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CASE-7 Founded in 1994, Exodus communications helped create the complex web hosting
business and has attained a market value of over $10 billion. The company offers
sophisticated system and network management, along with professional services to support
performance for customers’ websites. Exodus manages its network infrastructure via a
worldwide network of Internet Data Centers (IDCs) located in North America, Europe, and
Asia pacific. Exodus has 22 data centers around the world and is building another 14. Its
customers include eBay, Yahoo!, Merrill Lynch, British Airways and Johnson & Johnson.
When Ellen Hancock, its CEO, joined the company before its IPO in 1998, 80% of its
customer base was internet start-ups and 20% were in the “enterprise” category. By 2000,
49% of the customer base was in the enterprise category. In the same time frame, it had
grown from no consultants to 660 as managed services increased from 8% to 34% of its
business. During this transition, Exodus bought two computer security companies and had
moved into a number of new services.
An example of the type of service demands that Exodus encounters occurred when the
Webmasters of the RollingStone.com, the website of Rolling Stone magazine, had difficulty
trying to solve a slow response time problem just a day before the publication of a
multimedia cover story on Britney Spears. This would obviously cause a spike in demand
that would exacerbate the response time problem. Since Exodus was hosting and maintaining
the site, its engineers helped in solving the problem, which involved incorrect configurations
data that caused server to use 10 to 15 seconds to refresh domain name data every few
minutes instead of daily. Approximately 400 of its customers( 12% of its customer base of
3300 companies) are application service providers (ASPs) that run application software for
other firms using remote servers linked to a WAN so that those firms no longer have to install
and maintain the software. Exodus charges for service based on usage, and this fits well with
an ASP charging scheme. Its ASP customers range from start-ups to established software
firms such as PeopleSoft and Oracle’s Business Online. According to Ellen Hancock, “it’s
very hard to say what you’re not doing, but we’ve spent a lot of time trying to do that. We say
we’re not going to know applications. We’re not in that business. We just support the
ASP……. We have no notion of competing with Oracle on E-commerce. We do not intend to
ever understand HR (human resources) apps. That’s a whole different skill base, and we don’t
have it.
Both Exodus and its rival Digex seem to be evolving into “managed service providers” but
using different paths. In late 2000, Digex unveiled a customer self-service portal called
myDigex.com that gives them the ability to manage and provision their own services, such as
performance statistics, site/server layouts, asset management, and billing and help desk
issues. In addition, it gives access to service-level agreements and Digex support staff. In
contrast, the new but not yet named services Exodus announced included remote monitoring,
storage management and performance monitoring. According to one industry analyst, “these
guys are happy to host, and they’re willing to manage your servers, but they are unwilling to
raise the level of responsibility to something that is application-specific or customer
specific.”
Questions:-
14. Why should a large, technically sophisticated company like Merrill Lynch buy Web
hosting services from Exodus Communications?                   (Marks 6)
15. According to the case study, Exodus Communications is an ISP for ASPs, but currently
says it is not interested in moving into that market based on its current skills. What are the
possible advantages and disadvantages of moving into the ASP market?        (Marks 7)

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