The document discusses how positive feedback effects can drive markets towards a single dominant technology or firm. It explains that in network markets, the value of a technology increases as more users adopt it. This can lead to tipping, where a small initial advantage accumulates into dominance. Firms must consider strategies around compatibility versus performance and openness versus control to leverage these network effects in their favor. The key tradeoffs are around ease of adoption versus technological leadership and industry cooperation versus proprietary control.
Standarts battles and design dominancehidayatriski
The document discusses standards battles in mobile payments and the emergence of a dominant design. It describes how in 2015 there was no single dominant mobile payment system, and Apple, Samsung, and a joint venture between other companies were developing competing systems using near-field communication (NFC) technology. These systems allowed contactless payments using existing credit card networks. However, the lack of one dominant standard led to a battle among the different mobile payment mechanisms.
By 2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones, similar to how they would perform those transactions using personal computers. However, in 2015, there was no dominant mobile payment system, and a battle among competing mobile payment mechanisms and standards was unfolding. In the United States, several large players, including Apple, Samsung, and a joint venture called Softcard between Google, AT&T, T-Mobile, and Verizon Wireless, had
developed systems based on Near Field Communication (NFC) chips in smartphones. NFC chips enable communication between a mobile device and a point-of-sale system just by having the devices in close proximity.b The systems being developed by Apple, Samsung, and Softcard transferred the customer’s information wirelessly and then used merchant banks and credit card systems such as Visa or MasterCard to complete the transaction. These systems were thus very much like existing ways of
using credit cards but enabled completion of the purchase without contact.
The document discusses standards battles in mobile payments and the emergence of a dominant design. It describes how in 2015 there was no single dominant mobile payment system, and Apple, Samsung, and a joint venture called Softcard were developing competing systems using near-field communication (NFC) technology. These systems allowed contactless payments using existing credit card networks. However, the lack of one dominant standard led to an ongoing battle among different mobile payment mechanisms.
The document discusses standards battles in mobile payments. It notes that in 2015 there was no dominant mobile payment system, as different companies like Apple, Samsung, and a joint venture between Google, AT&T, T-Mobile, and Verizon were developing competing systems using near-field communication (NFC) technology. While these systems functioned similarly to existing credit card transactions, they allowed completing purchases from mobile devices without physical contact.
By 2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones, similar to how they would perform those transactions using personal computers. However, in 2015, there was no dominant mobile payment system, and a battle among competing mobile payment mechanisms and standards was unfolding. In the United States, several large players, including Apple, Samsung, and a joint venture called Softcard between Google, AT&T, T-Mobile, and Verizon Wireless, had
developed systems based on Near Field Communication (NFC) chips in smartphones. NFC chips enable communication between a mobile device and a point-of-sale system just by having the devices in close proximity.b The systems being developed by Apple, Samsung, and Softcard transferred the customer’s information wirelessly and then used merchant banks and credit card systems such as Visa or MasterCard to complete the transaction. These systems were thus very much like existing ways of
using credit cards but enabled completion of the purchase without contact.
The document discusses the emergence of dominant designs in technology standards and mobile payments. It describes how in 2015 there was a battle among competing mobile payment systems, with Apple, Samsung and a joint venture between Google, AT&T, T-Mobile and Verizon developing systems based on Near Field Communication (NFC) technology. These systems allowed contactless payments using existing credit card networks. However, there was no single dominant mobile payment standard at that time.
The document discusses the emergence of dominant designs in technology standards and mobile payments. It describes how in 2015 there was a battle among competing mobile payment systems, with Apple, Samsung and a joint venture between Google, AT&T, T-Mobile and Verizon developing systems based on Near Field Communication (NFC) technology. Industries often select a single dominant design for a technology due to increasing returns to adoption, where a technology becomes more valuable as more adopt it. This can create self-reinforcing network effects that reinforce the dominance of a technology.
Standards Battles and Design DominanceFadli Luthfi
2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones
Standarts battles and design dominancehidayatriski
The document discusses standards battles in mobile payments and the emergence of a dominant design. It describes how in 2015 there was no single dominant mobile payment system, and Apple, Samsung, and a joint venture between other companies were developing competing systems using near-field communication (NFC) technology. These systems allowed contactless payments using existing credit card networks. However, the lack of one dominant standard led to a battle among the different mobile payment mechanisms.
By 2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones, similar to how they would perform those transactions using personal computers. However, in 2015, there was no dominant mobile payment system, and a battle among competing mobile payment mechanisms and standards was unfolding. In the United States, several large players, including Apple, Samsung, and a joint venture called Softcard between Google, AT&T, T-Mobile, and Verizon Wireless, had
developed systems based on Near Field Communication (NFC) chips in smartphones. NFC chips enable communication between a mobile device and a point-of-sale system just by having the devices in close proximity.b The systems being developed by Apple, Samsung, and Softcard transferred the customer’s information wirelessly and then used merchant banks and credit card systems such as Visa or MasterCard to complete the transaction. These systems were thus very much like existing ways of
using credit cards but enabled completion of the purchase without contact.
