Highlights of the Digital Country Index 2016 edition.
Covering the appeal of Countries and Places in the Digital World.
www.digitalcountryindex.com and www.bloom-consulting.com
Bloom Consulting Country Brand Ranking Tourism Edition is an annual report ranking countries' Tourism brands. For more information visit www.bloom-consulting.com
Ranking de marca-país Edición Turismo elaborado por Bloom ConsultingCEGOS Turismo
Informe elaborado por la consultora Bloom Consulting, en el cual muestran su ranking de marca-país, edición turismo, en el cual España alcanza la segunda posición.
Bloom Consulting Country Brand Ranking Tourism Edition is an annual report ranking countries' Tourism brands. For more information visit www.bloom-consulting.com
Ranking de marca-país Edición Turismo elaborado por Bloom ConsultingCEGOS Turismo
Informe elaborado por la consultora Bloom Consulting, en el cual muestran su ranking de marca-país, edición turismo, en el cual España alcanza la segunda posición.
The sector of Destination Marketing has undergone several identity crises, resulting in name changes. Thus, the “Destination Marketing Organisation” (DMO) is becoming “Destination Development, Management and Marketing Organisation” (DDMMO). Of course we do not want to come up with another acronym but this is a way of describing the changes occurring in both Tourism Industry and Meetings Industry. DMOs require a much fuller and deeper coalition of destination partnerships to maintain the visibility of their destination as a great place to live, work, study and visit. With this holistic approach, there is for sure room for DMOs to engage not only towards leisure travellers but also with meetings, incentives conferences and events industry in a targeted way that meets the wider policy objectives of their city.
DESTINATIONS AND COVID-19: HOW TO BUILD A SUSTAINABLE PATH TO RECOVERYTOPOSOPHY
Last week we published the Covid-19 DMMO Continuity Checklist, a practical resource to guide destinations everywhere on their Covid-19 response, and help them towards a sustainable recovery
When compiling the Checklist, in partnership with European Cities Marketing, we looked, as we usually do, beyond the travel and tourism sector to get the big picture. This helped us to assess some of the broader shifts and trends in the economy and society that were already occurring before storm corona hit at the beginning of this year. Sounds interesting, right? However there’s little point about observing these trends without considering what they could mean for us in practical terms, and at TOPOSOPHY we are all about turning insights into practical solutions! We’ve condensed our trend analysis into five areas:
1. The Place
2. Citizens’ Expectations
3. The Industry Approach
4.Contextual Challenges, and finally what all this means for...
5. The Purpose and Vision of DMMOs
The future of work and skills in the tourism industryDavid Mora
Informe sobre la gestión del talento, competencias y empleo de calidad en el sector turístico, elaborado por la OMT en colaboración con la empresa Cegos
Meetings & events forecast for 2015
It’s interesting to see the renewed focus on compliance in our industry. With 2015 on the horizon, the forecast provides valuable insight for our clients to refer to in upcoming budgeting and negotiations, whether they're focused on meetings, events or strategic meetings management.” The report contains a raft of valuable recommendations to help planners achieve success in the next 12 months.
Understanding paradiplomacy an analysis of subnational diplomatic activity in...Karan Khosla
Since the creation of the new world order in the aftermath of the Second World War, non-state actors have grown in both economic and political importance. While non-state actors such as multinational corporations, non-governmental organiza-tions, and international organizations have all been adopted into international relations literature, cities meanwhile have mainly been ignored. The paper provides examples of subnational actors in Brazil, Belgium, and the United States conducting international activities without the role of their central governments.
This report offers a comprehensive overview of the situation in the United States focusing on the business perspective. The United States remains one of the world’s key economic players. With a real GDP per capita of US$62,479.3, this high-income country occupied 6th place in a 2019 global comparison. The U.S. was home to about 329.1 million people in 2019 and is renowned for its extensive entertainment industry.
What's included?
Economic conditions (incl. COVID-19 economic impact), public finances, and detailed information on the labor force
Demographics, consumption, and income
Imports, exports, foreign direct investments
Fitch Solutions operational risk indexes
Business culture and local habits
Government structure, overview of stability and threats, and the political environment
Territorial CO2 emissions, energy shares, and PM2.5 exposure
7Understanding and Reaching Global Consumers and MarketsLEARNI.docxJospehStull43
7
Understanding and Reaching Global Consumers and Markets
L
EARNING
O
BJECTIVES
After reading this chapter you should be able to:
LO 7-1
Describe the nature and scope of world trade from a global perspective and identify the major trends that have influenced world trade and global marketing.
