SEE the Cloud: Jeroen Boks - De drie grootste uitdagingen van cloudadoptieTOPdesk
Clouddiensten bieden nieuwe kansen en adoptie van de cloud gaat dan ook steeds sneller. Bij deze transitie komen drie grote uitdagingen kijken. Regie, integratie en vertrouwen zijn onderwerpen die keer op keer terugkomen in gesprekken met onze klanten. Hoe gaat u hiermee om, zodat uw klanten optimaal profiteren?
Seminar Smart Industry: Smart enough to have a predicatable TCO?Croonwolter&dros
Smart Industry legt de nadruk op het inzetten van de nieuwste technologische ontwikkelingen zodat u uw productieprocessen optimaal kunt ontwerpen en benutten.
Regelmatig blijkt aan het einde van de technische ‘life cycle’ van een installatie, dat goedkoop duurkoop is geweest. Het loont dus om reeds in de ontwerpfase naar de minimale TCO te streven.
Het inzichtelijk maken van de life cycle kosten van een proces- of productie installatie biedt, met hulp van de nieuwste technieken, zeker ruimte voor verbetering. Zowel bij de bouw van de installatie, maar tevens tijdens de gebruiksperiode.
Voorspellend onderhoud bij woningcorporaties. Waar staat de sector en welke kansen liggen er in het verschiet. Praktische tips om snel te beginnen en adviezen om op lange termijn succesvol te zijn.
SEE the Cloud: Jeroen Boks - De drie grootste uitdagingen van cloudadoptieTOPdesk
Clouddiensten bieden nieuwe kansen en adoptie van de cloud gaat dan ook steeds sneller. Bij deze transitie komen drie grote uitdagingen kijken. Regie, integratie en vertrouwen zijn onderwerpen die keer op keer terugkomen in gesprekken met onze klanten. Hoe gaat u hiermee om, zodat uw klanten optimaal profiteren?
Seminar Smart Industry: Smart enough to have a predicatable TCO?Croonwolter&dros
Smart Industry legt de nadruk op het inzetten van de nieuwste technologische ontwikkelingen zodat u uw productieprocessen optimaal kunt ontwerpen en benutten.
Regelmatig blijkt aan het einde van de technische ‘life cycle’ van een installatie, dat goedkoop duurkoop is geweest. Het loont dus om reeds in de ontwerpfase naar de minimale TCO te streven.
Het inzichtelijk maken van de life cycle kosten van een proces- of productie installatie biedt, met hulp van de nieuwste technieken, zeker ruimte voor verbetering. Zowel bij de bouw van de installatie, maar tevens tijdens de gebruiksperiode.
Voorspellend onderhoud bij woningcorporaties. Waar staat de sector en welke kansen liggen er in het verschiet. Praktische tips om snel te beginnen en adviezen om op lange termijn succesvol te zijn.
Michael Dell founded Dell Computer Corporation in 1984 with a direct sales model that focused on selling computers directly to customers rather than through dealers. Dell believed the customer, not the dealer, should be the priority. The direct sales model helped Dell lower costs and better understand customer needs. Within a few decades, Dell became the largest PC vendor in the world due to its focus on direct customer relationships and building computers customized to each customer's specifications.
Dell's business model involves selling computers directly to customers by building computers based on customer orders rather than maintaining large inventories. This allows Dell to minimize costs and bring new products to market quickly. Dell's direct sales and build-to-order model has proven more successful than traditional manufacturers' strategies and enabled Dell to increase its market share and profitability. The document outlines Dell's business model and compares it to traditional manufacturers, and notes how Dell's customer-focused model gave it an advantage in the PC industry.
Dell pioneered a direct sales model that eliminated retail partners and focused on building PCs to order. This allowed Dell to cut costs, reduce inventory, and increase speed of fulfillment. Dell also segmented customers and focused on more profitable segments like large business customers. Dell was an early adopter of the internet, using the web to further increase efficiency and build relationships with suppliers and customers.
Dell Computer Corporation exemplifies the principles of a Zero Time organization through its extraordinary growth and success. Dell eliminated middlemen through its build-to-order strategy where customers order PCs directly from Dell. This strategy allowed Dell to understand customer needs directly and adapt quickly to changes. Dell also practiced just-in-time manufacturing with minimal inventory. Coordination and constant change are core management principles at Dell to prevent suboptimization and respond rapidly to a changing environment.
