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  • Help me plan larger Qt project

    - by Pirate for Profit
    I'm trying to create an automated task management system for our company, because they pay me to waste my time. New users will create a "profile", which will store all the working data (I guess serialize everything into xml rite?). A "profile" will contain many different tasks. Tasks are basically just standard computer janitor crap such as moving around files, reading/writing to databases, pinging servers, etc.). So as you can see, a task has many different jobs they do, and also that tasks should run indefinitely as long as the user somehow generates "jobs" for them. There should also be a way to enable/disable (start/pause) tasks. They say create the UI first so... I figure the best way to represent this is with a list-view widget, that lists all the tasks in the profile. Enabled tasks will be bold, disabled will be then when you double-click a task, a tab in the main view opens with all the settings, output, errors,. You can right click a task in the list-view to enable/disable/etc. So each task will be a closable tab, but when you close it just hides. My question is: should I extend from QAction and QTabWidget so I can easily drop tasks in and out of my list-view and tab bar? I'm thinking some way to make this plugin-based, since a lot of the plugins may share similar settings (like some of the same options, but different infos are input). Also, what's the best way to set up threading for this application?

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  • Obfuscator for .NET assembly (Maybe just a C++ obfuscator?)

    - by Pirate for Profit
    The software company I work for is using a ton of open source LGPL/BSD/MIT C++ code that we have written wrappers around to port "helper classes" into a .NET assembly, via C++/CLI. These libraries have wrapped old cryptic APIs into easy-to-use ones based on common sense, and will be very helpful for a lot of different tasks will be included in many future client's applications, and we might even license it to other software companies in the same field. So naturally we are tasked with looking into solutions for securing the code from prying eyes. What we're trying to do is stop the casual observer from seeing what's going on. Now I have hacked some crazy shit in EverQuest and other video games in my day so I know with enough tireless effort anything can be done. But we don't want to make it easy for whomever. To the point, besides the Visual Studio compiler's optimizations, is there's a C++ obfuscator or .NET assembly obfuscator (after it's been built o.O) or something that would scramble everything up, re-arrange data structures, string constants, etc. idk? And if such a thing exists, we'd be curious to know how that would impact performance, as some sections of code are time critical (funny saying that using a managed M$ framework).

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  • STL container to pop() by priority?

    - by Pirate for Profit
    I'm writing a thread-pool for Qt as QRunnable doesn't handle event loops in new threads. Not too familiar with STL, what would be the best way to pop() something by priority? Priority should probably be a property of MyRunnable imo, but I can always give that info to an STL container when adding the runnable to the queue.

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  • Why do you program? Why do you do what you do? [closed]

    - by Pirate for Profit
    To me, writing a new program is like a puzzle. Before you write any code for a large system, you have to carefully craft each piece in your mind and imagine how all the pieces will fit together. If you don't, your solution may end up being undefined. What I mean is, I often don't know what I'm doing so I'll come to this site and beg for a code snippet, and then somehow try to hack it into my projects. I started writing GW-Basic when I was around 8 years old. Then it progressed from there, went to california university and did some Python and C++, but really didn't learn anything(college = highsk00l++). I've mostly been self-taught, took awhile to break bad habits and I'd say only in recent years would I consider myself understanding of design patterns and all that stuff (no but honestly procedural dudes, I would not want to design and maintain a large system procedurally, yous crazy). And despite my username, money has NOT been a big motivator. I've gone from job to job, I can usually get the work done perfect very quickly, any delays on my part are understandable (well about as understandable as it gets in the industry). But I ain't gonna work for peanuts because I got mouths to feed. Why do you program? Why do you do what you do?

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  • links for 2010-04-08

    - by Bob Rhubart
    Rittman Mead Consulting: Realtime Data Warehouses Rittman Mead Consulting's Peter Scott with a preview of his Real Time Data Warehousing talk at Collaborate 10. (tags: oracle otn rittmanmead collaborate2010 datawarehousing) Arun Gupta: Java EE 6, GlassFish, NetBeans, Eclipse, OSGi at Über Conf: Jun 14-17, Denver "Über Conf is a conference by No Fluff Just Stuff gang and plans to blow the minds of attendees with over 100 in-depth sessions (90 minutes each) from over 40 world class speakers on the Java platform and pragmatic Agile practices targeted at developers, architects, and technical managers." Arun Gupta (tags: oracle sun javaee glassfish netbeans) Aaron Lazenby: Profit's COLLABORATE 10 Session Selections Profit Magazine editor-in-chief Aaron Lazenby shares his annual list of COLLABORATE 2010 sessions that "reflect some of the more interesting people/trends in enterprise IT." (tags: oracle otn collaborate2010)

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  • HTG Explains: Why is Printer Ink So Expensive?

