Block Exemption Regulation increases competitiveness of automotive industry. Role of open IT standards such as Block Exemption Regulation gains prominence in the white paper
Automotive Parts: The Industry's New Sweet SpotCognizant
For players in the automobile market, aftermarket parts and services is a valuable adjunct to car sales, but this sector is changing rapidly due to market conditions. We offer a schema based on willingness to pay for parts and for service to guide OEMs and other players in their spare parts and secondary market strategies.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Automotive Parts: The Industry's New Sweet SpotCognizant
For players in the automobile market, aftermarket parts and services is a valuable adjunct to car sales, but this sector is changing rapidly due to market conditions. We offer a schema based on willingness to pay for parts and for service to guide OEMs and other players in their spare parts and secondary market strategies.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Motorola Reinvents its Supplier Negotiation Process Using Emptoris and Saves ...Emptoris, Inc
Learn about a Fortune 500 company that reinvented its supplier negotiations and saved $600 million.
For more information, please visit:
Emptoris website: http://www.emptoris.com/
Emptoris blog: http://emptorisinc.blogspot.com/
YouTube channel : http://www.youtube.com/emptoris
Digitalizing the Automotive Customer Relationship – Changing Dynamics in Cus...Jong-Seo Thomas Kim
IBP Insight:
Digitalizing the Automotive Customer Relationship – Changing Dynamics in Customer Communication
Im Bord Display wird dem Fahrer des Wagens eine Nachricht angezeigt:
„Sehr geehrter Herr Müller, die Wettervorhersagen für die nächste Woche sagen Frost an. Wir empfehlen den Wechsel auf Winterreifen. Ihr Autohändler Schmidt bietet Ihnen das Reifenwechsel-Komplettpaket für 60 Euro inkl. Auto-Wintercheck an. Bestätigen Sie diese Nachricht mit „OK“, um direkt telefonisch mit dem Autohändler zur Terminvereinbarung verbunden zu werden.“
Das Beispiel zeigt: Die digitalisierte Welt und Big Data eröffnen den Automobilherstellern und ihren Händlern eine Vielzahl neuer Möglichkeiten, um in einem kontinuierlichen Dialog mit ihren Kunden zu treten. Datenquellen wie das Connected Car oder Webportale zur Verwaltung des eigenen Fahrzeugs ermöglichen es, dem Kunden zielgerichtete Angebote zu machen. Traditionell war das Kundenbeziehungsmanagement fest bei den Autohändlern verankert. Hersteller waren zwar unterstützend durch Kommunikationsvorlagen oder die Analyse von Kundendaten involviert, sie hatten allerdings wenig Transparenz hinsichtlich der konkreten Kundeninteraktion. Die Kommunikation war weitestgehend standardisiert und ausgelegt für eine große Masse an Kunden auf festgelegten Zeitpunkten.
Neue Datenquellen wie Connected Car, Webportalen oder Social Media werden weitestgehend zentral von den Herstellern verwaltet. Um deren volles Potenzial nutzen zu können, müssen sie mit den Kundendaten beim Händler verknüpft werden. Nur so ist eine gezielte und maßgeschneiderte Kontaktaufnahme möglich.
Dabei gilt es jedoch, Herausforderungen zu überwinden. Automobilhersteller und Händler müssen enger zusammenarbeiten, um die Kundeninformationen an zentraler Stelle zu sammeln, sie zu analysieren und so eine ganzheitliche Kundenkommunikation zu schaffen. Zudem müssen auch die Kunden einen klaren Mehrwert in der Kommunikation sehen, um ihr Einverständnis für die Nutzung und Verknüpfung ihrer persönlichen Daten zu einem 360-Grad-Kundenprofil zu geben.
Die Experten der Unternehmensberatung Iskander Business Partner besitzen jahrelange Expertise im Bereich Customer Relationship Management (CRM) und haben die Chancen und Risiken eines digitalen Kundenbeziehungsmanagements im Automobilbereich analysiert. Wie werden Hersteller und Händler in der Zukunft mit den Kunden in Kontakt treten? Welche Voraussetzungen müssen erfüllt werden? Und wie müssen Hersteller und Händler zusammenarbeiten?
I have shown a brief porters five force model taking from various research papers and from findings in which the credit all goes to them. I have just compiled and compressed it.
Influencing factors on Service Delivery
Impacts of Service Characteristics
The Role of Intermediaries
The Impact of Technology
Strength & Weaknesses of Delivery Models
Pricing the future automotive retail market: connectivityDaniel Bracke
Automotive consumers are fundamentally shifting their
view of the automobile from a product to a mobility solution
that delivers seamless connectivity and a consistent omnichannel
experience including excellent aftermarket services.