Dell was founded in 1984 on a direct business model that sells computer systems directly to customers. This eliminates retailers and allows Dell to build each system to order based on customer specifications. Dell also introduces new technology faster than competitors. Dell grew rapidly in the 1980s-1990s and became the largest PC seller. It introduced online sales in 1996. Dell's configure-to-order and just-in-time manufacturing approaches minimize inventory costs. Dell gains benefits like cash flow, reduced costs, strong customer relationships, and demand forecasting from its direct model. It drives innovation through customer feedback.
Dell is a multinational computer technology company headquartered in Round Rock, Texas. It was founded in 1984 by Michael Dell from his dorm room at the University of Texas at Austin. Dell started by selling IBM PC-compatible computers built from stock components directly to customers. The company has since grown into one of the largest technology corporations in the world with over $100 billion in annual revenue. Dell's organizational structure is headed by Michael Dell and includes executive leadership, board of directors, and principles of corporate governance. The company manufactures a variety of computer systems and electronics, including desktops, laptops, servers, storage, and gaming products through its Alienware subsidiary. Dell's culture emphasizes direct relationships, meritocracy,
Dell Inc. develops, sells and supports computers and related products and services. It was founded in 1984 in Austin, Texas by Michael Dell and currently has over 96,000 employees and annual revenue of $52.9 billion. Dell started as PC's Limited and produced its first computer, the Turbo PC, in 1985. It expanded globally and was included in the Fortune 500 list in 1992, making Michael Dell the youngest CEO of a Fortune 500 company. Dell sells computers via its website and expanded its product line to include other electronics. It uses various marketing strategies like lowering prices and accepting online purchases. Dell produces business and consumer computers and peripherals like printers and televisions. Major competitors include HP, Lenovo, IBM,
Dell produces and markets PCs and technology products for consumers, education, enterprise and government. Founded in 1984 by Michael Dell in Round Rock, Texas, Dell developed a built-to-order model allowing PC customization. Dell has expanded globally over the years but now faces threats from tablets/smartphones and cloud computing reducing PC needs, as well as price wars and losing market share to competitors like HP, Lenovo, and Apple. Dell currently focuses on business customers and customized products.
This document provides a strategic review and analysis of Dell Inc. and the personal computer industry. It includes an environmental analysis using PESTEL, Porter's Five Forces, industry life cycle, and strategic group analysis. It also analyzes Dell's resources and competencies through a value chain analysis, VRIO framework, and SWOT analysis. Three strategic recommendations are proposed: 1) Develop pricing strategies to increase sales in emerging markets, 2) Focus on developing Dell tablets, 3) Expand into cloud computing services. Ansoff's matrix and TOWS analysis are used to evaluate the strategies, with a recommendation that Dell further develop their tablet offerings to leverage existing capabilities and target a growing market.
Dell Strategic Management Final Paper Sophie Yanez
The document provides a case study on Dell Inc.'s strategic management. It begins with an introduction to Dell's history and current position. It then analyzes Dell's mission, vision, strategies and objectives. Recommendations are provided for revising the mission and vision statements. External and internal assessments are conducted including Porter's Five Forces model, competitive profiles of HP and Lenovo, and an internal factor evaluation. The case study aims to provide strategic recommendations to help Dell improve its position and performance.
DELL utilizes a build-to-order supply chain strategy where customer orders trigger product assembly. This approach keeps inventory costs low and allows for fast responses to demand changes. DELL also sells directly to customers rather than through retailers. This direct sales model creates efficiencies and strong customer relationships. DELL carefully manages demand across strategic, tactical, and operational levels. Accurate demand forecasting is crucial to DELL's supply chain success. Integration with suppliers also provides benefits while allowing partners to focus on their specializations.
Michael Dell started Dell Computer in 1984 out of his dorm room at the University of Texas with $1000. Dell pioneered a direct sales model where it built computers to customer specifications and shipped directly to consumers without retailers. This allowed Dell to eliminate inventory costs and quickly introduce new technologies. By 2001, Dell became the largest PC maker in the world, but has faced challenges recently from the decline in PC sales as tablets and smartphones increased in popularity. In response, Dell went private in a $24 billion deal in 2013 to restructure away from its reliance on PCs.
Dell's core strategy elements included build-to-order manufacturing, mass customization, just-in-time inventory, direct sales, customer service and information sharing with suppliers and customers. Dell formed partnerships with suppliers to gain access to components on an as-needed basis and shared production schedules to facilitate just-in-time delivery. Dell also directly shared extensive information with customers through customized websites to provide customer service and gain insights into customer needs. This virtual integration and information sharing approach allowed Dell to minimize inventory and quickly fulfill custom orders.
