1) An alternate proposal for the Trademark Clearinghouse (TMCH) is presented that uses public key infrastructure (PKI) instead of obscure sunrise codes used in ICANN's model.
2) Issues with ICANN's sunrise and claims models are discussed, including complexity for trademark owners and inability of registries to access trademark information.
3) The alternate proposal aims to reduce complexity, increase security and flexibility, and provide registries access to trademark information submitted by applicants.
High-performance (up to 10k sessions per node), wholesale and retail applications (calling card, call shop, callback, follow me, softphone) with billing, intelligent routing based on ASR, ACD, PDD, percentage, priority, profit margin, etc.
This presentation discusses licensing challenges posed by new technologies like cloud computing and mobile platforms. It proposes addressing these challenges by moving licensing delivery to the cloud. This allows usage-based licensing models and gathering business intelligence on usage. Capturing usage data provides opportunities to improve products, marketing and sales based on how customers actually use features.
Centros de contacto: las demandas y requerimientos del mercadoMundo Contact
The document discusses Huawei's IP Contact Center (IPCC) platform and solution. It provides an overview of the IPCC architecture and design, Huawei's enterprise business portfolio including the IPCC solution, functionalities of the IPCC including ACD, CTI, IVR, and agent applications. It also discusses the network position and designs for reliability, resources, routing, security, multimedia capabilities, and a virtual contact center.
1. Shipit Smarter Concept & Functionalities (English)Pieter Nijman
The document describes a transport management system called ShipitSmarter that provides smart solutions for complex supply chains. It integrates with over 400 carriers to provide visibility across multiple transportation modes. ShipitSmarter's solution leads to process control and optimization possibilities for customers by providing an umbrella system for all their transports. It is offered using an ASP model with no large upfront investments required.
Presentación "Nuevos Retos en Sociedad-Red", de Julio Navío (Nokia Siemens Networks), en la 1ª Jornada Cátedras Telefónica en la UPM "Movilidad y Seguridad en la Sociedad-Red" (10 de Noviembre de 2009)
Understanding the Third Wave of Customer InteractionCisco Canada
With the increasing focus on customer loyalty from all levels of the enterprise, contact centres have a unique opportunity to move beyond their historical focus of cost cutting and efficiency to the realm of superior Customer Experience.
Explore a new dimension for intimate customer interaction using Social Media such as Twitter, Facebook and more with this intriguing topic and discussion. Learn first hand from our Director of Cisco Contact Centre platforms on how this exciting collaboration method is a new opportunity to get better connected with your customers in a very unique way and how it can become an integral channel within your total Cisco Contact Center solution. Understanding what your clients are saying about your company in the public domain and how to proactively manage those in a dynamic way with your contact center, is the theme of this session.
This session will also cover some key additions to Cisco's Unified Contact solutions portfolio, including a new Web 2.0 agent desktop, video enhanced customer care, integration of the contact centre through enterprise quality management, and more.
What is Cloud Computing? It can be defined as a web-based technology that remotely delivers computing resources, namely hardware, software and information as services over a network. Learn more about it here. http://www.microsoft.com/en-in/server-cloud/cloud-computing/default.aspx
Problems of Contemporary Communication Companies. Ways and Tools for Solving ...SSA KPI
AACIMP 2010 Summer School lecture. "Information Technologies" stream. "Problems of Contemporary Communication Companies. Ways and Tools for Solving Them" course.
More info at http://summerschool.ssa.org.ua
High-performance (up to 10k sessions per node), wholesale and retail applications (calling card, call shop, callback, follow me, softphone) with billing, intelligent routing based on ASR, ACD, PDD, percentage, priority, profit margin, etc.
This presentation discusses licensing challenges posed by new technologies like cloud computing and mobile platforms. It proposes addressing these challenges by moving licensing delivery to the cloud. This allows usage-based licensing models and gathering business intelligence on usage. Capturing usage data provides opportunities to improve products, marketing and sales based on how customers actually use features.
Centros de contacto: las demandas y requerimientos del mercadoMundo Contact
The document discusses Huawei's IP Contact Center (IPCC) platform and solution. It provides an overview of the IPCC architecture and design, Huawei's enterprise business portfolio including the IPCC solution, functionalities of the IPCC including ACD, CTI, IVR, and agent applications. It also discusses the network position and designs for reliability, resources, routing, security, multimedia capabilities, and a virtual contact center.