The document discusses standards battles in mobile payments and the emergence of a dominant design. It describes how in 2015 there was no single dominant mobile payment system, and Apple, Samsung, and a joint venture called Softcard were developing competing systems using near-field communication (NFC) technology. These systems allowed contactless payments using existing credit card networks. However, the lack of one dominant standard led to an ongoing battle among different mobile payment mechanisms.
The document discusses standards battles in mobile payments. It notes that in 2015 there was no dominant mobile payment system, as different companies like Apple, Samsung, and a joint venture between Google, AT&T, T-Mobile, and Verizon were developing competing systems using near-field communication (NFC) technology. While these systems functioned similarly to existing credit card transactions, they allowed completing purchases from mobile devices without physical contact.
By 2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones, similar to how they would perform those transactions using personal computers. However, in 2015, there was no dominant mobile payment system, and a battle among competing mobile payment mechanisms and standards was unfolding. In the United States, several large players, including Apple, Samsung, and a joint venture called Softcard between Google, AT&T, T-Mobile, and Verizon Wireless, had
developed systems based on Near Field Communication (NFC) chips in smartphones. NFC chips enable communication between a mobile device and a point-of-sale system just by having the devices in close proximity.b The systems being developed by Apple, Samsung, and Softcard transferred the customer’s information wirelessly and then used merchant banks and credit card systems such as Visa or MasterCard to complete the transaction. These systems were thus very much like existing ways of
using credit cards but enabled completion of the purchase without contact.
The document discusses the emergence of dominant designs in technology standards and mobile payments. It describes how in 2015 there was a battle among competing mobile payment systems, with Apple, Samsung and a joint venture between Google, AT&T, T-Mobile and Verizon developing systems based on Near Field Communication (NFC) technology. These systems allowed contactless payments using existing credit card networks. However, there was no single dominant mobile payment standard at that time.
The document discusses the emergence of dominant designs in technology standards and mobile payments. It describes how in 2015 there was a battle among competing mobile payment systems, with Apple, Samsung and a joint venture between Google, AT&T, T-Mobile and Verizon developing systems based on Near Field Communication (NFC) technology. Industries often select a single dominant design for a technology due to increasing returns to adoption, where a technology becomes more valuable as more adopt it. This can create self-reinforcing network effects that reinforce the dominance of a technology.
Standards Battles and Design DominanceFadli Luthfi
2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones
By early 2015, mobile payments represented a significant new opportunity but there was no dominant standard and competing systems posed adoption obstacles. Mobile payments reached $52 billion in 2014 and were projected to hit $67 billion in 2015, with nearly half of US consumers using smartphone payments. However, lack of compatibility between systems and uncertainty over which might dominate created issues. Dominant designs often emerge in markets with network effects, where the more a technology is adopted, the more valuable it becomes, driven by learning effects and network externalities that can reinforce dominance regardless of a technology's merits.
Standards Battles and Design Dominance
There was no dominant mobile payment system in 2015 and a battle was unfolding among competing standards in the US. Apple, Samsung, and a joint venture between Google, AT&T, T-Mobile, and Verizon had developed mobile payment systems using Near Field Communication (NFC) chips that transferred payment information wirelessly using existing credit card networks. However, no single standard had emerged as dominant.
Economic Moats - For Early Stage Startups and Early Stage InvestorsBrian Laung Aoaeh, CFA
In order to grow into a company that endures, an early stage startup must protect itself from competition and strengthen its position within its market. Economic Moats make that possible. This presentation synthesizes a series of blog posts on that topic into a more user-friendly format. It is useful for startup founders, as well as early-stage investors in seed and series A technology startups.
Contents
1. Network Effects
2. Switching Costs
3. Intangibles
4. Cost Advantages
5. Efficient Scale
This document discusses how dominant designs emerge in industries. It explains that many industries experience increasing returns to adoption, where the more a technology is used, the more valuable it becomes through improvements and complementary assets. Two primary sources of increasing returns are learning effects, where more usage enables greater development and efficiency, and network externalities, where a technology becomes more useful and valuable as more people use the same or compatible technology. The value of a new technology comes from its standalone benefits as well as the value added by the size of its user base and availability of complementary goods and services. However, in 2015 there was no single dominant mobile payment system as different technologies and standards were competing for adoption.
By early 2015, mobile payments represented a major new opportunity but there was no dominant system and competing standards posed issues. Mobile payments accounted for $52 billion in 2014 and were expected to reach $67 billion in 2015. However, lack of compatibility between systems and uncertainty over which might dominate created obstacles to adoption. Industries with network effects like mobile payments often coalesce around a single dominant design, as the more a technology is adopted, the more valuable it becomes through learning and network effects. This can create self-reinforcing dominance regardless of a technology's initial quality.