Dell's mission is to be the most successful computer company in delivering the best customer experience. Its vision is to understand customer and technology needs. Dell uses a direct sales model and just-in-time manufacturing to offer customizable computers at low prices. It focuses on consumer, business, government, and enterprise segments. Dell engages in social media, advertising, and community initiatives for branding and promotion.
This document provides information about Group IV and Dell Inc. It discusses Dell's history, mission statement, future plans, SWOT analysis, products, competitors, international markets, planning/strategic factors, organizational design, delegation of authority, diversity/inclusion, and cultures/values. The key points are that Dell was founded by Michael Dell in 1984 and has become a large multinational technology company, with strengths in its supply chain and brand but weaknesses in potential product recalls. It has diversified its product line and expanded globally.
Technologie ontwricht de traditionele bedrijfsmodellen in vele sectoren. Welke nieuwe technologieën en manieren van werken zullen hun weg vinden naar onze bedrijven?
Tijdens deze presentatie door Walter Van Hecke – zaakvoerder van techne – ontdek je 7 tech trends die jouw jaar kunnen maken of kraken. Want zeker vandaag, nu COVID al meer dan een jaar een zware impact heeft op onze bedrijven, is het belangrijk om opportuniteiten te herkennen én benutten.
Ontdek de kostbare inzichten en praktische tips die je meteen kan inzetten om innovatief te blijven en een voorsprong te behouden op je concurrenten.
7 tech trends die dit jaar opduiken in de non-profitsector (2021)Techne IT Solutions
Technologie ontwricht de traditionele bedrijfsmodellen in vele sectoren. Ook Covid heeft een grote impact. Welke nieuwe technologieën en manieren van werken vinden hun weg naar de non-profitsector?
Walter Van Hecke heeft het over data inzichtelijk maken, Microsoft Teams, nieuwe fund raising technologieën, video en multimedia storytelling, de 'move to the cloud', data beveliging en virtual insanity.
Herbekijk hier de presentatie, de webinar recording kan je herbekijken op https://techne.be/events/7-Tech-Trends-nonprofit
Nationaal Benchmark en Trendonderzoek Klantinteractie Martine Ferment 2017Cris Donze
Hoe staat het met klantinteractie in 2017? Tijdens het KSF jaarcongres op 16 november 2017 presenteert Martine Ferment, voorzitter van de Stichting KlantInteractie Research Centrum (KIRC), de resultaten van het Nationaal Benchmark en Trendonderzoek Klantinteractie 2017.
Presentatie Digital Marketing Live- Emerce
Tanja Sanders & Beeckestijn Business School
De AI Revolutie: 3 Succescases in Leadgeneratie, Programmatic & CX
Functioneel beheer als katalysator - SEE 2016TOPdesk
Een livegang van een nieuwe applicatie is voor het projectteam altijd een feestje. Maar of het een succes wordt, wordt voornamelijk bepaald ná de implementatie. Zeker na livegang heeft de functioneel beheerder hierin een belangrijke taak. Maar hoe vult u die rol goed in?
Michael Dell founded Dell Computer Corporation in 1984 with a direct sales model that focused on selling computers directly to customers rather than through dealers. Dell believed the customer, not the dealer, should be the priority. The direct sales model helped Dell lower costs and better understand customer needs. Within a few decades, Dell became the largest PC vendor in the world due to its focus on direct customer relationships and building computers customized to each customer's specifications.
Dell's business model involves selling computers directly to customers by building computers based on customer orders rather than maintaining large inventories. This allows Dell to minimize costs and bring new products to market quickly. Dell's direct sales and build-to-order model has proven more successful than traditional manufacturers' strategies and enabled Dell to increase its market share and profitability. The document outlines Dell's business model and compares it to traditional manufacturers, and notes how Dell's customer-focused model gave it an advantage in the PC industry.
Dell pioneered a direct sales model that eliminated retail partners and focused on building PCs to order. This allowed Dell to cut costs, reduce inventory, and increase speed of fulfillment. Dell also segmented customers and focused on more profitable segments like large business customers. Dell was an early adopter of the internet, using the web to further increase efficiency and build relationships with suppliers and customers.
Dell Computer Corporation exemplifies the principles of a Zero Time organization through its extraordinary growth and success. Dell eliminated middlemen through its build-to-order strategy where customers order PCs directly from Dell. This strategy allowed Dell to understand customer needs directly and adapt quickly to changes. Dell also practiced just-in-time manufacturing with minimal inventory. Coordination and constant change are core management principles at Dell to prevent suboptimization and respond rapidly to a changing environment.
