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  • Advanced Record-Level Business Intelligence with Inner Queries

    - by gt0084e1
    While business intelligence is generally applied at an aggregate level to large data sets, it's often useful to provide a more streamlined insight into an individual records or to be able to sort and rank them. For instance, a salesperson looking at a specific customer could benefit from basic stats on that account. A marketer trying to define an ideal customer could pull the top entries and look for insights or patterns. Inner queries let you do sophisticated analysis without the overhead of traditional BI or OLAP technologies like Analysis Services. Example - Order History Constancy Let's assume that management has realized that the best thing for our business is to have customers ordering every month. We'll need to identify and rank customers based on how consistently they buy and when their last purchase was so sales & marketing can respond accordingly. Our current application may not be able to provide this and adding an OLAP server like SSAS may be overkill for our needs. Luckily, SQL Server provides the ability to do relatively sophisticated analytics via inner queries. Here's the kind of output we'd like to see. Creating the Queries Before you create a view, you need to create the SQL query that does the calculations. Here we are calculating the total number of orders as well as the number of months since the last order. These fields might be very useful to sort by but may not be available in the app. This approach provides a very streamlined and high performance method of delivering actionable information without radically changing the application. It's also works very well with self-service reporting tools like Izenda. SELECT CustomerID,CompanyName, ( SELECT COUNT(OrderID) FROM Orders WHERE Orders.CustomerID = Customers.CustomerID ) As Orders, DATEDIFF(mm, ( SELECT Max(OrderDate) FROM Orders WHERE Orders.CustomerID = Customers.CustomerID) ,getdate() ) AS MonthsSinceLastOrder FROM Customers Creating Views To turn this or any query into a view, just put CREATE VIEW AS before it. If you want to change it use the statement ALTER VIEW AS. Creating Computed Columns If you'd prefer not to create a view, inner queries can also be applied by using computed columns. Place you SQL in the (Formula) field of the Computed Column Specification or check out this article here. Advanced Scoring and Ranking One of the best uses for this approach is to score leads based on multiple fields. For instance, you may be in a business where customers that don't order every month require more persistent follow up. You could devise a simple formula that shows the continuity of an account. If they ordered every month since their first order, they would be at 100 indicating that they have been ordering 100% of the time. Here's the query that would calculate that. It uses a few SQL tricks to make this happen. We are extracting the count of unique months and then dividing by the months since initial order. This query will give you the following information which can be used to help sales and marketing now where to focus. You could sort by this percentage to know where to start calling or to find patterns describing your best customers. Number of orders First Order Date Last Order Date Percentage of months order was placed since last order. SELECT CustomerID, (SELECT COUNT(OrderID) FROM Orders WHERE Orders.CustomerID = Customers.CustomerID) As Orders, (SELECT Max(OrderDate) FROM Orders WHERE Orders.CustomerID = Customers.CustomerID) AS LastOrder, (SELECT Min(OrderDate) FROM Orders WHERE Orders.CustomerID = Customers.CustomerID) AS FirstOrder, DATEDIFF(mm,(SELECT Min(OrderDate) FROM Orders WHERE Orders.CustomerID = Customers.CustomerID),getdate()) AS MonthsSinceFirstOrder, 100*(SELECT COUNT(DISTINCT 100*DATEPART(yy,OrderDate) + DATEPART(mm,OrderDate)) FROM Orders WHERE Orders.CustomerID = Customers.CustomerID) / DATEDIFF(mm,(SELECT Min(OrderDate) FROM Orders WHERE Orders.CustomerID = Customers.CustomerID),getdate()) As OrderPercent FROM Customers

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  • Microsoft Tag Tagged Me

    - by Brian Schroer
    I got EXTREMELY lucky last week and won an HP Mini 311 notebook from a Microsoft Tag Twitter contest. I did my required tweet to enter last Tuesday, and one hour later received notification that I had won the weekly drawing. Apparently you can tweet up to 500 times (I pity the followers of those who do that), so it was really lucky that I won, and I sympathize with those who had been really trying. If you would like to try your luck, there are seven weekly prizes left, and you can find out about the contest here: http://tag.microsoft.com/ttcontest.aspx For a free PC, I thought it was the least I could do to find out what Microsoft Tag is. I was vaguely aware of those pastel-y triangle-y square things that look like someone put one of Don Johnson’s Miami Vice outfits through a shredder, and knew that the company I work for (one of the world’s largest consumer products companies) was looking into putting them on our products, packaging and advertising, but didn’t know much more about the technology. I thought they were just an improvement over bar codes, and would be used in retail store scanners, but I was mistaken. These tags are meant to be scanned by consumers using their mobile phones, to get instant access to information, websites, reviews, etc. Scanning a tag can open a web page, import a contact card, or dial a phone number, play a video… Tag reader software can be installed on Windows Mobile, iPhone, Symbian, Blackberry, Android, J2ME, and other phones (and I suspect that it will be available for Windows Phone 7 also :). There are built-in tracking, metrics and analysis tools, to help companies using Tag make decisions about their marketing expenditures. (And they don’t have to look Miami Vice-y – They can be customized to reflect the personality of the person or a brand.) Looks like interesting stuff. You can find out more at http://tag.microsoft.com.

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  • Silverlight Cream Top Posted Authors September, 2010 to February, 2011

    - by Dave Campbell
    It's a bit past the first of March, and it's now time to recognize devs that have a large number of posts in Silverlight Cream. Ground Rules I pick what posts are on the blog Only posts that go in the database are included The author has to appear in SC at least 4 of the 6 months considered I averaged the monthly posts and am only showing Authors with an average greater than 1. Here are the Top Posted Authors at Silverlight Cream for September 1, 2010 through February 28, 2011: It is my intention to post a new list sometime shortly after the 1st of every month to recognize the top posted in the previous 6 months, so next up is March 1! Some other metrics for Silverlight Cream: At the time of this posting there are 7672 articles aggregated and searchable by partial Author, partial Title, keywords (in the synopsis), or partial URL. There are also 118 tags by which the articles can be searched. This is an increase of 368 posts over last month. At the time of this posting there are 984 articles tagged wp7dev. This is an increase of 201 posts over last month, or 54% of the posts added. Stay in the 'Light!

