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  • SQL*Plus??? - SPOOL??????(????? ???Tips-5)

    - by Yuichi.Hayashi
    SQL??????????????????????????????????????SPOOL?????????????? ???SPOOL??????????????????????????????? ????????? ????????????????????????????????????????????????????????????????????    $ sqlplus @sample.sql > /dev/null ??????????????????????????????? ??????????SPOOL????????????????? arraysize???????? arraysize???????SELECT??????fetch?????????SQL*Plus????????? ????????SPOOL????????SELECT???????????? SPOOL????     SQL> set array[size] 100 ????????fetch?100?????????????15???? ???????????????????????????????????????????????????? ????????????????????????????????????????????????????????????? ?????????????????????????????????????????????? ?????????? SPOOL?????????????1?????linesize???????????????????????????????? ????????????????????????????????????????? ????????????SPOOL????    SQL> set trims[pool] on ????????????off???????????????? ?????????? ???????????????SQL*Plus????????????1????????????????????????????????????????????????????????? ??????????????????????   (Written by Hiroyuki Nakaie) ?????SQL*Plus TIPS???????????????? Oracle SQL*Plus - ??, ??, ?????

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  • ????????????????????????????????????????????

    - by ????
    ?3,200???????1???60???????????????????????????????????????????????????????????????????????????????14????????????????????Oracle?ERP????????????????????????2011?6?21???????? ?????????????????????? (??) ?????? ????????? ??????? ERP??? ?????? 2011?6?22?? (Web) ITmedia???????? ?????????????????????? ???????ERP??? asahi.com ??????????????ERP???????????? ZD Net Japan ?????????????????JD Edwards EnterpriseOne?????   ????????????????????? ------------------------- ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????IT?????????????? ???????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ?????????????????????????????????????????????????????ERP??????????JD Edwards EnterpriseOne?????????????JD Edwards EnterpriseOne??????3?????????1?????????? ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ---------------------------- ?????? (1)???···??????????????????????? (2)?????????????···????????????????????????????????? (3)?????···???????????????3?????????1????? ??3???ERP?????????? ????????????? ???????????????????????????(????)?????? ?????????????????????????????? ERP???????????????????????????????????????????????????????(????????????????···)??????????????????ERP?????????????

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  • ?12c????RAC Cluster Hub Node-Leaf Node

    - by Liu Maclean(???)
    ?12c?cluster?????????????,?????????????flex cluster?flux asm?? ??Hub Node?Leaf Node,?????Hub Node?Leaf Node. Hub Node????: A node in and Oracle Flex Cluster that is tightly connected with other servers and has direct access to a shared disk. Leaf Node????: Servers that are loosely coupled with Hub Nodes, which may not have direct access to the shared storage. ?????????? Leaf Node??????shared storage ,????leaf node??share disk?? ??Hub Node?12c?????cluster node???, ?Leaf Node????? Leaf Node???: ? Hub Node?? ?????cluster?? ????????Hub Node ????Hub Node????? Hub Node????????????Leaf Node??? ??????????? ?Hub Node????? ??Leaf Node??Flex Cluster???????: hub-and-spoke???cluster?????????? ????Hub Node????OCR?Votedisk ????HUB node???,???????clusterware?????,??ocr?Votedisk ? ?????????????? ??????????,???????? ????????,12???Flex cluster??12?????, ???????? [ n * (n-1)]/2?66?????? ???1000?????,?????????????40?Hub Node,???Hub Node??24?Leaf Node,?Flex Cluster???1740??????  ????,??Cluster??499500?????? ?Flex Cluster??????????????,??cluster software????? ??Hub Node ?? ????????? , ??????????relocate???Hub Node ?Hub Node???Leaf Node??????,????????relocate???Leaf Node? ??Leaf Node?? ?????????,????????relocate????Leaf Node?

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  • A Letter for Your CEO About Social Marketing’s Future

    - by Mike Stiles
    We’ll leave it to you to decide if or how to sneak this in front of them. Dear Chief: This social marketing thing looks serious. It’s gone beyond having a Facebook page and putting our info and a few promotions on it. It’s seriously disrupting how we’ve always done marketing. And its implications reach well beyond marketing. My concern is that we stay positioned ahead of these changes and are prepared to embrace, adapt and capitalize on these new capabilities as opposed to spending valuable time and money trying to shoehorn social into “the way we’ve always done things.” I’m also concerned about what happens if our competition executes on this before we do. The days of being able to impose our ad messaging on the masses to great effect are numbered. The public now has the tech tools and ability to filter out things that are irrelevant to them. And frankly, spending ad dollars to reach unlikely prospects isn’t the most efficient path for us either. Today, our customers have to genuinely love what we do. That starts with a renewed, customer-centric focus on the quality and usability of our product. If their experience with it is bad, they now have very connected, loud voices that will testify against us. We can’t afford that. Next, their customer service experience, before and after the sale, has to be a pleasant surprise. That requires truly knowing our customers and listening to them. Lip service won’t cut it. We have to get and use as much data on the customer as possible, interact with them wherever they want to interact with us, and commit to impressing them. If we do, they’ll get out there and advertise for us. Since peer-to-peer recommendation is the most effective marketing, that’s money in the bank. Social marketing is about forming relationships, same as how individuals use social. We want them to know us, trust us, and get real value from knowing us. That requires honesty and transparency that before now might have been uncomfortable. I propose that if we clearly make everything we do about our customers’ wants and needs, we’ll have nothing to hide. It will solidify customer loyalty, retention, and thus, revenue. These things can’t happen without certain tools and structural changes in the organization. There are social cloud platforms that integrate social management into all of the necessary areas: CRM, customer service, sales, marketing automation, content marketing, ecommerce, etc. This is will give us a real-time, complete view of the customer so their every interaction with us is attentive, personalized, accurate, relevant, and satisfying. Without it, we’re just a collage of disjointed systems, each gathering data that informs only its own departmental silo. The customer is voluntarily giving us everything we need to know about them to win them over, but we have to start listening and putting the pieces together. There’s still time. Brands are coming to terms with this transition to the socially enabled enterprise, but so far they aren’t moving very fast. Like us, they’re dealing with long-entrenched technologies and processes. CMO’s and CIO’s have to form new partnerships. Content operations have to be initiated and properly staffed and funded. Various departments must be able to utilize interconnected big data. What will separate the winners from the losers? Well chief, that’s why I’m writing you. It’s in your hands. These initiatives won’t get the kind of priority and seriousness that inspire actual deadlines & action unless they come from your desk. You have to be the champion of customer centricity. You have to be our change agent. You have to be our innovator. Otherwise, it’s going to be business as usual, and that puts us in a very vulnerable place. Sincerely, Your Team @mikestilesPhoto: Gary Scott, stock.xchng

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  • Projected Results: Sound project management practices, combined with a complete technology platform, have an immediate and lasting impact on an organization’s bottom line.