    - by Chris Hoffman
    Printer ink is expensive, more expensive per drop than fine champagne or even human blood. If you haven’t gone paperless, you’ll notice that you’re paying a lot for new ink cartridges — more than seems reasonable. Purchasing the cheapest inkjet printer and buying official ink cartridge replacements is the most expensive thing you can do. There are ways to save money on ink if you must continue to print documents. Cheap Printers, Expensive Ink Ink jet printers are often very cheap. That’s because they’re sold at cost, or even at a loss — the manufacturer either makes no profit from the printer itself or loses money. The manufacturer will make most of its money from the printer cartridges you buy later. Even if the company does make a bit of money from each printer sold, it makes a much larger profit margin on ink. Rather than selling you a printer that may be rather expensive, they want to sell you a cheap printer and make money on an ongoing basis by providing expensive printer ink. It’s been compared to the razor model — sell a razor cheaply and mark up the razor blades. Rather than making a one-time profit on the razor, you’ll make continuing profit as the customer keeps buying razor blade replacements — or ink, in this case. Many printer manufacturers go out of their way to make it difficult for you to use unofficial ink cartridges, building microchips into their official ink cartridges. If you use an unofficial cartridge or refill an official cartridge, the printer may refuse to use it. Lexmark once argued in court that unofficial microchips that enable third-party ink cartridges would violate their copyright and Lexmark has argued that creating an unofficial microchip to bypass this restriction on third-party ink would violate Lexmark’s copyright and be illegal under the US DMCA. Luckily, they lost this argument. What Printer Companies Say Printer companies have put forth their own arguments in the past, attempting to justify the high cost of official ink cartridges and microchips that block any competition. In a Computer World story from 2010, HP argued that they spend a billion dollars each year on “ink research and development.” They point out that printer ink “must be formulated to withstand heating to 300 degrees, vaporization, and being squirted at 30 miles per hour, at a rate of 36,000 drops per second, through a nozzle one third the size of a human hair. After all that it must dry almost instantly on the paper.” They also argue that printers have become more efficient and use less ink to print, while third-party cartridges are less reliable. Companies that use microchips in their ink cartridges argue that only the microchip has the ability to enforce an expiration date, preventing consumers from using old ink cartridges. There’s something to all these arguments, sure — but they don’t seem to justify the sky-high cost of printer ink or the restriction on using third-party or refilled cartridges. Saving Money on Printing Ultimately, the price of something is what people are willing to pay and printer companies have found that most consumers are willing to pay this much for ink cartridge replacements. Try not to fall for it: Don’t buy the cheapest inkjet printer. Consider your needs when buying a printer and do some research. You’ll save more money in the long run. Consider these basic tips to save money on printing: Buy Refilled Cartridges: Refilled cartridges from third parties are generally much cheaper. Printer companies warn us away from these, but they often work very well. Refill Your Own Cartridges: You can get do-it-yourself kits for refilling your own printer ink cartridges, but this can be messy. Your printer may refuse to accept a refilled cartridge if the cartridge contains a microchip. Switch to a Laser Printer: Laser printers use toner, not ink cartridges. If you print a lot of black and white documents, a laser printer can be cheaper. Buy XL Cartridges: If you are buying official printer ink cartridges, spend more money each time. The cheapest ink cartridges won’t contain much ink at all, while larger “XL” ink cartridges will contain much more ink for only a bit more money. It’s often cheaper to buy in bulk. Avoid Printers With Tri-Color Ink Cartridges: If you’re printing color documents, you’ll want to get a printer that uses separate ink cartridges for all its colors. For example, let’s say your printer has a “Color” cartridge that contains blue, green, and red ink. If you print a lot of blue documents and use up all your blue ink, the Color cartridge will refuse to function — now all you can do is throw away your cartridge and buy a new one, even if the green and red ink chambers are full. If you had a printer with separate color cartridges, you’d just have to replace the blue cartridge. If you’ll be buying official ink cartridges, be sure to compare the cost of cartridges when buying a printer. The cheapest printer may be more expensive in the long run. Of course, you’ll save the most money if you stop printing entirely and go paperless, keeping digital copies of your documents instead of paper ones. Image Credit: Cliva Darra on Flickr     

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  • Temporarily share/deploy a python (flask) application

    - by Jeff
    Goal Temporarily (1 month?) deploy/share a python (flask) web app without expensive/complex hosting. More info I've developed a basic mobile web app for the non-profit I work for. It's written in python and uses flask as its framework. I'd like to share this with other employees and beta testers (<25 people). Ideally, I could get some sort of simple hosting space/service and push regular updates to it while we test and iterate on this app. Think something along the lines of dropbox, which of course would not work for this purpose. We do have a website, and hosting services for it, but I'm concerned about using this resource as our website is mission critical and this app is very much pre-alpha at this point. Options I've researched / considered Self host from local machine/network (slow, unreliable) Purchase hosting space (with limited non-profit resources, I'm concerned this is overkill) Using our current web server / hosting (not appropriate for testing) Thanks very much for your time!