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  • How to represent an agile project to people focused on waterfall [closed]

    - by ahsteele
    Our team has been asked to represent our development efforts in a project plan. No one is unhappy with our work or questioning our ability to deliver, we are just participating in an IT cattle call for project plans. Trouble is we are an agile team and haven't thought about our work in terms of a formal project plan. While we have a general idea of what we are working on next we aren't 100% sure until we plan an iteration. Until now our team has largely operated in a vacuum and has not been required to present our methodology or metrics to outside parties. We follow most of the practices espoused in Extreme Programming. We hold quarterly planning meetings to have a general idea of the stories we are going to work on for a quarter. That said, our stories are documented on 3x5 cards and are only estimated at the beginning of the iteration in which they are going to be worked. After estimation we document the story in Team Foundation Sever. During an iteration, we attach code to stories and mark stories as completed once finished. From this data we are able to generate burn down and velocity charts. Most importantly we know our average velocity for an iteration keeping us from biting off more than we can chew. I am not looking to modify the way we do development but want to present our development activities in a report that someone only familiar with waterfall will understand. In What Does an Agile Project Plan Look Like, Kent McDonald does a good job laying out the differences between agile and waterfall project plans. He specifies the differences in consumable bullets: An agile project plan is feature based An Agile Project Plan is organized into iterations An Agile Project Plan has different levels of detail depending on the time frame An Agile Project Plan is owned by the Team Being able to explain the differences is great, but how best to present the data?

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  • Why We Do What We Do. (Part 3 of 5 Part Series on JDE 5G Postponed)

    - by Kem Butller-Oracle
    By Lyle Ekdahl - Oracle JD Edwards Sr. VP General Manager  In the closing of part two of this 5 part blog series, I stated that in the next installment I would explore the expected results of the digital overdrive era and the impact it will have on our economy. While I have full intentions of writing on that topic, I am inspired today to write about something that is top of mind. It’s top of mind because it has come up several times recently conversations with my Oracle’s JD Edwards team members, with customers and our partners, plus I feel passionately about why I do what I do…. It is not what we do but why we do that thing that we do Do you know what you do? For the most part, I bet you could tell me what you do even if your work has changed over the years.  My real question is, “Do you get excited about what you do, and are you fulfilled? Does your work deliver a sense of purpose, a cause to work for, and something to believe in?”  Alright, I guess that was not a single question. So let me just ask, “Why?” Why are you here, right now? Why do you get up in the morning? Why do you go to work? Of course, I can’t answer those questions for you but I can share with you my POV.   For starters, there are several things that drive me. As many of you know by now, I have a somewhat competitive nature but it is not solely the thrill of winning that actually fuels me. Now don’t get me wrong, I do like winning occasionally. However winning is only a potential result of competing and is clearly not guaranteed. So why compete? Why compete in business, and particularly why in this Enterprise Software business?  Here’s why! I am fascinated by creative and building processes. It is about making or producing things, causing something to come into existence. With the right skill, imagination and determination, whether it’s art or invention; the result can deliver value and inspire. In both avocation and vocation I always gravitate towards the create/build processes.  I believe one of the skills necessary for the create/build process is not just the aptitude but also, and especially, the desire and attitude that drives one to gain a deeper understanding. The more I learn about our customers, the more I seek to understand what makes the successful and what difficult issues cause them to struggle. I like to look for the complex, non-commodity process problems where streamlined design and modern technology can provide an easy and simple solution. It is especially gratifying to see our customers use our software to increase their own ability to deliver value to the market. What an incredible network effect! I know many of you share this customer obsession as well as the create/build addiction focused on simple and elegant design. This is what I believe is at the root of our common culture.  Are JD Edwards customers on a whole different than other ERP solutions’ customers? I would argue that for the most part, yes, they are. They selected our software, and our software is different. Why? Because I believe that the create/build process will generally result in solutions that reflect who built it and their culture. And a culture of people focused on why they create/build will attract different customers than one that is based on what is built or how the solution is delivered. In the past I have referred to this idea as character of the customer, and it transcends industry, size and run rate. Now some would argue that JD Edwards has some customers who are characters. But that is for a different post. As I have told you before, the JD Edwards culture is unique, and its resulting economy is valuable and deserving of our best efforts. 

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  • Topeka Dot Net User Group (DNUG) Meeting &ndash; April 6, 2010

    - by Robz / Fervent Coder
    Topeka DNUG is free for anyone to attend! Mark your calendars now! SPEAKER: Troy Tuttle is a self-described pragmatic agilist, and Kanban practitioner, with more than a decade of experience in delivering software in the finance and health industries and as a consultant. He advocates teams improve their performance through pursuit of better practices like continuous integration and automated testing. Troy is the founder of the Kansas City Limited WIP Society and is a speaker at local area groups on team related topics. He currently works as a Project Lead Consultant with AdventureTech Group of Kansas City, KS. TOPIC: Why Kanban? Kanban is receiving a large amount of attention recently. What does it offer compared to other approaches? Answering that question may require you to hit the “reset” button on previously held biases and assumptions. Kanban blends Lean thought with ideas from first generation agile methodologies. To get started with Kanban, we will examine what steps are necessary to establish a transparent, work-limited, pull system. We will highlight the perils of allowing too much work-in-progress and how it affects development performance. Once established, Kanban teams need only a few metrics and tools to monitor their performance and improvement. WHERE: Federal Home Loan Bank Topeka on the Security Benefit Campus – Directions? WHEN: 11:30 AM - 1:00 PM on April 6th, 2010 REGISTER: http://topekadotnet.wufoo.com/forms/topeka-dnug-meeting-attendance/ ADDITIONAL INFO: As always, please sign in and out of FHLBank to help them with their accountability. Please park in the visitors section at the front of the building when you arrive. If  there are no spots in visitors you may park in the overflow lot at the far east end of the facility.  Lunch will be provided and we will have some great door prizes!

