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  • ASP.NET MVC/LINQ: What's the proper way to iterate through a Linq.EntitySet in a View?

    - by Terminal Frost
    OK so I have a strongly-typed Customer "Details" view that takes a Customer object Model. I am using LINQ to SQL and every Customer can have multiple (parking) Spaces. This is a FK relationship in the database so my LINQ-generated Customer model has a "Spaces" collection. Great! Here is a code snippet from my CustomerRepository where I iterate through the Customer's parking spaces to delete all payments, spaces and then finally the customer: public void Delete(Customer customer) { foreach (Space s in customer.Spaces) db.Payments.DeleteAllOnSubmit(s.Payments); db.Spaces.DeleteAllOnSubmit(customer.Spaces); db.Customers.DeleteOnSubmit(customer); } Everything works as expected! Now in my "Details" view I want to populate a table with the Customer's Spaces: <% foreach (var s in Model.Spaces) { %> <tr> <td><%: s.ID %></td> <td><%: s.InstallDate %></td> <td><%: s.SpaceType %></td> <td><%: s.Meter %></td> </tr> <% } %> I get the following error: foreach statement cannot operate on variables of type 'System.Data.Linq.EntitySet' because 'System.Data.Linq.EntitySet' does not contain a public definition for 'GetEnumerator' Finally, if I add this bit of code to my Customer partial class and use the foreach in the view to iterate through ParkingSpaces everything works as expected: public IEnumerable<Space> ParkingSpaces { get { return Spaces.AsEnumerable(); } } The problem here is that I don't want to repeat myself. I was also thinking that I could use a ViewModel to pass a Spaces collection to the View, however LINQ already infers and creates the Spaces property on the Customer model so I think it would be cleanest to just use that. I am missing something simple or am I approaching this incorrectly? Thanks!

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  • wscript.shell running file with space in path with PHP

    - by ermac2014
    I was trying to use wscript.shell through COM objects with php to pass some cmd commands to cURL library (the DOS version). here is what I use to perform this task: function windExec($cmd,$mode=''){ // Setup the command to run from "run" $cmdline = "cmd /C $cmd"; // set-up the output and mode if ($mode=='FG'){ $outputfile = uniqid(time()) . ".txt"; $cmdline .= " > $outputfile"; $m = true; } else $m = false; // Make a new instance of the COM object $WshShell = new COM("WScript.Shell"); // Make the command window but dont show it. $oExec = $WshShell->Run($cmdline, 0, $m); if ($outputfile){ // Read the tmp file. $retStr = file_get_contents($outputfile); // Delete the temp_file. unlink($outputfile); } else $retStr = ""; return $retStr; } now when I run this function like: windExec("\"C:/Documents and Settings/ermac/Desktop/my project/curl\" http://www.google.com/", 'FG'); curl doesn't run because there is a problem with the path. but when I remove the spaces from the path it works great. windExec("\"C:/curl\" http://www.google.com/", 'FG'); so my question is how can I escape these spaces in wscript.shell commands? is there anyway I can fix this? thanks in advance :)

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  • FileVersionInfo.GetVersionInfo getting old version of an exe swapped at runtime

    - by Richard
    I have a program executing in c# that is sometimes updated while it is running by swapping the exe to a new one. I want the program to routinely check if it has been updated and if so, restart. I use the following function to do this. public static bool DoINeedToRestart(string exe_name) { Version cur_version = new Version(MainProgram.StartVersion); Version file_version = new Version(GetProductVersion(exe_name)); MessageBox.Show("Comparing cur_version " + cur_version.ToString() + " with " + file_version.ToString()); if (file_version > cur_version) { return true; } return false; } public static string GetProductVersion(string path_name) { FileVersionInfo myFI = FileVersionInfo.GetVersionInfo(path_name); return myFI.FileVersion; } MainProgram.StartVersion is set when the program is started to be the current version using the GetProductVersion(exe_name) exe_name is set to be the name of the executable that is being updated. The problem I have is once the MainProgram.exe file has been updated (I verify this manually by looking at the file properties and checking the file version), the GetProductVersion still returns the old file version and I have no idea why! Any help is greatly appreciated.

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  • c# getting file version of a swapped exe at runtime

    - by Richard
    I have a program executing in c# that is sometimes updated while it is running by swapping the exe to a new one. I want the program to routinely check if it has been updated and if so, restart. I use the following function to do this. public static bool DoINeedToRestart(string exe_name) { Version cur_version = new Version(MainProgram.StartVersion); Version file_version = new Version(GetProductVersion(exe_name)); MessageBox.Show("Comparing cur_version " + cur_version.ToString() + " with " + file_version.ToString()); if (file_version > cur_version) { return true; } return false; } public static string GetProductVersion(string path_name) { FileVersionInfo myFI = FileVersionInfo.GetVersionInfo(path_name); return myFI.FileVersion; } StartVersion is set when the program is started to be the current version using the GetProductVersion(exe_name). exe_name is set to be the name of the executable that is being updated. The problem I have is once the MainProgram.exe file has been updated (I verify this manually by looking at the file properties and checking the file version), the GetProductVersion still returns the old file version and I have no idea why! Any help is greatly appreciated.

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  • Correct structure and way of website versioning

    - by Saif Bechan
    Recently I use GIT to version my website. It makes it all really easy to see how my project develops and I always have save backups on different places on the web. Now my main question is if it is recommended to version your whole root of the website. I have a basic structure that looks something like this: /httpdocs /config /media /application index.php .htaccess 1) Should I use the /httpdocs folder to version, or should I use the content of the folder. 2) Is it recommended to version the media folder. In the media version I have several images for the overall layout, and some other images for the website. These imagas can be quite large. I work on these images from time to time and so they change. I hardly never need the old image again, so is this not just taking up precious storage space. I would highly appreciate just some basic recommendation on this topic.

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  • vmware network installation problem