These trends will require automotive original equipment
manufacturers (OEMs) to shift their retail pricing from a
product to customer-centric approach. Developing multivehicle
branded mobility solutions with integrated telematics
to provide consumer-specific connectivity options and
predictive aftermarket services will become a market necessity
to maintain brand loyalty.
Infosys Insights: The state of the global automotive industry Infosys
'A car is just a couch on four wheels,' Geely chairman, Li Shufu, once famously said. While a tad oversimplified, this comment nevertheless highlights the fact that the car is becoming increasingly commoditized. Its value and importance are on a fast decline in some markets. Hence, original equipment manufacturers (OEMs) have to identify and explore new revenue streams that the global automotive industry so desperately needs.
Infosys Insights: Driving revenue through service innovationInfosys
“Servitization” (bundling of products with services) has become an imperative in today’s economy, especially in developed markets. Product companies that do not embrace this concept are bound to face stiff competition from low-cost manufacturers in emerging markets. Key among the risks they face is the prospect of being forced out of the market in the long term. Hence, the benefits of servitization are too compelling to ignore.
Infosys – Automobile Warranty Management System | ProcessInfosys
The Automobile Warranty Management System helps in building an agile platform for business users to develop, maintain, simulate and amend frequently changing business decisions
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Motorola Reinvents its Supplier Negotiation Process Using Emptoris and Saves ...Emptoris, Inc
Learn about a Fortune 500 company that reinvented its supplier negotiations and saved $600 million.
For more information, please visit:
Emptoris website: http://www.emptoris.com/
Emptoris blog: http://emptorisinc.blogspot.com/
YouTube channel : http://www.youtube.com/emptoris
Digitalizing the Automotive Customer Relationship – Changing Dynamics in Cus...Jong-Seo Thomas Kim
IBP Insight:
Digitalizing the Automotive Customer Relationship – Changing Dynamics in Customer Communication
Im Bord Display wird dem Fahrer des Wagens eine Nachricht angezeigt:
„Sehr geehrter Herr Müller, die Wettervorhersagen für die nächste Woche sagen Frost an. Wir empfehlen den Wechsel auf Winterreifen. Ihr Autohändler Schmidt bietet Ihnen das Reifenwechsel-Komplettpaket für 60 Euro inkl. Auto-Wintercheck an. Bestätigen Sie diese Nachricht mit „OK“, um direkt telefonisch mit dem Autohändler zur Terminvereinbarung verbunden zu werden.“
Das Beispiel zeigt: Die digitalisierte Welt und Big Data eröffnen den Automobilherstellern und ihren Händlern eine Vielzahl neuer Möglichkeiten, um in einem kontinuierlichen Dialog mit ihren Kunden zu treten. Datenquellen wie das Connected Car oder Webportale zur Verwaltung des eigenen Fahrzeugs ermöglichen es, dem Kunden zielgerichtete Angebote zu machen. Traditionell war das Kundenbeziehungsmanagement fest bei den Autohändlern verankert. Hersteller waren zwar unterstützend durch Kommunikationsvorlagen oder die Analyse von Kundendaten involviert, sie hatten allerdings wenig Transparenz hinsichtlich der konkreten Kundeninteraktion. Die Kommunikation war weitestgehend standardisiert und ausgelegt für eine große Masse an Kunden auf festgelegten Zeitpunkten.
Neue Datenquellen wie Connected Car, Webportalen oder Social Media werden weitestgehend zentral von den Herstellern verwaltet. Um deren volles Potenzial nutzen zu können, müssen sie mit den Kundendaten beim Händler verknüpft werden. Nur so ist eine gezielte und maßgeschneiderte Kontaktaufnahme möglich.
Dabei gilt es jedoch, Herausforderungen zu überwinden. Automobilhersteller und Händler müssen enger zusammenarbeiten, um die Kundeninformationen an zentraler Stelle zu sammeln, sie zu analysieren und so eine ganzheitliche Kundenkommunikation zu schaffen. Zudem müssen auch die Kunden einen klaren Mehrwert in der Kommunikation sehen, um ihr Einverständnis für die Nutzung und Verknüpfung ihrer persönlichen Daten zu einem 360-Grad-Kundenprofil zu geben.
Die Experten der Unternehmensberatung Iskander Business Partner besitzen jahrelange Expertise im Bereich Customer Relationship Management (CRM) und haben die Chancen und Risiken eines digitalen Kundenbeziehungsmanagements im Automobilbereich analysiert. Wie werden Hersteller und Händler in der Zukunft mit den Kunden in Kontakt treten? Welche Voraussetzungen müssen erfüllt werden? Und wie müssen Hersteller und Händler zusammenarbeiten?