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  • Unable to Sign in to the Microsoft Online Services Signin application from Windows 7 client located behind ISA firewall

    - by Ravindra Pamidi
    A while ago i helped a customer troubleshoot authentication problem with Microsoft Online Services Signin application.  This customer was evaluating Microsoft BPOS (Business Productivity Online Services) and was having trouble using the single sign on application behind ISA 2004 firewall.The network structure is fairly simple with single Windows 2003 Active Directory domain and Windows 7 clients. On a successful logon to the Microsoft Online Services Signin application, this application provides single signon functionality to all of Microsoft online services in the BPOS package. Symptoms:When trying to signin it fails with error "The service is currently unavailable. Please try again later. If problems continue, contact your service administrator". If ISA 2004 firewall is removed from the picture the authentication succeeds.Troubleshooting: Enabled ISA Server firewall logging along with Microsoft Network Monitor tool on the Windows 7 Client while reproducing the issue. Analysis of the ISA Server Firewall logs and Microsoft Network capture revealed that the Microsoft Online Services Sign In application when sending request to ISA Server does not send the domain credentials and as a result ISA Server responds with an error code of HTTP 407 Proxy authentication required listing out the supported authentication mechanisms.  The application in question is expected to send the credentials of the domain user in response to this request. However in this case, it fails to send the logged on user's domain credentials. Bit of researching on the Internet revealed that The "Microsoft Online Services Sign In" application by default does not support Outbound Internet Proxy authentication. In order for it to send the logged on user's domain credentials we had to make  changes to its configuration file "SignIn.exe.config" located under "Program Files\Microsoft Online Services\Sign In" folder. Step by Step details to configure the configuration file are documented on Microsoft TechNet website given below.  Configure your outbound authenticating proxy serverhttp://www.microsoft.com/online/help/en-us/helphowto/cc54100d-d149-45a9-8e96-f248ecb1b596.htm After the above problem was addressed we were still not able to use the "Microsoft Online Services Sign In" application and it failed with the same error.  Analysis of another network capture revealed that the application in question is now sending the required credentials and the connection seems to terminate at a later stage. Enabled verbose logging for the "Microsoft Online Services Sign In" application and then reproduced the problem. Analysis of the logs revealed a time difference between the local client and Microsoft Online services server of around seven minutes which is above the acceptable time skew of five minutes. Excerpt from Microsoft Online Services Sign In application verbose log:  1/26/2012 1:57:51 PM Verbose SingleSignOn.GetSSOGenericInterface SSO Interface URL: https://signinservice.apac.microsoftonline.com/ssoservice/UID1/26/2012 1:57:52 PM Exception SSOSignIn.SignIn The security timestamp is invalid because its creation time ('2012-01-26T08:34:52.767Z') is in the future. Current time is '2012-01-26T08:27:52.987Z' and allowed clock skew is '00:05:00'.1/26/2012 1:57:52 PM Exception SSOSignIn.SignIn  Although the Windows 7 Clients successfully synchronized time to the domain controller for the domain, the domain controller was not configured to synchronize time with external NTP servers. This caused a gradual drift in time on the network thus resulting in the above issue. Reconfigured the domain controller holding the PDC FSMO role to synchronize time with external time source ( time.nist.gov ) and edited the system policy on the ISA server firewall to allow NTP traffic to time.nist.gov Configure the time source for the forest:Windows Time Servicehttp://technet.microsoft.com/en-us/library/cc794937(WS.10).aspx Forced synchronization of Windows time using the command w32tm /resync on the domain controller and later on the clients each of which had corrected the seven minutes difference. This resolved the problem with logon to Microsoft Online Services Sign In.

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  • Which JMX statistics to watch out for in Catalina/Tomcat?

    - by geoaxis
    I have configured OpenNMS to collect all kinds of numeric data coming out of tomcat7 jmx. There are a lot of things. I am interested in monitoring this tomcat instance so that I can avoid down time and lockups. What metrics should I be watching out for? I am already monitoring things like CPU, Memory, Network via SNMP. With this JMX connection the things that I find interesting are Catalina:type=GlobalRequestProcessor,name="ajp-bio-/a.b.c.d-XXXX" RequestsCount so far. Catalina:type=Manager,context=/myApp,host=localhost Active sessions and its maximum so far

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  • SUM of metric for normalized logical hierarchy

    - by Alex254
    Suppose there's a following table Table1, describing parent-child relationship and metric: Parent | Child | Metric (of a child) ------------------------------------ name0 | name1 | a name0 | name2 | b name1 | name3 | c name2 | name4 | d name2 | name5 | e name3 | name6 | f Characteristics: 1) Child always has 1 and only 1 parent; 2) Parent can have multiple children (name2 has name4 and name5 as children); 3) Number of levels in this "hierarchy" and number of children for any given parent are arbitrary and do not depend on each other; I need SQL request that will return result set with each name and a sum of metric of all its descendants down to the bottom level plus itself, so for this example table the result would be (look carefully at name1): Name | Metric ------------------ name1 | a + c + f name2 | b + d + e name3 | c + f name4 | d name5 | e name6 | f (name0 is irrelevant and can be excluded). It should be ANSI or Teradata SQL. I got as far as a recursive query that can return a SUM (metric) of all descendants of a given name: WITH RECURSIVE temp_table (Child, metric) AS ( SELECT root.Child, root.metric FROM table1 root WHERE root.Child = 'name1' UNION ALL SELECT indirect.Child, indirect.metric FROM temp_table direct, table1 indirect WHERE direct.Child = indirect.Parent) SELECT SUM(metric) FROM temp_table; Is there a way to turn this query into a function that takes name as an argument and returns this sum, so it can be called like this? SELECT Sum_Of_Descendants (Child) FROM Table1; Any suggestions about how to approach this from a different angle would be appreciated as well, because even if the above way is implementable, it will be of poor performance - there would be a lot of iterations of reading metrics (value f would be read 3 times in this example). Ideally, the query should read a metric of each name only once.

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  • Justifying a memory upgrade, take 2

    - by AngryHacker
    Previously I asked a question on what metrics I should measure (e.g. before and after) to justify a memory upgrade. Perfmon was suggested. I'd like to know which specific perfmon counters I should be measuring. So far I got: PhysicalDisk/Avg. Disk Queue Length (for each drive) PhysicalDisk/Avg. Disk Write Queue Length (for each drive) PhysicalDisk/Avg. Disk Read Queue Length (for each drive) Processor/Processor Time% SQLServer:BufferManager/Buffer cache hit ratio What other ones should I use?