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Article By: Alan Joch, is a business and technology writer who specializes in enterprise applications, cloud computing, mobile computing, and the Web. It’s no secret that complex, large-scale projects need close management controls to ensure that they’re delivered on time and on budget. But now there’s growing evidence that failing to meet these goals can have far-reaching consequences, not only for the reputations and value of individual organizations but also for the tenure of their top executives. Government watchdogs forced one large contractor to suspend a multibillion-dollar defense program—and delay payment receipts—until a better management system was launched to more accurately track spending, project milestones, and other fundamental metrics. Significant delays in the opening of the £4.3 billion Terminal 5 at Heathrow Airport impaired an airline’s operations and contributed to a drop in its share prices. These real-world examples are noteworthy because of the huge financial risks they created. They’re also far from being isolated cases. Research by the Economist Intelligence Unit found that only 11 percent of companies claimed they delivered expected ROI on major capital projects 90 percent of the time or more. In addition, 12 percent of respondents said they achieved planned ROI less than half the time. According to Phil Thornton, lead consultant at the analyst firm Clarity Economics, the numbers demonstrate obvious challenges related to managing risks, accurately predicting ROI, and consistently delivering bottom-line growth for major capital investments “Portfolio management is a path to improve your organization’s competitive advantage. It helps make sure your organization is investing in the right things and not spending its time on things that are not delivering the intended results for the firm.” Read the full article here

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  • Retail CEO Interviews

    - by David Dorf
    Businessweek's 2012 Interview Issue has interviews with three retail CEOs that are worth a quick read.  I copied some excerpts below, but please follow the links to the entire interviews. Ron Johnson, CEO JCPenney Take me through your merchandising. One of the things I learned from Steve [Jobs]—Steve said three times in his life he had the chance to be part of the change of an interface. If you change the interface, you can dramatically change the entire experience of the product. For Steve, that was the mouse, the scroll wheel on the iPod, and then the [touch]screen. What we’re trying to do here is change the interface of retail. What we call that is the street, and you’re standing in the middle of it. When you walk into a store today, you’re overwhelmed by merchandise. There is a narrow aisle. Typically, it’s filled with product on tables and you’re overwhelmed with the noise of signs and promotions. Especially in the age of the Internet, the idea of going to a very large store and having so much abundance is actually not very appealing. The first thing you find here is you’re inspired. I have used the mannequins. The street is actually this new navigation path for a retail store. So if you come in here—you’ll notice that these aisles are 14 feet wide. These are wider than Nordstrom’s (JWN). Slide show of JCPenney store. Walter Robb, co-CEO Whole Foods What did you learn from the recent recession about selling groceries?It was a lot of humble pie, because our sales experienced a drop that I have never seen in 32 years of retail. Customers left us in droves. We also learned that there were some very loyal customers who loved Whole Foods (WFM), people who said, “I like what you stand for. I like coming here. I like this experience.” That was very affirming. I think the realization was that we’ve got some customers, and we need to make sure we know who they are. So instead of chasing every customer out there, we started doing customer discussion groups. We were growing for growth’s sake, which is not a good strategy. We were chasing the rainbow. We cut the growth in half overnight and said, “All right, slow down. Let’s make sure we’re doing this better and more thoroughly and more thoughtfully.” This company is a mission-based company. This company started to change the world by bringing healthier food to the world. It’s not about the money, it’s about the impact, and this company is back on track as a result of those experiences. Video of Whole Foods store tour. Kay Krill, CEO Ann Taylor You’ve worked in retail all your life. What drew you to it?I graduated from college, and I did not know what I wanted to do. Macy’s (M) came to campus to interview for their training program, and I thought, “Let me give it a try.” I got the job and fell in love with the industry. The president of Macy’s at the time said, “If you don’t wake up every morning dying to go to work, then retailing is not for you; it has to be in your blood.” It was in my blood. I love the fact that every day is different. You can get to be creative one day, financial the next day, marketing the next. I love going to stores. I love talking to associates. I love talking to clients. There’s not a predictable day.

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  • Dawn of the Enterprise Social Developer

    - by Mike Stiles
    Social is not just for poking friends, posting videos of cats playing pianos, or even just for brand marketing anymore. It has become a key form of communication internally and externally across every area of the enterprise. As a Java developer, are you positioning yourself for the integration of social into enterprise business systems that’s on the near horizon? Because it’s the work you do and the applications you build that will influence what the social-enabled enterprise is going to look like and how it’s going to operate. But as a social developer, step one is wrapping your arms around all the things that are possible. Traditionally, the best exploration, brainstorming and innovation come from collaborating with other developers. That’s how the big questions can be hashed (or hacked) out. Is Java the best social development environment? If not, what is? What’s already being done in terms of application integration? The JavaOne Social Developer Program will offer up a series of talks and events on those very issues Tuesday, October 2 at the San Francisco Hilton. If you’re interested in embarking on this newest frontier of enterprise social development, you can connect with others who are thinking the same thing and get moving on your first project.Talks will include: Emergence Of The Social EnterpriseExtending Social into Enterprise Applications and Business ProcessesIntro to Open Graph and Facebook's APIs Building the Next Wave of Social Commerce Platforms Social Data and the Enterprise LinkedIn: A Professional Network Built with Java Technologies and Agile Practice Social Developer Hackathon In addition to these learning and discussion opportunities, you might consider joining the new Oracle Social Developer Community (OSDC), where the interaction and collaboration can continue indefinitely. It doesn’t take a lot of tea leaf reading to know that the cloud will house the enterprise technology of the future, and social (as well as the rich data it brings) is going to be a major part of that as social integrates across every business function as there’s proven value for consumer facing initiatives. The next phase of social development is going to involve combining enterprise data from multiple sources, new and existing, social and traditional, in order to tell compelling and usable stories. And social is coming to the enterprise quickly, meaning you as a development leader should seek to understand not just what's worked on the consumer side, but what aspects of those successes can be applied inside the organization. Get educated, get connected, and consider registering for this forward-looking event now to get started with enterprise social development.

