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  • How to use integrated support for dyndns clients in 2Wire router ?

    - by Frank
    I logged into the 2Wire web interface, and get to "Broadband Link Advanced Settings" page, how do I use it's integrated support for dyndns clients ? Under "Broadband DNS" it has "Obtain DNS information automatically" selected, under that : Manually configure your DNS information: Primary Server: Secondary Server: Domain Name: what do I need to do ?

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  • Is integrated graphics card Radeon HD 4200 capable to handle full HD?

    - by develroot
    I enjoy my integrated graphics card Radeon HD 4200 at resolution of 1280x1024 pixels on a 19" inches LG Flatron (5:4 aspect ratio) (playing FIFA 10 at max resolution, max quality). But recently i decided to upgrade my monitor and to get an 24" inches BENQ, 1920x1080, fullHD. Would I experience any problems with that graphics card on a such a big monitor? Usually I don't play games, just movies/music/and of programming, but it would be nice to be able to play some Counter Strike without artifacts.

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  • Drive

    - by erikanollwebb
    Picking up where we left off, let's summarize.  People have both intrinsic motivation and extrinsic motivation, and whether reward works depends a bit on what you are rewarding.  Rewards don't decreased intrinsic motivation provided you know what you are getting and why, and when you reward high performance.  But as anyone who has watched the great animation of Dan Pink's TED talk knows, even that doesn't tell the whole story.  Although people may not be less intrinsically motivated by rewards, the impact of rewards on actual performance is a really odd questions.  Larger rewards don't necessarily lead to better performance and in fact, some times lead to worse performance.  Pink argues that people are driven and engaged when they have autonomy, mastery and purpose.  If they can self-direct and can be good at what they do and have a sense of purpose for what they are doing, they show the highest engagement.   (Personally, I would add progress to the list.  My experience is that if you have autonomy, mastery and a sense of purpose but don't get a feeling that you are making any progress day to day, your level of engagement will drop rapidly.) So Pink is arguing if we could set up work so that people have a sense of purpose in what they do, have some autonomy and the ability to build mastery, you'll have better companies.  And that's probably true in a lot of ways, but there's a problem.  Sometimes, you have things you need to do but maybe you don't really want to do.  Or that you don't really see the point of.  Or that doesn't have a lot of value to you at the end of the day.  Then what does a company do?  Let me give you an example.  I've worked on some customer relationship management (CRM) tools over the years and done user research with sales people to try and understand their world.  And there's a funny thing about sales tools in CRM.  Sometimes what the company wants a sales person to do is at odds with what a sales person thinks is useful to them.  For example, companies would like to know who a sales person talked to at the company and the person level.  They'd like to know what they talked about, when, and whether the deals closed.  Those metrics would help you build a better sales force and understand what works and what does not.  But sales people see that as busy work that doesn't add any value to their ability to sell.  So you have a sales person who has a lot of autonomy, they like to do things that improve their ability to sell and they usually feel a sense of purpose--the group is trying to make a quota!  That quota will help the company succeed!  But then you have tasks that they don't think fit into that equation.  The company would like to know more about what makes them successful and get metrics on what they do and frankly, have a record of what they do in case they leave, but the sales person thinks it's a waste of time to put all that information into a sales application. They have drive, just not for all the things the company would like.   You could punish them for not entering the information, or you could try to reward them for doing it, but you still have an imperfect model of engagement.  Ideally, you'd like them to want to do it.  If they want to do it, if they are motivated to do it, then the company wins.  If *something* about it is rewarding to them, then they are more engaged and more likely to do it.  So the question becomes, how do you create that interest to do something?

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  • MS Access Premiere Products Exercise

    - by rynwtts
    I am working with Microsoft Access, Premiere Products Exercises for a college course. I can't seem to get past a specific question. We are working with DBDL and E-R Diagrams. The question is here. Indicate the changes you need to make to the design of the Premiere Products database to support the following situation. A customer is not necessarily represented by a single sales rep but can be represented by several sales reps. when a customer places an order, the sales rep who gets the commission on the order must be one of the collection of sales reps who represents the customer. In the database already each customer is represented by a sales rep. Which yields a one to one relationship. I need to enable a customer to have several sales reps, and make it so that only those sales rep will be eligible for commission upon each order.

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  • What are some good asp.net shared hosting pre-sales questions?

    - by P a u l
    I'm not asking for any host recommendations, those are covered in other questions. What are some good pre sales questions for asp.net shared hosting? They never seem to answer all the questions in their feature lists. So far I have a few: dedicated application pool? sql server management studio supported? Is tunneling required? can I reset my application pool in the control panel? are php and perl fully supported as well? are subdomains supported, and will I need a routing script in the root or are they routed automatically? etc. Developers have a critical need for good hosting to stage applications. I think this is absolutely developer related and don't want the question on serverfault.

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  • loop in simplexml load file

    - by shantanuo
    I am using the following code to parse the XML data to MySQL table and it is working as expected. <?php $sxe = simplexml_load_file("$myfile"); foreach($sxe->AUTHAD as $sales) { $authad="insert into test.authad values ('".mysql_real_escape_string($sales->LOCALDATE)."','".mysql_real_escape_string($sales->LOCALTIME)."','".mysql_real_escape_string($sales->TLOGID)."','" ... ?> The problem is that when I get a new xml file with different format, I can not use the above insert into statement and have to change the parameters manually. For e.g. $authadv_new="insert into test.authad values ('".mysql_real_escape_string($sales->NEW1)."','".mysql_real_escape_string($sales->NEW2)."','".mysql_real_escape_string($sales->NEW3)."','" ... Is there any way to automate this? I mean the PHP code should be able to anticipate the parameters and generate the mysql_real_escape_string($sales-NEW1) to NEW10 values using a loop.

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  • Xcode App Crash-When connecting to the ODATA services [on hold]

