Excellent API based shipping software for SAP (http://blueharbors.com/xss). Save time and money by running a powerful, automated, fully integrated, real-time, easy-to-use shipping solution using your existing SAP system.
(1) Create carrier-specific shipping labels and shipping documents;
(2) Integrate weighing scales, bar code scanners and printers;
(3) Assign and change carriers manually or automatically;
(4) Capture freight costs and tracking numbers in SAP;
(5) Execute real-time package tracking from SAP sales orders, delivery notes and shipments;
(6) Record proof of delivery (POD) information about your shipments;
(7) Email advance shipping notifications (ASNs) to customers;
(8) Validate shipping addresses.
With the touch of a button, ship from warehouses, distribution centers, manufacturing sites, offices and stores located throughout the world using our extensive network of carriers.
This solution is suitable for many distribution scenarios, including high volume supply chains, regulated global transportation networks, cold-chain and hazardous material environments, B2C, B2B and third party distribution to support Amazon, Home Depot and the like. Activate shipping in your existing SAP system and start communicating directly with over 50 of your favorite transportation partners.
Contact us: info@blueharbors.com; +1(415)799-7769; http://blueharbors.com/xss
Digerati Technologies announced strategic initiatives to drive long-term growth, including repositioning around cloud and session-based communication services, augmenting carrier sales with a higher margin VAR model selling to SMBs, leveraging global network for international VoIP solutions, enhancing infrastructure, and managing expenses. The company transitioned from traditional telecom carrier to global VoIP and cloud provider and deployed a new system to improve its cloud platform and global network. Digerati aims to sell cloud telephony applications through VARs to target SMB customers.
A 2004 report I wrote for a global handset manufacturer on how to survive in an over-the-top world. Whilst I didn't get everything right, and I would present it differently today, it was pretty insightful for its time.
This document discusses satellite managed services, which refers to proactively managing customers' satellite networks end-to-end through ongoing monitoring and maintenance according to service level agreements. The benefits of this model include allowing companies to focus on their core business instead of network operations, providing predictable costs through monthly fees, and reducing capital investment needs through outsourcing expertise. As satellite networks become more complex with new technologies like high throughput satellites, the value of outsourcing network management to expert providers will increase.
Cloud is one of that kind of digital services that is already here and materialized. Cloud services landscape is becoming more and more dense but still there is a chance for telecom players to take part in that field. Unfortunately, Communication Service Providers are late to come in and therefore it is not sufficient to put computing capacities and just sell them anymore. The economy of scale reached by current industry leaders can barely be beaten even by the largest CSPs. Therefore, some other smarter options should be found to compete with likes of Amazon, Microsoft and Google. This ppt paper is just an effort to think of CSPs role in cloud services domain and any ideas and suggestions for further discussion is very welcome.
Thank you!
Excellent API based shipping software for SAP (http://blueharbors.com/xss). Save time and money by running a powerful, automated, fully integrated, real-time, easy-to-use shipping solution using your existing SAP system.
(1) Create carrier-specific shipping labels and shipping documents;
(2) Integrate weighing scales, bar code scanners and printers;
(3) Assign and change carriers manually or automatically;
(4) Capture freight costs and tracking numbers in SAP;
(5) Execute real-time package tracking from SAP sales orders, delivery notes and shipments;
(6) Record proof of delivery (POD) information about your shipments;
(7) Email advance shipping notifications (ASNs) to customers;
(8) Validate shipping addresses.
With the touch of a button, ship from warehouses, distribution centers, manufacturing sites, offices and stores located throughout the world using our extensive network of carriers.
This solution is suitable for many distribution scenarios, including high volume supply chains, regulated global transportation networks, cold-chain and hazardous material environments, B2C, B2B and third party distribution to support Amazon, Home Depot and the like. Activate shipping in your existing SAP system and start communicating directly with over 50 of your favorite transportation partners.
Contact us: info@blueharbors.com; +1(415)799-7769; http://blueharbors.com/xss
Digerati Technologies announced strategic initiatives to drive long-term growth, including repositioning around cloud and session-based communication services, augmenting carrier sales with a higher margin VAR model selling to SMBs, leveraging global network for international VoIP solutions, enhancing infrastructure, and managing expenses. The company transitioned from traditional telecom carrier to global VoIP and cloud provider and deployed a new system to improve its cloud platform and global network. Digerati aims to sell cloud telephony applications through VARs to target SMB customers.
A 2004 report I wrote for a global handset manufacturer on how to survive in an over-the-top world. Whilst I didn't get everything right, and I would present it differently today, it was pretty insightful for its time.
This document discusses satellite managed services, which refers to proactively managing customers' satellite networks end-to-end through ongoing monitoring and maintenance according to service level agreements. The benefits of this model include allowing companies to focus on their core business instead of network operations, providing predictable costs through monthly fees, and reducing capital investment needs through outsourcing expertise. As satellite networks become more complex with new technologies like high throughput satellites, the value of outsourcing network management to expert providers will increase.
Cloud is one of that kind of digital services that is already here and materialized. Cloud services landscape is becoming more and more dense but still there is a chance for telecom players to take part in that field. Unfortunately, Communication Service Providers are late to come in and therefore it is not sufficient to put computing capacities and just sell them anymore. The economy of scale reached by current industry leaders can barely be beaten even by the largest CSPs. Therefore, some other smarter options should be found to compete with likes of Amazon, Microsoft and Google. This ppt paper is just an effort to think of CSPs role in cloud services domain and any ideas and suggestions for further discussion is very welcome.
Thank you!
G11.2012 caa s_magic quadrant for unified communication as a service caas nor...Satya Harish
This document provides an overview and analysis of various unified communications as a service (UCaaS) vendors in North America. It discusses the strengths and cautions of 8x8, AT&T, Azaleos, CSC, and Google as UCaaS providers. Key information includes 8x8's focus on SMBs and competitive pricing, AT&T's large brand and global reach but slow time to market, Azaleos' strong Microsoft partnership and experience with Exchange/Lync/SharePoint, CSC's established global services and Cisco-based solution, and Google's low-cost offering and pace of innovation.
This document brings together a set of latest data points and publicly available information relevant for Digital Customer Experience Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
Presentation IT MNCs and the BOP for TNO IT4D group December 2009Anand Sheombar
The document summarizes a presentation on how multinational ICT companies can benefit from entering the Base of the Pyramid (BOP) market in a commercially successful and sustainable way. It discusses 5 case studies of ICT companies partnering with local organizations to provide products and services to the BOP. The presentation analyzes the companies' business models, products/services, and partnerships. It finds that partnerships are often unconventional, and companies must understand local needs and cultures to succeed while benefiting the BOP.