1. Shipit Smarter Concept & Functionalities (English)Pieter Nijman
The document describes a transport management system called ShipitSmarter that provides smart solutions for complex supply chains. It integrates with over 400 carriers to provide visibility across multiple transportation modes. ShipitSmarter's solution leads to process control and optimization possibilities for customers by providing an umbrella system for all their transports. It is offered using an ASP model with no large upfront investments required.
Presentación "Nuevos Retos en Sociedad-Red", de Julio Navío (Nokia Siemens Networks), en la 1ª Jornada Cátedras Telefónica en la UPM "Movilidad y Seguridad en la Sociedad-Red" (10 de Noviembre de 2009)
Understanding the Third Wave of Customer InteractionCisco Canada
With the increasing focus on customer loyalty from all levels of the enterprise, contact centres have a unique opportunity to move beyond their historical focus of cost cutting and efficiency to the realm of superior Customer Experience.
Explore a new dimension for intimate customer interaction using Social Media such as Twitter, Facebook and more with this intriguing topic and discussion. Learn first hand from our Director of Cisco Contact Centre platforms on how this exciting collaboration method is a new opportunity to get better connected with your customers in a very unique way and how it can become an integral channel within your total Cisco Contact Center solution. Understanding what your clients are saying about your company in the public domain and how to proactively manage those in a dynamic way with your contact center, is the theme of this session.
This session will also cover some key additions to Cisco's Unified Contact solutions portfolio, including a new Web 2.0 agent desktop, video enhanced customer care, integration of the contact centre through enterprise quality management, and more.
What is Cloud Computing? It can be defined as a web-based technology that remotely delivers computing resources, namely hardware, software and information as services over a network. Learn more about it here. http://www.microsoft.com/en-in/server-cloud/cloud-computing/default.aspx
Problems of Contemporary Communication Companies. Ways and Tools for Solving ...SSA KPI
AACIMP 2010 Summer School lecture. "Information Technologies" stream. "Problems of Contemporary Communication Companies. Ways and Tools for Solving Them" course.
More info at http://summerschool.ssa.org.ua
An old education material for China MII (Ministry of Industry and Information Technology) and SARFT (State Administration of Radio, Film and Television).
Managing Cost in Public Cloud EnvironmentsCompuware APM
This document discusses managing costs in public cloud environments. It begins by explaining that moving to public clouds is about on-demand provisioning and easy scaling to save resources and money. However, there is a paradigm shift, as the risk moves from unplanned capacity needs to unplanned operational costs. To manage this new risk, companies must monitor resource usage and understand how application usage drives costs. This allows identification of costly transactions, features, user behavior, and tenants to better optimize spending.
The document discusses key aspects of a proposed push-to-talk service, version 1.0. It provides an overview of push-to-talk functionality, describing it as an "always on" one-to-one and one-to-many voice communication service initiated with a single button press. It then covers technical implementation using GPRS networks, potential features and limitations, and benchmark pricing consisting of a subscription fee and additional airtime charges.
Unify Your Unified Communications AustraliaAcmePacket
The document discusses Acme Packet and how it provides unified communications solutions through session border controllers. It summarizes Acme Packet's history and product portfolio. It then discusses how session border controllers address challenges around interoperability, security, and reliability for enterprise customers by enabling SIP trunking, resolving interoperability issues between vendors, protecting against threats, and ensuring reliable network access.
This document discusses HP's global presence and financial performance, as well as its portfolio of cloud, server, storage, networking, and management products and solutions. It also describes HP Financial Services and how partnering with HP can provide customers access to leading technologies, expertise, and financing to optimize their IT infrastructure and operations.
Effective administration of mobile number portability databases and systems –...BSP Media Group
This document summarizes the experiences of Number Portability Company (NPC) in administering mobile number portability databases and systems in South Africa. Key points include:
1) NPC was established in 2005 to administer a centralized database for number portability to address issues like neutrality, consistency, and flexibility.
2) NPC is jointly owned by major mobile and fixed line operators. It handles all porting services and owns relationships with outsourced providers.
3) The porting process implemented by NPC has proven technically robust, with over 1.3 million mobile numbers and 250,000 geographic numbers ported successfully so far.