    - by shantanu
    After installation from vmware_bunddle it shows network device error during configuration(First run). Log File: 2012-04-03T20:01:24.881+06:00| vthread-3| I120: Log for VMware Workstation pid=5766 version=8.0.2 build=build-591240 option=Release 2012-04-03T20:01:24.881+06:00| vthread-3| I120: The process is 64-bit. 2012-04-03T20:01:24.881+06:00| vthread-3| I120: Host codepage=UTF-8 encoding=UTF-8 2012-04-03T20:01:24.881+06:00| vthread-3| I120: Host is Linux 3.2.0-19-generic Ubuntu precise (development branch) 2012-04-03T20:01:24.880+06:00| vthread-3| I120: Msg_Reset: 2012-04-03T20:01:24.880+06:00| vthread-3| I120: [msg.dictionary.load.openFailed] Cannot open file "/usr/lib/vmware/settings": No such file or directory. 2012-04-03T20:01:24.880+06:00| vthread-3| I120: ---------------------------------------- 2012-04-03T20:01:24.880+06:00| vthread-3| I120: PREF Optional preferences file not found at /usr/lib/vmware/settings. Using default values. 2012-04-03T20:01:24.880+06:00| vthread-3| I120: Msg_Reset: 2012-04-03T20:01:24.880+06:00| vthread-3| I120: [msg.dictionary.load.openFailed] Cannot open file "/root/.vmware/config": No such file or directory. 2012-04-03T20:01:24.880+06:00| vthread-3| I120: ---------------------------------------- 2012-04-03T20:01:24.880+06:00| vthread-3| I120: PREF Optional preferences file not found at /root/.vmware/config. Using default values. 2012-04-03T20:01:24.880+06:00| vthread-3| I120: Msg_Reset: 2012-04-03T20:01:24.880+06:00| vthread-3| I120: [msg.dictionary.load.openFailed] Cannot open file "/root/.vmware/preferences": No such file or directory. 2012-04-03T20:01:24.880+06:00| vthread-3| I120: ---------------------------------------- 2012-04-03T20:01:24.881+06:00| vthread-3| I120: PREF Failed to load user preferences. 2012-04-03T20:01:24.881+06:00| vthread-3| W110: Logging to /tmp/vmware-root/modconfig-5766.log 2012-04-03T20:01:25.200+06:00| vthread-3| I120: modconf query interface initialized 2012-04-03T20:01:25.201+06:00| vthread-3| I120: modconf library initialized 2012-04-03T20:01:25.269+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:25.278+06:00| vthread-3| I120: Validating path /lib/modules/preferred/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:01:25.278+06:00| vthread-3| I120: Failed to find /lib/modules/preferred/build/include/linux/version.h 2012-04-03T20:01:25.278+06:00| vthread-3| I120: Failed version test: /lib/modules/preferred/build/include/linux/version.h not found. 2012-04-03T20:01:25.278+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:01:25.284+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:25.306+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:25.355+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:01:25.355+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:01:25.362+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:25.383+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:25.434+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:01:25.502+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.507+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.511+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.516+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.521+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.561+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.566+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.571+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.576+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.581+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.586+06:00| vthread-3| I120: Validating path /lib/modules/preferred/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:01:25.586+06:00| vthread-3| I120: Failed to find /lib/modules/preferred/build/include/linux/version.h 2012-04-03T20:01:25.586+06:00| vthread-3| I120: Failed version test: /lib/modules/preferred/build/include/linux/version.h not found. 2012-04-03T20:01:25.586+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:01:25.593+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:25.614+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:25.663+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:01:25.740+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.747+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.752+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.757+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.762+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:25.767+06:00| vthread-3| I120: Validating path /lib/modules/preferred/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:01:25.767+06:00| vthread-3| I120: Failed to find /lib/modules/preferred/build/include/linux/version.h 2012-04-03T20:01:25.767+06:00| vthread-3| I120: Failed version test: /lib/modules/preferred/build/include/linux/version.h not found. 2012-04-03T20:01:25.767+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:01:25.772+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:25.792+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:25.843+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:01:26.838+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:26.848+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:26.853+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:26.858+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:26.863+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:28.460+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:28.460+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:01:28.466+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:28.488+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:28.542+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:01:28.542+06:00| vthread-3| I120: Building module vmmon. 2012-04-03T20:01:28.553+06:00| vthread-3| I120: Extracting the sources of the vmmon module. 2012-04-03T20:01:28.615+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmmon-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:01:36.499+06:00| vthread-3| I120: Installing module vmmon from /tmp/vmware-root/modules/vmmon.o to /lib/modules/3.2.0-19-generic/misc. 2012-04-03T20:01:36.507+06:00| vthread-3| I120: Registering file: /usr/lib/vmware-installer/2.0/vmware-installer --register-file vmware-vmx regular /lib/modules/3.2.0-19-generic/misc/vmmon.ko 2012-04-03T20:01:58.314+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:01:58.315+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:01:58.336+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:58.379+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:01:58.431+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:01:58.431+06:00| vthread-3| I120: Building module vmnet. 2012-04-03T20:01:58.431+06:00| vthread-3| I120: Extracting the sources of the vmnet module. 2012-04-03T20:01:58.541+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmnet-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:02:05.973+06:00| vthread-3| I120: Failed to compile module vmnet! 2012-04-03T20:02:05.984+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:02:05.984+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:02:05.990+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:02:06.015+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:02:06.067+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:02:06.067+06:00| vthread-3| I120: Building module vmblock. 2012-04-03T20:02:06.067+06:00| vthread-3| I120: Extracting the sources of the vmblock module. 2012-04-03T20:02:06.141+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmblock-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:02:13.531+06:00| vthread-3| I120: Installing module vmblock from /tmp/vmware-root/modules/vmblock.o to /lib/modules/3.2.0-19-generic/misc. 2012-04-03T20:02:13.532+06:00| vthread-3| I120: Registering file: /usr/lib/vmware-installer/2.0/vmware-installer --register-file vmware-vmx regular /lib/modules/3.2.0-19-generic/misc/vmblock.ko 2012-04-03T20:02:19.090+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:02:19.090+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:02:19.097+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:02:19.117+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:02:19.173+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:02:19.173+06:00| vthread-3| I120: Building module vmci. 2012-04-03T20:02:19.174+06:00| vthread-3| I120: Extracting the sources of the vmci module. 2012-04-03T20:02:19.284+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmci-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:02:28.525+06:00| vthread-3| I120: Installing module vmci from /tmp/vmware-root/modules/vmci.o to /lib/modules/3.2.0-19-generic/misc. 2012-04-03T20:02:28.526+06:00| vthread-3| I120: Registering file: /usr/lib/vmware-installer/2.0/vmware-installer --register-file vmware-vmx regular /lib/modules/3.2.0-19-generic/misc/vmci.ko 2012-04-03T20:02:31.760+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:02:31.760+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:02:31.766+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:02:31.786+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:02:31.838+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:02:31.838+06:00| vthread-3| I120: Building module vmci. 2012-04-03T20:02:31.839+06:00| vthread-3| I120: Extracting the sources of the vmci module. 2012-04-03T20:02:31.864+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmci-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:02:33.684+06:00| vthread-3| I120: Building module vsock. 2012-04-03T20:02:33.685+06:00| vthread-3| I120: Extracting the sources of the vsock module. 2012-04-03T20:02:33.809+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vsock-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:02:41.050+06:00| vthread-3| I120: Installing module vsock from /tmp/vmware-root/modules/vsock.o to /lib/modules/3.2.0-19-generic/misc. 2012-04-03T20:02:41.051+06:00| vthread-3| I120: Registering file: /usr/lib/vmware-installer/2.0/vmware-installer --register-file vmware-vmx regular /lib/modules/3.2.0-19-generic/misc/vsock.ko 2012-04-03T20:03:02.757+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:02.762+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:02.767+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:02.771+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:02.776+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:02.782+06:00| vthread-3| I120: Validating path /lib/modules/preferred/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:03:02.782+06:00| vthread-3| I120: Failed to find /lib/modules/preferred/build/include/linux/version.h 2012-04-03T20:03:02.782+06:00| vthread-3| I120: Failed version test: /lib/modules/preferred/build/include/linux/version.h not found. 2012-04-03T20:03:02.782+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:03:02.790+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:02.814+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:02.865+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:03:02.958+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:02.968+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:02.973+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:02.978+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:02.983+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:04.372+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:04.372+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:03:04.378+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:04.399+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:04.452+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:03:04.452+06:00| vthread-3| I120: Building module vmmon. 2012-04-03T20:03:04.452+06:00| vthread-3| I120: Extracting the sources of the vmmon module. 2012-04-03T20:03:04.486+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmmon-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:03:05.976+06:00| vthread-3| I120: Installing module vmmon from /tmp/vmware-root/modules/vmmon.o to /lib/modules/3.2.0-19-generic/misc. 2012-04-03T20:03:05.977+06:00| vthread-3| I120: Registering file: /usr/lib/vmware-installer/2.0/vmware-installer --register-file vmware-vmx regular /lib/modules/3.2.0-19-generic/misc/vmmon.ko 2012-04-03T20:03:09.056+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:09.057+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:03:09.065+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:09.090+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:09.142+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:03:09.142+06:00| vthread-3| I120: Building module vmnet. 2012-04-03T20:03:09.142+06:00| vthread-3| I120: Extracting the sources of the vmnet module. 2012-04-03T20:03:09.169+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmnet-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:03:12.072+06:00| vthread-3| I120: Failed to compile module vmnet! 2012-04-03T20:03:12.090+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:12.090+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:03:12.098+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:12.121+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:12.179+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:03:12.179+06:00| vthread-3| I120: Building module vmblock. 2012-04-03T20:03:12.179+06:00| vthread-3| I120: Extracting the sources of the vmblock module. 2012-04-03T20:03:12.205+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmblock-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:03:15.340+06:00| vthread-3| I120: Installing module vmblock from /tmp/vmware-root/modules/vmblock.o to /lib/modules/3.2.0-19-generic/misc. 2012-04-03T20:03:15.341+06:00| vthread-3| I120: Registering file: /usr/lib/vmware-installer/2.0/vmware-installer --register-file vmware-vmx regular /lib/modules/3.2.0-19-generic/misc/vmblock.ko 2012-04-03T20:03:18.451+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:18.451+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:03:18.457+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:18.480+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:18.531+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:03:18.531+06:00| vthread-3| I120: Building module vmci. 2012-04-03T20:03:18.531+06:00| vthread-3| I120: Extracting the sources of the vmci module. 2012-04-03T20:03:18.569+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmci-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:03:19.787+06:00| vthread-3| I120: Installing module vmci from /tmp/vmware-root/modules/vmci.o to /lib/modules/3.2.0-19-generic/misc. 2012-04-03T20:03:19.789+06:00| vthread-3| I120: Registering file: /usr/lib/vmware-installer/2.0/vmware-installer --register-file vmware-vmx regular /lib/modules/3.2.0-19-generic/misc/vmci.ko 2012-04-03T20:03:22.933+06:00| vthread-3| I120: Trying to find a suitable PBM set for kernel 3.2.0-19-generic. 2012-04-03T20:03:22.933+06:00| vthread-3| I120: Validating path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic 2012-04-03T20:03:22.939+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:22.959+06:00| vthread-3| I120: Your GCC version: 4.6 2012-04-03T20:03:23.009+06:00| vthread-3| I120: Header path /lib/modules/3.2.0-19-generic/build/include for kernel release 3.2.0-19-generic is valid. 2012-04-03T20:03:23.009+06:00| vthread-3| I120: Building module vmci. 2012-04-03T20:03:23.009+06:00| vthread-3| I120: Extracting the sources of the vmci module. 2012-04-03T20:03:23.034+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vmci-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:03:24.227+06:00| vthread-3| I120: Building module vsock. 2012-04-03T20:03:24.227+06:00| vthread-3| I120: Extracting the sources of the vsock module. 2012-04-03T20:03:24.254+06:00| vthread-3| I120: Building module with command: /usr/bin/make -j -C /tmp/vmware-root/modules/vsock-only auto-build SUPPORT_SMP=1 HEADER_DIR=/lib/modules/3.2.0-19-generic/build/include CC=/usr/bin/gcc GREP=/usr/bin/make IS_GCC_3=no VMCCVER=4.6 2012-04-03T20:03:26.125+06:00| vthread-3| I120: Installing module vsock from /tmp/vmware-root/modules/vsock.o to /lib/modules/3.2.0-19-generic/misc. 2012-04-03T20:03:26.126+06:00| vthread-3| I120: Registering file: /usr/lib/vmware-installer/2.0/vmware-installer --register-file vmware-vmx regular /lib/modules/3.2.0-19-generic/misc/vsock.ko My System details: cpu : AMD APU dual core E450 ram: 2GB ubuntu: 12.04 (64 bit) I have downloaded Latest vmware version. Thanks in advance