    - by user3685677
    Can someone help me resolving the following issue: When trying to connect from iPad app to SAP ECC system through ODATA channel services via SUP, it is allowing me to login for the first time and could retrieve the data successfully from SAP system. But when I logout and try logging in again with the same session, application gets crashed. Below is the crash report for your reference. I am using SDM Parser to connect the SAP system. SDMODataServiceDocumentParser *sdmDocParser = [[SDMODataServiceDocumentParser alloc] init]; [sdmDocParser parse:aServiceDocument]; m_serviceDocument = sdmDocParser.serviceDocument; //Load the object with metadata xml: SDMODataMetaDocumentParser *sdmMetadataParser = [[SDMODataMetaDocumentParser alloc] initWithServiceDocument:m_serviceDocument]; [sdmMetadataParser parse:aMetadata]; After initiated the service, setting the URL. [service setServiceDocumentUrl:m_serviceDocumentURL]; Using SDMconnectivityhelper to connect the URL id<SDMRequesting> serviceDocumentRequest2 = [connectivityHelper executeBasicSyncRequestWithQuery3:[[ODataQuery alloc]initWithURL:[NSURL URLWithString:encodedStrUrl]]] ; - (id <SDMRequesting>)executeBasicSyncRequestWithQuery3:(ODataQuery *)aQuery { id<SDMRequesting> request = [self createRequestWithQuery:aQuery]; [request setTimeOutSeconds:TIMEOUT_SEC]; [request setRequestMethod:@"GET"]; [request addRequestHeader:@"Content-Type" value:@"application/xml"]; [request startSynchronous];**[App getting CRASH in this line]** return request; } - (id <SDMRequesting>)createRequestWithQuery:(ODataQuery *)aQuery { if (isSUPMode) { [SDMRequestBuilder setRequestType:SUPRequestType]; } else { [SDMRequestBuilder setRequestType:HTTPRequestType]; } id <SDMRequesting> request = [SDMRequestBuilder requestWithURL:aQuery.URL]; request.username = self.username; request.password = self.password; return request; } Crash Report:- Incident Identifier: 347511BA-5F7F-45D4-8662-D5DCD2F88EA7 CrashReporter Key: 9a4d38cf19b1a94476eb6b2170d4f56678d6ca60 Hardware Model: iPad3,4 Path: /var/mobile/Applications/F38AD64F-03F8-4A21- Exception Type: EXC_BAD_ACCESS (SIGSEGV) Exception Subtype: KERN_INVALID_ADDRESS at 0x00000000 Triggered by Thread: 0 Thread 0 Crashed: 0 libsystem_platform.dylib 0x393a94c0 _platform_memmove$VARIANT $Swift + 160 1 Eby Sales Order 0x0015a2c8 0xb7000 + 668360 2 Eby Sales Order 0x0015a8b8 0xb7000 + 669880 3 Eby Sales Order 0x003331ee 0xb7000 + 2605550 4 Eby Sales Order 0x0031856e 0xb7000 + 2495854 5 Eby Sales Order 0x00338454 0xb7000 + 2626644 6 Eby Sales Order 0x000e6ad8 0xb7000 + 195288 7 Eby Sales Order 0x000e99a0 0xb7000 + 207264 8 Eby Sales Order 0x000ea442 0xb7000 + 209986 9 Eby Sales Order 0x000eb0d6 0xb7000 + 213206 10 Eby Sales Order 0x000c13d0 0xb7000 + 41936 11 Foundation 0x2ec93112 __NSFireDelayedPerform + 410 12 CoreFoundation 0x2e27ef4c __CFRUNLOOP_IS_CALLING_OUT_TO_A_TIMER_CALLBACK_FUNCTION__ + 12 13 CoreFoundation 0x2e27eb66 __CFRunLoopDoTimer + 790 14 CoreFoundation 0x2e27ceee __CFRunLoopRun + 1214 15 CoreFoundation 0x2e1e7764 CFRunLoopRunSpecific + 520 16 CoreFoundation 0x2e1e7546 CFRunLoopRunInMode + 102 17 GraphicsServices 0x331216ce GSEventRunModal + 134 18 UIKit 0x30b4688c UIApplicationMain + 1132 19 Eby Sales Order 0x000bd8da 0xb7000 + 26842 20 Eby Sales Order 0x000bd89c 0xb7000 + 26780

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  • SQL Complex Select - Trouble forming query

    - by JoshSpacher
    I have three tables, Customers, Sales and Products. Sales links a CustomerID with a ProductID and has a SalesPrice. select Products.Category, AVG(SalePrice) from Sales inner join Products on Products.ProductID = Sales.ProductID group by Products.Category This lets me see the average price for all sales by category. However, I only want to include customers that have more than 3 sales records or more in the DB. I am not sure the best way, or any way, to go about this. Ideas?

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  • How to track conversion rate (clicks to sales) from an internal advertising system?

    - by Ed Woodcock
    I am currently writing an interal advertising system for a company client's website, where the adverts will only be seen by internal users, and all transactions take place internally to the site (i.e. the adverts are for member-only content available on the site). Does anyone have any recommendations as to the best way to track the conversion rate of these adverts (i.e. views:clicks:sales)? EDIT I'm not looking for a 'Why don't you use google analystics'-type answer, I'm looking into possible architecture outlines, i.e. a 'why don't use store a guid in a cache temporarily and see if it ties to the advert' kind of answer. /EDIT In a previous job I did something based on an internal cache, which simply did view:click tracking, however the addition of the sales rate makes this task more complex, especially if we take into account the idea that someone may click through to an advert and not purchase immediately. Cheers, Ed (N.B. I'm leaving this purposely vague in order to (hopefully) get some answers that provide ideas I've yet to have thought of by coming at the problem from a different angle)

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  • Solution for this SQL query?

    - by homeWorkBoy
    Suppose you have these tables: Table Name: Salesman Fields: S_ID(Primary Key), Name Table Name: Region_1 Fields: Reg_ID(Primary Key), S_ID(Foreign Key), sales Table Name: Region_2 Fields: Reg_ID(Primary Key), S_ID(Foreign Key), sales Table Name: Region_3 Fields: Reg_ID(Primary Key), S_ID(Foreign Key), sales Table Name: Region_4 Fields: Reg_ID(Primary Key), S_ID(Foreign Key), sales Query 1: Find out total of sales of each salesman in all the regions. Query 2: Find out total of sales of a particual salesman in all the regions. (if the first one is solved I think this will be easy. :-) )

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  • VLOOKUP in Excel, part 2: Using VLOOKUP without a database