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  • SharePoint Visual web part and Oracle connection problem

    - by Rishi
    Hi, I'm trying to build a "visual web part" for SharePoint 2010 which should connect to Oracle table and display records on SharePoint page.For development, Oracle 11g client (with ODP.net) ,SharePoint server 2010, Visual Studio 2010 and Oracle 10g express all running on my machine. First,I've written sample code in ASP.NET web app to connect my local Oracle table and display data in grid view and it works fine. My code is , OracleConnection con; try { // Connect string constr = "Data Source=(DESCRIPTION=(ADDRESS_LIST=(ADDRESS=(PROTOCOL=TCP)(HOST=localhost)(PORT=1521)))(CONNECT_DATA=(SERVER=DEDICATED)(SERVICE_NAME=XE)));User Id=SYSTEM; Password=password"; con = new OracleConnection(constr); //Open database connection con.Open(); // Execute a SQL SELECT OracleCommand cmd = new OracleCommand("select * from T_ACTIONPOINTS WHERE AP_STATUS='Active' ", con); OracleDataReader dr = cmd.ExecuteReader(); GridView.DataSource = dr; GridView.DataBind(); GridView.AllowPaging = true; } catch (Exception e) { lblError.Text = e.Message; } Now, I'm trying to create new "SharePoint" visual web part project and using same code and deploying it on my local SP server. But when it runs , I get following error here is my solution explorer, It looks something wrong in compatibility.Can someone point me in right direction ?

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  • Hey Retailers, Are You Ready For The Holiday Season?

    - by Jeri Kelley
    With online holiday spending reaching $35.3 billion in 2011 and American shoppers spending just under $750 on average on their holiday purchases this year, how ready is your business for the 2012 holiday season?   ?? Today’s shoppers do not take their purchases lightly.  They are more connected, interact with more resources to make decisions, diligently compare products and services, seek out the best deals, and ask for input from friends and family.   This holiday season, as consumers browse for apparel, tablets, toys, and much more, they will be bombarded with retailer communication - from emails and commercials to countless search engine results and social recommendations.  With a flurry of activity coming at consumers from every channel and competitor, your success this year will rely on communicating a consistent, personalized message no matter where your customers are shopping.  Here are a few ideas to help with your commerce strategy this holiday season: CONSISTENCY COUNTS FOR MULTICHANNEL SHOPPERS??According to a November 2011 study commissioned by Oracle, “Channel Commerce 2011: The Consumer View,” 54% of consumers in the U.S. and Canada regularly employ two or more channels before they make a purchase.  While each channel has its own unique benefit, user profile, and purpose, it’s critical that your shoppers have a consistent core experience wherever they’re looking for information or making a purchase.  Be sure consumers can consistently search and browse the same product information and receive the same promotions online, on their mobile devices, and in-store.? USE YOUR CUSTOMER’S CONTEXT TO SURFACE RELEVANT CONTENTYour Web site is likely the hub of your holiday activity.  According to a Monetate infographic, 39% of shoppers will visit your Web site directly to find out about the best holiday deals.   Use everything you know about your customers from past purchase data to browsing history to provide a relevant experience at every click, and assemble content in a context that entices shoppers to buy online, or influences an offline purchase.? TAKE ADVANTAGE OF MOBILE BEHAVIOR?Having a mobile program is no longer a choice.   Armed with smartphones and tablets, consumers now have access to more and more product information and can compare products and prices from anywhere.  In fact, approximately 52% of smartphone users will use their device to research products, redeem coupons and use apps to assist in their holiday gift purchase.  At a minimum, be sure your mobile environment has store information, consistent pricing and promotions, and simple checkout capabilities. ARM IN-STORE ASSOCIATES WITH TABLETS?According to RISNews.com, 31% of retailers plan to begin testing tablets in stores in 2012, 22% have already begun such testing and 6% had fully deployed tablets within stores.   Take advantage of this compelling sales tool to get shoppers interacting with videos, user reviews, how-to guides, side-by-side product comparisons, and specs.  Automatically trigger upsell and cross sell suggestions for store associates to recommend for each product or category, build in alerts for promotions, and allow associates to place orders and check inventory from their tablet.  ? WISDOM OF THE CROWDS IS GOOD, BUT WISDOM FROM FRIENDS IS BETTER?Shoppers who grapple with options are looking for recommendations; they’d rather get advice from friends, and they’re more likely to spend more while doing so.    In fact, according to an infographic by Mr. Youth, 66% of social media users made a purchase on Black Friday or Cyber Monday as a direct result of social media interactions with brands or family.   This holiday season, be sure you are leveraging your social channels from Facebook to Pinterest to drive consistent promotions and help your brand to become part of the conversation. So, are you ready for the holidays this year?  

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  • How to Waste Your Marketing Budget

    - by Mike Stiles
    Philosophers have long said if you find out where a man’s money is, you’ll know where his heart is. Find out where money in a marketing budget is allocated, and you’ll know how adaptive and ready that company is for the near future. Marketing spends are an investment. Not unlike buying stock, the money is placed in areas the marketer feels will yield the highest return. Good stock pickers know the lay of the land, the sectors, the companies, and trends. Likewise, good marketers should know the media available to them, their audience, what they like & want, what they want their marketing to achieve…and trends. So what are they doing? And how are they doing? A recent eTail report shows nearly half of retailers planned on focusing on SEO, SEM, and site research technologies in the coming months. On the surface, that’s smart. You want people to find you. And you’re willing to let the SEO tail wag the dog and dictate the quality (or lack thereof) of your content such as blogs to make that happen. So search is prioritized well ahead of social, multi-channel initiatives, email, even mobile - despite the undisputed explosive growth and adoption of it by the public. 13% of retailers plan to focus on online video in the next 3 months. 29% said they’d look at it in 6 months. Buying SEO trickery is easy. Attracting and holding an audience with wanted, relevant content…that’s the hard part. So marketers continue to kick the content can down the road. Pretty risky since content can draw and bind customers to you. Asked to look a year ahead, retailers started thinking about CRM systems, customer segmentation, and loyalty, (again well ahead of online video, social and site personalization). What these investors are missing is social is spreading across every function of the enterprise and will be a part of CRM, personalization, loyalty programs, etc. They’re using social for engagement but not for PR, customer service, and sales. Mistake. Allocations are being made seemingly blind to the trends. Even more peculiar are the results of an analysis Mary Meeker of Kleiner Perkins made. She looked at how much time people spend with media types and how marketers are investing in those media. 26% of media consumption is online, marketers spend 22% of their ad budgets there. 10% of media time is spent with mobile, but marketers are spending 1% of their ad budgets there. 7% of media time is spent with print, but (get this) marketers spend 25% of their ad budgets there. It’s like being on Superman’s Bizarro World. Mary adds that of the online spending, most goes to search while spends on content, even ad content, stayed flat. Stock pickers know to buy low and sell high. It means peering with info in hand into the likely future of a stock and making the investment in it before it peaks. Either marketers aren’t believing the data and trends they’re seeing, or they can’t convince higher-ups to acknowledge change and adjust their portfolios accordingly. Follow @mikestilesImage via stock.xchng