Mobile payment systems using near field communication (NFC) chips in smartphones were being developed by several large players like Apple, Samsung, and Google to enable contactless payments. These systems transferred payment information wirelessly between devices near each other to complete transactions using existing credit card networks. A dominant design often emerges in an industry as the more widely adopted solution becomes more valuable and generates network effects from learning improvements and a larger user base that supports complementary products and services. These self-reinforcing network effects can result in one technology achieving dominance regardless of its technical superiority due to path dependency in the adoption process.
There was no dominant mobile payment system in 2015 and different companies were developing competing standards using near-field communication (NFC) technology. Systems developed by Apple, Samsung, and a Softcard joint venture used NFC chips in smartphones to enable contactless payments at stores using existing credit card networks. Industries often converge on a single dominant design due to increasing returns to adoption, where a technology becomes more valuable as more people use it due to network effects, learning effects, and complementary assets. Government regulation can also promote compatibility and a dominant standard.
Thrive with accenture product and platform engineering servicesAccenture Technology
Accenture’s Product and Platform Engineering Services team helps clients navigate through the new wave of platforms. With more than three decades of experience, our deep engineering-skilled workforce of over 8,000 professionals has grown out of the development of our own commercially-available software and platforms. With expertise across more than 40 industries and all business functions, we deliver transformational outcomes for a demanding, new digital world.
Salesforce Industries, anciennement connu sous le nom de Salesforce Verticals, est une division de Salesforce dédiée à la création de solutions logicielles spécifiques pour des secteurs d'activité particuliers, également appelés "industries" en anglais. Cette division se concentre sur la personnalisation des produits Salesforce pour répondre aux besoins et aux défis spécifiques de chaque secteur, en proposant des solutions et des fonctionnalités adaptées.
L'objectif principal de Salesforce Industries est de fournir des solutions CRM (Customer Relationship Management) et d'autres services cloud qui permettent aux entreprises de divers secteurs, tels que la santé, les télécommunications, les services financiers, l'énergie, les médias, la vente au détail, et bien d'autres, d'améliorer leurs opérations, d'optimiser leurs processus métier, et de mieux servir leurs clients.Chaque industrie a ses propres caractéristiques, réglementations, et besoins spécifiques. Salesforce Industries travaille en étroite collaboration avec des entreprises de chaque secteur pour adapter ses produits, notamment Salesforce Customer 360, à leurs exigences particulières. Ces solutions personnalisées permettent aux entreprises d'améliorer la gestion des relations avec leurs clients, d'automatiser des processus complexes, de gagner en efficacité, et de fournir des expériences client exceptionnelles.
En résumé, Salesforce Industries est la branche de Salesforce qui se spécialise dans l'adaptation des solutions Salesforce aux industries spécifiques, aidant ainsi les entreprises à mieux répondre aux besoins de leurs marchés et de leurs clients.
YOUR CHILD DEVELOPMENT CHART INFANTS AND TODDLERS (0–2 YEARS).docxodiliagilby
YOUR CHILD DEVELOPMENT CHART: INFANTS AND TODDLERS (0–2 YEARS)
SECTION 1: MAJOR DEVELOPMENTS
BIOSOCIAL
Brief Description of Example
Body Changes
1.
2.
Brain Development
1.
2.
Sensation and Movement
1.
2.
COGNITIVE
Brief Description of Example
Sensorimotor Intelligence
1.
2.
Information Processing
1.
2.
Language Development
1.
2.
PSYCHOSOCIAL
Brief Description of Example
Emotional expression
1.
2.
Social Bonds
1.
2.
SECTION 2: THE INTERPLAY BETWEEN DEVELOPMENTAL DOMAINS
Name of Developmental Topic:
Description of Interplay Between Domains:
SECTION 3: WAYS TO FOSTER HEALTHY DEVELOPMENT
Name of Developmental Instance:
Brief description of how to foster healthy development:
SECTION 4: REFLECTION ON VIDEO:
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 1. Experiences build brain architecture. [Video file]. Retrieved from http://developingchild.harvard.edu/index.php/resources/multimedia/videos/three_core_concepts/brain_architecture/
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 2. Serve & return interaction shapes brain circuitry. [Video file]. Retrieved from http://developingchild.harvard.edu/resources/multimedia/videos/three_core_concepts/serve_and_return/
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 3. Toxic stress derails healthy development. [Video file]. Retrieved from http://developingchild.harvard.edu/index.php/resources/multimedia/videos/three_core_concepts/toxic_stress
*Note: Use APA format. Cite your sources as in-text citations in APA format. Include a reference list at the end of your child development form.
Please indent the paragraphs and double space.
Brief Description of Selected Topic/Idea from Video
Personal Reflection
Business Strategy 751
Lasell University
Shiv Kapur
03/01/20
The Future And How To Survive It
The Five Forces That Shape Strategy
Rivalry among
existing
competitors
According to the article, multinational companies in both Europe and North America
are being faced by threats from surprisingly familiar competitors, especially those
they have always been aware of. However, these existing competitors have their foot
in some form of technology, and can even be relatively smaller enterprises which
have begun venturing into technology. The advantages that these multinational
companies used to enjoy, including scale, a global presence as well as falling costs,
are no longer sufficient to match the combined competitive efforts from both existing
firms as well as upcoming ones.