    - by Mark Virtue
    In a recent article, we introduced the Excel function called VLOOKUP and explained how it could be used to retrieve information from a database into a cell in a local worksheet.  In that article we mentioned that there were two uses for VLOOKUP, and only one of them dealt with querying databases.  In this article, the second and final in the VLOOKUP series, we examine this other, lesser known use for the VLOOKUP function. If you haven’t already done so, please read the first VLOOKUP article – this article will assume that many of the concepts explained in that article are already known to the reader. When working with databases, VLOOKUP is passed a “unique identifier” that serves to identify which data record we wish to find in the database (e.g. a product code or customer ID).  This unique identifier must exist in the database, otherwise VLOOKUP returns us an error.  In this article, we will examine a way of using VLOOKUP where the identifier doesn’t need to exist in the database at all.  It’s almost as if VLOOKUP can adopt a “near enough is good enough” approach to returning the data we’re looking for.  In certain circumstances, this is exactly what we need. We will illustrate this article with a real-world example – that of calculating the commissions that are generated on a set of sales figures.  We will start with a very simple scenario, and then progressively make it more complex, until the only rational solution to the problem is to use VLOOKUP.  The initial scenario in our fictitious company works like this:  If a salesperson creates more than $30,000 worth of sales in a given year, the commission they earn on those sales is 30%.  Otherwise their commission is only 20%.  So far this is a pretty simple worksheet: To use this worksheet, the salesperson enters their sales figures in cell B1, and the formula in cell B2 calculates the correct commission rate they are entitled to receive, which is used in cell B3 to calculate the total commission that the salesperson is owed (which is a simple multiplication of B1 and B2). The cell B2 contains the only interesting part of this worksheet – the formula for deciding which commission rate to use: the one below the threshold of $30,000, or the one above the threshold.  This formula makes use of the Excel function called IF.  For those readers that are not familiar with IF, it works like this: IF(condition,value if true,value if false) Where the condition is an expression that evaluates to either true or false.  In the example above, the condition is the expression B1<B5, which can be read as “Is B1 less than B5?”, or, put another way, “Are the total sales less than the threshold”.  If the answer to this question is “yes” (true), then we use the value if true parameter of the function, namely B6 in this case – the commission rate if the sales total was below the threshold.  If the answer to the question is “no” (false), then we use the value if false parameter of the function, namely B7 in this case – the commission rate if the sales total was above the threshold. As you can see, using a sales total of $20,000 gives us a commission rate of 20% in cell B2.  If we enter a value of $40,000, we get a different commission rate: So our spreadsheet is working. Let’s make it more complex.  Let’s introduce a second threshold:  If the salesperson earns more than $40,000, then their commission rate increases to 40%: Easy enough to understand in the real world, but in cell B2 our formula is getting more complex.  If you look closely at the formula, you’ll see that the third parameter of the original IF function (the value if false) is now an entire IF function in its own right.  This is called a nested function (a function within a function).  It’s perfectly valid in Excel (it even works!), but it’s harder to read and understand. We’re not going to go into the nuts and bolts of how and why this works, nor will we examine the nuances of nested functions.  This is a tutorial on VLOOKUP, not on Excel in general. Anyway, it gets worse!  What about when we decide that if they earn more than $50,000 then they’re entitled to 50% commission, and if they earn more than $60,000 then they’re entitled to 60% commission? Now the formula in cell B2, while correct, has become virtually unreadable.  No-one should have to write formulae where the functions are nested four levels deep!  Surely there must be a simpler way? There certainly is.  VLOOKUP to the rescue! Let’s redesign the worksheet a bit.  We’ll keep all the same figures, but organize it in a new way, a more tabular way: Take a moment and verify for yourself that the new Rate Table works exactly the same as the series of thresholds above. Conceptually, what we’re about to do is use VLOOKUP to look up the salesperson’s sales total (from B1) in the rate table and return to us the corresponding commission rate.  Note that the salesperson may have indeed created sales that are not one of the five values in the rate table ($0, $30,000, $40,000, $50,000 or $60,000).  They may have created sales of $34,988.  It’s important to note that $34,988 does not appear in the rate table.  Let’s see if VLOOKUP can solve our problem anyway… We select cell B2 (the location we want to put our formula), and then insert the VLOOKUP function from the Formulas tab: The Function Arguments box for VLOOKUP appears.  We fill in the arguments (parameters) one by one, starting with the Lookup_value, which is, in this case, the sales total from cell B1.  We place the cursor in the Lookup_value field and then click once on cell B1: Next we need to specify to VLOOKUP what table to lookup this data in.  In this example, it’s the rate table, of course.  We place the cursor in the Table_array field, and then highlight the entire rate table – excluding the headings: Next we must specify which column in the table contains the information we want our formula to return to us.  In this case we want the commission rate, which is found in the second column in the table, so we therefore enter a 2 into the Col_index_num field: Finally we enter a value in the Range_lookup field. Important:  It is the use of this field that differentiates the two ways of using VLOOKUP.  To use VLOOKUP with a database, this final parameter, Range_lookup, must always be set to FALSE, but with this other use of VLOOKUP, we must either leave it blank or enter a value of TRUE.  When using VLOOKUP, it is vital that you make the correct choice for this final parameter. To be explicit, we will enter a value of true in the Range_lookup field.  It would also be fine to leave it blank, as this is the default value: We have completed all the parameters.  We now click the OK button, and Excel builds our VLOOKUP formula for us: If we experiment with a few different sales total amounts, we can satisfy ourselves that the formula is working. Conclusion In the “database” version of VLOOKUP, where the Range_lookup parameter is FALSE, the value passed in the first parameter (Lookup_value) must be present in the database.  In other words, we’re looking for an exact match. But in this other use of VLOOKUP, we are not necessarily looking for an exact match.  In this case, “near enough is good enough”.  But what do we mean by “near enough”?  Let’s use an example:  When searching for a commission rate on a sales total of $34,988, our VLOOKUP formula will return us a value of 30%, which is the correct answer.  Why did it choose the row in the table containing 30% ?  What, in fact, does “near enough” mean in this case?  Let’s be precise: When Range_lookup is set to TRUE (or omitted), VLOOKUP will look in column 1 and match the highest value that is not greater than the Lookup_value parameter. It’s also important to note that for this system to work, the table must be sorted in ascending order on column 1! If you would like to practice with VLOOKUP, the sample file illustrated in this article can be downloaded from here. Similar Articles Productive Geek Tips Using VLOOKUP in ExcelImport Microsoft Access Data Into ExcelImport an Access Database into ExcelCopy a Group of Cells in Excel 2007 to the Clipboard as an ImageShare Access Data with Excel in Office 2010 TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips DVDFab 6 Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 Quickly Schedule Meetings With NeedtoMeet Share Flickr Photos On Facebook Automatically Are You Blocked On Gtalk? Find out Discover Latest Android Apps On AppBrain The Ultimate Guide For YouTube Lovers Will it Blend? iPad Edition

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  • Help Creating a Google Analytics Funnel for Check out process

    - by Drew
    have a funnel question. I am currently working on tracking (through GA) guest and logged in member activity once they get to my sites shopping cart. But need help with setting up funnels. Specifically to see; Total sales Logged in member total sales List item Guest member sales The urls associated to the check out proces are: Logged in members /cart (arriving to checkout) /checkout (checking out as a logged in member) /checkout/confirmation (thank you - confirmed sale) Guest members - /cart (arriving to checkout) - /checkout-guest (checking out as a guest) - /checkout/confirmation (thanks you - confirmed sale) I've tested the funnels set up for the above with 9 transactions. But the end maths doesn't seem to line up. Total sales funnel shows 9 completed transactions when only tracking these to urls: - /cart - /checkout/confirmation Which is great - cause it's working Logged in member sales show a total of 9 completed transactions based on each step of the logged in url steps (above) being tracked in a funnel. Not good because this number should be 3. Guest check out funnel (see guest steps above) shows 9 as well. What the?!?!?!? The results I am looking for should reflect the following - total sales = 9, logged in members = 3, guest members = 6 Is there any way to set these urls up so that the funnels report the correct results - or do I need to changed the urls and provide logged in members and guest stand alone purchase confirmation pages (this would mean I can not track total sales which combine results from both streams)? Any knowledge in this area is welcome. Thanks.