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  • Get the Picture: Pinterest for Marketers

    - by Mike Stiles
    When trying to determine on which networks to conduct social marketing, the usual suspects immediately rise to the top; Facebook & Twitter, then LinkedIn (especially if you’re B2B), then maybe some Google Plus to hedge SEO bets.  So at what juncture do brands get excited about Pinterest? Pinterest has been easy for marketers to de-prioritize thanks to the perception its usage is so dominated by women. Um, what’s wrong with that? Women make an estimated 85% of all consumer purchases. So if there are indeed over 30 million US women active on it monthly, and they do 92% of the pinning, and 84% are still active on it after 4 years, when did an audience of highly engaged, very likely sales conversions become low priority? Okay, if you’re a tech B2B SaaS product like the Oracle Social Cloud, Pinterest may not be where you focus. But if you operate in the top Pinterest categories, which are truly far-reaching, it’s time to take note of Pinterest’s performance to date: 40.1 million monthly users in the US (eMarketer). Over 30 billion pins, half of which were pinned in the last 6 months. (Big momentum) 75% of usage is on their mobile app. (In solid shape for the mobile migration) Pinterest sharing grew 58% in 2013, beating Facebook, Twitter, or LinkedIn. (ShareThis) Pinterest is the 3rd most popular sharing platform overall (over email), with 48% of all sharing on tablets. Users referred by Pinterest are 10% more likely to buy on e-commerce sites and tend to spend twice that of users coming from Facebook. (Shopify) To be fair, brands haven’t had any paid marketing opportunities on that platform…until recently. Users are seeing Promoted Pins in both category and search feeds from rollout brands like Gap, ABC Family, Ziploc, and Nestle. Are the paid pins annoying users? It seems more so than other social networks, they’re fitting right in to the intended user experience and being accepted, getting almost as many click-throughs as user pins. New York Magazine’s Kevin Roose laid it out succinctly; Pinterest offers a place that’s image-centric, search-friendly, makes things easy to purchase, makes things easy to share, and puts users in an aspirational mood to buy. Pinterest is very confident in the value of that combo and that audience, with CPM rates 5x that of the most expensive Facebook ad, plus (at least for now) required spending commitments and required pin review by Pinterest for quality. The latest developments; a continued move toward search and discovery with enhancements like Guided Search to help you hone in on what interests you, Custom Categories, and the rumored Visual Search that stands to be a liberation from text. And most recently, Pinterest has opened up its API so brands can get access to deeper insights into the best search terms and categories in which to play ball, as well as what kinds of pins stand to perform best in those areas. As we learned in our rundown this week of Social Media Examiner’s Social Media Marketing Industry Report, around 50% of marketers specifically intend on upping their use of Pinterest. If you’re a big believer in fishing where the fish are, that’s probably an efficient position to take. @mikestiles @oraclesocialPhoto: Adam Lambert_Gorwyn, freeimages.com

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  • What You Can Learn from the NFL Referee Lockout

    - by Christina McKeon
    American football is a lot like religion. The fans are devoted followers that take brand loyalty to a whole new level. These fans that worship their teams each week showed that they are powerful customers whose voice has an impact. Yesterday, these fans proved that their opinion could force the hand of a large and powerful institution. With a three-month NFL referee lockout that seemed like it was nowhere close to resolution, the Green Bay Packers and the Seattle Seahawks competed last Monday night. For those of you that might have been out of the news cycle the past few days, Green Bay lost the game due to a controversial call that many experts and analysts agree should have resulted in Green Bay winning the game. Outrage ensued. The NFL had pulled replacement referees from the high school ranks, and these replacements did not have the knowledge and experience to handle high intensity NFL games. Fans protested about their customer experience. Their anger-filled rants were heard in social media, in the headlines of newspapers, on radio, and on national TV. Suddenly, the NFL was moved to reach an agreement with the referees. That agreement was reached late in the night on Wednesday with many believing that the referees had the upper hand forcing the owners into submission. Some might argue that the referees benefited, not the fans. Since the fans wanted qualified and competent referees, I would say the fans did benefit. The referees are scheduled to return to the field this Sunday, so the fans got what they wanted. What can you learn from this negative customer experience? Customers are in control. NFL owners thought they were controlling this situation with the upper hand over referees. The owners figured out they weren’t in control when their fans reacted negatively. Customers can make or break you more now than ever before, which is why it is more important to connect with them, engage them in a personal manner, and create rewarding relationships. Protect your brand. Whether knowingly or unknowingly, the NFL put their brand and each team’s brand at risk with replacement referees. Think about each business decision you make, and how it may impact your brand at different points in time. A decision that results in a gain today could result in a larger loss down the road. Customer experience matters. The NFL likely foresaw declining revenues in ticket sales, merchandising, advertising, and other areas if the lockout continued. While fans primarily spoke with their minds in the days following the Green Bay debacle, their wallets would be the next things to speak. Customer experience directly affects your success and is one of the few areas where you can differentiate your business. What would you do if your brand got such negative attention? Would you be prepared to navigate such stormy waters? Would you be able to prevent such a fiasco? If you don’t have a good answer to these questions, consider joining us October 3-5, 2012 at the Oracle Customer Experience Summit in San Francisco. You’ll have the opportunity to learn even more about customer experience from industry experts such as best-selling author Seth Godin, Paul Hagen and Kerry Bodine from Forrester Research, Inc., George Kembel from the Stanford d.School, Bruce Temkin of The Temkin Group, and Gene Alvarez from Gartner Inc.. There will also be plenty of your peers and customer experience experts available for networking and discussions.

