransformation by accelerating “time to ‘X’—time to decision, to revenue, to service, tosupport, to product.”The service is accessible from any webbrowser, meaning workers can set up any direct-dialphone number, turning any locationinto a temporary workspace. People callingthe workers only have to have one numberin their directory. This means enterprises canincrease revenue opportunities by providingtheir customers with single-number accessto account representatives so that fewer callsare missed or not completed.Hot-desking not only fuels productivity butalso help support operations against disruptionby risks and help organizations savingreal-estate costs during economic downturn.Why Nortel?Nortel Hot Desking is designed to run onany IT environment under ACE and is fullycompatible with a range of communicationsenvironments.HSBC UK is already using Nortel UC solutionto support HSBC executive mobilityincluding hot-desking. The solution enablesHSBC to allow its global management teamsto work together more. Nortel was able tonicationEnvironment (ACE) -which leveragesService Oriented Architecture (SOA)and web-services - to deliver this new uni-and speed.Businesses can now use Hot Desking tolower real estate costs by as much as 25%,reduce telecommunications costs for mobileemployees by over 10%, improve customercare, increase worker productivity, and betterprepare for emergencies.Sept 2009 Computerworld Hong Kong 17

COVERSTORYUniversity alliance key to Insigma’s successInsigma is dedicated tomaximizing ROI for its partnersBy Stefan HammondAccording to Ryan Jones, internationalbusiness development -major strength.“Insigma was founded in 2001 with astrong focus on IT development due toJones. “We’re a top-ten player in thedomestic IT services arena with over 25 the private and public sectors, with particularstrength in telecom, electricity,transportation, and other tech services.As a result, we can leverage our channelswith these major companies and help ourinternational clients access them.”2008 revenue: RMB 5.25 billion(US$768 million)Headcount worldwide: 4,100+Massachusetts“Early on, we focused on developingcialmarket,” said Jones, “and today 60%of our business is from Japan. We’veworked closely with their stock exchangeand top-tier Japanese institutes.”US/China synergy“One of our favorites milestones is“In 2001 they set up a vibrant, growing To keep the students as they graduated,we established a company called Universesoft,[then] sold it to State Streetas State Street’s captive offshore IT resource.Then together we built a JV— “Our signature project with StateStreet—a reengineering project of theirLattice trading system—has been high- satisfaction,” said Jones. “The [original]trading platform (buggy and crashprone)was handed off to Insigma. After faster and could handle 600% moretransactions—at 25% the cost of doingit in-house.”“We’ve also established strategic in- Systems and Fuji Electronics. Recently crosoft’sbiggest outsourcing vendor inExpansionJones explained that recently, Insigmahas expanded to international marketsalong with organic growth. “We establisheda branch in Tokyo,” he said, “and helps direct their growth: they plan to bea leading IT consulting service providermizeROI. “As we continue to expandlogical place for us to be,” he said. “It’sand Southeast Asia as a whole. So this iswhere we want to be.”Hong Kong challengesThe Insigma manager pointed to challengesthat “need to be addressed as wefor example, many clients needing to specialized domain knowledge.”“In this situation we leverage our rela- have a unique collaboration model thatprovides us access to their curriculumof domain knowledge and technical andsoft skill training. At the university wecan quickly train and prepare employeesas possible—this has already been workingfor some of our major clients, like“Our marketing channels, our domainknowledge, and human resources sepa-dentwe’ll overcome any challenges thatcome our way,” concluded Jones. 18 Computerworld Hong Kong Sept 2009 www.cw.com.hk

COVERSTORYKingdee: Strategic movesKingdee boosts R&D as part of its global expansion effortBy Teresa LeungBeing realistic is a virtue when itcomes to business expansion. ERP vendor is cautious in its overseasKingdee’s Zeng: We will hire more people inSingapore“Our long-term goal hasn’t changed,” ERP giant in the future on the globalstage.”-According to him, about 4 percent of thecompany’s revenues come from over- “While we continue to expand overseas,we won’t neglect the colossal “Don’t forget ERP penetration is lessthan 20 percent in the country.”To be successful in the global market, range of offerings from ERP for smallbusinesses to ERP for large-sized com- noted.“Two of our key milestones show usthat providing the products users need countingsoftware. In 1999, we were New R&D labs company has invested 300 million yuan-that the land for the new facility wasgiven to the company by the Shenzhengovernment as part of its effort to supportthe hi-tech sector.the 60,000 sq meter Shenzhen headquarters.Of the total, 1,100 are working inThe Shenzhen facility is the second one is in Shanghai which employs moreerR&D facility in Beijing in the near future,which will be 3-4 times larger than2008 revenue: RMB 875 million(US$128 million)Employees worldwide: 4,800Singaporehas already hired 250 R&D staffers whoare based in the capital city.Service business improving its chance of success in theglobal market. “We want to be a serviceorientedcompany in the next few years,” tancy,maintenance, and implementation deploy software.” enueis up from 20 percent several years said.Home and away size of the 10-people team in Singapore terin Southeast Asia. Europe and Northits gains a strong foothold in the region, of revenue growth last year. “It’s a hugesuccess during the economic downturn,”he concluded.www.cw.com.hkSept 2009 Computerworld Hong Kong 19

COVERSTORYLenovo: Quality maintains brandIn the years since Lenovo acquired IBM’s PC-manufacturing business,they’ve maintained brand-equity through quality controlBy Teresa LeungI manufacturing business in 2005.The acquisition has brought the vendorbrand awareness and an internationalcustomer base, but a solid foothold in theglobal market requires more.“We needed to put effort into reorganization,consolidation, and creatingsynergy after the acquisition,” said Lenovo. “Lenovo also needed to showcustomers around the globe our commitmentto quality.”“Some enterprise customers had qual-provider,” said Wong. “We must maintainthe standard of quality for both ourproducts and services.”Four years after the acquisition, Wongsaid customers are happy with Lenovo’sproduct quality. years after the acquisition, Wong noted.“There’s no negative impact on (thebrand],” said Wong. “This proves thatityof ThinkPad machines.”Despite the fact that the Big Bluebrand was dropped soon, the acquisitionwas a smart move. “The acquisition spedup our venture into the global arena,”said Wong. “Almost half of our US$14billion revenue is [now] from overseas. tion,it would take us much longer toachieve the same because the Lenovobrand wasn’t well known before.”ChallengesLike other IT vendors, Lenovo is facingthe tough task of growing revenuesand business. The company’s sales US$2.77 billion and incurred an operat-“The commercial market, which isour focus in the overseas market, was said Wong. “That explains the negativegrowth we had in the last quarter of theprevious year.”The consumer market is still experi-hit when Lenovo was ready to make asplash in the overseas consumer market.to consumer products,” said Wong. “Af-slowed down our rollout.”According to him, Lenovo’s presentturemarkets including North America,Western Europe, Japan, Australia, and and grow revenues in emerging marketsHeadcount worldwide: About21,200including US, Japan, Hong Kong,Taiwan, Korea, and EuropeThinner PC margins turingwas a high margin business, thescene is now increasingly competitiveand provides thinner margins for the majorplayers.“This is an inevitable trend,” saidWong. “Lenovo is keeping up with thelatest technology trends and offers customerswhat they need.” For instance, Le-home-users need of integrating computingand home entertainment, he added.Besides, the vendor is looking at opportunitiesout of convergence betweennotebooks and mobile phones, saidWong, adding that the company keepsan eye on various non-hardware businessopportunities.“We are looking at services that addvalue to hardware,” Wong concluded. 20 Computerworld Hong Kong Sept 2009 www.cw.com.hk