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  • Oracle Unveils Industry’s Broadest Cloud Strategy

    - by kellsey.ruppel
    Oracle Unveils Industry’s Broadest Cloud Strategy Adds Social Cloud and Showcases early customers Redwood Shores, Calif. – June 6, 2012 “Almost seven years of relentless engineering and innovation plus key strategic acquisitions. An investment of billions. We are now announcing the most comprehensive Cloud on the planet Earth,” said Oracle CEO, Larry Ellison. “Most cloud vendors only have niche assets. They don’t have platforms to extend. Oracle is the only vendor that offers a complete suite of modern, socially-enabled applications, all based on a standards-based platform.” News Facts In a major strategy update today, Larry Ellison announced the industry’s broadest and most advanced Cloud strategy and introduced Oracle Cloud Social Services, a broad Enterprise Social Platform offering. Oracle Cloud delivers a broad set of industry-standards based, integrated services that provide customers with subscription-based access to Oracle Platform Services, Application Services, and Social Services, all completely managed, hosted and supported by Oracle. Offering a wide range of business applications and platform services, the Oracle Cloud is the only cloud to enable customers to avoid the data and business process fragmentation that occurs when using multiple, siloed public clouds. Oracle Cloud is powered by leading enterprise-grade infrastructure, including Oracle Exadata and Oracle Exalogic, providing customers and partners with a high-performance, reliable, and secure infrastructure for running critical business applications. Oracle Cloud enables easy self-service for both business users and developers. Business users can order, configure, extend, and monitor their applications. Developers and administrators can easily develop, deploy, monitor and manage their applications. As part of the event, Oracle also showcased several early Oracle Cloud customers and partners including system integrators and independent software vendors. Oracle Cloud Platform Services Built on a common, complete, standards-based and enterprise-grade set of infrastructure components, Oracle Cloud Platform Services enable customers to speed time to market and lower costs by quickly building, deploying and managing bespoke applications. Oracle Cloud Platform Services will include: Database Services to manage data and build database applications with the Oracle Database. Java Services to develop, deploy and manage Java applications with Oracle WebLogic. Developer Services to allow application developers to collaboratively build applications. Web Services to build Web applications rapidly using PHP, Ruby, and Python. Mobile Services to allow developers to build cross-platform native and HTML5 mobile applications for leading smartphones and tablets. Documents Services to allow project teams to collaborate and share documents through online workspaces and portals. Sites Services to allow business users to develop and maintain visually engaging .com sites Analytics Services to allow business users to quickly build and share analytic dashboards and reports through the Cloud. Oracle Cloud Application Services Oracle Cloud Application Services provides customers access to the industry’s broadest range of enterprise applications available in the cloud today, with built-in business intelligence, social and mobile capabilities. Easy to setup, configure, extend, use and administer, Oracle Cloud Application Services will include: ERP Services: A complete set of Financial Accounting, Project Management, Procurement, Sourcing, and Governance, Risk & Compliance solutions. HCM Services: A complete Human Capital Management solution including Global HR, Workforce Lifecycle Management, Compensation, Benefits, Payroll and other solutions. Talent Management Services: A complete Talent Management solution including Recruiting, Sourcing, Performance Management, and Learning. Sales and Marketing Services: A complete Sales and Marketing solution including Sales Planning, Territory Management, Leads & Opportunity Management, and Forecasting. Customer Experience Services: A complete Customer Service solution including Web Self-Service, Contact Centers, Knowledge Management, Chat, and e-mail Management. Oracle Cloud Social Services Oracle Cloud Social Services provides the most broad and complete enterprise social platform available in the cloud today.  With Oracle Cloud Social Services, enterprises can engage with their customers on a range of social media properties in a comprehensive and meaningful fashion including social marketing, commerce, service and listening. The platform also provides enterprises with a rich social networking solution for their employees to collaborate effectively inside the enterprise. Oracle’s integrated social platform will include: Oracle Social Network to enable secure enterprise collaboration and purposeful social networking for business. Oracle Social Data Services to aggregate data from social networks and enterprise data sources to enrich business applications. Oracle Social Marketing and Engagement Services to enable marketers to centrally create, publish, moderate, manage, measure and report on their social marketing campaigns. Oracle Social Intelligence Services to enable marketers to analyze social media interactions and to enable customer service and sales teams to engage with customers and prospects effectively. Supporting Resources Oracle Cloud – learn more cloud.oracle.com – sign up now Webcast – watch the replay About Oracle Oracle engineers hardware and software to work together in the cloud and in your data center. For more information about Oracle (NASDAQ:ORCL), visit www.oracle.com. TrademarksOracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.

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  • New security options in UCM Patch Set 3

    - by kyle.hatlestad
    While the Patch Set 3 (PS3) release was mostly focused on bug fixes and such, some new features sneaked in there. One of those new features is to the security options. In 10gR3 and prior versions, UCM had a component called Collaboration Manager which allowed for project folders to be created and groups of users assigned as members to collaborate on documents. With this component came access control lists (ACL) for content and folders. Users could assign specific security rights on each and every document and folder within a project. And it was even possible to enable these ACL's without having the Collaboration Manager component enabled (see technote# 603148.1). When 11g came out, Collaboration Manager was no longer available. But the configuration settings to turn on ACLs were still there. Well, in PS3 they're implemented slightly differently. And there is a new component available which adds an additional dimension to define security on the object, Roles. So now instead of selecting individual users or groups of users (defined as an Alias in User Admin), you can select a particular role. And if a user has that role, they are granted that level of access. This can allow for a much more flexible and manageable security model instead of trying to manage with just user and group access as people come and go in the organization. The way that it is enabled is still through configuration entries. First log in as an administrator and go to Administration -> Admin Server. On the Component Manager page, click the 'advanced component manager' link in the description paragraph at the top. In the list of Disabled Components, enable the RoleEntityACL component. Then click the General Configuration link on the left. In the Additional Configuration Variables text area, enter the new configuration values: UseEntitySecurity=true SpecialAuthGroups=<comma separated list of Security Groups to honor ACLs> The SpecialAuthGroups should be a list of Security Groups that honor the ACL fields. If an ACL is applied to a content item with a Security Group outside this list, it will be ignored. Save the settings and restart the instance. Upon restart, three new metadata fields will be created: xClbraUserList, xClbraAliasList, xClbraRoleList. If you are using OracleTextSearch as the search indexer, be sure to run a Fast Rebuild on the collection. On the Check In, Search, and Update pages, values are added by simply typing in the value and getting a type-ahead list of possible values. Select the value, click Add and then set the level of access (Read, Write, Delete, or Admin). If all of the fields are blank, then it simply falls back to just Security Group and Account access. For Users and Groups, these values are automatically picked up from the corresponding database tables. In the case of Roles, this is an explicitly defined list of choices that are made available. These values must match the role that is being defined from WebLogic Server or you LDAP/AD repository. To add these values, go to Administration -> Admin Applets -> Configuration Manager. On the Views tab, edit the values for the ExternalRolesView. By default, 'guest' and 'authenticated' are added. Once added to through the view, they will be available to select from for the Roles Access List. As for how they are stored in the metadata fields, each entry starts with it's identifier: ampersand (&) symbol for users, "at" (@) symbol for groups, and colon (:) for roles. Following that is the entity name. And at the end is the level of access in paranthesis. e.g. (RWDA). And each entry is separated by a comma. So if you were populating values through batch loader or an external source, the values would be defined this way. Detailed information on Access Control Lists can be found in the Oracle Fusion Middleware System Administrator's Guide for Oracle Content Server.