Pay-TV Innovation Forum 2019 Edition: Europe - Setting the SceneNAGRA
Earlier this year, the Pay-TV Innovation Forum launched its 2019 programme, inviting senior executives from leading pay-TV providers, broadcasters, rights holders and technology suppliers to a special European seminar, exploring the challenges and opportunities facing Europe‘s pay-TV
industry, at the end of a disruptive decade. The discussions explored a wide range of themes and issues, from the future of the pay-TV market through to exploring the opportunities in data and analytics.
Executive Summary
CUSTOMER
AT&T
INDUSTRY
Service Provider
Challen ges
• Inability to scale quickly during ramp-up
• Subject-matter expertise concentrated in a few individuals
• Salesforce weak in vertical industry expertise
SOLUTIONS
• Value-case process
• Sales-decision toolset
• Training
Resu lts
• Pipeline qualification up by 50 percent
• Doubled sales output within first three months
• On track to double sales productivity
Service Delivery Innovation Summit 2014 SummaryAlan Quayle
Review of the highlights from the Service Delivery Innovation Summit held 16-17 September in London. I review some of the presentations with my comments on the key points they raise for the industry.
Business of Value Added Services in New Mobile Era: From Strategy and Busines...Ali Saghaeian
Please email me "saghaeian [at] gmail.com" for any request on VAS research, consulting and training.
This presentation includes topics such as:
The mobile 3.0 – The trends for Multimedia Services and Value Added Services
The 4th revenue curve of mobile communication – The business of Value Added Services.
Differences in doing business with Multimedia and Value Added Services than voice, messaging and access (data) services.
Mobile Operator Strategy and implications for the ecosystem
The Impact of 4th curve on mobile operator’s financials
Investing in the 4th Curve
How can Operators become Digital Lifestyle Solution Providers (DLSP)?
The document outlines 3 key trends that will change businesses: 1) Empowering the workforce through new digital tools and flexible working styles to increase productivity. 2) Smarter business through innovating in the as-a-service economy and harnessing tools like cloud, IoT, and analytics. 3) Threats and opportunities of digital disruption as businesses compete in an ultra-fast Gigabit society and customers expect personalized, digital-first experiences. The trends are driven by societal changes, new technologies, and business models that are transforming industries and require adaptation. Vodafone provides solutions to help businesses address these trends through digital transformation and a flexible approach.
Airtel Business provides tailored communication, connectivity, and collaboration solutions for businesses. It has a large portfolio of products and services categorized under communication, connectivity, and collaboration. Key offerings include closed user groups for free intra-employee calls, ISDN and mobile broadband, international toll free numbers, and video/audio conferencing. Airtel aims to bring the world closer by leveraging its extensive national and international infrastructure. It also offers services like leased lines, dedicated internet, MPLS, and managed hosting.
Mobile Internet Fulfillment Exchange [MIFE] Keynote by Amos Manasseh, Axiata ...Alan Quayle
Mobile Internet Fulfillment Exchange [MIFE] TADSummit Keynote by Amos Manasseh, Axiata Group. 12-13 November Istanbul Turkey, POint Hotel Taksim. Axiata Digital Services Practice Lead, Group API Ecosystem.
Telecom strategy review 2015: Europe (part 2)tmtventure
Orange SA, Telenor Group, Vimpelcom, Vodafone, Deustche Telecom, Telefonica and other leading European telecommunication companies.
2nd part of global telecoms strategy review. Total companies to be reviewed is about 16-18. We looked through their reports, interviews and made our own view on their strategy.
Feel free to contact us with your commentary or if you've found any mistakes.
Policy Control and Charging 2013 Conference SummaryAlan Quayle
This document summarizes highlights from the Policy Control and Real-Time Charging Conference in 2013. It discusses several topics including the evolution of the policy market, challenges with customer interaction for some pricing models, opportunities and challenges for pricing models in developing markets, using analytics to optimize network performance, integrating data to gain a complete view of customers, and challenges with standards impacting policy implementation.
BOP and ICT MNCs: Base of the Pyramid approach reflected on the strategy of m...Anand Sheombar
The Base of the Pyramid (BOP) comprises the majority of the world population. However, the majority seemed to be neglected by multinational companies, until recently. Since the landmark publications of Prahalad & Hart much more attention is attributed to the BOP.
This research examines the attention some multinational ICT companies have given to the BOP so far. A case study research was conducted of 5 projects involving multinational ICT companies, which were studied as separate case studies for this thesis, all in the geographical space of Africa.
Qualitative data was collected using the multiple case study method and the data was analyzed for emerging patterns. The cases were analyzed on three main units of analysis, namely the BOP businesses model & strategy, the products & services and the partnerships needed for engaging with the BOP community.
It was found that regarding BOP businesses model & strategy an assessment of the BOP business model qualities is useful. The study revealed in all cases a hybrid view of market creation and socio-economic development by (ICT) companies engaging with the BOP, dubbed a hybrid form of BOP 1.0 & 2.0 strategies. The research also suggests that for successful BOP ventures alignment is needed between “BOP Business model & strategy”, “Partnership” and the “BOP Product & Service development”. The BOP products and services development confirmed the presence of disruptive innovation and innovation blowback. It was found that problems with partnerships revolve around six core categories namely driving force factors, skill factors, input-output factors, socio-cultural factors, systems factors, and trust factors.
This thesis research was conducted by Anand Sheombar
This document discusses how business model innovation for digital enterprises can be supported through the use of value models. It describes a modeling language called VDML (Value Delivery Modeling Language) that provides an underlying representation of business model innovation frameworks. VDML allows for the representation of value networks and business activity networks to support business model innovation. The document outlines how VDML relates to other areas like product, process and service innovation and how it can support business model analysis and simulation through a cloud-based platform.
Cloud computing, along with mobility increasing percolation of broadband, is aiding the creation of a networked society. Moving towards a digitally connected world, telecom operators have a unique opportunity to position themselves and capitalise the growth of cloud services – both as service providers and adopters of the technology.
A study on b2b sales force issues faced by telecom companies with reference t...Balakrishnan Vijayan
This document analyzes issues faced by the B2B sales force of telecom companies in India, using Tata Docomo as a case study. It provides an overview of the Indian telecom industry and Tata group. It describes Tata Docomo's organizational hierarchy and the products and services it offers to businesses, including enterprise data, managed services, IoT/mobility solutions, broadband/landline, and enterprise voice solutions. The majority of Tata Docomo's business comes from enterprise voice services such as wireline (PRI, BRI), SIP trunking, Centrex, wireless (GSM, CDMA), and IP voice (managed VoIP, global SIP connect, Insta CC).