Consolidation, virtualisation, network convergence, blade servers—these newtechnologies improve efficiency, cut costs, and allow you to ‘do more with less’.But they also bring high-density power, cooling, and management challenges thatserver rooms were never designed to handle. You’re relying on guesswork, dependingon building air conditioning, or improvising remedies. So how can you increasethe level of reliability and control in your server room without spending a fortune?Now you can get power, cooling, monitoring, and management componentsthat easily deploy together as a complete, integrated solution. Everything hasbeen pre-engineered to work together and integrate seamlessly with your existingequipment. Just slide this proven, plug-and-play solution into most existing spaces—there’s no need for confusing cooling configurations or expensive mechanicalre-engineering. The modular, ‘pay as you grow’ design lets you be 100 percentconfident that your server room will keep pace with ever-changing demands.APC takes the hassle out of configuring server rooms. Self-contained InRowcooling units, high-density NetShelter enclosures, and the APC rack aircontainment system combine to create a proper IT ecosystem in almost anyenvironment. Rack-level monitoring sensors, intelligent controls built into thecooling unit, and integrated management software provide complete remotecontrol and unprecedented visibility into the entire system. Simply add powerprotection (such as undisputed, best-in-class Smart-UPS or Symmetra units)and you have a total solution for today, tomorrow, and beyond. Effective andenergy-effi cient InRow cooling units handlehigh-density heat at itssource. Unique variablespeedfans automaticallyadjust to meet changingheat loads. Energy-effi cient, ultra-reliable Smart-UPS andSymmetra UPS offer scalable runtime. Rack-mountpower distribution units (PDU) ensure that a wide varietyof devices get plugged in and powered. PoE-enabled temperature sensors let you keep an eyeon conditions at the rack level. Metered PDUs reporton aggregate power draw and tell you which rackshave available capacity. Centralised software gives youreal-time, data-driven insight into the entire system fromanywhere on the network. Vendor-neutral NetShelter SX rackdesign handles high-density airfl ow and power needs.Visit www.apc.com/promo Key Code 46086Fwww.cw.com.hkSept 2009 Computerworld Hong Kong 11©2009 Schneider Electric, All Rights Reserved. Schneider Electric, APC, Smart-UPS, Symmetra, InRow, and NetShelter are owned by Schneider Electric, or its affiliated companies in the United States and other countries.

COVERSTORYSinfor to enter US markets by 2011Leader in mainland network security sets eyes on aggressive expansionBy Chee Sing ChanAs a budding networking pro- are inevitably made with exist-two established players are clearly iden-space, their presence in the enterprisenetworking arena is less keenly felt.Sinfor Technologies on the other handnetwork security and network optimizationequipment for enterprises. From itsWang from Sinfor:Sinfor is targetingto enter Europeover 600 employees since being foundedin 2000. Averaging 200-300% annualgrowth in the past eight years, Sinforhas also been recognized in Deloitte’s-years. The annual Deloitte study identi-market capturing 31.1% of the total Sullivan’s annually released report onkets.Products and technologies offered by- optimization technologies.Widening coverageSinfor International Department, thecompany mission is, “to provide networkequipment to improve the valueof our customers’ Internet bandwidth,including connectivity, optimizationand management.”In 2009, the company has alsolaunched bandwidth management andapplication performance products tobroaden its portfolio, noted Wang.According to the Frost & Sullivan re-tributedto its strong local sales supportand the aggressive pricing strategy bothof which have effectively carried outthe vendor’s go-to-market strategy.” tivelyexpand its presence in the largeenterprises and high-end customerssegment, such as service providers, bigbanks and the government agencies,”stated the Frost & Sullivan report.Wang notes its overseas expansionhas been equally aggressive with plansthe current 2009 year and a target to enterEurope in 2010 and the Americas by2011.Partner piecesRegarding expansion plans, EricWong, regional manager, Sinfor Technologiesstated “Sinfor is looking toinvest US$2 million in India and willexpand our operations in international tries,Europe and UAE.” Thailand, India and UAE. An extensivechannel partner network has beenset up across the region and overseasoperator and Reem Emirates Aluminumin the UAE.Revenue: 2008-2009 projected atUS$30 millionEmployees worldwide: 600+pore,Thailand, UAEWong further mentioned that Sinforis also looking at expanding its channelfootprint in India. “We want to tie upwith those partners who have expertisein selling networking products. Sinforwill impart the partners the requisitetraining to better sell its products. Wehave met several partners in Bangalore, added Wong.Sinfor’s Wang has pointed out twokey challenges as it enters overseasmarkets. First is to improve the brandawareness and presence of Sinfor innew markets, second is to provide localproducts and local support as it enterseach new market.2009 is expected to be around $30 mil- nologies,according to company statistics.www.cw.com.hkSept 2009 Computerworld Hong Kong 23

COVERSTORY“The Creative Life”: Huizhou’s TCLTCL has leveraged M&A to sell their products under the Thomson andAlcatel brands...globally By Stefan HammondE porationis a global leader andtechnology innovator in consumerelectronics, mobile communica- ploysmore than 50,000 people in overters,20 manufacturing bases, and more2008 revenue: RMB 38.414 billion(US$768 million)Employees worldwide: 55,000countries - one of the world’s leading produc- merged with several recognized brandsand businesses including Thomsontelevisions and Alcatel mobile phones. US$5.63 billion (including 14.36 millionTV sets and 13.7 million mobilehandsets) to over 100 million consumersworldwide.Strategy and integration balizationhas featured industrial development stages, from the accumu-stage of initial branding by developingrising markets in southeast Asia andbuilding up our own brand, sales channels,etc.”With this experience in the process ofteam, improved its functional capabilities,and honed its abilities to handlecomplicated problems and challengesin a global environment, said Li.creating a global structure with certain-mizingbusiness structure, and improv- for independent innovation.”a global brand and sales and marketingnationalmanagement capability, buildingup our talent pool and strengtheningour brand-building capability.”Resources and challengesAlthough Li acknowledged that “the on overseas business...we have gained North American market, a turnaroundfrom the previous operating loss.”“Up to now, we have achieved a significantproduction and sales network globally,which spread to dozens of countriesand regions throughout the world,” said20 manufacturing bases, over 55,000employees and more than 40 sales agen- mentof supply chains (product designand manufacturing, logistics supply,quality assurance, and product innovationand support).”TCL’s Li: TCL’s globalization has broughtgreat momentum for further growthThe economic situation notwith- was over 4 million globally, increasing233.2% over the same period of theprevious year. In the mobile market,sales volume reached 14 million, an increaseof 15.3% over the same periodof last year. tionhas brought great momentum forfurther growth, which not only manifestsitself in visible ways, such as technology,management and human recourse,but also in something invisible,” noted overseas operations—we have foundits core competitiveness in the globalcontest after twist and turns, which willchallenges.24 Computerworld Hong Kong Sept 2009 www.cw.com.hk