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  • Not to miss! Today’s web seminar on content integration with Oracle Apps

    - by Lance Shaw
    Hello everyone.  The first web seminar in a three-part series kicks off later today, focused on the value of delivering and controlling the flow of content in the context of your most critical business applications.   If you are using Oracle E-Business Suite, PeopleSoft Enterprise, JD Edwards EnterpriseOne or Siebel CRM, we heartily recommend you investigate the value of centralizing the delivery of scanned images, forms, faxes and digital documents within those processes.  The improvements in efficiency and productivity can result in some impressive cost savings. One customer recently reported that they had realized an impressive ROI of 180% and that the investment in this new technology had paid for itself in a mere 6 months.  We hope you can spare some time today to join us at 1pm Eastern Time / 10am Pacific Time / 18:00 GMT. We think you will find it time well spent.   Click here to attend.  We look forward to seeing you there!

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  • Three Principles to Fix Your Broken Organization

    - by Michael Snow
    Everyone's organization is broken in some capacity. For some this is painfully visible both inside and outside their organization. For others, there are cracks noticed by only the keenest trained eyes used to looking for problems in the midst of perfection. We all know that there is often incredible hope in the despair of chaos and recognition of your problems is the first step on the road to recovery. Let us help you in your path to recovery. Join our very own, Christian Finn,  this Thursday (11/15), as he guides you through three important principles you can take back to the office to start the mending process. (Above Image Credits: the BEST site on the web to make fun of our organizations and ourselves: http://www.despair.com/ ) His three principles are NOT "TeamWork", "Ignorance" and "Tradition", but - before jumping lower on this blog post to click and register for the upcoming webcast - I thought it would be a good opportunity to give you a little taste of what we have to offer beyond the array of our fabulous On-Demand webcasts from our Social Business Thought Leader Webcast Series featuring Christian as the host. Instead, here's a snippet from our marketing team friends across the pond in Europe, where they hosted a Social Business Forum recently and featured Christian in a segment.  Simple. Powerful. Proven. Face it, your organization is broken. Customers are not the focus they should be. Processes are running amok. Your intranet is a ghost town. And colleagues wonder why it’s easier to get things done on the Web than at work. What’s the solution?Join us for this Webcast. Christian Finn will talk about three simple, powerful, and proven principles for improving your organization through collaboration. Each principle will be illustrated by real-world examples. Discover: How to dramatically improve workplace collaboration Why improved employee engagement creates better business results What’s the value of a fully engaged customer Time to Fix What’s Broken Register now for this Webcast—the tenth in the Oracle Social Business Thought Leaders Series. Register Now Thurs., Nov. 15, 2012 10 a.m. PT / 1 p.m. ET Presented by: Christian Finn Senior Director, Product Management, Oracle Copyright © 2012, Oracle Corporation and/or its affiliates. All rights reserved. Contact Us | Legal Notices and Terms of Use | Privacy Statement

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  • The Minimalist Approach to Content Governance - Retire Phase

    - by Kellsey Ruppel
     Originally posted by John Brunswick. Good news - the Retire Phase is actually more fun than the Manage Phase. During the Retire Phase our content management team should not have to track down content creators if the Request Phase of this process was completed successfully. The ownership meta data, success criteria and time stamp that was applied to the original content submission will help to manage content at the end of the content life cycle. The Retire Phase will provide the opportunity for us to prune irrelevant content items through archiving or deletion, keeping the content system clear of irrelevant information, streamlining users ability to browse and search for content.   1. Act on Metrics Established during the Request Phase Why - Some information is only relevant for a given amount of time. In Content Platform Migration Strategy - Artifacts vs Perishable Content we examined two content types - Artifacts and Perishable content. Understanding the differences between Artifacts and Perishable content will allow us to explicitly respect their various lifespans. Additionally, some content may have been part of a project that failed to meet the success criteria outlined in the Request Phase. Any content that did not meet the metrics outlined in the Request Phase should be considered for deletion. How - Thankfully by adhering to to The Minimalist Approach to Content Governance our content should have some level of meta data associated with it that will allow us to quickly sort and understand how to deal with it. Content Management Systems like Oracle's Universal Content Management (UCM) natively allow you to create and save advanced searches that can use content meta data like folders, author, expiration date, security settings and custom meta data to pull back listings of content for examination. Additionally, analytics are available for all content items that allow us to determine if the usage is meeting success criteria that may have been previously outlined during the request phase. The lists that are produced from these approaches can be quickly reviewed for each project with the content owners and based on the nature of the content and success criteria undergo archiving or deletion. Impact - Retiring content that is no longer relevant will allow end users to have fast and relevant access to information across your enterprise. As we mentioned in our first post in this series - it is easy to quickly start producing content, but the challenge is ensuring that the environment is easy to navigate and use on the third week and during the third year. The light level of effort that was placed into the Request Phase of this process will set us up to keep content clean and relevant for a long time to come. With an up-to-date content repository users will be able to quickly find access to the information that is critical to their work processes. You might not get a holiday named in your honor managing the content system, but will appreciate their quick access to quality information.

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  • Why It Is So Important to Know Your Customer

    - by Christie Flanagan
    Over the years, I endured enough delayed flights, air turbulence and misadventures in airport security clearance to watch my expectations for the air travel experience fall to abysmally low levels. The extent of my loyalty to any one carrier had more to do with the proximity of the airport parking garage to their particular gate than to any effort on the airline’s part to actually earn and retain my business. That all changed one day when I found myself at the airport hoping to catch a return flight home a few hours earlier than expected, using an airline I had flown with for the first time just that week.  When you travel regularly for business, being able to catch a return flight home that’s even an hour or two earlier than originally scheduled is a big deal. It can mean the difference between having a normal evening with your family and having to sneak in like a cat burglar after everyone is fast asleep. And so I found myself on this particular day hoping to catch an earlier flight home. I approached the gate agent and was told that I could go on standby for their next flight out. Then I asked how much it was going to cost to change the flight, knowing full well that I wouldn’t get reimbursed by my company for any change fees. “Oh, there’s no charge to fly on standby,” the gate agent told me. I made a funny look. I couldn’t believe what I was hearing. This airline was going to let my fly on standby, at no additional charge, even though I was a new customer with no status or points. It had been years since I’d seen an airline pass up a short term revenue generating opportunity in favor of a long term loyalty generating one.  At that moment, this particular airline gained my loyal business. Since then, this airline has had the opportunity to learn a lot about me. They know where I live, where I fly from, where I usually fly to, and where I like to sit on the plane. In general, I’ve found their customer service to be quite good whether at the airport, via call center and even through social channels. They email me occasionally, and when they do, they demonstrate that they know me by promoting deals for flights from where I live to places that I’d be interested in visiting. And that’s part of why I’m always so puzzled when I visit their website.Does this company with the great service, customer friendly policies, and clean planes demonstrate that they know me at all when I visit their website? The answer is no. Even when I log in using my loyalty program credentials, it’s pretty obvious that they’re presenting the same old home page and same old offers to every single one of their site visitors. I mean, those promotional offers that they’re featuring so prominently  -- they’re for flights that originate thousands of miles from where I live! There’s no way I’d ever book one of those flights and I’m sure I’m not the only one of their customers to feel that way.My reason for recounting this story is not to pick on the one customer experience flaw I've noticed with this particular airline, in fact, they do so many things right that I’ll continue to fly with them. But I did want to illustrate just how glaringly obvious it is to customers today when a touch point they have with a brand is impersonal, unconnected and out of sync. As someone who’s spent a number of years in the web experience management and online marketing space, it particularly peeves me when that out of sync touch point is a brand’s website, perhaps because I know how important it is to make a customer’s online experience relevant and how many powerful tools are available for making a relevant experience a reality. The fact is, delivering a one-size-fits-all online customer experience is no longer acceptable or particularly effective in today’s world. Today’s savvy customers expect you to know who they are and to understand their preferences, behavior and relationship with your brand. Not only do they expect you to know about them, but they also expect you to demonstrate this knowledge across all of their touch points with your brand in a consistent and compelling fashion, whether it be on your traditional website, your mobile web presence or through various social channels.Delivering the kind of personalized online experiences that customers want can have tremendous business benefits. This is not just about generating feelings of goodwill and higher customer satisfaction ratings either. More relevant and personalized online experiences boost the effectiveness of online marketing initiatives and the statistics prove this out. Personalized web experiences can help increase online conversion rates by 70% -- that’s a huge number.1  And more than three quarters of consumers indicate that they’ve made additional online purchases based on personalized product recommendations.2Now if only this airline would get on board with delivering a more personalized online customer experience. I’d certainly be happier and more likely to spring for one of their promotional offers. And by targeting relevant offers on their home page to appropriate segments of their site visitors, I bet they’d be happier and generating additional revenue too. Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}  ***** If you're interested in hearing more perspectives on the benefits of demonstrating that you know your customers by delivering a more personalized experience, check out this white paper on creating a successful and meaningful customer experience on the web.  Also catch the video below on the business value of CX in attracting new customers featuring Oracle's VP of Customer Experience Strategy, Brian Curran. 1 Search Engine Watch 2 Marketing Charts