Threat of new
entrants
While the existing competitors already have their foot in technology, the even greater
threat to existing multinationals lies in the technology sector. The revenue generated
from this sector has increased by as muc ...
YOUR CHILD DEVELOPMENT CHART INFANTS AND TODDLERS (0–2 YEARS).docxhyacinthshackley2629
YOUR CHILD DEVELOPMENT CHART: INFANTS AND TODDLERS (0–2 YEARS)
SECTION 1: MAJOR DEVELOPMENTS
BIOSOCIAL
Brief Description of Example
Body Changes
1.
2.
Brain Development
1.
2.
Sensation and Movement
1.
2.
COGNITIVE
Brief Description of Example
Sensorimotor Intelligence
1.
2.
Information Processing
1.
2.
Language Development
1.
2.
PSYCHOSOCIAL
Brief Description of Example
Emotional expression
1.
2.
Social Bonds
1.
2.
SECTION 2: THE INTERPLAY BETWEEN DEVELOPMENTAL DOMAINS
Name of Developmental Topic:
Description of Interplay Between Domains:
SECTION 3: WAYS TO FOSTER HEALTHY DEVELOPMENT
Name of Developmental Instance:
Brief description of how to foster healthy development:
SECTION 4: REFLECTION ON VIDEO:
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 1. Experiences build brain architecture. [Video file]. Retrieved from http://developingchild.harvard.edu/index.php/resources/multimedia/videos/three_core_concepts/brain_architecture/
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 2. Serve & return interaction shapes brain circuitry. [Video file]. Retrieved from http://developingchild.harvard.edu/resources/multimedia/videos/three_core_concepts/serve_and_return/
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 3. Toxic stress derails healthy development. [Video file]. Retrieved from http://developingchild.harvard.edu/index.php/resources/multimedia/videos/three_core_concepts/toxic_stress
*Note: Use APA format. Cite your sources as in-text citations in APA format. Include a reference list at the end of your child development form.
Please indent the paragraphs and double space.
Brief Description of Selected Topic/Idea from Video
Personal Reflection
Business Strategy 751
Lasell University
Shiv Kapur
03/01/20
The Future And How To Survive It
The Five Forces That Shape Strategy
Rivalry among
existing
competitors
According to the article, multinational companies in both Europe and North America
are being faced by threats from surprisingly familiar competitors, especially those
they have always been aware of. However, these existing competitors have their foot
in some form of technology, and can even be relatively smaller enterprises which
have begun venturing into technology. The advantages that these multinational
companies used to enjoy, including scale, a global presence as well as falling costs,
are no longer sufficient to match the combined competitive efforts from both existing
firms as well as upcoming ones.
Threat of new
entrants
While the existing competitors already have their foot in technology, the even greater
threat to existing multinationals lies in the technology sector. The revenue generated
from this sector has increased by as muc.
there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.
The value of any technological innovation is only partly determined by what the tech-nology can do. A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Effective deployment strategies can reduce uncertainty about the product, lower resistance to switching from competing or substitute goods, and accelerate adoption.
1. The document discusses how blockchain technology can increase supply chain resilience and transparency. It explains that blockchain creates an immutable record that allows all parties in the supply chain to access information, reducing fraud and inefficiency.
2. Blockchain incentives many computers to validate transactions in exchange for digital currency, making the record highly resilient. This allows each item in a supply chain to be traceable from origin to end user.
3. Several major companies are working to apply blockchain to track food supplies, reduce recalls, and improve access to information. Widespread adoption may take years but offers benefits like reduced costs and risks for supply chains.
Le platform sono destinate a ridisegnare tutte le industrie ad alta intensità informativa.
Diversi fattori spingono verso l’adozione di platform nel settore sanitario
Draft presentation prepared for ARNIC Spring 08 Workshop on "US Digital Policy in the Global Context: Issues and Prospects Beyond 2008"
http://arnic.info/workshop08.php
(copyright 2008 by authors)
A Manifesto for Healthcare’s Disruptive Innovation of the Decade: Open EHR Te...Vince Kuraitis
Opening Keynote at 2010 Healthcare Unbound conference
"A Manifesto for Healthcare’s Disruptive Innovation of the Decade: Open EHR Technology Platform(s) and Ecosystem"
The document discusses Internet marketing and new product development processes that can be digitized. It outlines several key topics related to speeding up new product development, including the importance of rapid prototyping and testing, getting early customer feedback, setting industry standards, and leveraging alliances to bring products to market quickly. Modular design approaches that allow parallel development help reduce time to market.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
By early 2015, mobile payments represented a significant new opportunity but there was no dominant standard and competing systems posed adoption obstacles. Mobile payments reached $52 billion in 2014 and were projected to hit $67 billion in 2015, with nearly half of US consumers using smartphone payments. However, lack of compatibility between systems and uncertainty over which might dominate created issues. Dominant designs often emerge in markets with network effects, where the more a technology is adopted, the more valuable it becomes, driven by learning effects and network externalities that can reinforce dominance regardless of a technology's merits.