LO 7-2
Identify the environmental forces that shape global marketing efforts.
LO 7-3
Name and describe the alternative approaches companies use to enter global markets.
LO 7-4
Explain the distinction between standardization and customization when companies craft worldwide marketing programs.
B
UILDING
A B
ILLION
D
OLLAR
B
USINESS IN
I
NDIA THE
D
ELL
I
NC
. W
AY
Why did Dell Inc. embark on a bold global growth initiative in 2007? In the words of Steve Felice, former president of Dell Asia-Pacific and Japan, “Our success was going to be largely dependent on our ability to expand globally.”
Dell’s global initiative focused on emerging economies in Asia, Africa, and Latin America. Compared with mature economies in North America and Western Europe, emerging economies offered significant growth potential, according to Michael Dell, Dell’s founder and chief executive officer. And Dell’s global strategy has proven successful. India is a major growth market for Dell Inc. and posts annual sales over $1.5 billion. In 2013, Dell employed some 25,000 people in India, which represented about one-fourth of its global workforce.
Dell’s global initiative was bold in its departure from prior product development practices. Prior to its global initiative, Dell designed products for global requirements and distributed the same product globally. The company now routinely designs low-cost notebook, laptop, and desktop personal computers for customers in China, India, and other emerging economies.
Dell’s global initiative also required many changes in its signature direct sales, service, and distribution strategy. The company built its U.S. business with telephone- and Internet-based sales—without retailers. However, in emerging economies and India, customers prefer to see, touch, and use a personal computer before they buy. In response, Dell uses individual sales affiliates who reach out to customers in person and give them a firsthand product experience at their doorstep.
At the same time, Dell has joined hands with Indian chain retailers such as Croma and eZone for a shop-in-a-shop counter for its products. Dell backs this hybrid retail model by offering extended onsite service (technicians who visit individuals’ homes) in over 650 cities to both retail and small business customers.
Dell also opened Dell exclusive stores in 2008. According to a company spokesperson, “The exclusive Dell store is a step towards enhancing the overall purchase experience for consumers in India. We have rapidly increased our presence in the consumer market here with new products and by expanding our reach. With the launch of Dell exclusive stores, we offer our customers the touch and feel .
10619, 1052 AMGlobalization Is Not in RetreatPage 1 of .docxaulasnilda
10/6/19, 10:52 AMGlobalization Is Not in Retreat
Page 1 of 8https://www.foreignaffairs.com/print/1122156
Home > Globalization Is Not in Retreat
Monday, April 16, 2018 - 12:00am
Globalization Is Not in Retreat
Digital Technology and the Future of Trade
Susan Lund and Laura Tyson
SUSAN LUND is a Partner at McKinsey & Company and a leader of the McKinsey Global
Institute. LAURA TYSON is Distinguished Professor of the Graduate School at the Haas School
of Business at the University of California, Berkeley. She served as Chair of the White House
Council of Economic Advisers during the Clinton Administration.
LAURA TYSON is Distinguished Professor of the Graduate School at the Haas School of
Business at the University of California, Berkeley. She served as Chair of the White House
Council of Economic Advisers during the Clinton administration.
By many standard measures, globalization is in retreat [1]. The 2008 financial crisis and the
ensuing recession brought an end to three decades of rapid growth in the trade of goods and
services. Cross-border financial flows have fallen by two-thirds. In many countries that have
traditionally championed globalization, including the United States and the United Kingdom, the
political conversation about trade has shifted from a focus on economic benefits to concerns
about job loss, dislocation, deindustrialization, and inequality [2]. A once solid consensus that
trade is a win-win proposition has given way to zero-sum thinking and calls for higher barriers.
Since November 2008, according to the research group Global Trade Alert, the G-20 countries
have implemented more than 6,600 protectionist measures.
But that’s only part of the story. Even as its detractors erect new impediments and walk away
from free-trade agreements, globalization is in fact continuing its forward march—but along new
paths. In its previous incarnation, it was trade-based and Western-led. Today, globalization is
being driven by digital technology and is increasingly led by China and other emerging
economies. While trade predicated on global supply chains that take advantage of cheap labor is
slowing, new digital technologies mean that more actors can participate in cross-border
transactions than ever before, from small businesses to multinational corporations. And
economic leadership is shifting east and south, as the United States turns inward and the EU and
the United Kingdom negotiate a divorce [3].