Strategic Management - Mphasis (IT Company)Ronak Shah
This document provides a strategic analysis of Mphasis including its strengths, weaknesses, opportunities, threats, and key success factors. It analyzes Mphasis using Porter's 5 Forces model and identifies its products in a BCG matrix. A business strength matrix evaluates different industries and a life cycle portfolio mix shows where Mphasis' products and services fall in their life cycles.
The document is a project report submitted by Kawlas Gayathri for her Bachelor of Computer Application degree. It provides an overview of Mphasis, an IT services company based in Bangalore, India. The report discusses Mphasis' history, services, business models, operations and concludes that Mphasis applies advances in cognitive computing and cloud technologies to transform traditional IT services and drive business value for customers.
XL Axiata is Indonesia's third largest cellular provider. It analyzes its external environment including macroeconomic trends, industry perspectives, and competitive forces. Internally, it examines resources, capabilities, value chain, and VRIN analysis. XL Axiata uses a SWOT analysis and strategic diamond model to formulate its business strategy. It follows a low price, high volume generic strategy and operational excellence value discipline. XL Axiata's business model centers on voice, SMS, data and value-added services delivered through marketing, sales channels and IT services. While telecom competition is high, XL Axiata can focus on data services, customer experience and strategic partnerships to maintain competitiveness.
The strategic business plan proposes expanding Comcast's XFINITY X1 platform to address challenges from demographic shifts, industry trends, and declining profitability in traditional cable TV. The strategy involves:
1) Developing X1 Online Lite, a $20/month streaming service targeting millennials, and X1 Online for Comcast internet subscribers, to capitalize on cord-cutting trends.
2) Continuing to expand the existing successful X1 platform among older customers through promotions, referrals, advertising, and support.
3) Targeting each approach towards specific customer segments - X1 Online Lite for millennials, X1 Online for Gen X, and expanding existing X1 for baby boomers
European Communications (Next Generartion Commerce)Peter Conquest
Hybris provides a next generation commerce solution called the Telco Accelerator to help telecommunications companies exploit new digital opportunities. The Telco Accelerator enables a seamless omni-channel customer experience across all devices and brings Hybris' e-commerce expertise to telecom companies moving into e-commerce. It allows flexibility across channels and is technology neutral so it can be adapted as new technologies emerge. Hybris works with partners to implement the solution for telcos to help them offer personalized deals and bundles to customers based on analyzing customer data from multiple sources and channels.
G11.2012 caa s_magic quadrant for unified communication as a service caas nor...Satya Harish
This document provides an overview and analysis of various unified communications as a service (UCaaS) vendors in North America. It discusses the strengths and cautions of 8x8, AT&T, Azaleos, CSC, and Google as UCaaS providers. Key information includes 8x8's focus on SMBs and competitive pricing, AT&T's large brand and global reach but slow time to market, Azaleos' strong Microsoft partnership and experience with Exchange/Lync/SharePoint, CSC's established global services and Cisco-based solution, and Google's low-cost offering and pace of innovation.
This document brings together a set of latest data points and publicly available information relevant for Digital Customer Experience Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
Presentation IT MNCs and the BOP for TNO IT4D group December 2009Anand Sheombar
The document summarizes a presentation on how multinational ICT companies can benefit from entering the Base of the Pyramid (BOP) market in a commercially successful and sustainable way. It discusses 5 case studies of ICT companies partnering with local organizations to provide products and services to the BOP. The presentation analyzes the companies' business models, products/services, and partnerships. It finds that partnerships are often unconventional, and companies must understand local needs and cultures to succeed while benefiting the BOP.
Pay-TV Innovation Forum 2019 Edition: Europe - Setting the SceneNAGRA
Earlier this year, the Pay-TV Innovation Forum launched its 2019 programme, inviting senior executives from leading pay-TV providers, broadcasters, rights holders and technology suppliers to a special European seminar, exploring the challenges and opportunities facing Europe‘s pay-TV
industry, at the end of a disruptive decade. The discussions explored a wide range of themes and issues, from the future of the pay-TV market through to exploring the opportunities in data and analytics.
Executive Summary
CUSTOMER
AT&T
INDUSTRY
Service Provider
Challen ges
• Inability to scale quickly during ramp-up
• Subject-matter expertise concentrated in a few individuals
• Salesforce weak in vertical industry expertise
SOLUTIONS
• Value-case process
• Sales-decision toolset
• Training
Resu lts
• Pipeline qualification up by 50 percent
• Doubled sales output within first three months
• On track to double sales productivity
Service Delivery Innovation Summit 2014 SummaryAlan Quayle
Review of the highlights from the Service Delivery Innovation Summit held 16-17 September in London. I review some of the presentations with my comments on the key points they raise for the industry.
Business of Value Added Services in New Mobile Era: From Strategy and Busines...Ali Saghaeian
Please email me "saghaeian [at] gmail.com" for any request on VAS research, consulting and training.
This presentation includes topics such as:
The mobile 3.0 – The trends for Multimedia Services and Value Added Services
The 4th revenue curve of mobile communication – The business of Value Added Services.
Differences in doing business with Multimedia and Value Added Services than voice, messaging and access (data) services.
Mobile Operator Strategy and implications for the ecosystem
The Impact of 4th curve on mobile operator’s financials
Investing in the 4th Curve
How can Operators become Digital Lifestyle Solution Providers (DLSP)?
The document outlines 3 key trends that will change businesses: 1) Empowering the workforce through new digital tools and flexible working styles to increase productivity. 2) Smarter business through innovating in the as-a-service economy and harnessing tools like cloud, IoT, and analytics. 3) Threats and opportunities of digital disruption as businesses compete in an ultra-fast Gigabit society and customers expect personalized, digital-first experiences. The trends are driven by societal changes, new technologies, and business models that are transforming industries and require adaptation. Vodafone provides solutions to help businesses address these trends through digital transformation and a flexible approach.
Airtel Business provides tailored communication, connectivity, and collaboration solutions for businesses. It has a large portfolio of products and services categorized under communication, connectivity, and collaboration. Key offerings include closed user groups for free intra-employee calls, ISDN and mobile broadband, international toll free numbers, and video/audio conferencing. Airtel aims to bring the world closer by leveraging its extensive national and international infrastructure. It also offers services like leased lines, dedicated internet, MPLS, and managed hosting.