Technology Development and Innovation at CiscoCisco Canada
This presentation will cover, how to align your network to the business, delivering innovation-hardware, delivering innovation-software and how to tie it all together.
This document discusses recent developments in the cloud computing market. It analyzes strategies and acquisitions by major players like Amazon, Microsoft, Google, IBM, Oracle, and others. It attempts to categorize cloud services into infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). The structure of the cloud computing market has evolved from a single public cloud to a mix of public, private, and hybrid cloud models. The document predicts corporations will increasingly utilize a mix of public and private clouds to meet different application and data needs.
On day 1 of LeWeb'11, conversations on social media were driven by appearances from Karl Lagerfeld and Eric Schmidt. A total of 26,777 social conversations took place on day 1. Karl Lagerfeld received the most social mentions of any speaker, while discussions also focused on start-up finalists like Babelverse. The top hashtags used were related to themes of the conference like #leweb11 and #startups.
Startup weekend brussels 2014 a huge successMarie Laenen
Startup Weekend Brussels 2014 was a successful event where teams worked over a 54 hour period to develop startup ideas. Participants pitched ideas on Friday, formed teams to work on projects Saturday, and presented their new startups to a jury on Sunday. The top three winning teams were Tiny Stories, an app to build cartoons in 60 seconds; Mailswipe, an app to manage emails on the go; and Birzo, an online platform using a Tinder-like app for craft beers. The event is a way for entrepreneurs to learn skills, build networks, and potentially launch new businesses.
Introduction to Startup Weekend - Startups.be - Tech Startup Day 2014 - Mich...Michel Duchateau
Introduction to Startup Weekend in Belgium
- Workshop "How to start" for Tech Startup Day 2014 - Startups.be - (24/04/2014) #tsd14
#swbru #swliege #swmons #swleuven #swghent
Michel Duchateau
Global Facilitator Startup Weekend
2013 Digital Marketing Vietnam-5 ParadigmsClaire Gruslin
Vietnam evolves fast and Vietnamese consumer behaviors' changes call for a re-invented marketing approach. Digital marketing (conversational and collaborative) faces great opportunities there!
Zappos has made customer service a core part of its organizational culture and DNA. It invests heavily in training all employees, including senior leadership, on customer service. This people-centric approach sees call center volume as a way to enhance customer experience rather than a problem. As a result, Zappos continually ranks among the best for customer service according to various publications. Its focus on customer service from the start, even at the cost of short term losses, has paid off through strong customer loyalty and word-of-mouth marketing.
The document discusses how the internet of things is revolutionizing how we interact with objects and the built environment. It notes that cheap hardware components have democratized product development, and both corporations and governments are now involved. While consumers may be slow to adopt new connected technologies due to fears of things feeling radical or invasive, the document argues that we must be ready to see things in new ways and change how we do business and interact with customers.
Big Data BlackOut: Are Utilities Powering Up Their Data Analytics?Capgemini
Analytics is seeing greater recognition amongst utility executives. Our research showed that 80% of utilities consider big data analytics as a source of new business opportunities and 75% see it as crucial for future success. Big Data indeed offers an exciting opportunity to transform utility operational effectiveness, while at the same time dealing with the historical problem of low customer satisfaction. Take operational efficiency alone. The annual cost of weather-related power outages to the U.S. economy is estimated to be between $18 billion to $33 billion. Organizations can use Big Data analytics to detect operational challenges and prevent outages, substantially reducing costs. Big Data also affords opportunities to utilities for inventing new business models through the data generated by the smart infrastructure.
The analytics opportunity for utilities is clear, but there continues to be a lack of real impetus and value delivery. Only 20% have already implemented big data analytics initiatives. What is putting the brakes on utilities?
In this paper, we highlight the big data opportunities that utilities can leverage and identify the challenges that are currently holding them back. We conclude the paper with concrete recommendations on how to ensure analytics drive business value.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
An old education material for China MII (Ministry of Industry and Information Technology) and SARFT (State Administration of Radio, Film and Television).
Managing Cost in Public Cloud EnvironmentsCompuware APM
This document discusses managing costs in public cloud environments. It begins by explaining that moving to public clouds is about on-demand provisioning and easy scaling to save resources and money. However, there is a paradigm shift, as the risk moves from unplanned capacity needs to unplanned operational costs. To manage this new risk, companies must monitor resource usage and understand how application usage drives costs. This allows identification of costly transactions, features, user behavior, and tenants to better optimize spending.