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  • Enterprise 2.0 - Connecting People, Processes & Content

    - by kellsey.ruppel(at)oracle.com
    With recent technological advances, the Internet is changing. When users head to the web, they are no longer just looking for information from a simple text and picture based website. Users want a more interactive experience - they want to participate, to share their views and get the feedback of others. And this is precisely what Web 2.0 technology addresses. Web 2.0 is about web applications that facilitate interactive information sharing, user-centered design and collaboration on the World Wide Web. Web 2.0 technology is everywhere on the Internet and is radically changing the speed and medium in which we interact and communicate. There are thousands of examples in the consumer world of Web 2.0 applications, technologies and solutions at work. You might be familiar with some of them...blogs, wikis (Wikipedia), Twitter, Facebook, LinkedIn - these are all examples of Web 2.0. And these technologies are transforming our world into a real-time, participation-oriented, user-driven, content-centric world. With all of these Web 2.0 solutions it's about the user, the consumer and all the content they are generating. It's a world full of online communities where people share and participate. We're not talking about disseminating information top-down , nor is it a bottom-up fight. Everyone has an equal opportunity to participate and share. The more you participate, the more you share, the more valued you are in the community. The web is not just a collection of documents online. It is the social web.  For the active users in the community, staying connected becomes critically important so they can participate at anytime and from anywhere. And because feedback and interaction are so critical, time is of the essence. When everyone is providing immediate responses, you feel the urge to do the same. Hence everything needs to be done right now, together...and collaboratively. With all the content being generated online by users, there is complete information overload out there. (That's a good thing for Google). But...it's no longer just about search. Sometimes you want the information to just come to you. Recommendations and discovery engines will deliver you more applicable results than a non-contextual search. How many of you have heard about a news headline on Facebook as part of your feed before you read the paper or see it on TV? This is how the new generation of workers live their daily lives...and as they enter the workforce, these trends and technologies are showing up in the enterprise too. A lot of the Web 2.0 technologies and solutions in the consumer world are geared for just that....consumers. But the core concepts that put them into the Web 2.0 category can be applied to the enterprise as well. And that is what we mean when we talk about Enterprise 2.0. Enterprise 2.0 is the use of Web 2.0 tools and technologies in the workplace.  It provides a modern user experience by connecting the people, content and business processes inside and outside the enterprise. Enterprise 2.0 empowers users to collaborate more effectively, find and share information in the proper content and improves the overall business processes which they participate in. As we head into 2011, is your organization using Enterprise 2.0 capabilities to the fullest? Are you connecting your people, processes and content together to provide a modern user experience?

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  • This is the End of Business as Usual...

    - by Michael Snow
    This week, we'll be hosting our last Social Business Thought Leader Series Webcast for 2012. Our featured guest this week will be Brian Solis of Altimeter Group. As we've been going through the preparations for Brian's webcast, it became very clear that an hour's time is barely scraping the surface of the depth of Brian's insights and analysis. Accordingly, in the spirit of sharing Brian's perspective for all of our readers, we'll be featuring guest posts all this week pulled from Brian's larger collection of blog postings on his own website. If you like what you've read here this week, we highly recommend digging deeper into his tome of wisdom. Guest Post by Brian Solis, Analyst, Altimeter Group as originally featured on his site with the minor change of the video addition at the beginning of the post. This is the End of Business as Usual and the Beginning of a New Era of Relevance - Brian Solis, Principal Analyst, Altimeter Group The Times They Are A-Changin’ Come gather ’round people Wherever you roam And admit that the waters Around you have grown And accept it that soon You’ll be drenched to the bone If your time to you Is worth savin’ Then you better start swimmin’ Or you’ll sink like a stone For the times they are a-changin’. - Bob Dylan I’m sure you are wondering why I chose lyrics to open this article. If you skimmed through them, stop here for a moment. Go back through the Dylan’s words and take your time. Carefully read, and feel, what it is he’s saying and savor the moment to connect the meaning of his words to the challenges you face today. His message is as important and true today as it was when they were first written in 1964. The tide is indeed once again turning. And even though the 60s now live in the history books, right here, right now, Dylan is telling us once again that this is our time to not only sink or swim, but to do something amazing. This is your time. This is our time. But, these times are different and what comes next is difficult to grasp. How people communicate. How people learn and share. How people make decisions. Everything is different now. Think about this…you’re reading this article because it was sent to you via email. Yet more people spend their online time in social networks than they do in email. Duh. According to Nielsen, of the total time spent online 22.5% are connecting and communicating in social networks. To put that in perspective, the time spent in the likes of Facebook, Twitter, and Youtube is greater than online gaming at 9.8%, email at 7.6% and search at 4%. Imagine for a moment if you and I were connected to one another in Facebook, which just so happens to be the largest social network in the world. How big? Well, Facebook is the size today of the entire Internet in 2004. There are over 1 billion people friending, Liking, commenting, sharing, and engaging in Facebook…that’s roughly 12% of the world’s population. Twitter has over 200 million users. Ever hear of tumblr? More time is spent on this popular microblogging community than Twitter. The point is that the landscape for communication and all that’s affected by human interaction is profoundly different than how you and I learned, shared or talked to one another yesterday. This transformation is only becoming more pervasive and, it’s not going back. Survival of the Fitting But social media is just one of the channels we can use to reach people. I must be honest. I’m as much a part of tomorrow as I am of yesteryear. It’s why I spend all of my time researching the evolution of media and its impact on business and culture. Because of you, I share everything I learn in newsletters, emails, blogs, Youtube videos, and also traditional books. I’m dedicated to helping everyone not only understand, but grasp the change that’s before you. Technologies such as social, mobile, virtual, augmented, et al compel us adapt our story and value proposition and extend our reach to be part of communities we don’t realize exist. The people who will keep you in business or running tomorrow are the very people you’re not reaching today. Before you continue to read on, allow me to clarify my point of view. My inspiration for writing this is to help you augment, not necessarily replace, the programs you’re running today. We must still reach those whom matter to us in the ways they prefer to be engaged. To reach what I call the connected consumer of Geneeration-C we must too reach them in the ways they wish to be engaged. And in all of my work, how they connect, talk to one another, influence others, and make decisions are not at all like the traditional consumers of the past. Nor are they merely the kids…the Millennial. Connected consumers are representative across every age group and demographic. As you can see, use of social networks, media sharing sites, microblogs, blogs, etc. equally span across Gen Y, Gen X, and Baby Boomers. The DNA of connected customers is indiscriminant of age or any other demographic for that matter. This is more about psychographics, the linkage of people through common interests (than it is their age, gender, education, nationality or level of income. Once someone is introduced to the marvels of connectedness, the sensation becomes a contagion. It touches and affects everyone. And, that’s why this isn’t going anywhere but normalcy. Social networking isn’t just about telling people what you’re doing. Nor is it just about generic, meaningless conversation. Today’s connected consumer is incredibly influential. They’re connected to hundreds and even thousands of other like-minded people. What they experiences, what they support, it’s shared throughout these networks and as information travels, it shapes and steers impressions, decisions, and experiences of others. For example, if we revisit the Nielsen research, we get an idea of just how big this is becoming. 75% spend heavily on music. How does that translate to the arts? I’d imagine the number is equally impressive. If 53% follow their favorite brand or organization, imagine what’s possible. Just like this email list that connects us, connections in social networks are powerful. The difference is however, that people spend more time in social networks than they do in email. Everything begins with an understanding of the “5 W’s and H.E.” – Who, What, When, Where, How, and to What Extent? The data that comes back tells you which networks are important to the people you’re trying to reach, how they connect, what they share, what they value, and how to connect with them. From there, your next steps are to create a community strategy that extends your mission, vision, and value and it align it with the interests, behavior, and values of those you wish to reach and galvanize. To help, I’ve prepared an action list for you, otherwise known as the 10 Steps Toward New Relevance: 1. Answer why you should engage in social networks and why anyone would want to engage with you 2. Observe what brings them together and define how you can add value to the conversation 3. Identify the influential voices that matter to your world, recognize what’s important to them, and find a way to start a dialogue that can foster a meaningful and mutually beneficial relationship 4. Study the best practices of not just organizations like yours, but also those who are successfully reaching the type of people you’re trying to reach – it’s benching marking against competitors and benchmarking against undefined opportunities 5. Translate all you’ve learned into a convincing presentation written to demonstrate tangible opportunity to your executive board, make the case through numbers, trends, data, insights – understanding they have no idea what’s going on out there and you are both the scout and the navigator (start with a recommended pilot so everyone can learn together) 6. Listen to what they’re saying and develop a process to learn from activity and adapt to interests and steer engagement based on insights 7. Recognize how they use social media and innovate based on what you observe to captivate their attention 8. Align your objectives with their objectives. If you’re unsure of what they’re looking for…ask 9. Invest in the development of content, engagement 10. Build a community, invest in values, spark meaningful dialogue, and offer tangible value…the kind of value they can’t get anywhere else. Take advantage of the medium and the opportunity! The reality is that we live and compete in a perpetual era of Digital Darwinism, the evolution of consumer behavior when society and technology evolve faster than our ability to adapt. This is why it’s our time to alter our course. We must connect with those who are defining the future of engagement, commerce, business, and how the arts are appreciated and supported. Even though it is the end of business as usual, it is the beginning of a new age of opportunity. The consumer revolution is already underway, and the question is: How do you better understand the role you play in this production as a connected or social consumer as well as business professional? Again, this is your time to define a new era of engagement and relevance. Originally written for The National Arts Marketing Project Connect with Brian via: Twitter | LinkedIn | Facebook | Google+ --- Note from Michael: If you really like this post above - check out Brian's TEDTalk and his thought process for preparing it in this post: 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-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} http://www.briansolis.com/2012/10/tedtalk-reinventing-consumer-capitalism-screw-business-as-usual/