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  • Mobile Apps: An Ongoing Revolution

    - by Steve Walker
    a guest post from Suhas Uliyar, VP Mobile Strategy, Product Management, Oracle The rise of smartphone apps have proved transformational for businesses, increasing the productivity of employees while simultaneously creating some seriously cool end user experiences. But this is a revolution that is only just beginning. Over the next few years, apps will change everything about the way enterprises work as well as overhauling the experiences of customers. The spark for this revolution is simplicity. Simplicity has already proved important for the front-end of apps, which are now often as compelling and intuitive as consumer apps. Businesses will encourage this trend, both to further increase employee productivity and to attract ‘digital natives’ (as employees and customers). With the variety of front-end development tools available already, this should be a simple mission for developers to accomplish – but front-end simplicity alone is not enough for the enterprise mobile revolution. Without the right content even the most user-friendly app is useless. Yet when it comes to integrating apps with ‘back-end’ systems to enable this content, developers often face a complex, costly and time-consuming task. Then there is security: how can developers strike a balance between complying with enterprise security policies and keeping the user experience simple? Complexity has acted as a brake on innovation, with integration and security compliance swallowing enterprise resources. This is why the simplification of integration, security and scalability is so important: it frees time and money for revolutionary innovation. The key is to put in place a complete and unified SOA integration platform that runs across the entire enterprise and enables organizations to easily integrate and connect applications across IT environments. The platform must also be capable of abstracting apps from the underlying OS and enabling a ‘write-once, run- anywhere’ capability for mobile devices - essential for BYOD environments and integrating third-party apps. Mobile Back-end-as-a-Service can also be very important in streamlining back-end integration. Mobile services offered through the cloud can simplify mobile application development with a standard approach to dealing with complex server-side programming and integration issues. This allows the business to innovate at its own pace while providing developers with a choice of tools to speed development and integration. Finally, there is security, which must be done in a way that encourages users to make the most of their mobile devices and applications. As mobile users, we want convenience and that is why we generally approve of businesses that adopt BYOD policies. Enterprises can safely encourage BYOD as they can separate, protect, and wipe corporate applications by installing a secure ‘container’ around corporate applications on any mobile device. BYOD management also means users’ personal applications and data can be kept separate from the enterprise information – giving them the confidence they need to embrace the use of their devices for corporate apps. Enterprises that place mobility at the heart of what they do will fundamentally transform their businesses and leap ahead of the competition. As businesses take to mobile platforms that simplify integration, security and scalability we will see a blossoming of innovation that will drive new levels of user convenience and create new ways of working that we are only beginning to imagine.

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  • Connect to a remote Oracle 11g server using OracleClient of .NET 2.0

    - by Raghu M
    I have to connect to a Oracle server on the network using a .NET / C# (Winform) application. I am trying to use System.Data.OracleClient but in vain. Here are the details I can possibly think of (that might help someone reading this question): Platform: Visual Studio 2005 / .NET 2.0 with C# on Windows Vista Home Premium Library: System.Data.OracleClient Server: Oracle 11g (located on the same LAN) Please note that I don't have Oracle installed locally and I have hunted every discussion forum possible for help - but most of them assume local Oracle installation! Here is my connection string: "User Id=TSUSER;Password=ts12TS;Data Source=(DESCRIPTION=(ADDRESS=(PROTOCOL=TCP)(HOST=MyServerIP)(PORT=1521))(CONNECT_DATA=(SERVICE_NAME=ORCL)));" And I get this error: OCIEnvCreate failed with return code -1 but error message text was not available. Stack trace: at System.Data.OracleClient.OciHandle..ctor(OciHandle parentHandle, HTYPE handleType, MODE ocimode, HANDLEFLAG handleflags) at System.Data.OracleClient.OracleInternalConnection.OpenOnLocalTransaction(String userName, String password, String serverName, Boolean integratedSecurity, Boolean unicode, Boolean omitOracleConnectionName) at System.Data.OracleClient.OracleInternalConnection..ctor(OracleConnectionString connectionOptions) at System.Data.OracleClient.OracleConnectionFactory.CreateConnection(DbConnectionOptions options, Object poolGroupProviderInfo, DbConnectionPool pool, DbConnection owningObject) at System.Data.ProviderBase.DbConnectionFactory.CreatePooledConnection(DbConnection owningConnection, DbConnectionPool pool, DbConnectionOptions options) at System.Data.ProviderBase.DbConnectionPool.CreateObject(DbConnection owningObject) at System.Data.ProviderBase.DbConnectionPool.UserCreateRequest(DbConnection owningObject) at System.Data.ProviderBase.DbConnectionPool.GetConnection(DbConnection owningObject) at System.Data.ProviderBase.DbConnectionFactory.GetConnection(DbConnection owningConnection) at System.Data.ProviderBase.DbConnectionClosed.OpenConnection(DbConnection outerConnection, DbConnectionFactory connectionFactory) at System.Data.OracleClient.OracleConnection.Open() at DGKit.Util.DataUtil.Generate() in D:\SVNRoot\sandbox\DGDev\Util\DataUtil.cs:line 68

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  • Goodbye, Spreadsheets and Hello Modern ERP

    - by Christine Randle
    By: Steve Cox, Vice President, Oracle Accelerate for Midsize Companies     Signs of the resurging economy continue to sprout, with green shoots rising across different sectors and industries. With the economy on the rebound, businesses are increasing their investment in technology to keep up with growth and evolving demands; as proof, Gartner recently increased its worldwide IT spending forecast for 2012 to $3.6 trillion, anticipating a 3 percent increase from 2011 spending.   One of the segments most reliant on technology to catapult growth is midsize companies – established businesses leveraging every competitive efficiency and advantage to compete with much larger enterprises. We find that to compete against the big guys, they need to create an internal technology infrastructure to fuel that growth. Goodbye, spreadsheets and hello modern ERP.   While many businesses postponed upgrading or replacing financial and HR management systems during the recession, now some have started dusting off RFPs and revisiting technology options. Years ago, midsize organizations used spreadsheet-based systems and processes to manage employees, customers, partners, products and revenue. We’ve found that as companies scale up, they are apt to avoid heavily customizing their existing systems, and instead are more prone to standardize on a modern, enterprise-class ERP system.   Modern ERP platforms enable growing companies to immediately address the most pressing challenges – accounting, talent management, customer retention, et. al. Midsize companies implement these systems and processes to help them earn more, go public or expand globally.   And today, choice is a primary factor when selecting an ERP solution. Businesses have more deployment options now than ever before, depending on their unique structures and needs. Whether the preference is on demand, cloud, hosted or on premise, a modular, scalable deployment is available to meet the need.   With modern ERP systems, business that once struggled to do more with fewer resources have access to the same quality tools as larger competitors. By adopting top tier ERP systems tailored to individual business needs, midsize companies can support business operations while creating an enterprise system that seamlessly scales up to fuel future growth. Meaning that the ERP decision that your company makes today, will have legs to serve your business for years to come.