Mobile Internet Fulfillment Exchange [MIFE] Keynote by Amos Manasseh, Axiata ...Alan Quayle
Mobile Internet Fulfillment Exchange [MIFE] TADSummit Keynote by Amos Manasseh, Axiata Group. 12-13 November Istanbul Turkey, POint Hotel Taksim. Axiata Digital Services Practice Lead, Group API Ecosystem.
Telecom strategy review 2015: Europe (part 2)tmtventure
Orange SA, Telenor Group, Vimpelcom, Vodafone, Deustche Telecom, Telefonica and other leading European telecommunication companies.
2nd part of global telecoms strategy review. Total companies to be reviewed is about 16-18. We looked through their reports, interviews and made our own view on their strategy.
Feel free to contact us with your commentary or if you've found any mistakes.
Policy Control and Charging 2013 Conference SummaryAlan Quayle
This document summarizes highlights from the Policy Control and Real-Time Charging Conference in 2013. It discusses several topics including the evolution of the policy market, challenges with customer interaction for some pricing models, opportunities and challenges for pricing models in developing markets, using analytics to optimize network performance, integrating data to gain a complete view of customers, and challenges with standards impacting policy implementation.
BOP and ICT MNCs: Base of the Pyramid approach reflected on the strategy of m...Anand Sheombar
The Base of the Pyramid (BOP) comprises the majority of the world population. However, the majority seemed to be neglected by multinational companies, until recently. Since the landmark publications of Prahalad & Hart much more attention is attributed to the BOP.
This research examines the attention some multinational ICT companies have given to the BOP so far. A case study research was conducted of 5 projects involving multinational ICT companies, which were studied as separate case studies for this thesis, all in the geographical space of Africa.
Qualitative data was collected using the multiple case study method and the data was analyzed for emerging patterns. The cases were analyzed on three main units of analysis, namely the BOP businesses model & strategy, the products & services and the partnerships needed for engaging with the BOP community.
It was found that regarding BOP businesses model & strategy an assessment of the BOP business model qualities is useful. The study revealed in all cases a hybrid view of market creation and socio-economic development by (ICT) companies engaging with the BOP, dubbed a hybrid form of BOP 1.0 & 2.0 strategies. The research also suggests that for successful BOP ventures alignment is needed between “BOP Business model & strategy”, “Partnership” and the “BOP Product & Service development”. The BOP products and services development confirmed the presence of disruptive innovation and innovation blowback. It was found that problems with partnerships revolve around six core categories namely driving force factors, skill factors, input-output factors, socio-cultural factors, systems factors, and trust factors.
This thesis research was conducted by Anand Sheombar
This document discusses how business model innovation for digital enterprises can be supported through the use of value models. It describes a modeling language called VDML (Value Delivery Modeling Language) that provides an underlying representation of business model innovation frameworks. VDML allows for the representation of value networks and business activity networks to support business model innovation. The document outlines how VDML relates to other areas like product, process and service innovation and how it can support business model analysis and simulation through a cloud-based platform.
Cloud computing, along with mobility increasing percolation of broadband, is aiding the creation of a networked society. Moving towards a digitally connected world, telecom operators have a unique opportunity to position themselves and capitalise the growth of cloud services – both as service providers and adopters of the technology.
A study on b2b sales force issues faced by telecom companies with reference t...Balakrishnan Vijayan
This document analyzes issues faced by the B2B sales force of telecom companies in India, using Tata Docomo as a case study. It provides an overview of the Indian telecom industry and Tata group. It describes Tata Docomo's organizational hierarchy and the products and services it offers to businesses, including enterprise data, managed services, IoT/mobility solutions, broadband/landline, and enterprise voice solutions. The majority of Tata Docomo's business comes from enterprise voice services such as wireline (PRI, BRI), SIP trunking, Centrex, wireless (GSM, CDMA), and IP voice (managed VoIP, global SIP connect, Insta CC).
Strategic Management - Mphasis (IT Company)Ronak Shah
This document provides a strategic analysis of Mphasis including its strengths, weaknesses, opportunities, threats, and key success factors. It analyzes Mphasis using Porter's 5 Forces model and identifies its products in a BCG matrix. A business strength matrix evaluates different industries and a life cycle portfolio mix shows where Mphasis' products and services fall in their life cycles.
The document is a project report submitted by Kawlas Gayathri for her Bachelor of Computer Application degree. It provides an overview of Mphasis, an IT services company based in Bangalore, India. The report discusses Mphasis' history, services, business models, operations and concludes that Mphasis applies advances in cognitive computing and cloud technologies to transform traditional IT services and drive business value for customers.
XL Axiata is Indonesia's third largest cellular provider. It analyzes its external environment including macroeconomic trends, industry perspectives, and competitive forces. Internally, it examines resources, capabilities, value chain, and VRIN analysis. XL Axiata uses a SWOT analysis and strategic diamond model to formulate its business strategy. It follows a low price, high volume generic strategy and operational excellence value discipline. XL Axiata's business model centers on voice, SMS, data and value-added services delivered through marketing, sales channels and IT services. While telecom competition is high, XL Axiata can focus on data services, customer experience and strategic partnerships to maintain competitiveness.
The strategic business plan proposes expanding Comcast's XFINITY X1 platform to address challenges from demographic shifts, industry trends, and declining profitability in traditional cable TV. The strategy involves:
1) Developing X1 Online Lite, a $20/month streaming service targeting millennials, and X1 Online for Comcast internet subscribers, to capitalize on cord-cutting trends.
2) Continuing to expand the existing successful X1 platform among older customers through promotions, referrals, advertising, and support.
3) Targeting each approach towards specific customer segments - X1 Online Lite for millennials, X1 Online for Gen X, and expanding existing X1 for baby boomers
European Communications (Next Generartion Commerce)Peter Conquest
Hybris provides a next generation commerce solution called the Telco Accelerator to help telecommunications companies exploit new digital opportunities. The Telco Accelerator enables a seamless omni-channel customer experience across all devices and brings Hybris' e-commerce expertise to telecom companies moving into e-commerce. It allows flexibility across channels and is technology neutral so it can be adapted as new technologies emerge. Hybris works with partners to implement the solution for telcos to help them offer personalized deals and bundles to customers based on analyzing customer data from multiple sources and channels.