Dell was founded in 1984 on a direct business model that sells computer systems directly to customers. This eliminates retailers and allows Dell to build each system to order based on customer specifications. Dell also introduces new technology faster than competitors. Dell grew rapidly in the 1980s-1990s and became the largest PC seller. It introduced online sales in 1996. Dell's configure-to-order and just-in-time manufacturing approaches minimize inventory costs. Dell gains benefits like cash flow, reduced costs, strong customer relationships, and demand forecasting from its direct model. It drives innovation through customer feedback.
Dell is a multinational computer technology company headquartered in Round Rock, Texas. It was founded in 1984 by Michael Dell from his dorm room at the University of Texas at Austin. Dell started by selling IBM PC-compatible computers built from stock components directly to customers. The company has since grown into one of the largest technology corporations in the world with over $100 billion in annual revenue. Dell's organizational structure is headed by Michael Dell and includes executive leadership, board of directors, and principles of corporate governance. The company manufactures a variety of computer systems and electronics, including desktops, laptops, servers, storage, and gaming products through its Alienware subsidiary. Dell's culture emphasizes direct relationships, meritocracy,
Dell Inc. develops, sells and supports computers and related products and services. It was founded in 1984 in Austin, Texas by Michael Dell and currently has over 96,000 employees and annual revenue of $52.9 billion. Dell started as PC's Limited and produced its first computer, the Turbo PC, in 1985. It expanded globally and was included in the Fortune 500 list in 1992, making Michael Dell the youngest CEO of a Fortune 500 company. Dell sells computers via its website and expanded its product line to include other electronics. It uses various marketing strategies like lowering prices and accepting online purchases. Dell produces business and consumer computers and peripherals like printers and televisions. Major competitors include HP, Lenovo, IBM,
Dell produces and markets PCs and technology products for consumers, education, enterprise and government. Founded in 1984 by Michael Dell in Round Rock, Texas, Dell developed a built-to-order model allowing PC customization. Dell has expanded globally over the years but now faces threats from tablets/smartphones and cloud computing reducing PC needs, as well as price wars and losing market share to competitors like HP, Lenovo, and Apple. Dell currently focuses on business customers and customized products.
This document provides a strategic review and analysis of Dell Inc. and the personal computer industry. It includes an environmental analysis using PESTEL, Porter's Five Forces, industry life cycle, and strategic group analysis. It also analyzes Dell's resources and competencies through a value chain analysis, VRIO framework, and SWOT analysis. Three strategic recommendations are proposed: 1) Develop pricing strategies to increase sales in emerging markets, 2) Focus on developing Dell tablets, 3) Expand into cloud computing services. Ansoff's matrix and TOWS analysis are used to evaluate the strategies, with a recommendation that Dell further develop their tablet offerings to leverage existing capabilities and target a growing market.
Dell Strategic Management Final Paper Sophie Yanez
The document provides a case study on Dell Inc.'s strategic management. It begins with an introduction to Dell's history and current position. It then analyzes Dell's mission, vision, strategies and objectives. Recommendations are provided for revising the mission and vision statements. External and internal assessments are conducted including Porter's Five Forces model, competitive profiles of HP and Lenovo, and an internal factor evaluation. The case study aims to provide strategic recommendations to help Dell improve its position and performance.
DELL utilizes a build-to-order supply chain strategy where customer orders trigger product assembly. This approach keeps inventory costs low and allows for fast responses to demand changes. DELL also sells directly to customers rather than through retailers. This direct sales model creates efficiencies and strong customer relationships. DELL carefully manages demand across strategic, tactical, and operational levels. Accurate demand forecasting is crucial to DELL's supply chain success. Integration with suppliers also provides benefits while allowing partners to focus on their specializations.
Michael Dell started Dell Computer in 1984 out of his dorm room at the University of Texas with $1000. Dell pioneered a direct sales model where it built computers to customer specifications and shipped directly to consumers without retailers. This allowed Dell to eliminate inventory costs and quickly introduce new technologies. By 2001, Dell became the largest PC maker in the world, but has faced challenges recently from the decline in PC sales as tablets and smartphones increased in popularity. In response, Dell went private in a $24 billion deal in 2013 to restructure away from its reliance on PCs.