www.cw.com.hkSept 2009 Computerworld Hong Kong 25

COVERSTORYThe biggest telecommunicationsenterprise in China: ZTEChina’s 3G boom is driving Shenzhen’s ZTE to new heights By Stefan HammondS- global provider of telecommunicationsand networking equipment and solu-and its shares are publicly traded on bothchanges.- The company delivers, custom-madeproducts and services to over 500 op-commits around 10% of its annual turnoverto research and development andtakes a leading role in a wide range ofinternational bodies developing emergingtelecoms standards.profession (with telecom experienceincluding more than three decades ofmanagement expertise), and now chair--shipand guidance to the company forover 20 years and has received numerousawards for his work.R&D and leadership“Strong R&D is one of our core val-over 61,000 employees [and] we havethe most R&D employees (20,000)We are committed to driving the innovationof technology development byallocating 10% of our annual revenueto R&D every year—this enables us tooffer continuous innovation, cost lead- customers needs.”Expansion strategies“We aim to provide global carriers—including those in emerging marketslike Eastern Europe—Africa withworld-class products and services tocultivate long term partnership,” said leading banks allows us to providetomersin business expansion and net-“As carriers continue to push forwardwith works in relation to 3G operations, network transformation and optimiza-pectsto see growth opportunities in thedomestic market. In the internationalsiswill continue to be felt and how toachieve major breakthroughs in developedcountries and steady growth ofbusiness in developing countries willbe the Group’s priority.”Growth on the horizonThings continue to look bright for themainland telco. According to Telecom 40% after more than doubling its do-3G boom.2008 revenue: US$6.39 millionCompany size: 61,000 employeesChina, 107 overseaslionyuan ($114.13 million) as revenuegrew 40.4% to 27.7 billion yuan, whiletheir domestic revenue grew 111.7% to14.95 billion yuan, with local opera-contracts for their mobile network rollouts.base stations (its highest ever), and 50%Sales to carriers grew 46.2% and hand- increasing, the proportion to the corporatetotal revenue increased from 12%Ranked sixth worldwide- shipped 45 million mobile phones in mobile phone manufacturer to achieve100 million units shipped. 26 Computerworld Hong Kong Sept 2009 www.cw.com.hk

VIEWPOINT SAMSON TAMPromoting Hong Kong R&DSamson Tam argues for Administrative Officers with “R&D mindsets”Tsearchand development at the June 22 meeting of the Taskthe government knows what policies and measures must be takenin order to deliver this particular promise.--other regions in technological R&D.One major reason: our technological research efforts are man-site“R&D mindset.” Therefore, I proposed three amendments tothe motion “Promoting research and development”—which wasI urged the government to improve the existing posting systemof AOs—the aim is to nurture a group of individuals who possessthe technological R&D mindset and can effectively implementlong-term technological research policies. The amendments werepassed and I believe they will drive the government to do more.Samson TamWai Ho is HongCouncilor forbe contactedBuilding skills adopting the AO system to appoint gov- understanding of technological research.Furthermore, they are subject to transferevery 2-3 years under the current post-time to get fully involved in technologicalresearch?To address this problem, I have putforward two proposals. Firstly, to transferAOs with tech potential to R&D-friendlyinstitutions, or even send them for overseastraining—to prepare them as technology professionals. Secondly,to appoint some technological experts to be policy-makers,appointment.There are other factors hindering growth of our R&D projects.We have eight top-ranked, international-standard universities inthis region, yet very little of our tech research reaches the commercializationstage.We have a fragmented approach to research and a lack of strategyand focus. The mainland has a “state key laboratory plan” thatresources only to technological projects demonstrating a competi-versitiesand mainland research institutions.Hong Kong lags behind other regions intechnological R&Dthe existing mechanism to help establish more “key partnershipernmentshould also assist related industries to participate in theformulation of national product standards.pendson the active participation of our industries. What should thegovernment do to attract these industries to take part?tiveway. It encourages local enterprises to conduct more research,and these incentives can also attract multinational companies tooperation platform to facilitate the integration of both local andoverseas R&D capabilities. For example, last year, the governmentsolar energy research center.Clear directiondirection, focus and specialization. With the creative industries, Ibelieve that the future trend is to develop content using digitizationand networking. Technologies such as cloud computing and IPV6form part of the critical infrastructure.Our government should allocate more resources to technologicalR&D. But the most important thing is that the government, as thefacilitator, must move with commitment and determination. www.cw.com.hkSept 2009 Computerworld Hong Kong 27

CHINAWATCHChina’s Internet usersoutnumber US populationDespite the numbers, only one in four Chinese isalready an Internet user By Owen Fletcher, IDG NewsService (Beijing Bureau)hina’s Internet usershave surpassedthe US popula- nesethan ever are using e-commerceand accessing the Web through mobileby end-June, the most in any country,around social networking sites and pursuingother entertainment were amongthe most popular activities for Web users,the center said in a report posted onits Web site. The number of Internet userswho watched videos online rose 10one-fourth now shop online. number of registered Web sites, nearly13 million, using its .cn top-level domain,the report said. rose substantially this year. Nearlyall of the Internet usershad broadband, working to linkto more remoteareas.But the reportgavemixed signalson the prospects for mobile broadband,-to access some online services rose to155 million, but just one in four of thosepeople said they would use 3G to surfthe Web in the future, the report said.far have kept down 3G take-up despitemobile carriers.The report also showed the severityof malware and other security problemspasswords or account numbers stolen inas many experienced virus or trojan attacks,it said.Despite the huge numbers, only one user, the report said.28 Computerworld Hong Kong Sept 2009 www.cw.com.hk

CHINAWATCHOpen-source adoption facesextra obstacles in ChinaRampant software piracy and a lack of commercial backers hamperthe growth of open source in China By Owen Fletcher, IDG News Service(Beijing Bureau)The uphill battle that open-sourceprograms face to steal ground fromproprietary software comes with like software piracy take away strengthsthat open source has elsewhere.domestic open-source projects, but theirsoftware is not widely used. Low awareness,a lack of big open-source projects and gramminglanguages all hamper the devel-and advocates say.commercial organizations switching to Linuxor other open-source software, said“It is still limited to government agencies “People are just hearing a lot, but can’t seegiants in software, including in open source.Beijing supports the sector by using open-and channeling research funds to domesticcompanies like Red Flag Software, the toplocal Linux vendor.Red Flag Software closes many govern-thousands of servers with Red Flag Linux,operating system’s distributor, said in aninterview. The huge state-run news agency,Xinhua, is among the other users of thecompany’s Linux distribution. - years.But Linux and other open-source softwareprograms face even more roadblocksdeveloped economies, where problemslike the mere logistics of switching overan entire company’s systems from proprietarysoftware can make such projectsunrealistic. do not choose open-source programs maybe rampant software piracy. Pirated copies homes.The availability of Windows copies forvirtually free means companies cannotsave money by switching to Linux as theywould in the US or Europe, said Frederic source companies without governmentbacking to guarantee big deals.FiveDash, an open-source accounting though the company’s coding base is in company.The usual open-source business model ofgiving away software and then selling relat-said Roy. Low-cost labor makes it cheaperfor many smaller companies simply to keeptheir own technical support staff rather thanpaying for outside services, he said. www.cw.com.hkSept 2009 Computerworld Hong Kong 29