This presentation is on importance on Cloud Computing, Service Delivery Platforms in shaping the service delivery and consumption in a networked world, detailing how cloud and SDP solution providers should address the market requirements and how to sell such solutions to both to Operators and Enterprises, it is generic in nature but applies to specific issues in North America and Latin America.
This is about networked future, that applications ( services) to consumers what will be driving revenue for any business in the future. Connectivity will soon become a commodity, The future is in how one can address end users service demands in a cost efficient, dynamic, efficient and specialized way with evolving technology and requirements of speed and flexibility, and interoperability. On Anywhere, Anytime, Any device.
This Presentation was done to HP CMS Management in January 2013
We at Comverse provide CSPs with the vehicles to grow from wholesale connectivity suppliers, to smart data providers and beyond – true connected service enablers and providers.
This document discusses the potential for carrier Wi-Fi networks to help address Africa's broadband crisis. It notes that despite new submarine cable capacity, true high-speed broadband may not be available for a decade in Africa due to congested mobile networks, insufficient spectrum allocation, and lack of infrastructure investment. Carrier Wi-Fi could provide a lower-cost solution for mobile operators by offloading data traffic onto Wi-Fi networks. New Wi-Fi standards have improved integration with mobile cores, and Wi-Fi offloading could open new business opportunities for mobile operators while reducing spectrum and backhaul costs. The document argues carrier Wi-Fi may be a panacea for Africa's broadband challenges if mobile operators and regulators embrace this technology.
In this e-zine, we’ve assembled fresh thinking and ideas about the solutions and services that create revenue opportunities and support emerging business models for providers.
Cloud Services Essentials for CSPs from IBMIBMTelecom
Cloud computing delivers common ground among application developers, enterprises, suppliers and customers, to create a new set of cloud services. Cloud services are a means for providing essentially the same old user experience but at a better price.
Lessons from Long Tail: Delivering on the Semiconductor Digital Engagement Ma...Infosys
Traditional customer engagement methods and information infrastructures are no longer sufficient. Success in the semiconductor marketplace will belong to those who are prepared for comprehensive digital and social interactions and commerce across the sales and support cycle with traditional and new prospects and customers who are “engineers” by day and “digital consumers” after hours. The industry is realizing the power of Web 2.0 technologies to reach untapped emerging markets of product developers and engineers across the globe, while increasing customer satisfaction, productivity, and profitability.
The document discusses the need for semiconductor firms to embrace digital engagement strategies to reach new markets. As the ecosystem changes with more smaller companies and diversified locations, traditional sales and support methods are no longer sufficient. Semiconductor companies must evaluate their digital capabilities and define a digital engagement strategy using tools like Infosys' Stages of Excellence model. This model assesses a company's maturity in using digital interactions across the customer lifecycle to improve sales, support and collaboration. While some companies are leveraging digital engagement well, the document finds most customer journeys still lack defined information architecture and personalization.
How Telecoms Can Adjust To The Reality Of The Digital EraComarch
'It is important to gently transition the technology into people’s everyday lives and get them used to the fact that their devices can now talk, something that wasn’t previously possible' - says Michiel Nuytemans, Comarch OSS Solution Manager.
How Telecoms Can Adjust To The Reality Of The Digital EraComarch
'It is important to gently transition the technology into people’s everyday lives and get them used to the fact that their devices can now talk, something that wasn’t previously possible' - says Michiel Nuytemans, Comarch OSS Solution Manager.
Download the article to learn how to provide service continuity in the era of more and more complex networks!
Techaccess Media Solutions provides solutions to help media and entertainment companies meet challenges around increasing competition and demand for innovation. Their framework enables customers to create new service offerings, support efficient business processes, and leverage content across distribution platforms. They provide a comprehensive reference architecture that allows rich media to be ingested, managed, transformed, and delivered to applications across different devices and platforms.
Company Name aims to capitalize on growing demand for cloud computing solutions by acquiring new cloud customers and solidifying its market share. It is well positioned due to its market presence, offerings, and technical expertise. However, additional financing of $500k is needed to fund aggressive customer acquisition efforts through investments in online marketing, sales resources, and processes tailored for cloud sales. This will drive 15 months of negative cash flow but recoup costs within 26 months, maximizing the company's potential in the lucrative cloud market.
Cloud and How It Will Impact the Broadcast and Entertainment IndustryTD Web Services
An overhaul is taking place in the broadcast and entertainment industry since consumers are now demanding oriented content and makers of content have out shined the distributors. New technologies in the area of content delivery, workflow and even entertainment devices open up the field for well performing companies whether big or small to take the helm of the industry, and cloud computing is set to affect this greatly by assisting new breakthroughs. Cloud computing is highly cost effective, flexible and reliable and it is therefore a very viable option for players in the entertainment industry.
This document discusses how communications service providers can become cloud service providers and capitalize on the growing demand for cloud services. It argues that CSPs are well positioned to leverage their existing networks and systems to deliver cloud-based applications and services. The key opportunities for CSPs are:
1) Expanding into new markets beyond traditional communications through cloud services and driving more revenue growth.
2) Using cloud technologies internally to improve operational efficiency and simplify their own operations while reducing costs.
3) Leveraging their assets and scale to provide cloud services to business customers and consumers in a cost-effective, on-demand manner.
Taking quick action to develop a cloud strategy in partnership with experienced vendors will allow CSPs
IBM Becoming a Cloud Service Provider White PaperMauricio Godoy
CSPs have a unique opportunity to become cloud service providers and expand into new markets. To succeed, CSPs must optimize their internal infrastructure with cloud technology, provide an innovative portfolio of cloud services, and differentiate the customer experience. CSPs should partner with experts to analyze their operations and implement cloud computing internally first to reduce costs. They can then focus on quickly launching and managing cloud services through an automated platform and diverse partner ecosystem. Doing so will allow CSPs to reinvent their business and compete in new lucrative markets.
Blueworx Whitepaper: The Journey of Contact Center Cloud MigrationBlueworx
The document provides 10 tips for successfully migrating a contact center to the cloud. It emphasizes assessing current technology and business objectives, reviewing automation capabilities, developing a migration roadmap, proving out concepts, and establishing ongoing support. The overall message is that migrating to a cloud solution with Blueworx can reduce costs while improving the customer experience and delivering ongoing business value through new features and control.
Major Disruption! (Report)
Cloud computing is disrupting more than our technological norms. It is also creating new business models and new ways of working together.
KEY MESSAGES
• Cloud computing is disrupting more than our technological norms. It is completely transforming the way businesses interact, people collaborate, and business models are designed.