I have shown a brief porters five force model taking from various research papers and from findings in which the credit all goes to them. I have just compiled and compressed it.
Influencing factors on Service Delivery
Impacts of Service Characteristics
The Role of Intermediaries
The Impact of Technology
Strength & Weaknesses of Delivery Models
Pricing the future automotive retail market: connectivityDaniel Bracke
Automotive consumers are fundamentally shifting their
view of the automobile from a product to a mobility solution
that delivers seamless connectivity and a consistent omnichannel
experience including excellent aftermarket services.
These trends will require automotive original equipment
manufacturers (OEMs) to shift their retail pricing from a
product to customer-centric approach. Developing multivehicle
branded mobility solutions with integrated telematics
to provide consumer-specific connectivity options and
predictive aftermarket services will become a market necessity
to maintain brand loyalty.
Infosys Insights: The state of the global automotive industry Infosys
'A car is just a couch on four wheels,' Geely chairman, Li Shufu, once famously said. While a tad oversimplified, this comment nevertheless highlights the fact that the car is becoming increasingly commoditized. Its value and importance are on a fast decline in some markets. Hence, original equipment manufacturers (OEMs) have to identify and explore new revenue streams that the global automotive industry so desperately needs.
Infosys Insights: Driving revenue through service innovationInfosys
“Servitization” (bundling of products with services) has become an imperative in today’s economy, especially in developed markets. Product companies that do not embrace this concept are bound to face stiff competition from low-cost manufacturers in emerging markets. Key among the risks they face is the prospect of being forced out of the market in the long term. Hence, the benefits of servitization are too compelling to ignore.
Infosys – Automobile Warranty Management System | ProcessInfosys
The Automobile Warranty Management System helps in building an agile platform for business users to develop, maintain, simulate and amend frequently changing business decisions
Entropy can only remain constant or increase over time – according to the second law of thermodynamics. Similarly, the laws of physics govern businesses too. This means when you try to reduce complexity within your own company, you will certainly end up increasing complexity for someone else if not for yourself. It is important to pay close attention to where complexity is going, particularly supply chain complexity.
Infosys Insights: Measuring complexity in a simple wayInfosys
Few businesses know how to measure complexity and, worse still, manage it. This white paper presents a clear and concise solution that can be easily implemented in any performance measurement system. It provides an accurate understanding of how companies can manage complexity on a continuous basis, as well as operate more efficiently without being prematurely hit by the law of diminishing returns.
Automotive retailing solutions and automotive retailing services help original equipment manufacturers and dealer service providers to improve business effectiveness and operational efficiency
Open source offers greater value than proprietary software because it empowers you to control your architecture, budget and IT strategy instead of ceding control to your vendor. This keynote presentation from WSO2Con London explains why and how.
Infosys' customer engagement software solution is a customer engagement platform that helps enterprises to improve customer engagements and build an eBusiness strategy
Infosys - Chemicals Industry Enterprise Mobility ApplicationsInfosys
The Chemical industry has positively been influenced by the advancements in mobile technology. Mobility enables organizations to stay connected in real time making them more productive.
An introduction to Rex - FLOSS UK DevOps York 2015Andy Beverley
An introduction to Rex automation and orchestration. Presentation given at FLOSS UK DevOps York 2015. Get a general overview of Rex and find out why I like to use it.
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.
Learning to Scale OpenStack: An Update from the Rackspace Public CloudJesse Keating
At the Portland and Hong Kong Summits, Rackspace invited the OpenStack community into the their experiences deploying OpenStack trunk to their their Public Cloud Infrastructure. In this presentation, Rackspace's Deployment System Team will provide an update on the latest challenges, triumphs, and lessons learned deploying and operating a production OpenStack public cloud during the Icehouse cycle. We’ll conclude by sharing the vision for our next steps in OpenStack deployments during the Juno cycle and beyond.
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
Enterprise Collaboration Solution Breaks Down Information SilosInfosys
Infosys implemented a document and records management platform for robust data governance and regulatory compliance at a global oil and gas company. The platform enabled employees to better manage, store, and archive electronic documents. The document management and collaboration ecosystem helped the company save more than US$500,000 annually.
Infosys - Enterprise Business Innovation & Evolution | Corporate DNAInfosys
Businesses bear much resemblance to living organisms from an evolutionary, biological perspective. Alas, all too often, innovation in companies is hampered by misaligned incentive systems or inadequate organizational design, which don’t encourage creative thinking. By taking a broader view of innovation and realizing that the key enabler at the end of the day is corporate culture, we also realize that any process, system or employee is only as good as the corporate culture allows. Changing and improving corporate culture is one of the hardest undertakings one can pursue. Read the whitepaper to explore more.