10/6/19, 10:52 AMGlobalization Is Not in Retreat
Page 2 of 8https://www.foreignaffairs.com/print/1122156
In other words, globalization has not given way to deglobalization; it has simply entered a
different phase. This new era will bring economic and societal benefits, boosting innovation and
productivity, offering people unprecedented (and often free) access to information, and linking
consumers and suppliers across the world. But it will also be disruptive. After certain sectors fade
away, certain jobs will disappear, and n ...
The sector of Destination Marketing has undergone several identity crises, resulting in name changes. Thus, the “Destination Marketing Organisation” (DMO) is becoming “Destination Development, Management and Marketing Organisation” (DDMMO). Of course we do not want to come up with another acronym but this is a way of describing the changes occurring in both Tourism Industry and Meetings Industry. DMOs require a much fuller and deeper coalition of destination partnerships to maintain the visibility of their destination as a great place to live, work, study and visit. With this holistic approach, there is for sure room for DMOs to engage not only towards leisure travellers but also with meetings, incentives conferences and events industry in a targeted way that meets the wider policy objectives of their city.
DESTINATIONS AND COVID-19: HOW TO BUILD A SUSTAINABLE PATH TO RECOVERYTOPOSOPHY
Last week we published the Covid-19 DMMO Continuity Checklist, a practical resource to guide destinations everywhere on their Covid-19 response, and help them towards a sustainable recovery
When compiling the Checklist, in partnership with European Cities Marketing, we looked, as we usually do, beyond the travel and tourism sector to get the big picture. This helped us to assess some of the broader shifts and trends in the economy and society that were already occurring before storm corona hit at the beginning of this year. Sounds interesting, right? However there’s little point about observing these trends without considering what they could mean for us in practical terms, and at TOPOSOPHY we are all about turning insights into practical solutions! We’ve condensed our trend analysis into five areas:
1. The Place
2. Citizens’ Expectations
3. The Industry Approach
4.Contextual Challenges, and finally what all this means for...
5. The Purpose and Vision of DMMOs
The future of work and skills in the tourism industryDavid Mora
Informe sobre la gestión del talento, competencias y empleo de calidad en el sector turístico, elaborado por la OMT en colaboración con la empresa Cegos
Meetings & events forecast for 2015
It’s interesting to see the renewed focus on compliance in our industry. With 2015 on the horizon, the forecast provides valuable insight for our clients to refer to in upcoming budgeting and negotiations, whether they're focused on meetings, events or strategic meetings management.” The report contains a raft of valuable recommendations to help planners achieve success in the next 12 months.
Understanding paradiplomacy an analysis of subnational diplomatic activity in...Karan Khosla
Since the creation of the new world order in the aftermath of the Second World War, non-state actors have grown in both economic and political importance. While non-state actors such as multinational corporations, non-governmental organiza-tions, and international organizations have all been adopted into international relations literature, cities meanwhile have mainly been ignored. The paper provides examples of subnational actors in Brazil, Belgium, and the United States conducting international activities without the role of their central governments.
This report offers a comprehensive overview of the situation in the United States focusing on the business perspective. The United States remains one of the world’s key economic players. With a real GDP per capita of US$62,479.3, this high-income country occupied 6th place in a 2019 global comparison. The U.S. was home to about 329.1 million people in 2019 and is renowned for its extensive entertainment industry.
What's included?
Economic conditions (incl. COVID-19 economic impact), public finances, and detailed information on the labor force
Demographics, consumption, and income
Imports, exports, foreign direct investments
Fitch Solutions operational risk indexes
Business culture and local habits
Government structure, overview of stability and threats, and the political environment
Territorial CO2 emissions, energy shares, and PM2.5 exposure
7Understanding and Reaching Global Consumers and MarketsLEARNI.docxJospehStull43
7
Understanding and Reaching Global Consumers and Markets
L
EARNING
O
BJECTIVES
After reading this chapter you should be able to:
LO 7-1
Describe the nature and scope of world trade from a global perspective and identify the major trends that have influenced world trade and global marketing.
LO 7-2
Identify the environmental forces that shape global marketing efforts.
LO 7-3
Name and describe the alternative approaches companies use to enter global markets.
LO 7-4
Explain the distinction between standardization and customization when companies craft worldwide marketing programs.