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  • Openmatics Revolutionizes Fleet Management with Standards-Based Vehicle Telematics Platform

    - by Michael Snow
    Openmatics s.r.o. was founded in 2010 as a subsidiary of ZF Friedrichshafen AG, a global player in driveline and chassis technology. Oracle Customer:  Openmatics s.r.o.Location:  Pilsen, Czech RepublicIndustry:  AutomotiveEmployees:  70 Its goal was to develop and operate a flexible, open telematics platform for automotive applications, which is independent from vehicle and component suppliers—recognizing that the fragmented telematics market was not meeting today’s fleet management needs. Openmatics provides a rich product portfolio, and customers can extend the platform, as required, to meet their needs. Partners and third-parties can develop their own applications using the Openmatics’ software development kit and can sell them via the Openmatics app shop.ZF Friedrichshafen AG is a global player in driveline and chassis technology. With 121 production companies and 650 service partners in 26 countries, ZF is among the top 10 largest automotive suppliers worldwide. Founded in 1915 to develop and produce transmissions for airships and vehicles, the group’s product offerings now include transmissions and steering systems as well as chassis components and complete axle systems and modules.  A word from Openmatics s.r.o.  “Oracle WebCenter Portal, together with the underlying Oracle Application Development Framework, provided the fundamental infrastructure for the Openmatics platform. Fleet managers can now reduce fuel consumption and operating costs, and more efficiently manage vehicle usage, maintenance, and safety. The standards-based platform allows third-party suppliers to deploy their own vehicle telematics services as Openmatics apps and creates a de facto standard for the automotive industry, independent from a single manufacturer or service provider.” – Gero Strobel, Head of Development, Openmatics s.r.o. Challenges Create an industry standard for vehicle telematics by establishing a customizable platform that enables access to telematics information, such as current and past fuel consumption, through a web browser to better meet automotive market and customer needs Reduce fleet-management costs by eliminating the need to invest in isolated telematics hardware and software solutions per vehicle brand and vehicle component manufacturer Establish an open platform where third-party providers—such as original equipment manufacturers (OEM), insurers, fleet operators, and individual developers—can deploy their own vehicle telematics services Allow users to purchase targeted telematics services as single apps to reduce costs and ensure rapid growth of telematics services available on the platform Enable users to configure their telematics apps with ease to make sure the platform meets individual fleet management requirements, such as analyzing past and current fuel consumption of a truck fleet Solutions Deployed Oracle WebCenter Portal as a foundation for Openmatics, a standards-based automotive telematics platform that provides next-generation fleet management with unified digital communication from and to vehicles on the move Used Oracle Application Development Framework as the development framework for Oracle WebCenter Portal’s components and services, providing developers with ready-to-use software development kits with application programming interfaces, design templates, and visual tools that accelerated time to market Used Oracle Enterprise Pack for Eclipse to simplify telematics application development in Java Enabled fleet monitoring by recording vehicle data—such as fuel consumption information—through onboard units, delivering the information to Oracle Database, and making it accessible through a customizable app portfolio on any web browser Stored vehicle telematics data—sent as encrypted information—in Oracle Database, ensuring data integrity and immediate availability for the platform’s telematics applications Enabled a wide range of telematics services suppliers, from vehicle component manufacturers to fleet application developers, to offer vehicle telematics services on the Openmatics platform, ensuring platform independence from OEMs Provided Openmatics customers with the means to individually select the automotive telematics services that are relevant to their business requirements, eliminating the need to pay for superfluous information and reducing fleet management costs Oracle Products & Services Oracle Application Development Framework Oracle WebCenter Portal Oracle SOA Suite Oracle Enterprise Pack for Eclipse Oracle Database Oracle Consulting &amp;amp;amp;amp;amp;amp;amp;&amp;amp;amp;amp;amp;lt;span id=&amp;amp;amp;amp;amp;quot;XinhaEditingPostion&amp;amp;amp;amp;amp;quot;&amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;gt;amp;&amp;amp;amp;amp;amp;amp;lt;span id=&amp;amp;amp;amp;amp;amp;quot;XinhaEditingPostion&amp;amp;amp;amp;amp;amp;quot;&amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;gt;lt;p&amp;amp;amp;amp;amp;amp;amp;amp;gt; &amp;amp;amp;amp;amp;amp;amp;amp;lt;/p&amp;amp;amp;amp;amp;amp;amp;amp;gt;

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  • What are performance limits of a database?

    - by Tommy
    What are some rough performance limits (read/s, write/s) for a single database server (no master-slave architecture), assuming storage on disk? How many read/s, write/s, depending on the kind of disk? (SSD vs non-SSD) , assuming simple operations (select one row by primary key, update one row, correctly indexed). I assume this limit is dependent on disk seek/write. EDIT: My question is more about getting rough metrics of the number of operations a database supports: to be able to know for example, if a new feature triggering 300 inserts/s can be supported without scaling out with additional servers.

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  • Spotlight on GlassFish 4.1: #7 WebSocket Session Throttling and JMX Monitoring

    - by delabassee
    'Spotlight on GlassFish 4.1' is a series of posts that highlights specific enhancements of the upcoming GlassFish 4.1 release. It could be a new feature, a fix, a behavior change, a tip, etc. #7 WebSocket Session Throttling and JMX Monitoring GlassFish 4.1 embeds Tyrus 1.8.1 which is compliant with the Maintenance Release of JSR 356 ("WebSocket API 1.1"). This release also brings brings additional features to the WebSocket support in GlassFish. JMX Monitoring: Tyrus now exposes WebSocket metrics through JMX . In GF 4.1, the following message statistics are monitored for both sent and received messages: messages count messages count per second average message size smallest message size largest message size Those statistics are collected independently of the message type (global count) and per specific message type (text, binary and control message). In GF 4.1, Tyrus also monitors, and exposes through JMX, errors at the application and endpoint level. For more information, please check Tyrus JMX Monitoring Session Throttling To preserve resources on the server hosting websocket endpoints, Tyrus now offers ways to limit the number of open sessions. Those limits can be configured at different level: per whole application per endpoint per remote endpoint address (client IP address)   For more details, check Tyrus Session Throttling. The next entry will focus on Tyrus new clients-side features.

