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Blog - Page 29

All successful companies are different: each successful company gains a monopoly in a field by solving a specific problem. All failed companies are the same: they did not escape market competition. If a startup merely imitates the products and services of industry leaders without innovation and targets the same market, people will not buy into it.

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If two people buy the same product for the same reason but have no way they could reference each other, they are not part of the same market.

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The definition of a high-tech market: existing and potential users; who have a demand for a certain type of product or service; and these individuals reference each other when deciding on the products to purchase. Mutual referencing is the key to market success.

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High-tech companies often introduce disruptive innovations. The user growth of these products follows an S-curve. Developing a high-tech market means smoothly transitioning this cycle from left to right, breaking through one user group at a time. Leveraging the momentum of the left-side user group makes it easier to market products to the right-side user group. Observing the technology adoption lifecycle reveals two chasms and one gap.

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APIs can be un-robust and un-predictable. To solve the problem, three principles should be observed. The client retries to ensure consistency. Retry with idempotency, exponential backoff, and random jitter.

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Why are APIs unreliable? Networks can fail, and servers can fail. Three principles to solve this problem: the client uses "retry" to ensure state consistency; the retry requests must include an idempotent unique ID; retries must be responsible, such as following an exponential backoff algorithm, because we do not want a large number of clients to retry simultaneously.

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AKF scale cube visualizes the scaling process into three dimensions…

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How to build a scalable web service? One word: Split. The AKF Scale Cube tells us the three dimensions of "splitting": horizontal scaling; business splitting; data partitioning.

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