INSIDERWATCHApplication renewal is IT’sugly ducking. It’s counterintuitiveto the mindset ofan industry that has long been repletewith new products and upgrades.Yet application renewal appeals tothat client-interest in vendors offeringwholesale improvements to legacy applicationsrecently rose 25%. problem areas with application renew-more with my application base?”App renewal:maximizing your baseApplication renewal is about takingan application, harvesting its valueniesseek application renewal for threeprimary reasons:1 needs to take the cost out of theirIT infrastructure.2A risk problem where an app hasis losing workers who understand theapplication.3An agility problem where theapplication needs to do morebut can’t—and replacement either iseither too expensive or not an option.Based on our firm’s application renewalmethodology, organizations canlook at their legacy application alongthree dimensions: functions to support the business? and extendable? compared to alternatives?Addressing different scenariosApplication renewal should cross a scenarios: vestmentin the system, and users areused to the functional and process technology is obsolete and supportthe technology but minimize impactto users? ware,software or database platformshave escalated. What’s the impact onyour organization once these costsbecome unsustainable? end of its life, and the chief technicianwho operates the rest of yourlegacy systems is preparing to retire.What’s your contingency to copewith changes in available technologyand skills? underestimated the level of requiredtesting needed to maintain efficientoperations?Application renewal methodologytypically supports a two-part process:application portfolio. The “renew”phase follows, which may take the projectthrough any of these approaches: Replatforming: where the existingapplication is put on a new platform.For example, a mainframe systemmay be migrated to a Windows environmentwhile maintaining functionality. Remediating: resolves issues withthe application code itself withoutchanging functionality— by analyzingcode complexity. This may meanremoving dead code or restructuringit to become SOA-compatible. Consolidating: combines applicationsand/or platforms performingsimilar or repetitive functions. Enhancing: addresses the technicalor functional health of the applicationthrough an extension or enhancementto existing architecture. One ofthe approaches is to decouple thesystems to reduce complexity andimprove maintainability, which canlead to cost reduction.There are now industrialized methodsto reduce system complexity, improvemaintainability and boost system architectureby creating a set of componentsto simplify system enhancement. Applicationrenewal review is a new disciplinewhich IT organizations should introduceas part of their IT management framework.Application renewal should be their application and architecture developmentroadmap.partner of Accenture(Hong Kong), leading the30 Computerworld Hong Kong Sept 2009 www.cw.com.hk

ASIA PACIFIC’S LEADING PROVIDEROF OUTSOURCED COMPUTERTRAINING, SEMINAR AND MEETINGFACILITIES.Hong Kong’s most successful companies use Cliftons,COMPUTER TRAINING FACILITIESCONFERENCE/SEMINAR FACILITIESWORKSHOP & BUSINESS PLANNING FACILITIESVIDEO CONFERENCING FACILITIES6/F Lincoln HouseTaikoo Place979 King’s RoadQUARRY BAY9 Queen’s RoadCentralHONG KONGCONTACT CLIFTONS TODAY to arrange your complimentary siteinspection of your local purpose-built training and meetingfacility.www.cw.com.hkT: +852 2159 9999enquiries@cliftons.comwww.cliftons.comSept 2009 Computerworld Hong Kong 31

CAREERWATCHTips for affordableYou can upgrade your own skill-set without spending a lot of moneyBy Denise DubieAs the recession takes its toll ontech budgets, IT pros need tobe creative with skills upgradeas training dollars dry up.- - for vendor-neutral, enterprise wirelesschasedthe self-study kit, which includesquestions, and the cost of the exam allfor only a couple hundred dollars,” Barbersaid. “A week-long training seminaror course would have been hard to justify,but the kit was very affordable. Itdoes require that I put in the time andeffort in addition to work, but it is a verygood way to learn the material.” -and commercial bookshops that explainthe best practices of ITIL helped herself-train. bursementoptions,” she explained. “I’msure there are others out there who areforced to be thrifty with training options.There are so many other courses I’d liketo pursue on [business process manage- tough when budgets are cut.”Another resource for IT pros looking fee-based and free training products online. of in-person training you could get with far cheaper for the company or the individual,”said Bryan Sullins, principal“Sometimes buying such training packagesin bulk, instead of one class at atime, is less expensive as well.”Build your own network usingfree stuff -together a home network with used partsand software made freely available fromvendors. The availability of a networkhelped him while he was unemployedlast year. Plus, now that he has secured anew tech position, the lab gives him thechance to learn technologies not directly“EBay is my friend. I buy second-handequipment, and for a modest amount—about US$400—I’ve scraped together -- server for free and train yourself on thattechnology—which all employers—andif you can say you trained yourself whileunemployed, they will like it more.” of their products online, including theirthe knowledge they learned in books tousing available open source tools toround out a home network.Self-study can boostjob skills, even if you’rebetween jobs“There are two open source projects networks, and Olive for simulating Ju-software that gives you a command linewith limited command support [but] and Juniper operating systems supportingall the features a router supports.” things that you simply can’t do at home,such as high-end database system train-bring those technologies that are relevantto you into your network and make timeto train yourself,” he said, “but if youare out of work you have to also build intime to look for a job.”32 Computerworld Hong Kong Sept 2009 www.cw.com.hk

Got an ITproblem?Computerworld Hong Konghas the solution for youGREEN ITGreen ITUnified CommunicationsOctoberNovemberFree with Computerworld HK magazineAlso available on www.cw.com.hkFor enquiries:Connie YipAccount DirectorDirect line: (852) 2589 1373Email: cyip@questexasia.comwww.cw.com.hkSept 2009 Computerworld Hong Kong 33

CIOINSIGHTSurviving IT projectfailuresWhat to do when failures occur and how to avoid them – create business accountabilityBy Thomas Wailgum, CIO.comYour department—IT—has justplayed a starring role in blowinga multimillion-dollar enterprisesoftware project. The intense glarefrom the CEO, CFO and other businessleaders is squarely focused on the CIO,VP of applications, project managersand business analysts charged with makingsure that this didn’t happen.Of course, IT is never 100 percent atfault for any massive project-whetheran ERP or CRM implementation, mainframemigration or networking upgrade.The business side usually plays its part(think: “Best Supporting Actor in an ITDebacle”). But the unfortunate and unfairfact is that because these initiativesare considered “technology projects,”the business will most always look inIT’s direction when there’s blame to betossed around.Project backstabbingThat’s just a fact of life in IT, saysChris Curran, who’s both a consultingpartner at Diamond Management &Technology Consultants and its CTO.Curran has seen plenty of IT carnageover the years: CIOs who resist againstchanging implementation methods—-ile is the best option—and killing projectsand their careers; multi-vendor andsystem integrator “teams” that backstabeach other and submarine IT’s credibility;and project managers who get “splattered”because an implementation goesoff the rails, Curran says. (He says withsome wonder that failures never seem toaffect the vendors involved: “It’s nevertheir fault,” he says, “and the vendorstend to keep above the fray.”)Curran mentions one insurance companyCIO who was betrayed by warringintegrators and vendors working on aproject and was relegated to “managingIT,”—and the CFO took the projectreins. “The CIO was on the glide pathto leave after that happened,” Curransays. “They spent two more years onthat project, and it went belly up.” (Toget the CFO on your side, read “How to nessPeople.”)In this instance, Curran says, the “CIOdidn’t have the credibility with seniorleadership team [to show] that he couldmanage through rocky vendor issues.”No sane executive would dismissthe strategic importance of IT today.And most don’t: An IT Governance Institutestudy, consisting of more than250 interviews with executives of bothlarge and small companies in a varietyof industry sectors, found that half ofthe respondents said that IT is “veryimportant to the enterprise,” and threequartersstated that they align IT andbusiness strategies.“Alignment-Accountability”ParadoxWhen it came to IT project accountability,“executive management” was ablefor IT governance in 71 percent ofthe enterprises.That’s all well and good.But when it comes to walking thewalk with technology projects (andpresumably when the ‘you-knowwhat’hits the fan), non-IT executivesappear to fall back on familiar rhetoric.In a similar 2009 survey of more than500 IT professionals by ISACA, a non- rategovernance, nearly half of respondentssaid “the CIO is responsible forensuring that stakeholder returns onIT-related investments are optimized,”notes the survey report.Just 20 percent stated that the responsibilitylies with the board, the34 Computerworld Hong Kong Sept 2009 www.cw.com.hk