Standards Battles and Design Dominance
There was no dominant mobile payment system in 2015 and a battle was unfolding among competing standards in the US. Apple, Samsung, and a joint venture between Google, AT&T, T-Mobile, and Verizon had developed mobile payment systems using Near Field Communication (NFC) chips that transferred payment information wirelessly using existing credit card networks. However, no single standard had emerged as dominant.
Economic Moats - For Early Stage Startups and Early Stage InvestorsBrian Laung Aoaeh, CFA
In order to grow into a company that endures, an early stage startup must protect itself from competition and strengthen its position within its market. Economic Moats make that possible. This presentation synthesizes a series of blog posts on that topic into a more user-friendly format. It is useful for startup founders, as well as early-stage investors in seed and series A technology startups.
Contents
1. Network Effects
2. Switching Costs
3. Intangibles
4. Cost Advantages
5. Efficient Scale
This document discusses how dominant designs emerge in industries. It explains that many industries experience increasing returns to adoption, where the more a technology is used, the more valuable it becomes through improvements and complementary assets. Two primary sources of increasing returns are learning effects, where more usage enables greater development and efficiency, and network externalities, where a technology becomes more useful and valuable as more people use the same or compatible technology. The value of a new technology comes from its standalone benefits as well as the value added by the size of its user base and availability of complementary goods and services. However, in 2015 there was no single dominant mobile payment system as different technologies and standards were competing for adoption.
By early 2015, mobile payments represented a major new opportunity but there was no dominant system and competing standards posed issues. Mobile payments accounted for $52 billion in 2014 and were expected to reach $67 billion in 2015. However, lack of compatibility between systems and uncertainty over which might dominate created obstacles to adoption. Industries with network effects like mobile payments often coalesce around a single dominant design, as the more a technology is adopted, the more valuable it becomes through learning and network effects. This can create self-reinforcing dominance regardless of a technology's initial quality.
Mobile payment systems using near field communication (NFC) chips in smartphones were being developed by several large players like Apple, Samsung, and Google to enable contactless payments. These systems transferred payment information wirelessly between devices near each other to complete transactions using existing credit card networks. A dominant design often emerges in an industry as the more widely adopted solution becomes more valuable and generates network effects from learning improvements and a larger user base that supports complementary products and services. These self-reinforcing network effects can result in one technology achieving dominance regardless of its technical superiority due to path dependency in the adoption process.
There was no dominant mobile payment system in 2015 and different companies were developing competing standards using near-field communication (NFC) technology. Systems developed by Apple, Samsung, and a Softcard joint venture used NFC chips in smartphones to enable contactless payments at stores using existing credit card networks. Industries often converge on a single dominant design due to increasing returns to adoption, where a technology becomes more valuable as more people use it due to network effects, learning effects, and complementary assets. Government regulation can also promote compatibility and a dominant standard.
Thrive with accenture product and platform engineering servicesAccenture Technology
Accenture’s Product and Platform Engineering Services team helps clients navigate through the new wave of platforms. With more than three decades of experience, our deep engineering-skilled workforce of over 8,000 professionals has grown out of the development of our own commercially-available software and platforms. With expertise across more than 40 industries and all business functions, we deliver transformational outcomes for a demanding, new digital world.
Salesforce Industries, anciennement connu sous le nom de Salesforce Verticals, est une division de Salesforce dédiée à la création de solutions logicielles spécifiques pour des secteurs d'activité particuliers, également appelés "industries" en anglais. Cette division se concentre sur la personnalisation des produits Salesforce pour répondre aux besoins et aux défis spécifiques de chaque secteur, en proposant des solutions et des fonctionnalités adaptées.
L'objectif principal de Salesforce Industries est de fournir des solutions CRM (Customer Relationship Management) et d'autres services cloud qui permettent aux entreprises de divers secteurs, tels que la santé, les télécommunications, les services financiers, l'énergie, les médias, la vente au détail, et bien d'autres, d'améliorer leurs opérations, d'optimiser leurs processus métier, et de mieux servir leurs clients.Chaque industrie a ses propres caractéristiques, réglementations, et besoins spécifiques. Salesforce Industries travaille en étroite collaboration avec des entreprises de chaque secteur pour adapter ses produits, notamment Salesforce Customer 360, à leurs exigences particulières. Ces solutions personnalisées permettent aux entreprises d'améliorer la gestion des relations avec leurs clients, d'automatiser des processus complexes, de gagner en efficacité, et de fournir des expériences client exceptionnelles.
En résumé, Salesforce Industries est la branche de Salesforce qui se spécialise dans l'adaptation des solutions Salesforce aux industries spécifiques, aidant ainsi les entreprises à mieux répondre aux besoins de leurs marchés et de leurs clients.