B
UILDING
A B
ILLION
D
OLLAR
B
USINESS IN
I
NDIA THE
D
ELL
I
NC
. W
AY
Why did Dell Inc. embark on a bold global growth initiative in 2007? In the words of Steve Felice, former president of Dell Asia-Pacific and Japan, “Our success was going to be largely dependent on our ability to expand globally.”
Dell’s global initiative focused on emerging economies in Asia, Africa, and Latin America. Compared with mature economies in North America and Western Europe, emerging economies offered significant growth potential, according to Michael Dell, Dell’s founder and chief executive officer. And Dell’s global strategy has proven successful. India is a major growth market for Dell Inc. and posts annual sales over $1.5 billion. In 2013, Dell employed some 25,000 people in India, which represented about one-fourth of its global workforce.
Dell’s global initiative was bold in its departure from prior product development practices. Prior to its global initiative, Dell designed products for global requirements and distributed the same product globally. The company now routinely designs low-cost notebook, laptop, and desktop personal computers for customers in China, India, and other emerging economies.
Dell’s global initiative also required many changes in its signature direct sales, service, and distribution strategy. The company built its U.S. business with telephone- and Internet-based sales—without retailers. However, in emerging economies and India, customers prefer to see, touch, and use a personal computer before they buy. In response, Dell uses individual sales affiliates who reach out to customers in person and give them a firsthand product experience at their doorstep.
At the same time, Dell has joined hands with Indian chain retailers such as Croma and eZone for a shop-in-a-shop counter for its products. Dell backs this hybrid retail model by offering extended onsite service (technicians who visit individuals’ homes) in over 650 cities to both retail and small business customers.
Dell also opened Dell exclusive stores in 2008. According to a company spokesperson, “The exclusive Dell store is a step towards enhancing the overall purchase experience for consumers in India. We have rapidly increased our presence in the consumer market here with new products and by expanding our reach. With the launch of Dell exclusive stores, we offer our customers the touch and feel .
10619, 1052 AMGlobalization Is Not in RetreatPage 1 of .docxaulasnilda
10/6/19, 10:52 AMGlobalization Is Not in Retreat
Page 1 of 8https://www.foreignaffairs.com/print/1122156
Home > Globalization Is Not in Retreat
Monday, April 16, 2018 - 12:00am
Globalization Is Not in Retreat
Digital Technology and the Future of Trade
Susan Lund and Laura Tyson
SUSAN LUND is a Partner at McKinsey & Company and a leader of the McKinsey Global
Institute. LAURA TYSON is Distinguished Professor of the Graduate School at the Haas School
of Business at the University of California, Berkeley. She served as Chair of the White House
Council of Economic Advisers during the Clinton Administration.
LAURA TYSON is Distinguished Professor of the Graduate School at the Haas School of
Business at the University of California, Berkeley. She served as Chair of the White House
Council of Economic Advisers during the Clinton administration.
By many standard measures, globalization is in retreat [1]. The 2008 financial crisis and the
ensuing recession brought an end to three decades of rapid growth in the trade of goods and
services. Cross-border financial flows have fallen by two-thirds. In many countries that have
traditionally championed globalization, including the United States and the United Kingdom, the
political conversation about trade has shifted from a focus on economic benefits to concerns
about job loss, dislocation, deindustrialization, and inequality [2]. A once solid consensus that
trade is a win-win proposition has given way to zero-sum thinking and calls for higher barriers.
Since November 2008, according to the research group Global Trade Alert, the G-20 countries
have implemented more than 6,600 protectionist measures.
But that’s only part of the story. Even as its detractors erect new impediments and walk away
from free-trade agreements, globalization is in fact continuing its forward march—but along new
paths. In its previous incarnation, it was trade-based and Western-led. Today, globalization is
being driven by digital technology and is increasingly led by China and other emerging
economies. While trade predicated on global supply chains that take advantage of cheap labor is
slowing, new digital technologies mean that more actors can participate in cross-border
transactions than ever before, from small businesses to multinational corporations. And
economic leadership is shifting east and south, as the United States turns inward and the EU and
the United Kingdom negotiate a divorce [3].
10/6/19, 10:52 AMGlobalization Is Not in Retreat
Page 2 of 8https://www.foreignaffairs.com/print/1122156
In other words, globalization has not given way to deglobalization; it has simply entered a
different phase. This new era will bring economic and societal benefits, boosting innovation and
productivity, offering people unprecedented (and often free) access to information, and linking
consumers and suppliers across the world. But it will also be disruptive. After certain sectors fade
away, certain jobs will disappear, and n ...