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  • Wireless internet is connected to an open network but has no internet

    - by Joshua Reeder
    I just installed Ubuntu on my laptop yesterday and it connected to the wireless fine. Then I took it to school, put it on their wired connection, downloaded some stuff, and now the wireless doesn't work. At first it would detect networks, but not connect. I restarted it and now it can connect, but it acts like it doesn't have internet in the browser. Wired connection still works fine on it. I know it isn't the network because my ipad is working on the wireless connection fine. I found another solution on here switching the security settings for the wireless, but this is the apartment's wireless so they have it open, and I won't be able to mess with it at all. Here is lspci output: 00:00.0 Host bridge: Intel Corporation Core Processor DMI (rev 11) 00:03.0 PCI bridge: Intel Corporation Core Processor PCI Express Root Port 1 (rev 11) 00:08.0 System peripheral: Intel Corporation Core Processor System Management Registers (rev 11) 00:08.1 System peripheral: Intel Corporation Core Processor Semaphore and Scratchpad Registers (rev 11) 00:08.2 System peripheral: Intel Corporation Core Processor System Control and Status Registers (rev 11) 00:08.3 System peripheral: Intel Corporation Core Processor Miscellaneous Registers (rev 11) 00:10.0 System peripheral: Intel Corporation Core Processor QPI Link (rev 11) 00:10.1 System peripheral: Intel Corporation Core Processor QPI Routing and Protocol Registers (rev 11) 00:16.0 Communication controller: Intel Corporation 5 Series/3400 Series Chipset HECI Controller (rev 06) 00:1a.0 USB controller: Intel Corporation 5 Series/3400 Series Chipset USB2 Enhanced Host Controller (rev 05) 00:1b.0 Audio device: Intel Corporation 5 Series/3400 Series Chipset High Definition Audio (rev 05) 00:1c.0 PCI bridge: Intel Corporation 5 Series/3400 Series Chipset PCI Express Root Port 1 (rev 05) 00:1c.1 PCI bridge: Intel Corporation 5 Series/3400 Series Chipset PCI Express Root Port 2 (rev 05) 00:1c.2 PCI bridge: Intel Corporation 5 Series/3400 Series Chipset PCI Express Root Port 3 (rev 05) 00:1c.3 PCI bridge: Intel Corporation 5 Series/3400 Series Chipset PCI Express Root Port 4 (rev 05) 00:1c.4 PCI bridge: Intel Corporation 5 Series/3400 Series Chipset PCI Express Root Port 5 (rev 05) 00:1d.0 USB controller: Intel Corporation 5 Series/3400 Series Chipset USB2 Enhanced Host Controller (rev 05) 00:1e.0 PCI bridge: Intel Corporation 82801 Mobile PCI Bridge (rev a5) 00:1f.0 ISA bridge: Intel Corporation Mobile 5 Series Chipset LPC Interface Controller (rev 05) 00:1f.2 SATA controller: Intel Corporation 5 Series/3400 Series Chipset 4 port SATA AHCI Controller (rev 05) 00:1f.3 SMBus: Intel Corporation 5 Series/3400 Series Chipset SMBus Controller (rev 05) 01:00.0 VGA compatible controller: NVIDIA Corporation GT218 [GeForce 310M] (rev a2) 01:00.1 Audio device: NVIDIA Corporation High Definition Audio Controller (rev a1) 02:00.0 Ethernet controller: Realtek Semiconductor Co., Ltd. RTL8101E/RTL8102E PCI Express Fast Ethernet controller (rev 05) 07:00.0 Network controller: Realtek Semiconductor Co., Ltd. RTL8191SEvB Wireless LAN Controller (rev 10) 16:00.0 System peripheral: JMicron Technology Corp. SD/MMC Host Controller (rev 20) 16:00.2 SD Host controller: JMicron Technology Corp. Standard SD Host Controller (rev 20) 16:00.3 System peripheral: JMicron Technology Corp. MS Host Controller (rev 20) 16:00.4 System peripheral: JMicron Technology Corp. xD Host Controller (rev 20) ff:00.0 Host bridge: Intel Corporation Core Processor QuickPath Architecture Generic Non-Core Registers (rev 04) ff:00.1 Host bridge: Intel Corporation Core Processor QuickPath Architecture System Address Decoder (rev 04) ff:02.0 Host bridge: Intel Corporation Core Processor QPI Link 0 (rev 04) ff:02.1 Host bridge: Intel Corporation Core Processor QPI Physical 0 (rev 04) ff:03.0 Host bridge: Intel Corporation Core Processor Integrated Memory Controller (rev 04) ff:03.1 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Target Address Decoder (rev 04) ff:03.4 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Test Registers (rev 04) ff:04.0 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Channel 0 Control Registers (rev 04) ff:04.1 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Channel 0 Address Registers (rev 04) ff:04.2 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Channel 0 Rank Registers (rev 04) ff:04.3 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Channel 0 Thermal Control Registers (rev 04) ff:05.0 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Channel 1 Control Registers (rev 04) ff:05.1 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Channel 1 Address Registers (rev 04) ff:05.2 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Channel 1 Rank Registers (rev 04) ff:05.3 Host bridge: Intel Corporation Core Processor Integrated Memory Controller Channel 1 Thermal Control Registers (rev 04) Update: I re-installed Ubuntu 12.04 (I assumed I messed something up while toying with it) but it did not solve the problem. Eventually, I got it to work with my school's wireless internet (the default network settings were wrong), but the internet still doesn't work on my apartment's wifi (it has no security on it).

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  • Say What? Podcasting As Part of Your Content Marketing

    - by Mike Stiles
    What do you usually do in your car on the way to work?  Sing along to radio? Stream Pandora or iHeartRadio? Talk on the phone? Sit in total silence? Whatever it is you do, you could be using that time to make yourself an expert in any range of topics…using podcasts. We invite you to follow or subscribe to the daily Oracle Social Spotlight podcast, a quick roundup of the day’s top stories around social marketing and the social networks. After podcasts arrived in 2004, growth was steady but slow. The concept was strong: anyone with a passion for any subject could make a show for anyone who cared to listen. Enter the smartphone, iTunes, new podcasting platforms, and social, and podcasting became easier than ever and made more sense for both podcasters and listeners. Stats show 1 in 5 smartphone owners are podcast consumers and 29% of Americans have listened to a podcast. The potential audience is also larger than ever. “Baked in” podcast apps on over 200 million devices expose users to volumes of audio content with just a tap. 97 million Americans are driving to work every day by themselves. And 38% of Americans listen to audio on a digital device each week, a number that’s projected to double by 2015. Does that mean your brand should be podcasting? That’s part of a larger discussion about your overall content strategy, provided you have one. But if you do and podcasting is a component of it, here are some things to keep in mind: Don’t podcast just to do it. Podcast because you thought of a show customers and prospects will like that they can’t get anywhere else. Sound quality matters. Good microphones are not expensive. Bad sound is annoying, makes your brand feel cheap, and will turn today’s sophisticated ears off. The host matters. Many think they belong on the radio. Few actually do. Your brand’s host should be comfortable & likeable. A top advantage of a podcast is people can bond with a real person. It’s a trust opportunity, so don’t take it lightly. The content matters. “All killer, no filler” means don’t allow babbling just to fill enough time for an episode. Value the listeners’ time, because that time is hard to get. Put time, effort and creativity into it. Sure you’re a business, but you’re competing with content from professional media and showbiz producers. If you can include music, sound effects, and things that amuse the ears, do it. If you start, be consistent. The #1 flaw in podcasting is when listeners can’t count on another episode or don’t know when it’s coming. Don’t skip doing shows just because you can. Get committed. Get your cover art right. Podcasting is about audio, but people shop for podcasts by glancing through graphics. Yours has to be professional, cool, and informative to get listeners interested. Cross-promote your podcast on all your channels. The competition for listeners is fierce, so if you have existing audiences you can leverage to launch your show, use them. Optimize it for mobile. Assume that’s where most listening will take place. If you’re using one of the podcast platform apps, you should be in good shape. Frankly, the percentage of brands that are podcasting is quite low, and that’s okay. Once you move beyond blogging and start connecting with real voices, poor execution can do damage. But more (32%) marketers want to learn how to use podcasting, and more (23%) were increasing their podcasting throughout this year. Bottom line, you want to share your brand’s message and stories wherever your audience might be and in whatever way they prefer to take in content. Many prefer to do that while driving or working out, using the eyes and hands-free medium of audio. @mikestilesPhoto: stock.xchng

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  • tacacs+ integrated with LDAP or database. Which is better?