With these changing business dynamics, leading companies are forced to rethink their approach to the service business (after sales business). Service business can be roughly segmented into warranty and non-warranty services, by a proportion of about 1:20.
Supply chains are no longer just about moving material
from one point to another – they are now about
delivering a moving experience. This experience
determines brand perception and is becoming critical
to success in the market.
Selection from a report written for a Strategy and Competition course in which the assignment was to create a strategy recommendation for MAACO Franchising Inc.
What Is a Marketing Channel of DistributionYou see the results .docxphilipnelson29183
What Is a Marketing Channel of Distribution?
You see the results of distribution every day. You may have purchased Lay’s potato chips at a 7-Eleven convenience store, a book online through Amazon.com, and Levi’s jeans at a Kohl’s department store. Each of these items was brought to you by a marketing channel of distribution, or simply a marketing channel, which consists of individuals and firms involved in the process of making a product or service available for use or consumption by consumers or industrial users.
Marketing channels can be compared to a pipeline through which water flows from a source to a terminus. Marketing channels make possible the flow of products and services from a producer, through intermediaries, to a buyer. Intermediaries go by various names (see Figure 15–1) and perform various functions. Some intermediaries purchase items from the seller, store them, and resell them to buyers. For example, Celestial Seasonings produces specialty teas and sells them to food wholesalers. The wholesalers then sell these teas to supermarkets and grocery stores, which, in turn, sell them to consumers. Other intermediaries such as brokers and agents represent sellers but do not actually take title to products—their role is to bring a seller and buyer together. Century 21 real estate agents are examples of this type of intermediary.
Direct Channel
Channel A in Figure 15–4, represented by IBM’s large, mainframe computer business, is a direct channel. Firms using this channel maintain their own salesforce and perform all channel functions. This channel is employed when buyers are large and well defined, the sales effort requires extensive negotiations, and the products are of high unit value and require hands-on expertise in terms of installation or use. Not surprisingly, IBM’s Watson supercomputer, priced at $3 million, is sold and delivered directly to buyers.
Indirect Channel
Channels B, C, and D in Figure 15–4 are indirect channels with one or more intermediaries between the producer and the industrial user. In Channel B, an industrial distributor performs a variety of marketing channel functions, including selling, stocking, delivering a full product assortment, and financing. In many Page 412ways, industrial distributors are like wholesalers in consumer channels. Caterpillar uses industrial distributors to sell its construction and mining equipment in over 180 countries. In addition to selling, Caterpillar distributors stock 40,000 to 50,000 parts and service equipment using highly trained technicians.
Channel C introduces a second intermediary, an agent, who serves primarily as the independent selling arm of producers and represents a producer to industrial users. For example, Stake Fastener Company, a producer of industrial fasteners, has an agent call on industrial users rather than employing its own salesforce.
Channel D is the longest channel and includes both agents and industrial distributors. For instance, Harkman Electric.
Distribution channels marketing management pptGanesh Asokan
Distribution channels - their Nature and importance of channels, Channel behavior & organization, Channel design decisions and Channel Management decisions.
Presentation done by the management students of D.G Vaishnav school of management for marketing internals..
China overtook the United States as the world’s largest automotive market in 2009 and has retained the crown since then. China’s automotive aftermarket industry value reached USD 118 billion in 2015 and it is expected to grow at 12.7% CAGR to reach USD 214 billion by 2020. The average age of vehicles in China is expected to reach 5.0 years by 2018. As in developed countries, the Chinese automotive aftermarket will experience a boom once average vehicle age exceeds 5 years. This automotive industry guide takes a look at the realities and trends of the automotive aftersales market in China and sets out some of the opportunities and challenges that automotive companies, auto part makers and aftersales service providers will encounter when looking to secure high performance.
Email your questions and comments about this complimentary report to china.bc@ipsos.com
Partner Management studies have shown that to become a highly successful channel partner you need to focus on a few traits, which you need to adhere to.
Companies can benefit from providing self-service in many ways: increased customer satisfaction, reduced costs and better sales conversion rates. The question therefore is not whether to implement self-service but how to implement it effectively. Reviewing what other companies are doing is a first step in the right direction, but it is particularly important to keep in mind that one size does not indeed fit all.
Self-service involves far more than logging into a portal or using an app; self-service encompasses a complex architecture of various channels, multi-channel links and functions. Achieving excellence means mastering the interdependencies and optimizing the architecture and processes in the right place, at the right time and in the right way.