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  • The Three-Legged Milk Stool - Why Oracle Fusion Incentive Compensation makes the difference!

    - by Richard Lefebvre
    During the London Olympics, we were exposed to dozens of athletes who worked with sports psychologists to maximize their performance. Executives often hire business psychologists to coach their teams to excellence. In the same vein, Fusion Incentive Compensation can be used to get people to change their sales behavior so we can make our numbers. But what about using incentive compensation solutions in a non-sales scenario to drive change? Recently, I was working an opportunity where a company was having a low user adoption rate for Salesforce.com, which was causing problems for them. I suggested they use Fusion Incentive Comp to change the reps' behavior. We tossed around the idea of tracking user adoption by creating a variable bonus for reps based on how well they forecasted revenues in the new system. Another thought was to reward the reps for how often they logged into the system or for the percentage of leads that became opportunities and turned into revenue. A new twist on a great product. Fusion CRM's Sweet Spot I'm excited about the sales performance management (SPM) tools in Fusion CRM. This trio of Incentive Compensation, Territory Management, and Quota Management sets us apart from the competition because Oracle is the only vendor that provides all three of these capabilities on a single tech stack, in a single application, and with a single look and feel. The niche vendors offer standalone territory or incentive compensation solutions, but then the customer has to custom build the other tools and can end up with a Frankenstein-type environment. On average, companies overpay sales commissions by three to eight percent. You calculate that number for a company the size of Oracle for one quarter and it makes a pretty air-tight financial case for using SPM tools to figure accurate commissions. Plus when sales reps get the right compensation, they can be out selling rather than spending precious time figuring out what they didn't get paid or looking for another job. And one more thing ... Oracle knows incentive comp. We have been a Gartner Market Scope leader in this space for the last five years. Our solution gets high marks because of its scalability and because of its interoperability with other technologies. And now that we're leading with Fusion, our incentive compensation offering includes the innovations that the Fusion team built, plus enhancements from the E-Business Suite Incentive Comp team. It's a case of making a good thing even better. (See product video.) The "Wedge" Apps In a number of accounts that I'm working on, there is a non-Oracle CRM system of record. That gives me the perfect opportunity to introduce the benefits of our SPM tools and to get the customer using Fusion. Then the door is wide open for the company to uptake more of Fusion CRM, especially since all the integrations they need are out of the box. I really believe that implementing this wedge of SPM tools is the ticket to taking market share away from other vendors. It allows us to insert ourselves in an environment where no other CRM solution in the market has the extending capabilities of Fusion. Not Just Your Usual Suspects Usually the stakeholders that I talk to for Territory Management are tightly aligned with the sales management team. When I sell the quota planning tool, I'm talking to finance people on the ERP side of the house who are measuring quotas and forecasting revenue. And then Incentive Comp is of most interest to the sales operations people, and generally these people roll up to either HR or the payroll department. I think of our Fusion SPM tools as a three-legged stool straddling an organization's Sales, Finance, and HR departments. So when you're prospecting for opportunities -- yes, people with a CRM perspective will be very interested -- but don't limit yourselves to that constituency. You might find stakeholders in accounting, revenue planning, or HR compensation teams. You just might discover, as I did at United Airlines, that the HR organization is spearheading the CRM project because incentive compensation is what they need ... and they're the ones with the budget. Jason Loh Global Solutions Manager, Fusion CRM Sales Planning Oracle Corporation

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  • Move on and look elsewhere, or confront the boss?

    - by Meister
    Background: I have my Associates in Applied Science (Comp/Info Tech) with a strong focus in programming, and I'm taking University classes to get my Bachelors. I was recently hired at a local company to be a Software Engineer I on a team of about 8, and I've been told they're looking to hire more. This is my first job, and I was offered what I feel to be an extremely generous starting salary ($30/hr essentially + benefits and yearly bonus). What got me hired was my passion for programming and a strong set of personal projects. Problem: I had no prior experience when I interviewed, so I didn't know exactly what to ask them about the company when I was hired. I've spotted a number of warning signs and annoyances since then, such as: Four developers when I started, with everyone talking about "Ben" or "Ryan" leaving. One engineer hired thirty days before me, one hired two weeks after me. Most of the department has been hiring a large number of people since I started. Extremely limited internet access. I understand the idea from an IT point of view, but not only is Facebook blocked, but so it Youtube, Twitter, and Pandora. I've also figured out that they block all access to non-DNS websites (http://xxx.xxx.xxx.xxx/) and strangely enough Miranda-IM. Low cubicles. Which is fine because I like my immediate coworkers, but they put the developers with the customer service, customer training, and QA department in a huge open room. Noise, noise, noise, and people stop to chitchat all day long. Headphones only go so far. Several emails have been sent out by my boss since I started telling us programmers to not talk about non-work-related-things like Video Games at our cubicles, despite us only spending maybe five minutes every few hours doing so. Further digging tells me that this is because someone keeps complaining that the programmers are "slacking off". People are looking over my shoulder all day. I was in the Freenode webchat to get help with a programming issue, and within minutes I had an email from my boss (to all the developers) telling us that we should NOT be connected to any outside chat servers at work. Version control system from 2005 that we must access with IE and keep the Java 1.4 JRE installed to be able to use. I accidentally updated to Java 6 one day and spent the next two days fighting with my PC to undo this "problem". No source control, no comments on anything, no standards, no code review, no unit testing, no common sense. I literally found a problem in how they handle string resource translations that stems from the simple fact that they don't trim excess white spaces, leading to developers doing: getResource("Date: ") instead of: getResource("Date") + ": ", and I was told to just add the excess white spaces back to the database instead of dealing with the issue directly. Some of these things I'd like to try to understand, but I like having IRC open to talk in a few different rooms during the day and keep in touch with friends/family over IM. They don't break my concentration (not NEARLY as much as the lady from QA stopping by to talk about her son), but because people are looking over my shoulder all day as they walk by they complain when they see something that's not "programmer-looking work". I've been told by my boss and QA that I do good, fast work. I should be judged on my work output and quality, not what I have up on my screen for the five seconds you're walking by So, my question is, even though I'm just barely at my 90 days: How do you decide to move on from a job and looking elsewhere, or when you should start working with your boss to resolve these issues? Is it even possible to get the boss to work with me in many of these things? This is the only place I heard back from even though I sent out several resume's a day for several months, and this place does pay well for putting up with their many flaws, but I'm just starting to get so miserable working here already. Should I just put up with it?