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  • The Social Enterprise: Gangnam Style

    - by Mike Stiles
    Are only small and medium businesses able to put social strategies in place, generate consistent, compelling content for customers, and be nimble enough to listen and respond to the social communities they build? Or are enterprise organizations eagerly and effectively adopting social as well? It depends on whom inside the organization you ask. A study from Attensity looked at who “gets” social inside enterprise organizations. The results were unsurprising. Mostly, Generation X and Y employees who came of age with social as part of their lives and as a key communications vehicle understand it. Imagine being a 25-year-old at a company that bans employees from accessing Facebook at work. You may as well tell them they can’t use phones and must do all calculations on an abacus. To them, such policy is absent of real-world logic and signals to them the organization is destined to be the victim of an up-and-comer. After that, it’s senior management that gets social. You don’t get to be in senior management without reading a few things and paying attention. Most senior managers are well aware of the impact social has had and will have, though they may be unsure of what to do about it. The better ones will utilize those on the inside who do inherently know how to communicate and build virtual relationships using social. The very best will get the past out of the way for these social innovators, so the new communications can be enacted minus counterproductive dictums, double-clutching, meeting-creep, and all the other fading internal practices that water down content and impede change. Organizationally, the Attensity study found 81% of enterprise companies believe failing to embrace social will result in their being left behind. Yet our old friend fear still has many captive in its clutches. 79% feel overwhelmed by the volume of social data available, something a social technology partner with goal-oriented analytics expertise could go a long way toward alleviating. Then there’s the fear of social having a negative impact. This comes from a lack of belief in the product, the customer service, or both. The public uses social not to go out and slay brands. They’re using it to be honest. If the fear is that honesty will reflect badly on the brand, the brand has much bigger, broader problems than what happens on Facebook. Sadly, most enterprise organizations still see social as a megaphone, a one-way channel with which to hit people with ads. They either don’t understand social relationships, or don’t want any. The truly unenlightened manager will always say, “We help them by selling them our stuff.” “Brand affinity” is a term, it’s just not one assigned much value in enterprise organizations. Which brings us to Psy, the Korean performer whose Internet video phenom “Gangnam Style,” as of this writing, has been viewed 438,550,238 times on YouTube. It’s bigger than anything a brand will probably ever publish. Most brands would never have seen the point of making or publishing it. But a funny thing happened on the way to Internet success. The video literally doubled the stock price of Psy’s father’s software firm. NH Investment and Securities said, "The positive sentiment has attracted investors just because of the fact the company is owned by Psy's father and uncle.” The company wasn’t mentioned or seen in the video in any way, yet reaped tangible rewards just for being tangentially associated with it. Imagine your brand being visibly and directly responsible for such a smash and tell me it’s worthless. When enterprise organizations embrace the value of igniting passions, making people happier, solving their problems, informing them, helping them have fun, etc., then they will have fully embraced social, and will reap the brand affinity rewards of heightened awareness, brand loyalty and yes, sales.

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  • Brazil is Hot for Social Media

    - by Mike Stiles
    Today’s guest blog is from Oracle SVP Product Development Reggie Bradford, fresh off a visit to Sao Paulo, Brazil where he spoke at the Dachis Social Business Summit and spent some time getting a personal taste for the astonishing growth of social in Brazil, both in terms of usage and engagement. I knew it was big, but I now have an all-new appreciation for why the Wall Street Journal branded Brazil the “social media capital of the universe.” Brazil has the world’s 5th largest economy, an expanding middle class, an active younger demo market, a connected & outgoing culture, and an ongoing embrace of the social media platforms. According to comScore's 2012 Brazil Digital Future in Focus report, 97% are using social media, and that’s not even taking mobile-only users into account. There were 65 million Facebook users in 2012, spending an average 535 minutes there, up 208%. It’s one of Twitter’s fastest growing markets and the 2nd biggest market for YouTube. Instagram usage has grown over 300% since last year. That by itself is exciting, but look at the opportunity for social marketing brands. 74% of Brazilian social users follow brands on Facebook, and 59% have praised a company on either Twitter or Facebook. A 2011 Oh! Panel study found 81% of social networkers there used social to research new products and 75% went there looking for discounts. B2C eCommerce sales in Brazil is projected to hit $26.9 billion by 2015. I bet I’m not the only one who sees great things ahead, and I was fortunate enough give a keynote ABRADI, an association of leading digital agencies in Brazil with 53 execs from 35 agencies attending. I was also afforded the opportunity to give my impressions of what’s going on in Brazil to Jornal Propoganda & Marketing, one of the most popular publications in Latin America for marketers. I conveyed that especially in an environment like Brazil, where social users are so willing to connect and engage brands, marketers need to back away from the heavy-handed, one-way messaging of old school advertising and move toward genuine relationships and trust-building. To aide in this, organizational and operation changes must be embraced inside the enterprise. We've talked often about the new, tighter partnership forming between the CIO and CMO. If this partnership is not encouraged, fostered and resourced, the increasing amount of time consumers spend on mobile and digital, and the efficiencies and integrations offered by cloud-based software cannot be exploited. These are the kinds of changes that can yield social data that, when combined with enterprise data, helps you come to know your social audiences intimately and predict their needs. Consumers are always connected and need your brand to be accessible at any time, be it for information or customer service. And, of course, all of this is happening quite publicly. The holistic, socially-enable enterprise connects social to customer service systems and all other customer touch points, facilitating the kind of immediate, real-time, gratifying response customers are coming to expect. Social users in Brazil are highly active and clearly willing to meet us as brands more than halfway. Empowering yourself with a social management technology platform will have you set up to maximize this booming social market…from listening & monitoring to engagement to analytics to workflow & automation to globalization & language support. Brands, it’s time to be as social as the great people of Brazil are. Obrigado! @reggiebradfordPhoto: Gualberto107, freedigitalphotos.net