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  • Editor's Notebook: Of Slobber Pots and Flux Capacitors

    - by user462779
    Just wrapping up the contents of the November 2012 issue of Profit... I found this snippet of an interview I did with Team Oracle mechanics Clyde Greene and Chad Colberg when I was in Gary, IN this summer working on a photo shoot about Team Oracle for the current issue. We were standing around in a hangar as the Team prepared for the Chicago Air and Water Show, chatting about the engineering and design of the Oracle Challenger III aerobatic plane. Pick up a copy of Profit's November 2012 and read what Team Oracle pilot Sean D. Tucker has to say about the Oracle Challenger III and get a closer look at the plane. I'll drop a link into this blog entry as soon as the story is available. Your editor, greasy and stooped after a red eye flight, talks with Sean D. Tucker about stunt flying.

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  • Is it best to try to work at a company where your software directly makes the company money?

    - by Ryan Hayes
    I was told once that the best place to work as a developer is a company where the software you write is what makes the company money, whether it be software production or software services like consulting. This is opposed to a company where the software you write is just to support some other part of the business that makes the money, like manufacturing or finance. I know there are always exceptions, but in general, are employees treated better if they are on the front lines of profit generation, as opposed to being just another cost center? cost center (n.) - A cost center is part of an organization that does not produce direct profit and adds to the cost of running a company. Examples of cost centers include research and development departments, marketing departments, help desks and customer service/contact centers.

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  • The #OOW Party May Over...

    - by user462779
    ...but there's no reason why we can't look forward to the next one! It's going to take all week for me to catch up on last week's neglected email, sort through the freshly-collected business cards, and generally make sense of the mad dash that is Oracle OpenWorld. So I've been playing this amazing video (produced by Lozano Productions) to remind me of the last business/IT conference marathon I survived: Collaborate 2012. It was an amazing event where we officially launched the new design of Profit and enjoyed a drink with some of our closest friends--Oracle partners, customers, and peers. Many thanks to those who came out to celebrate and who continue to help make Profit a success. It was a great time that resulted in a lot of great new work and new relationships. So I'm taking a time out to remember that the hard work is worth it. See you in Denver next year!

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  • Histoire : le fabuleux destin de la calculatrice graphique née dans la clandestinité de l'Apple sans Steve Jobs

    Histoire : le fabuleux destin de la calculatrice graphique Née dans la clandestinité de l'Apple sans Steve Jobs Entre le licenciement de Steve Jobs par la bande à John Sculley en 1985, et son retour en 1996, bien des histoires se sont passées à Apple, que l'Histoire n'a pas forcément choisi d'oublier. Cette période, marquée par une perte du sens de produit d'Apple au profit de la recherche du... profit, a conduit à la multiplication de produits, la scission entre les équipes et une dilatation des développements amenant l'entreprise au bord du gouffre. La suite de l'histoire, on la connaît. Mais d'un tel marasme, de bonnes choses sont nées. Comme NuCalc, plus commu...

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  • How can I set up private, per-user sections on Joomla?

    - by Michael Paulukonis
    For this weekend's GiveCamp project, my team has been tasked with adding some functionality to an existing Joomla-powered website for a non-profit. A certain type of user will login, and have access to a personal area where they can upload files, check for messages, see tasks that have been assigned, etc. Each user would have their own area. They would not be creating pages, and their information would only be visible to themselves (or a site-administrator, of course. No sort of weird HIPAA privacy involved). None of us have worked with Joomla before, but we'd like to help this non-profit. We're not sure if we're searching using the wrong terms, or if we're just not finding it. Is such a solution possible in Joomla? And/or are we better off building some standalone solution that interfaces with the same mySQL database as Joomla?