    - by chingupt
    We are setting up TACACS+ in our network which is a mix of Cisco AP's and other brands. However we have a centralized managemnet system which allows our customers to configure services. Hence we would like to setup a tacacs+ server integrated with some central system. We have two options: Integrate with a central Database server which stores the user configuration. OR Integrate with a LDAP Server. Which is a better solution? Can you please suggest the pros and cons of using LDAP or Database? TIA Sachin

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  • How would you diagnose an integrated network card that doesn't show up on the device list?

    - by Tomer Gabel
    I've been setting up a server based around a Gigabyte GA-G33M-DS2R motherboard (G33, PCH9R with integrated Realtek 811B network device. I've enabled it in the BIOS, but it doesn't show up in the pre-boot PCI device list, isn't recognized by Windows (even after installing the chipset and networking drivers) and doesn't even show up via lspci. I've tried cycling power, disabling, cycling again, enabling, cycling again etc. to no avail. I'm sort of at a loss at this point; the board isn't under warranty anymore, but I'd rather not have to replace it. Any advice would be greatly appreciated...

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  • How can I stop IIS7 (integrated mode) from reporting a 404 before I get a chance to handle it?

    - by Gary McGill
    I have an ASP.NET MVC 2 application running on IIS7 in integrated mode. I'm trying to do my own 404 handling, but IIS7 seems to be intercepting the error and returning its own 404 message to the client before I get a chance to handle it. I'm not having much luck coming at the problem from a programming perspective over on Stack Overflow, so I wondered if maybe it's a configuration problem. Is there something I have to do to tell IIS to let me handle my own errors? (I'm trying to use Application_Error in my global.asax but it's not even getting there). There is a custom error page defined (at the machine level, I think) for 404 but when I tried removing that it didn't really help - it simply showed a bald one-liner message instead. My code still didn't get a look in. Is it perhaps something to do with the routing? Maybe the "mysite.com/nosuchpage" URL isn't being routed to me and that's why I don't get a chance to intercept it? Do I need to do something so that ALL requests get routed through my app?

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  • Building KPIs to monitor your business Its not really about the Technology

    When I have discussions with people about Business Intelligence, one of the questions the inevitably come up is about building KPIs and how to accomplish that. From a technical level the concept of a KPI is very simple, almost too simple in that it is like the tip of an iceberg floating above the water. The key to that iceberg is not really the tip, but the mass of the iceberg that is hidden beneath the surface upon which the tip sits. The analogy of the iceberg is not meant to indicate that the foundation of the KPI is overly difficult or complex. The disparity in size in meant to indicate that the larger thing that needs to be defined is not the technical tip, but the underlying business definition of what the KPI means. From a technical perspective the KPI consists of primarily the following items: Actual Value This is the actual value data point that is being measured. An example would be something like the amount of sales. Target Value This is the target goal for the KPI. This is a number that can be measured against Actual Value. An example would be $10,000 in monthly sales. Target Indicator Range This is the definition of ranges that define what type of indicator the user will see comparing the Actual Value to the Target Value. Most often this is defined by stoplight, but can be any indicator that is going to show a status in a quick fashion to the user. Typically this would be something like: Red Light = Actual Value more than 5% below target; Yellow Light = Within 5% of target either direction; Green Light = More than 5% higher than Target Value Status\Trend Indicator This is an optional attribute of a KPI that is typically used to show some kind of trend. The vast majority of these indicators are used to show some type of progress against a previous period. As an example, the status indicator might be used to show how the monthly sales compare to last month. With this type of indicator there needs to be not only a definition of what the ranges are for your status indictor, but then also what value the number needs to be compared against. So now we have an idea of what data points a KPI consists of from a technical perspective lets talk a bit about tools. As you can see technically there is not a whole lot to them and the choice of technology is not as important as the definition of the KPIs, which we will get to in a minute. There are many different types of tools in the Microsoft BI stack that you can use to expose your KPI to the business. These include Performance Point, SharePoint, Excel, and SQL Reporting Services. There are pluses and minuses to each technology and the right technology is based a lot on your goals and how you want to deliver the information to the users. Additionally, there are other non-Microsoft tools that can be used to expose KPI indicators to your business users. Regardless of the technology used as your front end, the heavy lifting of KPI is in the business definition of the values and benchmarks for that KPI. The discussion about KPIs is very dependent on the history of an organization and how much they are exposed to the attributes of a KPI. Often times when discussing KPIs with a business contact who has not been exposed to KPIs the discussion tends to also be a session educating the business user about what a KPI is and what goes into the definition of a KPI. The majority of times the business user has an idea of what their actual values are and they have been tracking those numbers for some time, generally in Excel and all manually. So they will know the amount of sales last month along with sales two years ago in the same month. Where the conversation tends to get stuck is when you start discussing what the target value should be. The actual value is answering the What and How much questions. When you are talking about the Target values you are asking the question Is this number good or bad. Typically, the user will know whether or not the value is good or bad, but most of the time they are not able to quantify what is good or bad. Their response is usually something like I just know. Because they have been watching the sales quantity for years now, they can tell you that a 5% decrease in sales this month might actually be a good thing, maybe because the salespeople are all waiting until next month when the new versions come out. It can sometimes be very hard to break the business people of this habit. One of the fears generally is that the status indicator is not subjective. Thus, in the scenario above, the business user is going to be fearful that their boss, just looking at a negative red indicator, is going to haul them out to the woodshed for a bad month. But, on the flip side, if all you are displaying is the amount of sales, only a person with knowledge of last month sales and the target amount for this month would have any idea if $10,000 in sales is good or not. Here is where a key point about KPIs needs to be communicated to both the business user and any user who might be viewing the results of that KPI. The KPI is just one tool that is used to report on business performance. The KPI is meant as a quick indicator of one business statistic. It is not meant to tell the entire story. It does not answer the question Why. Its primary purpose is to objectively and quickly expose an area of the business that might warrant more review. There is always going to be the need to do further analysis on any potential negative or neutral KPI. So, hopefully, once you have convinced your business user to come up with some target numbers and ranges for status indicators, you then need to take the next step and help them answer the Why question. The main question here to ask is, Okay, you see the indicator and you need to discover why the number is what is, where do you go?. The answer is usually a combination of sources. A sales manager might have some of the following items at their disposal (Marketing report showing a decrease in the promotional discounts for the month, Pricing Report showing the reduction of prices of older models, an Inventory Report showing the discontinuation of a particular product line, or a memo showing the ending of a large affiliate partnership. The answers to the question Why are never as simple as a single indicator value. Bring able to quickly get to this information is all about designing how a user accesses the KPIs and then also how easily they can get to the additional information they need. This is where a Dashboard mentality can come in handy. For example, the business user can have a dashboard that shows their KPIs, but also has links to some of the common reports that they run regarding Sales Data. The users boss may have the same KPIs on their dashboard, but instead of links to individual reports they are going to have a link to a status report that was created by the user that pulls together all the data about the KPI in a summary format the users boss can review. So some of the key things to think about when building or evaluating KPIs for your organization: Technology should not be the driving factor KPIs are of little value without some indicator for whether a value is good, bad or neutral. KPIs only give an answer to the Is this number good\bad? question Make sure the ability to drill into the Why of a KPI is close at hand and relevant to the user who is viewing the KPI. The KPI is a key business tool when defined properly to help monitor business performance across the enterprise in an objective and consistent manner. At times it might feel like the process of defining the business aspects of a KPI can sometimes be arduous, the payoff in the end can far outweigh the costs. Some of the benefits of going through this process are a better understanding of the key metrics for an organization and the measure of those metrics and a consistent snapshot of business performance that can be utilized across the organization. And I think that these are benefits to any organization regardless of the technology or the implementation.Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • RightNow CX Cloud Service Combined with Oracle Fusion CRM in the Cloud