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  • Export large amount of data from Oracle 10G to SQL Server 2005

    - by uniball
    Dear all, I need to export 100 million data rows (avg row length ~ 100 bytes) from Oracle 10G database table into SQL server (over WAN/VLAN with 6MBits/sec capacity) on a regular basis. So far, these are the options that I have tried and a quick summary. Has anyone tried this before? Are there other better options? Which option would be the best in terms of performance and reliability? The time taken has been calculated using tests on smaller amounts of data and then extrapolating it to estimate the time required. Using data import wizard on the SQL server or SSIS packages to import the data. It will take around 150 hours to complete the task. Using Oracle batch job to spool data into a comma-delimited flat-file. Then using SSIS package to FTP this file to the SQL server and then load directly from the flat-file. The issue here is the size of the flat-file which is expected to run in GBs. Although this option is drastically different, I am even considering the option of using Linked Server to query the Oracle data directly at run-time to avoid bringing in data. Performance is a big problem and I have limited control over the Oracle database in terms of creating table indexes. Regards, Uniball

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  • Commvault Oracle RMAN Restore to new host

    - by Glenn Stauffer
    We use Commvault Simpana 8 and I have a situation where I have backups of an Oracle database on tape that were taken from Host A. Host A suffered a disk failure (lost its raid configuration) and the sys admins are trying to restore it; in the meantime, I'd working to bring the database back up on another host - Host B. I'm running into problems and am trying to sort out the parameters that need to be passed to the Commvault media agent to get this to work. Unfortunately, I do not have access to Commvault support and the backup person is unavailable. Any one have a clue? The backups are there and the media agent reported a successful write when they ran last night. This is what fails: RMAN run { allocate channel t1 device type sbt_tape parms='SBT_LIBRARY=/usr/local/galaxy/Base/libobk.so,BLKSIZE=262144, ENV=(CvClientName=dbsrv2,CvInstanceName=Instance001, CVOraRacDBName=BBDB, CVOraRACDBClientName=BBDB)'; restore spfile to pfile '/tmp/bbdb.ora' from autobackup; }2 3 4 allocated channel: t1 channel t1: sid=34 devtype=SBT_TAPE channel t1: CommVault Systems for Oracle: Version 7.0.0(Build76) Starting restore at 09-MAY-10 channel t1: looking for autobackup on day: 20100509 channel t1: autobackup found: c-3941155360-20100509-01 released channel: t1 RMAN-00571: =========================================================== RMAN-00569: =============== ERROR MESSAGE STACK FOLLOWS =============== RMAN-00571: =========================================================== RMAN-03002: failure of restore command at 05/09/2010 18:01:35 ORA-19870: error reading backup piece c-3941155360-20100509-01 ORA-19507: failed to retrieve sequential file, handle="c-3941155360-20100509-01", parms="" ORA-27029: skgfrtrv: sbtrestore returned error ORA-19511: Error received from media manager layer, error text: sbtrestore: Job[0] thread[26316]: InitializeCLRestore() failed.

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  • Commvault Oracle RMAN Restore to new host

    - by Glenn Stauffer
    We use Commvault Simpana 8 and I have a situation where I have backups of an Oracle database on tape that were taken from Host A. Host A suffered a disk failure (lost its raid configuration) and the sys admins are trying to restore it; in the meantime, I'd working to bring the database back up on another host - Host B. I'm running into problems and am trying to sort out the parameters that need to be passed to the Commvault media agent to get this to work. Unfortunately, I do not have access to Commvault support and the backup person is unavailable. Any one have a clue? The backups are there and the media agent reported a successful write when they ran last night. This is what fails: run { allocate channel t1 device type sbt_tape parms='SBT_LIBRARY=/usr/local/galaxy/Base/libobk.so,BLKSIZE=262144, ENV=(CvClientName=dbsrv2,CvInstanceName=Instance001, CVOraSID=BBPROD)'; restore spfile to pfile '/tmp/bbdb.ora' from autobackup; } allocated channel: t1 channel t1: sid=34 devtype=SBT_TAPE channel t1: CommVault Systems for Oracle: Version 7.0.0(Build76) Starting restore at 09-MAY-10 channel t1: looking for autobackup on day: 20100509 channel t1: autobackup found: c-3941155360-20100509-01 released channel: t1 RMAN-00571: =========================================================== RMAN-00569: =============== ERROR MESSAGE STACK FOLLOWS =============== RMAN-00571: =========================================================== RMAN-03002: failure of restore command at 05/09/2010 18:01:35 ORA-19870: error reading backup piece c-3941155360-20100509-01 ORA-19507: failed to retrieve sequential file, handle="c-3941155360-20100509-01", parms="" ORA-27029: skgfrtrv: sbtrestore returned error ORA-19511: Error received from media manager layer, error text: sbtrestore: Job[0] thread[26316]: InitializeCLRestore() failed.

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  • Online Storage and security concerns

    - by Megge
    I plan to set up a small fileserver. I already own a small server at HostEurope (VirtualServer L, 250GB space), but they don't offer enough space (there is the HostEurope Cloud, but paying for bandwidth isn't an option here, video-streaming should be possible) Requirements summarized: Storage: 2TB, Users: ~15, Filesizes: < 100GB, should be easily reachable (Mount as a networkdrive or at least have solid "communication" software) My first question would be: Where can I get halfway affordable online storages? And how should I connect them to my server? Getting an additional server is a bit overkill, as I know no hoster which allows 2 TB on a small 2 Ghz Dual Core 2 GB RAM thingy (that would be enough by far, I just need much space), and connecting it via NFS or FTP over Internet seems a bit strange and cripples performance. Do you have any advice where I could get that storage service from? (I sent HostEurope a custom request today, but they didn't answer till now. If they can provide me with that space, this question will be irrelevant, but the 2nd one is the more important one anway, don't do much more than recommend me some based on experience, you don't have to crawl hours through hosting services) livedrive for example offers 5 TB for 17€ / month, I'd be happy with 2 TB for 20 €, the caveat is: It doesn't allow multiple users, which leads me to my second question: Where are the security problems? Which protocol is sufficient (I want private and "public" folders etc. the usual "every user has its own and a public space"-thing), secure and fast? (I'd tend to (S)FTP, problem with FTP is: Most of those hosting services don't even allow FTP with mutliple users and single users lead me into "hacking" a solution (you could map the basic folder structure on the main server and just mount every subfolder from the storage, things get difficult with a public folder with 644 permissions though) Is useing something like PKI or 802.1X overkill for private uses?