• Both within and outside the IT sector, companies are capitalising on the changing landscape by using and offering cloud services. This allows them to meet customer expectations, operate in a more agile fashion,
and develop new revenue streams.
• As a result of these changes, companies are becoming both consumers and providers, sometimes simultaneously.
• New business models and changing customer expectations will lead to increased competition and declining revenue and profit opportunities
unless companies proactively change—and continue to change—their understanding of the market and their role in it.
• Survival—not to mention profitability and long-term viability—depends on a company's ability to transform its business models and go-to-market structures.
• Unfortunately, the majority of companies continue to pursue their traditional approaches, failing to satisfy customers and therefore missing out on revenue opportunities.
iPortalis is a Cloud Services company specialising in brokerage, aggregation and portfolio management. At the heart of our service is the iPortalis Control Portal (iCP), a software platform that automates many of the complex tasks associated with Employee Lifecycle Management. The iCP is recognised as one of the world’s fastest growing self-service cloud provisioning and management platforms.
IntelePeer was awarded the 2017 Enabling Technology Leadership Award for its SIP trunking services by Frost & Sullivan. IntelePeer provides highly scalable SIP trunking, contact center, and enablement platform services through its Atmosphere Communications Platform. This platform allows for application diversity, quick deployment of new services, and integration of IntelePeer's voice services into partner offerings. IntelePeer was recognized for its commitment to innovation, customer impact, and enabling partners and customers to deploy voice services with ease.
Demystifying Machine Learning for Manufacturing: Data Science for allInfosys
This document discusses using machine learning and analytics for manufacturing applications. It begins with an overview of industry 4.0 and the increasing connectivity in manufacturing through technologies like the industrial internet of things. It then discusses how machine learning techniques like classification, regression, clustering and dimensionality reduction can be applied to common use cases in manufacturing around areas like order to cash, core manufacturing, and procure to pay. Specific case studies are presented on using machine learning for energy optimization at Infosys campuses and predicting churn for a automotive manufacturer's connected vehicle subscription services. Visualization and condition-based monitoring using artificial intelligence are also discussed.
Infosys commissioned an independent market research company, Vanson Bourne, to investigate the use of digital technologies and key trends in nine industries. We surveyed 1,000 senior decision makers from business and IT, from large organizations with 1,000 employees or more and annual revenue of at least US$500 million.
The report aims to discover:
a) the surging tide of digital technology adoption in organizations – what is used and where?
b) the promised land of digital technology use, and the hurdles organizations face to get there
c) the biggest disruptive digital trends within the next three years and why organizations see them as vital to future success
The summary here presents the survey results and highlights the digital outlook that will define the healthcare industry strategy over the next three years.
5 tips to make your mainframe as fit as youInfosys
Just like a periodic health check-up is important to assess your overall well-being, a detailed reexamination of the enterprise IT landscape is paramount. We take a look at the various ways an enterprise needs to revamp its mainframe and sharpen its functionalities to stay ahead of the game. While APIs aid you in providing superior customer service, migrating to the cloud provides you with scalability and resilience. These and many more sub-offerings from Infosys aid your organization in staying agile and equipped to leverage the latest technologies to cater to the ever-changing market. Learn more.
This document discusses how Infosys helped modernize various clients' mainframe systems through automation, application redesign, and streamlining of processes. Some key outcomes included issuing cards faster and flagging fraud instantly for a financial institution, optimizing performance and helping launch new products and services worth $160 million for a British financial company, and improving auto-adjudication rates to 85% and saving $2 million for a healthcare giant. Overall, the case studies demonstrated benefits such as reduced costs, improved productivity, faster transactions and launches of new offerings through Infosys' fourth wave modernization services.
Human Amplification In The Enterprise - Resources and UtilitiesInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Resources and Utilities.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human Amplification In The Enterprise - Telecom and CommunicationInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Telecom and Communication.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human Amplification In The Enterprise - Retail and CPGInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Retail and CPG.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human Amplification In The Enterprise - Manufacturing and High-techInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Manufacturing and High-tech.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human amplification in the enterprise - Automation. Innovation. Learning.Infosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Automation, Innovation and learning.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human Amplification In The Enterprise - Healthcare and Life SciencesInfosys
The document discusses the findings of a study on digital transformation and the role of artificial intelligence (AI) in enterprises. Some key findings include:
- 72% of healthcare and life sciences enterprises are undergoing full digital transformations while 23% are transforming partially
- Automating processes and enabling innovation are top priorities for digital transformation
- Adopting AI applications can help with automation, data processing, and decision making but challenges include lack of resources, skills, and understanding of AI's value
- Lifelong learning is seen as important for employees to gain new skills and remain relevant during transformations
Human Amplification In The Enterprise - Banking and InsuranceInfosys
The document summarizes key findings from a study on digital transformation and human amplification in the banking and insurance sectors. It finds that 76% of enterprises in these sectors are undergoing full digital transformations, with the goals of becoming more agile, customer-centric, and innovative. While progress has been significant for many, challenges remain around IT alignment, resources, and resistance to change. The study also examines how AI can support automation of processes and data-driven insights, as well as the need for lifelong learning to ensure employees can acquire new skills.
This document discusses how Infosys helped modernize various clients' mainframe systems through automation, application redesign, and streamlining of processes. This enabled clients across different industries like financial services, healthcare, retail, and insurance to launch new products and services faster, reduce costs, improve system performance, and better serve their customers through faster processing, reduced fraud, and improved user experience. Infosys helped clients save millions of dollars in costs while improving productivity, compliance, and business operations overall.
Reimagining the future of IT InfrastructureInfosys
This document discusses how Infosys helped various companies reinvent and modernize their IT infrastructure to simplify processes, increase efficiencies, reduce costs and risks, and keep pace with changing business and customer needs. Examples include helping retailers manage business systems easily, oil companies access data faster at lower costs, food companies optimize supply chains, and pharmaceutical companies accelerate drug discovery, testing and production.
This document summarizes the results of a survey of 1,600 IT and business decision makers from organizations with over 1,000 employees and at least $500M in annual revenue across seven countries. The survey looked at companies' current status and motivations for adopting artificial intelligence as well as their preparations for and barriers to AI use. Key findings include that 25% of companies have fully deployed at least one AI solution and expect a 39% revenue rise by 2020 from AI. Most companies are investing in supporting IT infrastructure and developing internal knowledge for AI planning. The majority see ethics as important but over half believe ethical concerns currently limit AI's effectiveness. Future skills needs include active learning, complex problem solving and critical thinking.