YOUR CHILD DEVELOPMENT CHART INFANTS AND TODDLERS (0–2 YEARS).docxodiliagilby
YOUR CHILD DEVELOPMENT CHART: INFANTS AND TODDLERS (0–2 YEARS)
SECTION 1: MAJOR DEVELOPMENTS
BIOSOCIAL
Brief Description of Example
Body Changes
1.
2.
Brain Development
1.
2.
Sensation and Movement
1.
2.
COGNITIVE
Brief Description of Example
Sensorimotor Intelligence
1.
2.
Information Processing
1.
2.
Language Development
1.
2.
PSYCHOSOCIAL
Brief Description of Example
Emotional expression
1.
2.
Social Bonds
1.
2.
SECTION 2: THE INTERPLAY BETWEEN DEVELOPMENTAL DOMAINS
Name of Developmental Topic:
Description of Interplay Between Domains:
SECTION 3: WAYS TO FOSTER HEALTHY DEVELOPMENT
Name of Developmental Instance:
Brief description of how to foster healthy development:
SECTION 4: REFLECTION ON VIDEO:
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 1. Experiences build brain architecture. [Video file]. Retrieved from http://developingchild.harvard.edu/index.php/resources/multimedia/videos/three_core_concepts/brain_architecture/
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 2. Serve & return interaction shapes brain circuitry. [Video file]. Retrieved from http://developingchild.harvard.edu/resources/multimedia/videos/three_core_concepts/serve_and_return/
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 3. Toxic stress derails healthy development. [Video file]. Retrieved from http://developingchild.harvard.edu/index.php/resources/multimedia/videos/three_core_concepts/toxic_stress
*Note: Use APA format. Cite your sources as in-text citations in APA format. Include a reference list at the end of your child development form.
Please indent the paragraphs and double space.
Brief Description of Selected Topic/Idea from Video
Personal Reflection
Business Strategy 751
Lasell University
Shiv Kapur
03/01/20
The Future And How To Survive It
The Five Forces That Shape Strategy
Rivalry among
existing
competitors
According to the article, multinational companies in both Europe and North America
are being faced by threats from surprisingly familiar competitors, especially those
they have always been aware of. However, these existing competitors have their foot
in some form of technology, and can even be relatively smaller enterprises which
have begun venturing into technology. The advantages that these multinational
companies used to enjoy, including scale, a global presence as well as falling costs,
are no longer sufficient to match the combined competitive efforts from both existing
firms as well as upcoming ones.
Threat of new
entrants
While the existing competitors already have their foot in technology, the even greater
threat to existing multinationals lies in the technology sector. The revenue generated
from this sector has increased by as muc ...
YOUR CHILD DEVELOPMENT CHART INFANTS AND TODDLERS (0–2 YEARS).docxhyacinthshackley2629
YOUR CHILD DEVELOPMENT CHART: INFANTS AND TODDLERS (0–2 YEARS)
SECTION 1: MAJOR DEVELOPMENTS
BIOSOCIAL
Brief Description of Example
Body Changes
1.
2.
Brain Development
1.
2.
Sensation and Movement
1.
2.
COGNITIVE
Brief Description of Example
Sensorimotor Intelligence
1.
2.
Information Processing
1.
2.
Language Development
1.
2.
PSYCHOSOCIAL
Brief Description of Example
Emotional expression
1.
2.
Social Bonds
1.
2.
SECTION 2: THE INTERPLAY BETWEEN DEVELOPMENTAL DOMAINS
Name of Developmental Topic:
Description of Interplay Between Domains:
SECTION 3: WAYS TO FOSTER HEALTHY DEVELOPMENT
Name of Developmental Instance:
Brief description of how to foster healthy development:
SECTION 4: REFLECTION ON VIDEO:
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 1. Experiences build brain architecture. [Video file]. Retrieved from http://developingchild.harvard.edu/index.php/resources/multimedia/videos/three_core_concepts/brain_architecture/
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 2. Serve & return interaction shapes brain circuitry. [Video file]. Retrieved from http://developingchild.harvard.edu/resources/multimedia/videos/three_core_concepts/serve_and_return/
· Web Video: Center on the Developing Child–Harvard University. (n.d.). Three core concepts in early development: 3. Toxic stress derails healthy development. [Video file]. Retrieved from http://developingchild.harvard.edu/index.php/resources/multimedia/videos/three_core_concepts/toxic_stress
*Note: Use APA format. Cite your sources as in-text citations in APA format. Include a reference list at the end of your child development form.
Please indent the paragraphs and double space.
Brief Description of Selected Topic/Idea from Video
Personal Reflection
Business Strategy 751
Lasell University
Shiv Kapur
03/01/20
The Future And How To Survive It
The Five Forces That Shape Strategy
Rivalry among
existing
competitors
According to the article, multinational companies in both Europe and North America
are being faced by threats from surprisingly familiar competitors, especially those
they have always been aware of. However, these existing competitors have their foot
in some form of technology, and can even be relatively smaller enterprises which
have begun venturing into technology. The advantages that these multinational
companies used to enjoy, including scale, a global presence as well as falling costs,
are no longer sufficient to match the combined competitive efforts from both existing
firms as well as upcoming ones.