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  • Am I personally liable for bugs in medical software I've developed as an employee? [closed]

    - by user466406
    Some background: I'm employed at a small, Australia-based web agency that is dipping it's toe into Mobile Application development (iOS). The project that I'm working on provides a way for users to save medication dosage information which is sync'd with a backend server. Users must agree to ToS, Disclaimer etc before using the application. This is my first iOS application, and the project is currently over budget. As a result, management is not devoting the resources to Q&A and is pushing instead for more features. I am an employee of the agency, that has been contracted by a non-for-profit. The application will probably be released under our agency's name, but we also have the option of releasing it as the not-for-profit. My question is, if there are bugs found in the application, and as a result a user takes an incorrect dosage of a medication, am I personally liable? Is there anything that I can or should do in order to protect myself personally?

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  • Understanding the value of Customer Experience & Loyalty for the Telecommunications Industry

    - by raul.goycoolea
    Worried by economic woes and market forces, especially in mature markets, communications service providers (CSPs) increasingly focus on improving customer experience. In fact, it seems difficult to find a major message by a C-level executive in the developed world that does not include something on "meeting and exceeding customers' needs". Frequently in customer satisfaction studies by prominent firms, CSPs fall short of the leadership demonstrated by other industries that take customer-centric approaches to their bottom-line strategies. Consider the following:Despite the continued impact of global economic crisis, in July 2010, Apple Computer posted record revenue and net quarterly profit. Those who attribute the results primarily to the iPhone 4 launch should note that Apple also shipped around 30% more Macintosh computers than the same period the previous year. Even sales of the iPod line increased by 8% in a highly commoditized, shrinking media player market. Finally, Apple began selling iPads during the quarter, with total sales of more than 3 million units. What does Apple have that the others lack? Well, some great products (and services) to be sure, but it also excels at customer service and support, marketing, and distribution, and has one of the strongest brands globally. Its products are useful, simple to use, easy to acquire and augment, high quality, and considered very cool. They also evoke such an emotional response from many of Apple's customers, which they turn up their noses at competitive products.In other words, Apple appears to have mastered virtually every aspect of customer experience and the resultant loyalty of its customer base - even in difficult financial times. Through that unwavering customer focus, Apple continues to drive its revenues and profits to new heights. Other customer loyalty leaders like Wal-Mart, Google, Toyota and Honda are also doing well by focusing on customer experience as an essential driver of profitability. Service providers should note this performance and ask themselves how they might leverage the same principles to increase their own profitability. After all, that is what customer experience and loyalty are all about: profitability.To successfully manage all the critical touch points of customer experience, CSPs must shun the one-size-fits-all approach. They can no longer afford to view customer service fundamentally as an act of altruism - which mentality dates back to the industry's civil service days, when CSPs were typically government organizations that were critical to economic development and public safety.As regulators and public officials have pushed, and continue to push, service providers to new heights of reliability - using incentives and punishments - most CSPs already have some of the fundamental building blocks of customer service in place. Yet despite that history and experience, service providers still lag other industries in providing what is seen as good customer service.As we observed in the TMF's 2009 Insights Research report, Customer Experience Management: Driving Loyalty & Profitability there has been resurgence in interest by CSPs. More and more of them have stated ambitions to catch up other industries, and they are realizing that good customer service is a powerful strategy for increasing business performance and profitability, not an act of good will.CSPs are recognizing the connection between customer experience and profitability, as demonstrated in many studies. For example, according to research by Bain & Company, a 5 percent improvement in customer retention rates can yield as much as a 75 percent increase in profits for companies across a range of industries.After decades of customer experience strategy formulation, Bain partner and business author, Frederick Reichheld, considers "would you recommend us to a friend?" as the ultimate question for a customer. How many times have you or your friends recommended an iPod, iPhone or a Mac? What do your children recommend to their peers? Their peers to them?There are certain steps service providers have to take to create more personalized relationships with their customers, as well as reduce churn and increase profitability, all while becoming leaner and more agile. First, they have to define customer experience, we define it as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point - whether directly or indirectly linked to service providers and their partners - contributes to customer perception, satisfaction, loyalty, and ultimately profitability. Gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply - especially on the all-important bottom line. The scope of issues affecting customer experience is complex and dynamic.With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism.Customer loyalty = increased profitsAs stated earlier, customer experience programs are not fundamentally altruistic exercises, but a strategic means of improving competitiveness and profitability in the short and long term. Loyalty is essential to deriving long term profits from customers.Some of the earliest loyalty programs date back to the 1930s, when packaged goods companies offered embedded coupons for rewards to buyers, and eventually retail chains began offering reward programs to frequent shoppers. These programs continued for decades but were leapfrogged in the 1980s by more aggressive programs from the airlines.This movement was led by American Airlines, which launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer scheme. It was the first to reward frequent fliers with notional air miles that could be accumulated and later redeemed for free travel. Figure 1: Opportunities example of Customer loyalty driven profitOther airlines and travel providers were quick to grasp the incredible value of providing customers with an incentive to use their company exclusively. Within a few years, dozens of travel industry companies launched similar initiatives and now loyalty programs are achieving near-ubiquity in many service industries, especially those in which it is difficult to differentiate offerings by product attributes.The belief is that increased profitability will result from customer retention efforts because:•    The cost of acquisition occurs only at the beginning of a relationship: the longer the