The document discusses key aspects of a proposed push-to-talk service, version 1.0. It provides an overview of push-to-talk functionality, describing it as an "always on" one-to-one and one-to-many voice communication service initiated with a single button press. It then covers technical implementation using GPRS networks, potential features and limitations, and benchmark pricing consisting of a subscription fee and additional airtime charges.
Unify Your Unified Communications AustraliaAcmePacket
The document discusses Acme Packet and how it provides unified communications solutions through session border controllers. It summarizes Acme Packet's history and product portfolio. It then discusses how session border controllers address challenges around interoperability, security, and reliability for enterprise customers by enabling SIP trunking, resolving interoperability issues between vendors, protecting against threats, and ensuring reliable network access.
This document discusses HP's global presence and financial performance, as well as its portfolio of cloud, server, storage, networking, and management products and solutions. It also describes HP Financial Services and how partnering with HP can provide customers access to leading technologies, expertise, and financing to optimize their IT infrastructure and operations.
Effective administration of mobile number portability databases and systems –...BSP Media Group
This document summarizes the experiences of Number Portability Company (NPC) in administering mobile number portability databases and systems in South Africa. Key points include:
1) NPC was established in 2005 to administer a centralized database for number portability to address issues like neutrality, consistency, and flexibility.
2) NPC is jointly owned by major mobile and fixed line operators. It handles all porting services and owns relationships with outsourced providers.
3) The porting process implemented by NPC has proven technically robust, with over 1.3 million mobile numbers and 250,000 geographic numbers ported successfully so far.
Technology Development and Innovation at CiscoCisco Canada
This presentation will cover, how to align your network to the business, delivering innovation-hardware, delivering innovation-software and how to tie it all together.
This document discusses recent developments in the cloud computing market. It analyzes strategies and acquisitions by major players like Amazon, Microsoft, Google, IBM, Oracle, and others. It attempts to categorize cloud services into infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). The structure of the cloud computing market has evolved from a single public cloud to a mix of public, private, and hybrid cloud models. The document predicts corporations will increasingly utilize a mix of public and private clouds to meet different application and data needs.
On day 1 of LeWeb'11, conversations on social media were driven by appearances from Karl Lagerfeld and Eric Schmidt. A total of 26,777 social conversations took place on day 1. Karl Lagerfeld received the most social mentions of any speaker, while discussions also focused on start-up finalists like Babelverse. The top hashtags used were related to themes of the conference like #leweb11 and #startups.
Startup weekend brussels 2014 a huge successMarie Laenen
Startup Weekend Brussels 2014 was a successful event where teams worked over a 54 hour period to develop startup ideas. Participants pitched ideas on Friday, formed teams to work on projects Saturday, and presented their new startups to a jury on Sunday. The top three winning teams were Tiny Stories, an app to build cartoons in 60 seconds; Mailswipe, an app to manage emails on the go; and Birzo, an online platform using a Tinder-like app for craft beers. The event is a way for entrepreneurs to learn skills, build networks, and potentially launch new businesses.
Introduction to Startup Weekend - Startups.be - Tech Startup Day 2014 - Mich...Michel Duchateau
Introduction to Startup Weekend in Belgium
- Workshop "How to start" for Tech Startup Day 2014 - Startups.be - (24/04/2014) #tsd14
#swbru #swliege #swmons #swleuven #swghent
Michel Duchateau
Global Facilitator Startup Weekend
2013 Digital Marketing Vietnam-5 ParadigmsClaire Gruslin
Vietnam evolves fast and Vietnamese consumer behaviors' changes call for a re-invented marketing approach. Digital marketing (conversational and collaborative) faces great opportunities there!
Zappos has made customer service a core part of its organizational culture and DNA. It invests heavily in training all employees, including senior leadership, on customer service. This people-centric approach sees call center volume as a way to enhance customer experience rather than a problem. As a result, Zappos continually ranks among the best for customer service according to various publications. Its focus on customer service from the start, even at the cost of short term losses, has paid off through strong customer loyalty and word-of-mouth marketing.
The document discusses how the internet of things is revolutionizing how we interact with objects and the built environment. It notes that cheap hardware components have democratized product development, and both corporations and governments are now involved. While consumers may be slow to adopt new connected technologies due to fears of things feeling radical or invasive, the document argues that we must be ready to see things in new ways and change how we do business and interact with customers.