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  • Mobile Deals: the Consumer Wants You in Their Pocket

    - by Mike Stiles
    Mobile deals offer something we talk about a lot in social marketing, relevant content. If a consumer is already predisposed to liking your product and gets a timely deal for it that’s easy and convenient to use, not only do you score on the marketing side, it clearly generates some of that precious ROI that’s being demanded of social. First, a quick gut-check on the public’s adoption of mobile. Nielsen figures have 55.5% of US mobile owners using smartphones. If young people are indeed the future, you can count on the move to mobile exploding exponentially. Teens are the fastest growing segment of smartphone users, and 58% of them have one. But the largest demographic of smartphone users is 25-34 at 74%. That tells you a focus on mobile will yield great results now, and even better results straight ahead. So we can tell both from statistics and from all the faces around you that are buried in their smartphones this is where consumers are. But are they looking at you? Do you have a valid reason why they should? Everybody likes a good deal. BIA/Kelsey says US consumers will spend $3.6 billion this year for daily deals (the Groupons and LivingSocials of the world), up 87% from 2011. The report goes on to say over 26% of small businesses are either "very likely" or "extremely likely" to offer up a deal in the next 6 months. Retail Gazette reports 58% of consumers shop with coupons, a 40% increase in 4 years. When you consider that a deal can be the impetus for a real-world transaction, a first-time visit to a store, an online purchase, entry into a loyalty program, a social referral, a new fan or follower, etc., that 26% figure shows us there’s a lot of opportunity being left on the table by brands. The existing and emerging technologies behind mobile devices make the benefits of offering deals listed above possible. Take how mobile payment systems are being tied into deal delivery and loyalty programs. If it’s really easy to use a coupon or deal, it’ll get used. If it’s complicated, it’ll be passed over as “not worth it.” When you can pay with your mobile via technologies that connects store and user, you get the deal, you get the loyalty credit, you pay, and your receipt is uploaded, all in one easy swipe. Nothing to keep track of, nothing to lose or forget about. And the store “knows” you, so future offers will be based on your tastes. Consider the endgame. A customer who’s a fan of your belt buckle store’s Facebook Page is in one of your physical retail locations. They pull up your app, because they’ve gotten used to a loyalty deal being offered when they go to your store. Voila. A 10% discount active for the next 30 minutes. Maybe the app also surfaces social references to your brand made by friends so they can check out a buckle someone’s raving about. If they aren’t a fan of your Page or don’t have your app, perhaps they’ve opted into location-based deal services so you can still get them that 10% deal while they’re in the store. Or maybe they’ve walked in with a pre-purchased Groupon or Living Social voucher. They pay with one swipe, and you’ve learned about their buying preferences, credited their loyalty account and can encourage them to share a pic of their new buckle on social. Happy customer. Happy belt buckle company. All because the brand was willing to use the tech that’s available to meet consumers where they are, incentivize them, and show them how much they’re valued through rewards.

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  • Oracle SOA Suite for healthcare integration Dashboard

    - by Nitesh Jain
    Oracle SOA Suite Healthcare came up with a new way of monitoring where user can configure a dashboard and follow the dynamic runtime changes.Oracle SOA Suite for healthcare integration dashboards display information about the current health of the endpoints in a healthcare integration application. You can create and configure multiple dashboards as needed to monitor the status and volume metrics for the endpoints you have defined. The Dashboards reflects changes that occur in the runtime repository, such as purging runtime instance data, new messages processed, and new error messages. You can display data for various time periods, and you can manually refresh the data in real time or set the dashboard to automatically refresh at set intervals.Dashboard shows the following information: Status: The current status of the endpoint, such as Running, Idle, Disabled, or Errors. Messages Sent: The number of messages sent by the endpoint in the specified time period. Messages Received: The number of messages received by the endpoint in the specified time period. Errors: The number of messages with errors for the endpoint in the given time period. Last Sent: The date and time the last message was sent from the endpoint. Last Received: The date and time the last message was received from the endpoint. Last Error: The date and time of the last error for the endpoint.  It also shows the detailed view of a specific Endpoint The document type. The number of messages received per second. The total number of message processed in the specified time period. The average size of each message.

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  • Feature Updates to the Windows Azure Portal

    - by Clint Edmonson
    Lots of activity over at the Windows Azure portal this weekend, including some exciting new features and major improvements to existing features. Here are the highlights: Support for Managing Co-administrators Set up account co-administrators to allow others to share service management duties for each Azure subscription Import/Export support for SQL Databases Export existing SQL Azure databases to blob storage using SQL Server 2012’s BACPAC format. Create a new SQL Azure database from an existing BACPAC stored in blob storage Storage Container Management and Access Control Create blob storage containers directly within the portal Edit their public/private access settings Drill into storage containers and see the blobs contained within them Improved Cloud Service Status Notifications Detailed health status information about cloud services and roles as they transition between states Virtual Machine Experience Enhancements Option to automatically delete corresponding VHD files from blob storage when deleting VM disks Service Bus Management and Monitoring Ability to create and manage service bus Namespaces, Queues, Topics, Relays and Subscriptions Rich monitoring of Topics, Queues, and Subscriptions with detailed and customizable dashboard metrics Entity status (Topic, Queue, or Subscription) can be changed interactively via dashboard Direct links to the Access Control Services (ACS) namespaces when working with service bus access keys Media Services Monitoring Support Monitor encoding jobs that are queued for processing as well as active, failed and queued tasks for encoding jobs The above features are all now live in production and available to use immediately.  If you don’t already have a Windows Azure account, you can sign-up for a free trial and start using them today. Stay tuned to my twitter feed for Windows Azure announcements, updates, and links: @clinted Reference ID: P7VVJCM38V8R

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  • No Internet access while being connected to VPN using Cisco VPN Client 5.