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  • San Joaquin County, California Wins AIIM 2012 Carl E. Nelson Best Practice Award

    - by Peggy Chen
    Last month, AIIM, the global community of information professionals, announced the winners of the 2012 Carl E. Nelson Best Practices Awards. And San Joaquin County, California won in the small company category for 1-100 employees. The Carl E. Nelson Best Practices Award was established to recognize excellence in the area of information management. "Best practice" denotes a standard of excellence that has been achieved with an organization and refers to a process that can be quantified, adapted and repeated. Like many counties, San Joaquin County, California, was faced with huge challenges due to decreasing funds and staff, including decreased cost of building capability. It needed to streamline processes, cut costs per activity, modernize and strengthen the infrastructure, and adopt new technology and standards such as the National Information Exchange Model (NIEM). The Integrated Justice Information System (IJIS) provides a Web-based system to link more than 650,000 residents, 18 agencies countywide and other law enforcement systems nationwide. The county’s modernization initiative focused on replacing its outdated warrant system, implementing service-oriented architecture (SOA) to simplify integration between county law and justice systems, deploying Business Process Management (BPM), Case Management with content management, and Web technologies from Oracle. A critical part of their success has been the proper alignment of our Strategic Vision to the way the organization was enabled to plan and execute (and continues to execute) their modernization project. Congratulations to San Joaquin County!

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  • Customer Experience Online Forum

    - by Christie Flanagan
    Missed Oracle’s Customer Experience Online Forum?  Don’t worry. You can still catch the sessions at your convenience. Watch the Customer Experience Online Forum on demand to hear from Bruce Tempkin, a leading expert in customer experience, as well as other thought leaders and they delve into topics such as the ROI of customer experience and strategies for winning over customers.  Simply register to gain access to these sessions and more: The Customer Experience RevolutionCustomer experience has become the most important and defensible differentiator for your business. The customer experience is a journey that transcends all customer touchpoints and stages of the customer lifecycle. Discover where you are in the journey, identify how to begin optimizing the experience you deliver your customers, and join the Revolution.The ROI of Customer ExperienceBruce Temkin, Customer Experience Transformist & Managing Partner, Temkin GroupResearch of US and UK customers demonstrates a high correlation between a positive customer experience and loyalty. A successful customer interaction increases the willingness to buy more and to recommend your company. US companies can gain $380 million over three years by providing an optimized customer experience. This session will help companies determine the business impact that customer experience has on their specific business. Integrating Marketing and Loyalty to Deliver Great Customer ExperiencesNew devices and channels, such as mobile, social and web, are creating radical shifts in the customer buying process and the ways your company can reach and communicate with existing and potential customers. Learn how leading brands are using Oracle's marketing solutions to harness big data and better understand their customers, extend their marketing reach into social channels, and retain their high value customers through more rewarding customer experience.Where to Start Your Organization's RevolutionThe process of crafting a great customer experience starts with understanding customers and their goals. This session helps you to begin mapping a sound customer experience strategy, describing the intended experience and kinds of processes that create differentiation. The ROI of Customer Experience: A Tempkin Group Insight Report Did you know that customer experience leaders have more than a 16 percentage point advantage over customer experience laggards in consumers’ willingness to buy more, their reluctance to switch business away, and their likelihood to recommend? Did you know that even a modest increase in customer experience can translate into millions of dollars gained? Learn more about the ROI of customer experience in this free report.

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  • Gartner PCC Summit, Baltimore - Oracle's Take

    - by [email protected]
    Back from last week's trip to the Gartner PCC Summit in Baltimore, Andy MacMillan and Ajay Gandhi share their impressions of the conference. According to Andy and Ajay: Interest in the sector is increasing - attendance at this year's conference was up by more than 50 percent The discussion at the conference this year shifted from a focus on what the tools are to how the tools can transform organizations and help build businesses Conference attendees were interested in taking a platform approach and looking to bring multiple tools together to solve problems and simplify business processes. If you are interested in learning more about the Bureau of Indian Affairs' deployment showcased in Ajay's session at the Gartner PCC Summit, come back soon - a detailed post is on its way.

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  • Oracle Coherence 3.5 PreSales Boot Camp - Live Virtual Training (12-13/Mai/10)

    - by Claudia Costa
    Oracle Coherence is an in-memory data grid solution that enables organizations to predictably scale mission-critical applications by providing fast access to frequently used data. By automatically and dynamically partitioning data, Oracle Coherence ensures continuous data availability and transactional integrity, even in the event of a server failure. It provides organizations with a robust scale-out data abstraction layer that brokers the supply and demand of data between applications and data sources. Register today!   What will we cover The Oracle Coherence 3.5 Boot Camp is a FREE workshop which provides a quick hands-on technical ramp up on Oracle Coherence Data Grid.The Boot Camp provides a product overview, positioning and demo, discussion of customer uses and hands on lab work. Participants will leave the Oracle Coherence Boot Camp with a solid understanding of the product and where and how to apply it.It will provide an overview of the product as well as hands-on lab work.   • Architecting applications for scalability, availability, and performance • Introduction to Data Grids and Extreme Transaction Processing (XTP) • Coherence Case Studies • Oracle Coherence Product Demonstration • Coherence implementation strategies and architectural approaches • Coherence product features and APIs • Hands-on labs that will include product installation, configuration, sample applications, code examples, and more.   Who should attend This boot camp is intended for prospective users and implementers of Oracle Coherence Data Grid or implementers that have had limited exposure to Coherence and seek to gain a Technical Overview of the product with hand on exercises. Ideal participants are Oracle partners (SIs and resellers) with backgrounds in business information systems and a clientele of customers with ongoing or prospective application and/or data grid initiatives. Alternatively, partners with the background described above and an interest in evolving their practice to a similar profile are suitable participants.   Prerequisites and Workstation requirements There are no prerequisite classes for this Boot Camp. However, labs rely upon usage of the Java programming language. Therefore participants should be familiar with the Java language or similar Object Oriented programming languages. Additionally, students experience with enterprise data storage and manipulation is and knowledge of relevant concepts will benefit most from the boot camp. In order to attend this boot camp you need to have the necessary software installed on your laptop prior to attending the class. Please revise the Workstation Requirements page and register today! Agenda - May 12 - 8:30 May 13 - 12:30 *To view the full agenda and to register click here.    