Dell's core strategy elements included build-to-order manufacturing, mass customization, just-in-time inventory, direct sales, customer service and information sharing with suppliers and customers. Dell formed partnerships with suppliers to gain access to components on an as-needed basis and shared production schedules to facilitate just-in-time delivery. Dell also directly shared extensive information with customers through customized websites to provide customer service and gain insights into customer needs. This virtual integration and information sharing approach allowed Dell to minimize inventory and quickly fulfill custom orders.
Dell's mission is to be the most successful computer company in delivering the best customer experience. Its vision is to understand customer and technology needs. Dell uses a direct sales model and just-in-time manufacturing to offer customizable computers at low prices. It focuses on consumer, business, government, and enterprise segments. Dell engages in social media, advertising, and community initiatives for branding and promotion.
This document provides information about Group IV and Dell Inc. It discusses Dell's history, mission statement, future plans, SWOT analysis, products, competitors, international markets, planning/strategic factors, organizational design, delegation of authority, diversity/inclusion, and cultures/values. The key points are that Dell was founded by Michael Dell in 1984 and has become a large multinational technology company, with strengths in its supply chain and brand but weaknesses in potential product recalls. It has diversified its product line and expanded globally.
Technologie ontwricht de traditionele bedrijfsmodellen in vele sectoren. Welke nieuwe technologieën en manieren van werken zullen hun weg vinden naar onze bedrijven?
Tijdens deze presentatie door Walter Van Hecke – zaakvoerder van techne – ontdek je 7 tech trends die jouw jaar kunnen maken of kraken. Want zeker vandaag, nu COVID al meer dan een jaar een zware impact heeft op onze bedrijven, is het belangrijk om opportuniteiten te herkennen én benutten.
Ontdek de kostbare inzichten en praktische tips die je meteen kan inzetten om innovatief te blijven en een voorsprong te behouden op je concurrenten.
7 tech trends die dit jaar opduiken in de non-profitsector (2021)Techne IT Solutions
Technologie ontwricht de traditionele bedrijfsmodellen in vele sectoren. Ook Covid heeft een grote impact. Welke nieuwe technologieën en manieren van werken vinden hun weg naar de non-profitsector?
Walter Van Hecke heeft het over data inzichtelijk maken, Microsoft Teams, nieuwe fund raising technologieën, video en multimedia storytelling, de 'move to the cloud', data beveliging en virtual insanity.
Herbekijk hier de presentatie, de webinar recording kan je herbekijken op https://techne.be/events/7-Tech-Trends-nonprofit
Nationaal Benchmark en Trendonderzoek Klantinteractie Martine Ferment 2017Cris Donze
Hoe staat het met klantinteractie in 2017? Tijdens het KSF jaarcongres op 16 november 2017 presenteert Martine Ferment, voorzitter van de Stichting KlantInteractie Research Centrum (KIRC), de resultaten van het Nationaal Benchmark en Trendonderzoek Klantinteractie 2017.
Presentatie Digital Marketing Live- Emerce
Tanja Sanders & Beeckestijn Business School
De AI Revolutie: 3 Succescases in Leadgeneratie, Programmatic & CX
Functioneel beheer als katalysator - SEE 2016TOPdesk
Een livegang van een nieuwe applicatie is voor het projectteam altijd een feestje. Maar of het een succes wordt, wordt voornamelijk bepaald ná de implementatie. Zeker na livegang heeft de functioneel beheerder hierin een belangrijke taak. Maar hoe vult u die rol goed in?
De Nationale DenkTank 2014 onderzocht de kansen, mogelijkheden en bedreigingen van big data. Op InfraTrends presenteren ze de belangrijkste resulaten die vervolgens hebben geleid tot concrete oplossingen met grote maatschappelijke impact. Zo verzamelt de applicatie 'Op weg met Data' gegevens van alle auto’s, waardoor infrastructuurbeheerders kunnen achterhalen wat de kwaliteit van de weg is, waar het glad is en waar files staan. Leer van ex-Denktankers Janne Verstappen en Rik Plender hoe data slim kan worden ingezet binnen een organisatie en hoe je om gaat met de bottlenecks.
Gelukkige werknemers zijn de drijvende kracht achter succesvolle organisaties. De sleutel hiervoor? Een geïntegreerd HR- en Well-beingbeleid waar de werknemer centraal staat. Want wie ownership krijgt en zo impact heeft op zijn eigen functioneren, is energieker, ondernemender, vitaler … Kortom: gelukkiger.
Digitalisering speelt daarbij een cruciale rol.