    - by szeldon
    Hi, I have an access to corporate VPN using Cisco VPN Client 5.0.00:0340, but when I'm connected to it, I don't have an Internet access. I'm using Windows XP SP3. As it was suggested here http://forums.speedguide.net/showthread.php?t=209167 , I tried to enable "Allow local LAN Access" but it doesn't work. I also tried a second solution - deleting entry using "route" command, but it didn't help. I used "route delete 192.168.100.222". It's a third day of my attempts to solve this issue and I don't have an idea what else to do. I'm not very experienced in VPN stuff, but I know something about networking. Basing on my knowledge, I think that it's theoretically possible to achieve Internet access using my local network and only corporate stuff to be routed using VPN connection. I think that theoretically this should look like this: every IP being inside by corporation - VPN interface IP every other IP - my ethernet interface I've tried many possibilities of how to change those routes, but neither of them work. I'd really appreciate any help. My route configuration before connecting to VPN: =========================================================================== Interface List 0x1 ........................... MS TCP Loopback interface 0x2 ...00 c0 a8 de 79 01 ...... Atheros AR5006EG Wireless Network Adapter - Teefer2 Miniport 0x10005 ...02 00 4c 4f 4f 50 ...... Microsoft Loopback Card 0x160003 ...00 17 42 31 0e 16 ...... Marvell Yukon 88E8055 PCI-E Gigabit Ethernet Controller - Teefer2 Miniport =========================================================================== =========================================================================== Active routes: Network Destination Netmask Gateway Interface Metrics 0.0.0.0 0.0.0.0 192.168.101.254 192.168.100.222 10 10.0.0.0 255.255.255.0 10.0.0.10 10.0.0.10 30 10.0.0.10 255.255.255.255 127.0.0.1 127.0.0.1 30 10.255.255.255 255.255.255.255 10.0.0.10 10.0.0.10 30 127.0.0.0 255.0.0.0 127.0.0.1 127.0.0.1 1 192.168.100.0 255.255.254.0 192.168.100.222 192.168.100.222 1 192.168.100.222 255.255.255.255 127.0.0.1 127.0.0.1 1 192.168.100.255 255.255.255.255 192.168.100.222 192.168.100.222 1 224.0.0.0 240.0.0.0 10.0.0.10 10.0.0.10 3 224.0.0.0 240.0.0.0 192.168.100.222 192.168.100.222 1 255.255.255.255 255.255.255.255 10.0.0.10 10.0.0.10 1 255.255.255.255 255.255.255.255 192.168.100.222 192.168.100.222 1 255.255.255.255 255.255.255.255 192.168.100.222 2 1 Default gateway: 192.168.101.254. =========================================================================== My route configuration after connection to VPN: =========================================================================== Interface List 0x1 ........................... MS TCP Loopback interface 0x2 ...00 c0 a8 de 79 01 ...... Atheros AR5006EG Wireless Network Adapter - Teefer2 Miniport 0x10005 ...02 00 4c 4f 4f 50 ...... Microsoft Loopback Card 0x160003 ...00 17 42 31 0e 16 ...... Marvell Yukon 88E8055 PCI-E Gigabit Ethernet Controller - Teefer2 Miniport 0x170006 ...00 05 9a 3c 78 00 ...... Cisco Systems VPN Adapter - Teefer2 Miniport =========================================================================== =========================================================================== Active routes: Network Destination Netmask Gateway Interface Metrics 0.0.0.0 0.0.0.0 10.251.6.1 10.251.6.51 1 10.0.0.0 255.255.255.0 10.0.0.10 10.0.0.10 30 10.0.0.0 255.255.255.0 10.251.6.1 10.251.6.51 10 10.0.0.10 255.255.255.255 127.0.0.1 127.0.0.1 30 10.1.150.10 255.255.255.255 192.168.101.254 192.168.100.222 1 10.251.6.0 255.255.255.0 10.251.6.51 10.251.6.51 20 10.251.6.51 255.255.255.255 127.0.0.1 127.0.0.1 20 10.255.255.255 255.255.255.255 10.0.0.10 10.0.0.10 30 10.255.255.255 255.255.255.255 10.251.6.51 10.251.6.51 20 127.0.0.0 255.0.0.0 127.0.0.1 127.0.0.1 1 192.168.100.0 255.255.254.0 192.168.100.222 192.168.100.222 10 192.168.100.0 255.255.254.0 10.251.6.1 10.251.6.51 10 192.168.100.222 255.255.255.255 127.0.0.1 127.0.0.1 10 192.168.100.255 255.255.255.255 192.168.100.222 192.168.100.222 10 213.158.197.124 255.255.255.255 192.168.101.254 192.168.100.222 1 224.0.0.0 240.0.0.0 10.0.0.10 10.0.0.10 30 224.0.0.0 240.0.0.0 10.251.6.51 10.251.6.51 20 224.0.0.0 240.0.0.0 192.168.100.222 192.168.100.222 10 255.255.255.255 255.255.255.255 10.0.0.10 10.0.0.10 1 255.255.255.255 255.255.255.255 10.251.6.51 10.251.6.51 1 255.255.255.255 255.255.255.255 192.168.100.222 192.168.100.222 1 255.255.255.255 255.255.255.255 192.168.100.222 2 1 Default gateway: 10.251.6.1. ===========================================================================

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  • Capgemini Global Business Process Management Report