Curran’s advice for such massiveundertakings, which CIOs and analyststalk up but many don’t follow, is practical:Think bite-sized project chunksand set proper expectations. For instance,CIOs and program managersshould say: “We know Company Aspent $300 million on a similar project.Company B went two years over budgetand spent half a billion. And CompanyC spent a $100 million,’” Curransays. “We know it’s going to be somewherein this neighborhood, but we’regoing to do it in chunks so that we canstomach it.”He also advises his clients and theirIT shops to embrace change and trans-corporate culture-the status quo-tendsto be: ‘Everything’s good. We don’ttalk about problems until they are nearunrecoverable, because we know peopledon’t like bad news,’” Curran says.CEO or the CFO. “The business isdelegating ownership of value to IT,”notes Robert Stroud, international VPof ISACA in the report, “when generallyaccepted IT governance guidancerecommends that it should remain withthe business.”Curran takes those results a step further.“Business investments need tohave business accountability,” Curransays. “But when a project goes south,tations,IT gets blamed-but it’s not anIT project.”In addition, Curran is pessimisticthat CIOs and senior IT leaders can doenough “damage control” after a problematicproject. “I’ve never seen anycases where a CIO just moved along “Often, they’re eventually demoted orpushed off into some operational role. that has your name on it and it fails, Idon’t know if you can recover.”Failure prevention kitCIOs who enter into $200 millionOracle ERP projects know the stakes,Curran says. “These large programsthemulti-hundred-million-dollar, multiyearprojects—they just create such apeak to fall from,” he adds. Even worseis when project teams set concrete,seemingly perfect expectations withthe board and Wall Street about projectcost and length. “But they don’t knowsquat about what’s going to happen tomorrow,”he says.But there are always going to be problems-vendorissues, or architecture,compliance or performance problems.Curran says that the critical changein mindset has to be this: Problems andissues are good as long as we manageand talk about them.“For some reason,” he adds, “wehaven’t learned as an IT industryabout driving incremental planningand change, which, in my mind, wouldhelp to mitigate the high rises and highfalls of project failures.” www.cw.com.hkSept 2009 Computerworld Hong Kong 35

INDUSTRYPROFILEBiz opportunities?They’re in the caveCWHK: What’s this cave concept?Alex Hung: It’s the result of applyingtechnologies used in electronic games tobusiness. We want to make good use ofinteractive and 3D technologies to helporganizations create business opportunitiesand do effective training.Firms can use i3D “caves” to showaudiences multiple facets of objects.tialbuyers from overseas, or, containerterminal-operators can train employeeshow to move containers safely with thisinteractive technology.CWHK: What’s involved in building ani3D cave?AH: An i3D cave is a room made ofdiffused glass on which images are projected.To see those images in 3D, usersin the room need to wear special builtspectacles. Deployment of a cave alsojectorsas well as software. and types of glass needed according to userrequirements and purpose of the rooms.An i3D cave might also involve airstriketechnology which allows usersto manipulate images of objects shownby moving their arms in the air, withouttouching any screens or objects.CWHK: How much has you invested inR&D?Interactive “caves” allow customer and user interaction in real space,creating opportunities, says Alex Hung, CIO, i3D Asia By Teresa LeungAH: CWHK: How many people are workingfor your company? How many inR&D?AH: are in R&D. We [plan] to increase ourR&D headcount.CWHK: How much does it cost to buildan i3D cave?AH: million, but the cost is dropping. Interms of hardware, we just need ordinary expensive.CWHK: Do you think the cost will decreaseto a level acceptable to SMBs?AH: will take at least a few years to reach thatlevel.CWHK: Who are your customers?AH: deploys an i3D cave to show customersrestaurant also showed interest in thei3D cave recently.CWHK: Which regions are your majormarkets?AH: Europe, North America, and Japan.The technologies we use aren’t new inEurope and North America, but it’s considerednew tech in Asia.CWHK: What about China?AH: We haven’t marketed our productsrights issues there.CWHK: Do you have any operations overseas?AH: CWHK: What are some challenges fac-AH: It’s hard to seek angel funding inturecapital overseas. Also, there’s no organizationsto help link business organizationsand universities and align marketneeds and R&D.Sometimes universities’ R&D projects use of resources. the future?AH: No, we don’t. Though we want angelfunding, we still want our own productsand company.36 Computerworld Hong Kong Sept 2009 www.cw.com.hk

The future of SME is here.Thebest New website addressTech Pluswebsitefor HK SME.New lookMore business newsMore technology newsMore SME eventswww.cw.com.hkSept 2009 Computerworld Hong Kong 37

NETBOOKWATCHthe netbook designFinnish telco rolls out “Booklet 3G” device By Michael Scalisi, PC World (US)While the original intentionof the netbook form factormay have been to have athe Nokia Booklet 3G appears to begeared more for the worker on the gothan the cash strapped student. It alsois poised to create a new class of mobileworker who eschews smartphonesand uses a basic phone in tandem witha netbook instead.While Nokia isn’t yet giving us thefull details of its Booklet 3G computer, inside an aluminum chassis weighing2.75lbs, with a 10-inch screen, 12 hourbattery life and a scant 2cm thickness.It has your typical netbook features,such as a webcam, Atom processor,and SD card reader. It also includes anumber of premium features, including Given that it’s likely to be more expensivethan your typical netbook, Iwouldn’t be surprised to see the Booklet3G ship with either Windows 7of the stripped starter edition. If this isthe case, then this Nokia might surpassthe typical 1GB memory and 160GBhard disk limitations that manufacturersusing Windows 7 Starter are stuckwith. likely be packaged with a mobile dataplan and subsidized accordingly. Businesstravelers who are frustrated withtrying to use an iPhone or other smartphoneas a GPS in a foreign cityare likely to have a better experienceon the Booklet’s 10-inchscreen.Netbooks like this couldcreate a market shift awayfrom smartphones in general.Rather than pay fora separate data plan forboth a smartphone and a netbook, itmay make sense for some mobile professionalsto carry a simpler phone andpull something like the Booklet 3Gfrom their briefcases or purses whenit comes time to check a map, search this would help alleviate the frustrationthat many experience with their smartphone’sbattery life.Nokia moves intonetbook spaceSince Nokia’s intention is to bundleits Ovi services with its netbook, I thinkwe can expect to see some tie-ins withNokia mobile phones. I’m sure Nokiawould like to see mobile professionalscarrying a Nokia phone to accompanythe Booklet 3G.Nokia’s netbook certainly isn’t revolutionary,but its unique combinationof features will meet the needs of themobile professional better than the inexpensiveplastic netbooks that are cur- manager based in Alameda,California.38 Computerworld Hong Kong Sept 2009 www.cw.com.hk