Digital identity of devices and its potential impact in the automotive afterm...Arindam Sen
The presentation is a part of my ongoing research on emerging technologies like IoT, Blockchain, RPA and AI and its potential application across different industries. This particular presentation showcases how Digital Identity of Devices maintained in a Blockchain network can transform the Automotive Aftermarket Industry and address global challenges like counterfeiting and increase customer retention and revenue for OEMs (automobile manufacturers).
Indonesia’s developing used car market is gradually becoming more structured due to the greater availability of flexible financing terms, standardized and authorized dealership channels and better transparency of information. Significant opportunities exist for Indonesia’s growing aftermarket landscape, with over 11 million PVs (~77% of total PV population) to be out of warranty by 2020, with an out of warranty population CAGR of 9.7% from 2015-2020. In our latest industry guide we explore the Implications for foreign and new market players seeking to capture Indonesia’s aftermarket opportunity.
Email your questions and comments about the contents to indonesia.bc@ipsos.com
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.
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
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 Healthcare and Life Sciences
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 - Banking and InsuranceInfosys
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 Banking and Insurance.
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).
Infosys' session on IoT World - Systems Integration in an IOT world: A practi...Infosys
The installed base of IOT products is growing exponentially along with its economic impact. Innovators are seeking a new generation of technology solutions that will help them create, operate and maintain smart connected products. It is a system of systems world that is complex, heterogeneous with a mix of incompatible, non-standard, multi-vendor, smart & not-so smart, connected and not-connected products that generate incredible amounts of data to be analyzed for insight and value. In this presentation, Jayraj Nair, AVP and Head of IoT, Infosys Engineering Services will share his experience’s building real world IOT solutions, innovative ways in which a system integrator can enable the integration between the physical and digital worlds and accelerate the adoption of Internet of Things.
Industry 4.0 - The State of the Nations - Executive SummaryInfosys
The first major study in the field of Industrial Manufacturing to shed light on asset efficiency as a major driver for competiveness and to identify company-specific readiness and maturity for Industry 4.0 enabled asset efficiency.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Monitoring Java Application Security with JDK Tools and JFR Events
Infosys – Block Exemption Regulation Automotive
1. Europe auto: Need for OEM-dealer
integration accelerated by changes in Block
Exemption Regulation
Anandh R, Dr. Jai Ganesh, Dr. Srinivas Padmanabhuni
Abstract
Changes to the Block Exemption Regulation (BER) are meant to increase
the competitiveness of the automobile retail industry in Europe. The key
elements of change are relating to allowing either selective or exclusive
distribution arrangements and multi branding, disengaging dealerships and
service, providing greater role for intermediaries and broader definition
of original spare parts. The changes bring in more competition among
Vehicle Manufacturers (VMs) and dealers. In order to take advantage of
the changes, VMs and dealers have to adopt new business processes and
technologies. Improved communication with dealers is a necessity for VMs
to enhance visibility into dealer operations. Better visibility into dealer
operations improves operational efficiency providing better customer
satisfaction. Needless to say, better customer satisfaction results in increasing
profitability and loyalty. Improved communication implies improving
quality and timeliness of communication. We suggest improving the quality
of communication first, before attempting to improve the timeliness of
communication. Integration of various systems between VM and dealers is a
key element for improving quality of communication. The paper highlights
the role of open IT standards like web services in providing the required
integration framework for VM and dealers.
Mar 2006
2. The relationship structure between dealers and OEM differs widely across globe.
Dealerships are important channels for VMs to sell their vehicles. Despite the growth of internet based B2C model of sales,
dealers form an important interface between customers on one hand and VMs on the other. Dealers are different and separate
business entities, yet they are often considered as “departments” for VM. The relationship structure of dealers with VM differs
widely across the globe.
In USA, dealerships are powerful organized bodies and exert considerable influence on VM’s retailing policy and decisions.
America has, in effect, a two party system with a powerful, organized dealer body that has significant influence on legislative
regulations and OEMs retailing decisions [3].
In Europe, VMs influence the dealers and exert high levels of control over them. This was, in a way, influenced by Block
Exemption Regulation (BER) in Europe. BER exempted the motor vehicle sector from common competition laws. This means
that VMs can:
• Limit the number of dealerships in a territory
• Restrict the dealerships from selling other brands
• Define the territory within which dealers sell their cars
• Impose restrictions that the dealers have to undertake after sales service and repairs
• Impose restrictions on dealers to whom they sell their vehicles including conditions such as they cannot sell it to other
re-sellers etc.
In Asia, specifically in India, China and Thailand, car buyers are mostly first time customers and they see dealership
salespersons as consultants and guides who can advise and guide them. Thus the relationship is primarily driven by the
influence that a dealer makes in the local market.