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  • Employee Engagement Q&A with John Brunswick

    - by Kellsey Ruppel
    As we are focusing this week on Employee Engagement, I recently sat down with industry expert and thought leader John Brunswick on the topic. Here is the Q&A dialogue we shared.  Q: How do you effectively engage employees to drive business value?A: Motivation, both extrinsic and intrinsic, combined with the relevancy of various channels to support it.  Beyond chaining business strategies like compensation models within an organization, engagement ultimately is most successful when driven by employee's motivations.  Business value derived from engagement through technical capabilities can be objectively measured through metrics like the rate and accuracy of problem solving for a given business function or frequency of innovation created.  Providing employees performing "knowledge work" with capabilities that allow them to perform work with a higher degree of accuracy in the same or ideally less time, adds value for that individual and in turn, drives their level of engagement to drive business value. Q: Organizations with high levels of employee engagement outperform the total stock market index by 22%. Can you comment on why you think this might be? A: Alignment through shared purpose.  Zappos is an excellent example of a culture that arguably has higher than average levels of employee engagement and it permeates every aspect of their organization – embodied externally through their customer experience.  I recently made my first purchase with them and it was obvious through their web experience, visual design, communication style, customer service and attention to detail down to green packaging, that they have an amazingly strong shared purpose.  The Zappos.com ‘About page’ outlines their "Family Core Values", the first three being "Deliver WOW Through Service, Embrace and Drive Change & Create Fun and A Little Weirdness" – all reflected externally in my interaction with them.  Strong shared purpose enables higher product and service experience, equating to a dedicated customer base, repeat purchases and expanded marketshare. Q: Have you seen any trends in the market regarding employee engagement? A: Some companies now see offering a form of social engagement similar to Facebook and LinkedIn as standard communication infrastructure like email or instant messaging.  Originally offered as standalone tools, the value is now seen when these capabilities are offered in an integrated fashion in the context of business entities.  An emerging area of focus is around employee activities related to their organization on external social platforms, implicitly creating external communities with employees acting on behalf of the brand and interacting with each other (e.g. Twitter).  Companies have reached a formal understand that this now established communication medium requires strategies allowing employees to engage.  I have personally met colleagues from Oracle, like Oracle User Experience Director Ultan O'Broin (@ultan), via Twitter before meeting first through internal channels. Q: Employee engagement is important, but what about engaging customers and partners? A: The last few years we have witnessed an interesting evolution from the novelty of self-service to expectations of "intelligent" self-service.  From a consumer standpoint, engagement can end up being a key differentiator, especially in mature markets.  Customers that perform some level of interaction with a brand develop greater affinity for the brand and have a greater probability of acting as an advocate.  As organizations move toward a model of deeper engagement, they must ensure that their business is positioned to support deeper relationships, offering potentially greater transparency. From a partner standpoint greater engagement can lead to new types of business opportunities, much in the way that Amazon.com offers a unified shopping experience that can potentially span various vendors.  This same model can be extended to blending services and product delivery models, based on a closeness not easily possible before increased capability of engagement mechanisms. Q: What types of solutions are available to successfully deliver employee engagement? A: Solutions enabling higher levels of engagement do so on the basis of relevancy.  This relevancy is generally supported by aspects of content management, social collaboration, business intelligence, portal and process management technologies.  These technologies can help deliver an experience tailored to a given role or process within an organization that applies equally to work that is structured or unstructured, appearing in the form of functionality as simple as an online employee directory search, knowledge communities supported by social collaboration, as well as more feature rich business intelligence dashboards and portals. Looking to learn more about how to effectively engage your employees? Check out this webcast, or read more from John Brunswick. 

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  • Will Your Brand Survive the Age of Digital Darwinism?

    - by Christie Flanagan
    It’s the end of business as usual.  Trends such as the mobile web, social media, gamification and real-time are forcing businesses to rethink the way they operate.  At the same time, people are embracing a new digital culture across ever expanding networks.  Together, these trends have given rise to a new breed of connected consumer, one that is ready to shake the very foundation of business today.  This is the age of Digital Darwinism – where society and technology evolve faster than your ability to adapt.  How well poised is your brand to survive and thrive in this new environment? Attend this webcast to hear Altimeter Group digital analyst and futurist, Brian Solis, discuss the rise of connected consumerism and learn how brands can survive Digital Darwinism by better understanding customer expectations, disruptive technology, and the new opportunities that arise from them. You will learn: How brands are being redefined in the digital consumer landscape and what they can do to create and steer these experiences Why consumer influence is growing and how businesses can use this to their advantage How to connect with a rising audience through new touchpoints between consumers, brands, and influencers Why you need to create a culture of change to earn trust, influence and significance among today’s connected customers Register now.

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  • Rapid Evolution of Society & Technology

    - by Michael Snow
    We caught up with Brian Solis on the phone the other day and Christie Flanagan had a chance to chat with him and learn a bit more about him and some of the concepts he'll be addressing in our Social Business Thought Leaders Webcast on Thursday 12/13/12. «--- Interview with Brian Solis  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-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast- mso-fareast-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Be sure and register for this week's webcast ---» ------------------- Guest post by Brian Solis. Reposted (Borrowed) from his posting of May 24, 2012 Dear [insert business name], what’s your promise? - Brian Solis You say you want to get closer to customers, but your actions are different than your words. You say you want to “surprise and delight” customers, but your product development teams are too busy building against a roadmap without consideration of the 5th P of marketing…people. Your employees are your number one asset, however the infrastructure of the organization has turned once optimistic and ambitious intrapreneurs into complacent cogs or worse, your greatest detractors. You question the adoption of disruptive technology by your internal champions yet you’ve not tried to find the value for yourself. You’re a change agent and you truly wish to bring about change, but you’ve not invested time or resources to answer “why” in your endeavors to become a connected or social business. If we are to truly change, we must find purpose. We must uncover the essence of our business and the value it delivers to traditional and connected consumers. We must rethink the spirit of today’s embrace and clearly articulate how transformation is going to improve customer and employee experiences and relationships now and over time. Without doing so, any attempts at evolution will be thwarted by reality. In an era of Digital Darwinism, no business is too big to fail or too small to succeed. These are undisciplined times which require alternative approaches to recognize and pursue new opportunities. But everything begins with acknowledging the 360 view of the world that you see today is actually a filtered view of managed and efficient convenience. Today, many organizations that were once inspired by innovation and engagement have fallen into a process of marketing, operationalizing, managing, and optimizing. That might have worked for the better part of the last century, but for the next 10 years and beyond, new vision, leadership and supporting business models will be written to move businesses from rigid frameworks to adaptive and agile entities. I believe that today’s executives will undergo a great test; a test of character, vision, intention, and universal leadership. It starts with a simple, but essential question…what is your promise? Notice, I didn’t ask about your brand promise. Nor did I ask for you to cite your mission and vision statements. This is much more than value propositions or manufactured marketing language designed to hook audiences and stakeholders. I asked for your promise to me as your consumer, stakeholder, and partner. This isn’t about B2B or B2C, but instead, people to people, person to person. It is this promise that will breathe new life into an organization that on the outside, could be misdiagnosed as catatonic by those who are disrupting your markets. A promise, for example, is meant to inspire. It creates alignment. It serves as the foundation for your vision, mission, and all business strategies and it must come from the top to mean anything. For without it, we cannot genuinely voice what it is we stand for or stand behind. Think for a moment about the definition of community. It’s easy to confuse a workplace or a market where everyone simply shares common characteristics. However, a community in this day and age is much more than belonging to something, it’s about doing something together that makes belonging matter The next few years will force a divide where companies are separated by intention as measured by actions and words. But, becoming a social business is not enough. Becoming more authentic and transparent doesn’t serve as a mantra for a renaissance. A promise is the ink that inscribes the spirit of the relationship between you and me. A promise serves as the words that influence change from within and change beyond the halls of our business. It is the foundation for a renewed embrace, one that must then find its way to every aspect of the organization. It’s the difference between a social business and an adaptive business. While an adaptive business can also be social, it is the culture of the organization that strives to not just use technology to extend current philosophies or processes into new domains, but instead give rise to a new culture where striving for relevance is among its goals. The tools and networks simply become enablers of a greater mission You are reading this because you believe in something more than what you’re doing today. While you fight for change within your organization, remember to aim for a higher purpose. Organizations that strive for innovation, imagination, and relevance will outperform those that do not. Part of your job is to lead a missionary push that unites the groundswell with a top down cascade. Change will only happen because you and other internal champions see what others can’t and will do what other won’t. It takes resolve. It takes the ability to translate new opportunities into business value. And, it takes courage. “This is a very noisy world, so we have to be very clear what we want them to know about us”-Steve Jobs ----------------------------------------------------------------- So -- where do you begin to evaluate the kind of experience you are delivering for your customers, partners, and employees?  Take a look at this White Paper: Creating a Successful and Meaningful Customer Experience on the Web and then have a cup of coffee while you listen to the sage advice of Guy Kawasaki in a short video below.   An interview with Guy Kawasaki on Maximizing Social Media Channels 