Dell looks to Linux toexpand netbook presenceDell is researching smartbooks, and will upgrade Ubuntu Linux OS on netbooksto version 9.04 By Agam Shah, IDG News Service (San Francisco Bureau)In an effort to expand its Linux offerings,Dell is researching newnetbook-type devices and will soonoffer netbook Linux OS upgrades, aThe company is researching the possibilityof offering new Linux-based mobiledevices called smartbooks, said ToddFinch, senior product marketing managerfor Linux clients, at the OpenSource-World conference in San Francisco. Thecompany will also upgrade its Ubuntu LinuxOS for netbooks to the latest versionin the next few weeks, he said.Smartbooks are netbook-type devicesthat are powered by chips designed byArm. The devices mostly support the LinuxOS and are designed for those whorely on the Web for most of their computing.Smartbooks have similar characteristicsto netbooks, including crampedkeyboards and small screens. No majorestin smartbooks, though small vendorsare pushing them as an alternative to netbooks.Smartbooks with Arm chips have in- Atom, such as lower power consumptionand longer battery life, Finch said. Thechips are also becoming more powerful,as indicated by the growing number ofapplications on smartphones, he said.Putting an Arm chip—mainly found in could provide an early entry point forDell into the smartphone space, said Jayhinted at entering the smartphone areamany times, but no product has materializedyet.While netbooks are the craze, smart-terestin the device will grow over timebecause it enables lightweight and lowpricedcomputing devices, which could major criteria for buyers, and Linux netbooksare cheaper than their Windowscounterparts.But smartbooks could struggle as Windowsremains the dominant OS for netbook-typedevices, with a strong software booksmay have a hard time gaining traction,and much of their future success willdepend on the software ecosystem.The target market for smartbooks willbe no different from Linux-based netbooksas they both have the same usagescenario, Dell’s Finch said. Like smartbooks,Linux-based netbooks are targetedat those looking for quick accessto Web-based applications. “The more[Web-based] applications there are, thebetter it is for Linux,” Finch said.The growing interest in Linux is partlydriven by Dell’s success with Linux onbooksDell ships during certain quartersare preloaded with Linux, he said. bookvendor worldwide, according toup about 5 percent of overall worldwideshipments during the last quarter.today ship with Windows XP, which remainsthe OS of choice for consumers,Finch said. “There are still a large percentageof people that prefer Windows,even on a netbook,” he said.Dell currently offers Ubuntu Linuxwhich is being upgraded to the latest 9.04version in the next few weeks. Dell willbe pre-loading the Web-centric UbuntuNetbook Remix, which is designed forsmall screen sizes, on future netbooks.Its Web-centric design provides quickaccess to online applications, and the OSbuilds in support for a larger number ofdrivers.www.cw.com.hkSept 2009 Computerworld Hong Kong 39

NETBOOKWATCHWindows 7 worse on netbookbattery life than XP?Complaints roll in about run times, but one analyst says it’s too earlyto condemn new OS By Eric Lai, Computerworld (US)Windows 7 cuts almost a thirdoff the battery life of somenetbooks shipping today withWindows XP, several recent reviews anduser reports say.Laptop magazine reported in its blogthat during a recent test, a Toshiba netbooklost 2.5 hours of battery life whenrunning Windows 7 instead of XP, orabout 30% (6:53 for Windows 7, versus9:24 for XP). an Acer Aspire One netbook runningWindows 7’s release candidate lasted 2.5hours less than when it ran Windows XP both were at a low-power idle state).bookuser forums such as eeeuser.com, forAsus Eee users, AspireOneUser.com, for The complaints follow gripes that Windows7 hastens the vampire-like batteryeither in virtualization or via Apple’s BootJury’s still outThe reviews are not unanimous. In a late tageover Windows 7. And Laptop notedthat XP only had a 6% advantage overBut the negative reports are numerousenough that they darken Windows 7’s im-atingsystem, and cast some doubt on itssuitability for netbooks, at least today’smodels.Long battery life is one of the key sellingpoints of netbooks, due to their high their netbooks to ensure that they can runa full business day on a single charge, ormore. Windows 7 would improve laptop batterylife by about 11% over Vista. That wouldbe due to better use of the graphics chipduring tasks such as DVD playback, andcan more quickly switch to an idle statewhen not in use, and generally run morecomment about the recent reviews and reports,but did point to a whitepaper, lastupdated June 23, 2009, describing to driverdevelopers and hardware engineers howto optimize hardware and components forbetter battery life under Windows 7.Battery life for Windows Vista waswidely perceived to be worse than underXP, due to its bloated codebase, whichprevented Vista from running well onnetbooks, as well as the poor availabilityof Vista drivers for many months after itslaunch.with an operating system are key for batterydrain. For instance, a driver that failsto let Windows turn off a Wi-Fi chip when dentallyresult in poor battery life. Samewith a graphics driver that isn’t able toshift processing work from an overtaxedBe patient, says analystJack Gold, an independent researchanalyst, says that it’s still too early to condemnWindows 7. “[With release candi- and the code is not optimized,” Gold said.“Same is true of the preliminary driversavailable.” but by the component makers themselves,he said. Rather than simply recycling theirVista drivers, the hardware vendors need only arrived last month, and “a little timeto perform their magic.”While existing Windows XP netbooksmay miss out on some of these optimizations,future models that ship with Windows7 pre-installed may eventually havethe same or longer battery life than XP“It does not trouble me that current machineshave less than optimum batterylife, or performance for that matter,” Goldsaid. “With all the resources Windows7 will use on a device, optimization willtake a little while to complete.” 40 Computerworld Hong Kong Sept 2009 www.cw.com.hk

A Computerworld HK event9 November 20094/F HKCEC, Hong KongDynamic Data Centers:Turing IT Virtual.Green and into the CloudOfficial MediaSupporting Organizationswww.cw.com.hkSept 2009 Computerworld Hong Kong 41For enquiries, please contact Connie Yip Tel: 2589 1373 Email: cyip@questexasia.com

SECURITYWATCHIs your PC bot-infested?Here’show toBotnets are rogue networks ofcompromised “zombie” PCs—is your PC already among “theundead”?By Robert Vamosi, PC World (US)A Fourth of July, thousands ofcompromised computers attackedUS government Web sites. A botnetof more than 200,000 computers, in-virus, attempted to deny legitimate accessto sites such as those of the FederalThe assault was a bold reminder that botnetscontinue to be a massive problem.Botnets are rogue networks of compro-become infected if you visit a site anddownload tainted code disguised as a video,if you visit a site that itself has beencompromised, or if a traditional virus orother piece of malware enters your sys- server for instructions. A bot is similar than merely installing a keylogger or apassword stealer (which it might still doanyway), a bot works with other infectedin some ways like a very large computer.Spammers pay big money to havea bot blast their message to thousands pharmaceutical spam is big right now.Other uses for bots include attacks thatshut down commercial Web sites, oftenpaired with a ransom demand. Briskbusiness also exists in what’s called fastoperators change domains frequently.Botnets provide a quick and easy means money for that service.In July, the ShadowServer Founda-42 Computerworld Hong Kong Sept 2009 www.cw.com.hk