Changing European market:
The market conditions are changing in Europe. This is because of the changes in the BER which are partially in effect from
Oct 2003.
The key changes in BER that bring about increased competitiveness are:
• VMs have to choose either exclusive or selective distribution system. (In selective distribution network, dealers can sell
cars to any geography; can set up subsidiaries anywhere in EU, but no reseller / third-party sales are allowed. Whereas
in an exclusive system; dealer gets exclusive geographical territory and dealer can sell to any re-seller / third party.)
Studies suggest that most of the auto manufacturers are likely to choose selective distribution system [1].
• Multi brand dealerships are possible. Manufacturers cannot prevent dealers from selling more than one brands in the
same dealership. The only condition that VM can put forth is that they have different areas within the showroom for
different brands. Dealers have to decide if they want to switch brands or add brands to their portfolio.
• There can be independent repair shops that are brand neutral. VM cannot impose their dealers to have repair shops.
• VMs must provide access to all technical information, tools, equipments, training etc to these independent repairers.
This means that customers have a choice of place where they can repair their vehicle. VMs cannot force authorized
repairers to purchase spare parts only from them. They cannot also restrict the repairers from using spare parts from
vendors that match the quality standard of their (VMs) original spare parts.
• A greater role is given to intermediaries to enable more competition and free movement of vehicles across borders.
The former rule that prevented intermediaries from purchasing more than 10% of the dealer’s total sales volume is
removed.
As a result, VMs fear losing control over dealerships. Some of the factors leading to the fear are:
• VMs have to face the heat of competition when dealers go in for multi brand dealerships and set up subsidiaries in
other geographies.
• The entry of independent repairers will take away revenues from after sales service which is traditionally a major
source of revenue for dealers. As per PricewaterhouseCooper’s estimate, the gross margin for dealers in service labor is
around 60% and 40% in spare parts [2]. VMs may take a hit in spare parts revenue as there can be matching quality
spare parts from copy manufacturers and other tier-1 manufacturers, who can come up with equivalent quality but far
cheaper spare parts.
2 | Infosys – White Paper
3. • Some VMs may face a short-term jerk in revenues from sale of cars as prices tend to converge. This would be the
result of increasing cross border trades. VMs should decide on whom (dealers) to take on-board their network and
accordingly design the selection criteria. The selection criteria cannot be very tough and at the same time, should filter
out inefficient dealerships.
• VMs have to scale up their distribution network to provide technical information, tools, equipments etc to these
independent repairers.
Small dealership fear take over by large dealers. For example, RegVardy has aggressive plans to grow to more than 100+
dealerships through acquisitions in the near future. The strategy is to provide competitive prices to customers through
advantages of scale. Other dealerships like Inchcape, Pendragon also plan to follow similar path. So, how to tackle this
situation?
Improving communication between VM and dealers is paramount in taking advantage of the new market scenario in Europe.
Improving communication has two aspects- 1) Improving quality 2) Improving timeliness.
Improving quality would result in reducing errors and inconsistencies. For example, there is a chance of error because of
duplicating entries at various places, e.g. manual typing of VIN number at the point of dispatch and at the point of receipt
in dealerships. Similarly there are possibilities of errors on account of offline or asynchronous communication. For example,
consider a scenario in which a dealership uses ftp to upload order data and the VM ‘scans’ the order data at periodic intervals.
In this scenario, there is a chance of missing orders or considering orders more than once and so on.
Improving timeliness would result in near-real time communication that is essential for business. For example, a dealership
might want to check the availability of spare parts with its regional distributor. Customer satisfaction can be high if this could
be done instantly instead of asking the customer to come next day. Another instance would be accommodating changes to
configuration even at later stage of order processing. This has become a competitive necessity as some VMs are already doing
this. Moreover, one cannot expect customers to suggest changes well in advance. The primary drivers, for next generation
VM-dealer IT integration, are:
1. Presence of legacy systems
2. Scalability of existing systems
3. Maintainability of current systems
4. Enable smaller dealers to be part of the network
5. Need for near real-time information exchange
But there are technical challenges to enhance communication between VMs and dealers as traditionally the Information
Technology systems that are available with VMs are legacy systems and are built with limited functional scalability. Among
dealers, the situation is worse, with many small dealers still using homegrown software or no software for managing their
dealerships. In case of large dealerships different outlets use different dealer management systems. It is imperative that
business systems of VMs and dealers be integrated in order to have robust and real-time communication. At the same time,
VMs and dealers do not want to replace their existing systems for newer technology systems, as this would mean huge
investments for them.