    - by Richard Lefebvre
    ·        The May 2012 release of Oracle’s RightNow CX Cloud Service, the customer experience suite, is now integrated with Oracle Fusion CRM, helping organizations to achieve sustainable business growth through relevant, cross-channel customer interactions that can increase revenue opportunities and drive organizational efficiencies. Relevant Interactions Build Stronger Customer Relationships ·          Armed with a comprehensive view of all customer interactions across channels, the context and status of these interactions, and an awareness of the customer’s value to the organization, companies can now offer more relevant products and services to customers. ·         Using the combined Oracle RightNow CX Cloud Service and Oracle Fusion CRM solutions, organizations can increase customer retention, drive higher levels of customer advocacy, and increase sales conversion rates with tools designed to: - Provide a complete, cross-channel view of the customer to sales, marketing and service. - Empower sales and service departments to easily collaborate to proactively solve customer issues, using opportunities to provide purchase advice at the right time and with the right solutions. - Allow sales to easily review service history in preparation for sales calls. - Enable agents to understand customer value based upon prior buying habits and existing opportunities. Deeper Insight Enables Targeted, Personalized Opportunities ·          The combination of Oracle RightNow CX Cloud Service and Oracle Fusion CRM allows sales and marketing organizations to simultaneously leverage service interactions from RightNow CX and sales prediction and segmentation capabilities from Fusion Sales. This helps companies to: - Better match products and services to specific customer needs based on customer service history.  - Deliver targeted, personalized interactions intended to help customers derive more value from purchases and to inform future buying decisions. - Identify new opportunities to increase deal size and conversion rates. Supporting Quotes ·         “Every interaction is a relationship opportunity to grow your business. When these interactions are relevant and add value for customers, customers are more likely to trust the relationship and seek purchase advice,” said David Vap, group vice president, Oracle. “This customer trust provides an opportunity to increase customer product adoption and to reduce the cost of customer acquisition, thereby increasing company profitability.” Supporting Resources ·         Oracle Fusion CRM ·         Oracle Fusion Applications ·         Oracle RightNow CX Cloud Service ·         OracleCRM on Facebook ·         OracleCRM on YouTube

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  • Impact of SEO Services Provider on Small Scale Business

    With the rise in the internet businesses many people have started their home based businesses with the help of website. Many people made simple website, got them affiliated and started sales on small scale. Recently a growth in these businesses has been seen due to success. Many big companies started outsourcing their sales and marketing departments for promoting their sales all over the world. Many MLM companies started hiring for promotion of sales of big companies.

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  • It's All In The Cloud

    - by Natalia Rachelson
    People turned out in droves for Steve Miranda's Apps Cloud General Session. Steve, as engaging as ever, covered our Apps strategy in the cloud and reinforced that Oracle has a complete set of cloud services including: •    Human Capital Management•    Talent Management•    Sales and Marketing•    Customer Service and Support•    Financial Management•    Procurement, Sourcing, and Inventory•    Project Portfolio Management•    Governance, Risk, and Compliance... all delivered on top of the Social, Platform, and Common Infrastructure.Steve talked about Fusion being the centerpiece of our Cloud Services. The fact that Fusion is 100 percent standards based is a big, big deal! In addition, our ERP Cloud Service is the most complete cloud service on the market. And email marketing is dead -- social marketing is where the action is. It's also where Oracle is investing heavily from a Sales & Marketing Cloud perspective. Steve covered the strategic acquisitions Oracle has made to enhance our organic Cloud offering. Specifically, Oracle bought RightNow to make our Customer Service and Support Cloud service complete. We also bought Taleo to add Recruiting and Learning capabilities to our Talent Management Cloud. Steve talked about our customers and how they are benefiting from the use of a variety of our Cloud Services. Red Robin is driving lower labor and food costs with Oracle ERP Cloud Service. He used Elizabeth Arden as the profile customer for HCM and Talent Management Service, UBS for HCM and Talent Management Service, and Brocade for Talent Management. All these customers are benefiting from a comprehensive and fully integrated HR platform that aligns compensation with performance and enhances workforce motivation and retention. At the same time, Hitachi Data Systems is using Oracle Taleo Performance Management Cloud to recruit the right competencies, pinpoint areas of improvement, and develop and monitor employee goals to support the global account organization. KLM and Overstock.com are gaining the benefits of Oracle's Customer Service and Support Service from RightNow by better engaging and serving customer needs online and through call centers. And last but not least, Graco and Key Energy are leveraging mobility features and sales forecasting and territory management capabilities within the Oracle Sales and Marketing Service. They expect to gain better visibility to sales information and drive more efficient sales campaigns and empower their sales force with data they need to make sales. Overall, Oracle Apps Cloud Services are enjoying a significant momentum in the marketplace. Steve projected an air of confidence and enthusiasm highlighting Oracle's latest successes with Cloud services.

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  • Hiring an SEO Company

    Marketing your site is never an easy task, albeit achieving supremacy in the search engine rankings is possible but it requires expertise on the field of internet marketing. In order to generate more visitors and eventually convert these visits to sales, hire a reliable SEO company to do all the marketing efforts for your website. SEO is search engine optimization and is referred to individuals or a company that caters to your marketing needs in the online arena.