    - by JuergenKress
    Welcome to the Capgemini Global Business Process Management (BPM) Report. This report is an exploration of key trends in BPM as seen by CXOs across a broad selection of sectors and geographies. BPM is perhaps at a tipping point - it’s certainly at an exciting stage in its evolution. As both an engineer and an Operational Research practitioner in my early career, and subsequently as a consultant, I have seen BPM through its development over the last 26 years. BPM has its roots in management practices such as Total Quality Management, Business Process Reengineering & Model Based Development; but the advent of the new generation of sophisticated modelling and process execution technologies has greatly enhanced BPM’s power to truly transform businesses. This has created one of the most rapidly growing and attractive market sectors for both services and technology. We see BPM as a critical management discipline that when executed against clear, cross organizational business objectives, can deliver exceptional value to that organization. However, we also see that the potential for BPM is not well understood. Our decision to conduct this global survey stemmed from discussions with our clients. We sought to gain a better impression of their understanding of BPM, how they measure its value, and how far it is prioritized within their Business and Technology Transformation efforts. This research confirms our belief that BPM needs to be a jointly owned Business and IT discipline. It also demonstrates that it is starting to gain significant traction in the market and investments are starting to pay dividends to the early adopters. At Capgemini we are being asked by our clients to help them simplify and improve their business models and the technology that supports them and we are already seeing BPM become an integral and key part of this proposition. Business Process Management is becoming ever more relevant to both large and small organizations in the current economic climate. At a time when many different market sectors are facing slow revenue growth, customer churn and increased pressures on costs, BPM becomes a critical weapon in the battle for efficiency and effectiveness in processes. Furthermore, in a challenging and changing business environment that is characterized by uncertainty, it allows organizations to adapt, be more agile and fleet of foot. Capgemini is seeing strong demand for BPM services in markets such as the USA, the UK, the Netherlands and France; and there are clear signs of increased interest in other geographies such as, Germany, Sweden, Spain, Italy and Australia. In sector terms, the financial services industry has led the way in BPM adoption over the recent past, driven by increased focus on customer- centricity and regulatory compliance. Other sectors, public sector, utilities, telco, retail and manufacturing are now not only catching up, but are starting o use BPM in new ways to create new business models to serve customers and outsmart the competition. The research findings also show however that this is a complex landscape, and we are not seeing adoption of BPM in a clear and consistent way. This report also looks at some of the barriers to adoption, with organizational silos being a major obstacle. Waters are further muddied by fragmented budgets, lack of clear governance and ownership and internal politics. The objective of our investment in this research project was to shed some light on these elements with a view to assisting organizations to create strategies that avoid or at least mitigate some of these barriers to success. Management of change in such endea vours is a key part in enabling the appropriate alignment of business and technology to support their transformation efforts. I hope that you find this report of benefit in the further adoption of Business Process Management. Get the full report here. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Technorati Tags: Capgemini,bpm report,bpm market,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • SharePoint Server 2007 and HTML Forms - How to control access rights

    - by Anarkie
    I'm working with Hosted SharePoint 2007 with Forms Server. I need to allow client access to submit HTML forms designed in Infopath. Problem is, I need to make sure the clients don't see the library. There is sensitive data that will be on these forms. I also need to have a repeated library that is based on the Internal Admin records and requirements. Outside of making a seperate library per customer, does anyone have any suggestions? My Goal: 1: Customers enter their requests through a link or provided page 2: Internally address the requests and perform required arrangements, add billing and payment fields 3: Have SharePoint metrics, reports, etc... based on the provided intormation and status. Thanks in Advance!!

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  • Solaris TCP/IP performance tuning

    - by Andy Faibishenko
    I am trying to tune a high message traffic system running on Solaris. The architecture is a large number (600) of clients which connect via TCP to a big Solaris server and then send/receive relatively small messages (.5 to 1K payload) at high rates. The goal is to minimize the latency of each message processed. I suspect that the TCP stack of the server is getting overwhelmed by all the traffic. What are some commands/metrics that I can use to confirm this, and in case this is true, what is the best way to alleviate this bottleneck? PS I posted this on StackOverflow originally. One person suggested snoop and dtrace. dtrace seems pretty general - are there any additional pointers on how to use it to diagnose TCP issues?

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  • How important is Domain knowledge vs. Technical knowledge?

    - by Mayank
    I am working on a Trading and Risk Management application and although from a C# background, I have been asked to work on SSIS packages. Now I can live with that. The pain point is that there is too much emphasis on business understanding. Trading (Energy Trading to be exact) is a HUGE area and understanding every little bit of it is overwhelming. But for the past two months I have been working on understanding the business terms - Mark To Market, Risk Metrics, Positions, PnL, Greeks, Instruments, Book Structure... every little detail (you get the point). Now IMHO, this is the job of a BA. Sure it is very important for developers to understand the business but where do you draw the line? When I talked to my manager about this, he almost mocked me by saying that anybody can learn a technology in a week. It's the business that's harder. My long term aspiration is to remain on the technical side, probably become an architect (if possible). If I wanted to focus so much on business I would have pursued an MBA! I want to know if I am wrong or too naive in understanding the business importance or is my frustration justified?

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  • Excel - add target line to stacked bar chart

    - by Chris W
    I've got a stacked bar chart. I'm displaying a set of floating bars to represent hi/low ranges for some metrics, by using a transparent fill on the bottom section of the bar I achieve the desired look. What I now need to do is add a horizontal line across the chart to indicate how a particular users score relates to all of these hi/low ranges therefore the placement of this line needs to be dynamic based on a value in a cell. Is there anyway to do this as I can't find an easy option. If this was a simple bar chart I could add the target scores as new series and use the line chart type but I don't seem able to overlay a second series on the stacked bar chart. I'm using 2003 at the moment but run this in 2007 if that helps.

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  • Monitoring host and app parameters in real-time

    - by devopsdude42
    I have a bunch of VMs that I need to monitor in real-time. For all nodes I need to watch host parameters like load, network usage and free memory; and for some I need app-specific metrics too, like redis (some vars from the output of INFO command) and nginx (like requests/sec, avg. request time). Ideally I'd also like to track some parameters from the custom apps that run on these node too. These parameters should get tracked as a bunch of line charts on a dashboard. I checked out graphite and it looks suitable (although the UX and aesthetics looks like it needs some love). But setting up and maintaining graphite looks to be a pain, esp. since we don't have a full-time person just for this. Are there any alternatives? Or at least something that is simpler to setup and will scale? Reasonable paid services are also ok.

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