SECURITYWATCHto keep phishing Web sites active, operators changedomains frequentlytion, a group specializing in sharing informationabout botnets, reported that from 1500 to 3500 in the last two years.Each of those 3500 networks could containseveral thousands of compromisededby multiple bots.In raw numbers, the United Statesbot-infected machines, says Jose Nazario,manager of security research at ArborNetworks. “I think it’s very safe fora botnet,” he says. “It’s a very dangerousInternet for most folks.”Detecting infectionsBotnets live or die depending on com- Those communications can tell researchershow large a botnet is. Similarly, the a known bot. “Sadly, the lack of antivirusalerts isn’t an indicator of a cleansimply can’t keep up with the numberof threats. It’s frustrating [that] we don’t the average home user, more widely deployed.”-softUpdate and Windows Update, is updat-second Tuesday of each month and reports toinfection. You can use another version of the -you should run the utility if you notice a sud- Tool garners results. In September 2007,to recognize the Storm bot. Overnightthe size of the Storm botnet was reduced has since added other prevalent botnetsScribe.Proactive options are also available.Pothunter, a free program from SRI In-OS, Windows XP, and Vista. Thoughdesigned for networks, it can also run onstand-alone desktops and laptops. log of data exchanges that typically oc-an SRI International database of adware, before other security vendors picked upon the threat.Future BotnetsIf only to demonstrate their resiliency,bots have recently invaded cell phones, While a botnet on a mobile phone mayof renting out a network of “owned”phones may be viable in the near future.Regardless of the form bots might take,we probably won’t be able to eradicate termanage bot infestations. But in thewe can.www.cw.com.hkSept 2009 Computerworld Hong Kong 43

PRODUCTWATCHHDTV on Windows 7, camera-projector,and dog-communicator heat up summerNew devices from Japan’s gadget makers and a Hong Kongdemonstration of HDTV on Windows-7 devices stir summerimaginations.By Martyn Williams (IDG News Service—Tokyo Bureau) and CWHK staffWindows 7 MCE targets ease-of-use for HDTV on laptops--Premium, Windows 7 Professional, Windows 7 Ultimate and Windows 7device to decode the signals from terrestrial broadcasters TVB and ATV. Aslaptop is required.Takara Bowlingual VoiceThe Bowlingual, a gadgetthat analyzes a dog’s barkto detect its emotion, wasdeveloped in collaboration with anaudio researcher and analyzes theacoustics of a dog’s bark. It is saidto be able to recognize and conveysix basic emotions.Nikon projector cameraTbuilt-in projector is on the waycan project a still or video image over adistance of about 2 meters for a pictureabout the same size as a 10-inch screen.The camera will launch worldwide fromSeptember and cost around US$430. 44 Computerworld Hong Kong Sept 2009 www.cw.com.hk

Are you ready, SME owners?For sponsorship opportunities, please contactPublisherSimon YeungTel: 2589 1370syeung@questexasia.comwww.cw.com.hkMore about the past seminar held in June.Account DirectorConnie YipTel: 2589 1373cyip@questexasia.comSept 2009 Computerworld Hong Kong 45

TECHREVIEWLast of theIt’s unclear exactly how the Sun willset this month or what Oracle will bedoing with the hardware side of Sun.Will Sun servers soon get a coat of OracleRed and an “Unbreakable” stamp?Whatever happens, it seems that Oraclewill be inheriting a hardware engineer- The new Sun Fire X2270 and Sun FireX4270 servers are the fastest x64 serversSun has ever produced.The Sun X2270 is a low-cost, 1U rackX4270 is the X2270’s big brother, a 2Usystem starting at $3,445. Both servers X2270 packs a lot of compute powerin a somewhat constrained chassis, theX4270 offers slightly more power in a-Deployment optionsThe quick skinny: The X2270 would doextremely well as a front-end Web server,a small database server, or a member of avirtualization farm, with the addition of a bays, but the low cost offsets these limita-Sun serversSun’s fast and cheap Nehalem-powered Sun Fire X2270 and Sun FireX4270 promise to put some sizzle into Oracle’s hardware businessBy Paul Venezia, InfoWorld (US)tions, depending on the application.The X4270 is the best of both worlds, of-cantexpansion opportunities and a wealthof local disk options. This is a shoe-in fora database server, application server, storageserver, or basically anything you canthrow at it. With the ability to house morethan 2.3TB locally across sixteen 146GBpower, and six expansion slots, there’slittle that this box can’t handle.Virtual test benchTo test each server, I opted for my signedto mimic a large, database-drivenWeb application, using a randomizedmix of dynamic and static page delivery.- Web servers run a tweaked Apache 2.2Web server, with content mounted on anNFS share to the database server. Thedatabase server runs a highly tweaked the Web root to the front-end servers. Allload balancing is handled by Nginx, run-purpose, in order to eclipse the eightphysical cores present in the serversunder test. Also, the static/dynamic callratio, though randomized, is seededto bring all boxes to a maximum load internal vSwitch, with only the load balancerdirectly linking to the lab network.All load generation was driven from ab,the Apache benchmarking tool, running100,000 requests per test pass, 20 concurrentconnections.Slim and speedy 46 Computerworld Hong Kong Sept 2009 www.cw.com.hk

TECHREVIEWpactFlashcard with ESXi, slide it intothe slot, and boot the server as a diskless also be achieved with the X2270, albeitwith the use of the internal USB port, notLike its smaller sibling, the X4270 of-and several external USB ports. Alsolike the X2270, the X4270 performs ex-tingup numbers marginally better thanthe X2270.but short on most other assets. In keepingwith the Nehalem design, it can address 3.5-inch SATA drive bays up front, twoGigabit Ethernet ports rather than the“normal” four that most Sun servers can-600W power supply. It does include thefull graphical support out of the box.In the lab, the X2270 moved like amuch more expensive system. I did twoon a single 500GB SATA drive, then an-share to a SAS array run from an AdaptecSnap Server 650. The difference wasnoticeable and resulted in a performanceincrease of around 15 percent. With thesingle local disk against a RAID 5 ar-surprising. In fact, applications that aremore disk I/O intensive should show aneven greater performance increase.There’s lots of power in this littlepackage. The only downsides are thetwo Gigabit Ethernet interfaces, ratherthan Sun’s normal allotment of four, andthe lack of a redundant power option.In many applications, a server like thiswill need more than two Ethernet interfaces,and redundant power is always aplus. But for raw cost/performance, theX2270 is a very good deal.Big on the insideThe X4270 uses 2.5-inch SAS, SATA,or solid-state drives instead of 3.5-inchSATA drives, allowing Sun to pack 16hot-swap drive bays into its 2U chassis.It’s almost out of necessity that theX4270 also has an integrated RAID controllerthat can handle RAID levels 0, 1,5, 10, and 50.The X4270 also bumps up the maxi- X2270’s supply of Gigabit Ethernet interfaceswith a total of four. It also ex- this expansion bus, the X4270 has an in-Will Sun servers soonget a coat of Oracle Redand an “Unbreakable”stamp?This says more about the X2270 thanthe X4270. While they’re both very goodexamples of Intel’s Nehalem processorarchitecture, the low-end X2270 canhold its own with its pricier brethren.Both models are impressive entriesinto the Nehalem-based server market.Sun’s x64-based hardware has beensuperlative for the past few years, andthese new servers are the latest in a lineof solid server platforms. Leveragingthe surprising power of the Nehalem just about anywhere —assuming thatOracle’s acquisition of Sun doesn’trock the boat.It’s too bad that so many questionssurround Oracle’s takeover. Sun hasbeen putting out extremely inexpensive,feature-rich, and solid x64 servers forquite some time, and it’s a shame thatthe future of Sun’s hardware productionis uncertain. Note to Oracle: Sun’s hardwaredevelopment is doing very well—no need to make any changes. www.cw.com.hkSept 2009 Computerworld Hong Kong 47