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  • Computer won't reboot without waiting for a while

    - by Benjamin
    I've got an unusual problem with my computer. When ever I reboot my computer it won't boot, I get a few beeps from the BIOS and nothing else, however if I wait for a few minuets the computer will boot perfectly. I tried to count the beeps and I get around 7-9 of them; the first two are noticeably closer together than the rest. [Edit: I'm now reasonably confident it's 1 long followed by 8 short beeps. That would be a display related issue: http://www.bioscentral.com/beepcodes/amibeep.htm] My BIOS is American Megatrends Inc and version P1.80, the Motherboard is an ASRock X58 Extreme (both according to dmidecode) Here's an output from LSPCI, I'm not sure what else might be useful but I can provide whatever's asked. 00:00.0 Host bridge: Intel Corporation 5520/5500/X58 I/O Hub to ESI Port (rev 13) 00:01.0 PCI bridge: Intel Corporation 5520/5500/X58 I/O Hub PCI Express Root Port 1 (rev 13) 00:03.0 PCI bridge: Intel Corporation 5520/5500/X58 I/O Hub PCI Express Root Port 3 (rev 13) 00:07.0 PCI bridge: Intel Corporation 5520/5500/X58 I/O Hub PCI Express Root Port 7 (rev 13) 00:14.0 PIC: Intel Corporation 5520/5500/X58 I/O Hub System Management Registers (rev 13) 00:14.1 PIC: Intel Corporation 5520/5500/X58 I/O Hub GPIO and Scratch Pad Registers (rev 13) 00:14.2 PIC: Intel Corporation 5520/5500/X58 I/O Hub Control Status and RAS Registers (rev 13) 00:14.3 PIC: Intel Corporation 5520/5500/X58 I/O Hub Throttle Registers (rev 13) 00:1a.0 USB controller: Intel Corporation 82801JI (ICH10 Family) USB UHCI Controller #4 00:1a.1 USB controller: Intel Corporation 82801JI (ICH10 Family) USB UHCI Controller #5 00:1a.2 USB controller: Intel Corporation 82801JI (ICH10 Family) USB UHCI Controller #6 00:1a.7 USB controller: Intel Corporation 82801JI (ICH10 Family) USB2 EHCI Controller #2 00:1b.0 Audio device: Intel Corporation 82801JI (ICH10 Family) HD Audio Controller 00:1c.0 PCI bridge: Intel Corporation 82801JI (ICH10 Family) PCI Express Root Port 1 00:1c.1 PCI bridge: Intel Corporation 82801JI (ICH10 Family) PCI Express Port 2 00:1c.5 PCI bridge: Intel Corporation 82801JI (ICH10 Family) PCI Express Root Port 6 00:1d.0 USB controller: Intel Corporation 82801JI (ICH10 Family) USB UHCI Controller #1 00:1d.1 USB controller: Intel Corporation 82801JI (ICH10 Family) USB UHCI Controller #2 00:1d.2 USB controller: Intel Corporation 82801JI (ICH10 Family) USB UHCI Controller #3 00:1d.7 USB controller: Intel Corporation 82801JI (ICH10 Family) USB2 EHCI Controller #1 00:1e.0 PCI bridge: Intel Corporation 82801 PCI Bridge (rev 90) 00:1f.0 ISA bridge: Intel Corporation 82801JIR (ICH10R) LPC Interface Controller 00:1f.2 SATA controller: Intel Corporation 82801JI (ICH10 Family) SATA AHCI Controller 00:1f.3 SMBus: Intel Corporation 82801JI (ICH10 Family) SMBus Controller 01:00.0 Ethernet controller: Realtek Semiconductor Co., Ltd. RTL8111/8168B PCI Express Gigabit Ethernet controller (rev 03) 02:00.0 FireWire (IEEE 1394): VIA Technologies, Inc. VT6315 Series Firewire Controller 02:00.1 IDE interface: VIA Technologies, Inc. VT6415 PATA IDE Host Controller (rev a0) 03:00.0 SATA controller: JMicron Technology Corp. JMB360 AHCI Controller (rev 02) 05:00.0 VGA compatible controller: nVidia Corporation GT200b [GeForce GTX 285] (rev a1) ff:00.0 Host bridge: Intel Corporation Xeon 5500/Core i7 QuickPath Architecture Generic Non-Core Registers (rev 05) ff:00.1 Host bridge: Intel Corporation Xeon 5500/Core i7 QuickPath Architecture System Address Decoder (rev 05) ff:02.0 Host bridge: Intel Corporation Xeon 5500/Core i7 QPI Link 0 (rev 05) ff:02.1 Host bridge: Intel Corporation Xeon 5500/Core i7 QPI Physical 0 (rev 05) ff:03.0 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller (rev 05) ff:03.1 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Target Address Decoder (rev 05) ff:03.4 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Test Registers (rev 05) ff:04.0 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 0 Control Registers (rev 05) ff:04.1 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 0 Address Registers (rev 05) ff:04.2 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 0 Rank Registers (rev 05) ff:04.3 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 0 Thermal Control Registers (rev 05) ff:05.0 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 1 Control Registers (rev 05) ff:05.1 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 1 Address Registers (rev 05) ff:05.2 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 1 Rank Registers (rev 05) ff:05.3 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 1 Thermal Control Registers (rev 05) ff:06.0 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 2 Control Registers (rev 05) ff:06.1 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 2 Address Registers (rev 05) ff:06.2 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 2 Rank Registers (rev 05) ff:06.3 Host bridge: Intel Corporation Xeon 5500/Core i7 Integrated Memory Controller Channel 2 Thermal Control Registers (rev 05) Update: ok I installed lm-sensors and here's the output. coretemp-isa-0000 Adapter: ISA adapter Core 0: +58.0°C (high = +80.0°C, crit = +100.0°C) Core 1: +59.0°C (high = +80.0°C, crit = +100.0°C) Core 2: +58.0°C (high = +80.0°C, crit = +100.0°C) Core 3: +57.0°C (high = +80.0°C, crit = +100.0°C) it8720-isa-0a10 Adapter: ISA adapter in0: +0.93 V (min = +0.00 V, max = +4.08 V) in1: +0.06 V (min = +0.00 V, max = +4.08 V) in2: +3.25 V (min = +0.00 V, max = +4.08 V) +5V: +2.91 V (min = +0.00 V, max = +4.08 V) in4: +3.04 V (min = +0.00 V, max = +4.08 V) in5: +2.94 V (min = +0.00 V, max = +4.08 V) in6: +2.14 V (min = +0.00 V, max = +4.08 V) 5VSB: +2.96 V (min = +0.00 V, max = +4.08 V) Vbat: +3.28 V fan1: 1869 RPM (min = 0 RPM) fan2: 0 RPM (min = 0 RPM) fan3: 0 RPM (min = 0 RPM) fan4: 1106 RPM (min = -1 RPM) fan5: 225000 RPM (min = -1 RPM) temp1: +39.0°C (low = +0.0°C, high = +127.0°C) sensor = thermistor temp2: +56.0°C (low = +0.0°C, high = +127.0°C) sensor = thermistor temp3: +127.0°C (low = +0.0°C, high = +127.0°C) sensor = thermistor cpu0_vid: +1.650 V intrusion0: ALARM If it helps here's the summery from sensors-detect Driver `it87': * ISA bus, address 0xa10 Chip `ITE IT8720F Super IO Sensors' (confidence: 9) Driver `adt7475': * Bus `NVIDIA i2c adapter 3 at 5:00.0' Busdriver `nvidia', I2C address 0x2e Chip `Analog Devices ADT7473' (confidence: 5) Driver `coretemp': * Chip `Intel digital thermal sensor' (confidence: 9)

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  • OK - What now? How do we become a Social Business?