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  • Social Technology and the Potential for Organic Business Networks

    - by Michael Snow
    Guest Blog Post by:  Michael Fauscette, IDCThere has been a lot of discussion around the topic of social business, or social enterprise, over the last few years. The concept of applying emerging technologies from the social Web, combined with changes in processes and culture, has the potential to provide benefits across the enterprise over a wide range of operations impacting employees, customers, partners and suppliers. Companies are using social tools to build out enterprise social networks that provide, among other things, a people-centric collaborative and knowledge sharing work environment which over time can breakdown organizational silos. On the outside of the business, social technology is adding new ways to support customers, market to prospects and customers, and even support the sales process. We’re also seeing new ways of connecting partners to the business that increases collaboration and innovation. All of the new "connectivity" is, I think, leading businesses to a business model built around the concept of the network or ecosystem instead of the old "stand-by-yourself" approach. So, if you think about businesses as networks in the context of all of the other technical and cultural change factors that we're seeing in the new information economy, you can start to see that there’s a lot of potential for co-innovation and collaboration that was very difficult to arrange before. This networked business model, or what I've started to call “organic business networks,” is the business model of the information economy.The word “organic” could be confusing, but when I use it in this context, I’m thinking it has similar traits to organic computing. Organic computing is a computing system that is self-optimizing, self-healing, self-configuring, and self-protecting. More broadly, organic models are generally patterns and methods found in living systems used as a metaphor for non-living systems.Applying an organic model, organic business networks are networks that represent the interconnectedness of the emerging information business environment. Organic business networks connect people, data/information, content, and IT systems in a flexible, self-optimizing, self-healing, self-configuring, and self-protecting system. People are the primary nodes of the network, but the other nodes — data, content, and applications/systems — are no less important.A business built around the organic business network business model would incorporate the characteristics of a social business, but go beyond the basics—i.e., use social business as the operational paradigm, but also use organic business networks as the mode of operating the business. The two concepts complement each other: social business is the “what,” and the organic business network is the “how.”An organic business network lets the business work go outside of traditional organizational boundaries and become the continuously adapting implementation of an optimized business strategy. Value creation can move to the optimal point in the network, depending on strategic influencers such as the economy, market dynamics, customer behavior, prospect behavior, partner behavior and needs, supply-chain dynamics, predictive business outcomes, etc.An organic business network driven company is the antithesis of a hierarchical, rigid, reactive, process-constrained, and siloed organization. Instead, the business can adapt to changing conditions, leverage assets effectively, and thrive in a hyper-connected, global competitive, information-driven environment.To hear more on this topic – I’ll be presenting in the next webcast of the Oracle Social Business Thought Leader Webcast Series - “Organic Business Networks: Doing Business in a Hyper-Connected World” this coming Thursday, June 21, 2012, 10:00 AM PDT – Register here

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  • Customer Engagement: Are Your Customers Engaged With Your Brands?

    - by Michael Snow
    Engaging Customers is Critical for Business Growth This week we'll be spending some time looking at Customer Engagement. We all have stories about how we try to engage our customers better than ever before.  We all know that successfully engaging customers is critical to an organization’s business success. We also know that engaging our customers is more challenging today than ever before. There is so much noise to compete with for getting anyone's attention. Over the last decade and a half we’ve watched as the online channel became a primary one for conducting our business and even managing our lives. And during this whole process or evolution, the customer journey has grown increasingly complex. Customers themselves have assumed increasing power and influence over the purchase process and for setting the tone and pace of the relationships they have with brands and you see the evidence of this in the really high expectations that customers have today. They expect brand experiences that are personalized and relevant -- In other words they want experiences that demonstrate that the brand understands their interests, preferences and past interactions with them. They also expect their experience with a brand and the community surrounding it to be social and interactive – it’s no longer acceptable to have a static, one-way dialogue with your customer base or to fail to connect your customers with fellow customers, or with your employees and partners. And on top of all this, customers expect us to deliver this rich and engaging, personalized and interactive experience, in a consistent way across a variety of channels including web, mobile and social channels or even offline venues such as in-store or via a call center. And as a result, we see that delivery on these expectations and successfully engaging your customers is a great challenge today. Customers expect a personal, engaging and consistent online customer experience. Today’s consumer expects to engage with your brand and the community surrounding it in an interactive and social way. Customers have come to expect a lot for the online customer experience.  ·        They expect it to be personal: o   Accessible:  - Regardless of my device  Via my existing online identities  o   Relevant:  Content that interests me  o   Customized:  To be able to tailor my online experience  ·        They expect it to be engaging: o   Social:  So I can share content with my social networks  o   Intuitive:  To easily find what I need   o   Interactive:  So I can interact with online communities And they expect it to be consistent across the online experience – so you better have your brand and information ducks in a row. These expectations are not only limited to your customers by any means. Your employees (and partners) are also expecting to be empowered with engagement tools across their internal and external communications and interactions with customers, partners and other employees. We had a great conversation with Ted Schadler from Forrester Research entitled: "Mobile is the New Face of Engagement" that is now available On-Demand. Take a look at all the webcasts available to watch from our Social Business Thought Leader Series. Social capabilities have become so pervasive and changed customers’ expectations for their online experiences. The days of one-direction communication with customers are at an end. Today’s customers expect to engage in a dialogue with your brand and the community surrounding it in an interactive and social way. You have at a very short window of opportunity to engage a customer before they go to another site in their pursuit of information, product, or services. In fact, customers who engage with brands via social media tend to spend more that customers who don’t, between 20% and 40% more.  And your customers are also increasingly influenced by their social networks too – 40% of consumers say they factor in Facebook recommendations when making purchasing decisions.  This means a few different things for today’s businesses. Incorporating forms of social interaction such as commenting or reviews as well as tightly integrating your online experience with your customers’ social networking experiences into the online customer experience are crucial for maintaining the eyeballs on your desired pages. --- Notes/Sources: 93% - Cone Finds that Americans Expect Companies to Have a Presence in Social Media - http://www.coneinc.com/content1182 40% of consumers factor in Facebook recommendations when making decisions about purchasing (Increasing Campaign Effectiveness with Social Media, Syncapse, March 2011) 20%-40% - Customers who engage with a company via social media spend this percentage more with that company than other customers (Source: Bain & Company Report – Putting Social Media to Work)

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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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  • Bunny Inc. Season 2: Optimize Your Enterprise Content

    - by kellsey.ruppel
    In a business environment largely driven by informal exchanges, digital assets and peer-to-peer interactions, turning unstructured content into an enterprise-wide resource is the key to gain organizational agility and reduce IT costs. To get their work done, business users demand a unified, consolidated and secure repository to manage the entire life cycle of content and deliver it in the proper format.At Hare Inc., finding information turns to be a daunting and error-prone task. On the contrary, at Bunny Inc., Mr. CIO knows the secret to reach the right carrot! Have a look at the third episode of the Social Bunnies Season 2 to discover how to reduce resource bottlenecks, maximize content accessibility and mitigate risk.

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