Big Data BlackOut: Are Utilities Powering Up Their Data Analytics?Capgemini
Analytics is seeing greater recognition amongst utility executives. Our research showed that 80% of utilities consider big data analytics as a source of new business opportunities and 75% see it as crucial for future success. Big Data indeed offers an exciting opportunity to transform utility operational effectiveness, while at the same time dealing with the historical problem of low customer satisfaction. Take operational efficiency alone. The annual cost of weather-related power outages to the U.S. economy is estimated to be between $18 billion to $33 billion. Organizations can use Big Data analytics to detect operational challenges and prevent outages, substantially reducing costs. Big Data also affords opportunities to utilities for inventing new business models through the data generated by the smart infrastructure.
The analytics opportunity for utilities is clear, but there continues to be a lack of real impetus and value delivery. Only 20% have already implemented big data analytics initiatives. What is putting the brakes on utilities?
In this paper, we highlight the big data opportunities that utilities can leverage and identify the challenges that are currently holding them back. We conclude the paper with concrete recommendations on how to ensure analytics drive business value.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
Tesla Motors: A Silicon Valley Version of the Automotive Business ModelCapgemini
Tesla Motors is revolutionizing the automotive industry by taking a technology-centric approach. It uses digital technologies throughout the customer experience and vehicle design. Tesla has a direct-to-consumer sales model with company-owned stores and takes orders online. It also gathers data from vehicles to remotely update software and improve the driving experience. Tesla aims to accelerate innovation in electric vehicles by opening its patents and building a Gigafactory to produce batteries at scale.
Big Data Alchemy: How can Banks Maximize the Value of their Customer Data?Capgemini
This document is a point of view on how banks can maximize the value of their customer data using big data analytics. While the volume of data has been increasing in recent years, many banks have not been able to profit from this growth. Several challenges hold them back. The PoV explores these challenges and suggests actions for banks in order to scale-up to the next level of customer data analytics.
Fixing the Cracks: Reinventing Loyalty Programs for the Digital AgeCapgemini
Launching a loyalty program is expensive and it’s complex. In the US alone, companies spend a staggering $2 billion on loyalty programs every year. But does this translate into increased customer engagement? Research suggests the answer is “probably not”. The average household in the US has over 21 loyalty program memberships. But, the household only actively uses 44% of these. More than half of consumers in a 2013 survey admitted they had abandoned at least one loyalty program in the past year. Our own analysis of customer sentiment on social media revealed pronounced dissatisfaction. Almost 90% of social media sentiment on loyalty programs was negative.
We assessed loyalty programs on a number of parameters. These included their central objective, their use of digital channels, and their ability to provide a seamless experience across channels (more detail on the approach is at the end of this paper). We found, in short, that companies have a lot of catching up to do. 97% of loyalty programs rely on transactional rewards, i.e. a customer makes a purchase and takes their points in exchange for gifts, merchandise or cash. The issue is that 77% of those transaction-based programs actually fail in the first two years. According to our research, only 25% of loyalty programs reward customers for some form of engagement. Where loyalty programs are also lacking is advanced personalization: only 11% of loyalty programs offer personalized rewards based on a customer’s purchase history or location data.
This research highlights why organizations need to think beyond points and how they can implement well-designed, engagement-based loyalty programs.
Securing the Internet of Things Opportunity: Putting Cybersecurity at the Hea...Capgemini
The potential trillion dollar Internet of Things (IoT) business opportunity rests precariously on one critical factor – security. 71% of executives in our survey agreed that security concerns will influence customers’ purchase decision for IoT products. However, despite increasing cyber attacks and ample warning from security experts, most organizations do not provide adequate security and privacy safeguards for their IoT products. In fact, only 33% of IoT executives in our survey believe that the IoT products in their industry are highly resilient to cyber security attacks. Further, despite rising consumer concerns regarding data privacy, 47% of organizations do not provide any privacy related information regarding their IoT products.
So, why are organizations lagging behind in securing their IoT products and systems? Key reasons for this include an expanded attack surface, inefficiencies in the IoT product development process, and the lack of specialized security skill-sets. For instance, our survey showed that only 48% of companies focus on securing their IoT products from the beginning of the product development phase. Building a secure IoT system begins with the recognition that security needs to be as much of a priority as the features and functionality of an IoT product. The report highlights the key measures that organizations must take in order to put security at the core of their IoT value proposition.