    - by Michael Snow
    We hope that those of you that attended yesterday's Webcast with Brian Solis enjoyed Brian's discussion with Christian Finn for our last Webcast of the season for the Oracle Social Business Thought Leaders Series.  For those of you that may have missed the webcast or were stuck at a company holiday party - you'll be glad to hear that the webcast will be available On-Demand starting later today (12/14/12). And any of you who'd like to listen to a quick but informative podcast with Brian - can listen to that here. Some of you may still be left with questions about how to get from point A to point B and even more confused than when you started thinking about this new world of Digital Darwinism. The post below, grabbed from an abundance of great thought leadership prose on Brian's blog may help you frame the path you need to start walking sooner versus later to stay off of the endangered species list.  As you explore your path forward, please keep Oracle in mind - we do offer a wide range of solutions to help your organization 12.00 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:0in; mso-para-margin-bottom:.0001pt; 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;} optimize the engagement for your customers, employees and partners. The Path from a Social Brand to a Social Business Brian Solis Originally posted May 2, 2012 I’ve been a long-time supporter of MediaTemple’s (MT)Residence program along with Gary Vaynerchuk, Neil Patel, and many others whom I respect. I wanted to share my “7 questions to answer to become a social business” with you here.. Social Media is pervasive and is becoming the new normal in corporate marketing. Brands who get this right are starting to build their own media networks rich with customer connections numbering in the millions. Right now, Coca-Cola has over 34 million fans on Facebook, but they’re hardly alone. Disney follows just behind with 29 million fans, Starbucks boasts 25 million, and Oreo, Red Bull, and Converse play host to over 20 million fans. If we were to look at other networks such as Twitter and Youtube, we would see a recurring theme. People are connecting en masse with the businesses they support and new media represents the ability to cultivate consumer relationships in ways not possible with traditional earned or paid media. Sounds great right? This might sound abrupt, but the truth is that we’re hardly realizing the potential of what lies before us. Everything begins with understanding not just how other brands are marketing themselves in social media, but also seeing what they’re not doing and envisioning what’s possible. We’re already approaching the first of many crossroads that new media will present. Do we take the path of a social brand or that of a social business? What’s the difference? A social brand is just that, a business that is remodeling or retrofitting its existing marketing practices to new media. A social business is something altogether different as it embraces introspection and extrospection to reevaluate internal and external processes, systems, and opportunities to transform into a living, breathing entity that adapts to market conditions and opportunities. It’s a tough decision to make right now especially at a time when all we read about is how much success many businesses are finding without having to answer this very question. With all of the newfound success in social networks, the truth is that we’re only just beginning to learn what’s possible and that’s where you come in. When compared to the investment in time and resources across the board, social media represents only a small part of the mix. But with your help, that’s all about to change. The CMO Survey, an organization that disseminates the opinions of top marketers in order to predict the future of markets, recently published a report that gave credence to the fact that social media is taking off. One of the most profound takeaways from the report was this gem; “The “like button” [in Facebook] packs more customer-acquisition punch than other demand-generating activities.” With insights like this, it’s easy to see why the race to social is becoming heated. The report also highlighted exactly where social fits in the marketing mix today and as you can see, despite all of the hype, it’s not a dominant focus yet. As of August 2011, the percentage of overall marketing budgets dedicated to social media hovered at around 7%. However, in 2012 the investment in social media will climb to 10%. And, in five years, social media is expected to represent almost 18% of the total marketing budget. Think about that for a moment. In 2016, social media will only represent 18%? Queue the sound of a record scratching here. With businesses finding success in social networks, why are businesses failing to realize the true opportunity brought forth by the ability to listen to, connect with, and engage with customers? While there’s value in earning views, driving traffic, and building connections through the 3F’s (friends, fans and followers), success isn’t just defined simply by what really amounts to low-hanging fruit. The truth is that businesses cannot measure what it is they don’t know to value. As a result, innovation in new engagement initiatives is stifled because we’re applying dated or inflexible frameworks to new paradigms. Social media isn’t owned by marketing, but instead the entire organization. This changes everything and makes your role so much more important. It’s up to you to learn how to think outside of the proverbial social media box to see what others don’t, the ability to improve customers experiences through the evolution of a social brand into a social business. Doing so will translate customer insights from what they do and don’t share in social networks into better products, services, and processes. See, customers want something more from their favorite businesses than creative campaigns, viral content, and everyday dialogue in social networks. Customers want to be heard and they want to know that you’re listening. How businesses use social media must remind them that they’re more than just an audience, consumer, or a conduit to “trigger” a desired social effect. Herein lies both the challenge and opportunity of social media. It’s bigger than marketing. It’s also bigger than customer service. It’s about building relationships with customers that improve experiences and more importantly, teaches businesses how to re-imagine products and internal processes to better adapt to potential crises and seize new opportunities. When it comes down to it, Twitter, Facebook, Youtube, Foursquare, are all channels for listening, learning, and engaging. It’s what you do within each channel that builds a community around your brand. And, at the end of the day, the value of the community you build counts for everything. It’s important to understand that we cannot assume that these networks simply exist for people to lineup for our marketing messages or promotional campaigns. Nor can we assume that they’re reeling in anticipation for simple dialogue. They want value. They want recognition. They want access to exclusive information and offers. They need direction, answers and resolution. What we’re talking about here is the multidimensional makeup of consumers and how a one-sided approach to social media forces the needs for social media to expand beyond traditional marketing to socialize the various departments, lines of business, and functions to engage based on the nature of the situation or opportunity. In the same CMO study, it was revealed that marketers believe that social media has a long way to go toward integrating into the overall company strategy. On a scale of 1-7, with one being “not integrated at all” and seven being “very integrated,” 22% chose “one.” Critical functions such as service, HR, sales, R&D, product marketing and development, IR, CSR, etc. are either not engaged or are operating social media within a silo disconnected from other efforts or possibilities. The problem is that customers don’t view a company by silo, instead they see one company, one brand, and their experience in social media forms an impression that eventually contributes to their view of your brand. The first step here is to understand business priorities and objectives to assess how social media can be additive in achieving these goals. Additionally, surveying the landscape to determine other areas of interest as its specifically related to your business. • Are customers seeking help or direction? • Who are your most valuable customers and what are they sharing? • How can you use social media to acquire and retain customers? - What ideas are circulating and how can you harness user generated activity and content to innovate or adapt to better meet the needs of customers? - How can you broaden a single customer view to recognize the varying needs of customers and how your organization can organize around each circumstance? - What insights exist based on how consumers are interacting with one another? How can this intelligence inform marketing, service, products and other important business initiatives? - How can your business extend their current efforts to deliver better customer experiences and in turn more effectively unit internal collaboration and communication? Customer demands far exceed the capabilities of the marketing department. While creating a social brand is a necessary endeavor, building a social business is an investment in customer relevance now and over time. Beyond relevance, a social business fosters a culture of change that unites employees and customers and sets a foundation for meaningful and beneficial relationships. Innovation, communication, and creativity are the natural byproducts of engagement and transformation. As a social brand, we are competing for the moment. As a social business, we are competing the future in all that we do today.

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