

"Acquisitions are a key component of our growth strategy. Using a proprietary methodology, we have completed acquisitions with more than 30 hosting companies and migrated more than half-a-million customers onto our platform since 2001."They omit to list all these acquisitions. I wonder why? Here is a list I compiled, using Google to search for the fax number used by their legal department. It seems that David C. Bryson, General Counsel, is a busy man with all these clients.
Through the migration "wheel" technology, the vast majority of accounts can be moved to the Endurance platform with minimal customer involvement. We don’t just move files, we activate accounts on our system — paying attention to the smallest of details — even changes to settings and scripts are handled automatically.They fail to mention what percentage of those "migrated" web sites actually work after they have been moved. Also, they state that they move 95% of the accounts without customer participation before the move, because most of the customer "participation" happens after they realise their web site is no longer working, the database is corrupt or old, or the settings are completely screwed up.
In fact, we’re able to move 95%+ of accounts without customer participation — and, we offer intuitive tools for assisting the remaining customers in their transitions.
While we will see an increase in support traffic during this time, the vast majority of contacts are simple customer-education issues that our agents are trained to coach customers through.What they fail to point out is that the only "help" they actually are capable of providing is "customer-education issues", because they are unable to do any technical changes at the "technical support" desk themselves. They simply log a call and leave it to overworked and incompetent technicians to "fix". Often this takes so long that the customer has already left by the time they get to attend to the problem.
At Endurance, our mission is to "Delight customers and help them succeed by profitably delivering superior solutions and an outstanding customer experience." This holds true for all of our customers, and especially those who go through the migration process.If this is the case, why does the call centre not have any of the contact details of EIG, such as the name, email address and phone number of the CEO? Because the last thing the CEO wants to do is listen to the complaints of outraged customers whose web sites and data have been destroyed, and whose businesses have been impacted by the callous avarice of EIG.
The Kruger National Park recently dumped some 25 000 rooms on the market, after Match Services, for whom they had been reserved, failed to sell them. It paid no penalties for relinquishing the reservations, so the park now has only a few weeks left to try to sell the empty beds.Match Services is the organisation that was granted monopoly rights by FIFA to sell tickets and tour packages to foreign visitors. Match is part-owned by a company run by Phillipe Blatter, the nephew of FIFA president Sepp Blatter. It has been cavalier in its treatment of South African businesses and rapacious in its sales to foreign tourists.
The same happened with more than two thirds of the nearly two million rooms Match originally reserved. Many of the hotels, lodges and B&Bs that agreed to Match's harsh terms, because it seemed to be the only chance of participating in the promised World Cup bonanza, are now stuck with tons of unsold inventory and little time to sell it.Meanwhile, tour operators are expected to pay a whopping $30 000 licence fee to Match for every country in which they wish to sell packages. For a foreign operator serving only its own country, that's bad enough. But for a South African tour operator with clients all over the world, the initial outlay to Match could be crippling. If your company gets two groups each from five countries, that's over a million rand you have to recoup from ten paying customers, just to take care of the Match mafia.
Clearly, only the really big operators can afford such an extortionate shake-down, so smaller businesses are left out in the cold. So much for developing the tourism industry in South Africa.As if this isn't enough, Match charges massive markups, including 35% on World Cup tickets themselves. Rooms were sold to Match at the kind of knock-down prices only a monopolist can demand: it insisted on paying 2007 rates. Reports vary, but talk in tourism circles suggests that international guests pay anywhere between 50% and 500% more than regular high season rack rates for rooms resold by Match.
% | Per Year | Per Month |
---|---|---|
99.999% | 5 mins | 25 sec |
99.99% | 52 mins | 4 min 22 sec |
99.9% | 8 hrs 45 mins | 43 mins |
99% | 3 days 15.6 hrs | 7 hrs 18 mins |
95% | 18 days 6 hours | 36.5 hours |
26-Mar-2020: According to SA government regulations, all Internet sites operating within .za top level domain name must have a landing page with a visible link to www.sacoronavirus.co.za.