Monetizing the Internet of Things: Extracting Value from the Connectivity Opp...Capgemini
Cisco has estimated that the Internet of Things (IoT) has the potential to generate about $19 trillion of value over the coming years. The staggering potential size-of-the-prize has certainly caught the attention of the world’s business community. In a recent survey of senior business leaders around the globe, 96% said their companies would be using IoT in some way within the next 3 years. However, there is a catch – most organizations are yet to derive significant commercial value from IoT. Our research shows that 70% of organizations do not generate service revenues from their IoT solutions. We have looked at why organizations are falling short in monetizing the IoT, and have tried to capture some initial observations on monetization models in what is still a very fast-developing marketplace.
Going Digital: General Electric and its Digital TransformationCapgemini
GE has undertaken a major digital transformation to transition from being an industrial equipment provider to a provider of data-driven services and solutions. Key aspects of GE's transformation include developing software and analytics products, opening its Predix big data platform to third parties, and attaching sensors to machines to capture performance data and provide analytics to improve efficiency. GE has also hired new digital leaders, set up centers of excellence for software and digital initiatives, and trained employees in startup methodologies to foster innovation. The transformation aims to allow GE to capitalize on data from its industrial equipment and maintain relevance in a changing industry.
The Digital Transformation Symphony: When IT and Business Play in SyncCapgemini
Digital Masters, such as Starbucks, that leverage digital technologies effectively, differentiate themselves from their peers by consciously striving to build a close relationship between IT and the business. However, Digital Masters are exceptions. The IT-business relationship in most organizations is often a fractious relationship rather than a marriage of equals. Business teams often find the IT department’s high costs and long implementation timelines unacceptable. In addition, IT leaders are often faulted for not speaking the language of business. Leading CIOs take this disconnect head on and try and fix it. Our research shows that leading CIOs take three key actions to align the IT department with the needs of the business: 1. redesign the IT department to unlock digital innovation; 2. create strong digital platforms; 3. rationalize IT Infrastructure to fund digital initiatives. We explore each of these actions in this research paper.
The Trademark Clearinghouse is a global repository that stores authenticated trademark information. Registering trademarks in the Clearinghouse allows companies to participate in Sunrise periods for new generic top level domains, where they can register matching domain names before they become publicly available. It also provides the Trademark Claims service, which notifies both potential registrants and trademark holders of possible infringements. While there is no first come, first served policy, identical trademarks from different owners can be stored as long as they are valid. Registering trademarks for multiple years provides protection as new gTLDs are launched and ensures companies only have to complete the registration process once.
ePocket Solutions provides a mobile work order management solution called Handyman. Handyman allows field service technicians to view work orders, record time and expenses, manage inventory, and use customized checklists on a mobile device. It has over 10,000 users across various industries including telecommunications, facilities management, and utilities. The solution aims to increase field service efficiency, quality, and back office efficiency through real-time data capture and integration with ERP systems. Several customers like Sønnico and Hafslund are highlighted who achieved benefits like increased revenue and quality through using Handyman.
ePocket Solutions is a Norwegian company founded in 1985 that provides Handyman, a mobile work order management solution. Handyman allows field technicians to view work orders, register parts and time used, and capture signatures on customized checklists directly on a mobile device. It has over 10,000 users across industries like telecommunications, facilities management, and manufacturing. Customers like Dorma, Sønnico, Hafslund, and ASSA ABLOY have experienced benefits such as increased productivity, improved service quality, and faster response times through the use of Handyman's out-of-the-box mobile work order management capabilities.
The document discusses mobile payment solutions from CHARGE Anywhere. It describes CHARGE Anywhere's end-to-end payment processing ecosystem that enables secure offline and online transactions from mobile devices. It also discusses how CHARGE Anywhere partnered with RBM, a Colombian payment processor, to launch RBMovil, a mobile payment application to help address challenges in Colombia's cash-heavy market and increase financial inclusion.