relationship, the lower the amortized cost;•    Account maintenance costs decline as a percentage of total costs, or as a percentage of revenue, over the lifetime of the relationship;•    Long term customers tend to be less inclined to switch and less price sensitive which can result in stable unit sales volume and increases in dollar-sales volume;•    Long term customers may initiate word-of-mouth promotions and referrals, which cost the company nothing and arguably are the most effective form of advertising;•    Long-term customers are more likely to buy ancillary products and higher margin supplemental products;•    Long term customers tend to be satisfied with their relationship with the company and are less likely to switch to competitors, making market entry or competitors gaining market share difficult;•    Regular customers tend to be less expensive to service, as they are familiar with the processes involved, require less 'education', and are consistent in their order placement;•    Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into higher customer satisfaction in a virtuous circle. Figure 2: The virtuous circle of customer loyaltyFigure 2 represents a high-level example of a virtuous cycle driven by customer satisfaction and loyalty, depicting how superiority in product and service offerings, as well as strong customer support by competent employees, lead to higher sales and ultimately profitability. As stated above, this is not a new concept, but succeeding with it is difficult. It has eluded many a company driven to achieve profitability goals. Of course, for this circle to be virtuous, the customer relationship(s) must be profitable.Trying to maintain the loyalty of unprofitable customers is not a viable business strategy. It is, therefore, important that marketers can assess the profitability of each customer (or customer segment), and either improve or terminate relationships that are not profitable. This means each customer's 'relationship costs' must be understood and compared to their 'relationship revenue'. Customer lifetime value (CLV) is the most commonly used metric here, as it is generally accepted as a representation of exactly how much each customer is worth in monetary terms, and therefore a determinant of exactly how much a service provider should be willing to spend to acquire or retain that customer.CLV models make several simplifying assumptions and often involve the following inputs:•    Churn rate represents the percentage of customers who end their relationship with a company in a given period;•    Retention rate is calculated by subtracting the churn rate percentage from 100;•    Period/horizon equates to the units of time into which a customer relationship can be divided for analysis. A year is the most commonly used period for this purpose. Customer lifetime value is a multi-period calculation, often projecting three to seven years into the future. In practice, analysis beyond this point is viewed as too speculative to be reliable. The model horizon is the number of periods used in the calculation;•    Periodic revenue is the amount of revenue collected from a customer in a given period (though this is often extended across multiple periods into the future to understand lifetime value), such as usage revenue, revenues anticipated from cross and upselling, and often some weighting for referrals by a loyal customer to others; •    Retention cost describes the amount of money the service provider must spend, in a given period, to retain an existing customer. Again, this is often forecast across multiple periods. Retention costs include customer support, billing, promotional incentives and so on;•    Discount rate means the cost of capital used to discount future revenue from a customer. Discounting is an advanced method used in more sophisticated CLV calculations;•    Profit margin is the projected profit as a percentage of revenue for the period. This may be reflected as a percentage of gross or net profit. Again, this is generally projected across the model horizon to understand lifetime value.A strong focus on managing these inputs can help service providers realize stronger customer relationships and profits, but there are some obstacles to overcome in achieving accurate calculations of CLV, such as the complexity of allocating costs across the customer base. There are many costs that serve all customers which must be properly allocated across the base, and often a simple proportional allocation across the whole base or a segment may not accurately reflect the true cost of serving that customer;  This is made worse by the fragmentation of customer information, which is likely to be across a variety of product or operations groups, and may be difficult to aggregate due to different representations.In addition, there is the complexity of account relationships and structures to take into consideration. Complex account structures may not be understood or properly represented. For example, a profitable customer may have a separate account for a second home or another family member, which may appear to be unprofitable. If the service provider cannot relate the two accounts, CLV is not properly represented and any resultant cancellation of the apparently unprofitable account may result in the customer churning from the profitable one.In summary, if service providers are to realize strong customer relationships and their attendant profits, there must be a very strong focus on data management. This needs to be coupled with analytics that help business managers and those who work in customer-facing functions offer highly personalized solutions to customers, while maintaining profitability for the service provider. It's clear that acquiring new customers is expensive. Advertising costs, campaign management expenses, promotional service pricing and discounting, and equipment subsidies make a serious dent in a new customer's profitability. That is especially true given the rising subsidies for Smartphone users, which service providers hope will result in greater profits from profits from data services profitability in future.  The situation is made worse by falling prices and greater competition in mature markets.Customer acquisition through industry consolidation isn't cheap either. A North American service provider spent about $2,000 per subscriber in its acquisition of a smaller company earlier this year. While this has allowed it to leapfrog to become the largest mobile service provider in the country, it required a total investment of more than $28 billion (including assumption of the acquiree's debt).While many operating cost synergies clearly made this deal more attractive to the acquiring company, this is certainly an expensive way to acquire customers: the cost per subscriber in this case is not out of line with the prices others have paid for acquisitions.While growth by acquisition certainly increases overall revenues, it often creates tremendous challenges for profitability. Organic growth through increased customer loyalty and retention is a more effective driver of profit, as well as a stronger predictor of future profitability. Service providers, especially those in mature markets, are increasingly recognizing this and taking steps toward a creating a more personalized, flexible and satisfying experience for their customers.In summary, the clearest path to profitability for companies in virtually all industries is through customer retention and maximization of lifetime value. Service providers would do well to recognize this and focus attention on profitable customer relationships.