Bip connected risks investing in a divergent worldSemalytix
A.T. Kearney issued its first Foreign Direct Investment (FDI) Confidence Index® in June 1998, in the shadow of the 1997 Asian financial crisis. Despite jitters following economic collapse in Southeast Asia, businesses saw investment opportunity in the Americas, Western Europe, Russia, and East Asia, and the United States took first place. Here we are in 2015, with the United States first place in the Index again and business executives still tormented by a recent global financial crisis. Today’s investors must account for divergent monetary policies in large developed economies, alongside a surging U.S. dollar and a sustained commodity super-slump. Developed and developing markets alike are moving in unexpected ways.
Yet, amid growing divergence and multiplying risks, there is genuine excitement in the global business community. It starts with the growing belief that the combined strength of the U.S. and Chinese economies—first and second in this year’s FDI Confidence Index—can buoy the world economy while others get back on track. And there is genuine dynamism elsewhere if you know where to look. Numerous countries are opening up long-guarded sectors to privatization and foreign investment. Downturns and fluctuations in other countries are creating opportunities for mergers and acquisitions. And new free-trade agreements are already in place or close at hand, even if the U.S. political environment will continue to frustrate its reliable engagement.
Risk has been a constant since the inception of this Index. The challenge for all global business leaders remains how to think beyond the last crisis while seeking to avoid the next. Those that take a “wait and see” approach often find that their competitors—whether small businesses or country governments—do not hold back in seeking positive growth. Our view is that opportunities abound for those that know where to look, aided by strategic foresight and analysis.
The world is more complicated now than it was in 1997. Global interconnectedness has created a more competitive and complex landscape. Technologies, ranging from unconventional energy extraction to predictive and even prescriptive analytics, are changing the game and increasing the probability of strategic disruption in every sector and corner of the world.
The complexity of risk and opportunity in 2015 underscore the importance of the insights contained in this year’s FDI Confidence Index. As always, we welcome any input you may have regarding the Index, its scope and our analysis.
The 2015 Global Investor Sentiment Report shows international property investors anticipate an increase in investment volumes across markets over the next 12 months, despite a mixed bag of economic performance worldwide. The survey results suggest that a significant proportion of investors expect higher risk markets to maintain existing levels of investment rather than to experience further significant inflows or outflows.
44 Time October 24, 2016Globalization is usually defined a.docxalinainglis
44 Time October 24, 2016
Globalization is usually defined as the free
movement of people, goods and capital. It’s been the
most important economic force of modernity. Until
the financial crisis of 2008, global trade grew twice
as fast as the global economy itself. Yet, thanks to
both economics and politics, globalization as we have
known it is changing fast.
Statistics tell the story: According to the World
Trade Organization, average global trade flows grew
around 10% a year from 1949 to 2008. But those num-
bers slumped to 1.3% from 2009 to 2015 and show
no signs of picking up, even as the global economy
has partially recovered from recession. Meanwhile,
flows of financial capital have become balkanized—
which is to say that after decades of coming closer
together, global markets and banking systems are
pulling apart. While cross-border goods, services and
financial flows represented 53% of the world econ-
omy in 2007, they are a mere 39% now. And there is
a drastic political pushback against the free flow of
people across national borders—globalization at its
most human.
The question is: Have we reached peak trade? “If
you think about globalization in traditional terms, in
terms of old-line trade in goods, for example, then
yes,” says McKinsey Global Institute research direc-
tor Susan Lund. “But if you think of it in terms of the
flow of digital data and ideas, then no—it’s actually
increasing.” Indeed, the cross-border flow of digi-
tal data—e-commerce, web searches, online video,
Digital
globalization may
yet offer a new
paradigm for
global trade
Has the
world
reached
peak trade?
B Y R A N A F O R O O H A R
E C O N O M Y
machine-to-machine interactions—has
grown 45 times larger since 2005 and is
projected to grow much faster than the
global economy over the next few years.
The real questions are whether that activ-
ity will buoy the global economy as much
as trade in physical goods once did, and
whether a more inclusive kind of global-
ization could help counter protectionism,
nationalism and xenophobia.