The document discusses the findings of a Forrester Consulting study commissioned by Infosys on digital transformation. The study found that only 9% of firms have achieved digital maturity, while 69% believe they lack a systematic digital strategy. Organizational issues like a lack of digital skills and competing agendas are key barriers. Having the CEO responsible for the digital vision is linked to higher levels of digital maturity and investment. To succeed, organizations must address both digital customer experience and operational excellence through restructuring, replatforming technology, and transforming culture.
InfosysDigital creates customer delight across industries for companies like Anglian Water, Avivia Health, Belgacom, Chobani LLC, Darden Restaurants, GSK, Hilti, ICICI Bank, Bank Muscat Oman, Talk Talk, Vodafone, and more. The document encourages the reader to dive deeper and learn more about each company's digital solutions and experiences. It directs the reader to contact InfosysDigital for additional information.
Digital payments are becoming the norm as customers increasingly rely on digital services and conduct transactions online rather than with physical cards or cash. Key trends include the growth of peer-to-peer and business-to-business digital payments, tokenization standards, smart point-of-sale devices, and passive contactless payments. Payment providers face both opportunities and threats from new digital technologies and entrants, and must transform their organizations, technologies, and business models to keep up with rapidly changing customer expectations and remain competitive in the digital landscape.
Take a glimpse at few of our efforts that we made to demonstrate that efficient technologies can easily be deployed in large scale in a cost effective manner to make our campus environmental friendly on this World Environment Day 2015
The Information Services industry is in the eye of the digital storm. Two major contenders within this industry - traditional and new age media companies must adopt strategies for the significant mass of millennials and demanding consumers.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/how-axelera-ai-uses-digital-compute-in-memory-to-deliver-fast-and-energy-efficient-computer-vision-a-presentation-from-axelera-ai/
Bram Verhoef, Head of Machine Learning at Axelera AI, presents the “How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-efficient Computer Vision” tutorial at the May 2024 Embedded Vision Summit.
As artificial intelligence inference transitions from cloud environments to edge locations, computer vision applications achieve heightened responsiveness, reliability and privacy. This migration, however, introduces the challenge of operating within the stringent confines of resource constraints typical at the edge, including small form factors, low energy budgets and diminished memory and computational capacities. Axelera AI addresses these challenges through an innovative approach of performing digital computations within memory itself. This technique facilitates the realization of high-performance, energy-efficient and cost-effective computer vision capabilities at the thin and thick edge, extending the frontier of what is achievable with current technologies.
In this presentation, Verhoef unveils his company’s pioneering chip technology and demonstrates its capacity to deliver exceptional frames-per-second performance across a range of standard computer vision networks typical of applications in security, surveillance and the industrial sector. This shows that advanced computer vision can be accessible and efficient, even at the very edge of our technological ecosystem.
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
Freshworks creates AI-boosted business software that helps employees work more efficiently and effectively. Managing data across multiple RDBMS and NoSQL databases was already a challenge at their current scale. To prepare for 10X growth, they knew it was time to rethink their database strategy. Learn how they architected a solution that would simplify scaling while keeping costs under control.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Digital Banking in the Cloud: How Citizens Bank Unlocked Their MainframePrecisely
Inconsistent user experience and siloed data, high costs, and changing customer expectations – Citizens Bank was experiencing these challenges while it was attempting to deliver a superior digital banking experience for its clients. Its core banking applications run on the mainframe and Citizens was using legacy utilities to get the critical mainframe data to feed customer-facing channels, like call centers, web, and mobile. Ultimately, this led to higher operating costs (MIPS), delayed response times, and longer time to market.
Ever-changing customer expectations demand more modern digital experiences, and the bank needed to find a solution that could provide real-time data to its customer channels with low latency and operating costs. Join this session to learn how Citizens is leveraging Precisely to replicate mainframe data to its customer channels and deliver on their “modern digital bank” experiences.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Northern Engraving | Nameplate Manufacturing Process - 2024Northern Engraving
Manufacturing custom quality metal nameplates and badges involves several standard operations. Processes include sheet prep, lithography, screening, coating, punch press and inspection. All decoration is completed in the flat sheet with adhesive and tooling operations following. The possibilities for creating unique durable nameplates are endless. How will you create your brand identity? We can help!
Principle of conventional tomography-Bibash Shahi ppt..pptx
Digital Convergence Solutions
1. Blind Spots on the Roads to Digital
Convergence
Subhash Dhar
Convergence is driving Communications Service Providers (CSPs) to invest
their future in building next-generation IP networks to compete head to head
with voice, video, data, and content providers.
The flat world has cleared the way for CSPs to embrace convergence as it
globalizes access to technology and erodes economic barriers. Yet most CSPs
have overlooked one of the most important opportunities opened up by the
flat world: the chance to globalize their operational model.
This paper discusses the synergy between globalization and convergence, and
provides a blueprint on how CSPs can fully leverage globalization to win in a
converged services marketplace.
For more information, please contact: csp@infosys.com
Mar 2007
2. Does your flat world strategy have a missing link?
IP technology has helped flatten your world. Eliminating the need for dedicated connections, IP networks are always on.
Enabling multiple services to coexist side by side, IP networks are eroding the technology barriers that traditionally separated
voice, video, and data carriers.
Communications Service Providers (CSPs) are mounting a variety of strategies for launching converged services. In the U.S.,
cable providers were the first to upgrade their infrastructure for broadband services. Now, telcos like BT and AT&T are
joining in by building their own fiber distribution networks, while players like Verizon leapfrogging with fiber all the way to
the premises to clear the way for services like video on demand.
The result? Your organization is branching out – and drawing new competition. No longer split into narrow telephony and
cable niche markets, your organization is morphing into a broader-based “Communications Service Provider” whose objective
is transitioning from low-margin legacy services to a new generation of higher margin content and services starting with
voice/video/data “triple plays.”
Eroding trading barriers have similarly flattened your world. CSPs are competing in a playing field where yesterday’s regional
and national carriers are expanding into global, diversified service providers who are being challenged by a new breed of
providers capable of competing with lower cost structures.
For CSPs, the flat world has clearly expanded prospects on the revenue building side.
Yet, most CSPs have yet to understand the other side of the flat world equation. In a world where technology innovation and
deregulation has globalized and converged the market for communications services, it is also providing new opportunities for
globalizing the underlying operational model. Yet most CSPs are still operating based on localized models that are bound by
rigid, high-cost organizational structures.