As a first step, it is important to focus on quality of communication because with islands of disparate systems with VMs and
dealers, it would be sub-optimal to achieve real time communication. So, seamless integration of different systems between
VMs and dealers is the first step towards improving quality of communication. Reducing batch processing is a key element in
increasing timeliness of communication. This paper focuses on the improving quality of communication and how IT could
help in achieving the same.
In order to improve quality of communication, it is not necessary to revamp all the current systems that support the business
processes of VMs and dealers. Some of the important aspects to bear in mind when doing this are:
• Retainability- retaining current systems as far as possible
• Scalability- it should not be difficult to include new dealers
• Flexibility- should support different types of data requirements from different dealers’ systems / VMs
• Lock-in avoidance- VMs should not be dependant on one or two Dealer Management Systems (DMS). VMs should be
able to handle data from different DMS systems that dealer might have.
Infosys – White Paper | 3
4. Apart from the above other parameters like enabling cross brand integration and ease of maintenance, security etc. are also
important.
Technology like Web services can help in integrating different systems of VMs and dealers. Web services are self-contained
business applications that operate over the Internet. Web services can be seen as a way to design seamless and flexible
interaction across applications within and across firm boundaries. Web services can be published, located and invoked by
other applications over the Internet. They are based on strict standard specifications to work together and with other similar
kinds of applications. This adherence to strict standards enables applications in one business to inter-operate easily with other
businesses. In addition, it allows interaction between applications that are across disparate platforms and those running on
legacy systems. Therefore, Web services offer a company the capability of conducting business electronically with potential
business partners in multiple ways at reasonable cost.
The main standards are:
• XML Schema for language independent data types,
• Simple Object Access Protocol (SOAP) for vendor-neutral XML based messaging
• Web services Description Language (WSDL) for implementation independent XML based description of a business
function implementation, and
• Universal Description, Discovery and Integration (UDDI) for publishing and discovering business functions.
Technically, Web services involve leveraging at least one of the standards such as SOAP, WSDL or UDDI. The W3C Web
services Architecture working group [38] came up with the generic architecture for Web services shown in Figure 1. The
architecture stack defines the roles and responsibilities of different architectural components required for implementing Web
services and the possible standards for implementing the different software components required for these roles.
Source: W3C Web services Architecture Working Group
Web services allow the development of loosely coupled solutions. The independent computing resources expose an interface,
which can be accessed over the network. For example, a firm may expose a particular application as a service, which would
allow the firm’s partners to access the particular service. This is made possible by standards which define how Web services
are described, discovered, and invoked. Another key factor in favor of Web services is the universal availability of Web
services adapters from different IT vendors. Today Web services are supported by key platform vendors such as Microsoft,
IBM, Sun etc. SOAP based adaptors are available for a wide range of technologies including Mainframes, C++ applications,
VN applications to .NET and J2EE applications.
4 | Infosys – White Paper
5. Proposed Architecture
We first describe a typical DMS to OEM interaction scenario and describe the proposed architecture to address this scenario.
Post BER let us assume that Dealer A wants to deal with multiple OEMs. This would involve the dealer’s systems interacting
with the systems of multiple OEM systems. The key requirements of the IT architecture supporting a post BER scenario for a
dealer are:
• Ability to integrate smoothly with other multiple OEMs
• Ability to make quick modifications to DMSs to facilitate faster integration
• Ability to reuse most existing IT implementations
Given the disparate nature of the scenario and the number of stakeholders involved (e.g. dealer and multiple OEMs), a Web
services based service-oriented architecture would be the ideal solution to the problem. Due to the loosely coupled-nature
of Web services, the dealers need not have hardwired connections with OEM systems. This would not only address the
current needs of the dealer, but would also address the future needs when the dealer may be needed to make fast business
connections with new OEMs without going through the conventional pattern of making large scale changes to the system.
Web services would enable the dealers to isolate the business logic from integration in the case of DMSs. Most conventional
integration solutions embed part of the business logic in the integration layer thereby requiring considerable efforts in making
modifications. Web services address the key requirements of the scenario listed above. Based on open standards like XML and
SOAP, they define a means by which the systems of the dealers and their partners can be published, discovered and invoked.
A Web services based Service Oriented Architecture with multiple tiers for the dealer’s system is shown in Figure 2.