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  • Replacing local home server with VPS: Suggestions?

    - by CamronBute
    So right now, I'm running an old box with a 2TB HDD in it. I use this as a file server for the home network, as well as a box for downloading large files which are synced via Dropbox. Lots of other tinkering things, too. Basically, I'm sick of paying extra for the power and having to worry about drive failures and whatnot. I'd rather get a remote server, let someone else manage it and provide access from the Internet. So, I've been looking for a Windows VPS that would give me access to install things and tinker, and I'm having a problem finding a host that offers more than 100GB of hard drive space. If they do offer a package with 100GB of storage, everything else is waaayyyy more than what I actually need. The idea is to create a permanent VPN connection from the cloud server to my home network to provide a transparent solution so I'm not having to go to lengths to transfer files or whatnot. I think a VPS solution will allow me to do this. I would like 1TB of storage space, minimum 100Mbps Internet connection, minimum 250GB bandwidth, admin access. Anyone have anything? Or am I being unreasonable? If I am, why?

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  • What is Best storage servers infrastructure ? DAS/NAS/SAN or installing GlusterFS/LUSTER/HDFS/RBDB

    - by TORr0t
    I am trying to design an infrastucture for the project I am working on. It would be somehow a file-sharing/downloading project (like rapidshare) and I would need high storage sizes and good scability, and I would add new storage nodes after my project grows up. I have come up with 3 solutions for my project which are using Luster, GlusterFS, HDFS, RDBD. For start, i would have 2 servers, one server is for glusterfs client + webserver + db server+ a streaming server, and the other server is gluster storage node. (After sometime, i would be adding more node servers, and client servers (dont know how many new client new servers to add, will see later) So, i am thinking to work with glusterfs. But i really wonder that if i have to use high performance servers with high sotrage sizes or avarage/slow servers with high storage sizes? Or nas/das/san solutions are better for glusterfs storage nodes? I might buy a nas and install glusterfs onto it. I would be happy to listen to your recommendations for the server properties (for each clients and nodes) . I really dont know if I really need high amount of ram and good cpus to for the nodes. I am sure i need it for client servers. The files would be streamed as well, so the Automatic file replication is important, thus, my system should work like a cloud, when needed, according to high traffic, the storage nodes should copy the most demanded file to be streamed and would help me to get rid of scability problems and my visitors would able to stream/download those files. Also, i am open to your experiences/thoughts about any good solution. Luster, hdfs, rbdb are the other options and i would be happy to listen to your thoughts here. I would be very very happy to hear back from anyone commented of any words I have used here. Thanks

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  • Nginx Slower than Apache??

    - by ichilton
    Hi, I've just setup 2x identical Rackspace Cloud instances and am doing some comparisons and benchmarks to compare Apache and Nginx. I'm testing with a 3.4k png file and initially 512MB server instances but have now moved to 1024MB server instances. I'm very surprised to see that whatever I try, Apache seems to consistently outperform Nginx....what am I doing wrong? Nginx: Server Software: nginx/0.8.54 Server Port: 80 Document Length: 3400 bytes Concurrency Level: 100 Time taken for tests: 2.320 seconds Complete requests: 1000 Failed requests: 0 Write errors: 0 Total transferred: 3612000 bytes HTML transferred: 3400000 bytes Requests per second: 431.01 [#/sec] (mean) Time per request: 232.014 [ms] (mean) Time per request: 2.320 [ms] (mean, across all concurrent requests) Transfer rate: 1520.31 [Kbytes/sec] received Connection Times (ms) min mean[+/-sd] median max Connect: 0 11 15.7 3 120 Processing: 1 35 76.9 20 1674 Waiting: 1 31 73.0 19 1674 Total: 1 46 79.1 21 1693 Percentage of the requests served within a certain time (ms) 50% 21 66% 39 75% 40 80% 40 90% 98 95% 136 98% 269 99% 334 100% 1693 (longest request) And Apache: Server Software: Apache/2.2.16 Server Port: 80 Document Length: 3400 bytes Concurrency Level: 100 Time taken for tests: 1.346 seconds Complete requests: 1000 Failed requests: 0 Write errors: 0 Total transferred: 3647000 bytes HTML transferred: 3400000 bytes Requests per second: 742.90 [#/sec] (mean) Time per request: 134.608 [ms] (mean) Time per request: 1.346 [ms] (mean, across all concurrent requests) Transfer rate: 2645.85 [Kbytes/sec] received Connection Times (ms) min mean[+/-sd] median max Connect: 0 1 3.7 0 27 Processing: 0 3 6.2 1 29 Waiting: 0 2 5.0 1 29 Total: 1 4 7.0 1 29 Percentage of the requests served within a certain time (ms) 50% 1 66% 1 75% 1 80% 1 90% 17 95% 19 98% 26 99% 27 100% 29 (longest request) I'm currently using worker_processes 4; and worker_connections 1024; but i've tried and benchmarked different values and see the same behaviour on all - I just can't get it to perform as well as Apache and from what i've read previously, i'm shocked about this! Can anyone give any advice? Thanks, Ian

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  • 3 Servers, is this is a cluster?

    - by Andy Barlow
    Hello, At the moment I have one Ubuntu server, 9.10, running with a simple Samba share, a mail server, DNS server and DHCP server. Mostly its just there for file sharing and email server. I also have 2 other servers that are exactly the same hardware and spec as the first, which have an rsync set up to retrieve the shared folders and backs them up. However, if the first server goes down, all of our shares disappear along with our mail and the system must be rebuilt. Also I tend to find if people are downloading a large amount from the file server, no-one can access there emails - especially in the morning when everyone is signing in at once. Would it be more beneficial for me to have all 3 servers, all running the same services, doing the same thing with some sort of cluster with load balancing? I'm not really sure where to begin looking, or how to go about such a setup where 3 servers are all identical, but perhaps one acts as the main load balancer?? If someone can point me in the right direction, or if this simply sounds like one of those Enterprise Cloud's that is now a default setup in Ubuntu Server 9.10+, then I'll go down that route. Cheers in advance. Andy

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