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  • BI&EPM in Focus June 2012

    - by Mike.Hallett(at)Oracle-BI&EPM
    General News Thomas Kurian Discusses Oracle Exalytics, SAP HANA (replay | preso | press)  Accenture & Oracle Study: The Challenges of Corporate Financial Reporting  (link) Flash Demo: Oracle Hyperion Planning on Exalytics in the Public Sector (link) Flash Demo: OBIEE & Exalytics in Retail (link) Customers Italian Partner Alfa Sistemi implemented at Autovie Venete S.p.A. Integrates Business Intelligence and Performance Management to Improve Efficiency and Speed for Managing Public Works Projects (English version)  / Autovie Venete implementa un sistema integrato di Business Intelligence e Performance Management per migliorare l’efficienza e la tempestività dell’attività di Controlling di Commessa (Italian version). FANCL Gains 360-Degree View of Customers across Multiple Sales Channels, Reduces Reports by 75% Korea Yakult Improves Profit & Loss Analysis with Oracle Hyperion Planning and OBIEE Hill International Streamlines Forecasting, Improves Visibility into Project Productivity and Profitability Children’s Rights in Society Better Supports Organizational Mission with Advanced, Integrated, and Streamlined Business Intelligence Tools Profit: International utility Enel monitors the performance of global subsidiaries with Oracle Hyperion Applications (link) Profit: Charting a New Course: Korean Air gains altitude by leveraging its greatest asset: information (link)   Events June 12: Breaking Away from the Excel Add-In: Welcome to Hyperion Smart View 11.1.2.2 (link) June 13: Upgrading OBIEE 10g to 11g: Best Practices and Lessons Learned (performance architects) (link) June 14, The Netherlands: Strategies for Business Excellence, New Release of Oracle Hyperion EPM Suite (link) June 21: Comprehensive and Accurate Forecasting for Healthcare (link) June 26: What Exactly is Exalytics? (KPI Partners) (link) Webcast Replay: Is Your Company Able to Navigate Through Market Volatility? (link)  Webcast Replay: Is Hope and Email The Core of Your Reconciliation Process? (link) Webcast Replay: Troubleshooting EPM Reporting & Analysis 11.1.2.x  (link) Webcast Replay: Is your Organization Flying Blind when it comes to Understanding Profitability?  (link) Enterprise Performance Management Final Oracle EPM  Information Panel (CIP) survey on cost, profitability and performance reporting/scorecards is now OPEN (link) New on EPM Blog: What's Going on With IFRS? (link) How does Crystal Ball integrate with EPM Solutions? New collateral and demos on Crystal Ball Solution Factory!  (link) New Youtube Video: Business Case Analysis with Oracle Crystal Ball (link) Crystal Ball 11.1.2.2 is released! Grouped Assumptions in Sensitivity Charts, Data Filtering When Fitting Distributions and Parameter Edits When Fitting Distributions to name a few. Get full details from the online New Features Guide (link) New DRM Oracle-by-Examples now available (link) Support Blog: Hyperion Ledgerlink Sample Record and Windows 7: Now you see it, now you don’t  (link) Use Enterprise Manager FMW Control to Troubleshoot Oracle EPM 11.1.2 Family of Products (link) Business  Intelligence Whitepaper: Real-Time Operational Reporting for E-Business Suite via GoldenGate Replication to an Operational Data Store.  How Oracle enabled real-time operational reporting for its $20B services contract business with Golden Gate & OBIEE (link) KPI Partners ebook: Understanding Oracle BI Components and Repository Modeling Basics (link) “Getting Started with Oracle Endeca Information Discovery” video tutorials now available (link) Oracle BI Publisher Conversion Center: Convert from Crystal, Actuate, or Oracle Reports to Oracle BI Publisher (link) Oracle Fusion Applications: Monthly Partner Updates Webcast Replays to help BI partners understand how OBI, Essbase, BI-Apps and Fusion work together: More on Fusion CRM: Fusion Marketing More on Fusion CRM: Fusion CRM Sales Start-Up Packs and Expert Services for Implementation Partners Introducing the Oracle Fusion Accounting Hub Implementing Fusion Applications using Oracle's Composers Oracle Fusion Applications Co-Existence