SOAP Participating
message OEM systems
Participating
Dealer Systems SOAP
message
Web
services
access
Gateway
Web Open sta n d ards
services based SOAP
adapter adapters
Figure 2: Multi-tiered Solution Architecture using Web Services
The architecture comprises of two main components; the Web service gateway (located at the end of the OEM) and a Web
services adapter (located at the end of the dealer). The OEM applications providing business functions take part as services
via endpoints communicating with these layers. The service gateway is the entry point to any business functionality within
the OEM. Hence, the key functions related to security, and customer identification are performed at this layer. The Web
services gateway performs the following key functionalities:
(1) Security Credentials Verification: The gateway accepts standard credentials from the service requestor (DMSs). If the
dealer wants to access a particular Web service on offer (say Order Management) the request is passed on as a SOAP message
across the service gateway. The validity of the request is checked based on the privileges and validated for the login name
and password. This is the first level check performed by the service gateway layer by deciphering the header of any incoming
SOAP message.
Infosys – White Paper | 5
6. (2) Prevention from Malicious/Repeated Attacks: Due to the ease of availability of crucial functionalities as services, there is
an increased possibility of repeated or malicious invocations of these services. The service gateway performs the function of
SOAP content inspection enabling it to detect repeated attacks or malicious content sent as part of SOAP requests.
(3) Protocol Translation: Though in majority of the cases the external protocol for carrying out the SOAP messages is the
HTTP protocol, it is not the preferred means for providing reliability and guaranteed delivery. To enable this the service
gateway provides the facility to convert external SOAP requests over HTTP to internal SOAP requests over alternative
protocols like JMS or MQ series that provide the required additional reliability. On the return path, the service response is
converted back to the original HTTP protocol.
(4) Scalability and Callback: The service gateway also provides the required functionalities to provide scalability for Web
services. For the purpose, load balancing and fail over mechanisms are provided by usage of the reverse proxy architecture
at this layer. This enables the functionality of a single point access gateway for all the services. The component will also be
required to provide a callback service for invocation of any specific service for an external consumer.
(5) SOAP Adapters: These are the adapters which provide the required connections to the proprietary OEM applications.
Workings of the proposed architecture
Consider a scenario, where a dealer wants to place an order for X units of cars with OEM 1. When a customer dealer makes
the order for the item, the transaction would affect the DMS processes such as CRM, accounting as well as promotions (if
there are any promotions on offer). The Web services client at the end of the dealer provides the interoperability layer.
Step-1:
The dealer sends a request to the Web services access gateway.
Step-2:
The request is verified at the service gateway and is transmitted to the appropriate participating OEM systems
Step-3:
The participating OEM system sends back the response (availability/non-availability of X units of cars) to the Web services
access gateway layer.
Step-4:
The Web services access gateway layer sending this response to the respective participating DMS. In the above scenario, the
Web services access gateway layer acts as a key intermediary, redirecting the queries from various applications/service to and
from the DMS and OEM systems. On implementing the Web services based SOA, the dealer acts as the service consumer
using services offered by the OEM systems, which are self-contained, self-describing and modular.
Conclusion
Managing for competitive advantage in the post-BER environment means that managers involved with ICT investment
decisions must pay attention as to how they shall manage the dealer system interactions with OEM systems. Hence dealers
and OEMs must be prepared to manage this scenario. This is imperative to maximize customer retention and remain
competitive in the future. Web services based SOA shows promise in enabling integration among multiple DMS and OEM
systems at reduced cost by leveraging existing investment in legacy systems and thereby increased efficiency for these
enterprises. On the other hand, it also increases flexibility by offering the possibility of creating flexible new business
processes from existing infrastructure. To that end, we have outlined a reference architecture which leverages Web services
and handles all the functionalities as desired for the DMS and OEM systems integration. This architecture enables a true
flexible integration between the internal systems of the dealer with those of the OEM systems. Further, this enables existing
legacy applications of the OEMs to take part in the overall business architecture. Also dealers can take part in two-way
real-time communication with VMs, leading to more real-time and demand driven information exchange between VMs and
dealers.
6 | Infosys – White Paper
7. Integration solutions from EAI vendors involve large initial investments. Moreover the EAI products are not very flexible, do
not fully support incremental investments and are of proprietary nature. Moreover it is not easy to work around with EAI
systems while integrating with IT systems of different partners with heterogeneous systems. All the above problems need to
be addressed while implementing a Web services based solution. This is because the solution should be able to interact with
various systems, should be flexible, should support incremental investments and should be able to interact with the systems
of the dealers’ partners. Web services address most the problems mentioned above. Web services would allow the dealer and
OEMs to protect existing IT investments and make incremental investments over the existing systems.
References:
1. Mercer, Glenn A., A new way to sell cars, McKinsey Quarterly, pp. 132, 2003
2. New car pricing across Europe, PriceWaterhouseCoopers, February, 2004
3. Thilo Koslowski, Michael Dornan, As EU rules shift, Automakers need focus on customers, not control,
Gartner G2 research, March 2004