There’s no doubt globalization has
increased wealth at both global and na-
tional levels. According to the U.S. Coun-
cil of Economic Advisers, the reduction
of trade barriers alone raised U.S. GDP
by 7.3% from the end of World War II
through 2014. But free trade can also
widen the wealth divide within coun-
tries, in part by creating concentrated
groups of economic losers. Free trade
has made goods and services cheaper for
Americans—think of all the inexpensive
JA
K
O
B
W
A
G
N
E
R
high-end jobs—in research and develop-
ment or product design—closer to lower-
end factory and logistics jobs. The aim is
to better satisfy consumers who, for ex-
ample, want product selection in stores
to change every few weeks rather than
once every three to six months. Firms like
American Apparel, Zara, L Brands and
many others now create multiple prod-
uct hubs in regions, rather than building
complex global supply chains based on
wher.
Understanding User Behavior with Google Analytics.pdfSEO Article Boost
Unlocking the full potential of Google Analytics is crucial for understanding and optimizing your website’s performance. This guide dives deep into the essential aspects of Google Analytics, from analyzing traffic sources to understanding user demographics and tracking user engagement.
Traffic Sources Analysis:
Discover where your website traffic originates. By examining the Acquisition section, you can identify whether visitors come from organic search, paid campaigns, direct visits, social media, or referral links. This knowledge helps in refining marketing strategies and optimizing resource allocation.
User Demographics Insights:
Gain a comprehensive view of your audience by exploring demographic data in the Audience section. Understand age, gender, and interests to tailor your marketing strategies effectively. Leverage this information to create personalized content and improve user engagement and conversion rates.
Tracking User Engagement:
Learn how to measure user interaction with your site through key metrics like bounce rate, average session duration, and pages per session. Enhance user experience by analyzing engagement metrics and implementing strategies to keep visitors engaged.
Conversion Rate Optimization:
Understand the importance of conversion rates and how to track them using Google Analytics. Set up Goals, analyze conversion funnels, segment your audience, and employ A/B testing to optimize your website for higher conversions. Utilize ecommerce tracking and multi-channel funnels for a detailed view of your sales performance and marketing channel contributions.
Custom Reports and Dashboards:
Create custom reports and dashboards to visualize and interpret data relevant to your business goals. Use advanced filters, segments, and visualization options to gain deeper insights. Incorporate custom dimensions and metrics for tailored data analysis. Integrate external data sources to enrich your analytics and make well-informed decisions.
This guide is designed to help you harness the power of Google Analytics for making data-driven decisions that enhance website performance and achieve your digital marketing objectives. Whether you are looking to improve SEO, refine your social media strategy, or boost conversion rates, understanding and utilizing Google Analytics is essential for your success.
1.Wireless Communication System_Wireless communication is a broad term that i...JeyaPerumal1
Wireless communication involves the transmission of information over a distance without the help of wires, cables or any other forms of electrical conductors.
Wireless communication is a broad term that incorporates all procedures and forms of connecting and communicating between two or more devices using a wireless signal through wireless communication technologies and devices.
Features of Wireless Communication
The evolution of wireless technology has brought many advancements with its effective features.
The transmitted distance can be anywhere between a few meters (for example, a television's remote control) and thousands of kilometers (for example, radio communication).
Wireless communication can be used for cellular telephony, wireless access to the internet, wireless home networking, and so on.
Bridging the Digital Gap Brad Spiegel Macon, GA Initiative.pptxBrad Spiegel Macon GA
Brad Spiegel Macon GA’s journey exemplifies the profound impact that one individual can have on their community. Through his unwavering dedication to digital inclusion, he’s not only bridging the gap in Macon but also setting an example for others to follow.
Meet up Milano 14 _ Axpo Italia_ Migration from Mule3 (On-prem) to.pdfFlorence Consulting
Quattordicesimo Meetup di Milano, tenutosi a Milano il 23 Maggio 2024 dalle ore 17:00 alle ore 18:30 in presenza e da remoto.
Abbiamo parlato di come Axpo Italia S.p.A. ha ridotto il technical debt migrando le proprie APIs da Mule 3.9 a Mule 4.4 passando anche da on-premises a CloudHub 1.0.
APNIC Foundation, presented by Ellisha Heppner at the PNG DNS Forum 2024APNIC
Ellisha Heppner, Grant Management Lead, presented an update on APNIC Foundation to the PNG DNS Forum held from 6 to 10 May, 2024 in Port Moresby, Papua New Guinea.
2.Cellular Networks_The final stage of connectivity is achieved by segmenting...JeyaPerumal1
A cellular network, frequently referred to as a mobile network, is a type of communication system that enables wireless communication between mobile devices. The final stage of connectivity is achieved by segmenting the comprehensive service area into several compact zones, each called a cell.