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  • Re-using aggregate level formulas in SQL - any good tactics?

    - by Cade Roux
    Imagine this case, but with a lot more component buckets and a lot more intermediates and outputs. Many of the intermediates are calculated at the detail level, but a few things are calculated at the aggregate level: DECLARE @Profitability AS TABLE ( Cust INT NOT NULL ,Category VARCHAR(10) NOT NULL ,Income DECIMAL(10, 2) NOT NULL ,Expense DECIMAL(10, 2) NOT NULL ) ; INSERT INTO @Profitability VALUES ( 1, 'Software', 100, 50 ) ; INSERT INTO @Profitability VALUES ( 2, 'Software', 100, 20 ) ; INSERT INTO @Profitability VALUES ( 3, 'Software', 100, 60 ) ; INSERT INTO @Profitability VALUES ( 4, 'Software', 500, 400 ) ; INSERT INTO @Profitability VALUES ( 5, 'Hardware', 1000, 550 ) ; INSERT INTO @Profitability VALUES ( 6, 'Hardware', 1000, 250 ) ; INSERT INTO @Profitability VALUES ( 7, 'Hardware', 1000, 700 ) ; INSERT INTO @Profitability VALUES ( 8, 'Hardware', 5000, 4500 ) ; SELECT Cust ,Profit = SUM(Income - Expense) ,Margin = SUM(Income - Expense) / SUM(Income) FROM @Profitability GROUP BY Cust SELECT Category ,Profit = SUM(Income - Expense) ,Margin = SUM(Income - Expense) / SUM(Income) FROM @Profitability GROUP BY Category SELECT Profit = SUM(Income - Expense) ,Margin = SUM(Income - Expense) / SUM(Income) FROM @Profitability Notice how the same formulae have to be used at the different aggregation levels. This results in code duplication. I have thought of using UDFs (either scalar or table valued with an OUTER APPLY, since many of the final results may share intermediates which have to be calculated at the aggregate level), but in my experience the scalar and multi-statement table-valued UDFs perform very poorly. Also thought about using more dynamic SQL and applying the formulas by name, basically. Any other tricks, techniques or tactics to keeping these kinds of formulae which need to be applied at different levels in sync and/or organized?

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  • JOIN (SELECT DISTINCT [..] substitute

    - by FRKT
    Hello, I'd like to find a substitute for using SELECT DISTINCT in a derived table. Let's say I have three tables: CREATE TABLE `trades` ( `tradeID` int(11) unsigned NOT NULL AUTO_INCREMENT, `employeeID` int(11) unsigned NOT NULL, `corporationID` int(11) unsigned NOT NULL, `profit` int(11) NOT NULL, KEY `tradeID` (`tradeID`), KEY `employeeID` (`employeeID`), KEY `corporationID` (`corporationID`) ) ENGINE=MyISAM DEFAULT CHARSET=latin1 CREATE TABLE `corporations` ( `corporationID` int(11) unsigned NOT NULL AUTO_INCREMENT, `name` varchar(255) NOT NULL, PRIMARY KEY (`corporationID`) ) ENGINE=MyISAM DEFAULT CHARSET=latin1 CREATE TABLE `employees` ( `employeeID` int(11) unsigned NOT NULL AUTO_INCREMENT, `name` varchar(255) NOT NULL, PRIMARY KEY (`employeeID`) ) ENGINE=MyISAM DEFAULT CHARSET=latin1 Let's say I'd like to find out how much profit a specific employee has generated. Simple: SELECT SUM(profit) FROM trades JOIN employees ON trades.employeeID = employees.employeeID AND employees.employeeID = 1; It gets trickier if I'd like to query how much revenue a specific corporation has, however. I cannot simply replicate the aforementioned query, because two or more employees from the same company might be involved in the same trade. This query should do the trick: SELECT SUM(profit) FROM trades JOIN (SELECT DISTINCT tradeID FROM trades WHERE trades.corporationID = 1) ... unfortunately, DISTINCT JOINs seem crazy ineffective. Is there any alternative I can use to determine how much revenue a corporation has, taking into account that a corporation might be listed several times with the same tradeID?