For CSPs, globalized operations are the missing link in their flat world strategy. As a result, they are missing huge
opportunities to:
• Tap innovation wherever it originates
• Reduce their cost structure
• Bolster agility
• Accelerate time to market
• Gain the ability to compete with anyone, anywhere, at the right price.
The flat world has transformed your market, providing the ability to reach new segments with expanded triple play services.
And it has also provided the opportunity to tap the efficiencies of a global workforce that can help lower your costs and
increase your agility.
Given the rapid pace of change in converged services, the winners will be those who can profit from both sides of the flat
world equation. Can your company afford to ignore the benefits that a globalized operational model can provide?
Globalization – The Critical Ingredient of the Flat World
In his book The World is Flat, Tom Friedman argued how developments in communications technologies have effectively
leveled the playing field across the globe. Friedman listed ten flattening technologies that have built the foundations for
global collaboration.
The result is what Friedman terms a “triple convergence” where all ten flattening technologies are melding together,
transforming the workplace to a horizontal, more inclusive environment that has enabled 3 billion new digital workers to join
the global economy.
For CSPs, the flat world is a doubled-sided opportunity. Having created the technology foundation for offering advanced
converged services, CSPs have the opportunity to serve established and emerging markets alike. The flipside is that the very
markets targeted for new services are also primed for supplying a new workforce that is eager to become part of your value
chain.
The result is a wider array of operational choices for matching the right ideas, skills, expertise, and wage scales to the right
areas of the business. Taking advantage of lower wage scales or overhead to become the low cost provider is just one of the
2 | Infosys – View Point
3. advantages of globalizing your operational strategy. By making the world your workplace, your organization gains access to
novel ideas wherever they originate, and it gains newfound agility.
Consequently, globalizing operations is not simply a matter of exporting jobs from one region to the next. It involves pairing
the right portions of the business with the right skillsets, knowledge, and ideas at a sustainable price.
For instance, when it comes to maintaining legacy services with low margins, CSPs must find a way for serving existing
segments. Rather than shrink margins, CSPs can use the flat world to rationalize legacy operations and dedicated
infrastructure, engaging low cost providers to maintain core operational and back office systems, and delivering customer
support to maintain the profitability of the business.
Conversely, if your organization is developing a new, a high margin service that leverages convergence, your go to market
strategy requires the knitting together of a value chain that integrates world-class expertise with low cost providers.
For instance, market researchers in your Atlanta office identify a new opportunity to deliver a network-based social
application to adolescents that requires a combination of hardware, software, firmware, and content. You then engage
designers in Palo Alto and Bangalore to architect the service; firmware engineers in Beijing to design special video and GPS
extensions, developers in Chennai and Kiev; and user experience experts in New York, London, or Tokyo; and encryption
specialists in Moscow. To provide content, you contract with game authors in Dublin, which may be supplemented with
entertainment content from Hollywood and Bollywood. Finally, you contract with manufacturers in Vietnam and contract
logistics providers based in Singapore to manage the supply chain and deliver the product to retail.
Filling the Missing Link
Once your organization has fully embraced the flat world to globalize its operations strategy, it grows more agile, lowers its
cost structure, and improves time to market.
The challenge is that while most CSPs are aiming for broader markets, they are still operating with the traditional, localized
models based on legacy organizational structures that carry high cost and resist innovation.
How can your company fill the last gap in your flat world strategy?
It starts with creating a flexible operating model based on automation and globalization that enables:
• Rapid Go-to-Market capability. Mobilizing the skills and technologies to deliver innovative products, services, and
content ahead of competitors requires the ability to conduct parallel build and test processes.
• Better Pricing Leverage through Automation. The path to low-cost delivery starts with simple, routine service
elements. It is backed by customer service teams with access to 360-degree view of customer touch points and history.
And it requires the ability to swap out obsolete service features with new one.
• Capability to manage complex service configurations for high value customers. CSPs earn their best margins through
their ability to service large customers whose communications needs may require a unique mix of services.
• 24 x 7 customer service. Round the clock support is essential because IP services will have high appeal to global
customers. Furthermore, emerging integrated multimedia communications and mobility services are becoming so
essential that round-the-clock customer service is becoming a requirement.
Executing a successful flat world operational model requires:
• Sophisticated knowledge management capability, including systems and tools that help share and analyze unstructured
information fed from stakeholders inside the organization, its partners, and customers
• Ability to redesign end-to-end business processes in modular fashion, facilitating on-demand aggregation and
disaggregation of the parts.
• Ability to hire, retain, and motivate creative and high-touch customer service professionals, managing the most critical
touch points with customers to supplement automated customer service portals
• Identifying and recruiting global partners, who invest in building expertise and knowledge of specific links of the
value chain that complement the core competency of the communications service provider
• Ability to collaborate with globally distributed teams and partners, taking advantage of state-of-the-art
communications and collaboration tools that enable virtual teams to reduce cost and lead time to innovation
Infosys – View Point | 3
4. Epilogue
CSPs that build flexible globally connected value chains will be better equipped to complete in the Converged future that
they are aiming to build. What Convergence means to CSPs’ business model, Globalization means that to their operating
models.
About the Author:
Subhash Dhar is Vice President and head of Communications Service Providers (CSP) Business Unit at Infosys.
Subhash has more than 15 years of Information and Communication Technology experience. At Infosys, he has been
involved in IT services in the US and European markets. He is a member of Infosys Management Council and also of
the Board of Infosys Australia, a wholly owned subsidiary of Infosys.
Subhash was selected to the Young Global Leaders group of the World Economic Forum in January 2007 for his
contribution to the WEF task force on “Global Digital Ecosystem 2015”. He also sits on the Executive Board of
“Connect the World” initiative of the International Telecommunications Union of United Nations. He holds a Bachelor
of Computer Science degree from BIT, Ranchi and a post-graduate degree in management from IIM, Bangalore.
About Infosys CSP Practice:
The Infosys Communication Service Providers (CSP) practice delivers business solutions to global telecommunication players
offering their services in Wireline, Wireless and Cable & Broadband segments. Infosys believes that companies should
change their operational priorities to win in a business world being flattened by globalization, demographics, technology and
regulation. Infosys is helping leading global communications service providers to effectively transform their legacy systems
and process and profitably launch new converged services based on VoIP, IPTV, IP Multi-media Subsystem (IMS), Scenario
Based Customer Service, among others.
http://www.infosys.com/industries/communication/
http://www.infosysblogs.com/livewire/
http://www.infosys.com/industries/communication/default.asp/
http://www.infosys.com/voip/
http://www.infosys.com/convergence/