Threat of new
entrants
While the existing competitors already have their foot in technology, the even greater
threat to existing multinationals lies in the technology sector. The revenue generated
from this sector has increased by as muc.
there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.
The value of any technological innovation is only partly determined by what the tech-nology can do. A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Effective deployment strategies can reduce uncertainty about the product, lower resistance to switching from competing or substitute goods, and accelerate adoption.
1. The document discusses how blockchain technology can increase supply chain resilience and transparency. It explains that blockchain creates an immutable record that allows all parties in the supply chain to access information, reducing fraud and inefficiency.
2. Blockchain incentives many computers to validate transactions in exchange for digital currency, making the record highly resilient. This allows each item in a supply chain to be traceable from origin to end user.
3. Several major companies are working to apply blockchain to track food supplies, reduce recalls, and improve access to information. Widespread adoption may take years but offers benefits like reduced costs and risks for supply chains.
Le platform sono destinate a ridisegnare tutte le industrie ad alta intensità informativa.
Diversi fattori spingono verso l’adozione di platform nel settore sanitario
Draft presentation prepared for ARNIC Spring 08 Workshop on "US Digital Policy in the Global Context: Issues and Prospects Beyond 2008"
http://arnic.info/workshop08.php
(copyright 2008 by authors)
A Manifesto for Healthcare’s Disruptive Innovation of the Decade: Open EHR Te...Vince Kuraitis
Opening Keynote at 2010 Healthcare Unbound conference
"A Manifesto for Healthcare’s Disruptive Innovation of the Decade: Open EHR Technology Platform(s) and Ecosystem"
The document discusses Internet marketing and new product development processes that can be digitized. It outlines several key topics related to speeding up new product development, including the importance of rapid prototyping and testing, getting early customer feedback, setting industry standards, and leveraging alliances to bring products to market quickly. Modular design approaches that allow parallel development help reduce time to market.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Azure Interview Questions and Answers PDF By ScholarHat
EIC-Unit-7.pptx
1.
2. Positive feedback
old industrial economy was driven by economics of
scale while the new information economy is driven by the
economics of network, called positive feedback
networks have a fundamental economic
characteristic: the value of connecting to a network
depends on the number of other people already
connected to it
3. Positive feedback
Positive feedback makes the strong get stronger and
the weak get weaker
Dominance of market by a single firm or a technology
Negative feedback
In a negative-feedback system, the strong get weaker
and the weak get stronger
larger firms became burdened with high costs, while
smaller firms found profitable niches
4. Positive feedback
Market is tippy
it can tip in favor of one player or another. It is
unlikely that all will survive
Positive-feedback systems follow a predictable
pattern
a. flat during launch, then
b. a steep rise during takeoff as positive feedback kicks in
c. leveling off as saturation is reached
5. Demand-side economies of
scale
In the information economy, positive feedback has
appeared in a new, more virulent form based on the
demand side of the market, not just the supply side
Microsoft's dominance is based on demand-side economies
of scale. Microsoft's customers value its operating systems
because they are widely used
positive relationship between popularity and value
Popularity Adds Value in a Network Industry
6. Demand-side economies of
scale
Supply side economies of scale
Effect of declining average cost with increased
quantity
double whammy
Mixture of supply side and demand side economies of
scale in which growth on the demand side both
reduces cost on the supply side and makes the product
more attractive to other users
7. Network externalities
Information product
large networks are more attractive to users than small
ones
Network externalities, usefully highlights two aspects of
information systems crucial for competitive strategy
Network.
Collection of users, managed by a sponsor
Externalities
consequence of an economic activity experienced by
unrelated third parties
8. Network externalities
Negative externality
economic activity that imposes a negative effect on an
unrelated third party
can arise either during the production or the
consumption of a good or service.
Pollution is termed an externality because it imposes
costs on people who are "external" to the producer and
consumer of the polluting product
9. Collective Switching Costs
Challenge to companies seeking to introduce new
but incompatible technology into the market
to build network size by overcoming the collective
switching costs—that is, the combined switching costs of all
users
Convincing ten people connected in a network to
switch to your incompatible network is more than
ten times as hard as getting one customer to swith
10. Collective Switching Costs
Control over a large installed base of users can be the
greatest asset you can have
11. Igniting positive feedback:
performance vs. compatibility
There are two basic approaches for dealing with the
problem of consumer inertia
evolution strategy of compatibility
Revolution strategy of compelling performance
Revolution
Wipe the slate clean and come up with the best
product possible
Evolution
give up some performance to ensure compatibility and
thus ease consumer adoption
12. Evolution Strategy
Focus on offering consumers an easy migration path
centers on reducing switching costs so that
consumers can gradually try your new technology
The key to the evolution strategy is to build a new
network by linking it first to the old one
To lure customers, the migration path must be
smooth
13. Obstacles of Evolution
Technical Obstacles
Early 1990s, the Europeans promoted a standard for
the transmission of HDTV signals that conventional
TV sets could decipher.