For enquiries, please call Connie Yip at 9407 5454.E-mail: cyip@questexasia.com48 Computerworld Hong Kong Sept 2009 www.cw.com.hk

For enquiries, please call Connie Yip at 9407 5454.E-mail: cyip@questexasia.comwww.cw.com.hkSept 2009 Computerworld Hong Kong 49

BACKPAGE ROBERT CLARKHow to avoid being a cyber victimRobert Clark analyzes the changing economics of stolen dataIthey licensed out their brand to other gangs. To protect its value,they would severely punish any franchisee who made a threatand failed to carry it out.over the past two decades—exposes the corporatized naturesays the unprecedented scale of looting in the Soviet collapseprovided the foundation for today’s global criminal operations.The barely-regulated communities of cyberspace are an irresistiblehoneypot for well funded gangs.Organized cybercrimewere exposed or stolen last year, and of those thefts, 91% werelinked to organized crime groups.Stolen credit card data that was worthUS$16 in 2007 is now worth just 50 centsdata networks. Enterprise IT organizations and their superiorsknow this. Presumably they have all deployed the perimeterward off—or at least be alerted to—malicious attacks.Yet, according to Verizon Business’ 2009 Data Breach Inves-69% of breaches were discovered by a third party. The reportis based on the experiences of Verizon’s own customer base in“The majority of breaches still occur because basic controlswere not in place or because those that were present were notconsistently implemented across the organization,” the reportstates. “In the more successful breaches, the attacker exploitedsome mistake committed by the victim, hacked into the network,records breached included at least one of these attributes.”Targeted breachesare looking for: the 17% of attacks deemed to be “highly dif-other business, criminals must seek higher value-added product—stolencredit card data that was worth as much as US$16in 2007 is now worth just 50 cents.The big money now is in stealing PINs and associated ac-businesses. Finance ranked third in 2007, but last year 93% ofThe nearest other sector was food and beverage, the target ofjust 14% of successful attacks.One part of the problem is that users have become used toof global professional services for Verizon Business. “Peopleused to be extremely wary about using a credit card online,” hesaid. “Now they’re very trusting.”This underlines the fact that so much of personal and businessactivity has gone online, which means enterprises becomeexposed to partners and suppliers.it has concluded that data breaches are not primarily insidebreaches, and only on 11% of these were they acting alone.Watch your partnersPartners such as suppliers, contractors and customers accountedfor 32% of all thefts. In most cases, it was lax securityby the partner that enabled the attacks.Yet partners are overshadowed by external threats—criminalgangs and hackers—representing 74% of all thefts and 94% of theactual volume of stolen records (a total ofover 100% due to overlap). The real threatis from well-resourced teams of criminals valuable corporate and private data.pleof suggestions from Verizon’s Riskteam stand out. One is to not just adopta security policy, but to actually enforceit. The other is “Achieve essential, thenworry about excellent”: don’t focus onjust a few areas and leave other areasless protected.tricspeech.com50 Computerworld Hong Kong Sept 2009 www.cw.com.hk

Hong Kong’s Source of IT Insightwww.cw.com.hktechnewstechguidetechfeatureindustryeventbiznewsviewpointbizpeopleanalystwatchindustryprofilewww.cw.com.hkSept 2009 Computerworld Hong Kong 51

OrganizerCo-OrganizerThe 9th GS1 Hong KongSupply Chain Management Excellence SummitManaging in a Challenging Economy10 November, 2009 at JW Marriott Hotel Hong KongIn the current economic climate, it is more important than ever for enterprises to focus ontheir supply chains as a means of minimizing costs, driving value and enhancing competitiveadvantages.The 9th GS1 Hong Kong Supply Chain Management (SCM) Excellence Summit will bringexperts and supply chain leaders across the globe to share knowledge, insights and winningrecipes you need to help both you and your firm reach full profit potential. Through aninformation-packed program which emphasizes a 360° view to analyze and deal withpressing issues critical to business sustainability, you will find out how supply chainoptimization can help your business not only survive but thrive in a volatile economy.20 Excitements of GS1 Hong Kong SCM Excellence Summit25391PowerfulKeynotesMajorBusinessInsightsThematicStreamedSessionsRFID AwardsWinningCasesComprehensiveSuite of SCMShowcaseProminent international business leaders share their keen visionary thoughts about themarket outlooks and shed light on the art of assessing business risks and opportunitiesA Power Panel Discussion where leading players across sectors exchange their insightsinto major issues crucial to business sustainability, including:- Supply Chain Collcbocation - Customer Service - Applied Technology- Environmental Sustainability - Global HarmonizationThought-provoking Breakout session with Tips and Tricks for Intelligent Supply Chains- Building Customer Trust with Quality- Innovative Use of Technology- Optimizing Supply Chain EfficiencyReal-world examples from the Winners of the Hong Kong RFID Awards 2009 and keyplayers from the consumer products industryLeading technology service and product providers demonstrate various latestapplications to allow attendees to have hands-on experience with their solutionsLead SponsorOffice of the GovernmentChief Information OfficerThe Government of the HKSARSupporting OrganizationsMedia PartnersSpeakers Include:OpeningMr Joseph PHIChairman, GS1 Hong KongPresident & Executive Director, IDS GroupMr Bob McDONALDChairman, GS1 GlobalPresident and Chief Executive,The Procter & Gamble CompanyKeynote : Managing your Business inChallenging TimesDr Victor K FUNGGroup Chairman, Li & Fung GroupPower Panel DiscussionMr James MEARESChairman, ECR AsiaPresident South-East Asia, CHEP Asia PacificExtending your Supply Chain with CollaborationMs Caroline MAKGroup Specialty Retail Director, Dairy FarmHow Retailers can Maintain a High Level of Customer SatisfactionMr Keith BARTLETTDirector, Group IT & Logistics, A S Watson GroupStreamlining Supply Chain Process through TechnologyMr Miguel LOPERACEO, GS1 GlobalOptimizing Supply Chain with Global HarmonizationThematic Streamed SessionsBuilding Customer Trust with QualityMr Simon WONGChairman, Kampery GroupChairman, Hong Kong Food CouncilMr W F LEUNGGroup Managing Director, Lam Soon (Hong Kong) GroupMr Dominic LAMGeneral Manager - Operation, CMA Industrial Development Foundation LtdDr Michael LAMExecutive Director, Hong Kong Quality Assurance AgencyMr Spencer YEUNGExecutive Director - Hong Kong, SGS Hong KongMr Robert CHEUNGDirector, Business Development,The Hong Kong Standards & Testing CentreInnovative Use of TechnologyDr Peter STEVENSCEO, GS1 New ZealandDr Ying LIDirector, Guangdong RFID Technology Service CenterCarrefourOptimizing Supply Chain EfficiencyDr Thomas LIChairman, Supply Chain Council (Greater China Chapter)CTO, IBM Greater China GroupMr Gordon YENExecutive Director, Fountain Set (Holdings) LtdMr Michael TUNGLogistics Director, Southern China, Schenker International (H.K.) Ltd52 Computerworld Hong Kong Sept 2009 www.cw.com.hkRegister online at www.gs1hksummit.com