U maakt in deze webinar dieper kennis met het onderwerp digitalisering binnen de wereld van HR en well-being.
• De status van digitalisering wereldwijd en in België.
• De digitalisering binnen HR en Well-being: waarom, wat en hoe?
• hoe zal digitalisering de rol van HR en de medewerker veranderen?
• Het antwoord van Attentia op de digitale realiteit
We informeren en inspireren u over hoe u als HR- of welzijnsprofessional digitalisering kan inzetten ter bevordering van uw organisatie. Want zowel de medewerker, HR als de preventie-adviseur kunnen hier enorm voordeel uit halen.
Introductie op de Data Driven Digital StrategyOrangeValley
Bezoek ook www.orangevalley.nl - Hoe komt u tot een succesvolle Data Driven Digitale Strategie? Meer en meer data is beschikbaar, maar welke data kunt u het beste gebruiken om uw strategie mee vorm te geven? Ortwin geeft een introductie op het onderwerp en de verschillende sessies.
Watch full webinar here: https://bit.ly/3pCYPJQ
The data minimization principle says that organizations must only process personal information that they actually need to achieve the objective of processing the data. Join this session to learn about data minimization and its principles and understand how it interacts with your way of working and design decisions in a modern data architecture.
Digital transformation is the financial imperative to redesign your business model as well as your operating model, to enable you to reconnect your business in a digital native networking society.
Huawei - Zal Hybrid Cloud de toekomst zijn van de business van een onderneming?VITO - Securitas
1) Huawei provides cloud computing products and solutions including FusionSphere cloud operating system, FusionStage platform as a service, and FusionInsight big data solutions.
2) Huawei's cloud strategy is based on a service-driven distributed cloud data center architecture to provide private, public and hybrid cloud services on one platform.
3) Huawei ManageOne system provides unified management of cloud resources, monitoring of services, and self-service portal for customers.
HPE - "‘Software Defined’ Infrastructure, zeg je? Noem het ‘Generatie Z’ van ...VITO - Securitas
This document discusses hybrid IT infrastructure and how IT is evolving to support new workloads and intelligent data processing. It provides examples of how optimal hybrid IT infrastructure can support Internet of Things use cases. Specifically, it discusses using examples in areas like asset monitoring, location services, security and surveillance, and remote presence to illustrate how hybrid IT can intelligently process data.
This document discusses the changing IT landscape and Dell's infrastructure portfolio options. It provides an overview of Dell's server, storage, networking and data protection solutions. Key points include:
- Applications are driving business value but require underlying infrastructure to run on. Dell provides a variety of infrastructure building blocks.
- Dell's server portfolio ranges from large hyperscale solutions to small home office towers. Storage solutions include all-flash, hybrid and scale-out options.
- Dell's converged and hyper-converged infrastructure solutions like VxRail and XC Series provide standardized, modular options for consolidating and running workloads.
- Dell's vision is to provide open, software-defined, and disaggregated solutions
The document discusses how data and technology are shaping the modern world and human behavior. It notes that customers are changing faster than companies can adapt and that different generations have different expectations around technology use. The rise of smartphones, mobile data usage, and IoT are also discussed. Security, privacy, and data breaches are additional topics covered in the document.
The document discusses Aerohive Networks, a Wi-Fi company that has over 20,000 customers worldwide. It highlights that Aerohive has a fully distributed architecture that allows scalability from 1 to 100,000s of access points. Aerohive also focuses on security by only providing access to authorized devices and simplicity by reducing network management complexity. The document promotes Aerohive's cloud-managed networking solution and how customers can get started for as little as $229.
Nimble Storage - The Predicitive Multicloud Flash FabricVITO - Securitas
This document provides information about Nimble Storage and its Predictive MultiCloud Flash Fabric storage solutions. It highlights key features such as predictive analytics, flash storage arrays, data protection, multi-cloud capabilities, and an all-inclusive business model. The document is intended to promote Nimble Storage's products and solutions to potential customers.
This document provides an introduction and overview of CHG-MERIDIAN and their "VITO-Rent" program. It includes:
1) An agenda outlining what will be covered
2) An overview of CHG-MERIDIAN including their areas of expertise, growth statistics, and global presence
3) An explanation of the "VITO-Rent" program which allows customers to finance ICT investments through operational leases over a fixed duration
4) Highlights of the benefits this program provides including budget control, cost reductions, and flexibility
5) An example comparing the total costs of purchasing vs. financing with "VITO-Rent" which demonstrates potential savings