But, the signal was not as sharp as true HDTV, and the
technology was in difficulty
Basic compatibility is not enough sometimes. We
require a fair bit of performance too
14. Obstacles of Evolution
Legal Obstacles
need to obtain the legal right to sell products that are
compatible with the established installed base of
products
intellectual property rights over an older generation of
technology
15. Strategies for smooth user
migration paths
to newer technologies
Use creative design
Good engineering and product design can greatly ease
the compatibility/performance trade-off
Think in terms of the system
User cares with whole system despite the fact that we
manufacture one component
Consider converters and bridge technologies
Example
Purchase of digital signal converters by analog TV owners
for compatibility of HDTV technology
16. Revolution: offer compelling
performance
Revolution strategy involves brute force:
Offer a product so much better than what people are
using that enough users will bear the pain of
switching to it
first attracting customers who care the most about
performance and working down from there to the
mass market
17. Revolution: offer compelling
performance
Trick
Offer compelling performance to first attract
pioneering and influential users,
then use this base to start up a bandwagon propelled
by self-fulfilling consumer beliefs in the inevitable
success of your product
HDTV set manufacturers are hoping to first sell to
the so-called vidiots, those who simply must have
the very best quality video and the largest TV sets
available
18. Revolution: offer compelling
performance
If the market is growing rapidly, or if consumer lock-
in is relatively mild, performance looms larger
relative to backward compatibility
Revolution strategy is inherently risky.
It cannot work on a small scale
Difficult to tell early on whether your technology will
take off or crash
So, it is better to start off slowly and accelerate from
there
19. Igniting positive feedback:
openness vs. control
Anyone launching a new technology must also face a
second fundamental trade-off, in addition to the
performance/compatibility trade-off
Do we choose an "open" approach by offering to make the
necessary interfaces and specifications available to others,
or do you attempt to maintain control by keeping your
system proprietary?
In choosing between openness and control,
Your ultimate goal is to maximize the value of your
technology, not your control over it
20. Your reward =
(Total value added to industry) x (your share of
industry value)
openness emphasize the first term in this formula
Total value added to the industry.
Strategies to achieve control emphasize the second
term
Your share of industry value
22. Openness
If the new technology draws on contributions from
several different companies, each agrees to sacrifice
control over its piece in order to create an attractive
package:
Principle: the whole is greater than the sum of the
parts.
23. Approaches of Openness
Under Full openness approach,
anybody has the right to make products complying with
the standard, whether they contributed to its development
or not.
Under An alliance approach,
Each member of the alliance contributes something toward
the standard, and, in exchange, each is allowed to make
products complying with the standard.
In other words, the alliance members all have guaranteed
(usually free) access to the network they have created, but
outsiders may be blocked from accessing it or required to
pay a special fee for such access.
24. Control
Only those in the strongest position can hope to exert
strong control over newly introduced information
technologies
Companies strong enough to unilaterally control product
standards and interfaces have power
however, they have much to lose by promoting poorly
conceived standards
Examples:
VISA , Microsoft, Intel, Apple, etc
25. Control
Proprietary control will be exceedingly valuable if your
product or system takes off
You do not face rivals who can offer products to locked-
in customers
Network is far more valuable if you can control the
ability of others to interconnect with you
However, failure to open up a technology can spell its
demise, if consumers fear lock-in or if you face a strong
rival whose system offers comparable performance but is
nonproprietary
27. Generic strategies in network
markets
Performance Play
Involves the introduction of a new, incompatible
technology over which the vendor retains strong
proprietary control
Makes the most sense if your advantage of a striking new
technology that offers users substantial advantages over
existing technology
Entrants and upstarts with compelling new technology can
more easily afford to ignore backward compatibility
Controlled Migration
consumers are offered a new and improved technology that
is compatible with their existing technology, but is
proprietary
28. Open Migration
new product is supplied by many vendors and
requires little by way of switching costs
makes the most sense if your advantage is primarily
based on manufacturing capabilities.
In that case, you will benefit from a larger total market
and scale economies to shine
Discontinuity
New product or technology is incompatible with
existing technology but is available from multiple
suppliers
favors suppliers that are either efficient manufacturers
or that are best provide value-added services or
software enhancements (in the case of software)
29. Metcalfe’ Law
Named After Bob Metcalfe, the inventor of Ethernet.
Value of a network of a network goes up as a square of a number of users
If there are n people in a network, and the value of the network to each of
them is proportional to the number of other users, then
The total value of the network is n2
If the value of a network to a single user is $1 for each other user on the network,
then a network of size 10 has a total value of roughly $100. In contrast, a
network of size 100 has a total value of roughly $10,000.
More the users, more connections or linkage
More linkage, more value to the network
But eliminate copy of connections and own’s connection too
Formula
If n users exists, then
Connections = (n(n-1))/2