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  • 2012 Oracle Fusion Middleware Innovation Awards for Oracle Exalogic

    - by Sanjeev Sharma
    Companies from around the world were honored for their innovative solutions using Oracle Fusion Middleware. This year’s 27 award winners, representing 11 countries and a wide span of industries, wowed the judges with a range of projects across eight product categories. 4 awards were given out to customers who demonstrated innovative application of Oracle Exalogic for their mission-critical applications.Below is an overview of the 4 businesses that won the Oracle Fusion Middleware Innovation Award for Oracle Exalogic this year. Company: Netshoes About: Leading online retailer of sporting goods in Latin America.Challenges: Rapid business growth resulted in frequent outages and poor response-time of online store-front Conventional ad-hoc approach to horizontal scaling resulted in high CAPEX and OPEX Poor performance and unavailability of online store-front resulted in revenue loss from purchase abandonment Solution: Consolidated ATG Commerce and Oracle WebLogic running on Oracle Exalogic.Business Impact:Reduced abandonment rates resulting in a two-digit increase in online conversion rates translating directly into revenue up-liftCompany: ClaroAbout: Leading communications services provider in Latin America.Challenges: Support business growth over the next 3  - 5 years while maximizing re-use of existing middleware and application investments with minimal effort and risk Solution: Consolidated Oracle Fusion Middleware components (Oracle WebLogic, Oracle SOA Suite, Oracle Tuxedo) and JAVA applications onto Oracle Exalogic and Oracle Exadata. Business Impact:Improved partner SLA’s 7x while improving throughput 5X and response-time 35x for  JAVA applicationsCompany: ULAbout: Leading safety testing and certification organization in the world.Challenges: Transition from being a non-profit to a profit oriented enterprise and grow from a $1B to $5B in annual revenues in the next 5 years Undertake a massive business transformation by aligning change strategy with execution Solution: Consolidated Oracle Applications (E-Business Suite, Siebel, BI, Hyperion) and Oracle Fusion Middleware (AIA, SOA Suite) on Oracle Exalogic and Oracle ExadataBusiness Impact:Reduced financial and operating risk in re-architecting IT services to support new business capabilities supporting 87,000 manufacturersCompany: Ingersoll RandAbout: Leading manufacturer of industrial, climate, residential and security solutions.Challenges: Business continuity risks due to complexity in enforcing consistent operational and financial controls; Re-active business decisions reduced ability to offer differentiation and compete Solution: Consolidated Oracle E-business Suite on Oracle Exalogic and Oracle ExadataBusiness Impact:Service differentiation with faster order provisioning and a shorter lead-to-cash cycle translating into higher customer satisfaction and quicker cash-conversionCheck out the winners of the Oracle Fusion Middleware Innovation awards in other categories here.

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  • Microsoft Sponsored - Give Camp

    - by Ken Lovely, MCSE, MCDBA, MCTS
    Are you ready to connect with the local tech community for a good cause? GiveCamp needs your support. For one weekend in June, we’ll take on the technology wish lists of 20 non-profit organizations, and we’re looking for about 100 volunteers, both technical and non-technical, to help us do it. A typical GiveCamp draws 75 to 100 volunteers. Individuals can work with their colleagues in company teams, or they can opt to be matched with fellow volunteers who have complementary skill sets. Everyone is welcome to head home for the evenings – but there are always the diehards who work from Friday kickoff straight through Sunday afternoon. Food and drinks, especially of the caffeinated variety, are provided, along with game systems for breaks. Technical volunteers We're looking for graphic or UX designers, developers with .NET/Java/LAMP/Open Source/CMS experience, project managers, system/network administrators, DBAs, and non-profit technical consultants and web strategists. Non-technical volunteers Beyond the technology, there are many other aspects that make GiveCamp a success. We need non-technical volunteers to run errands, help with setting up and cleaning up, and everything in between. Whether you can offer a couple hours of your time or join GiveCamp for a couple days, your support is needed Sign up at; http://www.eventbrite.com/event/650615007 Feel free to contact me or Dani Diaz of Microsoft for more information

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