This document discusses CRM solutions in a Software as a Service (SaaS) model. It provides an overview of SaaS benefits and then discusses several case studies of companies that implemented Microsoft Dynamics CRM or Oracle Siebel CRM in a SaaS model through Cluster Reply. Specific examples discussed include TiVù Sat, Telecom Italia, Iveco dealer sales, and an Iveco CRM hosted on Amazon Web Services. The presentation concludes with a discussion of value-added services provided by Reply and an invitation for questions.
Leveraging IMS for VoLTE and RCS Services in LTE Networks Presented by Adnan ...Radisys Corporation
ETSI Workshop – RCS VoLTE and Beyond
Kranj, Slovenia
October 11, 2012
Adnan Saleem discusses the advantages of moving to VoLTE/RCS for mixed mobile operators – and addresses the key challenges along the way.
Advancing From Fault Management To Fault Resolution FrameworkTTI Telecom
In our converged world, operational excellence relies on an orchestrated fault resolution process rather than diverse fault management techniques.
Learn how to apply the principles of an effective fault resolution strategy with TTI Telecom's Fault Resolution Framework.
W001 - World Visions
Orario 09.30 – 13.00
Sala 4
TECHNOLOGIES, PARTNERSHIPS & BUSINESS MODELS
Developing new value-added services in the navigation markets
Turkcell Technology provides innovative solutions to help customers gain competitive advantages. It has over 10 years of experience developing solutions for telecom operators. Its experts offer a portfolio of network services, SIM and mobile marketing solutions, business support systems, and business intelligence products. Currently TTECH's solutions serve over 60 million customers across 10 countries. The company focuses on collaboration, applying research to customer needs, and an iterative development process to deliver valuable innovations to its telecom partners.
This document discusses IP Multimedia Subsystem (IMS), which defines an all-IP wireless network as an alternative to traditional disparate voice, data, and signaling networks. IMS allows convergence of services like voice, video, messaging and provides a framework for developing innovative multimedia applications. The document outlines the IMS architecture and standards development timeline. It also discusses market strategies for IMS adoption, including focusing on network consolidation, migration approaches, and developing new revenue generating multimedia services.
1) The traditional telecom business model is threatened by new technologies and competitors in the 2.0 world, but these changes also open new opportunities for telecom companies that can adapt.
2) To take advantage of opportunities in the 2.0 world, telecom companies need flexible front and back office systems to offer both traditional and new services, and adopt a business approach within and beyond the traditional ecosystem.
3) By identifying and prioritizing potential new customers, designing the right go-to-market strategy, and offering innovative services, telecom companies can turn competitors into customers in the 2.0 world.
ConnectM is a leading global M2M technology solutions and services company with over 80 man-years of M2M expertise. It has managed over 60,000 assets through its M2M platform, including 30,000 telecom towers and 25,000 buildings. ConnectM has 30+ customers that are mostly large multinational corporations. It has won several awards and has a patent-pending technology with ready-to-use M2M frameworks and components.
1) Deutsche Telekom is launching a BusinessMarketplace platform to provide SMB customers easy access to cloud applications. The platform will use OpenStack as the underlying infrastructure layer.
2) The BusinessMarketplace will offer a curated selection of third-party applications that are secured, integrated and managed by Deutsche Telekom on behalf of customers. This provides customers compliance with German regulations.
3) For partners, the BusinessMarketplace provides a new sales channel to reach Deutsche Telekom's over 3 million SMB customers. The OpenStack infrastructure also allows partners to more easily integrate their applications and have them hosted on a stable, scalable platform.
The Electronic Marketplace for OTC Cleared DerivativesCleartrade
The document discusses the opportunity for regulatory reform in the OTC derivatives market in light of the Dodd-Frank Act. It introduces the Cleartrade Exchange, an electronic marketplace for OTC cleared derivatives that connects traders, brokers, and clearing houses. The Cleartrade Exchange provides centralized, transparent, and anonymous trading of derivatives like freight contracts. It utilizes leading technology to offer execution, clearing, and risk management functions to participants.
Building the Telecom Application Development Ecosystem TADMeetupSG / MoMoSGAlan Quayle
Slides from the first ever TADMeetupSG, held with Mobile Monday Singapore, ATIS, Mobile Alliance, and sponsored by Starhub i3. Slides from me on TADHack, TADSummit and TADMeetup, hSenid Mobile, Telestax, Tropo, Temasys, Dialogic. 100+ attendees, heaving event, lots of great meetings.
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